اُضالصبء 2017/7/11
فٞسح أسؽ٤ل٤خ
http://www.elbalad.news/
سئ٤ظ ٓقش ُِي٤شإ ٌ٣ؾق ٓٞػذ فشف اُغضء أُزجوٖٓ ٢ ػالٝح %10 ٓؾٔذ ػجذاُ٘بفش : أػِٖ فلٞد ٓغِْ سئ٤ظ اُؾشًخ اُوبثنخ ُٔقش ُِي٤شإ ،ػٖ فشف اُغضء أُزجو ٖٓ ٠ػالٝح %10 أُوشسح ُِؼبِٓ ٖ٤ثٌَ ؽشًبد ٓقش ُِي٤شإ ٝاُخبفخ ُِؼبِٓ ٖ٤ثبُذُٝخ ٝؿ٤ش ٓخبىج ٖ٤ثوبٗ ٕٞاُخذٓخ أُذٗ٤خ ،اُخٔ٤ظ اُوبدّ. عبء رُي ك ٠سعبُخ سهْ ُ 10شئ٤ظ ٓقش ُِي٤شإ خالٍ اُؼبّ اُؾبُٝ ٠اُقبدسح اُُِ ّٞ٤ؼبِٓ ٖ٤ثٔقش ُِي٤شإ ؽ٤ش ثذأٛب ثزوذ ْ٣اُؾٌش ٌَُ اُؼبُِٓ ٖ٤ذٝس ْٛاٌُج٤ش كٗ ٠غبػ ٓٞعْ اُؼٔشح ٝاُز ٟئٗز ٠ٜاُّٞ٤ ٗٝغؾذ اُؾشًخ ٖٓ خالُٜب كٗ ٠وَ 250أُق ٓؼزٔش ٓ٘ز ثذء أُٞعْ أٝاخش ٓبسط أُبمٝ ٠ثذ ٕٝأ٣خ ٓؾبًَ ئُ ٠عبٗت روذ ْ٣اُزٜ٘ئخ ثاكززبػ أًجش فبُخ أعٞام ؽشح ثقبُخ اُٞف ٍٞثبُٔج٘ ٠سهْ ٝ 2ػِٓ ٠غبؽخ ٓ 500زش ك ٠ئىبس ري٣ٞش خذٓبد ٓقش ُِي٤شإ ٝأُوذٓخ ُِشًبة ٝاُغ٤بػ كٓ ٠يبساد ٓقش.
فٞسح أسؽ٤ل٤خ
http://akhbarelyom.com/
سئ٤ظ «اُوبثنخ ُِي٤شإ»ٗ :غؼُِ ٠زٞعغ ك ٢ئهبٓخ األعٞام اُؾشح ُخذٓخ ػٔالئ٘ب ئٗغ ٢خِ٤لخ فشػ فلٞد ٓغِْ سئ٤ظ اُؾشًخ اُوبثنخ ُٔقش ُِي٤شإ ،إٔ ٓقش ُِي٤شإ ُألعٞام اُؾشح رغؼُ ٠الٗزؾبس ٝاُزٞاعذ اُذائْ ك ٢فبالد اُغلش ٝاُٞف ٍٞرِج٤خ ُشؿجبد ػٔالئٜب ،ؽ٤ش رٞكش ُ ْٜاُؼذ٣ذ ٖٓ أُ٘زغبد اُؼبُٔ٤خ أُز٘ٞػخ ثأعؼبس ر٘بكغ٤خٛ ،زا ثبإلمبكخ ئُ ٠اُؼشٝك اُزش٣ٝغ٤خ اُز ٢روذٜٓب ثبعزٔشاس ُِؼٔالء. ٝأمبف إٔ اُلشع اُغذ٣ذ رْ ئٗؾبؤ ٙػِٓ ٠غبؽخ ٝ 2ّ 500هبٓذ ؽشًخ ٓقش ُِي٤شإ ُِق٘بػبد أٌُِٔخ ثزق٘٤غ ٝؽذاد اُؼشك ثبُز٘غ٤ن ٓغ هيبع أُؾشٝػبد ثبُؾشًخ اُوبثنخ ُٔقش ُِي٤شإ ًبعزؾبس٘ٛ ١ذع٢ ُِٔؾشٝعًٔ ،ب ٣غش ٟاُؼَٔ ؽبُ٤ب ػِ ٠ر٘ل٤ز أُشاؽَ األخ٤شح ٖٓ اُلشع اُغذ٣ذ ثقبُخ اُغلش ث٘لظ أُج٘٠ ثٔغبؽخ ؽٞاُٝ 2 ّ450 ٢اُز٣ ١زْ رغ٤ٜضٝ ٙكوب ألػِٓ ٢غز٣ٞبد اُغٞدح. ٝربثغ" :رزٞاعذ كشٝع ٓقشُِي٤شإ ُألعٞام اُؾشح كٓ ٢ج٘ ٠اُشًبة 3 ٝ 2 ٝ 1ثٔيبس اُوبٛشح اُذ،٠ُٝ ٓٝيبساد اُـشدهخ ٝؽشّ اُؾ٤خ ٓٝشع ٠ػِْ ٝاألهقش ٝأعٞإ ٝعٛٞبط ٝاإلعٌ٘ذس٣خ ثشط اُؼشة ٝاُ٘ضٛخ ٝاُغٗٞخ ٝىبثب ،ثبإلمبكخ ئُ ٠كشٝع ٓ ٍٞع٤ز ٢عزبسص ٝك٘ذم عبڤ ١ٞؽشّ اُؾ٤خ ٝك٘ذم ِ٤ٛز ٕٞىبثب".
