Πέμπτη, 28 Φεβρουαρίου 2013

Khiri Travel's Six Requests to the Next Bangkok Governor


On March 3, Bangkok citizens will elect their Bangkok governor for the next four years. The Governor's office has a budget of around THB 60 billion (US$2.1 billion) per year. Bangkok as a holiday destination and travel hub is vital to the travel industry in Thailand and neighbouring countries. As CEO and co-founder of Khiri Travel, a leading tour operator in the Thailand and the Mekong region, I would like to see at least six tourism related ideas turned into policy in Bangkok in the next few years.

Willem Niemeijer
Download hi res image here
Create Well Organized Street Markets
There are many areas where tourists and locals mix. By using the 'walking street' concept, both groups benefit. A good job was done with the Tha Chang area near the Grand Palace in Bangkok. Let's have more attractive landscaping like that. The 'walking street' events in Chiang Mai are a huge hit with both locals and tourists. Create more events and zones like these in Bangkok. Block traffic from certain streets and allow small trade permanently or temporarily, for example, on Sundays or public holidays.


Make Better Use of the Airport Rail Link
The fast 
Airport Rail Link between Suvarnabhumi Airport and Bangkok should facilitate more stopovers in the city centre. Have plenty of lockers at the Makasan train terminal in Pratunam in the city centre for travellers to leave their luggage while they explore downtown for a few hours. For travellers with a few hours to spend between flights, and those leaving on very late departures, this would be a very handy option to enable more short forays into the city. The splendid Suan Pakkad Palace, for instance, is within walking distance of the Makasan airport link station.

Make Lower Sukhumvit and Silom Liveable
Every day thousands of tourists flock to Sukhumvit Road between Sois 1 and 21 and Silom Road around the Saladaeng/Patpong area. Yet they appear to be the least organized areas of the city, both on sidewalks and on the streets. Both areas are where the 
BTS Skytrain and MRT underground converge. So let's get organized. Only allow cars with stickers into these areas. Have taxi queues outside these areas (e.g. in the unused space under the Expressway beside Sukhumvit Soi 2). And create dedicated space for street hawkers. Think Chinatown in Singapore. And add more escalators to BTS stations in these areas please.
 

Pratunam district in Bangkokby Phlippe Baron @monasie.com
Download hi res image here
Market Special Events Better
Bangkok has some wonderful initiatives, such as the 
Street Art Festivaland Fashion Week. However, the world outside Thailand knows very little about them. With the rise of Myanmar, Cambodia and Vietnam, the Bangkok Governor's office and the Tourism Authority of Thailand need to promote them better and create more such occasions and activities.

Use the MRT and BTS Networks to Unlock Areas for Tourists 

Bangkok authorities should distribute information about things to see and do near BTS and MRT stations. They should make off-peak tourist travel cards available. The ever-extending two mass transit networks should be used to unlock new areas that very few tourists go to, but yet have a wealth of things to see and do -- and taste. All it needs is promotion. Local businesses in districts such as Thonburi and Nonthaburi will be thrilled to chip in to get tourists to their doors.

Reclaim the Sidewalks, Curb Pollution
The sight of pedestrians abandoning the sidewalks and endangering themselves walking on the street because the sidewalk is taken up with vendors represents a triumph of civic rental greed over common sense. Smoke-belching buses, tuk-tuks, pick-up trucks and lorries have no right to be on the road, let alone in the heart of the metropolis. This is 2013, not 1973. Please fix it Mr Governor.


By Willem Niemeijer, CEO and co-founder of Khiri Travel



Phuket International Boat Show (PIMEX) Celebrating 10th Anniversary


Phuket International Boat Show (PIMEX) celebrates its 10th anniversary as ‘Asia’s Favourite Boat Show’ returning to Thailand’s premier boating haven Royal Phuket Marina (RPM) from March 21-24.
The region’s most successful marine and lifestyle show is showcasing more exhibitors and boats than ever before with up to 60 power boats and yachts from 10-35 metres.
As many as 120 companies representing over 250 international brands from as far afield as Australia, Europe and the USA, as well as Asia and China, are exhibiting both on water and at the luxury lifestyle marina’s exhibition centre.
Iconic boat brands on show include Azimut, Beneteau, Fairline, Sunseeker, Ferretti and Bavaria Yachts.
Marine exhibits extend to equipment and accessories, charter, diving and sailing holidays, technical and design services, marina construction and a wide range of water sports toys and gadgets.
Also on show at the luxury lifestyle exhibition, will be a wide choice of luxury properties, from marina front villas and condos to reasonably priced condominiums and investment opportunities, together with latest luxury cars and iconic brands. New on offer from Royal Phuket Marina are ‘La Reserve Residences’, a new condominium development styled especially for families. Tailored for families, ‘La Reserve Residences‘ feature 40 one and two-bedroom condominiums in two blocks, each with their own rooftop ‘Sky Pools’.
As befits a show in Phuket, Thailand’s favourite holiday island, cocktail parties and receptions will give exhibitors and visitors the chance to mingle and network whilst enjoying the Mediterranean-style ambience of Royal Phuket Marina.
Phuket International Boat Show 2013 (www.phuketboatshow.com) promises to continue breaking records, surpassing over 4,000 who attended last year, with sales exceeding US$$25 million.
With purpose built exhibition space overlooking in-water displays in a magical setting with fine dining and spectacular views, Asia's largest boat show is set to retain its solid track record of sales and quality visitor attendance,” said Show Director, Andy Dowden.
The expo’s popularity is fuelled by a “growing interest in buying into the marine leisure lifestyle among wealthy Russian, Chinese and Thai boating enthusiasts”, added Royal Phuket Marina developer Gulu Lalvani. Among real estate promotions at this year’s show, Royal Phuket Marina is showcasing its princely collection of palatial ‘Royal Villas’, the most exclusive address in Phuket for boat owners, with their own private moorings for super-cruisers.
With state-of-the-art moorings for 120 vessels and 50 ‘dry’ berths, the prestigious Mediterranean-style yachting and luxury lifestyle community is at the hub of Phuket’s fast-growing popularity with the international boating community.
Phuket’s marine playground is globally connected by more than 200 direct international flights weekly from both Asia and Europe

