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Found 21 results

  1. January 21, 2020 Avianca Holdings CEO Anko van der Werff, via his personal LinkedIn account, announced (17-Jan-2020) Avianca‘s strategic decision to adjust its route network seeks to benefit its passengers and offer them better options to connect with the world. Mr van der Werff stated: “We have advanced a series of efforts that may be that will allow Bogotá to become the most important hub for air connections in the region, taking into account its favourable geographical location, availability of personnel and resources, as well as the confidence that the company has in the air development of the city and the country”. He added that Avianca will continue to use San Salvador Monseñor Óscar Arnulfo Romero International Airport as Avianca‘s regional hub in Central America to efficiently connect with the north and south of the continent. The carrier plans to increase Bogota frequencies to the US and Brazil effective 29-Mar-2020. https://blueswandaily.com/avianca-ceo-bogota-to-become-the-most-important-hub-for-air-connections-in-latin-america/
  2. An executive of Colombia’s largest airliner Avianca sought at least $4 million in bribes to secure the purchase of 100 aircraft from Airbus, according to French authorities. The European aircraft manufacturer agreed to pay a $3.9 billion fine to French, British and American authorities after admitting to bribery practices throughout the world between 2004 and 2016. “The largest single order ever made in Latin America’s aviation history” One of these bribes was agreed with “Y,” a senior executive of Avianca’s mother companies Avianca Holdings and the Synergy Group of controversial businessman German Efromovich, Airbus’ General Councel John Harrisson admitted. French anti-corruption agency AFA said that this bribe was agreed ahead of the sale of 100 so-called A320neo aircraft in April 2015. The deal that at the time was hailed as “the largest single order ever made in Latin America’s aviation history” followed a bribery deal between Airbus’ international strategy and marketing branch, SMO International, with Y, the AFA found. The investigation revealed that from the end of 2013 it was envisaged that part of the remuneration meant for the commercial intermediary… would secretly be transferred to a senior executive of Avianca Holdings. The latter was a key intermediary for Airbus in the ongoing commercial negotiations between Avianca and Airbus on the sale of A320neo aircraft. French Anti-Corruption Agency The bribes agreed with “Y” Airbus admitted it began coveting a senior executive of Avianca Holdings and the Synergy Group in 2013. This executive should be granted “AAA treatment because we are campaigning with Avianca/Synergy,” the investigators found in a November 2013 email. In October 2014, “the senior executive of Avianca Holdings had requested a commission for his role in supporting the ongoing A320neo sales campaign to Avianca,” Airbus admitted to the authorities. This commission to Y would be deducted from the commission of Airbus’ sales intermediary in Colombia, a company executive referred to as X decided, another anonymous Airbus executive wrote SMO International in November that year. “What (X) said is that instead of the previous 20 we make 15, of which 5 for (Y). And, for the new contract, 4 for (Y) and 2 for the other.” Anonymous Airbus executive “This Airbus manager later confirmed that the figures referred to in this e-mail were “millions” [of euros] and that they concerned a payment being negotiated with the sales intermediary, part of which was to be paid to the Avianca Holdings executive,” the AFA said. Y never got the money he was promised as Airbus in 2014 froze payments to “Z,” the Colombian sales intermediary it had worked with since 2006. Airbus reported the bribery practices to British and French authorities in 2016 after an internal investigation ended the entire bribery scheme between SMO International, referred to as XX, and its partners in Colombia. You can tell (XX) that (Z) has not met his commitments to (Y) and the others!!! This resulted in an extremely difficult negotiation for our last operation. Anonymous Airbus executive All quiet in Colombia Airbus’ $3.9 billion fine dwarfs the $2.6 billion fine slapped on Brazilian engineering firm Odebrecht for its bribery practices in, among other countries, Colombia. Despite Avianca’s alleged involvement in one of the biggest bribery scandals of the century, the Prosecutor General’s Office announced no criminal investigation. Avianca, which is already embroiled in a corporate spying scandal, also remained quiet. https://colombiareports.com/colombias-avianca-embroiled-in-airbus-bribery-scandal/
  3. https://blueswandaily.com/avianca-ceo-the-situation-of-the-company-shifted-180-degrees/ February 3, 2020 Avianca CEO Anko van der Werff, via Avianca‘s official LinkedIn account, commented (30-Jan-2020) on Avianca‘s financial performance, stating: “We ended 2019 in the best way. The financial situation of the company shifted 180 degrees in comparison to Aug-2019”. Avianca CFO Adrian Neuhauser stated: “We succeeded in the negotiations with our investors after almost six months. Those funds were used to recompose us financially and we no longer have such debt”.
  4. Avianca adia por tempo indeterminado as entregas do Boeing 787 Dreamliner Foto - Boeing/Reprodução A Avianca Colombia, companhia sede da Avianca Holdings e localizada na Colômbia, divulgou ontem um novo planejamento de frota da companhia, principalmente envolvendo aviões da Airbus. Enquanto optou por adiar entregas do A320neo, e cancelar algumas, a companhia declarou que fez um acordo com a Boeing, relativo às entregas do 787, sem falar mais detalhes sobre esse contrato com a fabricante norte-americana. Mas informações divulgadas nesta quarta-feira (08/01) apontam que a companhia aérea optou por adiar indefinidamente as suas entregas, no caso para o Boeing 787 Dreamliner. A companhia tem mais três encomendas firmes para o Boeing 787-9 Dreamliner, porém nada garante que a Avianca vá operar com essas aeronaves no futuro, e pode manter somente os 13 aviões 787-8 os quais já opera na frota. A Avianca também conta com 8 aviões da família A330, para seus voos de longa distância ou grande demanda.