فٞسح أسؽ٤ل٤خ
http://www.elbalad.news/
ٝص٣ش اُي٤شإ أُذٗ :٢أصبس األعٞام اُؾشح ثٔيبس اُوبٛشح ف٘بػخ ٓقش٣خ هبٍ أُٜ٘ذط ؽش٣ق كزؾٝ ٢ص٣ش اُي٤شإ أُذٗ :٢ئٕ اُلشع اُغذ٣ذ ُألعٞام اُؾشح ثٔيبس اُوبٛشح ٣ؼزجش أًجش اُقبالد أُٞعٞدح ك ٢أُيبساد أُقش٣خ ،روذس ٓغبؽزٜب ثـٓ 500زشٓ ،ؼِوًب" :ئٕ ؽبء اهلل رٌٕٞ ًْ 500هش٣ت". ٝأمبف كُ ٢وبء خبؿ ػجش كنبئ٤خ "ئًغزشا ٗٞ٤ص" اُ ّٞ٤اإلص٘ ،ٖ٤إٔ اُقبُخ ثٜب ًَ أُؼشٝمبد اُؼبُٔ٤خ ًَٝاألصبس ف٘بػخ ٓقش٣خٝ ،ف٘ؼذ داخَ ؽشًخ اُق٘بػبد أٌُِٔخ اُزبثؼخ ُؾشًخ ٓقش ُِي٤شإ.
فٞسح أسؽ٤ل٤خ
http://www.tahrirnews.com/
ٝص٣ش اُي٤شإ :هبدس ٕٝػِ ٠أُ٘بكغخ ػبًُٔ٤ب ك« ٢اُلبرش٘٣بد» هبٍ ؽش٣ق كزؾٝ ٠ص٣ش اُي٤شإ أُذٗ ،٢ئٕ اكززبػ كشع عذ٣ذ ُألعٞام اُؾشح٣ ،أر ٢ك ٢ئىبس رؼض٣ض اإل٣شاداد مٖٔ أُؾشٝػبد اُز ٢رزْ ك ٢هيبع اُي٤شإ أُذٗٓ ،٢إًذًا إٔ ًَ "اُلبرش٘٣بد" أُٞعٞدح داخَ اُغٞم اُؾشح ثبُٔيبسٓ ،قش٣خ اُق٘غ ٗٝؾٖ هبدس ٕٝػِ ٠أُ٘بكغخ ػبًُٔ٤بٝ .أمبف ،خالٍ رقش٣ؾبرُ ٚلنبئ٤خ "أ ٕٝال٣ق" ،اُ ّٞ٤االص٘ٛ" ،ٖ٤ز ٙف٘بػخ ٓزخقـ كٜ٤ب ؽشًبد ػبُٔ٤خٝ ،اثزذ٘٣ب ٗق٘غ كبرش٘٣بد اُؼشك داخَ ؽشًخ ٓقش ُِي٤شإ ُِق٘بػبد أٌُِٔخٝ ،هشسٗب ٓ٘ذكؼؼ ػِٔخ فؼجخ، ٓٝؼ ٘ٛوجَ ئٗ٘ب ٓ٘ؼِٜٔبػ كٓ ٢قش"ٓ ،زبثؼًب" :ؽب٣ق ثؼل اُؾبعبد ٓؾزبعخ رؾغٓ ،ٖ٤غ اُٞهذ ؽ٣ٞخ ؽ٣ٞخ ٘ٛجزذٗ ١ق٘غ أكنَ ٗٝبخذ اُخجشحٗ ٌٖٔ٣ٝ ،ذخَ ك ٢ر٘بكظ ٓغ اُؾشًبد اُِ ٢ثزٞسد ٛز ٙأُؼذاد".
فٞسح أسؽ٤ل٤خ
http://www.almasryalyoum.com
«ٜٓضُخ» ىبئشح أُقش٣خ اُؼبُٔ٤خ ُِي٤شإ ثٔيبس اُوبٛشح اُذ٢ُٝ أثذ ٟسًبة اُشؽِخ سهْ UJ 320ثٔيبس اُوبٛشح ،اعز٤بء ْٛثغجت اُ٘ضٝ ٍٝاُقؼٞد أُزٌشس ثؼذ أػيبٍ رٌشسد ثبُيبئشحٔٓ ،ب أدُ ٟزأخش ْٛػٖ ٓٞػذ اإلهالع عبػخ ٗٝقق. ًٝبٕ ٖٓ أُوشس إٔ ر٘يِن اُشؽِخ ػِ ٠خيٞه اُي٤شإ أُقش٣خ ،اُ ّٞ٤اإلص٘ ،ٖ٤ك ٢رٔبّ اُغبػخ اُٞاؽذح ٝاُ٘ققٗ ٌُٖٝ ،ظشا ُألػيبٍ رأخش اإلهالع أًضش ٖٓ عبػخ ٗٝقق. ًٝبٗذ اُجذا٣خ ػ٘ذٓب رٞع ٚاُشًبة ئُٓ ٠ج٘ ٠سهْ 1ثٔيبس اُوبٛشحٝ ،كٞس ئٜٗبء ئعشاءاد علش،ْٛ ٝفؼٞد ْٛئُ ٠اُجبؿ اُز ١أهِ ٖٓ ْٜاُقبُخ ئُ ٠اُيبئشح ثٔٞظق ٣خجش ْٛثإٔ اُيبئشح ثٜب ػيَ ،كؼبدٝا ٓشح ئُ ٠اُقبُخ ٝثؼذ ٗقق عبػخ رْ اُ٘ذاء ػِ ْٜ٤كزٞعٜٞا ُِيبئشح ٓشح أخش ٌُٖ ٟثؼذ ٝف ُْٜٞرْ ئػبدرُِ ْٜقبُخ ٓشح صبٗ٤خٝ ،ثؼذ ٗقق عبػخ أخش ٟرْ اُ٘ذاء ػُِ ْٜ٤زوِغ اُيبئشح ٓزأخشح ػٖ ٓٞػذٛب ألًضش ٖٓ عبػخ ٗٝقق اُغبػخ.