Melbourne to host Dreamtime 2013


Melbourne is to host Tourism Australia’s largest trade marketing event in December, Dreamtime 2013, helping to further grow the $12 billion plus business events sector.
Announced today by the Minister for Tourism, the Hon Martin Ferguson AM MP, during the opening of the inaugural Business Events week in Melbourne, Dreamtime 2013 will bring together 125 internationalbusiness events decision makers (buyers) with the Australian business events industry to experience the destination’s capabilities for doing business.
Tourism Australia Managing Director Andrew McEvoy said Dreamtime was part of a broader strategy to promote Australia as a business events destination internationally and deliver economic benefits to the sector.
Dreamtime gives the Australian business events industry a platform to do business with well qualified international buyers from key markets such as China, Hong Kong, Korea, Japan, India, Singapore, Malaysia, Indonesia, New Zealand, North America and the United Kingdom,” Mr McEvoy said.
The format of the event provides an opportunity for the Australian industry to demonstrate their expertise in delivering bespoke corporate incentive experiences as well as hosting large scale gala events.
With its combination of state-of-the-art infrastructure, monumental architecture, abundance of green spaces, and a sophisticated dining scene, Melbourne has a strong offering for key business events decision makers looking to achieve real results from their corporate incentive programs,” Mr McEvoy said.
During Dreamtime 2013 international business events buyers and media will be hosted in Melbourne where they will participate in a city showcase, business sessions with Australian industry and networking dinner events. Three days of educational visits will follow, giving buyers and media the opportunity to experience one of many Australian destinations first hand.
Melbourne Convention Bureau CEO Karen Bolinger said hosting Dreamtime 2013 was a tremendous business opportunity for the city.
Being the host city for Dreamtime is a major coup for Melbourne, as it will allow us to showcase the city’s corporate and incentive offering to key markets from across the globe,” Ms Bolinger said.
Melbourne has always had a collaborative approach to bidding for and securing incentive business. We worked closely with our partners to prepare the Dreamtime program which will enable us to highlight Melbourne’s unique attributes as an incentive destination.
Melbourne has an impressive track record in hosting large incentive groups, such as the Amway India Leadership Seminar for 4,000 delegates in December, 2012, which is a testament to the diverse range of activities on offer and the ability for the city to cater for groups of any size.
The city boasts a huge menu of amazing experiences, which are tailor-made to each individual or group, making the city a planner’s and a delegate’s dream destination,” Ms Bolinger said.
Mr McEvoy said that in an intensely competitive global marketplace, Tourism Australia’s business events industry partnership approach to securing international business events was delivering strong results.
Business events is one of the key areas of the Tourism 2020 strategy to enhance growth and competitiveness in the tourism sector, with the aim to increase tourism spending to as much as A$140 billion by the end of the decade,” Mr McEvoy said.
Specifically the business events industry is looking to grow to A$16 billion annually in value by 2020 and already we are well on track to achieving this goal.
The industry is making strong progress, with overnight expenditure by business events visitors in Australia increasing to A$12.5 billion in 2011, up from A$10.3 billion in 2010,” Mr McEvoy said.  

500 senior buyers to be at ITB Buyers’ Circle


This year some 500 senior buyers representing the international travel industry have been accepted as members of the exclusive ITB Berlin Buyers’ Circle, which offers services reducing the workload of the industry’s best buyers.
itb-berlin-verticleThe international members making up this year’s ITB Buyers’ Circle come from Europe, the USA, Canada, South America, Australia, Asia and Africa. At 51 per cent, more than half of its members are from outside Germany, both from every EU country and from 38 non-EU countries. Their overall spending capability is 1.5 billion euros. 61 per cent of the members are tour operators, 11 per cent represent the corporate travel and MICE sectors.
The services of the ITB Buyers’ Circle will considerably save buyers’ time and significantly increase their efficiency. The exclusive ITB Buyers' Circle Lounge is located in the Marshall Haus on the Berlin Exhibition Grounds and with its separate meeting rooms in quiet surroundings offers excellent opportunities for networking at length. The members of the ITB Buyers’ Circle also benefit from gaining free admission to ITB Berlin and Fast Lane access to the exhibition grounds as early as 9 a.m. They can also make use of the Europcar shuttle service on the grounds and will receive a trade visitor ticket to ITB Asia from 23 to 25 October 2013.
David Ruetz, head of ITB Berlin, is responsible for setting up this circle for tourism industry buyers: “By creating the ITB Buyers’ Circle we are offering leading buyers from the international tourism industry a suitable environment, concentrating valuable resources and thus significantly reducing their workload. Intense networking and obtaining the latest industry information are crucial to a buyer’s success. The ITB Buyers’ Circle is another ideal platform for ensuring a successful visit.“
Buyers involved in the operations of small and medium-sized enterprises and of larger companies from the global travel industry were able to apply for membership of this circle. The ITB Buyers’ Circle targets product managers and active buyers. A decision on membership will be taken after application forms have been submitted and individually checked. The aim is to reflect the entire spectrum of the industry.

ILTM Americas Expands To Meet Growing Regional Markets


ILTM Americas is returning to Mayakoba on the Riviera Maya, Mexico between 30 September and 3 October.
The event provides an exclusive opportunity for global luxury travel suppliers to develop business with buyers from high spending markets across the Americas continent such as Brazil, Mexico, Panama, Chile, Columbia, Venezuela as well as North America.
The International Monetary Fund (IMF)'s World Economic Outlook is forecasting that Latin America will expand by 3.9% in 2013, anchored by a 3.5% expansion in Mexico and Brazil (Latin America's largest economy). Research also reveals that 34% of ‘ultra-affluent’ consumers across the US (the world’s largest outbound market) are reportedly more interested in premium, luxury travel experiences this year.
ILTM Americas will welcome 300 elite travel suppliers and host 300 VIP Buyers for their exclusive benefit, creating significant opportunities to build luxury travel businesses and luxury travel communities. Up to 69 pre-scheduled appointments between each buyer and supplier will take place during the four-day event, as well as a detailed programme of social networking activities.
Simon Mayle, ILTM Head of Marketing and Buyer Programmes commented, "ILTM Americas is fundamental for all luxury travel brands who want to take advantage of Central and South Americas’ robust economic boom. Latin America is currently maintaining high levels of economic growth, creating a whole generation of new wealth - Peru in particular has emerged as one of the fastest growing and most stable economies in the region, alongside Panama, Chile, Colombia and Bolivia.”
As one of the buyers who attended the launch edition last year, Paula Gamas, CFO of ITG (International Travel Group Mexico), summed up the agent experience:
ITG has been participating in ILTM for nine years; it is an extraordinary event because of the incredibly high level of networking opportunities with luxury travel suppliers both known to us and new. We always meet with the decision makers of each company, ensuring efficient and effective business. The first ILTM Americas was very successful: both suppliers and buyers have had the opportunity to reach out to the highest level of luxury travel market resources.”
Esteban Novoa, Sales Manager, Martin Santiago Travel added, "The organisation of ILTM Americas 2012 was perfect - the duration of the interviews, the quality of the suppliers, and the fantastic end of event evening at Maroma Beach!"
Last year’s launch edition of ILTM Americas successfully welcomed 150 exhibitors and 150 luxury travel buyers, bringing together the world’s most sought after collection of international luxury experiences for luxury travel buyers from North, South and Central America.
Mayle continued: “74% of buyers who attended ILTM America 2012 had never been to an ILTM event before, giving exhibitors the opportunity to identify the new rising stars of luxury travel.”
In 2012, it was reported that Brazil overtook the UK as the 6th largest economy in the world. Panama remains one of the fastest growing Latin American countries, with a growth rate of 9.5% in 2012 - a rate similar to growth rates in India and China. Panama, Chile, Colombia, Bolivia and Peru achieved expansion rates in 2012 that exceeded the regional average of 3.5 percent GDP growth.

