Philippine Star
November 7, 2011
THERE’s no reason to miss home during the holidays this year. Airphil Express, the country’s fastest growing budget airline, plays Santa and lets Filipinos welcome Christmas and the coming New Year in their home province or in their preferred vacation spots at a discounted fare: Manila to Kalibo, Tacloban, Tagbilaran, Masbate, and Busuanga, or vice-versa, and Busuanga to Puerto Princesa, or vice-versa for only P488, one-way.
The latest Express Sale features some of the country’s best destinations down south. If you and your travel group wish to experience home-style festivities, visit Tacloban and its religious shrines, heritage sites, famous delicacies, and the hospitable locals. Those yearning for a nature-filled Yuletide can bring their loved ones to Bohol via Tagbilaran, and marvel at the natural wonder of the Chocolate Hills, relax on the white sandy beach under the stars, and delight in gastronomic and musical treats while cruising along Loboc River. Masbate and Busuanga are also highly recommended if you crave an idyllic Christmas. Or go via Kalibo if you want to travel to Boracay where local hosts pull out all the stops to throw unforgettable Christmas and New Year revelries.
“No one celebrates Christmas like Filipinos do,” shares Alfredo Herrera, Airphil Express SVP for Marketing and Sales. “With this Express Sale timed around Christmas and New Year, we want our loyal passengers to take a break and go on a much-deserved vacation with their family and friends. Filipinos will brave the holiday travel rush to be with their loved ones, whether in their hometown or in a nice place out of town. We want to help them save money on airline tickets so they can splurge on pasalubong, aguinaldo, and other holiday stuff.”
The Express Sale selling and ticketing dates are from November 8 to 10, 2011, enabling customers to travel to their preferred destinations from December 1, 2011 to January 31, 2012 during the merriest season of the year.
Airphil Express offers exciting promo seat sales so travelers can experience more of the Philippines as much as they can. Aside from providing comfort-driven products and services like the Web Check-In, Seat Selector, Travel Insurance, and Pre-Paid Baggage, the airline grants exclusive perks of as much as 15 kilos free baggage allowance and an additional 7-kilo free hand carry.
To know more about the latest travel promotions and services of Airphil Express, simply visit www.airphilexpress.com, or access our dedicated, 24/7 online customer service by following us on www.twitter.com/airphilexpress or by clicking our “Like” button on facebook.com/airphilexpressph.
Monday, November 7, 2011
Sunday, November 6, 2011
Aviation grappling with new taxes and rules: AAPA
Manila Bulletin
November 6, 2011
Aviation will play a key role in global economic recovery but is struggling to cope with new taxes and regulations, the head of Asia's airline association said Friday.
Governments should remember "that aviation is a key contributor to economic recovery and job creation, led by travel and tourism", said Andrew Herdman, director general of the Association of Asia Pacific Airlines (AAPA).
Herdman, speaking at the annual meeting of the 15-member group, said a growing number of governments had announced plans for new taxes and charges.
He cited Britain's "notorious" Air Passenger Duty and German and Austrian ecological travel taxes, and said travellers were also starting to face quasi-visa "travel authorisation" fees.
The United States charged citizens of visa waiver countries $14 to apply for authorisation to travel, while tourism-dependent Sri Lanka had announced a $50 travel authorisation fee on inbound foreigners.
"Taxing the very people who you want to attract as visitors to your country is neither an effective welcome message nor a good way to develop the tourism industry," Herdman said.
Airlines themselves were increasingly subject to "an ever more complex web" of regulatory requirements.
Herdman also said the European Union had "over-reached its authority" with plans for a carbon tax on carriers flying to and from Europe.
November 6, 2011
Aviation will play a key role in global economic recovery but is struggling to cope with new taxes and regulations, the head of Asia's airline association said Friday.
Governments should remember "that aviation is a key contributor to economic recovery and job creation, led by travel and tourism", said Andrew Herdman, director general of the Association of Asia Pacific Airlines (AAPA).
Herdman, speaking at the annual meeting of the 15-member group, said a growing number of governments had announced plans for new taxes and charges.
He cited Britain's "notorious" Air Passenger Duty and German and Austrian ecological travel taxes, and said travellers were also starting to face quasi-visa "travel authorisation" fees.
The United States charged citizens of visa waiver countries $14 to apply for authorisation to travel, while tourism-dependent Sri Lanka had announced a $50 travel authorisation fee on inbound foreigners.
"Taxing the very people who you want to attract as visitors to your country is neither an effective welcome message nor a good way to develop the tourism industry," Herdman said.
