Battle: Dar es Salaam vs Nairobi

Battle: Dar es Salaam vs Nairobi

Ujuaji si dhambi kama una-make sense! Abu Dhabi huko kwa Etihad mbona waliacha kuja Dar? Na niambie kwanini isiwe Dubai! Halafu kudharaulika na wasiosimamia facts si tatizo hata kidogo! Naweza nikawa sijawahi panda ndege ila common sense inaweza sema Abu Dhabi hakuna mahusiano mengi na Tanzania.

Etihad Airways on path to recovery as operations grow​

10 August 2021, 11:30 AM
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  • Network capacity at 16.4 billion ASKs and expanding monthly
  • One million passengers carried in first half of 2021
  • Strong cargo results as tonnage increases by 44% and revenue by 56%
  • EBITDA turns positive with continuous focus on cost control
  • First airline in the world with 100% of operating crew vaccinated
  • Sustainability at the core of airline’s recovery

Abu Dhabi, United Arab Emirates (UAE)
– Etihad Airways has announced operating and financial results for the first half of 2021, showing a progressive recovery across its business despite a slower than expected return to global air travel.

The airline carried one million passengers in H1 2021, with an average seat load factor of 24.9%. This represents an average 10% month-on-month growth in passenger volumes since Etihad restarted passenger operations in July 2020.

Network capacity in the first half of 2021 came in at 16.4 billion ASKs, and has grown steadily since the start of the year, with the airline operating almost 3,500 flights a month to 67 passenger and cargo destinations by the end of June 2021. Since the beginning of 2021, Etihad has launched or restarted operations to 10 destinations including the historic launch of scheduled services to Tel Aviv in April 2021.

As a result of new variants of the coronavirus affecting key travel markets in the Indian Sub-Continent and Europe, passenger revenue came in at US$0.3 billion, down by 68% year-on-year from US$1.0 billion. However, the dip in passenger revenue was offset by strong performance in cargo operations, with a 44% year-on-year increase in freight carried in H1 2021 (365,500 tonnes) and a 56% year-on-year increase in revenue (US$0.8 billion).

Tony Douglas, Group Chief Executive Officer, said: “Every day, Etihad Airways is making up for lost ground. Despite the curveball of the Delta variant disrupting the global recovery in air travel, we have continued to ramp up operations and are today in a much better place than this time in 2020. As soon as destinations are added to the Abu Dhabi green list or UAE travel corridors, we are seeing a three to six-fold jump in bookings in some cases, showing there is a tidal wave of demand waiting to be unleashed. We are ready to welcome more guests on board to experience why Etihad is second to none when it comes to ensuring passenger wellbeing.”

Throughout the first half of 2021, Etihad retained a singular focus on cost control, decreasing operating costs by 27% year-on-year from US$1.9 billion to US$1.4 billion, supported by reduced capacity and volume-related expenses. Fixed overhead costs saw a significant improvement, reducing by 22% to US$0.3 billion, while finance costs reduced by 22% owing to an ongoing balance sheet deleveraging. As a result, the airline managed to rebuild its liquidity position to pre-pandemic levels.

Overall, Etihad recorded a core operating loss of US$0.4 billion for H1 2021 (half the loss of US$0.8 billion in H1 2020), with EBITDA turning to a positive US$0.1 billion from a negative US$ 0.1 billion in the same period of 2020.

Adam Boukadida, Chief Financial Officer, said: “While market demand has been slower to recover than anticipated, our record cargo performance has continued to buoy the business. At the same time, we have continued to strengthen underlying fundamentals to place Etihad in a better position to maximise the value of passenger revenue as our volumes return. Our rock-solid credit rating has remained unwavering throughout the pandemic and was once again reaffirmed at ‘A with a stable outlook’ by Fitch in April 2021, serving as a clear sign of the long-term financial viability of our business. While the pandemic still poses challenges, Etihad is on the path to becoming a sustainable and profitable business.”


Key figures

H1 2021H1 2020
Passenger revenue (US$ billion)0.31.0
Cargo revenue (US$ billion)0.80.5
Operating revenue (US$ billion)1.21.7
EBITDA (US$ billion)0.1(0.1)
Core operating result (US$ billion)(0.4)(0.8)
Total passengers (million)1.03.5
Available seat kilometres (billion)16.423.7
Seat load factor (%)24.9%71.0%
Number of aircraft64103*
Cargo tonnage (leg tonnes ‘000)365.5254.3

* The majority of Etihad’s fleet was grounded in H1 2020 due to travel restrictions.


Highlights from the first half of 2021


Fleet and network

Etihad Airways continued to grow its global network throughout the first half of 2021 as destinations were added to the Abu Dhabi green list and bilateral travel corridors were formed with the UAE.