فٞسح أسؽ٤ل٤خ
http://www.elyomnew.com/
ؽبٛذ| ٓٞاى٘٣ ٕٞش ٕٝٝرلبف َ٤ؽجغ ْٜك ٢ىبئشح «ٓقش ُِي٤شإ» 3« :أؿٔ ٠ػِ»ْٜ٤ سٞٓ ٟٝاىٖ ػجش ٓٞهغ اُزٞافَ االعزٔبػ« ٢ك٤ظ ثٞى»ٝ ،اهؼخ ؽذصذ أص٘بء اعزوالُ ٙيبئشح ؽشًخ «آ٣ش ًب٣ش »ٝهبدًٓب ٖٓ اٌُ٣ٞذ ئُٓ ٠ذ٘٣خ ثشط اُؼشة ،ؽ ٖ٤رؼيِذ اُيبئشح ًٝبد ٣خز٘ن اُشًبة. ًٝزت «ٓشاد ػضد»« :ى٤شإ ا٣ش ًب٣شAir cairo).. ( ٝاُي٤بسح ٓؼبدٛب ٖٓ 1اٌُ٣ٞذ ُجشط اُؼشة، ثذأٗب ثٞسد٘٣ظ اُغبػخ ُ 1 ٖٓٝ ،12.15ؾذ 2هبػذ ٖ٣ك ٢اُي٤بسح ثب٣ظخ ٝاُزٌ٤٤ق ٓؼ ؽـبٍ». ٝربثغ «ػضد»« :اُ٘بط ثذأد رزخ٘نٝ ،اُؾشًخ ٓؼ ػبٝصح رلزؼ اُي٤بسح ٝر٘ضُ٘ب ٝال رٌ٘غَ اُشؽِخ». ٝأًَٔ «ػضد»« :كنِ٘ب هبػذ ٖ٣عبػخ ُؾذ ٓب 3اؿٔ ٠ػِٝ ْٜ٤األىلبٍ اُِ ٢ك ٢اُشؽِخ ًبٗٞا ػِٝ ٠ؽي ئٗٞٔ٣ ْٜرٞا»ٓ ،ن٤لًب« :ثٞاثخ اُي٤بسح ٓزلزؾزؼ ؿ٤ش ُٔب عذ ئ٣يبُ٤خ هبٓذ ٝؽشؽؾزِٝ ْٜهؼذد رؾزْٜٔ ٝىِجذ رٌِْ علبسح ثِذٛب ،عبػزٜب ثظ سعؼٞا ثبُي٤بسح ربٗٝ ٢كزؾٞا اُجبة ٗٝضُٗٞب». ٝاخززْ «ػضد» هبئًِب ٖٓٝ« :عبػزٜب ثوبُ٘ب أسثغ عبػبد ك ٢أُيبس ٓؼ ػبسك ٖ٤سا٣ؾ ٖ٤كٝ ٖ٤ال عبٖ٤٣ ٓ٘.»ٖ٤ «ٝآ٣ش ًب٣ش ٢ٛ »ٝؽشًخ ى٤شإ ربثؼخ ُٔقش ُِي٤شإٝ ،اُز ٢رغ٤ش سؽالد ٓغذُٝخ ئُ ٠أٌُِٔخ اُؼشث٤خ اُغؼٞد٣خ ،اٌُ٣ٞذ ،هيش ٝاألسدٕ ك ٢اُؾشم األٝعؤً ،ب رغ٤ش ٓغٔٞػخ ٖٓ اُشؽالد ثٓ ٖ٤قش ٝ أٝسٝثب.
