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Mulroney may be given role in Air Canada CTV.ca News Staff
A former prime minister
could soon be sitting at the controls of Canada's
largest airline.
The Toronto Star reports that Brian Mulroney will likely
take a spot in Air Canada's board room later this year. |
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aBCE Emergis Appoints Calin Rovinescu to its Board of Directors |
MONTREAL, QUEBEC--(CCNMatthews - Jun 15, 2004) , JUNE 15, 2004, 18:01
ET -- BCE Emergis Inc. About BCE Emergis BCE Emergis Inc. is a leading North American eBusiness company. Its operations consist of supplying eBusiness solutions to
the North American financial services and
Canadian health care industries, automating
transactions between companies and allowing them
to interact and transact electronically. Its
leading solutions are centred on claims, loans and payments
processing. Discussion and Analysis) and the BCE Emergis Inc. Annual
Information Form (Risks and Uncertainties) filed with the |
 Ronald A. Blake, IATA Montreal financial Controller and Administrative Director was associated to the Administration Council for International and Local Reference ACILR since 1977. In 1980, he was also the Executive President of the Administration Council for International and Local Reference ACILR |
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[Has describe in Ronald Blake French resume: See "THE ABRIDGEMENT 1999" French Written appendix (a)] |
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and "THE ABRIDGEMENT 1999" written in English : |
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This engineer had recognize this technology in the June 1984 microdigest, Publish in France as I reported to the Quebec Premier and the Quebec justice Minister Pierre Mark Johnson also in the English document
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Plus the OACI obtain for all their international and national member the right to used the GPS (GLS) for all their unity and fallow an appeared on these special Quebec and Canadian relation:
His function at Rogers AT&T Wireless Communications was on Mon, Dec. 03, 2001 21:19:52 - 0500 Administration EAST CANADA council comity: Vice President for the Prestigious President ( former Communication 1980 criminal since 1979 - Francis Fox) |
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History of the International Air Transport Association
An airport code is an acronym used to identify a specific airport. |
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IATA airport code IATA assigns 3-letter IATA Airport Codes and 2-letter IATA Airline
Designators, which are commonly used worldwide. ICAO also assignes airport
and airline codes. ICAO airport code
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The IATA airport code is a three-letter alphabetic code designating each
airport around the world. These codes are defined by the International Air
Transport Association (IATA). The IATA airport codes are published
tri-annually in the IATA Airline Coding Directory. The assignment of these
codes is governed by IATA Resolution 767, and it is administered by IATA
headquarters in Montreal. IATA also provides codes for railway stations
and for airport handling entities. IATA assigns 3-letter IATA Airport Codes and 2-letter IATA Airline
Designators, which are commonly used worldwide. ICAO also assignes airport
and airline codes.
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| aInvestor Relations Speaking Notes For Robert A. Milton President and Chief Executive Officer To The Speakers Forum: The Leaders Lecture Series The World Has Changed: Air Canada responds to the challenges facing the airline industry during turbulent times Toronto May 21, 2003 Check against delivery Thank you very much for that kind introduction. It's a pleasure to be here in such distinguished company for this forum. I'm delighted to be in this city today to join with many others in getting the message out that Toronto is a safe city, a great city and open for business. I especially want to take this occasion to join many others in voicing my admiration for the frontline healthcare workers who have worked long hours during these trying times. They have been instrumental in caring for the victims of SARS and containing the spread of the outbreak. I also want to express my thanks and appreciation to the Air Canada team in Toronto who have kept our operation going under challenging circumstances. Once the WHO lifted its travel advisory, this city was faced with the task of restoring and rebuilding the economic damage caused by SARS. In this mission, you can rest assured that Toronto is not alone. When Air Canada launched its "Canada Loves Toronto" campaign three weeks ago, we offered one thousand, one dollar fares on Tango for the Victoria Day long weekend. Given all the emotion surrounding travel to Toronto, we had no idea what would happen, but we soon found out. The Tango website was quickly overwhelmed and received over 4 million visits within one hour with the special $1 fares selling out in just four hours. The $1 fares may be long gone but the spirit - and the deals - live on. Canadians everywhere are rallying to get Toronto back on track. From Mike Myers on the Tonight Show to the over 120 partners Air Canada has brought together on a dedicated "Canada Loves Toronto" website, we are working hard to show the world that this city has placed the welcome mat out for the world. Over the coming weeks and months, we hope that the collective efforts of Toronto's many supporters will erase the legacy of SARS from a business perspective and I assure the people of Toronto that Air Canada will there with you every step of the way. But Air Canada, like so many of your own businesses, has already experienced significant fallout from the SARS crisis. We estimate the negative impact on revenues at more than $125 million for the month of April alone and bookings for the key summer season continue to be sluggish. For Air Canada, SARS added one more adverse circumstance to a mountain of adversity which ultimately led us to file for protection under the Companies' Creditors Arrangement Act (CCAA). Many people have asked me how Air Canada got to this point. I have to say that there was no one reason or factor - but rather an unfortunate collection of external circumstances which have worked against us and have also affected other members of our industry. Over the past three years, airlines around the world have been battered by a series of events. The high tech meltdown which started in 2000. The economic slowdown starting in 2001. The terrorist attacks of September 11, 2001. The rapid growth of new low