  • The number of passenger destinations grew by 20% in the first six months of 2021, from 50 to 60, as Etihad Airways continued to rebuild air connectivity to the vibrant capital of Abu Dhabi.

  • Etihad is currently operating 64 aircraft including five freighters after having taken the decision to indefinitely park part of its fleet as a result of the pandemic. The backbone of the Etihad fleet remains the Boeing 787 Dreamliner, one of the most fuel-efficient aircraft in the world, with 39 B787-9 and B787-10s in the fleet.

  • Following the normalisation of diplomatic relations with Israel, Etihad Airways launched a twice per week, year-round service to Tel Aviv in April 2021, strengthening the tourism, business and people-to-people ties between the countries.

  • Ramping up to the 2021 summer season, Etihad Airways launched three new seasonal routes in just over 24 hours at the beginning of July 2021, linking Abu Dhabi to two major holiday hotspots in Greece (Mykonos and Santorini) and the famous Costa del Sol in Spain (Malaga).

  • European operations were further expanded in July 2021 with the introduction of a new service to Vienna, Austria.

Product and service
In 2021, the airline focused on developing its industry-leading Etihad Wellness programme, launched at the outset of the pandemic to ensure passenger health and safety, as well as trial and launch products and services to support a global return to travel.

  • Etihad Airways became one of the first airlines globally to partner with the International Air Transport Association (IATA) on the IATA Travel Pass in January 2021, allowing guests to create a digital version of their COVID-19 test results and speed up check-in at the airport.

  • For added convenience, Etihad Airways introduced Home Check-In during May 2021, allowing passengers to check in their bags, choose their seats and collect their boarding pass and luggage tags from their home in Abu Dhabi, skipping the queues at the airport.

  • To simplify the process of authenticating travel documents, Etihad established Verified to Fly in May 2021, a service where travellers can validate their documents before arriving at the airport with the confidence that they have met all essential government and airline travel requirements.

Workforce
Ensuring the health and safety of staff and supporting employees in weathering the pandemic has been a focus area for Etihad Airways in 2021.

  • Etihad Airways was one of the first companies in the UAE to offer employees access to a COVID-19 vaccine, and to date, more than 92% of UAE-based staff have elected to take the vaccination.

  • As an extra layer of defense, the airline introduced regular PCR testing for all staff in January 2021, which is coupled with rigorous safety measures at work including deep cleaning and sanitisation of facilities to protect staff.

  • In February 2021, Etihad became the first airline in the world with 100% of operating pilots and cabin crew on board vaccinated to help curb the spread of the coronavirus.

Cargo
Etihad Airways has recorded strong results in cargo operations in H1 2021 as it continued to play a critical role in facilitating international trade.

  • As a founding member of the HOPE Consortium, an Abu Dhabi coalition formed in November 2020 to distribute COVID-19 vaccines across the world, the airline has carried tonnes of crucial vaccine shipments in support of global vaccination efforts throughout the first half of 2021.

  • To date, the Hope Consortium has handled more than 65 million vaccines across 40 countries in the Middle East, Africa, Europe, Asia, and South America.

  • The airline’s best-in-class PharmaLife product, which offers a temperature-controlled air cargo solution for pharmaceuticals, has seen a 94% year-on-year increase in shipments compared to H1 2020.

  • To provide much-needed cargo capacity, Etihad Airways has temporarily modified five Boeing B777 aircraft to support cabin loading, operating more than 430 charter and scheduled cargo flights with the new configuration.

Sustainability
Etihad Airways has established a comprehensive sustainability strategy spearheaded by its Greenliner programme, with the ambitious target of net zero emissions by 2050. The airline is prioritising a green recovery and has implemented a number of key sustainability initiatives in H1 2021.

  • In January, Etihad expanded its carbon offset programme to include Peru’s Cordillera Azul National Park and Indonesia’s Katingan Mentaya Project, both certified by the Verified Carbon Standard and the Climate, Community, and Biodiversity Standard, making Etihad’s efforts geographically diverse in the promotion of climate action.

  • Etihad formed a partnership with New Zealand Carbon Offsetting company CarbonClick in January 2021, a platform which uses certified Gold Standard offsets to reduce the climate impact of aviation through ethical, fully traceable reforestation and renewable energy projects, to develop a voluntary guest offset programme.

  • In April, Etihad Airways marked Earth Day with its first ecoFlight of 2021. Operating to Rome on the airline’s signature Etihad Greenliner aircraft, the flight was used to trial and showcase technologies, products and services in the name of sustainable aviation.

  • The carbon emissions of the Etihad Greenliner aircraft are being completely offset for the entirety of 2021, equivalent to approximately 80,000 tonnes of CO2 emissions, as part of the first carbon offset programme in the region.

Industry awards
In the first half of 2021, Etihad Airways received a number of highly distinguished industry awards for health and safety, guest experience, and branding.