  5. La colombiana Avianca Holdings comenzó el proceso para que Avianca Argentina deje de usar su marca Son dos empresas diferentes y la extranjera ya comenzó acciones para dar por terminado el contrato de licencia. La local, que no opera desde junio, presentó su concurso de acreedores la semana pasada Por Ximena Casas 22 de julio de 2019 xcasas@infobae.com La aerolínea de origen colombiano Avianca Holdings ya emprendió acciones para dar por terminado el contrato de licencia de marca que tiene con la empresa argentina Avian Líneas Aéreas, que opera en el mercado como Avianca Argentina. Los directivos de Avianca Holdings salieron esta semana a despegarse de la operación de Avianca Argentina, luego de que la aerolínea local presentara a la Justicia un pedido de convocatoria de acreedores el viernes pasado. Si bien comparten el mismo nombre, ambas compañías aéreas funcionan en forma independiente y, hasta el momento, comparten un acuerdo de utilización de marca y también a uno de sus socios. Pero ahora, frente a las dificultades financieras que atraviesa la operadora argentina, los directivos de Colombia buscan eliminar por completo ese acuerdo que los une. A comienzos de junio, Avian Líneas Aéreas pidió permiso a la Administración Nacional de la Aviación Civil (Anac) para dejar de operar por 90 días con el objetivo de reestructurar la empresa, su plan de rutas regulares y su modelo de negocios. Su situación financiera se había agravado debido a la quiebra de Avianca Brasil, de la que dependía. Finalmente, el viernes pidió el concurso de acreedores. "Tenemos un acuerdo de marca, pero somos empresas diferentes. Avianca Holdings lleva operando en el mercado casi 100 años y Avian Argentina recién empezó hace menos de un año. Estamos trabajando para explicar que la operación de Avianca Holdings continúa normalmente, con vuelos a Bogotá y a Lima", indicó Silvia Mosquera González, vicepresidente Senior de Ventas de Avianca Holdings que esta semana está en Buenos Aires. "El camino legal para el cese de uso del nombre Avianca se inició porque es importante preservar la marca", agregó la ejecutiva, y destacó que las dificultades de la empresa a nivel local están impactando negativamente en su negocio de vuelos internacionales que incluye dos vuelos diarios a Bogotá y un vuelo diario a Lima. A partir de la suspensión de la operación de Avianca Argentina, las ventas para los vuelos internacionales cayeron. "Por incertidumbre y por miedo, la gente decide no volar con nosotros. Desde la Argentina, muchos pasajeros conectaban por Bogotá para ir al Caribe y esa demanda nos ha caído bastante. Tratamos de compensar con otros puntos de venta para que vengan a la Argentina", indicó Mosquera. La Argentina representa un 3% de las ventas del grupo. En las últimas semanas, la "tarifa media" —la tarifa promedio que pagan los pasajeros por un pasaje— de los vuelos internacionales de Avianca desde Buenos Aires cayó un 15%. Las tarifas de los vuelos van cambiando según el nivel de ocupación. El impedimento de utilizar la marca es un proceso que la compañía ya aplicó con otra empresa de la región con la que tenía un acuerdo similar: Avianca Brasil. Como en el caso de la Argentina, la firma brasileña podía usar la marca en forma indefinida y con una renovación anual. "En el caso Brasil se le dieron seis meses para seguir usándola", explicó Mosquera. Además del acuerdo de uso de marca, ambas compañías —la colombiana y la argentina— comparten un accionista: el empresario Germán Efromovich. Los orígenes de Avian Argentina se encuentran en 2016 cuando Efromovich se quedó con Macair Jet, una firma de charters aéreos que había pertenecido al grupo Sideco, de la familia Macri. Efremovich también es dueño del 51% de Avianca Holdings, la empresa colombiana, pero hace algunos meses perdió el derecho a voto en la junta directiva de la compañía. ¿El motivo? Haber incumplido con las condiciones financieras del acuerdo entre BRW Aviation (su empresa y socio mayoritario de Avianca) y la aerolínea United Airlines. Las acciones de BRW habían sido incluidas en la operación como garantía de un préstamo de USD 456 millones. Con la posibilidad de perder el uso de la marca Avianca, la situación de Avian Líneas Aéreas es cada vez más complicada. La aerolínea había comenzado a volar rutas de cabotaje en la Argentina hace un año y medio: su primer vuelo salió de Rosario a Aeroparque en noviembre de 2017. Pero su llegada al mercado local estuvo marcada por varios reveses. En primer lugar, las denuncias judiciales por sospechas que vinculaban a los accionistas de la compañía con Mauricio Macri, que demoraron 14 meses el inicio de sus operaciones con un costo estimado en USD 15 millones. Luego, llegaron las dificultades financieras para Avianca Brasil, que formaba parte del mismo grupo empresario y que en diciembre de 2018 se declaró en bancarrota con deudas por unos USD 260 millones. Avianca Argentina llegó a transportar 215.000 pasajeros, con vuelos entre Aeroparque, Rosario, Mar del Plata, Río Hondo y Resistencia. A fines de diciembre debió devolver un Airbus 320 con el que tenía previsto iniciar vuelos internacionales a partir de marzo.
  6. Sim, ele mesmo. Depois de quebrar a Avianca Brasil e perder o controle da Avianca Holdings, agora o GE quer ter uma participação na Alitalia. Mais uma capítulo da novela italiana... _____________________________________________________ German Efromovich, the ousted chairman of Colombian airline Avianca, is eyeing a comeback via Italy. Efromovich wants to buy a stake in the bankrupt Italian flag-carrier Alitalia SpA, financial daily Il Sole 24 Ore reported, citing a phone interview. "We wrote a letter to Ferrovie dello Stato and the adviser Mediobanca two weeks ago saying we can purchase up to 30% of Alitalia," said Efromovich, who was removed as the chairman of Avianca Holdings SA last month after a loan breach. "We want to join the company’s management and I’d like to be the chief executive officer, at least at the start." A 30% stake in Alitalia would require at least 240 million euros ($273 million), according to the newspaper. Italian railways operator Ferrovie dello Stato Italiane SpA is leading talks for a possible rescue of Alitalia, which is under special administration. Earlier this month, the Italian government extended the deadline for binding bids to July 15 after potential partners such as EasyJet Plc dropped out of the discussions. Efromovich, who has signed a non-disclosure agreement with Alitalia’s advisers, said he has the money needed for the investment and wouldn’t have to borrow. The Bolivian businessman still owns 78% of Avianca’s voting rights and 52% of the carrier’s capital, Il Sole 24 Ore said. In May, United Continental Holdings said that it took legal action in Bogota to dismiss Efromovich from Avianca’s board for defaulting on a $456 million loan. Efromovich purchased Avianca out of bankruptcy in 2004 and turned it around into Latin America’s second-biggest carrier. But last year, he offered his stake in the airline as collateral for a loan from United Continental, imperiling its future. Alitalia also lured interest from Toto Group, a holding that spans from renewable energies to toll-road concessions that is controlled by Italian entrepreneur Carlo Toto. After a failed attempt in 2008 of investing in Alitalia, Toto Group is now reviewing the option of investing in the carrier "relying on its entrepreneurial experience and adequate economic resources," a company’s spokesman wrote Sunday in a letter to daily Il Messaggero. (Adds Toto Group interest in the last paragraph.) https://www.bloomberg.com/news/articles/2019-06-30/after-losing-avianca-bolivia-s-efromovich-eyes-alitalia-sole
