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Airlines

Name: THOMAS COOK AIRLINES SCANDINAVIA
7JetSet7 Code: PRH
Status: Operational
Region: EUROPE
City: COPENHAGEN
Country: DENMARK
Employees 913
Web: thomascookairlines.dk
Email: thomascookairlines@thomascook.dk
Telephone: +45 32 47 72 00
Fax: +45(32 45 12 20
Sita: CPHAPDK
Background
(definitions)

Click below for data links:
PRH-2002-12-RANKINGS
PRH-2003-12 -LEIPAX
PRH-2004-06-NEWS-A
PRH-2004-06-NEWS-B
PRH-2004-06-NEWS-C
PRH-2004-06-NEWS-D
PRH-2013-10 - SUNNY HEART BRAND
PRH-LOGO
PRH-ROUTE MAP

FORMED AND STARTED OPERATIONS IN 1994. FOUNDED FROM THE MERGER OF CONAIR, DENMARK, AND SCANAIR, SWEDEN. REGIONAL AND INTERNATIONAL, CHARTER, PASSENGER AND CARGO, JET AIRPLANE SERVICES.

ADDRESS:
COPENHAGEN AIRPORT SOUTH, HANGAR 276
DK-2791 DRAGOER, DENMARK

The Kingdom of Denmark was established in 800, it covers an area of 43,092 sq km, its population is 5.2 million, its capital city is Copenhagen, and its official language is Danish.

APRIL 1995: 953 EMPLOYEES (INCLUDING 590 FLIGHT CREW (FC) & 194 MAINTENANCE TECHNICIANS (MT)).

OWNED BY AIRTOURS INTERNATIONAL (GUE) (100%).

TO ATHENS, CHANIA, HERAKLION, KOS, LAS PALMAS, LONDON STANSTED, MALAGA, PALMA, PARIS, ROME CIAMPINO, RHODES, SKIATHOS, AND TENERIFE.

1 A300B4-100 (JT9D-59A) TO CORSAIR (COR).

JUNE 1995: 3 A300B4-120'S (JT9D-59A) DELIVERIES.

NOVEMBER 1996: HEAVY MAINTENANCE CONTRACT, THROUGH 2000, FOR 4 DC-10-10'S TO FLS AEROSPACE (ATD).

JANUARY 1997: 1 DC-10-30, 42 MONTHS LEASED BY AIRTOURS INTERNATIONAL (GUE), TO SUPPLEMENT CURRENT OPERATION OF 3 DC-10-10'S ON LONG HAUL SECTORS, WITH SCANDINAVIAN LEISURE GROUP. 1 A320-200 (CFM56-5A3), EX-(GUE), & 1 A320-200 (V2500-A1) TO (GUE).

MAY 1997: 1 DC-10-30 (CF6-50C2), EX-TAESA (TES).

JUNE 1997: PLANS TO OPERATE DC-10 CHARTER FLIGHTS TO NEWARK AND MIAMI.

APRIL 1998: 974 EMPLOYEES.

JUNE 1998: 2 ORDERS (NOVEMBER 1999) A330-243'S TO REPLACE L-1011-500, (TRENT 772B), 7 YEAR AIRBUS LEASED (301; 309).

APRIL 1999: 1,014 EMPLOYEES (INCLUDING 590 FLIGHT CREW (FC) & 194 MAINTENANCE TECHNICIANS (MT)).

SITA: CPHAPDK.

2 A320-212'S (301; 349), SUBLEASED TO AIR BELGIUM (ABL), FOR SUMMER SEASON, VIA AIRTOURS INTERNATIONAL (GUE).

AUGUST 1999: 3 ORDERS A330-300'S (TRENT 772B) (JUNE 2000), LEASED, TO REPLACE 4 DC-10-10'S.

NOVEMBER 1999: 1 A330-243 (309, G-CSJS), AIRTOURS INTERNATIONAL (GUE) LEASED.

APRIL 2000: 1,065 EMPLOYEES. (http://www.premiair.dk).

JUNE 2000: 1 A330-300, 410Y PASSENGERS (PAX), DELIVERY.

JULY 2000: 1999 = -$10.52 MILLION (+$7.62 MILLION): 8.8 BILLION (RPK) (-11.4%); 95.3% LF LOAD FACTOR; 1.43 MILLION PASSENGERS (PAX) (-9%); 1,061 EMPLOYEES (-2.8%).

1 A330-343X (349, OY-VKG), AIRTOURS INTERNATIONAL (GUE) LEASED.

AUGUST 2000: DC-10-10 (47832, G-TAOS), OWNED BY (SLG), LEASED TO AIRTOURS INTERNATIONAL (GUE). 1 A330-343X (356, OY-VKH), (GUE) LEASED. 1 DC-10-10 (46646) RETURNED TO (GUE).

SEPTEMBER 2000: A330-343X (357, OY-VKI), AIRTOURS INTERNATIONAL (GUE) LEASED.

OCTOBER 2000: 1 A320-212 (348), EX-AIR BELGIUM (ABL). DC-10-10 (46983, G-TDTW), RETURNED TO (GUE).

NOVEMBER 2000: 1 A330-243 (301, G-MOJO), (GUE) LEASED. 1 A320-212 (348) LEASED TO SKYSERVICE (SKB). 1 A320-212 (349) TRANSFERRED FROM (GUE).

FEBRUARY 2001: 1 DC-10-10 (47833) RETURNED TO 1ST SECURITY BANK (FSB).

OCTOBER 2001: A320-212 (348, OY-CNN) RETURNED FROM SKYSERVICE (SKB).

NOVEMBER 2001: INTEGRATION OF PREMIAIR (PRH) AND AIRTOURS INTERNATIONAL (GUE), TO FORM NEW NAME AIRLINE "MYTRAVEL AIRWAYS" WITH ORANGE COLOR SCHEME.

A330-243 (301), (GUE) LEASED.

DECEMBER 2001: 3 A300B4-120'S (079; 094; 128) SOLD TO BOSPHORUS EUROPEAN AIRWAYS, TURKEY.

FEBRUARY 2002: UK TOUR OPERATOR "MYTRAVEL" GROUP, PREVIOUSLY CALLED "AIRTOURS INTERNATIONAL," IS REPAINTING ITS FLEET INTO ITS NEW BRAND IDENTITY "MYTRAVEL AIRWAYS." THE MOVE HAS INVOLVED THE CONSOLIDATION OF UK ARM, AIRTOURS INTERNATIONAL (GUE), WITH SCANDINAVIAN, PREMIAIR (PRH), INTO A SINGLE FLEET.

APRIL 2002: 1,141 EMPLOYEES. (http://www.premiair.com).

May 2002: 1 A320-214 (1780, OY-VKL), (ILF) leased, wet-leased to "MyTravel of Denmark" (GUE/PRH). Note new name - previously was "Premiair."

December 2002: A320-212 (299) returned to MyTravel Airways (GUE). A320-214 (1889, OY-VKM), (GEF) leased.

January 2003: A320-212 (349, OY-CNR) & A330-243 (309, OY-VKF), (GUE) leased.

February 2003: A321-211 (1921, OY-VKB), delivery.

April 2003: A321-211 (1881, OY-VKA) delivery.

May 2003: A320-212 (221, CS-TDU) wet-leased to Air Luxor (LXA).

June 2003: 1,065 employees.

(http://www.mytravelairways.dk). (mytravelairways@mytravel.dk).

September 2003: 2002 = 8.67 billion (RPK) traffic (-15%); 93.4% LF load factor (+.2).

2002 TOP WORLD AIRLINES TRAFFIC (RPK) (BILLION):
73 (ARE) 9.03; 74 (CQT) 8.99; 75 (SPP) 8.98; 76 (SHY) 8.75; 77 (ARL) 8.69; 78 (PRH) 8.67; 79 (XIN) 8.61; 80 (TAV) 8.32; 81 (IRN) 8.01; 82 (HNA) 7.93; 83 (IND) 7.55; 84 (OLY) 7.55; 85 (ACH) 7.50; 86 (SBR) 7.48; 87 (MTH) 7.09; 88 (KUW) 6.71; 89 (VIE) 6.60; 90 (SPR) 6.57; 91 (BMA) 6.56; 92 (LNK) 6.41; 93 (RAM) 6.38; 94 (BTA) 6.36; 95 (QTA) 6.20; 96 (COI) 5.96; 97 (EGF) 5.94; 98 (LOT) 5.87; 99 (FRO) 5.49; 100 (WJI) 5.49.

October 2003: In summer 2004, Oslo - Miami (A330, weekly charter).

November 2003: A320-214 (1780, OY-VKL) returned to Skyservice (SKB).

December 2003: A330-343X (349, OY-VKG; 356, OY-VKH) wet-leased to Garuda Indonesia (GIA).