The Spa at Four Seasons Hotel Denver Introduces New Treatments


The Spa at Four Seasons Hotel Denver is offering two new advanced treatment lines, both of which are known as “green” friendly:
Voya, an organic seaweed beauty product based in Ireland, and Medik8, a British skin research company known for results-driven products. Medik8 is a “green” cosmeceutical brand known for using less aggressive ingredients that still offer a strong potency and effective results. Voya’s seaweed comes from Ireland’s Atlantic Coast and is hand-harvested and certified organic. The Spa at Four Seasons has added several new treatments incorporating these new product lines, just in time for spring.
The results from these new lines have been phenomenal,” says Spa Director Matt Turner. “For guests with skin issues, such as rosacea, the Medik8 line has shown to make a marked difference post-treatment. We’ve already had several guests leave The Spa and purchase the entire line of products for home use.”
On the Hotel’s third floor, local Denverites and Hotel guests can revel in the 9,000 square-foot (835 square-metre) Spa, where serenity and tranquility await. With a full range of facial and body treatments, plus a separate nail salon, Spa guests are invited to fully experience relaxation and rejuvenation by taking advantage of the plethora of amenities the Spa provides. Guests who experience a minimum 60 minute treatment are extended access to the Hotel’s fitness centre.
The Spa at Four Seasons offers 10 treatment rooms, each named after a gemstone of Colorado, and two of the rooms are couples suites. One suite offers an expansive rain shower, and the other offers a spacious whirlpool tub, featuring the SANIJET Pipeless system. There are two separate men’s and women’s changing facilities with relaxation lounges, each offering a large whirlpool as the centrepiece with a eucalyptus steam room and separate lounge area. Special touches include multi-jet rain showers, lounge chairs with iPod docking stations and reading lights, and a spacious vanity in the ladies lounge.
The state-of-the-art fitness centre features TechnoGym equipment including treadmills, elliptical machines, stationery bikes, leg machines, lower back and abdominal machines, weight bench units, exercise balls and more. The spacious fitness centre overlooks the outdoor pool terrace. In addition, complimentary valet parking is provided to Spa guests. For Spa reservations: 303 389 3020. 

Accor has hight hopes for sub-Saharan Africa


Sub-Saharan Africa, where Accor has 54 hotels from economy to upscale in 14 countries, is a key area for the group, which aims to open 35 hotels there by 2020.
Accor sees opportunity in the area’s economic growth, the urbanization of its large cities, and the growing demand for hotels. It plans to expand principally through its economy and midscale brands ibis and Novotel, but Accor will also expand through its Mercure and Pullman brands as and when opportunities arise in the most important cities. The group plans to create denser networks in countries where it already operates and open hotels in new markets. The next establishment to open in sub-Saharan Africa is the ibis Lagos Ikeja in Nigeria (in spring 2013).
After operating for many years in Africa, we have high hopes for this continent and are now stepping up our expansion here. By launching our sustainable development program, PLANET 21, in Africa we are asserting our commitment to responsible growth” declared Denis Hennequin, Accor’s Chairman and CEO. Accor launches PLANET 21 in Africa, to reinvent hotels… sustainably. 
Sub-Saharan Africa, a key development area 
PLANET 21 is the new sustainable development program that involves all Accor’s hotels and customers. The program is structured into seven pillars – health, nature, carbon, innovation, local development, employment and dialogue, which in turn comprise 21 commitments backed by ambitious quantifiable objectives that the hotels must meet by 2015. PLANET 21 includes an innovative program that uses an array of educational messages to inform and encourage customers to contribute actively to the hotels’ actions through a few simple gestures.
Accor’s approach to sustainable development places particular emphasis on local problems. For example, over the last few years, the efforts of the group’s sub-Saharan hotels have focused on four flagship projects: tree planting in the Lompoul Kebemer region, employee health and well-being, careers and training and responsible fishing.
Ever since 2009, Senegal has been home to one of the 14 plantations supported by Accor as part of the Plant for the Planet project which finances reforestation around the world thanks to the hotel bathroom formula “5 reused towels = 1 tree planted”. To date, 590 hotels, including 14 in Africa and two in Senegal, are taking part in this reforestation funding project, which is carried out in partnership with the NGO SOS SAHEL. A total of 1,251,000 trees have been planted on the site and significant benefits are being felt both environmentally (less erosion, villages and fields shielded from the sand) and socially (creation of new revenue-generating activities for the communities involved and organization of a timber exploitation business).
Accor has made the health and well-being of its teams a priority with E-care, a website available to all the hotels in the region that aims to help prevent illnesses (HIV/Aids, malaria, diabetes, etc.) and psycho-social risks (high blood pressure, stress, etc.).
Accor is behind the creation of 11,000 jobs in Africa, including 3,000 in sub-Saharan Africa, and believes that employees’ and future employees’ careers and training are of vital importance. In 2012, Accor Africa welcomed 1,846 trainees in 14 countries, and provided 3 252 days of training to employees in sub-Saharan Africa.
The group’s African hotels are also committed to supporting local development. 82% of them purchase local products and promote them on their menus. In Senegal, a guide to sustainable seafood procurement, produced in collaboration with expert NGO Nebeday, has been used in all the group’s hotels since 2012.
With PLANET 21, Accor’s African hotels, which already boasted encouraging results in all these areas, are now taking another step towards sustainable hospitality. 

Realstar Hospitality reaches 100th hotel milestone in Canada


TORONTO, ON. – Realstar Hospitality is strategically expanding the Days Inn brand, focusing its efforts in key markets across the country. The company announced new franchise agreements for its 98th hotel (Stephenville, Newfoundland), 99th hotel (Stouffville, Ontario) and 100th hotel – a new build in Calgary, Alberta.“Today marks a special day for the Days Inn brand in Canada. We are delighted to share this great news – the addition of three new Days Inns – with our owners and managers from across the country. This milestone is a tribute to them,” said Irwin Prince, president & COO, Realstar Hospitality. “With every new hotel added from east to west, we’re able to provide quality lodging and first-rate value to our guests. Thank you to all our franchisees for their continued support and dedication to having the best hotel brand in each of their respective markets.”

Days Inn has been operating in Canada for over 20 years. Designed to meet the needs of today’s travellers, the brand is committed to providing guests with top-quality accommodation at affordable prices across the country.

Marriott International announces first hotel in the northeastern region of Brazil


BETHESDA, MD. - Marriott International announced plans to open a new 162-room Courtyard by Marriott Hotel in Recife, Pernambuco, Brazil's largest and most modern city in the Northeastern region of the country. The hotel project is developed under a management agreement with Rio Ave Ltda., a prominent, local real estate developer. This project, already in construction, will be the Rio Ave Ltda.'s first venture into the lodging sector and is scheduled to open in the second quarter of 2014, before the World Cup. The new Courtyard by Marriott property will be located ten minutes from the Guararapes International Airport, and situated in Recife's upscale Boa Viagem neighborhood known for its great shopping, five star restaurants, and close proximity to the beautiful beaches.
"We are very excited about developing our first hotel property and in partnership with Marriott International," said Mr. Alberto Ferreira da Costa, President of Rio Ave Ltda. "With the brand's strong reputation and preference in Latin America, we are confident that the Courtyard by Marriott hotel in Recife will be very successful."
"We are fortunate to have great local partners in Brazil, with whom we expect to grow many successful hotels within the market," commented Craig S. Smith, President of Caribbean & Latin America at Marriott International, Inc. "With this project, not only are we bringing more hotel rooms to the Brazilian market, but doing so in a vibrant city like Recife which is set for revitalization and tourism growth."
"This hotel reinforces Marriott International's continued growth efforts in Brazil," says Laurent de Kousemaeker, chief development officer for Marriott International, Inc. in the Caribbean & Latin America. "In the last few years the Northeast of Brazil has become an economic powerhouse. Today it is the fastest growing region in the country and we are extremely proud to be a part of that growth and to have Rio Ave as partners in this key region of the Brazilian market."

In addition to 162 guest rooms, the 12 story hotel will feature the brand's refreshing business lobby, a casual dining restaurant, 300 square meters (3,230 sq. feet) of meeting space, recreational facilities include a swimming pool and a fitness center and ample parking.