  7. United Airlines pilots say that since the Chicago-based carrier now controls the board of the Colombian airline Avianca, Avianca flying falls under the scope clause in their contract. The United chapter of the Air Line Pilots filed a grievance on June 6. In a report to members, Grievance Committee Chairman Joe Pedata wrote that under the scope clause, “Company flying must be performed by pilots on the United seniority list, and Avianca pilots are not on our list.” The scope clause in a pilot contract determine how much flying can be outsourced. United spokeswoman Megan McCarthy said late Tuesday, “The grievance is without merit. “Avianca Holdings remains an independent company and will continue to run their own airline,” McCarthy said. In May, United Airlines launched a management overhaul at Avianca Holdings, removing top shareholder German Efromovich from controlling the cash-strapped airline, Reuters reported. The move followed a default by BRW, Efromovich’s holding company, on a $456 million loan from United. Efromovich had controlled 51.5% of Avianca. United foreclosed on BRW and ceded voting rights to Kingsland Holding, which had been the second largest Avianca shareholder. Pedata wrote, “The transaction was many months in the making as United attempted to devise a scheme to avoid the scope provisions” in the contract. “Our belief is that, at this point, the company is no longer a simple creditor to Avianca, but rather in control of the corporation through the voting rights of Avianca's stock, which are now voted by Kingsland Holdings, a party designated by United,” Pedata said. The pilot contract defines company flying as "without limitation, all commercial flight operations of any sort whatsoever, whether revenue, nonrevenue, scheduled or unscheduled, conducted...by an entity managed by or under the control of the company.” Scope protection is a key topic as United and its pilots negotiate a new contract. The contract covering United’s 12,500 pilots became amendable Jan. 31, 2019. https://www.forbes.com/sites/tedreed/2019/06/18/united-pilots-say-avianca-deal-violates-scope-clause-in-their-contract/#545f5d194f0b
  8. Avianca signs interline and negotiates codeshare agreements with Azul and Gol in Brazil June 21, 2019 Avianca Holdings interim CEO Renato Covelo stated Aviancabookings were impacted in Brazil due to the brand connection with Avianca Brazil (O Globo, 20-Jun-2019). Avianca signed interline agreements and is negotiating codeshares with Gol Linhas Aéreasand Azul Linhas Aereas to address domestic-international connectivity demand in the Brazilian market. https://blueswandaily.com/avianca-signs-interline-and-negotiates-codeshare-agreements-with-azul-and-gol-in-brazil/
  9. Latin America’s second largest airline – Avianca Holdings – is facing one of the most tumultuous times in its 100-year history. The airline is navigating financial struggles and a CEO and board shake-up as its majority shareholder was unceremoniously removed as chairman. And although it has no formal ties to Avianca Brazil, the Brazilian airline’s misfortune has forced Avianca to stress that their operations are entirely separate. Now Avianca is in triage mode, but it does have the support from its prospective JV partner, United, which has a vested interest in ensuring that Avianca survives and thrives. Arguably, United’s Latin American strategy rests on Avianca’s rebound. Avianca and Avianca Brazil share a name but are completely separate entities The current iteration of Avianca Holdings is the result of the 2009 merger of Avianca and Taca. Avianca is Colombia’s flag carrier and is celebrating its 100th anniversary this year. Taca was the leading airline in Central America, and now under Avianca Holdings the group operates 12 airlines across Latin America. After the merger Synergy Group remained Avianca’s largest shareholder, and also used the Avianca brand to transition the Brazilian airline Oceanair to Avianca Brazil. But the two airlines always operated separately, and although there were discussions held about merging the two companies, nothing ever materialised. Avianca Brazil sought creditor protection in Dec-2018 and Brazilian regulators recently suspended the airline’s operations. There is a bit of a scuffle for Avianca Brazil’s assets, with Azul, LATAM and GOL all vying for various pieces of the airline, including valuable airport slots. Even though Avianca and Avianca Brazil are entirely separate entities, confusion still arises over their operations, and when Avianca Brazil sought creditor protection, Avianca had to clarify that it was not part of Avianca Brazil. The extent of their relationship was a limited codeshare. Avianca fights challenges from all sides, including a CEO and board shake-up Avianca posted a USD68 million loss in 1Q2019 and was recently downgraded by S&P after the ratings agency determined that it had taken the company longer than expected to refinance USD550 million in bonds due in 2020. The company’s former CEO, Hernán Rincón, has also abruptly left the airline, and more recently there’s been a shake-up in Avianca’s board. BRW Aviation, which holds Synergy’s controlling share of Avianca, defaulted on a USD456 million loan from United Airlines which was secured by BRW’s shares in Avianca. After the default, United opted to give Kingsland Holdings control of BRW’s shares. Kingsland is Avianca’s second largest shareholder and is led by Roberto Kriete, who was CEO of TACA. Mr Kriete and the head of Synergy, German Efromovich, have clashed over the years. With the transfer of power to Kingland, Mr Efromovich has been ousted as Avianca’s chairman and replaced by Mr Kriete. It is a dizzying cascade of events as Avianca works to fight currency challenges in its operating countries and regain profitability. It is also a tough blow for Mr Efromovich, who purchased Avianca out of bankruptcy in 2004 and was no doubt a guiding force through the merger with TACA. But Mr Efromovich and his brother José have other issues too. In addition to Avianca Brazil’s troubles, Bloomberg has reported that shipyards run by Mr Efromovich have shut down. United takes necessary steps to ensure that Avianca remains a strong JV partner United has stated that it is willing to lend Avianca an additional USD150 million - it has a vested interest in Avianca’s well-being. United, Avianca and Panama’s Copa Airlines are working to forge a joint venture covering routes from the US to Central and South America. Their proposed JV was in response to LATAM's attempt to create an immunised relationship with American Airlines covering flights from the US to Brazil, Chile, Colombia, Paraguay, Peru and Uruguay. The Chilean Supreme Court recently rejected the LATAM-American tie-up and a similar proposed JV between LATAM and IAG, agreeing with Chilean tourism and consumer groups that the JVs would be anticompetitive. Although the decision by the court is a blow to LATAM, it can push forward with other JVs, including Latin America’s largest aviation market, Brazil, and its third largest market, Colombia. United and Brazil’s third largest airline Azul have had discussions regarding a JV, which would give United an immunised relationship in that strategic market. Avianca is Colombia’s largest airline, representing 53% of the country’s system ASKs. Domestically, Avianca holds an approximate 55% market share. The proposed JV with Avianca would also give United a foothold in Latin America’s third largest aviation market. Colombia system ASKs by airline, as of late May-2019 Source: CAPA - Centre for Aviation and OAG. LATAM Airlines Colombia is the country’s second largest airline and Colombia is one of the countries included in the LATAM-American proposed JV. Authorities in Colombia and Brazil have already approved the proposed partnership. United essentially needs a healthy Avianca in order to compete effectively with American once its JV with LATAM takes effect, and it has taken what it deems as necessary steps to steer Avianca in a direction towards recovery. Avianca's board changes were necessitated by Synergy's challenges An element of United’s pilot contract prohibits the company from holding a majority ownership in another airline, which necessitated the move to put Kingsland in control. It is not likely that United wanted to control another airline, but it obviously wants to maintain a certain level of influence over Avianca. There is little doubt that United did not want to be mired in a board shake-up at Avianca; but Synergy’s woes created some unusual circumstances that United needed to address quickly. https://centreforaviation.com/analysis/reports/south-america-united-airlines-takes-steps-to-rectify-aviancas-unrest-475767