April 2004: 3 A320-212's (294, OY-CNP; 301, OY-CNM; 349, OY-CNR), returned to MyTravel Airways (GUE), 294; 349; leased to Hemus Air (HMS) & wet-leased to Balkan Holidays (BGH), 301 leased to Nouvelair (NOU). A320-214 (2183, OY-VKP), (GEF) leased.

May 2004: In June 2004, Stockholm - Oslo - Miami (weekly).

August 2004: A320-214 (2183, OY-VKP) wet-leased to Jazeera Airways (JZI).

October 2004: A320-214's (1942, OY-VKR; 1954, OY-VKS) transferred from MyTravel Airways (GUE).

November 2004: MyTravel Airways (GUE) will dry-lease 3 A330-343's (OY-VKG; 356, OY-VKH; OY-VKI), ex-(PRH), December 2004 to March 2005 to Garuda Indonesia (GIA) for Hadj services. (GUE) will dry-lease 2 A330-200's to (PRH) for the same period.

INCDT: A MyTravel Airways (PRH) A320 which veered off the runway at Evenes Harstad/Narvik airport, Norway, during the take-off roll was suffering from fan-blade icing, according to Norwegian accident investigators. When the crew (FC) advanced the power levers, a marked thrust asymmetry caused the airplane to to yaw 40 degrees left and depart the runway. The investigators said the probable cause was fan-blade ice accredition during taxi and pre-take-off holding, and the crew (FC) had not carried out any partial engine run-ups to cause ice-shedding from the blades.

December 2004: A320-214 (2114, OY-VKN) returned to Boullioun (BOU), leased to Vueling Airlines (VUZ).

June 2005: 890 employees.

January 2006: Copenhagen Airport reduced its takeoff charge for cargo flights by -3% on January 1st and introduced a cap on cargo flight charges to the first 200 tons. The new rate is DKK63.25/$10.25 per 1,000 kg or part thereof. It will rise to DKK63.90 in 2007 and DKK64.55 the following year.

July 2006: Employees = 465.

November 2006: A330-343X (357, OY-VKI) wet-leased to Garuda Indonesia (GIA) for Hadj operations.

February 2007: UK-based MyTravel (GUE) and German tourist conglomerate, Thomas Cook (JMA) are merging in a deal that will create the second-biggest travel company in Europe behind (TUI).

The new company, called Thomas Cook (JMA) Group, will produce combined revenue of about €12 billion/$15.6 billion, selling holidays to some 19 million customers a year. It will be based in London.

MyTravel (GUE) shareholders will own 48% of the combined company with the controlling 52% held by Thomas Cook (JMA)'s German owner KarstadtQuelle, which agreed in December to buy Lufthansa (DLH)'s 50% stake in Thomas Cook (JMA) for €800 million. The merger is expected to be complete by June and is conditional on the approval of MyTravel (GUE) shareholders, competition clearances and completion of the KarstadtQuelle-(DLH) transaction.

In December, MyTravel (GUE) reported its first annual profit in five years after a major restructuring exercise, cutting costs and selling real estate. According to the MyTravel (GUE) website, the companies in the group operate 31 airplanes.

The move eventually is expected to generate "at least" -£75 million/-$146.2 million of cost savings per year, the two groups said. Specific information concerning cost synergies was not supplied, nor was the future status of the airline portfolio comprising Thomas Cook Airlines UK (JMA), Thomas Cook Airlines Belgium (TUB), Condor Airlines (CDF), MyTravel Airways UK (GUE), and MyTravel Airways A/S (PRH) detailed.

The merger ended hopes of the UK's First Choice Holidays (ATZ) for a possible tie-up. It had offered for sale its mainstream package holiday business, which includes European 787 launch customer First Choice Airways (ATZ), and held preliminary talks on possible bids with both MyTravel (GUE)/(PRH) and Thomas Cook (JMA). The (ATZ) board announced the termination of those talks.

MyTravel (GUE) CEO, Peter McHugh said the combined company will not need First Choice (ATZ)'s package business to compete with TUI. "This merger is quite a feat unto itself," he said. "We're the second leading travel company in Europe and aspire to be number one." TUI had revenue of €18.2 billion in 2005.