Marriott International is currently represented in Brazil by the 445-room Renaissance Sao Paulo Hotel, 245-room JW Marriott Hotel Rio de Janeiro, the 311-room Sao Paulo Airport Marriott, 114-unit Marriott Executive Apartments Sao Paulo, the 128-room Hotel & Spa do Vinho Caudalie. Currently under development in Brazil is a 165-room Fairfield Inn by Marriott in Porto Alegre and a 160-room Fairfield Inn by Marriott in Curitiba, both set to open in the first half of 2014 before the World Cup and a 158-room Courtyard by Marriott hotel in Curitiba, scheduled to open in early 2015.

The Courtyard by Marriott brand features hotels with a refreshing environment that helps guests stay connected, productive and balanced while traveling. Intuitive services and design accommodate guests' desire for choice and control and allow them to use the public space and guest rooms to meet all of their needs while on the road. With more than 900 locations in 38 countries, Courtyard has more locations than any other Marriott International brand.

Louis Group celebrates re-launch of Mykonos Theoxenia Hotel: 45 Years since Jackie became O’


MYKONOS, GREECE - Designed by the famous Greek architect Aris Kostantinides and recently refurbished befitting the retro sixties theme by the renowned interior designer Angelos AngelopoulosMykonos Theoxenia is now a Louis Group hotel, a member of the trendy Design Hotels of the World group. To celebrate, Louis Group is pleased to re-launch Mykonos Theoxenia – the favorite Mykonos hotel of iconic First Lady Jacqueline Kennedy Onassis that was also preferred by the likes of Grace Kelly and other iconic stars.

Today, the exquisite property is attracting the new generation of jet-setters, featuring a unique ambience of the sixties and Pop Art-decor that transports visitors through the magic mirror in time with the added benefit of today’s class of pampering perfected for even the most discerning guests.

The sixties marked an entire revolution in fashion, music, art and design with a sense of the exotic. This era of style was represented worldwide by the elegance of First Lady Jacqueline Kennedy Onassis who became an Ambassador of 60s fashion and an icon whose worth continues through the decades up until today. The Cycladic island of Mykonos and the unmistakably matriarch of sophisticated style, Jackie O’, go firmly hand-in-hand. Her frequent trips alongside Aristotle Onassis whom she married in 1968, branding her the name Jackie O’, the super wealthy and the silver screen heroes, helped mark the era of travel and the golden age of glamour that put Mykonos firmly on the style map

Restored to its former glory and with its distinct stone and whitewashed corners that established it as a landmark next to the famous windmills of Mykonos, the Theoxenia reintroduces the 60s glad to its guests. Its 38 superb standard and deluxe rooms feature an impressive design with colors and furnishings that resemble the era Jackie and Onassis enjoyed the hotel’s unique hospitality with their colorful entourage. 12 Junior, one and two-bedroom suites designed to combine spacious luxury and pampering, provide what the hotel’s name translates to from Greek: Heavenly hospitality. A large, free form swimming pool with a rejuvenating Jacuzzi is the main feature in the lush landscaped gardens. The ‘bhealthy club’ offers massage and spa treatments and a fully equipped gym. Named after the winds the island is known for, the ‘Breeze In’ and ‘Breeze Out’ bars provide mouthwatering cocktails, freshly squeezed juices and anything from caviar to salads, sandwiches and desserts. ‘The plate’, the hotel’s restaurant provides the most breathtaking view on the island with balconies opening on the water and a whitewashed chapel right below whose belfry hides the melting colors of sunset as the sumptuous Greek cuisine is served on your table.

True to its history and 60s style, the Mykonos Theoxenia still sets the pace for design hospitality in Mykonos and 45 years later, revives the golden age of jetsetters Jackie and Grace by the endless Aegean blue. Petros, the island’s pink pelican still welcomes travellers much like his great-great grandson, seen on the attached photo, welcomed Jackie O’. 

Aviation needs a global agreement on market-based measures


HONG KONG – The International Air Transport Association (IATA) called for governments to agree on a global approach to market-based measures (MBMs) to help aviation manage the 2% of global manmade carbon emissions for which it is responsible. IATA also stressed the need for governments and industry to align on all four pillars of the aviation industry’s strategy on climate change: investment in new technology, more efficient operations, better infrastructure and positive economic measure or MBMs.
The aviation value chain -airlines, airports, air navigation service providers and manufacturers- has agreed to three sequential targets on climate change: a 1.5% average annual improvement in fuel efficiency to 2020, capping emissions with carbon neutral-growth from 2020 (CNG2020), and cutting net emissions in half by 2050 compared to 2005 levels. It is the only global industry to have set such ambitious targets.

A lot of progress has been made on aviation and the environment. The European Union Emissions Trading Scheme (EU ETS) was a roadblock to establishing a global approach to MBMs. With that roadblock removed we are well positioned for a breakthrough on MBMs. Governments are fully focused on the International Civil Aviation Organization (ICAO) to agree upon a global solution at their upcoming Assembly. And the industry is united and working hard to support that by finding an equitable way to share the burden of achieving CNG2020. A lot of hard work lies ahead but we are committed to achieving a positive result,” said Tony Tyler, IATA’s Director General and CEO, speaking at the Greener Skies Conference in Hong Kong.
ICAO has identified three options: carbon offsetting, carbon offsetting with a revenue-generating component, and a full global emissions trading scheme. “Whichever option is chosen, the devil will be in the details. And it is critically important to ensure that the agreement preserves fair competition,” said Tyler. 
The attention of governments is focused on MBMs in the wake of Europe stopping the clock on its unilateral and extra-territorial plans to include aviation in its ETS. “Finding a global approach to MBMs is important. But attention is needed on all four pillars of the industry’s united strategy. Moreover, MBMs will be a temporary measure. The long-term solution for aviation’s carbon emissions requires progress on technology, operations and infrastructure,” said Tyler.
Tyler specifically cited the need for greater attention to be focused on the commercialization of sustainable biofuels and improvements in air traffic management:

Sustainable Biofuels
More than 1500 commercial biofuel flights have been completed since certification was granted in 2011. But the cost is too high and the supply too limited. Governments can help us by making biofuel production a strategic priority, and following an action list to foster research and development, de-risk investment, agree to global sustainability criteria, and support supply chain collaboration. This is the same way that governments have promoted alternative energy sources such as solar or wind generated power,” said Tyler.
Air Traffic Management: Flying efficiently saves fuel and improves environmental performance. That is why airlines have invested significantly in new avionics. But progress building efficiencies in the air is often hampered by politics on the ground. For example, each year, the failure to implement a Single European Sky costs the industry EUR 5 billion and wastes over 8 million tonnes of CO2. It’s encouraging that the Seamless Asian Sky -an initiative by governments to look beyond political borders to avoid bottlenecks in the air- is gaining momentum,” said Tyler.

Our license to grow is contingent on our ability to do so sustainably. That means managing our emissions and other environmental impacts effectively. The implications of our success go well beyond the aviation industry. Three billion people will travel by air this year and nearly 50 million tonnes of cargo will reach its destination on a plane. Worldwide, this activity supports 57 million jobs and $2.2 trillion in economic activity. A lot is riding on our success. And that will only come if governments and industry are aligned and moving in the same direction,” said Tyler. 