  10. Ezra Fieser 23/05/2019 09h27 (Bloomberg) -- A Avianca era uma companhia aérea com 37 aviões antigos quando German Efromovich apostou na empresa e evitou sua falência em 2004. Ao longo de 15 anos, o empresário boliviano transformou o negócio em uma potência regional e na segunda maior companhia aérea da América Latina. Mas, apesar de todo o sucesso, a empresa com sede em Bogotá enfrenta novamente um período turbulento. As ações da Avianca acumulam queda de quase 75% desde a abertura de capital em 2011, e seus títulos são negociados em território "distressed" diante da expectativa de que a aérea vai ter dificuldades para refinanciar a dívida. O prejuízo da Avianca no primeiro trimestre foi o maior desde 2015. O maior responsável pela turbulência é o mesmo que, até pouco tempo, era tratado como herói: German Efromovich. O milionário self-made colocou em risco o futuro da companhia aérea no ano passado, oferecendo sua participação de 51,5% na Avianca como garantia de um empréstimo da United Continental Holdings. Sua holding, a BRW Aviation, rapidamente violou os termos do contrato e, como resultado, o controle de Avianca poderia passar para as mãos da United. Embora essa mudança provavelmente seja positiva para acionistas minoritários e detentores de bônus da Avianca, a atual incerteza criou uma miríade de problemas para a companhia, ao mesmo tempo em que um vencimento de US$ 550 milhões em bônus se aproxima no ano que vem. "Estamos muito preocupados com a instabilidade da empresa no momento", disse Jaime Hernandez, presidente do sindicato de pilotos colombianos ACDAC, que em 2017 fizeram uma greve de quase dois meses para exigir melhores salários e benefícios. "Éramos uma ótima empresa e, recentemente, a administração tem sido muito ruim para nossas operações, nossa reputação." Efromovich, que também é presidente do conselho da Avianca Holdings, disse em entrevista a uma rádio em Bogotá na terça-feira que não havia possibilidade de a United assumir o controle da empresa em breve. A situação da Avianca está "sob controle", disse à Blu Radio. Em resposta por escrito às perguntas da Bloomberg, Efromovich negou que os problemas em seus outros negócios estejam trazendo riscos para a Avianca, que não faz parte do empréstimo. "Tudo está alinhado com a United conforme o contrato de empréstimo. Não há nada para corrigir ", escreveu. A United disse que não assumiu o controle das ações da Avianca e que está trabalhando com a holding BRW. Situação pode mudar a qualquer momento Mas é uma opção que pode ser exercida a qualquer momento. A decisão acionaria cláusulas relacionadas à mudança de controle em vários empréstimos e que poderiam forçar a companhia a buscar US$ 1,5 bilhão para pagar credores, segundo analistas da corretora Corredores Davivienda, de Bogotá. O valor supera em mais de quatro vezes o montante que a empresa tinha em caixa no fim do primeiro trimestre. Mesmo que a United não assuma o controle da companhia aérea, apenas o fato de poder fazê-lo complica os esforços da Avianca para operar e obter financiamento. Os investidores estão cautelosos em emprestar para uma empresa que, a qualquer momento, pode ficar na corda-bamba por não ter recursos para pagar credores. A Avianca é apenas o mais recente desafio para Efromovich, que viu partes do conglomerado que construiu na América Latina com o irmão, José, ruir nos últimos anos. Seus estaleiros foram fechados. A Avianca Brasil entrou em recuperação judicial. E agora corre o risco de perder a Avianca Holdings. Empresário salvou Avianca da falência É uma reviravolta e tanto desde 2004, quando Efromovich era elogiado em toda a Colômbia por ter resgatado a segunda companhia aérea mais antiga do mundo. (O primeiro voo foi realizado em 1920, transportando passageiros entre os municípios de Barranquilla e Puerto Berrio.) Anteriormente controlada pela família mais rica do país, começou a perder dinheiro na esteira dos ataques terroristas de 11 de setembro e da recessão global que se seguiu. Efromovich comprou a Avianca, que estava em processo de falência, por US$ 64 milhões e assunção de dívida. Formado em engenharia mecânica e tendo estreado no ramo de aviação no Brasil, Efromovich dobrou o número de aeronaves operadas pela Avianca e logo começou a ter lucro. No ano passado, os 190 aviões da Avianca transportavam 30 milhões de passageiros, perdendo apenas para a Latam Airlines na região. A sorte de Efromovich começou a virar em 2014, no início da pior recessão do Brasil. O empresário fez um empréstimo com a Elliott Management para financiar as operações de seus estaleiros, mas que acabaram fechando. (Com a colaboração de Fabiola Moura e Pablo Gonzalez) https://economia.uol.com.br/noticias/bloomberg/2019/05/23/apos-salvar-avianca-efromovich-corre-risco-de-perder-controle.htm
  11. http://www.aviacionnews.com/blog/2019/05/pese-a-los-malos-pronosticos-avianca-argentina-deposita-su-esperanza-en-la-subasta-de-activos-de-avianca-brasil/ Por SGR - 05/02/2019 La noticia, publicada esta semana por un diario económico de Argentina, generó preocupación tanto en despachos oficiales como entre los empleados que aún resisten desde la empresa. La nota afirmaba categóricamente que Avianca Argentina habría de quebrar en 20 días. En la empresa no están de acuerdo con este diagnóstico, aunque reconocen que la empresa transita una etapa que bien podría resumirse en la palabra “aguantar” -vaya uno a saber hasta cuando- y en “perder la menor cantidad posible de plata”, que obviamente alguien pone para mantenerla con vida. Hoy Avianca Argentina solo dispone de dos ATR para atender el par de destinos que aún mantiene en pie: Santa Fe y Mar del Plata. Programación que con un ATR alcanza. Más que los 20 días que le auguran de vida, la expectativa de quienes aún no pierden las esperanzas están puestas en el 7 mayo, cuando el juez brasileño que lleva la convocatoria de Avianca Brasil abra los sobres con las ofertas por las siete “Unidades Productivas Aisladas” (slots, aviones, personal, programa de fidelidad, etc.) en que se han dividido los activos de la compañía. Recién entonces se sabrá a que quedó reducida la hasta ahora 4º aerolínea brasileña y a cuánto ascienden los fondos recaudados en la subasta que irán a la empresa residual encargada de responder por los pasivos. Si bien legalmente se puede afirmar que Avianca Holding, Avianca Brasil y Avian Líneas Aéreas (Avianca Argentina) son sociedades independientes, las tres están atravesadas por un único apellido: Efromovich (Synergy Group). Más en el caso de Avianca Argentina que nació “colgada” de Avianca Brasil, que además es su garante. La devaluación de mediados del 2018 y la anulación ante de despegar del vuelos Buenos Aires-San Pablo fueron dos golpe duros para la filial argentina. Lo cierto es que hoy todas las empresas están en dificultades: Avianca Holding perdió estos días, sorpresivamente, a su presidente Hernan Rincón, cuyos motivos expuestos en la renuncia nadie cree. Su Germán Efromovich, presidente de la Junta Directiva y principal accionista, tiene además una deuda con United Airlines por U$S 450 millones, préstamo garantizado con acciones de la empresa colombiana. La compañía brasileña, por su parte, en convocatoria de acreedores y la argentina, con pedido de “proceso preventivo de crisis”, y a la espera de un milagro. Recién el 7 de mayo se sabrá si los milagros existen.