May 2007: The European Commission (EC) extended its investigation into Ryanair (RYR)'s proposed acquisition of Aer Lingus (ARL) Group by another 15 working days to July 4 from June 13, itself an extension from the original deadline of May 11. The extension followed (RYR)'s submission of new commitments to address competition concerns raised by the European regulator. An (EC) spokesperson confirmed that (RYR) offered extra remedies. Ryanair (RYR) launched a €1.48 billion/$2.01 billion hostile takeover bid for (ARL) soon after the flag carrier completed its Initial Public Offering (IPO) last September. (RYR) withdrew its bid in December, after the (EC) launched its in-depth inquiry citing "serious competition concerns" over the proposed merger of Ireland's two principal airlines. (RYR) said in February it hoped to renew its bid, when the probe was completed. (RYR) holds 25.2% of (ARL), just under the Irish Finance Ministry's 25.35%.

Conversely, the (EC) opted to clear the proposed merger of Thomas Cook (JMA) and MyTravel (GUE)/(PRH) Group, which will combine to form Thomas Cook (JMA)/(GUE)/(PRH) Group. The tie-up remains subject to several conditions, including approval from (GUE)/(PRH) shareholders, court consent and the listing of (JMA)/(GUE)/(PRH) shares. Assuming they are satisfied, finalization is expected on June 19, the companies said in a statement.

Regarding the agreed-upon acquisition of First Choice (ATZ) Holidays by TUI (HAP)/(HLX), the (EC) expressed concern over the combined company's potential dominance in Ireland. Following last week's meeting with the Competition Case Team, (ATZ) agreed to consider specific undertakings to address that concern, including the potential sale of one of its Irish businesses. "(ATZ) and TUI AG (HAP)/(HLX) remain confident that the proposed merger will be cleared by the (EC)," the companies said, adding that they now expect the (EC) to announce its decision on whether to clear the proposed merger at Phase I, or extend it to a Phase II investigation on or before June 4. Both the combined TUI Travel (ATZ)/(HAP)/(HLX) and the Thomas Cook (JMA)/(GUE)/(PRH) Group will be headquartered in London.

April 2008: Thomas Cook Airlines (JMA)/(TCW) and MyTravel Airways (GUE)/(PRH) will operate as one airline under the Thomas Cook Airlines (JMA) brand.

(JMA)'s takeover of (GUE)/(PRH) results in re-branding of (PRH) to "Thomas Cook Scandinavia" (PRH) - SEE ATTACHED PHOTO - "PRK-A321-2008-04."

(PRH) is a charter airline operating inclusive tour flights to holiday resorts in Europe, the Mediterranean basin, and long-haul destinations.

Employees = 838.

(IATA) Code: DK - 630. (ICAO) Code: VKG (Callsign - VIKING).

Parent organization/shareholders: Thomas Cook Group PLC.

Main Base: Copenhagen Kastrup Airport (CPH).

Macquarie AirFinance closed the purchase of two (CFM56-5B3/P)-powered A321-200s from Aercap (DEA). The airplanes are on lease to (PRH) through 2015.

June 2009: Air France Industries (AFI) said that Thomas Cook (JMA) renewed its existing (CFM56-5B) engine support contract for 16 A320s/A321s operated by Thomas Cook Airlines (UK) (JMA)/(GUE) and Thomas Cook Scandinavia AS (PRH). The contract's coverage has been extended to add five A320s operated by Thomas Cook Belgium (TCW).

October 2009: 2 A330-243s (254, G-MLJL; 301, G-OMYT), Thomas Cook (GUE) wet-leased.

March 2010: CTT Systems said it will supply Thomas Cook Scandinavia (PRH) with six Zonal Drying Systems for installation on board the Danish airline's A320s and A321s in April and May.

May 2011: Vistair deployed its online flight manuals management system for Thomas Cook Group members: Thomas Cook Scandinavia (PRH) and Condor Berlin (CIB).

January 2012: Thomas Cook Airlines (JMA)/(GUE) has returned two A330-200s and a 767-300ER to the lessors and is also planning to phase out two additional A330-200s and an A320-200 with up to -250 staff being laid off as a result of its plans to downsize its operations, partially because it has lost a contract with UK tour operator Canadian Affair to Air Transat (AIJ). It has also wet-leased one 757-200 each to Thomas Cook Airlines Scandinavia (PRM) and Westjet (WJI) for the winter season.

October 2012: Billund Airport (BLL) in Denmark has become the first airport to enable passengers to print their own baggage tags as well as boarding passes off site.

Following a six-month development and test period this spring (in collaboration with Thomas Cook Airlines (GUE)/(JMA)/(PRH)) (BLL) launched the new baggage tag, which the airport said reduces queues at baggage check-in.