Hawks Cay Resort Completes Million Dollar Culinary Expansion


Hawks Cay Resort in the Florida Keys has completed phase one of a million dollar culinary update including the opening of two restaurants on-property, as well as two smaller food and beverage outlets for cocktails and coffee.
These new culinary offerings are just the beginning of a larger hotel renovation that will transform the AAA Four Diamond Award resort property into Florida’s premier vacation getaway.
Guests seeking a buffet breakfast, á la carte lunch or a Mediterranean-inspired dinner will be delighted with the addition of Ocean, the Resort’s new main dining room. Adjacent to the Resort Pool, Ocean features a stone slabpizza oven and a spacious design that embraces the coastal feel of the Resort’s location on Duck Key. Whether sampling a creative cocktail and wine list under the vaulted ceiling inside or sharing fresh seafood and flatbreads on the patio near the Fire Pit, guests will find that Ocean is the perfect dining destination for a memorable, interactive meal with the family or friends. Additional menu items at lunch and dinner include fresh oysters and clams, homemade pastas and signature pizzetas.
At Tio’s Cantina, a new dockside outpost located at the Resort’s marina, diners will find Mexican-inspired meals with a Florida Keys twist. Tio’s invites guests to unwind with fresh shrimp ceviche, mahi-mahi tacos and frozen Key lime margaritas after a long day on the water. Those wishing to cook up “the fish that didn’t get away” can take advantage of the Hook and Cook option, allowing the chefs at Tio’s to prepare the day’s catch according to each guest’s preference.
Also included in the first phase of the renovation, which launched last spring, was the addition of the Tiki Bar and Island Time. Located, adjacent to the Resort Pool off the main lobby, Tiki Bar serves up refreshing island-infused concoctions and light poolside fare. Also open in the evening, Tiki Bar is the perfect spot for a late night libation to enjoy the Fire Pit or nightly entertainment under the stars. Island Time is a new lobby café and gift shop featuring Starbucks-blended beverages and fresh pastries, making it a great stop for guests who opt for a light breakfast and cup of coffee before heading out on the water.
Set to be complete later this year, phase two upgrades will enhance the experience of the adults-only area. The private area, which now includes the Tranquility Pool lined with private cabanas, will be expanded and soon welcome Sand Bar, an alfresco restaurant in the sand serving up sophisticated light bites and specialty island-style cocktails. Whether in search of peaceful relaxation or lively cocktail conversation, the adults-only area will surely offer a serene respite for those over 21.
In addition to the new and expanded dining outlets, Resort guests can still enjoy Alma, an intimate Florida Keys dining experience in a relaxed, upscale restaurant atmosphere.
For more information or hotel and dining reservations, please visit www.hawkscay.com. 

Abu Dhabi International Airport Starts the Year with 19.6% Passenger Growth in January


Abu Dhabi Airports Company (ADAC) today released the first traffic report of the year for Abu Dhabi International Airport. The report that covers the month of January indicated a double digit increase of a 19.6% growth in passenger traffic, compared to the same month last year. The report reveals that over 1.3 million passengers passed through the airport’s facilities last month. Aircraft movements, which also registered a positive growth of 12.6% in January, totaled 11,119. Similarly, cargo volume recorded an increase of 25% compared to the same month last year.  The cargo volume recorded in January 2013 reached 48,875 tonnes. 

Commenting on the traffic report, Eng. Ahmad Al Haddabi, Chief Operating Officer at Abu Dhabi Airports Company (ADAC), said:

“Abu Dhabi International Airport has welcomed the new year with a positive start. This continuous double digit growth in passenger traffic in the past decade further validates ADAC’s strategy in accommodating this growth with bigger and enhanced facilities. The expansion works currently underway in Terminal 1 will deliver the extra capacity needed enabling Abu Dhabi International Airport to continue in presenting quality services to all its passengers.”

“ADAC is committed to providing world class air transport infrastructure for the Emirate of Abu Dhabi throughout the coming period, leading to the delivery of the iconic Midfield Terminal Complex in 2017” added Al Haddabi.

The top five routes from Abu Dhabi International Airport during January were Bangkok, London, Doha, Manila and Bahrain. 

CPH: Good performance in spite of tough year for the airline industry


Copenhagen Airports A/S (CPH) set a passenger record of 23.3 million travellers despite the effects of the bankruptcies of five European airlines in 2012. Revenue grew as a result of the growth in passenger numbers and increased spend per passenger at the shopping centre. Excluding one-off items, profit after tax rose 11.3%. Copenhagen Airport's World Class Hub strategy helped generate continued growth on European and intercontinental routes, thereby strengthening Copenhagen Airport's position as a northern European hub. 
Passenger numbers at Copenhagen Airport increased by 2.7% to 23.3 million in 2012, which was a passenger record for the second consecutive year. Revenue rose 5.1% to DKK 3,515.8 million as a result of the increase in passenger numbers and an increased spend per passenger at the airport shopping centre. Excluding one-off items, profit after tax rose 11.3% to DKK 863.3 million.

"In spite of tough market conditions, 2012 was a satisfactory year for CPH, in which we set a passenger record and achieved an improved financial result, thanks partly to our ambitious growth strategy, World Class Hub, which we rolled out a year ago. We have seen significant increases in both the number of intercontinental passengers and transfer passengers, and we continue to strengthen our position as a northern European hub,” said Thomas Woldbye, CEO of Copenhagen Airports A/S.

The number of intercontinental passengers rose by 10.2%, while the number of transfer passengers rose by 7.3%. The number of locally departing domestic passengers was down by 17.9%, which was caused by the bankruptcy of Cimber Sterling in May 2012. The growth in passenger numbers generated a 5.2% increase in aeronautical revenue to DKK 1,931.7 million.
Growth at the shopping centre
Non-aeronautical revenue from the shopping centre, hotel and parking rose 5.3% to DKK 1,563.0 million, mainly driven by growth in revenues from the shopping centre, which was primarily attributable to rising passenger numbers, increased spend per passenger and the full-year effect of the full occupancy of all space in the shopping centre. Parking revenue also grew.

"The growing revenue is a result of our optimisation of the brand and shop mix at the shopping centre, giving passengers what they want to a much greater extent than previously. That is also reflected in passengers' satisfaction, which was retained at a high level and improved in a number of areas," said Thomas Woldbye.

The indication given by CPH's in-house passenger satisfaction surveys was confirmed by a number of third-party surveys. In April 2012, for example, Copenhagen Airport was again rated the best airport in northern Europe in the annual Skytrax survey, which covers 388 airports and surveys the level of satisfaction among 12 million travellers from 108 nations. In another international survey of passenger satisfaction among airports, Airport Service Quality (ASQ), Copenhagen Airport's shopping centre was rated Europe's best for the fifth consecutive year. Copenhagen Airport was also rated Europe's most efficient airport for the seventh time in nine years by the Air Transport Research Society (ATRS) in 2012.

A high level of capital investment
CPH made large investments in intangible assets and property, plant and equipment totalling DKK 1,068.9 million in 2012, which was significantly more than CPH is committed to investing annually under the current charges agreement. The largest investments include major changes to the check-in area of Terminal 2, optimisation and expansion of the baggage system, expansion of the Pier C arrivals capacity, maintenance of facilities, including work on the runways, taxiways and on IT systems.