  • Etihad was awarded the Diamond status at the inaugural APEX Health Safety powered by SimpliFlying audit in January 2021 in recognition of its standards of cleanliness and sanitisation.

  • The airline was awarded Best Cabin Crew and Best Frequent Flyer Programme at the 2021 Business Traveller Middle East Awards, reinforcing its commitment to innovating the guest experience.

  • Etihad picked up Gold at the 2021 Transform Awards Middle East and Africa for Best Use of Audio Branding in recognition of its new sonic branding which pays tribute to Etihad’s Arabic roots and was created by local musicians using traditional instruments such as the ney, kanoon and oriental percussions.

  • Etihad Engineering collected two awards, for Innovation in Business-to-Business Services at the 2021 Middle East and North Africa Stevie Awards, and MRO Service Provider of the Year at the 2021 Aviation Achievements Awards.

Jifunze kuwajibu Watanzania wenzako kiustaarabu kwa faida ya wengi.
Ukiwajibu kiustaarabu utapungukiwa nini?
Mihemuko ni ya nini mzee?
Hivi ukitaka wote tuwajibu Watanzania wenzetu humu kama unavyofanya unadhani patakalika humu?
 
Jifunze kuwajibu Watanzania wenzako kiustaarabu kwa faida ya wengi.
Ukiwajibu kiustaarabu utapungukiwa nini?
Mihemuko ni ya nini mzee?
Hivi ukitaka wote tuwajibu Watanzania wenzetu humu kama unavyofanya unadhani patakalika humu?

Hujaona hili, halafu sijui kama huyu aliyepanda ndege anajua Abu Dhabi ipo wapi? maana suala la Qatar sijui linaingiliana vp na Abu Dhabi iliyo UAE? Qatar ina network kubwa zaidi ya Etihad!
We jamaa mjuaji sana,ndio maana umedharaulika humu siku hizi sema tu hujijui,wakati wewe unapigia chapuo route ya nbo ina maana business plan ya ATCL,unadai uoni middle east airline ikiwa partner,nahisi hata ndege yenyewe sijui kama ushawahi kupanda,qatar kabla ya corona kwa wiki alikua na route 2 kwa znz na arusha kwa ndege tofauti na dar ilikua daily,so kuna siku qatar alikua analeta ndege 3 kwa TZ pekee,hiyo route ya abu dhabi mpaka leo bado inalipa,na ukitoka europe kwa etihad unatoka abu dhabi mpaka nbo then kq ndio inakuleta dar,na hivyo hivyo ukikata tiketi ya abi dhabi dar unaondoka na kq etihad unaipandia nbo,kuna ubaya gani atcl hata kwa wiki mara 2 ikawa inaenda abu dhabi yenyewe,huko wasafiri wasio transit wakaunga na etihad kwenda waendako
 
Hujaona hili, halafu sijui kama huyu aliyepanda ndege anajua Abu Dhabi ipo wapi? maana suala la Qatar sijui linaingiliana vp na Abu Dhabi iliyo UAE? Qatar ina network kubwa zaidi ya Etihad!
Kama mtu hajui huwa anaelekezwa mzee na sio kujibu kimuhemuko namna ile.
Kwanini utumie energy kubwa kumjibu mtu kimuhemuko wakati energy ndogo tu inatosha kumjibu mtu vizuri na akakuelewa!

Anyway...yaishe.
 
Kama mtu hajui huwa anaelekezwa mzee na sio kujibu kimuhemuko namna ile.
Kwanini utumie energy kubwa kumjibu mtu kimuhemuko wakati energy ndogo tu inatosha kumjibu mtu vizuri na akakuelewa!

Anyway...yaishe.
mhemko upi mimi nimemuuliza kwann route ya Abu Dhabi na si ya Dubai au J'burg au Ndola au Lubumbashi ananitajia frequencies za Qatar airways ambayo ipo Qatar, Doha na ina wider network kuliko Etihad! Kuwa fair nawe!
 
Hujaona hili, halafu sijui kama huyu aliyepanda ndege anajua Abu Dhabi ipo wapi? maana suala la Qatar sijui linaingiliana vp na Abu Dhabi iliyo UAE? Qatar ina network kubwa zaidi ya Etihad!
Etihad ndio abu dhabi,qatar doha,babu punguza ujuaji kidogo,hiyo etihad ilikua inakuja full na kuondoka full,angalia sasa hivi fly dubai tu ana ndege 2,dxb-kia-JNIA na ana nyingine dxb-dar-znz,nimekuambia khs qatar air sababu kwa ujuaji wako ulidai watalii awapitii airlines za middle east na ndio nikakutolea mfano qatar kuwepo na ndege za kia na znz,babu punguza kujua sana
 