The tags are printed onto a standard A4 sheet of paper, and then folded according to instructions and inserted in a plastic cover (available free of charge at the airport), which is secured to the bag. Passengers can use the dedicated Express Drop desks to check their bags in the departure area instead of queuing up at the traditional bag drop.

(BLL) VP Project & Development, Anders Nielsen said: “Around 15% of our charter passengers have used the system since it was launched, and we want to get that figure up to 35% to 40% in the future. No problems have been reported for printing the tags,” he said.

Denmark’s second largest airport, (BLL), developed the new service in collaboration with the airport’s software provider, Unisys, and (IATA) (ITA). (BLL) also acts as a handling agent, with its own check-in software. Nielsen said there is “considerable interest” from other airport operators around the world “in how the system has been designed.”

February 2013: The Thomas Cook Group has detailed plans to bring together its Belgian, German and UK airlines under a new structure and leadership team.

German carrier Condor (CDF), Thomas Cook Airlines (GUE)/(JMA) in the UK and Thomas Cook Airlines Belgium will be brought together as one “airline segment” from March 1. The Thomas Cook Group describes the move as “an important step” in its airline strategy, aimed at increasing efficiency within the group.

The airline segment will be led by a new Group Airline Management Board, chaired jointly by group head of air travel, Christoph Debus and Condor (CDF) (CEO), Ralf Teckentrup. Other board members will comprise Thomas Cook Airlines Scandinavia (PRH) (CEO), Torben Ostergaard, Head of Group Maintenance, Paul Horstink, and Thomas Cook Group Procurement Director, Nikolaus Kirner.

Thomas Cook Airlines UK (GUE)/(JMA) Managing Director, Frank Pullman will retire March 1. On the same day, Cor Vrieswijk will join Thomas Cook Airlines UK (GUE)/(JMA) as (COO). Vrieswijk, whose previous roles include easyJet (EZY) (COO) and interim (CEO) of Air Malta (MLT), will coordinate and oversee all operational activities across Thomas Cook Airlines as part of his wider remit.

“As we strive to meet the needs of our customers by offering greater flexibility, better choice, high-touch service, on-time performance and real value, at a time when the European airline industry is experiencing major change, we believe that our airline will be stronger as one integrated business,” Debus said.

However, Thomas Cook Airlines Scandinavia (PRH) will not come under the new structure. “Thomas Cook Airlines Scandinavia (PRH), which currently operates a different business model, will work closely with the new Group airline, coordinating across all functional areas, while exploring ways to integrate more fully in the medium term,” the group said.

Over recent years, the group has cut capacity and sought to cut its headcount in a bid to remain competitive.

October 2013: All airplanes in the Thomas Cook Group: Thomas Cook Airlines (GUE)/(JMA); Thomas Cook Airlines Belgium (TCW); Thomas Cook Airlines Scandinavia (PRH), and Condor Airlines (CDF) will soon feature a new logo and livery under its ‘sunny heart’ brand. The new look features a yellow heart and is part of the group’s transformation plan, the company said. - - SEE ATTACHED - - "CDF-2013-10 - SUNNY HEART BRAND."

The new ‘sunny heart’ brand will be featured across most of the company’s brands and market activities, including Neckermann in Europe, Ving in Sweden, Condor (CDF) in Germany and Airtours in the UK.

Thomas Cook said that “the intention isn’t to re-brand all with the sunny heart, but they form part of the group architecture and will, in most cases, carry the heart as some part of their logo”.

Harriet Green, Group (CEO) of the Thomas Cook Group said: “This isn’t just a roll-out of a new logo, it’s about a promise. What we’re announcing today is a renewed promise to our customers, our people and suppliers. A promise that we’re putting them at the heart of our transformation it’s the essence of who we are.” She added: “The heart will appear on the web, in brochures, in and on our airplanes, in our concept hotels, our other hotels, and in our stores: in short, everywhere that our customers connect with us.”

UK tour operator Thomas Cook has reshuffled a number of senior executive positions at its airline group:
Condor (CDF) Managing Director Ulrich Johannwille has been appointed Group Financial Director. However, he will also retain his existing role at the helm of (CDF). His position on the airline group’s management board has been newly created, with the Finance Directors of the airline subsidiaries in Belgium, Germany, Scandinavia and UK reporting to Johannwille.

Christian Schmitt, Condor (CDF)’s Head of Ground Operations, has been promoted to the group’s Director of Operations, where he will report to Cor Vrieswijk Head of Operations.

