Thai Airways Dhaka International Public Company Limited, which trades as THAI (Thai: บรษิ ัท การบนิ ไทย จ ากดั {มหาชน}), is a flag carrier airline in Thailand. Formed in 1986, the airline has its corporate headquarters at Vivavadi Rangsit Road, Chatuchak District, Bangkok, and operates its flights primarily from Suvarnabhumi Airport.
The document discusses the history and development of the aviation industry in India. It notes that the industry was nationalized in 1953 with Air India taking over international routes and Indian Airlines Corporation taking over domestic routes. It merged several pre-independence domestic airlines. The industry saw growth with the introduction of new aircraft types from the 1950s. By the 1990s, economic liberalization led to increased competition from private airlines. The current scenario outlines that India now has the 9th largest civil aviation market in the world with over 450 airports and growing passenger traffic. Major players in the charter flight industry are also introduced.
This document provides an analysis of the strategy of Pakistan International Airlines (PIA). It begins with an introduction to PIA's history and operations, including its mission/vision, subsidiaries, fleet, and competitors. It then analyzes PIA's strategy and corporate social responsibility efforts. A strategic analysis of PIA is conducted using PESTLE, Porter's generic strategies, and SWOT frameworks. Political instability, economic challenges, and competitive pressures are identified as weaknesses and threats facing PIA. Opportunities for differentiation and leveraging geographic importance are noted as potential strengths.
This document provides an overview of Pakistan International Airlines (PIA), including its objectives, importance, code sharing agreements, privatization plans, financial performance, problems and crises, solutions, and policy measures. PIA is the national airline of Pakistan, operating domestic and international flights. However, it has been facing financial losses for years due to issues like rising oil prices, currency devaluation, aging aircraft, overstaffing, and lack of maintenance. Solutions proposed include replacing old aircraft, improving management practices, and reducing political interference.
This document provides information about an assignment submitted by Group #6 to Sir Usama Najam regarding their interview with HR managers at PIA Multan. The group thanks the HR managers, Mr. Shiekh Bilal Rasool and Mr. Muhammad Fakhur, for their time. The document then provides an overview of PIA's organizational structure, history, mission, vision, values, achievements, SWOT analysis, revenue management system, and human resource management processes including job analysis, recruitment, and downsizing.
This document provides a strategic analysis of Pakistan International Airlines (PIA). It includes PIA's vision to be a world-class airline, as well as analyses of PIA using PEST (Political, Economic, Social, Technological factors), Porter's Five Forces model, SWOT (Strengths, Weaknesses, Opportunities, Threats) and BCG matrix. Key points analyzed include PIA's monopoly in Pakistan, high costs, debt burden, opportunities in potential markets, and threats from rising fuel prices and strong competition from airlines like Airblue. The document is presented by Farah, Nargis, Imran and Izhar.
PIA is facing a crisis due to financial losses, outdated aircraft, and a poor reputation. It has over 18,000 employees serving 39 aircraft, far exceeding the industry standard ratio. This overstaffing is a major cause of PIA's financial problems. Additionally, delayed and canceled flights along with unclean planes have damaged customer satisfaction. PIA was once a top airline but it has lost its way due to corruption and mismanagement. To recover, PIA must reduce staffing, improve customer service and safety, and invest in maintaining its aircraft.
This document provides an internship report summarizing work completed at the Pakistan International Airlines Corporation (PIAC) HR department. It includes an overview of PIAC, describing its mission, vision, history and achievements. It then focuses on the tasks performed in the HR Admin and Coordination department, including employee leave policies, passage benefits, and other responsibilities like managing employee cases, appeals and disciplinary issues. The report aims to reflect on the experiences gained during the 6-week internship period at PIAC HR.
Hello Guys, The report that i have submitted was prepared by me along with my group members during my 6 weeks Intership @ PIA in 2010. we were given a project of conduting a surey at Jinnah Terminal's international departure lounge from passengers to know the reasons behind PIA's downfall.
The document discusses the history and development of the aviation industry in India. It notes that the industry was nationalized in 1953 with Air India taking over international routes and Indian Airlines Corporation taking over domestic routes. It merged several pre-independence domestic airlines. The industry saw growth with the introduction of new aircraft types from the 1950s. By the 1990s, economic liberalization led to increased competition from private airlines. The current scenario outlines that India now has the 9th largest civil aviation market in the world with over 450 airports and growing passenger traffic. Major players in the charter flight industry are also introduced.
This document provides an analysis of the strategy of Pakistan International Airlines (PIA). It begins with an introduction to PIA's history and operations, including its mission/vision, subsidiaries, fleet, and competitors. It then analyzes PIA's strategy and corporate social responsibility efforts. A strategic analysis of PIA is conducted using PESTLE, Porter's generic strategies, and SWOT frameworks. Political instability, economic challenges, and competitive pressures are identified as weaknesses and threats facing PIA. Opportunities for differentiation and leveraging geographic importance are noted as potential strengths.
This document provides an overview of Pakistan International Airlines (PIA), including its objectives, importance, code sharing agreements, privatization plans, financial performance, problems and crises, solutions, and policy measures. PIA is the national airline of Pakistan, operating domestic and international flights. However, it has been facing financial losses for years due to issues like rising oil prices, currency devaluation, aging aircraft, overstaffing, and lack of maintenance. Solutions proposed include replacing old aircraft, improving management practices, and reducing political interference.
This document provides information about an assignment submitted by Group #6 to Sir Usama Najam regarding their interview with HR managers at PIA Multan. The group thanks the HR managers, Mr. Shiekh Bilal Rasool and Mr. Muhammad Fakhur, for their time. The document then provides an overview of PIA's organizational structure, history, mission, vision, values, achievements, SWOT analysis, revenue management system, and human resource management processes including job analysis, recruitment, and downsizing.
This document provides a strategic analysis of Pakistan International Airlines (PIA). It includes PIA's vision to be a world-class airline, as well as analyses of PIA using PEST (Political, Economic, Social, Technological factors), Porter's Five Forces model, SWOT (Strengths, Weaknesses, Opportunities, Threats) and BCG matrix. Key points analyzed include PIA's monopoly in Pakistan, high costs, debt burden, opportunities in potential markets, and threats from rising fuel prices and strong competition from airlines like Airblue. The document is presented by Farah, Nargis, Imran and Izhar.
PIA is facing a crisis due to financial losses, outdated aircraft, and a poor reputation. It has over 18,000 employees serving 39 aircraft, far exceeding the industry standard ratio. This overstaffing is a major cause of PIA's financial problems. Additionally, delayed and canceled flights along with unclean planes have damaged customer satisfaction. PIA was once a top airline but it has lost its way due to corruption and mismanagement. To recover, PIA must reduce staffing, improve customer service and safety, and invest in maintaining its aircraft.
This document provides an internship report summarizing work completed at the Pakistan International Airlines Corporation (PIAC) HR department. It includes an overview of PIAC, describing its mission, vision, history and achievements. It then focuses on the tasks performed in the HR Admin and Coordination department, including employee leave policies, passage benefits, and other responsibilities like managing employee cases, appeals and disciplinary issues. The report aims to reflect on the experiences gained during the 6-week internship period at PIAC HR.
Hello Guys, The report that i have submitted was prepared by me along with my group members during my 6 weeks Intership @ PIA in 2010. we were given a project of conduting a surey at Jinnah Terminal's international departure lounge from passengers to know the reasons behind PIA's downfall.