Airlines themselves were increasingly subject to "an ever more complex web" of regulatory requirements.
Herdman also said the European Union had "over-reached its authority" with plans for a carbon tax on carriers flying to and from Europe.
Airphil launches southern holiday promotion
Manila Bulletin
November 6. 2011
There's no reason to miss home during the holidays this year. Airphil Express, the country's fastest growing budget airline, plays Santa and lets Filipinos welcome Xhristmas and the coming New Year in their home province or in their preferred vacation spots at a discounted fare: Manila to Kalibo, Tacloban, Tagbilaran, Masbate, and Busuanga, or vice versa, and Busuanga to Puerto Princesa, or vice versa for only P488, one-way.
The latest Express Sal features some of the country's best destinations down south. If you and your travel group wish to experience home style festivities, visit Tacloban and its religious shrines, heritage sites, famous delicacies, and the hospitable locals.
Those yearning for a nature-filled Yuletide can bring their loved ones to bohol via Tagbilaran, and marvel at the natural wonder of the chocolate hills, relax on the white sandy beach under the stars, and delight in gastronomic and musical treats while cruising along Loboc River. Masbate and Busuanga are also highly recommended if you crave an idyllic Cristmas. Or go via Kalibo if you want to travel to Boracay where local hosts pull out all the stops to throw unforgettable Christmas and New year revelries.
"No one celebrates Christmas like Filipinos do," shares Alfredo Herrera, Airphil Express SVP for Marketing and Sales. " With this Express Sale timed around Christmas and New year, we want our loyal passengers tot ake a break and go on a much deserved vacation with their family and friends. Filipinos will brave the holiday travel rush to be with their loved ones, whether in their home town or in a nice place out of town. We want to help them save money on airline tickets so they can splurge on pasalubong, aguinaldo, and other holiday stuff."
The Express Sale selling and ticketing dates are from November 8 to 10, 2011, enabling customers to travel to their preferred destinations from December 1, 2011 to January 31, 2012 during the merriest season of the year.
November 6. 2011
There's no reason to miss home during the holidays this year. Airphil Express, the country's fastest growing budget airline, plays Santa and lets Filipinos welcome Xhristmas and the coming New Year in their home province or in their preferred vacation spots at a discounted fare: Manila to Kalibo, Tacloban, Tagbilaran, Masbate, and Busuanga, or vice versa, and Busuanga to Puerto Princesa, or vice versa for only P488, one-way.
The latest Express Sal features some of the country's best destinations down south. If you and your travel group wish to experience home style festivities, visit Tacloban and its religious shrines, heritage sites, famous delicacies, and the hospitable locals.
Those yearning for a nature-filled Yuletide can bring their loved ones to bohol via Tagbilaran, and marvel at the natural wonder of the chocolate hills, relax on the white sandy beach under the stars, and delight in gastronomic and musical treats while cruising along Loboc River. Masbate and Busuanga are also highly recommended if you crave an idyllic Cristmas. Or go via Kalibo if you want to travel to Boracay where local hosts pull out all the stops to throw unforgettable Christmas and New year revelries.
"No one celebrates Christmas like Filipinos do," shares Alfredo Herrera, Airphil Express SVP for Marketing and Sales. " With this Express Sale timed around Christmas and New year, we want our loyal passengers tot ake a break and go on a much deserved vacation with their family and friends. Filipinos will brave the holiday travel rush to be with their loved ones, whether in their home town or in a nice place out of town. We want to help them save money on airline tickets so they can splurge on pasalubong, aguinaldo, and other holiday stuff."
The Express Sale selling and ticketing dates are from November 8 to 10, 2011, enabling customers to travel to their preferred destinations from December 1, 2011 to January 31, 2012 during the merriest season of the year.
Singapore Airlines income plunges 49%
Manila Bulletin
November 6, 2011
Singapore, Nov. 5 (Reuters) - Singapore Airlines Ltd. (SIA), the world's largest carrier by market value, reported a 49 percent drop in second quarter net profit due to high jet fuel prices and said yields will remain under pressure.
The airline, about 55 percent owned by singapore state investor Temasek Holdings, earned S$194 million ($152.7 million) for the three month ended September compared to S$380 million a year ago.
Its qurterly earnings came largely in inline with the average forecast of S$194.8 million by four analysis polled by Reuters.
SIA said fuel costs rose 35 percent in the first half from a year ago to S$747 million and cut its interim dividend to 10 Singapore cents from 20 cents previously.
The global airlines industry, which only recovred from its worst-ever downturn last year, is facing new head winds such as rising jet fuel prices and economic uncertainties in Europe and United States.