Meanwhile, Uwe Klenovsky will succeed Wolfgang John as Chief Commercial Officer at Thomas Cook Airlines Belgium (TCW), effective November 1st 2013.

November 2014: The Thomas Cook Group has announced an agreement with Amadeus, becoming the 1st leisure carriers to adopt the Amadeus Altéa solutions. 4 of Thomas Cook group airlines based in Germany, the UK, Scandinavia and Belgium have adopted Amadeus’ Altéa suite as a single platform to manage reservations, inventory and departure control.

January 2015: News Item A-1: A330-343X (357, OY-VKI), ex-(C-GVKI), sub-leased from Thomas Cook Airlines Scandinavia (PRH) to Thomas Cook Airlines (JMA)/(GUE).

April 2016: Thomas Cook Group Airlines chose MedAire’s MedLink medical advice and assistance service. The service will provide round-the-clock service to the Group’s airlines including Thomas Cook Airlines UK (GUE)/(JMA), Thomas Cook Airlines Belgium (TCW), Thomas Cook Airlines Scandinavia (PRH) and Condor Flugdienst (CDF). The Group has used MedAire’s aviation security program since June 2015.

Fleet:
(definitions)

Click below for photos:
PRH-A321-APR08
PRH-A330
PRH-A330-343-MAY09

October 2017:

0 DC-10-10 (CF6-6D) (252-46983, /78; 285-46646, /79; 318-47832, /80 G-TAOS; 322-47833, /80), EX-(WAL), 47832 (GUE) LSD 2000-08, 46646 SCRAPPED, 46983 SCRAPPED. 47832 SCRAPPED. 47833 RTND (FSB) 2001-02, PARTED OUT. MAINT BY (ATD).

0 DC-10-30 (CF6-50C2), (GUE) LSD 42 MTHS. RTND.

0 DC-10-30 (CF6-50C2) (260-46990, /78), EX-(TES)/(SIA). RTND.

0 A300B4-120 (JT9D-59A) (079; 094; 128; ST (BSX) 2001-12).

0 A320-212 (CFM56-5A3) (294, OY-CNP, RTND (GUE) LST (HMS), WET-LST (BGH) 2004-04. (301; LST (ABL) 1999-04, RTND (GUE) 2004-03, LST (NOU), EX-CONAIR; 348, RF (ABL) 2000-10 RF (SKB). 349; & 299 RTT (GUE) (G-JDFW) 2002-12. 1889, OY-VKM, 2002-12. 349, OY-CNR, 2003-01. 349 WET-LST (GUE) 2003-03; RF (GUE) 2003-12. RTND (GUE), 221 WET-LST (LXA) 2003-05. 294; 301; 349; RTND 2004-03. 177Y.

0 A320-214 (CFM56-5B4/P) (1780, OY-VKL), (ILF) LSD, (SKB) WET-LSD 2002-05, RTND 2003-11. 180Y.

1 A320-214 (CFM56-5B4/P) (1889, /02 OY-VKM), (GEF) LSD 2002-12. 180Y.

1 A320-214 (CFM56-5B4/P) (1954, /03 OY-VKS), GENESIS LSD 2004-11. XFRD FROM (GUE) 2004-10. 177Y.

0 A320-214 (CFM56-5B4/P) (2114, /03 OY-VKN; 2162, /04 OY-VKO), (BOU) LSD. 2114 RTND & LST (VUZ) 2004-12. 2162 RTND (BOU) 2004-11, LST (PAL). 177Y.

0 A320-214 (CFM56-5B4/P) (2183, /04 OY-VKP), (GEF) LSD 2004-04. RTND (BOU), LST (JZI) 2004-08, LST (PAL) 2005-03. 177Y.

0 A320-214 (CFM56-5B4/P) (1942, OY-VKR), XFRD FROM (GUE) 2004-10. RTND. 180Y.

4 A321-211 (CFM56-5B3/P) (1881, /02 OY-VKA - SEE ATTACHED PHOTO - - "PRH-A321-2008-04;" 1921, /03 OY-VKB; 1932, /03 OY-VKC; 1960, /03 OY-VKD), (GUE) LSD. 220Y.