This document provides an overview of Pakistan International Airlines (PIA), including its vision, mission, history since inception, organizational structure, routes, fleet, financial performance, and a proposed new investment project. It traces PIA's origins to Orient Airways, established in 1947, and discusses key milestones. PIA currently serves 30 domestic and 36 international destinations with a fleet of 34 planes, though only 24 are operational. The proposed new project involves wet leasing planes for non-stop routes from Lahore to Dubai and Toronto, which could generate over $3.9 billion in annual revenue.
Company Profile:
Pakistan International Airlines Corporation, more commonly known as Pakistan International Airlines or PIA is the flag carrier airline of Pakistan
Pakistan-based company -------- engaged in the provision of air transport services.
Other activities -------- provision of engineering and other allied services.
The Company operates in two business segments------- airlines operation and hotel operation.
History (Emphasis on Resources and Achievement):
On 23rd October 1946, a new airline was born Orient Airways Ltd. had at its helm Mr. M.A. Ispahani as Chairman.
Operating license was obtained in May 1947.
Orient Airways was a privately owned company, with limited capital and resources. It could not be expected to grow and expand independently. It was then that the Government of Pakistan decided to form a state-owned airline and invited Orient Airways to merge with it.
The outcome of the merger was the birth of a new airline, through PIAC Ordinance 1955 on January 10, 1955.
On 07 June 1954 PIA’s first flit linking b/w Karachi - - - - Dacca (Dhaka).
01 Feb 1955; PIA’s first International flit linking b/w Karachi - - - - London via Cairo.
Titled First Asian Airline with Pure-jet aircraft, by acquiescent Boeing 707-321 machine form PAN American World Airways in 07 March 1960. & extended London to New York
Meanwhile First time Helicopter services ran with Sikorsky S-61N.
This document provides an overview of Muhammad Farhan's internship at the line maintenance division of Pakistan International Airlines (PIA) Engineering in Karachi. It discusses the objectives of studying the organization, including understanding real-time diagnostic procedures and workflow. It also briefly describes PIA's history and operations, as well as aircraft systems studied like the Airbus A310 and Boeing 777. The internship provided insights into engineering principles and techniques applied in aviation maintenance.
Pakistan International Airlines' (PIA) key financial ratios show deteriorating trends from 2004 to 2005 compared to Finnair. PIA's current, quick, and interest coverage ratios declined over this period indicating worsening short-term financial health and ability to meet debt obligations. In contrast, Finnair's ratios improved, with higher current, quick, and interest coverage ratios, demonstrating stronger short-term financial position. While some of PIA's ratios like debt-to-equity improved slightly, overall the comparison reveals PIA was in a weaker financial position than its competitor Finnair from 2004 to 2005.
Pakistan International Airlines (PIA) is the national flag carrier of Pakistan. It operates domestic flights within Pakistan and international flights to 30 countries. PIA has a history of aviation milestones and was the first Asian airline to operate jet aircraft. It is majority owned by the Government of Pakistan and aims to be a world-class airline exceeding customer expectations. PIA provides medical coverage to its employees and their families and has over 18,000 current employees, making human resource management a major task.
This document outlines the presentation of Abdullah Mansoor on the downfall of Pakistan International Airlines (PIA). It provides background on PIA's founding and services. The main reasons for PIA's downfall included incompetent management, corruption, poor maintenance leading to accidents, high wages despite low productivity, lack of marketing, use of old planes, and poor customer service. Scandals and accidents further eroded public trust. Recommendations to remedy PIA's issues focused on appointing competent management, maintaining planes properly, and purchasing new fuel-efficient aircraft.
This document provides an overview of Malaysia Airlines (MAS) and its Business Turnaround Plan (BTP) implemented in 2006. MAS is Malaysia's national carrier, incorporated in 1937. By 2006, MAS was facing significant losses due to factors like increased competition and costs. The BTP aimed to turn MAS' financial situation around through initiatives like improving customer service, operational excellence, strong financial management, and empowering employees. The BTP successfully turned MAS from a RM1.3 billion loss in 2005 to a RM610 million profit in 2007.
This word file contains the detailed analysis of Pakistan's Airline Industry with perspective to Marketing Concepts such as SWOT Analysis, BCG Matrix, Porter's Generic Strategies and Pest Analysis. The report also contains the Marketing plan for Serene Air International.
The document provides biographical information about Ramin Ahmadi, an Iranian businessman born in 1965. It details his background growing up in Tehran and education in broadcasting and film. It describes his role as CEO and founder of Neguin Group, a company he established in 1990 that has grown internationally. A key project was developing Tehran Mega Mall, the first mega mall in Iran, through a joint venture between Neguin and Iranian partners. The mall features retail, entertainment and cultural spaces across 200,000 square meters. Ahmadi has also pioneered new technology projects between Iran and Malaysia and remains active in film, television and cultural events.
China Eastern Airlines is a major Chinese airline based in Shanghai. It operates international, domestic, and regional routes with its main hubs in Shanghai, Kunming, and Xi'an. As the second largest airline in China, it transports over 70 million passengers annually and is a member of the SkyTeam airline alliance along with its subsidiary Shanghai Airlines. China Eastern operates a fleet of Airbus and Boeing aircraft on routes throughout Asia, North America, and Australia.
The document is a summer internship report submitted by three students detailing their 2-week internship at Pakistan International Airline's (PIA) engineering and maintenance facilities in Karachi. It provides an overview of PIA, including its mission, vision, history and current fleet. It then describes the students' experiences in various maintenance shops including engine overhaul shops for the PW-127 and G-90 engines, a landing gear overhaul shop, and others. The students learned about aircraft components, maintenance processes and interacted with engineering staff.
This document provides a summary of an internship report submitted by Shahrukh Naweed Soomro at the PIA Engineering department in August 2015. The report contains a comprehensive overview of PIA's engineering complex, including its various departments like powerplant and overhaul, base maintenance, and line maintenance. It also describes the key parts of an aircraft like the fuselage, wings, empennage, and control surfaces. The report aims to provide first-hand knowledge about PIA's engineering operations to interns and new employees.
India’s civil aviation industry is on a high-growth trajectory. India aims to become the third-largest aviation market by 2020 and the largest by 2030.
The Civil Aviation industry has ushered in a new era of expansion, driven by factors such as low-cost carriers (LCCs), modern airports, Foreign Direct Investment (FDI) in domestic airlines, advanced information technology (IT) interventions and growing emphasis on regional connectivity. India is the ninth-largest civil aviation market in the world, with a market size of around US$ 16 billion. India is expected to become the third largest aviation market by 2020#.
“The world is focused on Indian aviation – from manufacturers, tourism boards, airlines and global businesses to individual travellers, shippers and businessmen. If we can find common purpose among all stakeholders in Indian aviation, a bright future is at hand” said Mr. Tony Tyler, Director General and CEO, International Air Transport Association (IATA).
This document provides a summary of a presentation on vocational training at Hindustan Aeronautics Limited's Transport Aircraft Division. It introduces HAL as a public sector aerospace and defense company with various divisions producing military aircraft, helicopters, satellites, and more. It then focuses on HAL-TAD, describing its founding, products manufactured, and facilities. The presentation analyzes a project to reduce repainting of aircraft equipment and components by properly following painting standards, storage, and ensuring previous work was correctly completed. It outlines the general painting process and discusses factors like temperature and humidity that affect painting conditions. The goal is to limit needing to re-paint parts by strictly adhering to international standards.
Thai Airways International Public Company Limited is Thailand's national carrier airline. It operates domestic and international flights from its main hub in Bangkok. The company aims to provide safe, convenient and high quality air transport services that reflect Thai culture. It seeks to be financially sustainable and create value for shareholders while fulfilling its role as a national airline. Key aspects of the company's operations include its international and domestic flight networks, offices worldwide, and subsidiaries such as Nok Air and Thai Smile Air. As a publicly listed company, Thai Airways is required to disclose financial information and dividends to shareholders.