فٞسح أسؽ٤ل٤خ
http://www.elmwatin.com/
اخز٘بم سًبة ىبئشح "ئ٣ش ًب٣ش "ٝثغجت ػيَ ك ٢أُؾشى علي أحمد رغجت ػيَ كٓ ٢ؾشى ىبئشح ،ربثؼخ ُؾشًخ "ئ٣ش ًب٣ش "ٝأُقش٣خٝ ،اُوبدٓخ ٖٓ دُٝخ اٌُ٣ٞذ ئُ ٠اُوبٛشح، ك ٢رٞهق اُزٌ٤٤ق اُخبؿ ثٜب. ٝأٝمؼ ٓويغ اُل٤ذٓ ،ٞ٣ؾبُٝخ اُشًبة ُِزـِت ػِ ٠اإلخز٘بم ٝاُؾشاسح ،اُز ٢ع٤يشد ػِ ٠اُيبئشح ،ثغجت رٞهق اُزٌ٤٤قٝ ،عو ئؿٔبءاد ُجؼل اُشًت. ٝهبٍ أؽذ اُشًبةٛ" :ز٤ُ ٙغذ أُشح األ ٠ُٝاُز٣ ١ؾذس ػيَ ك ٢اُيبئشاد اُخبفخ ثٜز ٙاُؾشًخٔٓ ،ب ٣ق٤ت اُشًبة ثبُوِن ٝاُخٞف ٝعو رغب َٛأُغئُ ٖ٤ُٞؾٌٞاٗب".
فٞسح أسؽ٤ل٤خ
http://m.alnabaa.net/
"ٓيبس اُوبٛشح" ٌ٣ؾق ؽو٤وخ كشك سع ّٞعٔشً٤خ ػِ٠ أُالثظ ٝاُٜذا٣ب رذاُٝذ ثؼل ٝعبئَ اإلػالّ ،أٗجبءً ،ػٖ ٝعٞد ص٣بدح ك ٢اُشع ّٞاُغٔشً٤خٝ ،ئُـبء االػلبءاد أُوشسح ػِ٠ أُالثظ اُؾخق٤خ ٝاألٓزؼخ ٝاُٜذا٣ب ُِشًبة اُوبدٓ ٖٓ ٖ٤اُخبسط ُٔقش. ٖٓ عبٗجٗ ،ٚل ٠عبٓ ٢ػجذ اُشؽٖٔٓ ،ذ٣ش عٔبسى ٓيبس اُوبٛشح فؾخ ٛز ٙاألخجبسٓ ،ؾ٤شًا ئُ ٠إٔ عِيبد عٔبسى أُيبس اُوبٛشح ُْ رزِن ٖٓ ٓقِؾخ اُغٔبسى أ ١رؼذ٣الد عذ٣ذح ػِ ٠االػلبءاد أُوشسح ُِشًبة اُوبدٓ ٖٓ ٖ٤اُخبسط ٝأُؾذدح ٝكوب ُِوبُٗ 1٨6 ٕٞؼبّ ٝ 1٩٨6اُز ٠رؾَٔ االٓزؼخ ٝأُزؼِوبد اُؾخق٤خ ٝاُٜذا٣ب ُِشًبة.
فٞسح أسؽ٤ل٤خ
http://gate.ahram.org.eg/
رذؽ ٖ٤خو ى٤شإ عذ٣ذ ٖٓ أُٔبٗ٤ب ئُٓ ٠يبسٓ ١شع ٠ػِْ ٝاُـشدهخ | فٞس أػِٖ ٓؾٔذ ىٔبٕ ٓذ٣ش اُؼالهبد اُؼبٓخ ٝاإلػالّ ثٔيبس ٓشع ٠ػِْ اُذ ،٢ُٝاُ ّٞ٤اإلص٘ ،ٖ٤ػٖ رذؽ ٖ٤خو ى٤شإ عذ٣ذ ٖٓ أُٔبٗ٤ب ئُٓ ٠يبس ٓشع ٠ػِْ. ٝأمبف ىٔبٕ ،إٔ أُيبس اعزوجَ أ ٠ُٝسؽالد اُؾشًخ األُٔبٗ٤خ ،هبدٓخ ٖٓ ٓيبس "دٝعِذٝسف" ٝػِ٠ ٓزٜ٘ب 320ساًجًب ًأ ٍٝكٞط ع٤بؽ ٠الكززبػ اُخو اُغذ٣ذ.. ٝفشػ اُي٤بس ىبسم رجبٕٓ ،ذ٣ش ٓيبس ٓشع ٠ػِْ اُذ ،٢ُٝإٔ ئداسح أُيبس اعزوجِذ اُشؽِخ ثز٘ظْ٤ اؽزلبٍ ًج٤ش ُِغبئؾ ٖ٤ػِٓ ٠زٖ اُيبئشحٓ ،ؾ٤شًا ئُ ٠إٔ ئداسح أُيبس رٞكش ًبكخ اإلعشاءاد ُزغ َ٤ٜعلش ٝٝف ٍٞاُشًبة ٝاُيبئشاد. ًٝبٕ ٓيبس اُـشدهخ اُذ ،٠ُٝهذ اعزوجَ أ ٠ُٝسؽالد اُخو اُغذ٣ذ ٝػِٓ ٠زٜ٘ب 31٨ساًجب هبدٓخ ٖٓ ٓيبس "دٝعِذٝسف" األُٔبٗ ٢أ٣نبً ًٝبٕ ك ٢اعزوجبٍ اُشؽِخ اُي٤بس فبدم اُؾٞسٓ ٟذ٣ش ٓيبس اُـشدهخ، ٓٝؾٔذ ؽغٖ ٓذ٣ش األٖٓ اُذاخِ ٢ثبُٔيبسٝ ،رْ اعزوجبٍ اُغبئؾ ٖ٤ثبُٞسٝد ٝسػ اُيبئشح ثبُٔ٤ب ٙػوت ٛجٞىٜب ثبُٔيبس ًاعشاء رشؽ٤ت ٓزؼبسف ػِ ٚ٤دً٤ُٝب. ٖٓ عبٗج ٚهبٍ عبٓؼ ثؾبدٓ ،١ذ٣ش كشع اُؾشًخ ثبُـشدهخ ،ئٕ اُخو اُغذ٣ذ عٞف ٘٣ظْ سؽِخ أعجٞػ٤ب ئُ٠ ٓيبس ٓشع ٠ػِْٝ ،أخش ٟئُٓ ٠يبس اُـشدهخٝ ،ثذا٣خ ٖٓ ؽٜش أًزٞثش أُوجَ عٞف ٣زْ ر٘ظ ْ٤سؽِزًَ ٖ٤ أعجٞعٓ ،ؾ٤شًا ئُ ٠إٔ اُجذا٣خ ٖٓ ٓيبس "دٝعِذٝسف" ٝك ٢ؽٜش أًزٞثش عٞف ٣زْ ر٘ظ ْ٤سؽِخ أخشٟ ٖٓ ٓيبس "ثشُ."ٖ٤
فٞسح أسؽ٤ل٤خ
http://www.caa.gov.qa/
"ا٣برب" ٣إًذ اصدٛبس ف٘بػخ اُي٤شإ ك ٢اُؾشم األٝعو 11/7/2017أًذ اٌُغ٘ذس د ٝع٤ٗٞبى أُذ٣ش اُؼبّ ٝاُشئ٤ظ اُز٘ل٤زُ ١الرؾبد اُذُِ٘ ٢ُٝوَ اُغ١ٞ "ا٣برب" إٔ ٓغزوجَ ف٘بػخ اُي٤شإ ك ٢اُؼبُْ عٝ ٌٕٞ٤اػذًا ك ٢ؽ ٖ٤إٔ ٓؼذالد اُ٘ٔ ٞاُز ٢ع٤ؾٜذٛب هيبع اُ٘وَ اُغ ١ٞك٘ٓ ٢يوخ اُؾشم األٝعو عزٌ ٕٞاألعشع ػبًُٔ٤بٝ .رًش ع٤ٗٞبى ك ٢رقش٣ؼٍ ُٚ ُٔغِخ "عٔبء هيش" إٔ ٓغزوجَ اُي٤شإ ئ٣غبث٣ٝ ٢زٞهغ إٔ ٣جِؾ ػذد أُغبكش٤ِٓ 7.2 ٖ٣بس ؽخـ ثؾِٔ٤ُ 2035 ٍٞضَ مؼق اُؼذد أُغغَ روش٣جًب ك ٢ػبّ ًٛٞ٘ٓ ، 2016ب ثأٗ ٌٖٔ٣ ٚإٔ ٣شرلغ اُيِت ئُ 3 ٠أمؼبف ػٔب ًبٕ ػِ ٚ٤ك ٢ػبّ ٝ .2015أًذ إٔ اُي٤شإ ٣ؼزجش ٓغبًٔٛب سئ٤غً٤ب ك ٢رؾو٤ن اصدٛبس االهزقبد اُؼبُٔ ٢ؽ٤ش روذس ئعٜبٓبر ٚك ٢اُ٘ٔ ٞثؤ٤خ 2.7رش ٕٞ٤ِ٣دٝالس ٝث٘غجخ ٖٓ % 3.5 ئعٔبُ ٢اُ٘برظ أُؾُِ ٢ذ ٍٝاُؼبُْ ًٔب ٣ؼزجش اُي٤شإ ٓؾـالً سئ٤غ٤بً ثزٞك٤ش ٕٞ٤ِٓ 65كشفخ ػَٔ ػِ٠ ٓغز ٟٞاُؼبُْٝ .أٝمؼ إٔ ٖٓ أ ْٛاُزؾذ٣بد اُز ٢رٞاعٛ ٚزا اُويبع ٞٛاألٖٓ ٝاُغالٓخ ٝاالعزذآخ ؽ٤ش ٣ؼذ رذه٤ن اُغالٓخ اُزؾـ٤ِ٤خ ُـ"أ٣برب" أكنَ ٓؼ٤بس د ٢ُٝأ ٝأكنَ أُٔبسعبد اُزؾـ٤ِ٤خ اُذ٤ُٝخ اُز ٢رزؼِن ثبُغالٓخ ٣ٝغت إٔ رٌ ًَ ٕٞخيٞه اُي٤شإ اُزبثؼخ ُـ"ا٣برب" ٓغغِخ كٛ ٢زا اُ٘ظبّ ٝؽز٠ اُخيٞه ؿ٤ش األػنبء رغزخذّ ٓؼب٤٣ش رذه٤ن اُغالٓخ اُزؾـ٤ِ٤خ ُـ"٣برب"ٝ .