  12. Changing market dynamics are driving several network adjustments at Latin America’s two largest airline groups – LATAM and Avianca Holdings. Those companies are navigating currency pressure and rising fuel costs, and as a result they are working to maximise the profitability of their respective networks. LATAM is opting to cut some long haul flights and service to Argentina, and instead will focus on regional international routes and growing service in Brazil’s domestic market as its competitor Avianca Brazil continues to shrink. Avianca’s adjustments include essentially exiting Peru’s domestic market and cutting some service to the US from its Bogotá hub. At the same time, the company is opting to add capacity from Bogotá to some larger domestic routes in Colombia and Chile. Airlines worldwide are constantly scrutinising their networks as demand patterns shift. For now, it appears that LATAM and Avianca see more opportunities within Latin America for fortifying their largest hubs. LATAM makes several route adjustments, including major cuts to Argentina LATAM Airlines Group is cutting eight routes in 2019 and adding nine new pairings. All the new routes are within South America and the cuts are largely focused on Argentina, along with some long haul markets that have weaker demand. LATAM executives recently explained that the company was cutting its international supply to Argentina by 20%. Argentina is in the midst of economic turmoil and its currency has plummeted, which has affected international inbound travel to the country. Government data show that international passenger levels fell year-on-year from Jun-2018 to Dec-2018, falling as much as 7% both in Oct-2018 and Nov-2018. Domestic passenger levels grew steadily in 2018, but there is little doubt that Argentina’s airlines battled weak yields. See related report: Argentina LCCs at risk if Ms Kirchner returns LATAM is cutting flights from its hubs in Santiago and São Paulo to Tucumán and Rosario. Data from CAPA and OAG show that it was the only operator on those flights. Chile’s Sky Airline ended service from Santiago to Rosario in Oct-2018. LATAM Airlines Group planned route changes in 2019 Source: LATAM Airlines Group. After LATAM ends flights from Rio de Janeiro to Miami its oneworld partner American will be the only airline operating on the route. Bogotá-Cancún is the most crowded route, with Avianca, Interjet and LATAM all offering flights on the pairing. Avianca also operates flights from Bogotá to Aruba. On the long haul routes that LATAM is eliminating, Lufthansa operates São Paulo-Munich and Alitalia offers service between São Paulo and Rome. LATAM increases Brazil capacity and adds new routes from Santiago and Lima LATAM believes opportunities exist to bolster connectivity within South America from its hubs in Santiago and Lima, its second and third largest bases measured by ASK deployment. LATAM Airlines Group system top ten hubs/bases/stations by ASKs, as of late May-2019 Source: CAPA - Centre for Aviation and OAG. Of the nine new routes LATAM is launching, it only has competition on three of those pairings. Avianca has a 66% seat share between Lima and Cali, and Amaszonas operates between Cuzco and La Paz. Avianca Brazil and GOL have a 50-50 split on seats from São Paulo to Navegantes. Avianca Brazil is in the process of a bankruptcy restructuring and is continuing to shrink its network, and as a result LATAM believes that process is creating opportunities in the Brazilian domestic market. LATAM is boosting domestic capacity growth in Brazil in 2019 to 5% to 7%, from original projections of an increase of 2% to 4%. LATAM Airlines Group is shrinking its planned international growth from flat to a 2% increase, a reduction from previous estimates of a 3% to 5% expansion. The company’s overall capacity growth for 2019 now projected at 3% to 5%, versus previous estimates of an increase of 4% to 6%. Avianca cuts back much of Peru and some US longer haul service Avianca is also undertaking several network adjustments in 2019, cutting domestic routes in Peru due to their underperformance. The company has also explained that Peru has been a challenging market for Avianca for many years, noting that it was “not very lucky” with some of the slots it received in its efforts to create a schedule that was attractive to business travellers. The company is focusing on international operations from its Lima hub, which is Avianca’s second largest after Bogotá measured by ASKs. Avianca is maintaining services on domestic flights between Lima and Cuzco, a major trunk route in Peru. Avianca Holdings system top ten hubs/bases/stations by ASKs, as of late May-2019 Source: CAPA - Centre for Aviation and OAG. Other routes that Avianca is cutting in 2019 include Lima-Mendoza, and Bogotá to Montreal, Boston and Chicago O’Hare. It is also eliminating service from Cartagena to Pereira and New York JFK. Of all the routes it is cutting in 2019, it only faces competition on two of the pairings – LATAM on flights from Lima to Mendoza, and Viva Air Peru and Aeropostal on services between Cartagena and Pereira. Overall, Avianca is suspending 16 routes but also stated that it was adding capacity on its routes from Bogotá, to Medellín, Cali and Santiago. Avianca is planning modest capacity expansion in 2019. Its current guidance shows a range of flat growth to a 2% increase. The company has faced a challenging start to 2019, and its CEO Hernán Rincón recently left Avianca. Additionally, it has adjusted its EBIT margin forecast downward from a range of 7% to 9%, to 5.5% and 7.5%. More changes could be on tap as demand patterns shift in Latin America Both LATAM and Avianca are making interesting network moves in 2019, cutting some longer haul services in favour of focusing on more promising flights within South America. The changes reflect each airline’s assessment in demand, and the conclusion that more profitable opportunities exist on regional international routes. There is no doubt that those airlines are studying more network adjustments as demand patterns continue to shift in 2019. https://centreforaviation.com/analysis/reports/avianca-and-latam-shift-focus-more-locally-475002
  13. 17-May-2019 2:07 AM Avianca Holdings interim CEO Renato Covelo commented (15-May-2019) on 1Q2019 operations and results, stating: "Avianca Holdings had a difficult start of the year". He proceeded to describe a "challenging environment" created by the foreign exchange pressures on fuel prices and "other obstacles". Mr Covelo added that the carrier was able to "advanced important strategic objectives… on several different fronts. These are initial indications of our success in stabilising our business, as we pivot from a growth-driven strategy to now focus on our core business units, namely our passenger, loyalty and cargo operations, with a strong emphasis on profitability and strengthened cash generation". https://centreforaviation.com/news/avianca-ceo-1q2019-a-difficult-start-of-the-year-in-a-challenging-environment-904555 Avianca reduces ‘average fares by 4.2% given the macroeconomic weakness’ in several markets May 17, 2019 Avianca Holdings attributed (15-May-2019) the USD18.5 million operating income (EBIT) in 1Q2019, with a 1.6% EBIT margin in 1Q2019 primarily to a 1.5% year-on-year decrease in total operating revenues as Latin American currencies devalued against the USD and average fare reduced by 4.2% resulting in a 6.2% reduction in passenger yields, reaching USD 8.6 cents. Avianca stated: “Avianca decided to reduce average fares by 4.2% this quarter given the macroeconomic weakness of several Latin American currencies”. Passenger revenues reduced by 0.1% while cargo and other revenues reduced by 8.4%, primarily due to the termination of a commercial agreement with Etihad and a reduction in chartered cargo operations. These effects were partially offset by an increase in regular cargo revenues due to a 2.4% increase in transported tons. Cargo and other revenues represented 15.7% of total revenues in the quarter. https://blueswandaily.com/avianca-reduces-average-fares-by-4-2-given-the-macroeconomic-weakness-in-several-markets/