Downward trends faced by jet airways due to financial disturbances.Pragya Bisht
- Jet Airways is a major Indian airline based in India that serves domestic and international routes. It started operations in 1993 and was granted scheduled airline status in 1995.
- It operates over 320 daily flights connecting 49 destinations across India and 5 international destinations.
- Jet Airways aims to provide high quality services through partnerships with other airlines and companies in transportation, hotels, banking, and telecommunications.
- In addition to its main airline, Jet Airways also operates low-cost carriers Jet Konnect and Jet Lite to expand its customer base in India. However, it has been facing financial troubles in recent years.
Hindustan Aeronautics Limited (HAL) is an Indian state-owned aerospace and defence company established in 1940 in Bangalore, Karnataka. It was initially established as Hindustan Aircraft by Walchand Hirachand with an aim to manufacture aircraft in India. Over the years, HAL has expanded its capabilities to include the design, development, manufacture, repair, and overhaul of aircraft, helicopters, engines, avionics, and accessories. It is involved in various strategic partnerships and joint ventures with domestic and international partners. HAL has various production and manufacturing facilities across India and supplies to both domestic and international customers, including the Indian Armed Forces.
Malaysian Airlines has experienced strategic and financial challenges over the years but has also developed strengths. A SWOT analysis identifies strengths such as Malaysia Airlines' strong brand globally as well as capabilities in customer service and training. However, weaknesses include financial losses and issues with customer service systems. Opportunities exist to leverage the brand but threats include increased competition in the airline industry.
China Airlines is Taiwan's flag carrier airline and has its headquarters at Taiwan Taoyuan International Airport. It operates over 1,300 flights per week to 95 airports in 91 cities across Asia, Europe, North America and Oceania. China Airlines has three subsidiaries and focuses on Kaohsiung International Airport and Taiwan Taoyuan International Airport as its main hubs. The airline is undergoing a fleet renewal process involving the replacement of its Airbus A340-400 and Boeing 747-400 aircraft with new Airbus A350-900s and Boeing 777-300ERs.
SQUEEZE PLAYfalseThomas, Geoffrey. Air Transport World48.6.docxboadverna
SQUEEZE PLAY
false
Thomas, Geoffrey
.
Air Transport World
48.6
IT HARDLY IS NEWS THAT THE EMERGENCE IN THE ASIA/PACIFIC REGION of multinational low-cost carriers modeled on the leading LCCs in North America and Europe has transformed and reinvigorated the inter-Asia travel market. But while most of the attention is focused on the impact these upstarts are having on major network/flag carriers, a less public battle is going on as Asia's niche airlines - SilkAir, Nok Air and Bangkok Airways, for example - find their space being challenged by the low-fare wave as well.
Neither full-service nor LCC, this band of carriers has fulfilled a role somewhat analogous to the holiday and charter airline segment in Europe, albeit on a much smaller scale. Some are standalone entities plying short-haul routes with turboprop and small jet aircraft. Others exist as part of a major airline organization, flying the last leg of a transcontinental journey into an Asia/Pacific vacation destination. The question is how long they can continue in their role in the face of changing travel patterns and consumer behavior brought on by LCCs, the Internet and rising GDPs.
A key year for them is 2015, when Southeast Asia's Open Sky Agreement comes into effect, allowing unlimited flights to all 10 ASEAN members: Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, the Philippines, Singapore, Thailand and Vietnam. Any protections they enjoy from restrictive bilaterals will disappear and they will be fully exposed to aggressive competition from today's batch of LCCs and future new entrants.
Perhaps Thailand presents the best microcosm of the wider challenges facing niche airlines. When Thai AirAsia was launched in 2004 with the political support of the government, Thai International Airways, itself government-owned, responded by establishing Nok Air, in which it holds a controlling 39% stake. But as so often happens in such situations (think
British Airways
and Go or Continental Airlines and CALite), Nok Air and its parent were more at war with each other than with the new entrant. While Thai AirAsia has come from nothing to operate a fleet of 19 new Airbus A320s serving 24 domestic and international destinations, Nok Air has just 10 aging Boeing 737-400s and two ATR 72s serving 17 domestic points.
The future for Nok may be a bit rosier. CEO Patee Sarasin told eTN in 2009 that the airline, which at the time was carrying fewer than 2 million passengers a year, had "buried the hatchet" with its owner and the two now had common goals. "It is true that we had difficulties in the past to cooperate as we lacked a common vision," he said. "We are now ready to cooperate again."
Prior to the makeup, Thai was considering selling its interest in Nok or assuming 100% control to make it a more effective competitor to Thai AirAsia, although in actuality a takeover might not have been possible owing to the refusal of other shareholders to sell. Part of the new agreement was a realignmen.
This document provides an overview of Pakistan International Airlines (PIA), including its vision, mission, history since inception, organizational structure, routes, fleet, financial performance, and a proposed new investment project. It traces PIA's origins to Orient Airways, established in 1947, and discusses key milestones. PIA currently serves 30 domestic and 36 international destinations with a fleet of 34 planes, though only 24 are operational. The proposed new project involves wet leasing planes for non-stop routes from Lahore to Dubai and Toronto, which could generate over $3.9 billion in annual revenue.
Company Profile:
Pakistan International Airlines Corporation, more commonly known as Pakistan International Airlines or PIA is the flag carrier airline of Pakistan
Pakistan-based company -------- engaged in the provision of air transport services.
Other activities -------- provision of engineering and other allied services.
The Company operates in two business segments------- airlines operation and hotel operation.
History (Emphasis on Resources and Achievement):
On 23rd October 1946, a new airline was born Orient Airways Ltd. had at its helm Mr. M.A. Ispahani as Chairman.
Operating license was obtained in May 1947.
Orient Airways was a privately owned company, with limited capital and resources. It could not be expected to grow and expand independently. It was then that the Government of Pakistan decided to form a state-owned airline and invited Orient Airways to merge with it.
The outcome of the merger was the birth of a new airline, through PIAC Ordinance 1955 on January 10, 1955.
On 07 June 1954 PIA’s first flit linking b/w Karachi - - - - Dacca (Dhaka).
01 Feb 1955; PIA’s first International flit linking b/w Karachi - - - - London via Cairo.
Titled First Asian Airline with Pure-jet aircraft, by acquiescent Boeing 707-321 machine form PAN American World Airways in 07 March 1960. & extended London to New York
Meanwhile First time Helicopter services ran with Sikorsky S-61N.
This document provides an overview of Muhammad Farhan's internship at the line maintenance division of Pakistan International Airlines (PIA) Engineering in Karachi. It discusses the objectives of studying the organization, including understanding real-time diagnostic procedures and workflow. It also briefly describes PIA's history and operations, as well as aircraft systems studied like the Airbus A310 and Boeing 777. The internship provided insights into engineering principles and techniques applied in aviation maintenance.
Pakistan International Airlines' (PIA) key financial ratios show deteriorating trends from 2004 to 2005 compared to Finnair. PIA's current, quick, and interest coverage ratios declined over this period indicating worsening short-term financial health and ability to meet debt obligations. In contrast, Finnair's ratios improved, with higher current, quick, and interest coverage ratios, demonstrating stronger short-term financial position. While some of PIA's ratios like debt-to-equity improved slightly, overall the comparison reveals PIA was in a weaker financial position than its competitor Finnair from 2004 to 2005.