"The large-scale remodelling and expansion we started up in 2012 is to pave the way for continuing intercontinental growth. The investment is part of CPH's World Class Hub strategy, which includes measures to increase the airport's capacity to 30 million passengers per year. Also in 2012, we further accelerated our long-term planning to set the course for the future development of Copenhagen Airport to meet demands once we pass 30 million passengers annually," said Thomas Woldbye.
International divestment
In the fourth quarter of the year, CPH sold its 49% ownership interest in NIAL Group Ltd. (NIAL), England,  the parent company of Newcastle International Airport, to a fund managed by AMP Capital Investors Limited. The pre-tax profit on the divestment was DKK 759.1 million. The divestment completes the strategy of strengthening CPH's core business at Copenhagen Airports, as described in the World Class Hub strategy.

Following the divestment of NIAL, CPH International will solely be based on consulting revenue, and CPH will focus on continuing and expanding its consulting services to a number of airport projects, whenever such projects are considered profitable.
Outlook for 2013
With the anticipated traffic programme for 2013, we expect to see an increase in the total number of passengers. A positive full-year effect in 2013 is expected of the many new routes opened in 2012. In addition, traffic in 2013 is expected to be favourably affected by the full-year effect of the routes restored after the bankruptcy of Cimber Sterling in 2012. Traffic in 2013 could, however, be adversely affected by continuing financial uncertainty in the Eurozone and by any closure of routes due to airline cutbacks.

The increase in passenger numbers is expected to have a favourable impact on revenue. Operating costs are also expected to be higher than in 2012, primarily due to the expected increase in passenger numbers and cost inflation. This will partly be offset by the continuing focus on operating cost efficiencies.

Under the charges agreement, CPH must invest an average of DKK 500 million annually, but as in previous years, CPH expects to invest at a level significantly higher in 2013 than what we are committed to under the charges agreement. However, the investment level is subject to continuing growth in total passenger numbers. CPH will also be investing in other commercial projects for the benefit of airlines and passengers. 

Depreciation charges and financial costs are expected to be higher in 2013 than in 2012 as a result of the continuing very high investment level. Overall, a slightly lower profit before tax is expected for 2013, when excluding one-off items. Conversely, operating profit before depreciation is projected to be higher in 2013 than in 2012, when excluding one-off items.

ETIHAD AIRWAYS AND GARUDA INDONESIA OFFER MORE CODESHARE FLIGHTS AND NEW DESTINATIONS


Etihad Airways and Garuda Indonesia have announced a number of new codeshare destinations in Indonesia, Europe, the Middle East, Singapore and Australia.
The Abu Dhabi-based airline’s EY code is now on Garuda Indonesia flights between Jakarta and Singapore, Denpasar Bali, Manado, Surabaya, Balikpapan and Makassar and between Abu Dhabi and Amsterdam.
Garuda Indonesia has also placed its GA code on Etihad Airways’ flights to five new cities – Düsseldorf, Frankfurt, Munich, Bahrain and Brussels – bringing the total number of codeshare destinations to 10.
Etihad Airways and Garuda Indonesia customers will benefit further from June 21 this year when Garuda Indonesia increases frequency between Jakarta and Abu Dhabi and onwards to Amsterdam from four to six flights weekly. This will bring to 13 the total number of weekly flights between the capital cities of Indonesia and the UAE.
In another significant move, from 21 June 2013, Etihad Airways will re-time its flights between Jakarta and Abu Dhabi to offer seamless connectivity to and from even more destinations in the airline’s global network. This will include  Amman, Basra, Erbil, and Kuwait in the Middle East; Athens, Istanbul and Larnaca in southern Europe; Astana, Almaty, Moscow and Minsk in eastern Europe; Nairobi and Johannesburg in Africa; and Sao Paulo, Washington, New York JFK, Chicago and Toronto in the Americas.
Also in June, Garuda Indonesia will commence services between Jakarta and Perth, which will be operated with the EY code. These flights will be timed to connect with services to and from Abu Dhabi, giving customers of both airlines in the Middle East, Europe and beyond new access to Western Australia.
James Hogan, Etihad Airways’ President and Chief Executive Officer, said: “The partnership between Etihad Airways and Garuda Indonesia continues to develop in a mutually beneficial way, adding new destinations, improving connectivity, and offering new customer benefits.
Connection times to many popular destinations have been reduced to under three hours. We also offer the fastest route from Jakarta to popular destinations like Manchester, Geneva and Brussels.
Mr Hogan highlighted the strategic importance of the four new codeshare destinations in Indonesia. “The new points on the domestic network give us unprecedented access to more than six million potential Indonesian travelers and provide opportunities for deeper commercial ties to the oil, gas and mining industries in the region.
The codeshare with Garuda Indonesia to Perth continues our expansion in Australia. It will further strengthen the Etihad Airways brand presence in Western Australia and pave the way for the airline to enter the market in its own right within the next two to three years,” Mr Hogan added.
Garuda Indonesia President and CEO Emirsyah Satar, welcomed the extended network of the codeshare agreement between Etihad and Garuda Indonesia to new destinations in Indonesia, Europe, the Middle East, Singapore and Australia. “This codeshare, which was signed in October last year, has been contributing significantly to the needs and satisfaction of our passengers, and gives them the benefit of the seamless and the very easy connectivity from Jakarta to the world,” said Mr. Satar
The codeshare with Etihad is part of our effort to continuously improve our service to our customers by giving them the easy connectivity from Indonesia to more than 80 cities in 50 countries that are served by Etihad. In line with our “Quantum Leap 2011 – 2015” program especially our “network expansion program”, as well as opening some destinations with its own resources, Garuda Indonesia will also add some destinations to its network through the codeshare agreement and alliance,” added Mr Satar.

Members of Etihad Airways’ loyalty program, Etihad Guest, and Garuda Indonesia’s Garuda Frequent Flyer earn miles on all the codeshare services operated by their respective airline. The two programs are working together to introduce reciprocal earn and burn across both entire networks whereby Etihad Guest members can earn and redeem their miles on the entire Garuda Indonesia network (including, but not limited to, the codeshare routes) and vice versa for the Garuda Frequent Flyer members. Details of the reciprocal agreements between the two programs will be released shortly.
Guests flying Garuda Indonesia’s Executive Class may use the Etihad Airways’ Business Class lounge at Abu Dhabi International Airport, while Garuda Frequent Flyer Platinum members travelling economy from Abu Dhabi on either airline may also use the Al Dhabi lounge while in transit in Abu Dhabi.

Continued Growth: EADS Reports Strong Full Year Results 2012


Amsterdam, 27 February 2013 – EADS (stock exchange symbol: EAD) achieved strong revenue and underlying profit growth for the full year 2012. Despite a difficult macro-economic environment, EADS saw continued momentum in its commercial activities while defence revenues were broadly stable.

The order intake(5) totalled € 102.5 billion in 2012 while EADS’ order book(5) increased in value to € 566.5 billion at the end of the year. Revenues amounted to € 56.5 billion. The EBIT* before one-off of around € 3.0 billion reflected the strong operational performance at Airbus Commercial with positive contributions from Eurocopter and Astrium. The reported EBIT* increased to € 2.2 billion. The
Net Cash position at the end of the year was € 12.3 billion.

“EADS achieved double-digit revenue and profit growth during 2012 while the order backlog increased further,” said EADS CEO Tom Enders. “A strong focus on deliveries helped to significantly improve cash generation during the fourth quarter. Going-forward, the focus on bottom line growth remains our priority number one as a management team. And there’s still some way to go to meet our profitability targets. If anything, the new governance, the new shareholder structure and the new Board as of end March will further energize the company and its employees on their successful international growth path.”