2 A321-211 (CFM56-5B3/P) (1887, /03 OY-VKE; 1972, /03 OY-VKT), (CGP) LSD 2008-11. 220Y.

0 A321-211 (2117), (BOU) LSD. RTND. 217Y.

0 A330-243 (TRENT 772B-60) (254, /99 G-MLJL; 301, /99 G-OMYT), 301 (GUE) LSD 2001-11. (GUE) WET-LSD 2009-10. 49C, 274Y.

1 A330-243 (TRENT 772B-60) (309, /99 OY-VKF), 7 YR (AFIS) LSD, RTND (GUE) 2001-04. 309 (GUE) LSD (AGAIN) 2003-01. (AGAIN) 2004-12. 49C, 274Y.

4 A330-343X (TRENT 772B-60) (349, /00 OY-VKG), (GUE) LSD 2000-07; (356, /00 OY-VKH; 357, /00 OY-VKI). 349; 356; WET-LST (GIA) 2003-12 - 2004-03. 349; 356; 357; WET-LST (GIA) 2004-12 - 2005-03. 357; WET-LST (GIA) 2006-11. 357; LST (SKB) 2007-05. 357; RF (GUE)/(JMA) 2011-10. 357 SUB-LST (JMA)/(GUE) 2015-01. 379Y.

Management:
(definitions)

Click below for photos:
PRH-MD

CHRISTOPH DEVUS, CO-CHAIRMAN THOMAS COOK AIRLINES GROUP, (2013-03).

RALF TECKENTRUP, CO-CHAIRMAN THOMAS COOK AIRLINES GROUP, EX-(CDF) (2013-03).

MS HARRIET GREEN, CHIEF EXECUTIVE OFFICER (CEO), THOMAS COOK GROUP.

FRANK PULLMAN, EXECUTIVE DIRECTOR (RETIRED 2013-03).

WIM DESMET, (CEO), THOMAS COOK AIRLINES BELGIUM (TCW).

COR VRIESWIJK, CHIEF OPERATING OFFICER (COO), EX-(EZY)/(MLT) (2013-03).