The international Air Transport Association (IATA) recently raised its 2011 profit forecast for the airline industry to $6.9 billion from $4.0 billion, but the grouping expects the industry's profit to fall by 29 percent next year.
November 6, 2011
Singapore, Nov. 5 (Reuters) - Singapore Airlines Ltd. (SIA), the world's largest carrier by market value, reported a 49 percent drop in second quarter net profit due to high jet fuel prices and said yields will remain under pressure.
The airline, about 55 percent owned by singapore state investor Temasek Holdings, earned S$194 million ($152.7 million) for the three month ended September compared to S$380 million a year ago.
Its qurterly earnings came largely in inline with the average forecast of S$194.8 million by four analysis polled by Reuters.
SIA said fuel costs rose 35 percent in the first half from a year ago to S$747 million and cut its interim dividend to 10 Singapore cents from 20 cents previously.
The global airlines industry, which only recovred from its worst-ever downturn last year, is facing new head winds such as rising jet fuel prices and economic uncertainties in Europe and United States.
The international Air Transport Association (IATA) recently raised its 2011 profit forecast for the airline industry to $6.9 billion from $4.0 billion, but the grouping expects the industry's profit to fall by 29 percent next year.
Saturday, November 5, 2011
Qantas Airways CEO did the right thing, AirAsia chief says
Manila Bulletin
November 5. 2011
Singapore (Reuters) - Embattled Qantas Airways Ltd. CEO Alan Joyce has found support from an unexpected quarter
-AirAsia Bhd CEO Tony Fernandes, who said the Australian flag carrier's decision to ground its fleet over the weekend was about survival.
"You have to salute Alan Joyce for doing what he's doing.
This is not about workers versus management. It's about survival in the modern world". Fernandes said on his twitter account.
November 5. 2011
Singapore (Reuters) - Embattled Qantas Airways Ltd. CEO Alan Joyce has found support from an unexpected quarter
-AirAsia Bhd CEO Tony Fernandes, who said the Australian flag carrier's decision to ground its fleet over the weekend was about survival.
"You have to salute Alan Joyce for doing what he's doing.
This is not about workers versus management. It's about survival in the modern world". Fernandes said on his twitter account.
Friday, November 4, 2011
New budget carrier 'Air Australia' to launch after Qantas' chaos
Manila Bulletin
November 4, 2011
SYDNEY, Australia (AFP) – An Australian air-charter company said it would launch a new budget carrier flying passengers both domestically and to regional tourist hotspots in the wake of Qantas's grounding.
With jets sporting the iconic green and gold usually associated with the nation's sporting teams, ''Air Australia'' would commence services later this year, said parent company Strategic Airlines.
''Strategic Airlines will retire its name, red white and blue brand and full service business model commencing from 15 November 2011 to become Air Australia, a new international and domestic low-cost carrier,'' the company said in a brief statement.
''The change... will signal the start of heightened domestic competition and lower international fares, initially to Bali (Indonesia), Phuket (Thailand) and Hawaii.''
The island destinations are extremely popular with Australian tourists.
Strategic said Air Australia would officially launch its brand and showcase its new staff uniforms on Thursday, with a Brisbane to Melbourne flight likely to be its first domestic offering.
Brisbane-based Strategic was founded in 1991 as an air freight broker and primarily provides ready-made aircraft, crew, maintenance and insurance packages to other operators in Europe and Asia Pacific, as well as freight and charter services.
It follows the weekend's shock grounding of national carrier Qantas for two days over an industrial dispute which stranded 70,000 passengers in 22 cities worldwide and did serious damage to its reputation.
Rivals including Richard Branson's Virgin Australia and Malaysia's no-frills AirAsia X stepped into the breach with discount fares and extra capacity to help marooned passengers.
The Qantas labor row centered on plans to start two new Asian airlines in a bid to salvage its sinking international business, which is facing stiff competition from airlines such as Emirates and Singapore Airlines.
Singapore this week launched a long-haul budget carrier, Scoot, amid thriving rivalry for Asia's growing ranks of middle-class travellers.
Qantas has warned that it cannot survive without refocusing its business in the booming region, but workers want guarantees on job security, pay and other conditions.
November 4, 2011
SYDNEY, Australia (AFP) – An Australian air-charter company said it would launch a new budget carrier flying passengers both domestically and to regional tourist hotspots in the wake of Qantas's grounding.
With jets sporting the iconic green and gold usually associated with the nation's sporting teams, ''Air Australia'' would commence services later this year, said parent company Strategic Airlines.