For the full year 2012, EADS’ 
revenues increased by 15 percent to € 56.5 billion (FY 2011: € 49.1 billion). This strong performance was driven mainly by higher volume and more favourable U.S. dollar rates at Airbus Commercial as well as solid increases at Eurocopter and Astrium. Revenues at Eurocopter and Astrium were boosted by the services businesses, including Vector Aerospace and Vizada. The companies acquired in 2011 contributed around € 1.5 billion to the 2012 revenues. Despite the overall defence environment, defence revenues were flat compared to 2011.

Physical deliveries remained strong with a record 588 aircraft for Airbus Commercial, 29 aircraft for Airbus Military, 475 helicopters at Eurocopter and the 53rd consecutive successful Ariane 5 launch.
EBIT* before one-off (adjusted EBIT*) – an indicator capturing the underlying business margin by excluding material non-recurring charges or profits caused by movements in provisions related to programmes and restructurings or foreign exchange impacts – increased sharply to € 3.0 billion (FY 2011: € 1.8 billion) for EADS and to around € 1.8 billion for Airbus (FY 2011: around € 0.5 billion).
The Group performance was driven by the strong underlying performance at Airbus Commercial while Eurocopter and Astrium also delivered absolute increases to the EBIT* before one-off.

EADS’ 
reported EBIT* increased to € 2,186 million (FY 2011: € 1,696 million) with one-off charges totalling € 820 million booked during the year.

Of these total one-off charges, € 522 million were booked at Airbus during 2012, including the anticipated € 251 million on the A380 related to the wing rib feet repair. The A350 XWB charge of € 124 million to reflect the latest programme update is unchanged since H1 2012. Good progress is being made on the A350 XWB programme but it remains challenging and there is no room left in the schedule. Also included are the € 76 million charges related to the Hawker Beechcraft Programme closure booked in the third quarter and a € 71 million charge for the foreign exchange impact on pre-delivery payments mismatch and balance sheet revaluation. At Eurocopter, the on-going renegotiation of certain contracts for governmental customers resulted in a € 100 million charge in the fourth quarter. At Cassidian, a total of € 198 million of charges were booked in the final quarter to reflect restructuring costs in line with the business transformation (€ 98 million) and a charge related to portfolio de-risking (€ 100 million), in particular for the secure systems and solutions business.
Net Income increased by 19 percent to € 1,228 million (FY 2011: € 1,033 million), or earnings per share of € 1.50 (earnings per share FY 2011: € 1.27). The Net Income* before one-off(4) increased to € 1,838 million (FY 2011: € 1,132 million). These increases reflect the improvement in the underlying operating performance.

The finance result amounted to € -453 million (FY 2011: € -220 million). The 2012 interest result of € -285 million (FY 2011: € 13 million) deteriorated partly due to lower interest income as a function of the high quality of investments. In addition, the 2011 interest result included a positive one-time release of € 120 million due to the termination of the A340 programme. The other financial result amounts to € -168 million (FY 2011: € -233 million), reflecting an improved impact from the foreign exchange revaluation compared to 2011. This line also includes the unwinding of discounted provisions.

Based on Earnings per Share (EPS) of € 1.50, the EADS Board of Directors proposes payment on 5 June 2013 of a dividend of € 0.60 per share to the Annual General Meeting of shareholders (FY 2011: € 0.45 per share). The record date should be 4 June 2013.

“This proposed dividend increase reflects the progress the Group made during 2012,” said Harald Wilhelm, CFO of EADS. “We are focused on delivering value to our shareholders.”
Self-financed Research & Development (R&D) expenses remained broadly stable at € 3,142 million (FY 2011: € 3,152 million), due to IAS38 capitalisation of € 366 million on the A350 XWB. The focus continues on major development programmes across the portfolio, in particular the A350 XWB and at Eurocopter.
Free Cash Flow before acquisitions of € 1,449 million exceeded expectations. The traditional end of year seasonal payment pattern has been very strong. It resulted in a strong positive swing in fourth quarter working capital thanks to the high delivery performance and stream of advances and receipts from commercial and government customers. Gross cash flow from operations reflects the strong underlying performance during the year.

The level of capital expenditure was € 3.3 billion, reflecting the ramp up in development and series programmes as the company builds capacity for future volume driven top and bottom line growth. It also includes the capitalised R&D under IAS38. Despite the record level of commercial aircraft deliveries, EADS’ customer financing gross exposure was broadly stable compared to the 2011 level.

EADS’ 
Net Cash position increased to a solid € 12.3 billion (year-end 2011: € 11.7 billion) after a cash contribution of € 856 million to pension assets and the dividend payment of about € 370 million.

EADS’ 
order intake(5) amounted to € 102.5 billion (FY 2011: € 131.0 billion) and reflected continuing commercial momentum across the EADS portfolio. Airbus Military, Eurocopter, Astrium and Cassidian all recorded year-on-year increases in order intake while Airbus Commercial exceeded its order target, booking 914 gross orders for 2012. At the end of December 2012, the Group’s order book(5) had increased by 5 percent to € 566.5 billion (year-end 2011: € 541.0 billion). The defence order book decreased to € 49.6 billion (year-end 2011: € 52.8 billion).
At the end of December 2012, EADS had a total of 140,405 employees (year-end 2011: 133,115).

Outlook
As the basis for its 2013 guidance, EADS expects the world economy and air traffic to grow in line with prevailing independent forecasts and assumes no major disruption due to the current sovereign debt crisis.

In 2013, gross commercial aircraft orders should be above the number of deliveries, in the range of 700 aircraft. Airbus deliveries should continue to grow to between 600 and 610 commercial aircraft.

Due to lower A380 deliveries and assuming an exchange rate of € 1 = $ 1.35, EADS revenues should see moderate growth in 2013.

By stretching the 2012 underlying margin improvement, in 2013 EADS targets an EBIT* before one-off of € 3.5 billion and an EPS* before one-off of around € 2.50 (FY 2012: € 2.24), prior to the proposed share buyback.

Excluding the known wing rib feet A380 impact in 2013 of around € 85 million based on 25 deliveries, going forward, from today’s point-of-view, the “one-offs” should be limited to potential charges on the A350 XWB programme and foreign exchange effects linked to PDP mismatch and balance sheet revaluation.

The A350 XWB programme remains challenging. Any schedule change could lead to an increasingly higher impact on provisions.

EADS aims to be Free Cash Flow breakeven after customer financing and before acquisitions in 2013.

EADS Divisions: Record Commercial Deliveries At Airbus; Order Intake Rises At Airbus Military, Eurocopter, Astrium & Cassidian

Airbus’ 
consolidated revenues increased by 17 percent to € 38,592 million (FY 2011: € 33,103 million), reflecting strong commercial aircraft deliveries. The Airbus consolidated EBIT* more than doubled to € 1,230 million (FY 2011: € 584 million).

Airbus Commercial revenues amounted to € 36,943 million (FY 2011: € 31,159 million), driven by record commercial deliveries of 588 (FY 2011: 534), including 30 A380s. A total of 585 deliveries were booked with revenue recognition with the remaining three placed on operating lease. Revenues also benefitted from favourable U.S. dollar rates.

Airbus Commercial’s reported EBIT* amounted to € 1,125 million (FY 2011: € 543 million). The Airbus Commercial EBIT* before one-off of € 1,647 million (FY 2011: € 485 million) benefited from an improved operational performance including favourable volume and pricing, net of escalation. It also reflected the hedge rate improvement. The Division’s self-financed R&D expenses fell slightly to € 2,442 million. Despite stable deliveries, revenues at Airbus Military decreased by 15 percent to € 2,131 million (FY 2011: € 2,504 million) driven by lower A400M and tanker revenues. Airbus Military’s EBIT* improved significantly to € 93 million (FY 2011: € 49 million) due to a favourable delivery mix with margin improvements from technically maturing programmes.