سؿْ اُزؾذ٣بد أُزضا٣ذح ك٢ اُغبٗت األٓ٘ ٢كإ ٝعٞد ٗوبه رلز٤ؼ رؼَٔ ثلؼبُ٤خ ًٝلبءح ك ٢أُيبساد أٓش ٓ ْٜؽ٤ش ٣ؼذ ثشٗبٓظ اُزلز٤ؼ اُزً ٢اُز٣ ١و ّٞػِ ٠أعِٞة كؾـ أُخبىش ٣ٝغؼَ ٛز ٙاُ٘وبه ك ٢أُيبساد أًضش كؼبُ٤خ ًٝلبءح ٓٝالءٓخ .أٓب رؾذ ١االعزذآخ كوذ ارلوذ اُؾٌٓٞبد اُز ٢ؽنشد اعزٔبع اُغٔؼ٤خ اُؼبٓخ اُـ 3٩ ُٔ٘ظٔخ "اٌ٣ب "ٝػِٓ ٠ؾشٝع خلل اٗجؼبصبد اٌُشث ٕٞك ٢اُي٤شإ أُذٗ٣ٝ ٢ؼزجش ٛزا أُؾشٝع ئٗغبصًا ربس٣خً٤ب ٝخيٞح ؽبعٔخ ُجِٞؽ اُٜذف كٓ ٢ؾب٣ذح ًٗٔٔ ٙٞب إٔ ٓ٘ظٔخ "ا٣برب" روذّ اُذػْ اٌُبَٓ ُٔ٘ظٔخ "اٌ٣بٝ "ٝاُؾٌٓٞبد ٝاُخيٞه اُغ٣ٞخ ُٞمغ رلبف َ٤أُؾشٝع ُ٤زْ ر٘ل٤ز ٙث٘غبػ ؽ٤ش ٤ٛئبد اُي٤شإ ِٓزضٓخ ثٔؾب٣ذح ٗٔ ٞاٌُشث ٕٞاثزذاء ٖٓ ٝ 2020ثؾِ ٍٞػبّ 2050رغؼ ٠ئُ ٠رخل٤ل االٗجؼبصبد ئُ٠ ٗقق أُغز ٟٞاُزً ١بٗذ ػِ ٚ٤ػبّ .2005أٓب ثؾإٔ اُخيخ اُؼبُٔ٤خ ألٖٓ اُي٤شإ كوذ أًذ ع٤ٗٞبى ػِ ٠اُزضاّ "اٌ٣ب "ٝثزي٣ٞشٛب خالٍ اُؼبٓ ٖ٤اُوبدٓ ٞٛٝ ٖ٤اُزضاّ رْ رؼض٣ض ٙثوشاس ٓغِظ األٖٓ اُذ٢ُٝ ك ٢عجزٔجش أُبمٝ .٢كٔ٤ب ٣خـ ٓغزوجَ اُ٘وَ اُغ ١ٞك٘ٓ ٢يوخ اُؾشم األٝعو أؽبس ع٤ٗٞبى ئُ ٠إٔ ف٘بػخ اُي٤شإ ك ٢أُ٘يوخ رٞكش ٗؾ ٕٞ٤ِٓ 2.4 ٞكشفخ ػَٔ ٤ِٓ 160ٝبس دٝالس ك ٢األٗؾيخ االهزقبد٣خ ٓزٞهؼًب إٔ ر٘ٔ ٞاُؾشًخ اُغ٣ٞخ ٖٓ ٝئُ ٠أُ٘يوخ خالٍ اُؼوذ ٖ٣اُوبدٓ ٖ٤ث٘غجخ %4.6 عً٘٣ٞب ٛٝزا ٣لٞم ٓؼذٍ اُ٘ٔ ٞاُؼبُٔ ٢اُجبُؾ % 3.5ئال إٔ ٘ٛبى ٓؼٞهبد رؼ٤ن ريٞس اُق٘بػخ ك٢ اُؾشم األٝعو ٝثؾبعخ ئُٓ ٠ؼبُغخ ٝأُٜٝب اُج٘٤خ اُزؾز٤خًٔ.ب إٔ ٘ٛبى ؽبعخ ئُ ٠رؾذ٣ش ٗظْ ئداسح ؽشًخ اُي٤شإ ك ٢د ٍٝاُخِ٤ظ ؽ٤ش أؽبسد آخش دساعخ ئُ ٠إٔ ٓؼذٍ اُزأخ٤ش كٛ ٢ز ٙأُ٘يوخ ٣قَ ئُ٠ 2٩ده٤وخ ٓغ اؽزٔبٍ إٔ رزنبػق ٛز ٙأُذح ثؾِ ٌٖٔ٣ٝ 2025 ٍٞؽَ ٛز ٙأُؾٌِخ ٖٓ خالٍ اُزؼبٕٝ اإلهِٝ .٢ٔ٤رزٔضَ أُؾٌِخ األخش ٟك ٢االسرلبع ؿ٤ش أُغجٞم ك ٢اُنشائت ك ٢أُ٘يوخ ؽ٤ش ثِـذ اُزٌبُ٤ق اإلمبك٤خ خالٍ ػبّ ٗ 2015ؾ ٕٞ٤ِٓ 700 ٞدٝالسًٛٞ٘ٓ .