JENS BOYD, HEAD OF GROUP LONG-HAUL.
aero.com 30-Second Interview - - 2013-08:
The man with the plan. Jens Boyd, Head of Group Long-Haul, Thomas Cook Airlines Group (TCAG) has issued two Requests For Proposals (RFP)s in order to find two new European airport departure points, as well as two new global destinations, to help fill the spare capacity the airline group has on its 20-airplane, long-haul fleet. The Thomas Cook Airlines Group (TCAG) has issued two requests for proposals (RFP), the first being for additional frequencies to current long-haul destinations in its network out of new European departure airports that can be served by its existing 767 or A330 fleets on an inside W-pattern (out of the destination). The second (RFP) is looking to add new long-haul points in the Americas, Asia and Africa from its existing European departure points. The reason for the (RFP)s is that presently in its S13 schedules, (TCAG) employs five of its 20-strong fleet of long-haul airplanes on short- and medium-haul sectors; in the winter, the spare capacity drops to three airplanes. anna.aero discussed the (RFP)s with Jens Boyd, Head of Group Long-Haul at (TCAG) to understand how airports, and their partner tourism bodies, can secure some of the reallocation of (TCAG)’s capacity.
anna.aero (aa): What is (TCAG) looking to get out of the (RFP) process?
Jens Boyd (JB): In particular, we are seeking to obtain insightful traffic analysis, projections and firm proposals of commitment and incentives, which will be used to steer our long-term network planning process.
aa: Has (TCAG) done this type of thing before?
JB: We have never done it in such a structured manner before, as we are looking for the airline, tour operators, airport, tourism board, hotel operators, and travel agents to work together to deliver a positive result. In the past, a tourism authority may have come to just the tour operator, a decision is made and the airline is just seen only as a part of the tour operator. This is perhaps why long-haul routes have not been continued in operations, and also why there has been limited growth to new markets, as adding this type of flight is higher cost and higher risk than for short-haul. We are also looking to use our experience of developing our scheduled network, of using passenger data like (MIDT) to make more informed decisions, as we did in our recent North American expansion.
aa: Are you looking to tie-up all the spare capacity available for W14/15 and S15 from these (RFP)s, or do you think the process may have to be repeated next year?
JB: We will take that decision once we have gone through the process. We are looking to add say two relevant European departure airports, as well as two new global destinations in this iteration. But clearly, as we have the spare capacity, we could look to add more new network points if the business case is right and the strong partnerships with all stakeholders have been established.
aa: In the departure airport (from Europe) (RFP) it mentions that feed from domestic and regional airline partners like Lufthansa (DLH), (SAS), (LOT) is closely integrated to the (TCAG) product: – surely this gives preference to unserved airports like Berlin or Düsseldorf for example, where there is significant presence with Lufthansa (DLH)?
JB: Feed into the airport is important, particularly when we are talking about niche destinations where there is limited demand at the origin, but we are not limited to those feeder carriers. If Brussels Airport thinks it has the potential to become a new departure point, then they may wish to propose we work with Brussels Airlines (DAT)/(EBA) on a feeder agreement. Similarly, if Dublin wants to talk to us, it might be important that an airline like Aer Lingus (ARL) is involved in any discussions we may have. So it is down to the airport in question to suggest who we could work with.
aa: Do you think the margins achieved on seven long-haul sectors per week will be higher than those generated by the 10 - 20 short- and medium-haul sectors these airplanes are currently flying?
JB: The overall cost position of a long-haul airplane operating on a short-haul route is always going to be much worse.
aa: What is going to happen to these short-haul sectors? Will the capacity be replaced seat-for-seat?
JB: We will be back-filling this flying with a combination of our own fleet or by using wet-lease (ACMI) providers. It is always good to have a percentage of the latter in order to reduce our risk to unpredictable market changes.
aa: Could airports “buddy-up?” For example, a new European airport with a new Caribbean destination.
JB: Yes they can – it’s in the (RFP). So, for example, if Birmingham Airport thinks that in addition to a strong leisure demand, there is also local (VFR) traffic to Antigua, then we would consider that type of opportunity. In many ways, this style of approach, with both ends of a potential route working together, is taking this process to the next level.
aa: What percentage of (TCAG) long-haul’s costs are allocated to airport charges?
JB: Of course…it should be 0%!! Just kidding (he laughs). In reality, it’s around 3 - 6% of total costs.
aa: On that basis how important is the ‘airport deal’ – isn’t it more important that the business case works?
JB: You are absolutely right. The business case needs to work in the long-term, as often these new route incentives expire anyway. What we are encouraging our airport partners to do is to consider the total costs of operating from their airport. For example, how competitive are the prices fuel providers charge, or indeed ground handlers? This is important when we are considering two airports in a particular region. We were evaluating two airports situated close to each other, where the larger airport’s landing charges were three times more expensive than its smaller competitor. However, our other costs at the bigger airport were so much cheaper than those levied at the smaller airport that no amount of incentive was ever going to recover the savings of operating into the larger airport.
aa: In terms of the prospective global leisure destinations are you looking for the airport or the tourism body to take the lead?
JB: We think that airport needs to take the lead, and also to take on a broader role in the overall partnership. They are many airports which are very good at telling us about their new check-in halls or improved security processing times, but still very few take on the responsibility of being the ‘champion’ in terms of pulling together all of the other stakeholders from the destination that we want to be included in this process.
aa: Many of your existing destinations are tried and tested – is TCAG prepared to try unproven markets that are not as well-developed in order to create fresh markets for its customers?
JB: Absolutely. Last winter, we started services to Siem Rep (Cambodia), San Juan (Puerto Rico), Yangon (Myanmar), and Cape Town (South Africa). Puerto Rico and South Africa will return again for this winter. In fact, Cape Town may actually be increased. So while this route churn rate is almost as bad as those from low-cost carriers (LCC)s, we are committed to exploring network white spots where customers want to go, but can’t easily get there. In the past, we have even considered places like Siberia! We know that there are lots of Russians that take holidays near Lake Baikal, so we were interested to see why and whether it would work for us. In the end, all of the components were not there to make the numbers stack-up, but yes we are keen to fill a void perhaps where a normal scheduled airline is not prepared to go. For those airports who wish to register their interest in responding to these (RFP)s, they can contact Jan Wilken Bellmann – Jan.wilken.bellmann@condor.com – at the Thomas Cook Airlines Group.

SAM WEIHAGEN, CHAIRMAN, THOMAS COOK AIRLINES SCANDINAVIA.

TORBEN OSTERGAARD, MANAGING DIRECTOR THOMAS COOK AIRLINES SCANDINAVIA & BOARD MEMBER OF THOMAS COOK AIRLINES GROUP (2013-03).

BENT ERLANDSEN, FLIGHT OPERATIONS DIRECTOR.

OLAF HAUGE NIELSEN, TECHNICAL DIRECTOR.

CARSTEN SCHIOLER, FINANCE DIRECTOR.

PIA MARK, DIRECTOR IN-FLIGHT SERVICE.

 
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