During 2012, Airbus Commercial registered 914 gross orders (FY 2011: 1,608 gross orders). Net orders totalled 833 (FY 2011: 1,419). These net orders comprised 739 A320 Family aircraft (ceo and neo), 85 A330/A350XWBs and nine A380s.

The A350 XWB development remains on track, based on the revised schedule, with the final assembly line fully operational. The structural assembly of the first flyable plane, 'MSN1', was completed and 'electrical power on' accomplished. Another milestone was achieved in February 2013 with the award of the European Aviation Safety Agency’s Engine Type Certification for the Trent XWB turbofan.

Regarding the A380, the wing rib issue has been resolved with repairs on-going on deployed aircraft and design modifications embodied into the new production standard. The avenue for breakeven in 2015 is set at 30 deliveries.

In response to the continuing strong demand for Airbus’ series programmes, Airbus achieved the steady production ramp-up of the A320 and A330 Families to 42 and 9.5 per month respectively. At the end of the year, AirAsia became the first operator of a fuel-saving ‘Sharklet’-equipped A320.

Airbus Military achieved 32 aircraft orders (FY 2011: 5 orders) and delivered 29 aircraft (FY 2011: 29 deliveries), comprising 20 light and medium military transporters, five A330 MRTTs and four P-3 conversions. With 300 hours of Function and Reliability testing completed, civil and military certification for the A400M is expected in Q1 2013 with the first delivery due in Q2 2013 and four deliveries expected this year. Full military capabilities will be achieved over time and challenges remain until then. Airbus Military was selected by India as the preferred bidder to supply A330 MRTT aircraft.

At the end of 2012, Airbus’ consolidated order book was valued at € 523.4 billion (year-end 2011: € 495.5 billion). The Airbus Commercial backlog amounted to € 503.2 billion (year-end 2011: € 475.5 billion), which comprises 4,682 units representing an industry record (year-end 2011: 4,437 aircraft). At the end of the year, Airbus Military’s order book stood at € 21.1 billion (year-end 2011: € 21.3 billion).

Revenues at 
Eurocopter increased 16 percent to a record € 6,264 million (FY 2011: € 5,415 million), driven mainly by higher repair and overhaul support activities and the full year inclusion of the Vector Aerospace business consolidation. Higher NH90 and Super Puma revenues also contributed to the overall increase. Total deliveries declined to 475 helicopters (FY 2011: 503 helicopters), in particular for the EC135 and Ecureuil models.

The Division’s EBIT* increased by 20 percent to € 311 million (FY 2011: € 259 million). The 2012 EBIT* includes the € 100 million charge booked in the fourth quarter to reflect the latest status of the on-going renegotiations for certain governmental programmes. EBIT* before one-off increased around 10 percent year-on-year, reflecting the revenue mix and the increase in R&D expenses as expected.

Eurocopter’s order intake for 2012 rose 15 percent to € 5,392 million (FY 2011: € 4,679 million) with the number of net bookings rising for the third consecutive year to 469 (FY 2011: 457). Orders of the Ecureuil/Fennec/EC130 and EC135/ EC145 families were particularly strong.

Eurocopter continues to work in close collaboration with the investigating authorities on further identifying and explaining the root cause of the Super Puma incidents. The root cause of the recent Ecureuil incidents has been identified and a programme is in place to implement a retrofit approved by EASA.

At the end of 2012, Eurocopter’s order book was worth € 12.9 billion (year-end 2011: € 13.8 billion) comprising 1,070 helicopters (year-end 2011: 1,076 helicopters).
Astrium revenues in 2012 increased to € 5,817 million (FY 2011: € 4,964 million) driven mainly by growth in services including the Vizada integration and strong programme execution. EBIT* increased by 17 percent to € 312 million (FY 2011: € 267 million). Astrium is seeing efficiency and productivity gains coming through the operational performance as a result of the AGILE transformation programme. However, higher investment in R&D and globalisation efforts as well as some Vizada integration costs weighed on the operating margin in 2012.

The Division achieved an order intake of € 3.8 billion in 2012 (FY 2011: € 3.5 billion), despite continued tough competition in the marketplace.

Seven Ariane 5 launches were conducted during 2012, taking the number of successful consecutive launches to 53. Nine Astrium-built satellites were delivered during the year. Fourth quarter satellite launches included U.K. military satellite Skynet 5D and earth observation satellite Pléiades 1B, further expanding the fleet operated by Astrium Services.

In November, the European Space Agency’s Ministerial Council broadly confirmed European space budgets related to key programmes of Astrium. This resulted in initial contracts worth € 108 million received in January 2013 to secure the development of Ariane 6 and Ariane 5 ME.

At the end of 2012, Astrium’s order book amounted to € 12.7 billion (year-end 2011: € 14.7 billion).
Cassidian revenues in 2012 were broadly stable as expected at € 5,740 million (FY 2011: € 5,803 million). EBIT* in 2012 fell to € 142 million (FY 2011: € 331 million) reflecting the € 198 million of one-off charges booked in the fourth quarter. On an underlying basis, the EBIT* before one-off was lower as expected due to investments in globalisation and transformation despite lower R&D expenses.

Cassidian’s order intake rose significantly to € 5.0 billion in 2012 (FY 2011: € 4.2 billion) despite the challenging market environment. This was driven mainly by the Eurofighter and missile export business. In December, Oman signed a contract for the purchase of 12 Eurofighter Typhoon aircraft which is yet to be included in the order book.

At the end of December 2012, the order book of Cassidian had risen slightly to € 15.6 billion (year-end 2011: € 15.5 billion).
Headquarters and Other Businesses (not belonging to any Division)Revenues of Other Businesses increased 22 percent to € 1,524 million
(FY 2011: € 1,252 million), driven by volume increases at EADS North America and higher ATR deliveries. The EBIT* of Other Businesses decreased to € 49 million (FY 2011: € 59 million) with the EBIT* before one off stable with the 2011 level due to a less favourable revenue mix.

After an exceptional 2011, ATR in 2012 secured 61 firm orders (FY 2011: 119 orders) with its order backlog reaching 221 aircraft at the end of the year, equivalent to nearly three years of production. ATR achieved a record annual delivery level of 64 aircraft, reflecting a year-on-year increase of 19 percent
(FY 2011: 54 aircraft).

In late 2012, the U.S. Army awarded EADS North America a $ 181.8 million contract option to deliver 34 additional UH-72A Lakota light utility helicopters, raising the total number of orders to 312. The total number of Lakota deliveries to the U.S. Armed Forces reached 250 in December 2012.

At the end of December 2012, the order book of Other Businesses had decreased slightly to € 2.9 billion (year-end 2011: € 3.0 billion).


* EADS uses EBIT pre-goodwill impairment and exceptionals as a key indicator of its economic performance. The term “exceptionals” refers to such items as depreciation expenses of fair value adjustments relating to the EADS merger, the Airbus Combination and the formation of MBDA, as well as impairment charges thereon.
EADS is a global leader in aerospace, defence and related services. In 2012, the Group – comprising Airbus, Astrium, Cassidian and Eurocopter – generated revenues of € 56.5 billion and employed a workforce of over 140,000.