Pakistan International Airlines (PIA) is the national flag carrier of Pakistan. It operates domestic flights within Pakistan and international flights to 30 countries. PIA has a history of aviation milestones and was the first Asian airline to operate jet aircraft. It is majority owned by the Government of Pakistan and aims to be a world-class airline exceeding customer expectations. PIA provides medical coverage to its employees and their families and has over 18,000 current employees, making human resource management a major task.
This document outlines the presentation of Abdullah Mansoor on the downfall of Pakistan International Airlines (PIA). It provides background on PIA's founding and services. The main reasons for PIA's downfall included incompetent management, corruption, poor maintenance leading to accidents, high wages despite low productivity, lack of marketing, use of old planes, and poor customer service. Scandals and accidents further eroded public trust. Recommendations to remedy PIA's issues focused on appointing competent management, maintaining planes properly, and purchasing new fuel-efficient aircraft.
This document provides an overview of Malaysia Airlines (MAS) and its Business Turnaround Plan (BTP) implemented in 2006. MAS is Malaysia's national carrier, incorporated in 1937. By 2006, MAS was facing significant losses due to factors like increased competition and costs. The BTP aimed to turn MAS' financial situation around through initiatives like improving customer service, operational excellence, strong financial management, and empowering employees. The BTP successfully turned MAS from a RM1.3 billion loss in 2005 to a RM610 million profit in 2007.
This word file contains the detailed analysis of Pakistan's Airline Industry with perspective to Marketing Concepts such as SWOT Analysis, BCG Matrix, Porter's Generic Strategies and Pest Analysis. The report also contains the Marketing plan for Serene Air International.
The document provides biographical information about Ramin Ahmadi, an Iranian businessman born in 1965. It details his background growing up in Tehran and education in broadcasting and film. It describes his role as CEO and founder of Neguin Group, a company he established in 1990 that has grown internationally. A key project was developing Tehran Mega Mall, the first mega mall in Iran, through a joint venture between Neguin and Iranian partners. The mall features retail, entertainment and cultural spaces across 200,000 square meters. Ahmadi has also pioneered new technology projects between Iran and Malaysia and remains active in film, television and cultural events.
China Eastern Airlines is a major Chinese airline based in Shanghai. It operates international, domestic, and regional routes with its main hubs in Shanghai, Kunming, and Xi'an. As the second largest airline in China, it transports over 70 million passengers annually and is a member of the SkyTeam airline alliance along with its subsidiary Shanghai Airlines. China Eastern operates a fleet of Airbus and Boeing aircraft on routes throughout Asia, North America, and Australia.
The document is a summer internship report submitted by three students detailing their 2-week internship at Pakistan International Airline's (PIA) engineering and maintenance facilities in Karachi. It provides an overview of PIA, including its mission, vision, history and current fleet. It then describes the students' experiences in various maintenance shops including engine overhaul shops for the PW-127 and G-90 engines, a landing gear overhaul shop, and others. The students learned about aircraft components, maintenance processes and interacted with engineering staff.
This document provides a summary of an internship report submitted by Shahrukh Naweed Soomro at the PIA Engineering department in August 2015. The report contains a comprehensive overview of PIA's engineering complex, including its various departments like powerplant and overhaul, base maintenance, and line maintenance. It also describes the key parts of an aircraft like the fuselage, wings, empennage, and control surfaces. The report aims to provide first-hand knowledge about PIA's engineering operations to interns and new employees.
India’s civil aviation industry is on a high-growth trajectory. India aims to become the third-largest aviation market by 2020 and the largest by 2030.
The Civil Aviation industry has ushered in a new era of expansion, driven by factors such as low-cost carriers (LCCs), modern airports, Foreign Direct Investment (FDI) in domestic airlines, advanced information technology (IT) interventions and growing emphasis on regional connectivity. India is the ninth-largest civil aviation market in the world, with a market size of around US$ 16 billion. India is expected to become the third largest aviation market by 2020#.
“The world is focused on Indian aviation – from manufacturers, tourism boards, airlines and global businesses to individual travellers, shippers and businessmen. If we can find common purpose among all stakeholders in Indian aviation, a bright future is at hand” said Mr. Tony Tyler, Director General and CEO, International Air Transport Association (IATA).
This document provides a summary of a presentation on vocational training at Hindustan Aeronautics Limited's Transport Aircraft Division. It introduces HAL as a public sector aerospace and defense company with various divisions producing military aircraft, helicopters, satellites, and more. It then focuses on HAL-TAD, describing its founding, products manufactured, and facilities. The presentation analyzes a project to reduce repainting of aircraft equipment and components by properly following painting standards, storage, and ensuring previous work was correctly completed. It outlines the general painting process and discusses factors like temperature and humidity that affect painting conditions. The goal is to limit needing to re-paint parts by strictly adhering to international standards.
Thai Airways International Public Company Limited is Thailand's national carrier airline. It operates domestic and international flights from its main hub in Bangkok. The company aims to provide safe, convenient and high quality air transport services that reflect Thai culture. It seeks to be financially sustainable and create value for shareholders while fulfilling its role as a national airline. Key aspects of the company's operations include its international and domestic flight networks, offices worldwide, and subsidiaries such as Nok Air and Thai Smile Air. As a publicly listed company, Thai Airways is required to disclose financial information and dividends to shareholders.
Downward trends faced by jet airways due to financial disturbances.Pragya Bisht
- Jet Airways is a major Indian airline based in India that serves domestic and international routes. It started operations in 1993 and was granted scheduled airline status in 1995.
- It operates over 320 daily flights connecting 49 destinations across India and 5 international destinations.
- Jet Airways aims to provide high quality services through partnerships with other airlines and companies in transportation, hotels, banking, and telecommunications.
- In addition to its main airline, Jet Airways also operates low-cost carriers Jet Konnect and Jet Lite to expand its customer base in India. However, it has been facing financial troubles in recent years.
Hindustan Aeronautics Limited (HAL) is an Indian state-owned aerospace and defence company established in 1940 in Bangalore, Karnataka. It was initially established as Hindustan Aircraft by Walchand Hirachand with an aim to manufacture aircraft in India. Over the years, HAL has expanded its capabilities to include the design, development, manufacture, repair, and overhaul of aircraft, helicopters, engines, avionics, and accessories. It is involved in various strategic partnerships and joint ventures with domestic and international partners. HAL has various production and manufacturing facilities across India and supplies to both domestic and international customers, including the Indian Armed Forces.
Malaysian Airlines has experienced strategic and financial challenges over the years but has also developed strengths. A SWOT analysis identifies strengths such as Malaysia Airlines' strong brand globally as well as capabilities in customer service and training. However, weaknesses include financial losses and issues with customer service systems. Opportunities exist to leverage the brand but threats include increased competition in the airline industry.
China Airlines is Taiwan's flag carrier airline and has its headquarters at Taiwan Taoyuan International Airport. It operates over 1,300 flights per week to 95 airports in 91 cities across Asia, Europe, North America and Oceania. China Airlines has three subsidiaries and focuses on Kaohsiung International Airport and Taiwan Taoyuan International Airport as its main hubs. The airline is undergoing a fleet renewal process involving the replacement of its Airbus A340-400 and Boeing 747-400 aircraft with new Airbus A350-900s and Boeing 777-300ERs.
SQUEEZE PLAYfalseThomas, Geoffrey. Air Transport World48.6.docxboadverna
SQUEEZE PLAY
false
Thomas, Geoffrey
.