1000 kw siku kenya hyo ni hela ya mama mboga na wa vibanda mzee
Hata wauza mayai wanapata hyo we unaongelea wajanja...
Elfu moja ni nini haswa mpka uone huku eti wanapata wajanja kw siku..elfu moja si hta dadangu mdogo akipewa akirudi ana shing mia tu mfukoni jamani
wewe leo umeingiza hiyo pesa..?
au ndiyo unakaa kizembe tu mjini

ikiwa teacher wenu tu uchwala analipwa pesa hiyo it means yupo below ksh1000 per day ATS IV - Ksh. 28,323 (minimum) Ksh.

utamwambia nini maskini wenzako,
nakuonyesha hivi kwa maana ila kwa kuwa una kichwa maji utaendelea kuwa zuzu,hiyo pesa mnayokula huko ndiyo tunakula nayo huku ila tumewaacha kiasi tu,tofauti ni namba tu kimatumizi vinaendana kwa kiasi kikubwa

In Kenya, people spend around 30-50 KSh (around $0.50 USD) per meal on street foods and around 150-200 KSh ($2.00 USD) for a meal at a restaurant
 
Etihad ndio abu dhabi,qatar doha,babu punguza ujuaji kidogo,hiyo etihad ilikua inakuja full na kuondoka full,angalia sasa hivi fly dubai tu ana ndege 2,dxb-kia-JNIA na ana nyingine dxb-dar-znz,nimekuambia khs qatar air sababu kwa ujuaji wako ulidai watalii awapitii airlines za middle east na ndio nikakutolea mfano qatar kuwepo na ndege za kia na znz,babu punguza kujua sana
kwahiyo zinavyonunuliwa ndege nyingi still tuende ku-partner na airline itakayowazungusha watalii kwenda Adu Dhabi kwanza kabla ya kuja kwetu? Kwanini tusi-partner na airlines za europe au China ambapo kuna soko la utalii hata biashara kuliko Abu Dhabi? Nikijibu watu wanadai nina dharau! Ushauri wako hau-make sense!
 
Hujaona hili, halafu sijui kama huyu aliyepanda ndege anajua Abu Dhabi ipo wapi? maana suala la Qatar sijui linaingiliana vp na Abu Dhabi iliyo UAE? Qatar ina network kubwa zaidi ya Etihad!
Qatar ipo ulaya,maana ulidai middle east airline azileti watalii now unabadili gia angani qatar ina network kubwa,so network ya etihad ndio ya kuilinganisha na atcl kiasi atcl isiweze kufanya biashara na etihad,kq anatusabotage hizo route baada ya kuzirudisha hizo route kwa kutumia atcl kwa ujuaji wako na kujifanya wewe ndio mwenye uchungu sana upo tayari hizo air bus zote 4 ziwe zinapiga domestic route!
 
Qatar ipo ulaya,maana ulidai middle east airline azileti watalii now unabadili gia angani qatar ina network kubwa,so network ya etihad ndio ya kuilinganisha na atcl kiasi atcl isiweze kufanya biashara na etihad,kq anatusabotage hizo route baada ya kuzirudisha hizo route kwa kutumia atcl kwa ujuaji wako na kujifanya wewe ndio mwenye uchungu sana upo tayari hizo air bus zote 4 ziwe zinapiga domestic route!
Soma nilichoandika
kwahiyo wewe unajua business inavyoenda zaidi ya route planners wa Air Tanzania? Kama Etihad wameacha kuja Dar unafikiri kuna biashara ya kutosha Abu Dhabi zaidi ya let say Dubai au J'burg au Lubumbashi au Ndola? Kwa ufupi business plan ya ATCL ni ku-complement utalii, sioni airline ya middle east ikiwa stategic partner ilhali watalii wetu wengi wanatoka Europe na North America na South East Asia (still growing)! Katika maamuzi yaku-partner lazma lazma synergies ziangaliwe pia!

Hujaona hili, halafu sijui kama huyu aliyepanda ndege anajua Abu Dhabi ipo wapi? maana suala la Qatar sijui linaingiliana vp na Abu Dhabi iliyo UAE? Qatar ina network kubwa zaidi ya Etihad!
 
