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Airlines

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Name: AIRBALTIC
7JetSet7 Code: BAU
Status: Operational
Region: EUROPE
City: RIGA
Country: LATVIA
Employees 917
Web: airbaltic.com
Email: info@airbaltic.lv
Telephone: +371 (7) 207 069
Fax: +371 (7) 207 369
Sita: RIXDZBT
Background
(definitions)

Click below for data links:
BAU-2004-03-NEWS-A
BAU-2004-04-NEWS-A
BAU-2004-04-NEWS-B
BAU-2004-10-NEWS-A
BAU-2004-12
BAU-2004-12-A
BAU-2005-01 NEWS
BAU-2005-05-NEWS-A
BAU-2005-09-F 50-A
BAU-2005-11-NEWS-A
BAU-2006-07-1ST-6-MTHS
BAU-2008-01 2007-STATS
BAU-2009-11 NEW ROUTES
BAU-2011-12-MINI CHANGE
BAU-2012-03 - RESHAPE
BAU-2014-11 - TO PARIS
BAU-2015-05 - TLL to VIE and TXL.jpg
BAU-Cabin Attendant - 2016-12.jpg
BAU-CABIN ATTENDANTS - 2013-12
BAU-LOGO
BAU-MAP
BAU-RIGA LOUNGE-MAY09
BAU-VISIT RIGA-A
BAU-VISIT RIGA-B
BAU-VISIT RIGA-THE OLD CITY

FORMED AND STARTED OPERATIONS IN 1995. FORMER LATVIAN DIVISION OF AEROFLOT (ARO). SCHEDULED & CHARTER, REGIONAL & INTERNATIONAL, PASSENGERS & CARGO, JET AIRPLANE SERVICES.

ADDRESS:
RIGA INTERNATIONAL AIRPORT
LV-1053 RIGA, LATVIA

LATVIA (REPUBLIC OF LATVIA) WAS ESTABLISHED IN 1990, IT COVERS AN AREA OF 64,589 SQ KM, ITS POPULATION IS 2.8 MILLION, ITS CAPITAL CITY IS RIGA, AND ITS OFFICIAL LANGUAGE IS LATVIAN.

JULY 1995: THE LATVIAN GOVERNMENT OWNS 51%, BALTIC INTERNATIONAL USA (BIUSA) OWNS 49% (INCLUDING 18% OF SCANDINAVIAN AIRLINES (SAS). THE INTENT IS TO FORM THE LATVIAN FLAG CARRIER.

... More

Fleet:
(definitions)

Click below for photos:
BAU-737-300
BAU-737-33V-2008-05
BAU-737-500-2011-09
BAU-757 YL-BDC with winglets.jpg
BAU-757-2008-03
BAU-757-2008-10
BAU-CS300 - 2012-12
BAU-CS300 - 2016-03.jpg
BAU-CS300 - 2016-04.jpg
BAU-CS300 - 2017-02.jpg
BAU-CS300-1st - 2016-12-A.jpg
BAU-CS300-1st - 2016-12.jpg
BAU-DHC-8-Q400NG - 2013-04

August 2017:

0 727-100 (JT8D), EX-(AAL), BIUSA LSD (18440; 18900) PARTED OUT 1999-08

12 ORDERS 737-300/-400 TO REPLACE 737-500:

1 737-33A (CFM56-3B1) (2703-27454, /95 YL-BBI), (PEB) LSD 2007-09. WITH WINGLETS. 149Y.

1 737-33V (CFM56-3B1) (3072-29332, /99 YL-BBK - - SEE PHOTO - - "BAU-737-33V-2008-05"), EX-(SKP), OAK HILL LSD 2007-02. WITH WINGLETS. 149Y.

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Management:
(definitions)

Click below for photos:
BAU-1-Martin Gauss - 2014-03.jpg
BAU-1-Martin Gauss - 2016-12.jpg
BAU-2-Reimonds Vejonis - 2016-12.jpg
BAU-CHMN CEO - MARTIN GAUSS - 2011-11
BAU-Janis Vanags-VP Corp Coms-2011-05-A
BAU-Janis Vanags-VP Corp Coms-201105
BAU-Laila Odina-COO-2011-05
BAU-Martins Antonovics-CFO-2011-05
BAU-Ralf Dieter Montag-Grimes - 2015-11.jpg

MARTIN GAUSS, CHAIRMAN & (CEO), EX-(HGA) (2011-11).
Martin's contract has been extended until December 31, 2015.
2014-03: Interview by Max Oldorf, ch-aviation,
3 years ago Air Baltic (BAU) posted record losses and was suspected to be the next Flag Carrier to fail. Now in March 2014, Air Baltic (BAU) is 1 of the very few European success stories. Max Oldorf talked to Martin Gauss, former (CEO) at DBA (Deutsche BA) and Malev (HGA), now (CEO) at (BAU) about what it takes to re-animate a dying airline.

MO: Air Baltic has recently been through a very rough patch culminating in a major restructuring program. How did it perform in 2013?
MG: We are going to publish our [2013] results at the end of March. While we had originally anticipated a multi-million euro loss, it appears our figures were far better than expected.

MO: 3 years ago Air Baltic (BAU) was in trouble and faced possible closure. What has changed since you joined the company?
MG: Well back then, I was asked if I would like to take over the management of an airline in dire straits and if so, what would I do to rescue it. So, I presented 4 different restructuring options to (BAU)ís shareholder (the government of Latvia represented by the Prime Minister and his cabinet) and told them which 1 of the 4 turnaround plans I personally preferred and what each would cost. All 4 proposals varied both in terms of overhead and depth of cost-cutting measures. In the end, we settled on a plan (my own preferred option in fact) which although not the cheapest to implement, was not the hardest to undertake in terms of restructuring either. Once we had settled on a way forward, we brought in Boston Consulting to help us iron out the finer details. In addition, I also brought in people I could trust. In my opinion, it was the plan which could deliver the results the airline needed over the ensuing 3 years, and it certainly paid off.
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