cost airlines. High oil prices, the war in Iraq and SARS have all contributed to the crisis which all international airlines including Air Canada currently face. But Air Canada was far from passive throughout this time. On the contrary, Air Canada has dealt aggressively with many of these issues. The airline has outperformed North America's major airlines for the past three years including, remarkably this past quarter. But, as soon as we improved on the cost side and made changes to our product offering, the threat of war, the actual conflict and then SARS conspired to undermine any progress we made. In the end, all our achievements were not simply enough to overcome the insurmountable problems posed by these dreadful events and the court and CCAA became the only logical course of action. While this is an extremely difficult situation for all those involved, it can also be seen as something more positive: a fresh start. What the CCAA process will allow Air Canada to do is restructure our balance sheet and costs, and to emerge a leaner, stronger and more competitive airline. This is not the end, but a new beginning for the airline. A CCAA filing is not something that any CEO wants, but it's something that Air Canada needs to make the required changes to compete effectively and profitably. That process is now moving forward. We have a timetable and we are working with all our stakeholders on our vision for the future. For our customers, it continues to be 'business as usual'. Air Canada's customers here and around the world can continue booking with confidence. Our commitment to safety and service is unchanged. We continue to improve our products and services. We will continue to get you where you need to go comfortably and at a fair price. What we are doing now is looking to the future. In my opinion, the airline industry is evolving into one which can be divided into three distinct groups: First, the true low cost carriers such as JetBlue, Southwest and Air Tran in the U.S., Westjet in Canada, and Ryanair and Easy Jet in Europe; Second, the fundamentally re-structured so-called "legacy carriers" including US Airways, and by the end of this year, Air Canada; And finally, what I call the "walking dead" or those carriers who continue to cling to the outdated airline models of the past which will simply - as one industry observer put it - continue to limp along from crisis to crisis. At Air Canada, we have every intention of doing more than just "limping along". Our objective is to radically and fundamentally transform ourselves into a new airline by retaining those Air Canada qualities that our customers and employees value - such as safety, reliability and customer service - while adapting to a changed environment and to the new realities of today by embracing innovation, flexibility, simplicity and a new customer value proposition. But I believe our essential challenge for the future - is the same challenge which companies are facing everywhere. It's not just about aircraft or tickets or airports. It's about changing a culture. I have to tell you, I've always wondered exactly what people meant by "culture change". Is it the way a company's people work together? Their attitude? Their training? How fast decisions are made? How innovation and creativity is viewed? A competitive work environment? Or, all of the above. It seems to be an elusive quality. At the corporate level, we spend a lot of time and money looking for it. Whether we work in telecommunications or financial services or the auto sector, we all want to change the culture of our business to perform better, generate profits and remain competitive. My advice on this (based strictly on an airline perspective) boils down to two words: don't wait. At Air Canada, we can't afford to wait to change the culture. It has to happen fast. I believe the way to make it happen fast is to just go ahead and implement the new company - if need be, in parallel with the old business. Provide the tools, set the parameters and build the 'brick and mortar' structures. It's much like introducing a new computer system, while the legacy system is still running. Then make the transition or cutover to the new business and pull the plug on the legacy operation. The cultural change will follow. In the auto sector, for example, the Saturn company was launched in the mid-1980s. General Motors created this new company as a new business model, with the freedom to create not only a product but a whole new organization. It has since had a significant impact on the industry and the way cars are manufactured and sold. Air Canada has done much the same thing with brands like ZIP. We've introduced whole new businesses into the marketplace. This is not just to respond to changing consumer preferences, but also to kick-start the airline into a new way of doing business. And believe me, no business needs a cultural 'kick-start' more than the airline business. This is an industry which makes the infamous 'Saturday night stay' a condition for selling a product. This is the only industry in the world which uses the desert to manage supply and demand - by parking surplus aircraft in huge desert parking lots during economic downturns. This is an industry which has succeeded in devising the most confusing, complicated and consumer-unfriendly fares possible. An industry which has systematically tried to extract more and more money, from fewer and fewer high-fare business travelers. But, here's the thing. It's not working. It's not working just about anywhere in the world. It's not working to the tune of about $31 billion in worldwide losses in the last two years, according to the International Air Transport Association. This is what I'm talking about when I say the traditional airline business model is broken. We need to pull the plug on this model and establish a new business model and new culture. To do this, we have set up new businesses and embrace new ways of doing things. 