Qatar ipo ulaya,maana ulidai middle east airline azileti watalii now unabadili gia angani qatar ina network kubwa,so network ya etihad ndio ya kuilinganisha na atcl kiasi atcl isiweze kufanya biashara na etihad,kq anatusabotage hizo route baada ya kuzirudisha hizo route kwa kutumia atcl kwa ujuaji wako na kujifanya wewe ndio mwenye uchungu sana upo tayari hizo air bus zote 4 ziwe zinapiga domestic route!
Halafu pitia hapa



Kabla ya hili kutokea


Air Tanzania inahitaji European ama chinese partner, KLM/Air Franc ama Air China ama China Southern Airlines make a good partner!
 
kwahiyo zinavyonunuliwa ndege nyingi still tuende ku-partner na airline itakayowazungusha watalii kwenda Adu Dhabi kwanza kabla ya kuja kwetu? Kwanini tusi-partner na airlines za europe au China ambapo kuna soko la utalii hata biashara kuliko Abu Dhabi? Nikijibu watu wanadai nina dharau! Ushauri wako hau-make sense!
We jamaa kilaza kweli,so hizo ndege sababu ya watalii hamna wafanyabiashara au wasafiri wa kawaida,ina maana kwa muono wako kila anaekuja TZ kwa ndege ni mtalii!halafu nimekuambia hapo fly dubai na qatar zinaenda akia na znz hao watalii wanaozitumia hizo ndege si wanatransit qatar na dubai sasa kuna ubaya gani mtu atoke zake denmark mpk abu dhabi akatransit na atcl to kia-znz,JNIA mpaka leo hamna transit za maana hapo atcl inaweza kukusanya abiria huko na huko na kuleta hapo JNIA then airbus au dreamliner ikaunganisha route kama hizo
 
Halafu pitia hapa



Kabla ya hili kutokea
Ngoja nikueleweshe,etihad bado anafika mataifa mengi makubwa,atcl inaweza kujoin nayo kwa abiria wanaokuja TZ atcl ikaenda kuwachukulia abu dhabi badala ya hao abiria kupitia kenya then kuletwa dar na kq
 
Ngoja nikueleweshe,etihad bado anafika mataifa mengi makubwa,atcl inaweza kujoin nayo kwa abiria wanaokuja TZ atcl ikaenda kuwachukulia abu dhabi badala ya hao abiria kupitia kenya then kuletwa dar na kq

  • Etihad Aviation Group holds equity stakes in seven airlines.
  • Two of them, Air Berlin and Alitalia, are now bankrupt.
  • The CEO behind the strategy has left Etihad.
  • But some investments have paid off.
 
Ngoja nikueleweshe,etihad bado anafika mataifa mengi makubwa,atcl inaweza kujoin nayo kwa abiria wanaokuja TZ atcl ikaenda kuwachukulia abu dhabi badala ya hao abiria kupitia kenya then kuletwa dar na kq

One of American, Delta, and United's most feared rivals just suffered a major blow​


Benjamin Zhang Aug 16, 2017, 4:38 PM
Etihad Airbus A380

An Etihad Airbus A380.Etihad
  • Etihad Aviation Group holds equity stakes in seven airlines.
  • Two of them, Air Berlin and Alitalia, are now bankrupt.
  • The CEO behind the strategy has left Etihad.
  • But some investments have paid off.

Etihad's grand plan for global domination looks to be in deep trouble.

In July, the Abu Dhabi, United Arab Emirates-based aviation giant announced a staggering $1.87 billion loss for 2016. This after posting a $103 million profit the previous year.

Etihad blames $808 million of losses on financial exposure to partner airlines such as Air Berlin and Alitalia.
Now things have gone from bad to worse.

On Tuesday, Air Berlin entered into administration, declaring itself insolvent and initiating a major restructuring. Air Berlin's financial implosion happened just three months after Alitalia's bankruptcy in May.

Together, Etihad's total financial exposure to the two troubled European carriers edges north of $4.5 billion.

"Etihad had a very ambitious and creative but very risky strategy, which was to invest in airlines in different countries to gain a proxy presence as an airline group, and two of its riskiest investments were Air Berlin and Alitalia," Henry Harteveldt, a travel analyst for Atmosphere Research Group, told Business Insider.

In July, the chief architect of the plan, former Etihad CEO James Hogan, exited the company he helped build.

"This development is extremely disappointing for all parties, especially as Etihad has provided extensive support to Air Berlin for its previous liquidity challenges and restructuring efforts over the past six years," Etihad said in a statement. "However, Air Berlin’s business has deteriorated at an unprecedented pace, preventing it from overcoming its significant challenges and from implementing alternative strategic solutions."

The company declined to comment further on what effect Air Berlin's and Alitalia's financial troubles will have on Etihad Aviation Group.

Airbus A380 Etihad

REUTERS/Fabian Bimmer

Going global​


Over the past few years, Etihad embarked on an equity-acquisition spree that has seen the carrier take substantial ownership stakes in a series of "partner airlines." This includes 49% of Alitalia; 29.2% of Air Berlin; 49% of Air Serbia; 24% of Jet Airways; 21.8% of Virgin Australia; 40% of Air Seychelles; 49.8% of Niki; and 33% of Swiss-based Etihad Regional. But Etihad sold its stake in Etihad Regional in July.

Last September, these partner airlines along with Etihad Airways and its accompanying subsidiaries were reconfigured to form Etihad Aviation Group.