''Strategic Airlines will retire its name, red white and blue brand and full service business model commencing from 15 November 2011 to become Air Australia, a new international and domestic low-cost carrier,'' the company said in a brief statement.
''The change... will signal the start of heightened domestic competition and lower international fares, initially to Bali (Indonesia), Phuket (Thailand) and Hawaii.''
The island destinations are extremely popular with Australian tourists.
Strategic said Air Australia would officially launch its brand and showcase its new staff uniforms on Thursday, with a Brisbane to Melbourne flight likely to be its first domestic offering.
Brisbane-based Strategic was founded in 1991 as an air freight broker and primarily provides ready-made aircraft, crew, maintenance and insurance packages to other operators in Europe and Asia Pacific, as well as freight and charter services.
It follows the weekend's shock grounding of national carrier Qantas for two days over an industrial dispute which stranded 70,000 passengers in 22 cities worldwide and did serious damage to its reputation.
Rivals including Richard Branson's Virgin Australia and Malaysia's no-frills AirAsia X stepped into the breach with discount fares and extra capacity to help marooned passengers.
The Qantas labor row centered on plans to start two new Asian airlines in a bid to salvage its sinking international business, which is facing stiff competition from airlines such as Emirates and Singapore Airlines.
Singapore this week launched a long-haul budget carrier, Scoot, amid thriving rivalry for Asia's growing ranks of middle-class travellers.
Qantas has warned that it cannot survive without refocusing its business in the booming region, but workers want guarantees on job security, pay and other conditions.
Lockout gamble
Philippine Daily Inquirer
November 4, 2011
Qantas Airways, Australia’s flag carrier, played the lockout card in its labor dispute and won the first round.
The airline’s decision to ground all its airplanes Saturday in the wake of intermittent strikes by its pilots, engineers and baggage handlers was a tough, but gutsy, move.
The lockout couldn’t have come at the worst time—Australia was hosting a meeting of the heads of states of the Commonwealth of Nations, or the countries that once formed the British Empire.
The unprecedented action forced the hand of the Australian government. An Australian arbitration court quickly assumed jurisdiction over the dispute and, pending review of the case, ordered the airline to resume operations and the employees to go back to work.
The 46-hour grounding cost the airline $75 million in lost revenues. The bigger damage was on its reputation as a stable and reliable airline.
While the arbitration proceedings are ongoing, management can look forward to its airplanes taking off and landing without having to worry about pilots suddenly calling in sick, engineers dilly-dallying in their maintenance work or cargo handlers refusing to handle passenger baggage.
Barred from walking off their jobs or doing anything that would violate the return-to-work order, the labor unions must rely on the strength of their arguments to get their demands through arbitration, rather than over the bargaining table.
Negotiations
In collective bargaining, disputes, lockouts and strikes are considered measures of last resort. They are used only when all avenues for an amicable settlement of CBA issues have been exhausted.
And even if negotiations are stalemated, it is standard practice for companies, especially those with good management-employee relations, to engage in back channel or informal discussions to resolve the parties’ differences.
Unlike the management panel which takes its orders only from the company’s top brass, the union panel has to contend with internal politics in their organization during CBA negotiations.
The union president must be perceived (and appear) to be strongly protective of the employees’ interests and firm in winning their minimum acceptable demands.
The projection of that image becomes more critical if the election of union officers was tightly contested and the losing candidates are just waiting for the incumbent officials to commit a blunder at the bargaining table.
To show his devotion to the employees’ cause and not be suspected to be in management’s secret payroll, the union president must know when to raise his voice during negotiations, or threaten to walkout, or engage in other grandstanding activities.
Agreement
With no gallery to pander to, the behind-the-scenes talks enable both sides to speak up freely and to narrow down the gaps in their bargaining positions.
For this exercise to succeed, the union should not be seen to have given up on major bargaining issues or, if it concedes on some of those points, should be able to convey the impression to the members that it gained something substantial in return.
In case no agreement is reached, in spite of these efforts, either party, depending on who thinks it has more to gain than to lose, may go on strike or declare a lockout.
Both actions are based on financial considerations. By their refusal to work, the employees deprive the company of the profits it would have earned had they remained on the job.
By shutting down operations, management withholds payment of the wages that would have been paid to the employees had they not stuck to their CBA demands.
The name of the game in this standoff is brinkmanship. Whoever blinks first, or is unable to bear further the squeeze on the paycheck or financial bottom line, loses.
Consequences
Thus, it is essential that before a union orders its members to walk out of their jobs, it has sufficient “strike funds” that can help tide them over while they’re manning the picket lines.