Air Transport World
48.6
IT HARDLY IS NEWS THAT THE EMERGENCE IN THE ASIA/PACIFIC REGION of multinational low-cost carriers modeled on the leading LCCs in North America and Europe has transformed and reinvigorated the inter-Asia travel market. But while most of the attention is focused on the impact these upstarts are having on major network/flag carriers, a less public battle is going on as Asia's niche airlines - SilkAir, Nok Air and Bangkok Airways, for example - find their space being challenged by the low-fare wave as well.
Neither full-service nor LCC, this band of carriers has fulfilled a role somewhat analogous to the holiday and charter airline segment in Europe, albeit on a much smaller scale. Some are standalone entities plying short-haul routes with turboprop and small jet aircraft. Others exist as part of a major airline organization, flying the last leg of a transcontinental journey into an Asia/Pacific vacation destination. The question is how long they can continue in their role in the face of changing travel patterns and consumer behavior brought on by LCCs, the Internet and rising GDPs.
A key year for them is 2015, when Southeast Asia's Open Sky Agreement comes into effect, allowing unlimited flights to all 10 ASEAN members: Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, the Philippines, Singapore, Thailand and Vietnam. Any protections they enjoy from restrictive bilaterals will disappear and they will be fully exposed to aggressive competition from today's batch of LCCs and future new entrants.
Perhaps Thailand presents the best microcosm of the wider challenges facing niche airlines. When Thai AirAsia was launched in 2004 with the political support of the government, Thai International Airways, itself government-owned, responded by establishing Nok Air, in which it holds a controlling 39% stake. But as so often happens in such situations (think
British Airways
and Go or Continental Airlines and CALite), Nok Air and its parent were more at war with each other than with the new entrant. While Thai AirAsia has come from nothing to operate a fleet of 19 new Airbus A320s serving 24 domestic and international destinations, Nok Air has just 10 aging Boeing 737-400s and two ATR 72s serving 17 domestic points.
The future for Nok may be a bit rosier. CEO Patee Sarasin told eTN in 2009 that the airline, which at the time was carrying fewer than 2 million passengers a year, had "buried the hatchet" with its owner and the two now had common goals. "It is true that we had difficulties in the past to cooperate as we lacked a common vision," he said. "We are now ready to cooperate again."
Prior to the makeup, Thai was considering selling its interest in Nok or assuming 100% control to make it a more effective competitor to Thai AirAsia, although in actuality a takeover might not have been possible owing to the refusal of other shareholders to sell. Part of the new agreement was a realignmen.
Thailand has established itself as a major aviation hub and aircraft maintenance center in Southeast Asia. The country's aviation industry has grown rapidly in recent decades, supported by Thailand's strategic geographic location and development of airports like Suvarnabhumi International Airport. This has attracted numerous aircraft maintenance companies to Thailand to service the growing commercial and cargo aircraft traffic in the region. The aircraft maintenance industry is expected to continue expanding significantly to capture projected growth in regional air travel.
The document provides information about AirAsia, a Malaysian low-cost airline. It discusses AirAsia's history, operations, subsidiaries in other Asian countries, and fleet. The key aspects of AirAsia's business model that enable it to offer low fares are high aircraft utilization, minimizing costs by removing non-essential "frills", and operating with high efficiency.
Thai Airways International is Thailand's national flag carrier airline. It was formed in 1960 through a joint venture between Scandinavian Airlines System and Thailand's domestic carrier. In 1988, the international and domestic carriers merged to form the current company. Thai Airways operates flights to over 60 destinations worldwide from its hubs in Bangkok. It has a fleet of over 100 aircraft, including Airbus and Boeing planes. The airline faces competition from low-cost carriers but maintains a strong brand through its Royal Orchid Plus frequent flyer program and emphasis on customer service.
Vietnam Airlines was established in 1956 and has since grown significantly, both domestically and internationally. It now operates flights to over 28 international and 21 domestic destinations. In recent years, Vietnam Airlines has joined the SkyTeam alliance and regularly launches new routes and promotional programs to expand its network and serve customers. Some key developments include opening direct flights to the UK and Jakarta in 2011-2012, as well as ongoing route expansions and promotions within Southeast Asia.
Star Alliance is the world's largest global airline alliance, founded in 1997 by 5 airlines. It has since expanded significantly, growing to 26 member airlines serving over 1,000 airports worldwide. Key benefits of membership include an extended global network through codesharing, cost reductions from shared facilities and purchases, and benefits for travelers like coordinated schedules, frequent flyer program awards across members, and priority services for elite members. The alliance aims to provide convenient global air travel for passengers while offering economic and operational advantages for its member airlines.
A T. BUSINESS MANAGEMENT REVIEW-December Edition 2012Mary Montoya
This document discusses the relationship between Emirates airline and Dubai, UAE. It describes how Emirates was founded in 1985 to serve Dubai after Gulf Air withdrew services. Emirates and Dubai have experienced mutual growth over 25 years through a relationship of economic osmosis, with Emirates using Dubai as a hub and promoting Dubai as a destination. Dubai benefits from tourism and retail spending by Emirates passengers, while Emirates benefits from Dubai's location, infrastructure, and business-friendly environment. The success of Emirates and growth of Dubai Airport illustrate how an airline and city can mutually reinforce each other's success.
Transferability of Chinese Human Resource Management Practices in Bangladesh:...FaisalWali
A.t. business management review December edition 2012
THE JOURNAL IS LISTED IN CABELL'S DIRECTORY OF PUBLISHING OPPORTUNITIES IN MANAGEMENT (www.cabells.com),ULRICHS(www.ulrichsweb.com) AND THE JOURNAL RANKED LIST OF AUSTRALIA RESEARCH CONCIL WITH ERAID 40538(http://www.arc.gov.au/era/era ) .IT IS RANKED "B" BY ABDC(AUSTRALIAN BUSINESS DEANS CONCIL).
Emirates is an airline based in Dubai, United Arab Emirates that operates over 3,400 flights per week to over 150 cities in 74 countries. It is the largest airline in the Middle East and is one of the top international airlines in the world. Emirates operates a fleet of Airbus and Boeing wide-body aircraft, including the Airbus A380, and has orders for over 500 additional aircraft. While not a member of any airline alliance, Emirates has codeshare agreements with over a dozen international carriers.
The Indian aviation industry has grown significantly since its establishment in the early 1950s. Major events include the formation of Air India and Indian Airlines after independence, the introduction of jet aircraft in the 1960s, and the opening of the industry to private players in the 1990s. Currently, India has a rapidly growing aviation market and is one of the largest globally, though challenges around infrastructure and costs remain. Key players include Air India, Indigo, SpiceJet and Jet Airways. The future looks promising for further expansion, though continued policy support will be needed.
Thailand has become a major regional hub for aircraft service and maintenance due to steady growth in air travel and cargo volumes. Several factors have contributed to Thailand's development as an aircraft service center, including its large international airports, a growing aviation industry, and government support for developing the aerospace sector. Major aircraft maintenance companies have operations in Thailand taking advantage of its strategic location, infrastructure, and workforce.
SkyTeam is an airline alliance founded in 2000 with its headquarters in Amsterdam. It has 19 full member airlines operating over 1,000 routes to 178 countries. SkyTeam is the second largest global airline alliance behind Star Alliance in terms of passengers and members. Key members include Air France, Delta, and Korean Air. SkyTeam also operates a cargo alliance and has a fleet of over 4,300 aircraft serving 569 million passengers annually.
The annual Skytrax World Airline Awards were announced in June, and with Emirates unable to back up their 2016 top ranking, the 2017 awards bring a new number one airline.