In theory, Hogan's partnership concept makes a tremendous amount of sense. Investing in or taking over struggling airlines in advantageous markets for pennies on the dollar while simultaneously growing Etihad's global reach is strategically sound. The approach also allows Etihad to enter potentially hostile markets free of political opposition and without the need to launch an operation from scratch.

In practice, the partnership strategy is much more complex. Some have worked out well for Etihad. For instance, Air Serbia has relaunched and become a solid feeder into the Etihad network. The investment in Jet Airways has helped Etihad unlock the potentially lucrative Indian market. And Virgin Australia has become a viable competitor for Qantas.


Airbus A330 Air Serbia

An Air Serbia Airbus A330. AP

At the same time, Germany's Air Berlin and Italy's national carrier, Alitalia, have not fared so well. Both airlines were acquired to help Etihad increase its reach into the prized European and transatlantic markets, and to a certain extent, they have done exactly that. Operationally, though, Air Berlin and Alitalia have continued to bleed money.

On the face of it, the $2.35 billion Alitalia investment seemed like a solid deal. For the cost of a few Airbus A380 superjumbos, the company acquired a major airline with a fleet of 100 planes, Hogan told Business Insider in 2015.

The same goes for the Air Berlin deal.

"Air Berlin, on paper, looked like it would be very beneficial for Etihad," Harteveldt said. "It gave Etihad access to a major European market that's arguably the strongest in terms of economic strength and demand for air travel."

So what happened?

"These two investments have turned out to be sort of Etihad biting off more than it can chew," Airways senior business analyst Vinay Bhaskara told Business Insider.

What went wrong​

According to Bhaskara, there are two types of reclamation projects that tend to succeed in the airline industry. The first is an airline that is underperforming simply because it is "making boneheaded strategic errors" to the point the airline is essentially its own worst enemy. These are easier to fix because they tend to be in good markets with good fundamentals. So a management change should do the trick, Bhaskara said. Jet Airways falls into this category.

Alitalia

AP

The second is an underperforming airline that is government-owned or struggling with an incredible amount of internal dysfunction. These turnarounds can be successful if an outside force such as Etihad is "handed the keys to the kingdom" to tear down and rebuild the airline after making wholesale changes. This is exactly what Etihad was able to do at Air Serbia, Bhaskara added.

Technically, Air Berlin and Alitalia should have gone into this second category. But Etihad was never given the chance to implement the same type of full rebuild as Air Serbia.

With Alitalia, Etihad brought in new management, revamped its product, and improved its service. Many of the old problems that plagued the "Old Alitalia," however, still plague the "New Alitalia" today. Bhaskara said one of the major issues the airline ran into was the powerful labor unions that prevented Etihad from making drastic changes that could have made the airline profitable.

In April, Alitalia entered into administration after workers rejected a management-restructuring plan that would have cut salaries and jobs at the airline.

According to the Financial Times, the last time Alitalia generated an annual profit was in 2002 — one year before the founding of Etihad Airways.

Air Berlin Airbus A330

An Air Berlin Airbus A330. Andreas Wiese / airberlin

Air Berlin's situation is different than Alitalia's but equally dysfunctional.

Air Berlin's downfall​

According to Harteveldt, Air Berlin faced myriad issues ranging from a delayed airport to a disjointed product strategy. First, the airport.
Even though Berlin is one of the largest and most important cities in Europe, it doesn't actually have a world-class airport. The state-of-the-art Berlin Brandenburg Airport was scheduled to open in 2010. But delays have now pushed to as late as 2020.

As a result, Air Berlin hasn't been able to develop the mega hub it had hoped for in its hometown. Instead, it has to settle for a smaller hub, in Dusseldorf. But that pales in comparison to the hubs Lufthansa has in larger markets like Frankfurt and Munich, Harteveldt told us.

At the same time, Air Berlin has been facing stiff competition from low-cost carriers like RyanAir, EasyJet, WizzAir, and other carriers. And then there was the airlines own "basket case" business strategy.

"Air Berlin just didn't have a clear strategy," Harteveldt said. "It was a low-cost, bare-bones airline for its short-haul European flights, but it tried to be a traditional full-service airline on its long-haul flights. It didn't accomplish either objective very well."

Etihad Airbus A380

Airbus/Etihad

Even though the labor situation at Air Berlin was less contentious than Alitalia, it still plagued the airline.

"In Europe, airlines are high-profile industries that are highly unionized, and the unions work very hard to protect their workers' jobs," Harteveldt said. "Compared to the United States, for example, it very difficult for an airline in Europe to gain the labor efficiency that it needs, whether that be wages or productivity or anything else."

So where does that leave Air Berlin?

What's next for Etihad's partners​

While Etihad is willing to explore commercial opportunities with the airline, it has made it clear that after $2.3 billion in investment its coffers are now off limits to Air Berlin.