In a lockout situation, the company should have enough money in its kitty, or available credit line, to pay the wages of the employees who will watch over the facilities and to meet all financial obligations that may become due while the company is inoperative.
The risks of a lockout go beyond unearned profits. If the company is listed on the stock market, the perception that management has thrown in the towel in its labor dispute could bring down its stock price.
No investor in his right mind would keep his money in a company that has poor labor relations policies or has failed to put in place contingency measures that can mitigate the adverse effects of work stoppage.
Worse, if the lockout is not timely and properly explained to the public, it could cause irreparable damage to the company’s reputation and may result in the loss of patronage by its customers.
Regaining investor confidence and recovering lost market share in a highly competitive market are no walks in the park. Massive advertising and concerted investor briefing sessions, even with the assistance of popular personalities or financial icons, do not guarantee results.
November 4, 2011
Qantas Airways, Australia’s flag carrier, played the lockout card in its labor dispute and won the first round.
The airline’s decision to ground all its airplanes Saturday in the wake of intermittent strikes by its pilots, engineers and baggage handlers was a tough, but gutsy, move.
The lockout couldn’t have come at the worst time—Australia was hosting a meeting of the heads of states of the Commonwealth of Nations, or the countries that once formed the British Empire.
The unprecedented action forced the hand of the Australian government. An Australian arbitration court quickly assumed jurisdiction over the dispute and, pending review of the case, ordered the airline to resume operations and the employees to go back to work.
The 46-hour grounding cost the airline $75 million in lost revenues. The bigger damage was on its reputation as a stable and reliable airline.
While the arbitration proceedings are ongoing, management can look forward to its airplanes taking off and landing without having to worry about pilots suddenly calling in sick, engineers dilly-dallying in their maintenance work or cargo handlers refusing to handle passenger baggage.
Barred from walking off their jobs or doing anything that would violate the return-to-work order, the labor unions must rely on the strength of their arguments to get their demands through arbitration, rather than over the bargaining table.
Negotiations
In collective bargaining, disputes, lockouts and strikes are considered measures of last resort. They are used only when all avenues for an amicable settlement of CBA issues have been exhausted.
And even if negotiations are stalemated, it is standard practice for companies, especially those with good management-employee relations, to engage in back channel or informal discussions to resolve the parties’ differences.
Unlike the management panel which takes its orders only from the company’s top brass, the union panel has to contend with internal politics in their organization during CBA negotiations.
The union president must be perceived (and appear) to be strongly protective of the employees’ interests and firm in winning their minimum acceptable demands.
The projection of that image becomes more critical if the election of union officers was tightly contested and the losing candidates are just waiting for the incumbent officials to commit a blunder at the bargaining table.
To show his devotion to the employees’ cause and not be suspected to be in management’s secret payroll, the union president must know when to raise his voice during negotiations, or threaten to walkout, or engage in other grandstanding activities.
Agreement
With no gallery to pander to, the behind-the-scenes talks enable both sides to speak up freely and to narrow down the gaps in their bargaining positions.
For this exercise to succeed, the union should not be seen to have given up on major bargaining issues or, if it concedes on some of those points, should be able to convey the impression to the members that it gained something substantial in return.
In case no agreement is reached, in spite of these efforts, either party, depending on who thinks it has more to gain than to lose, may go on strike or declare a lockout.
Both actions are based on financial considerations. By their refusal to work, the employees deprive the company of the profits it would have earned had they remained on the job.
By shutting down operations, management withholds payment of the wages that would have been paid to the employees had they not stuck to their CBA demands.
The name of the game in this standoff is brinkmanship. Whoever blinks first, or is unable to bear further the squeeze on the paycheck or financial bottom line, loses.
Consequences
Thus, it is essential that before a union orders its members to walk out of their jobs, it has sufficient “strike funds” that can help tide them over while they’re manning the picket lines.
In a lockout situation, the company should have enough money in its kitty, or available credit line, to pay the wages of the employees who will watch over the facilities and to meet all financial obligations that may become due while the company is inoperative.
The risks of a lockout go beyond unearned profits. If the company is listed on the stock market, the perception that management has thrown in the towel in its labor dispute could bring down its stock price.
No investor in his right mind would keep his money in a company that has poor labor relations policies or has failed to put in place contingency measures that can mitigate the adverse effects of work stoppage.
Worse, if the lockout is not timely and properly explained to the public, it could cause irreparable damage to the company’s reputation and may result in the loss of patronage by its customers.
Regaining investor confidence and recovering lost market share in a highly competitive market are no walks in the park. Massive advertising and concerted investor briefing sessions, even with the assistance of popular personalities or financial icons, do not guarantee results.
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