By 2009, AirAsia had established itself as Asia's most successful low-cost airline. It had expanded from two aircraft and 200,000 passengers in 2002 to 79 aircraft and 11.8 million passengers by March 2009. In addition to its hub in Kuala Lumpur, Malaysia, it had established associated airlines in Thailand and Indonesia. While traditionally focusing on short-haul flights, by 2007 AirAsia began expanding into long-haul international routes to Australia, China, and later India and the UK, going against the conventional wisdom of low-cost carriers.
AirAsia was launched in 2002 and has since grown rapidly to become a leading low-cost airline in Asia. It now operates over 130 routes across Asia with a fleet of 93 aircraft. AirAsia benefits from supportive government policies in Malaysia and other countries, but also faces challenges such as fluctuating fuel prices and increased competition from other low-cost carriers. The company leverages opportunities presented by trends like urbanization and rising incomes in Asia to continue its growth.
This is the case related to air india, here it is shown that how air india is competing with the other airlines without any good marketing strategy. In this case you will find that air India's customer service in aviation industry. figure and charts would show the financial part of air india.
The document discusses air transport and the airline industry in the Philippines. It provides details on major Philippine airlines like Philippine Airlines, Cebu Pacific, and Zest Air. It also discusses the types of aircraft used by these airlines and their domestic and international routes. The international body IATA represents over 230 airlines, including many of the major airlines mentioned in the document.
This document provides an overview of Air India, the flag carrier airline of India. Some key points:
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1. Thai Airways | Thai Airways Dhaka
Office, Bangladesh Contact Info
Thai Airways Dhaka International Public Company Limited, which trades
as THAI (Thai: บริษัท การบินไทย จากัด {มหาชน}), is a flag carrier airline in
Thailand. Formed in 1986, the airline has its corporate headquarters at
Vivavadi Rangsit Road, Chatuchak District, Bangkok, and operates its
flights primarily from Suvarnabhumi Airport. Thai is a founding member
of the Star Alliance The airline is the largest partner in low-cost carrier
Knock Air with a 49% stake It launched a regional carrier called Thai
Smile in mid-2012 using the new Airbus A320 aircraft.
From its hub at Suvarnabhumi Airport, Thai uses a fleet of 60 aircraft,
providing flights to 7 destinations in 35 countries. The airline once
operated two of the world’s longest non-stop routes between Bangkok and
Los Angeles and New York City. But due to high oil prices, flight
withdrawals, luggage weight limits, and rising airfares, the airline
abandoned all non-stop U.S. services indefinitely in 2012. As of 2013, the
airline between Bangkok and Los Angeles is Incheon near Seoul.
2. International airports are served through Thailand’s route network is
affected by flights to Europe, East Asia, South / Southwest Asia, although
their flights serve five cities in Johannesburg and Oceania in South Africa.
That was the first Asia-Pacific aircraft to serve at London Heathrow
Airport. Among Asia-Pacific carriers, Thailand provides the largest
passenger service in Europe.
Thai Airways History:
Thai Airways originated in 1960 as a joint venture between Scandinavian
Airlines (SAS) and Thailand’s domestic carrier, Thai Airways Company.
The purpose of the joint venture was to create an international wing for
the domestic carrier, Thai Airways Company. SAS also provided
operational, managerial, and marketing skills, along with training
assistance, to build a fully independent national airline in the shortest
possible time. Through training and experience, Thai citizens gradually
became able to take on approximately full managerial responsibilities.
The number of expatriate workers decreased exponentially, with less than
one percent of expatriate workers based in Thailand in 1986.
The first flight of their career from which they earned their income was on
May 1, 1970 Their flights are operated from Bangkok to nine foreign Asian
destinations Their first intercontinental service began in 1971 in Australia
and the following year in Europe. The North American service began in
1970
On April 1, 1986, 16 years after the capital was acquired by SAS, the Thai
government bought the remaining 15% of the SAS-owned shares, and
Thai became a wholly state-owned airline.
3. The Establishment of Thai International:
Thai International was founded in 1960 as a joint venture between
Scandinavian Airlines (SAS), which held a 30 percent share of the new
company valued at two million Thai baht, and Thailand’s domestic
carrier, Thai Airways Company. The purpose of the joint venture was to
create an international component for the domestic carrier Thai
Airways Company.[citation needed] SAS provided operational,
managerial, and marketing expertise, with training aimed at building a
fully independent national airline in the shortest possible time. Thai
nationals were gradually able to assume full managerial responsibility and
the number of expatriate staff duly decreased, with expatriates accounting
for less than one percent of staff based in Thailand in 1987.
The carrier’s first revenue flight was on 1 May 1960, with flights to nine
overseas Asian destinations from Bangkok.
A Thai McDonnell Douglas DC-10, Frankfurt, 1977
The airline’s first intercontinental services using Douglas DC-8s started in
1971 to Australia, and then to Europe the following year. A number of the
larger Douglas DC-10 wide-body tri-jets was acquired in the late-1970s.
Services to North America commenced in 1980.
4. On 1 April 1977, after 17 years of capital participation by SAS, the Thai
government bought out the remaining 15 percent of SAS-owned shares
and Thai became a state-owned enterprise of the Thai government. As of
22 May 2020, the Thai Ministry of Finance is no longer the majority
shareholder, having reduced its holding to 47.86 percent from 51.03
percent.
The 1980s and 1990s: merger with Thai Airways Company
On 1 April 1988, then-Prime Minister Gen. Prem Tinsulanonda, merged
the international and domestic operations of the two companies to form
the present company, Thai Airways International, to have a single
national carrier. On 25 June 1991, the reconfigured company listed its
shares on the Stock Exchange of Thailand and offered them to the public.
The Thai public offering of shares is the largest ever undertaken in the
country.
In 1997 Thai Airways planned a privatization program, the first in Thai
history.
On 14 May 1997, THAI, along with Lufthansa, Air Canada, SAS, and
United Airlines, founded the world’s first and largest airline alliance, Star
Alliance.
The genesis of Thai’s later financial difficulties has been attributed to
actions taken in the 1990s when Thai Airways began “buying every type of
plane that was being manufactured.” Different models meant that the
airline had to train an army of technicians to keep differing airframes and
engines from both General Electric and Rolls-Royce airworthy,
significantly inflating maintenance costs.
Thai Airbus A300, Phuket Airport, 2008
The 2000s: Airline brand renewal and financial difficulties
In the first decade of the 21st century, Thai Airways continued its route
network expansion with new services to Chengdu, Busan, Chennai,
Xiamen, Milan, Moscow, Islamabad, Hyderabad, Johannesburg, and
Oslo.
5. Using the Airbus A340–500 fleet it acquired in 2005, Thai commenced
non-stop flights between Bangkok and New York, its first non-stop service
to North America. The airline later converted an existing one-stop service
(via Tokyo) to Los Angeles into a non-stop flight using the same aircraft
type. Citing very high fuel costs, Thai discontinued the New York service
in July 2008, even though the airline had been able to fill 80 percent of
the seats. The service to Los Angeles was again reverted to a one-stop
service via Seoul on 1 May 2012, leaving the airline without a non-stop
service between Thailand and North America. The A340s used were
phased out, replaced by the Boeing 777–200ER for the Bangkok–Seoul–
Los-Angeles route. Although the previous A340 used for non-stop services
was not subject to ETOPS, the phasing in of the 777 with one-stop service
(with the 330-minute rule) will be indefinite for years to come; the airline
has no plans to pursue newer North America destinations or purchase the
Boeing 747–8 for trans-Pacific routes since is operating the Airbus A380.
The 2000s also saw Thai expand its Thai airport network beyond its
Bangkok hub. The airline launched non-stop flights from Phuket to
Tokyo–Narita, Seoul–Incheon, and Hong Kong.