"You can hear the sound of Etihad wiping its hands of Air Berlin all the way from Abu Dhabi to California," Harteveldt said.

Although Harteveldt believes the Alitalia will likely fly on, the analyst thinks Air Berlin is effectively done as an airline. But Bhaskara believes it's still too early to say whether Air Berlin's fate is sealed.

An Alitalia crew member walks past Alitalia employees who take part in a strike at Fiumicino international airport in Rome, Italy April 5, 2017. REUTERS/Remo Casilli

An Alitalia crew member walks past Alitalia employees who take part in a strike at Fiumicino international airport in Rome. Thomson Reuters


Air Berlin CEO Thomas Winkelmann has spoken out publicly to reassure his customers that the airline's flights will operate as usual with the help of a bridging loan worth $176 million.

All is not lost for the Etihad partner airline strategy.

"In some cases, it looks like Etihad bet on some winning horses," Harteveldt said. "Alitalia is still on the track and so we can't call that race yet."

While it seems as if the Etihad partnership strategy will probably live on to fight another day, Air Berlin and Alitalia have proved to be two painful and expensive speed bumps along the way.



 

One of American, Delta, and United's most feared rivals just suffered a major blow​


Benjamin Zhang Aug 16, 2017, 4:38 PM
Etihad Airbus A380

An Etihad Airbus A380.Etihad
  • Etihad Aviation Group holds equity stakes in seven airlines.
  • Two of them, Air Berlin and Alitalia, are now bankrupt.
  • The CEO behind the strategy has left Etihad.
  • But some investments have paid off.

Etihad's grand plan for global domination looks to be in deep trouble.

In July, the Abu Dhabi, United Arab Emirates-based aviation giant announced a staggering $1.87 billion loss for 2016. This after posting a $103 million profit the previous year.

Etihad blames $808 million of losses on financial exposure to partner airlines such as Air Berlin and Alitalia.
Now things have gone from bad to worse.

On Tuesday, Air Berlin entered into administration, declaring itself insolvent and initiating a major restructuring. Air Berlin's financial implosion happened just three months after Alitalia's bankruptcy in May.

Together, Etihad's total financial exposure to the two troubled European carriers edges north of $4.5 billion.

"Etihad had a very ambitious and creative but very risky strategy, which was to invest in airlines in different countries to gain a proxy presence as an airline group, and two of its riskiest investments were Air Berlin and Alitalia," Henry Harteveldt, a travel analyst for Atmosphere Research Group, told Business Insider.

In July, the chief architect of the plan, former Etihad CEO James Hogan, exited the company he helped build.

"This development is extremely disappointing for all parties, especially as Etihad has provided extensive support to Air Berlin for its previous liquidity challenges and restructuring efforts over the past six years," Etihad said in a statement. "However, Air Berlin’s business has deteriorated at an unprecedented pace, preventing it from overcoming its significant challenges and from implementing alternative strategic solutions."

The company declined to comment further on what effect Air Berlin's and Alitalia's financial troubles will have on Etihad Aviation Group.

Airbus A380 Etihad

REUTERS/Fabian Bimmer

Going global​


Over the past few years, Etihad embarked on an equity-acquisition spree that has seen the carrier take substantial ownership stakes in a series of "partner airlines." This includes 49% of Alitalia; 29.2% of Air Berlin; 49% of Air Serbia; 24% of Jet Airways; 21.8% of Virgin Australia; 40% of Air Seychelles; 49.8% of Niki; and 33% of Swiss-based Etihad Regional. But Etihad sold its stake in Etihad Regional in July.

Last September, these partner airlines along with Etihad Airways and its accompanying subsidiaries were reconfigured to form Etihad Aviation Group.

In theory, Hogan's partnership concept makes a tremendous amount of sense. Investing in or taking over struggling airlines in advantageous markets for pennies on the dollar while simultaneously growing Etihad's global reach is strategically sound. The approach also allows Etihad to enter potentially hostile markets free of political opposition and without the need to launch an operation from scratch.

In practice, the partnership strategy is much more complex. Some have worked out well for Etihad. For instance, Air Serbia has relaunched and become a solid feeder into the Etihad network. The investment in Jet Airways has helped Etihad unlock the potentially lucrative Indian market. And Virgin Australia has become a viable competitor for Qantas.
An Air Serbia Airbus A330.AP

At the same time, Germany's Air Berlin and Italy's national carrier, Alitalia, have not fared so well. Both airlines were acquired to help Etihad increase its reach into the prized European and transatlantic markets, and to a certain extent, they have done exactly that. Operationally, though, Air Berlin and Alitalia have continued to bleed money.

On the face of it, the $2.35 billion Alitalia investment seemed like a solid deal. For the cost of a few Airbus A380 superjumbos, the company acquired a major airline with a fleet of 100 planes, Hogan told Business Insider in 2015.