  14. March 18, 2019 Avianca reportedly plans to commence charging for a second checked bag on certain international markets effective 01-May-2019 (El Nuevo Siglo, 13-Mar-2019). Economy passengers on routes from Colombia, Ecuador, Peru, and Caribbean to Europe and US will have a 10kg carryon and one 23kg checked bag allowance. https://blueswandaily.com/avianca-to-commence-charging-for-the-second-checked-bag/
  15. Avianca lanzará una aerolínea regional en Colombia en 2019 Avianca Holdings, que anunció la normalización de sus operaciones tras un año del paro de pilotos, tiene en la mira varias estrategias de expansión, que incluyen, entre otras, una alianza con Lufthansa y la puesta en marcha de una aerolínea regional en Colombia. Hernán Rincón, CEO de Avianca Holdings, también le reveló a Portafolio las perspectivas para el próximo año, el aumento de su capacidad y los avances de la alianza estratégica con United y Copa Airlines. Es la primera vez que Avianca hace una negociación de este estilo, de este tamaño y que cubre a toda Suramérica y Norteamérica. Eso ha demostrado ser un poco más complejo de lo que pensamos. Empezamos solo con United Airlines, y después en las conversaciones nos dimos cuenta que había una oportunidad adicional y ahí vamos. Esa es una de las razones por las que se alargó; la otra es porque nosotros subestimamos la complejidad de negociar un acuerdo de esta envergadura, señala. Rincón también busca mejorar el posicionamiento de la aerolínea en Europa. Por eso analiza consolidar la relación con Lufthansa, socio de Avianca en Star Alliance. Sobre la aerolínea regional que planea lanzar a mediados de 2019, señaló que empezará con 10 aeronaves, las cuales se aumentarán paulatinamente, el objetivo también es incrementar el número de destinos y llegar al antiguo aeropuerto de Medellín, el Olaya Herrera. Como reveló REPORTUR.co, la flamante alianza de Avianca, Copa y United busca tener cobertura en los siguientes países latinoamericanos: Argentina, Belice, Bolivia, Chile, Colombia, Costa Rica, Ecuador, El Salvador, Guyana, Guyana Francesa, Guatemala, Honduras, Nicaragua, Panamá, Paraguay, Perú, Surinam, Uruguay y Venezuela (Avianca, United y Copa se alían y abrirán rutas por consenso) El objetivo es convertirse en una sola red de rutas que les permita ofrecer beneficios en servicio al cliente, incluida la integración de programas de viajero frecuente, un control de equipaje simplificado, horarios de vuelo coordinados e instalaciones aeroportuarias mejoradas. https://www.reportur.com/colombia/2018/12/04/avianca-lanzara-una-aerolinea-regional-colombia-2019/
  16. 25-Feb-2019 10:22 PM Avianca Holdings CEO Hernan Rincon, via the carrier's 4Q2018 financial results call, commented (22-Feb-2019) on the non-core assets which the carrier is seeking to offload, stating: "Our core businesses are: Passenger, cargo and loyalty. That's where we want to invest our time". He added all the other businesses that "through time became small or medium sized business for us, are not core and we will, at the right time, try to sell them all". Avianca Holdings EVP Gerardo Grajales listed call centres, training facilities travel agencies, courier business and "very small" regional carriers in central America as non-core businesses. https://centreforaviation.com/news/avianca-to-hold-passenger-cargo-and-ffp-business-and-sell-all-non-core-business-units-882649 CEO: Avianca pivots ‘away from a growth focused to profitability focused business model’ February 26, 2019 Avianca Holdings CEO Hernan Rincon commented (22-Feb-2019) on Avianca‘s strategy, stating: “We made significant strides on our strategy to pivot away from a growth focused to profitability/liquidity focused business model”. The carrier announced plans to sell off Avianca’s interest in a number of non-core shareholdings in Nov-2018. Mr Rincon added: “We will continue to strengthen Avianca’s balance sheet and improve our overall profitability as we divest other assets no longer relevant to our core strategy”. The airline reported (22-Feb-2019) its international routes to Europe achieved an average consolidated load factors of 85.7% for 4Q0218. Domestic Colombia routes averaged 82.9% load factor. https://blueswandaily.com/ceo-avianca-pivots-away-from-a-growth-focused-to-profitability-focused-business-model/
  17. November 19, 2018 Avianca Holdings stated (14-Nov-2018) it continues to experience pressure from increased fuel costs as well as macroeconomic challenges in certain regions and is “addressing these challenges through its strategic decision related to the current aircraft order back log, its corporate structure and future CAPEX needs in order to establish a strong foundation to deliver future growth and long term margin expansion”. Avianca Holdings CEO Hernan Rincon stated: “We are renegotiating our fleet backlog to significantly reduce the pace at which we incorporate new aircraft into our fleet… we aim to potentially defer up to 50 narrowbody aircraft while reassessing the status of an additional 50 aircraft”. He added that all projects and contracts with strategic partners and lessors are under review to drive cost efficiencies with minimal near term capital expenditure. The carrier is “focused” on optimising its network by cancelling less profitable routes and redeploying freed capacity. https://blueswandaily.com/avianca-renegotiates-fleet-backlog-delivery-with-potential-to-defer-50-narrowbodies/
  18. Bogota-based Avianca, which plans to launch 5X-weekly service to Munich in November, is targeting more destinations in Europe. In addition to the flights to Munich, the airline has evaluated services to Frankfurt, Paris, Rome and Zurich, Avianca CEO Hernan Rincon told ATW. “Because we realized we have to do more in Europe,” he said. The decision to choose Munich also was helped by the fact that Germany’s Lufthansa is one of Avianca’s Star Alliance partners. “But this was not the main reason alone to launch Munich services,” Rincon said. Avianca will be the first Latin American airline to serve Munich*. Services to Eastern European destinations are unlikely because they are beyond the maximum range for nonstop Boeing 787 flights. Avianca currently operates from Bogota to Barcelona, London Heathrow and Madrid, all with 787s. Strengthening the airline’s hubs and optimizing the route network in strategic markets has been a high priority for Rincon. Avianca Group operates more than 180 aircraft with an average age of 6.8 years. It serves 180 destinations in 26 countries and has 750 daily departures. __________________________ * Na verdade será a única, por alguns meses, a operar em Munique, com a LATAM operando lá ano que vem. E a Varig operou lá 2x (2000-2002) e (2006), a primeira operadora da América Latina.