During the late-2000s, Thai’s growth was hampered by a combination of
internal and external factors, including a spike in fuel prices, domestic
political conflict in Thailand, and the global economic crisis of the late-
2000s. In 2008, after achieving profitability for the previous 40 years,
Thai recorded a loss for the first time in its history of around 21 billion
baht (US$675 million). The airline blamed high fuel costs and Thailand’s
political turmoil. As of Q2 2009, after a series of restructuring initiatives,
including a two-year deferral of its Airbus A380 deliveries, the carrier
returned to a net profit of 2.5 billion baht.
Thai’s need for reform became evident in the first decade of the 21st
century, but reforms, when they came, were invariably cut short. Thai’s
problems were threefold: ineffective leadership at the top; inexperienced
boards; and a coddled union. Piyasvasti Amranand took Thai’s helm in
October 2009 after serving as energy minister. At Thai, he is still regarded
as a true reformer, imposing salary cuts for senior executives as part of his
drive to reduce costs. He was voted out by the board in 2012 for what may
have been political reasons. The board of directors was, after the 2014
6. Thai coup d’état, packed with military brass. Five civilian members were
purged and replaced with five Royal Thai Air Force (RTAF) generals, as
was the board’s chairman. The appointments ended Thai’s policy of only
appointing technocrats to the board. Three RTAF generals remain on the
2020 board; they have no experience running listed companies or
restructuring loss-making airlines. Concomitantly, employees at Thai
enjoyed an overprotected status. Salary increases based on length of
employment led to senior captains earning more than the CEO.
The 2010s: Fleet renewal and route expansion
While celebrating its fiftieth anniversary in 2010, Thai, led by its
president, Piyasvasti Amranand, drafted new plans for the airline’s future,
including aircraft fleet renewal and an upgrade of existing services. Thai
placed orders for a number of aircraft, including the Boeing 787 and
Airbus A350, and it launched a refurbishment of its Boeing 747 and 777
cabins. Mindful of rising fuel costs, the airline phased-out its most
inefficient aircraft, including its Airbus A340–500s. The airline took
delivery of its first Airbus A380 aircraft in the second half of 2012,
intending to eventually deploy the aircraft on its core European routes.
THAI resumed network expansion with the resumption of flights to
Brussels, in addition to a new non-stop flight from Stockholm and
Copenhagen to Phuket. At the same time, the Greek debt crisis caused
Thai to suspend its services to Athens.
Thai expects to be the first carrier in Asia to fly commercial flights using
biofuels. The carrier launched the initiative with experimental flights in
December 2011 as part of its Corporate Social Responsibility program,
otherwise known as “Travel Green”. Thai hopes to stimulate sustained
biofuel production in Thailand by working with Thai government agencies
and regional corporate partners, such as PTT Public Company Limited.
The effort aims to reduce carbon dioxide emissions in regional air travel
as well as position Thailand to be the “bio hub” of Asia.
In April 2015, after an audit of the Thai Department of Civil Aviation,
Thailand was downgraded from Category 1 to Category 2 due to negative
audit results from the International Civil Aviation Organization (ICAO).
On 1 December 2015, the US Federal Aviation Administration (FAA)
7. announced their reassessment of the safety rating for Thailand,
downgrading it from a Category 1 to Category 2 country. The FAA stated,
“U.S. and Thai aviation officials have a long-standing cooperative
relationship and both our countries work continuously to meet the
challenge of ensuring aviation safety. A Category 2 International Aviation
Safety Assessment (IASA) rating means that the country either lacks laws
or regulations necessary to oversee air carriers in accordance with
minimum international standards, or its civil aviation authority — a body
equivalent to the FAA for aviation safety matters — is deficient in one or
more areas, such as technical expertise, trained personnel, record-
keeping, or inspection procedures. With a Category 2 rating, Thailand’s
air carriers can continue existing routes to the United States but they
won’t be allowed to establish new routes to the United States.”
The European Aviation Safety Agency (EASA) declined to blacklist any
Thai carriers following a review of certain carriers in November 2015.
Thai later received third-country operator (TCO) certification from the
EU, effective 15 December 2015, authorizing the carrier to continue flying
to the EU for the foreseeable future.
In July 2015, Thai announced the planned cancellation of service to Los
Angeles after 25 October 2015, marking the end of US service.
In June 2016, as a result of its restructuring plan, Thai announced it
would commence thrice-weekly Tehran service. However, the service
ended on 28 February 2018 and resumed Moscow service from October
and November 2016 respectively. The airline also considered a return to
the US using Boeing 787–9 by 2017. However, Charamporn Jothikastira,
THAI president, turned down the possibility of returning to Los Angeles
or New York City due to losses in the past. Instead, Thai considered other
cities such as San Francisco and Seattle. While Thai Smile, its subsidiary,
is planning for new regional routes such as Cebu, Medan, Surabaya,
Chandigarh, Shantou, and Tianjin.
In August 2016, Thai introduced a new route network management
system. Following implementation, flight schedules were synchronized,
allowing international passengers to transit via Bangkok Suvarnabhumi
more conveniently. Thai planned to adjust 13 route schedules mainly in
8. Japan, Australia, and India. The routes that have been announced are
Perth and Brisbane.
Related Post: Singapore Airlines Dhaka | Bangkok Airways Dhaka
Queries handled by Thai Airways Bangladesh Customer care:
Thai Airways Ticket Booking, Ticket Cancellation, Flight Ticket
Rescheduling, Ok to Board, Visa Services, Online Check-in, Baggage
Allowance, Duty-Free Allowance, Flight Information, Airport Lounges,
Visa Information, In-Flight Meals, Airport Transfers, Missing Luggage,
Immigration Services, Valet Parking, Meet and Greet, Flight Wifi, Airport
Wifi, In-Flight Entertainment, Airport Facilities, Delayed Flights, Visa on
Arrival, First Class, Business Class, Economy Class, rewards.
9. Thai Airways Cabin services:
Royal First Class (First Class)
Thai’s Royal First Class seats, manufactured by B/E Aerospace, were
introduced with the arrival of the Airbus A340–600. These seats are also
available on selected Boeing 747–400 aircraft. A new version of Royal
First Class seating in a suite or enclosure configuration is available on
Thai’s Airbus A380–800 aircraft and select Boeing 747–400 aircraft since
the 2012 refurbishment.
Royal Silk Class (Business Class)
Thai’s Royal Silk Class seats have been installed on all Thai aircraft. The
angled shell design seats have 150 to 160 cm (58 to 62 in) of pitch and a
width of 51 to 55 cm (20 to 21.5 in). Prior to refurbishment, Royal Silk
seats on 777–300ERs are sold as premium economy class seats on
Scandinavian routes and Moscow. A new set of Royal Silk seats are
available on THAI’s Airbus A380–800s, Boeing 777–300ERs, Boeing
10. 787–8s, and Airbus A350–900s. After the delivery of the new 787–9s to
THAI, the Zodiac Cirrus or Reverse Herringbone seats are now available
onboard the new aircraft.
Economy Class
Thai’s Economy Class offers between 81 and 86 cm (32 and 34 in) seat
pitch depending on the aircraft type. Personal screens with AVOD are
present on the Airbus A380–800, Airbus A330–300, Airbus A350–900,
Boeing 747–400, Boeing 777 (200ER, 300 and 300ER), Boeing 787–8/-9
aircraft.