ب ئُ ٠إٔ خلل رٌِلخ اُج٘٤خ اُزؾز٤خ ٣ؼزجش ػ٘قشًا أعبعً٤ب كٗ ٢غبػ اإلهِ ْ٤خبفخ ك ٢د ٍٝاُخِ٤ظ اُؼشثٝ .٢أًذ أُذ٣ش اُؼبّ ٝاُشئ٤ظ اُز٘ل٤زُ ١الرؾبد اُذُِ٘ ٢ُٝوَ اُغ" ١ٞا٣برب" رلبؤُ ٚثٔغزوجَ ف٘بػخ اُي٤شإ ك ٢اُؾشم األٝعو ُٞعٞد ؽٌٓٞبد رذسى هٔ٤خ اُي٤شإ أُذٗٝ ٢هذ ٝمؼزً ٚغضء ٖٓ اعزشار٤غ٤خ اهزقبدٛب .اُٞعَ٤
فٞسح أسؽ٤ل٤خ
http://www.caa.gov.qa/
اُي٤شإ اُؼُٔبٗ٣ ٢لٞص ثغبئضح أكنَ خذٓخ ٓٞظل ٖ٤ك ٢خيٞه اُي٤شإ ك ٢اُؾشم األٝعو 11/7/2017كبص اُي٤شإ اُؼُٔبٗ ٢ثغبئضح أكنَ خذٓخ ٓٞظل ٖ٤ك ٢خيٞه اُي٤شإ ك ٢اُؾشم األٝعو مٖٔ عٞائض عٌب ١رشاًظ اُؼبُٔ٤خ ُِي٤شإ 2017ثؼذ إٔ رْ اُزق٣ٞذ ٖٓ هجَ أُغبكش ٖ٣ػجش اُشؽالد اُغ٣ٞخ ٓغز٘ذ ٖ٣ػِ ٠رغبسث ْٜاُخبفخٝ ،أه ْ٤ؽلَ رٞص٣غ اُغٞائض مٖٔ ٓؼشك ثبس٣ظ اُغ١ٞ اُز ١أهٓ ْ٤إخشاً٣ٝ.أر ٢كٞص اُي٤شإ اُؼُٔبٗ ٢ثغبئضح "أكنَ خذٓخ ٓٞظل ٖ٤ك ٢خيٞه اُي٤شإ ك٢ اُؾشم األٝعو" ُٜزا اُؼبّ ٓزضآً٘بً ٓغ اُلزشح اُشا٘ٛخ اُز ٢رؾٜذ ر٘بٓ٤بً ًج٤شاً ُؼِٔ٤بد اُ٘بهَ اُٞى٘ ٢ػِ٠ ٓغز ٟٞاألعيٝ ٍٞاُؾجٌخٝٝ.مؼ ث ٍٞعش٣غٞس٣ٝزؼ اُشئ٤ظ اُز٘ل٤زُِ ١ي٤شإ اُؼُٔبٗ ٢ئٕ اُغبئضح رؼذ ٖٓ أ ْٛاُغٞائض ك ٢ف٘بػخ اُي٤شإ ٓٔب ٣غؼِٜب ٓؼ٤بساً ُغٞدح اُخذٓبد اُز ٢روذٜٓب ؽشًبد اُي٤شإ أُخزِلخٞٓ ،مؾبً إٔ كٞص اُي٤شإ اُؼُٔبُِٗٔٝ ٢شح اُشاثؼخ ثٜز ٙاُغبئضح ٔ٣ضَ ؽٜبدح ٝاػزشاكًب د٤ُٝبً ثبُٔغز ٟٞاُشاهُِ ٢ن٤بكخ ٝاُز٣ ٢غزٔذٛب ٓٞظل ٞاُؾشًخ ٖٓ اُضوبكخ اُؼُٔبٗ٤خ اُؼش٣وخٝ.أمبف إٔ رٞه٤ذ ؽق ٍٞاُغِي٘خ ػِ ٠اُغبئضح ٣ؼذ ٓالئٔبً ُِي٤شإ اُؼُٔبٗ ٢ك ٢ظَ اُزٞعٗ ٚؾ ٞاُزٞعغ أُغزذاّ ك٢ اُؾجٌخ ٝاألعي ٍٞخالٍ اُغ٘ٞاد أُوجِخٝ.أؽبس اُ ٠إٔ اُي٤شإ اُؼُٔبٗ٣ ٢ؼَٔ مٖٔ ثشٗبٓغ ٚاُزٞعؼ٢ اُئٞػ ُ٤قَ أعي ُٚٞئُ 70 ٠ىبئشح ٝرغّ٤٤ش سؽالر ٚئُٝ 75 ٠عٜخ ثؾِ ٍٞاُؼبّ ،2023ئر ؽٜذد اُلزشح األخ٤شح ص٣بدح ك ٢ؽغْ أعي ٍٞاُؾشًخ ئُ ٠عبٗت ئىالم ٝعٜبد عذ٣ذح ؽِٔذ ٗ٤شٝث ٢ك٤٘٤ً ٢ب ٝ عٞاٗض ٝك ٢اُقٓٝ ٖ٤بٗؾغزش اُجش٣يبٗ٤خ ٝص٣بدح اُزشدداد ػِ ٠ػذد ٖٓ ٝعٜبد اُ٘بهَ اُؼٔبٗ٢ omandaily.om.