  19. October 5, 2018 Each day this year The Blue Swan Daily uses the extensive insights available to CAPA – Centre for Aviation members to deliver a data snapshot on the world’s largest airlines and airports. Today, we feature Avianca (IATA: AV; ICAO: AVA), Colombia’s national airline. ROUTE MAP (w/c 01-Oct-2018) DESTINATIONS (w/c 01-Oct-2018) CAPACITY SPLIT BETWEEN DOMESTIC AND INTERNATIONAL OPERATIONS (w/c 01-Oct-2018) LARGEST NETWORK POINT BY CAPACITY (w/c 01-Oct-2018) BUSIEST DOMESTIC MARKETS BY CAPACITY (w/c 01-Oct-2018) INTERNATIONAL MARKET CAPACITY BREAKDOWN BY COUNTRY (w/c 01-Oct-2018) BUSIEST INTERNATIONAL MARKETS BY CAPACITY (w/c 01-Oct-2018) AVERAGE FLIGHT LENGTH (w/c 01-Oct-2018) FLEET LISTING (w/c 01-Oct-2018) AVERAGE FLEET AGE (w/c 01-Oct-2018) ANNUAL CAPACITY DEVELOPMENT (2012 – 2018*) ANNUAL TRAFFIC DEVELOPMENT (2012 – 2018YTD) FINANCIALS – OPERATING REVENUES (2013 –2017) FINANCIALS – NET PROFITS (2012 – 2017) GROUP SHARE PERFORMANCE (last six months) GROUP SHARE PERFORMANCE (last three years) Avianca is part of Avianca Holdings formed in 2010 as a result of a merger between Avianca and TACA. The group now hold stakes in a number of airlines previously part of Avianca SA and Grupo TACA. Latin American conglomerate, the Synergy Group, is the largest single shareholder, with the second largest being the Kriete family (former owners of Grupo TACA). https://blueswandaily.com/airline-insight-avianca/
  20. VOO AV918 POA-LIM Como um fã de aviação, sempre sonhei em voar alguns aviões raros, embora eu nunca tenha tido a chance. Afinal, por aqui costumamos usar apenas os mais comuns: 737, A320, Embraer… então no início deste ano eu decidi que nas minhas férias de inverno faria diferente. Comprei uma passagem a Lima para fazer um tour de aviação por lá. O Peru, juntamente com a Venezuela e talvez com a Colômbia, tem as aeronaves mais raras e antigas na América do Sul. Logicamente eu poderia ter ido à África ou à Coreia do Norte para alcançar um nível ainda maior, mas isso iria bem acima do meu apertado orçamento. Bem, a compra do bilhete foi relativamente simples, embora o site da Avianca Internacional não seja o mais moderno hoje em dia. A meu ver, o site da Avianca Brasil é um dos melhores. Consegui ida e volta por R$1299,08. Essa rota POA-Lima pode parecer estranha. Por que diabos uma companhia colombiana voa entre uma cidade secundária no país e a capital do Peru? Bem, esse voo era originalmente operado pela TACA Peru, afiliada do grupo TACA, desde dezembro de 2009; a TACA tinha um hub modesto em Lima, com possibilidades de conexão à América Central, norte da América do Sul e – esse mais importante para o público gaúcho – a América do Norte, tendo como destaque a popular Miami. A TACA iniciou sua fusão com o Grupo Avianca em 2010, e não apenas o hub foi mantido, como também ampliado nos últimos tempos. O voo a Lima é uma das primeiras partidas do dia em Porto Alegre, então eu cheguei bem cedo ao check-in da Avianca. Vale dizer que eles separam os balcões de voos domésticos e os de voos internacionais. Neste dia, eles tinham dois balcões abertos para o meu voo. Eu esperei uns dez minutos na fila – teria demorado bem menos, mas uma família passou um bom tempo sendo atendida, por motivo que desconheço. Quando chegou minha vez, fui atendido por um agente cordial. Em cerca de um minuto tinha meu cartão de embarque em mãos. Há alguns meses, como é de conhecimento geral, a Fraport assumiu a administração do aeroporto de Porto Alegre, e já há obras em progresso. Nada aos olhos do passageiro ainda, entretanto um ponto positivo é o wi-fi, que agora é grátis, rápido e de fácil acesso. Como eu ainda tinha tempo de sobra, fui ao segundo piso tomar um café. A passagem pela segurança e emigração foi bem rápida, em pouco mais de dez minutos eu já estava em frente ao meu portão. Às 05h43, isto é, 27 minutos antes do horário programado de partida, teve início o embarque, com prioridades respeitadas. Neste dia, voaria no N520TA, um A319 com dez anos de uso, entregue em setembro de 2007 à TACA. Visão psicodélica do portão A configuração da Avianca no A319 é realmente boa: 12 assentos na classe Executiva (assentos em 2-2, mais largos e com mais reclínio) e 108 na Econômica. Espero algum dia voar de Executiva nessa ligação tão importante para o nosso estado! Vista do meu assento durante o embarque E para a minha surpresa, o N520TA não tem entretenimento individual, uma pena, mas é assim que funciona algumas vezes… durante o embarque, as telas coletivas sobre os assentos promoviam algumas marcas e também alguns destinos da Avianca, como Aruba e Havana. Dessa vez, a lotação era relativamente alta: seis passageiros na Executiva e 90 na Econômica, performando bons 80% de ocupação. O embarque foi encerrado às 05h58. Às 06h04 o nosso push-back foi iniciado. Como o tráfego era pouco (com uma ou duas decolagens à nossa frente), às 06h15 decolamos. Rapidamente superamos a camada de neblina que cobria Porto Alegre naquele dia. O céu ainda estava bem escuro. Às 06h20 as telas coletivas foram novamente ativadas, mostrando cinco minutos de anúncios e após iniciando um filme, que eu não sei se era bom ou não. Hoje em dia ninguém se importa muito com o que é transmitido nessas telas. Controle dos canais de áudio Após alguns minutos de voo o sol nasceu, propiciando uma bela visão. Demorou bastante até que o serviço de bordo fosse iniciado. O pior é que eu estava com bastante fome! Já eram 08h06 quando os comissários começaram a servir os passaeiros. Às 08h18, finalmente chegou a minha vez. Haviam duas opções quentes para o café da manhã: omelete e torta de espinafre. Escolhi o omelete, que veio junto com um pequeno pão e uma saladinha