Thai Airways Destinations:
Thai Airways operates flights to 10 destinations nationally, excluding
Bangkok, and internationally to 71 destinations in 33 countries
worldwide. Thai Airways’ top sector routes include Phuket to Bangkok,
Bangkok to Phuket, Bangkok to Chiang Mai, and Tokyo to Bangkok with
8, 64, 60, and 55 weekly flights respectively.THAI Airways flies to 78
destinations including Ahmedabad, Amsterdam, Auckland, Bangladesh,
Bangkok, Brisbane, Chengdu, Changsha, Chennai, Chongqing, Delhi, Da
11. Nang, Denpasar, Dubai, London, Madrid, Mae Hon Son, Mae Sot,
Nakhon Si Thammarat, Nagoya, New York, Phrae, Phuket, Riyadh, Sajon
Nakhon, Sapporo, and many others. Domestic destinations include
Chiang Rai, Chiang Mai, Bangkok, Udon Thani, Khon Kaen, Ubon
Ratchathani, Samui, Surat Thani, Phuket, and Krabi.
Thai Airways Dhaka Sales Office
Airlinesbd is the authorized sales agent of Thai Airways Dhaka,
Bangladesh office. The main office of Thai Airways Bangladesh is located
at Kamal Ataturk Avenue, Banani, and Dhaka,
Bangladesh. Airlinesbd.com is one of the leading travel agencies in
Bangladesh from where you can buy low-cost airline tickets. You will be
able to process air tickets, hotel bookings, holiday packages, and visas for
travel to any country in the world at affordable rates from other travel
agents in the country.
Airlinesbd.com Ticketing
01841–289170
01713–289177
Thai Airways Dhaka Office Address
Address:
Thai Airways International PCL,
Shanta Western Tower, Level-9, Space-903,
186 Bir Uttam Mir Shawkat Ali Road, Tejgaon I/A,
Dhaka-1208, Bangladesh
Contact Number
+88 02 8879131–46
Fax Number
+88 02 8879147–49
12. Email: sales@thaiairways.com.bd; cargo@thaiairways.com.bd
Official Website:
www.thaiairways.com
Thai Airways Dhaka Airport Office
Address:
Hazrat Shah Jalal International Airport,
Terminal 1, Kurmitola, Dhaka, Bangladesh
Contact Number:
+88 02–8901807
+88 02–8901809
+88 02–8901812
Fax Number
+88 02–8901813
Email: dackktg@thaiairways.com.bd
Baggage
The weight allowance has been introduced by THAI for a journey:
Wholly within Thailand domestic sectors
A journey within TC3 (Asia, Australia, and New Zealand) and a journey
between TC2 (Europe, Africa, and the Middle East) and TC3 (Asia,
Australia, and New Zealand).
The piece concept used to apply for a journey:
To/from the USA and Canada. If you are traveling on THAI flights for your
entire journey, details of the free baggage allowance of each of the above
mentioned are published below:
14. In-Flight Information
Some of the onboard facilities provided by Thai Airways include hot
meals, seat options for a small fee, entertainment, and duty-free
merchandise. Bassinets on selected aircraft including A330. You can pre-
order your meals while making Thai Airways booking online at least 24
hours before your scheduled flight to get a wider selection of meals.
Thai Airways TV
Find pre-selected TV shows onboard your Thai Airways flight.
Thai Airways Movies
Movies and much more can be found onboard your Thai Airways flight.
Thai Airways Important F & Q
What documents do I need to present at check-in?
For Domestic flights:
Identity card, government official identity card with photo or passport
must be presented for adults.
Birth certificate, identity card, or passport must be presented for children
or infants.
For International Flights:
Passengers must hold passports with a validity of at least 6 months
beyond their intended return date, or valid passports and visas meeting
the requirements of the country visited. For visa and passport
requirements, contact the Consulate or Embassy of the country you are
planning to visit. A return ticket or proof of onward travel needs to be
presented at check-in.
**THAI has the right to refuse copies of travel documents**
Which items are prohibited in checked and carry-on luggage?
International law prohibits the placing of magnetized, Inflammable,
corrosive, radioactive, oxidizing, or explosive articles; pressurized gasses,
15. toxic substances, oxygen cylinders, paint, mercury, munitions, fireworks,
and power bank in checked or unchecked (carry-on) luggage.
In many countries, strong-smelling materials, lighter fuel, and refills,
fresh food or fruit, infected live animals, or weapons must not be taken
aboard the aircraft. Such items are subject to confiscation and the owner
may be subject to a fine, depending on the country. If you are not certain
if an item you are carrying is prohibited, please ask a THAI agent before
you arrive at check-in.
Which check-in counter should I use at Dhaka Airport?
All departing passengers should enter level 4 as check-in counters are
located there.
International Flights
Royal First Class passengers should enter Entrance 1 for check-in at the
Royal First check-in lounge. Royal First Class passengers shall be escorted
by the staff from the curbside through all services.
❖ Royal Silk Class passengers and ROP Platinum cardholders should
enter Entrance 1 for sit-down check-in service at Row A.
❖ Royal Orchid Plus Gold / Star Alliance Gold card members should
enter Entrance 2 for dedicated check-in service at Row B.
❖ Group of more than 10 passengers should enter Entrance 2 for
dedicated group check-in service at Row D.
❖ Premium Economy / Economy Class passengers should enter
Entrance 4 for common check-in at Row H and J.
❖ Self-service check-in kiosk and Internet check-in for THAI
international flights
❖ Self-service check-in kiosks for international flights located Row H
and J
❖ Internet/Bag Drop counters for self-service check-in kiosk
passengers located at Row H and J
16. Domestic Flights
❖ Royal Silk Class passengers should enter Entrance 2 for dedicated
check-in service at Row B.
❖ Royal Orchid Plus Gold / Star Alliance Gold card members should
enter Entrance 2 for dedicated check-in service at Row B.
❖ Economy Class passengers should enter Entrance 2 for common
check-in at Row C
❖ Group of more than 10 passengers should enter Entrance 2 for
dedicated group check-in at Row C.
❖ Self-service check-in kiosk and Internet check-in for THAI domestic
flights
Self-service check-in kiosks for international flights located at Row D
❖ Internet/Bag Drop counters for self-service check-in kiosk
passengers located at Row C
Do I need to reconfirm my flight?
THAI no longer requires that you reconfirm your flight but please contact
THAI to cancel your reservation if your travel plans change. Many airlines
still require reconfirmation. If your journey includes a portion on another
airline you may have to reconfirm onward journeys at least 72 hours
before departure.
Can I get a special meal for a child on THAI flight?
Child meals can be requested on international flights not less than 48hrs
before flight departure.
Are there onboard facilities for infants?
Bassinet for infant passengers can be booked in advance with a seat fee
applies here or contacts the local THAI Reservation & Ticketing office
(Contact Us). Infant passengers must meet the following conditions;
weight not over 10 kg, height not over 67 cm, and age less than six months
old. They can be attached to bulkhead anchors. Parents can use their own
baby car seat provided it has been certified by the government of the
manufacturer’s country and provided the infant is flying on a child’s fare
ticket. Diapers are not available onboard. However, there are diaper
changing boards in the toilets (except economy class on aircraft type
17. B737–400, business class on aircraft type B787–9, first-class on aircraft
type B747–400 and Airbus A380–800).
How many pieces of carry-on luggage am I allowed?
Each passenger may hand-carry one piece of luggage the sum of whose
dimensions (length+ height + width) does not exceed 115 cm (56 + 46 +
25 cm) (44.85 inches, i.e. 21.5 x 18 x 9.75 inches) and which does not
weigh more than 7 kg (15.4 lbs). Pieces exceeding these dimensions must
be checked in at the check-in counter prior to departure. A woman is
allowed to carry a purse as well.
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