19 months ago - an eternity in the airline business - we set up Tango as an airline within an airline. In essence, we took all the best demonstrated practices of the low cost airlines in the world - like online booking, no frills service, simplified fares and more seats per plane - and built a company around it. Then we set up ZIP as a bona fide low-cost carrier. A separate company - like Saturn - with its own operating licence, employees, aircraft and management. We put the bricks and mortar in place and let the cultural change flow from that - and it has - in a very short time frame. Now we've got the experience, momentum and a sense of urgency to tackle Air Canada itself. This is a huge challenge, but we have already established a blueprint of what works, and we have a powerful vision of where we want to go. That vision is one of a leaner and more cost competitive Air Canada - with a cost structure, wage rates and productivity levels that are consistent with the business realities of today. Our new cost structure will also allow us to serve new international routes and offer consumers simplified fares. If there are sound, profitable enterprises inherent in the airline, we will break them out and mold them into stand-alone businesses like we have with Aeroplan, ACTS for aircraft maintenance and Jetz for specialty charters. The new Air Canada will also make greater use of smaller aircraft. The traditional notion that big revenues come with big aircraft is another industry myth which has been put to rest. Versatility and flexibility make money - whether we're talking about retail outlets, manufacturing plants or aircraft. We see an Air Canada fleet with a large number of 90 to 100-seat regional jets which will allow us to serve our customers in North America in a new and different way. The jets are cheaper to operate than bigger aircraft, and can pull in profits in small markets that cannot fill large planes. Technology will drive this airline and this business like never before. When you're buying a ticket, when you arrive at the airport, when you're in the aircraft and when you arrive at your destination. If there's an Internet application or hi-tech innovation which makes the airline experience easier or more economical for you - or for us - we want it. In the 21st century the airline business will be based on information technology, not just aircraft. So when will you start seeing this new company and its new culture? As I said, we have no time to wait so it's already happening. The revolution has begun - and it starts with fares. As of today, Air Canada's new online fare structure greatly simplifies travel booking for customers and travel agents. All domestic fares now fall into just five categories. These fares will permanently offer new low, competitive, best-value one way and return fares available exclusively online. Current published fares have also been significantly streamlined. Go on line and you will be able to easily build the best itinerary and control exactly when and where you want to fly — at a price that works for you. Customers can now see exactly which fares are available and under what terms and conditions. The web now offers complete transparency (From the Canadian Government I got a big doubted). This is the first step in rolling out a new business model based on value, simplicity and cost efficiency. This will be the theme for more changes to come in the weeks and months ahead. You can expect to see many more elements of a new Air Canada emerge. Announcements about our fleet, our costs, our technology and our products will all form the components of a totally reinvented business. It's a busy time and a challenging time but I'm proud to say that our people are making tremendous progress. Sometimes, you have to stand back from the day-to-day operations of a company to really see where it needs go in the future. This was underlined for me recently by no other than Bill Gates of Microsoft. In a recent article celebrating the achievements of Wilbur and Orville Wright, he described the birth of the aviation industry as quote "the World Wide Web of that era, bringing people, languages, ideas and values together". He went on to say that this revolution did not come about by luck or accident: "It was vision, quiet resolve and the application of scientific methodology." It's been 100 years since the Wrights flew 120 feet in a flimsy flying machine made of spruce, ash and muslin. The industry they inspired has made tremendous strides over that time but it has now reached a plateau. The traditional legacy carriers have not changed significantly in four decades. They must change now. For this to happen, we still need vision, resolve and a methodology to make airlines a successful and relevant part of today's world. In our corner of the world, in our industry, at our airline we too need vision, resolve and a methodology. We have those elements. Against tremendous adversity, we are making headway in our efforts to shed an antiquated business model and bring Air Canada into the 21st century. It is nothing less than a complete cultural shift. Air Canada entered CCAA with a vision for what this company and, indeed, this industry had to do in order to survive. Now we are making it happen. We have a timetable. We are making progress. The restructuring is working. We have a lot more work ahead of us and you will probably read and hear about more problems and roadblocks. That's to be expected, but let me reassure you that we will tackle every hurdle along the way. The bottom line is: we will emerge from this process, we will succeed in our efforts to transform this airline and we will be there to serve customers in new ways, and better ways - for a long, long time to come. Thank You. |
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Association internationale du transport aérien |
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Historique de l'Association International du Transport Aérien L'Association internationale du transport aérien (ou AITA, en anglais International Air Transport Association ou IATA) est une organisation de commerce internationale de sociétés de transport aérien. Ces entreprises sont spécialement autorisées à consulter les prix entre elles par le truchement de cet organisme. Cette association, fondée à La Havane à Cuba en avril 1945, a été accusée d'agir comme un cartel, et de nombreux transporteurs à prix d'aubaine ne sont pas des membres complets. |
| L'AITA assigne 3-lettres Code d'aéroport AITA (également utilisé pour des
gares de chemin de fer importante) et 2-lettres AITA désignant un
transporteur aérien, qui sont utilisés habituellement dans le monde
entier.(Omis en Français): ICAO aussi assigne un code pour les aeroport et
les transporteralso assigne airport and airline codes.
Voir
:
IATA
and ICAO airport code |
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IATA and ICAO airport code The ICAO airport code is a four-letter alphanumeric code designating
each airport around the world. These codes are defined by the
International Civil Aviation Organization. The ICAO codes are used by air
traffic control and airline operations such as flight planning. They are
not the same as the IATA codes encountered by the general public, which
are used for airline timetables, reservations, and baggage handling. ICAO
codes are also used to identify weather stations, whether or not they are
located at airports.
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