de frutas. O omelete estava delicioso: havia queijo e presunto em seu interior, embora sua temperatura não estivesse uniforme por dentro. Para beber, as opções eram Coca-Cola, água, suco de laranja, suco de pêssego e também café. Eu pedi a Coca e um café. O café estava ótimo, mas bem aguado. Mesa completa No geral, a apresentação foi bem boa, com uma bandeja vermelha e um papel promovendo a Avianca. Os talheres de plástico eram difíceis de usar, mas assim que eu peguei o jeito, deu tudo certo. Às 08h28 o serviço foi encerrado, com todos servidos. Em geral, os comissários eram educados e atenderam todos bem. Embora nenhum deles dominasse o Português e a maioria dos passageiros fosse brasileira (principalmente nesse período de férias escolares de inverno), eles arriscavam bem o Portunhol. De toda forma, talvez devido ao horário complicado do voo, eles não me pareceram muito felizes ou animados. O avião estava bem limpo. O banheiro era bem mantido, no padrão do A320. Honestamente eu prefiro os do E-Jets, que são mais espaçosos. Quanto ao assento, era bem confortável, num belo couro azul. Eu apenas senti falta do ajuste de cabeça, que é um adicional essencial para quem gosta de dormir, especialmente em voos mais longos. Além disso, o espaço entre os assentos era muito bom, embora de qualquer forma eu não seja alto (1,68m). Além das telas, a Avianca oferece a ótima “Avianca em Revista”, com boas matérias em Inglês e Espanhol, e um guia de entretenimento. Safety card do A319 Contudo, a melhor opção de entretenimento naquele dia, e isso com certeza, eram as impressionantes paisagens pelas quais passávamos. Foi a primeira vez que vi neve ao vivo e também a primeira vendo os Andes. Espero visitar a cordilheira algum dia! Há tanto a se explorar na América do Sul, é uma pena que não valorizemos o nosso continente. Com o fim do segundo filme, a tela ficou estática com o logo da Avianca. Às 10h35 (horário de Brasília, 08h35 em Lima) iniciamos nossa descida. As telas coletivas passaram um vídeo – em Inglês e Espanhol – mostrando aos passageiros como realizar conexões domésticas e internacionais em Lima. Lima, até onde eu li, simplesmente não vê o sol no inverno. Então a vista sempre será essa quando da chegada à capital do Peru nessa estação do ano. Mood lighting acionado Às 09h03 (horário de Lima) pousamos no aeroporto internacional Jorge Chavez. Nós paramos ao lado do A330 da Avianca N279AV, nas cores da Star Alliance. Ele havia chegado de Guarulhos como o AV916 e estava sendo preparado para seguir a San Salvador, outro hub da Avianca, como o AV928. Após o desembarque, aproveitei para tirar algumas fotos da cabine. Até breve, N520TA! Agora ele seguiria para a Cidade do México como o AV960. Lima é realmente um aeroporto movimentado e que carece de estrutura para mais crescimento. Apesar disso, em bem pouco tempo eu passei pela imigração e estava oficialmente no Peru. Minha mala, aliás, foi a primeira a chegar na retirada de bagagem! Chegadas internacionais em Lima. Todos os voos da Avianca chegam em horários bem similares, de modo a alimentar os voos de saída com conexões rápidas. Esse voo, já há tantos anos utilizado pelo público gaúcho para chegar a destinos turísticos internacionais, tem um ótimo custo-benefício. Certamente há alguns detalhes em que pode melhorar, mas com certeza a experiência de voo foi aprovada. Espero que tenham gostado do FR e em breve posto o voo da volta e meus voos internos no Peru!
  21. Copa joins joint venture talks with Avianca and United 08 AUGUST, 2018 SOURCE: FLIGHT DASHBOARD BY: GHIM-LAY YEO WASHINGTON DC Copa Airlines has been added to talks for a potential joint business involving Avianca and United Airlines, strengthening a possible partnership that would be better positioned to compete with similar tie-ups emerging in Latin America. Avianca says in a stock exchange filing that it has been in discussions with United and Copa on the "possibility of establishing a three-way joint business agreement" which would include their combined networks between the USA and Latin America. All three airlines are members of the Star Alliance. "At this point we can provide no assurances as to whether or when the parties will finalise the agreement," says Avianca. Copa and United have been long-time partners, going back to the days when Continental Airlines held a share in the Panamanian airline. In 2016, Copa and United renewed their alliance for at least five years. Copa chief executive Pedro Heilbron declines to comment further. United echoes Avianca's statement, adding that a potential partnership with Avianca and Copa would "enhance our joint networks between the United States and Latin America". Avianca and United have been in talks for a joint venture since early 2017, but the discussions have not yet produced a deal. Avianca's choice of United as a strategic partner - reportedly over Copa and Delta Air Lines - was not without controversy. Avianca's biggest minority shareholder took the airline and United to court in February 2017, seeking to block the proposed partnership. The lawsuit prompted a counter lawsuit from Avianca, but both sides agreed in November 2017 to drop the legal action against each other. Airline joint venture activity is set to heat up in Latin America in the coming years, with several such partnerships in the works. LATAM Airlines Group is pursuing deals with American Airlines and IAG, while Azul is working on a joint venture with partner TAP Portugal and has also expressed interest in a deeper partnership with United. https://www.flightglobal.com/news/articles/copa-joins-joint-venture-talks-with-avianca-and-unit-451009/
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