The same goes for the Air Berlin deal.

"Air Berlin, on paper, looked like it would be very beneficial for Etihad," Harteveldt said. "It gave Etihad access to a major European market that's arguably the strongest in terms of economic strength and demand for air travel."

So what happened?

"These two investments have turned out to be sort of Etihad biting off more than it can chew," Airways senior business analyst Vinay Bhaskara told Business Insider.

What went wrong​

According to Bhaskara, there are two types of reclamation projects that tend to succeed in the airline industry. The first is an airline that is underperforming simply because it is "making boneheaded strategic errors" to the point the airline is essentially its own worst enemy. These are easier to fix because they tend to be in good markets with good fundamentals. So a management change should do the trick, Bhaskara said. Jet Airways falls into this category.
AP

The second is an underperforming airline that is government-owned or struggling with an incredible amount of internal dysfunction. These turnarounds can be successful if an outside force such as Etihad is "handed the keys to the kingdom" to tear down and rebuild the airline after making wholesale changes. This is exactly what Etihad was able to do at Air Serbia, Bhaskara added.

Technically, Air Berlin and Alitalia should have gone into this second category. But Etihad was never given the chance to implement the same type of full rebuild as Air Serbia.

With Alitalia, Etihad brought in new management, revamped its product, and improved its service. Many of the old problems that plagued the "Old Alitalia," however, still plague the "New Alitalia" today. Bhaskara said one of the major issues the airline ran into was the powerful labor unions that prevented Etihad from making drastic changes that could have made the airline profitable.

In April, Alitalia entered into administration after workers rejected a management-restructuring plan that would have cut salaries and jobs at the airline.

According to the Financial Times, the last time Alitalia generated an annual profit was in 2002 — one year before the founding of Etihad Airways.

An Air Berlin Airbus A330.Andreas Wiese / airberlin

Air Berlin's situation is different than Alitalia's but equally dysfunctional.

Air Berlin's downfall​

According to Harteveldt, Air Berlin faced myriad issues ranging from a delayed airport to a disjointed product strategy. First, the airport.
Even though Berlin is one of the largest and most important cities in Europe, it doesn't actually have a world-class airport. The state-of-the-art Berlin Brandenburg Airport was scheduled to open in 2010. But delays have now pushed to as late as 2020.

As a result, Air Berlin hasn't been able to develop the mega hub it had hoped for in its hometown. Instead, it has to settle for a smaller hub, in Dusseldorf. But that pales in comparison to the hubs Lufthansa has in larger markets like Frankfurt and Munich, Harteveldt told us.

At the same time, Air Berlin has been facing stiff competition from low-cost carriers like RyanAir, EasyJet, WizzAir, and other carriers. And then there was the airlines own "basket case" business strategy.

"Air Berlin just didn't have a clear strategy," Harteveldt said. "It was a low-cost, bare-bones airline for its short-haul European flights, but it tried to be a traditional full-service airline on its long-haul flights. It didn't accomplish either objective very well."
Airbus/Etihad

Even though the labor situation at Air Berlin was less contentious than Alitalia, it still plagued the airline.

"In Europe, airlines are high-profile industries that are highly unionized, and the unions work very hard to protect their workers' jobs," Harteveldt said. "Compared to the United States, for example, it very difficult for an airline in Europe to gain the labor efficiency that it needs, whether that be wages or productivity or anything else."

So where does that leave Air Berlin?

What's next for Etihad's partners​

While Etihad is willing to explore commercial opportunities with the airline, it has made it clear that after $2.3 billion in investment its coffers are now off limits to Air Berlin.

"You can hear the sound of Etihad wiping its hands of Air Berlin all the way from Abu Dhabi to California," Harteveldt said.

Although Harteveldt believes the Alitalia will likely fly on, the analyst thinks Air Berlin is effectively done as an airline. But Bhaskara believes it's still too early to say whether Air Berlin's fate is sealed.

Hivyo viarticle vyako hamna hata mtu mwenye muda wa kuvisoma,as long abu dhabi airport bado inarun na mashirika makubwa yanafika pale basi hata atcl inapaswa siku 1 itumie hiyo opportunity kufika pale
 
Hivyo viarticle vyako hamna hata mtu mwenye muda wa kuvisoma,as long abu dhabi airport bado inarun na mashirika makubwa yanafika pale basi hata atcl inapaswa siku 1 itumie hiyo opportunity kufika pale
ndo maana nimesema ukinidharau hainishtui maana ni facts nimekupa! na ungezipitia ungeona hamna synergies kati ya Etihad na Air Tanzania! Etihad ilinunua Air Berlin na Alitalia na many other subsidiaries na biashara ika-fail huko kote!
 
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