فٞسح أسؽ٤ل٤خ
https://www.mubasher.info
اُغؼٞد٣خ رؼذٍ رؼش٣لخ اُي٤شإ أُذٗ٢ اُش٣بك – ٓجبؽش :هشس ٓغِظ اُٞصساء ك ٢اعزٔبػ ٚاُ ّٞ٤ثشئبعخ اُؼب َٛاُغؼٞد ١أُِي عِٔبٕ ثٖ ػجذ اُؼض٣ض آٍ عؼٞد ،رؼذ َ٣أُبدح اُشاثؼخ ٖٓ ٗظبّ رؼش٣لخ اُي٤شإ أُذٗٝ ،٢كوبً ًُٞبُخ األٗجبء اُغؼٞد٣خ "ٝاط". ٝهشس أُغِظٝ ،كوبً ُٔب ٗوِزٝ" ٚاط" ،إٔ رغزٞكٓ ٠جبُؾ األعٞس ٝاإل٣غبساد أُوشسح ثٔٞعت ٛزا اُ٘ظبّ، ٝرٞدع ك ٢ؽغبة اُ٤ٜئخ كٓ ٢إعغخ اُ٘وذ اُؼشث ٢اُغؼٞد" ١عبٓب"ٝ ،كوبً ُألٗظٔخ أُؼٔ ٍٞثٜب ك٢ أٌُِٔخ. ٝأؽبس أُغِظ ئُ ٠أٗ ٚك ٢ؽبُخ رأخ٤ش عذاد األعٞس ػٖ ٓٞػذ االعزؾوبم ،سؿْ رٌشاس أُيبُجخ ثبُغذاد، ٝػذّ ٝعٞد مٔبٕ ٣غزٞكٓ ٚ٘ٓ ٠جِؾ األعش٣ ،ؼذ أُزأخش ػٖ اُغذاد ٓٔبىالًٝ ،رغزٞك ٚ٘ٓ ٠ؿشآخ رأخ٤ش ال رزغبٝص ٖٓ %30أُجِؾ أُغزؾنٝ ،رٞدع اُـشآخ ك ٢اُخض٘٣خ اُؼبٓخ ُِذُٝخ. ىبُت أُغِظ اُ٤ٜئخ ثزنٔ ٖ٤اُؼوذ اُز ١رجشٓٓ ٚغ أُغزأعش ٗقبً ٣ون ٢ثاُضآ ٚثزوذ ْ٣مٔبٕ ثٌ٘ ٢ػ٘ذ رٞه٤غ اُؼوذ ثٔب ٣ؼبدٍ ٓب ٗغجز ٖٓ %30 ٚهٔ٤زً ،ٚنٔبٕ العز٤لبء اإل٣غبس أُغزؾن ػِٛ ٌٕٞ٣ٝ ،ٚ٤زا اُنٔبٕ عبس ١أُلؼٝ ٍٞؿ٤ش هبثَ ُإلُـبء ئال ثؼذ اٗزٜبء ٓذح اُؼوذ ٝثٔٞاكوخ اُ٤ٜئخ٣ٝ ،غزٞك ٚ٘ٓ ٠أٓ ١جِؾ ُ٣غزؾن ػِ ٠أُغزأعش كٞس اعزؾوبهٝ ٚكن أؽٌبّ اُؼوذٓ ،غ ٓيبُجز ٚثزـي٤خ ٓب ٗوـ ٖٓ ٓجِؾ اُنٔبٕ كٞساً. ًبٕ ٓغِظ اُؾٞس ٟاُغؼٞد ١هذ ٝاكن ،ك ٢أثش َ٣أُبم ،٢ػِ ٠رؼذ َ٣أُبدح ٗ ٖٓ 4ظبّ رؼش٣لخ اُي٤شإ أُذٗ ٢اُخبفخ ثغذاد اُذ٤ُٜ ٕٞ٣ئخ اُي٤شإ أُذٗ.٢
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http://www.caa.gov.qa/
340ػذد اُيبئشاد أُغغِخ ك ٢هيش 11/7/2017ؽون ػذد اُيبئشاد أُغغِخ ك ٢دُٝخ هيش اسرلبػبً خالٍ اُؼبّ أُبم٤ُ ٢قَ ئُ٠ 340ىبئشحٝٝ .كوًب إلؽقبئ٤خ هغْ اإلؽقبء ٝاُزؾِ َ٤ك ٢ئداسح اُ٘وَ اُغ ١ٞك ٢اُ٤ٜئخ اُؼبٓخ ُِي٤شإ أُذٗ ٢رٞصػذ اُيبئشاد ث 1٩1 ٖ٤ىبئشح ٗلبصخ ُ٘وَ اُشًبة ٝاُؾؾٖ 52ٝ ،ىبئشح خبفخ، 50ٝىبئشح ٌٞ٤ِٛثزش 20ٝ ،ىبئشح رذس٣ت 20ٝ ،ىبئشح سعبٍ أػٔبٍ 7ٝ ،ىبئشاد ؽٌ٤ٓٞخًٔ .ب أٝمؾذ اإلؽقبءاد ٓؼذٍ اسرلبع ػذد اُيبئشاد أُغغِخ خالٍ األػٞاّ اُغزخ أُبم٤خ ،ؽ٤ش ثِـذ 20٨ىبئشاد ك ٢ػبّ 232ٝ ،2011ىبئشح ك ٢ػبّ 25٩ٝ ،2012ىبئشح ك ٢ػبّ ،2013 2٨4ٝىبئشح ك ٢ػبّ 31٩ٝ ،2014ىبئشح ك ٢ػبّ .2015اُؾشم
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www.ausbt.com.au
Sydney Airport Star Alliance lounges: Singapore Airlines vs AirNZ TALKING POINT | One side-effect of Star Alliance having a surprisingly large footprint in Australia – 11 member airlines, in all – is that many of our international airports boast several Star Alliance lounges. A case in point: both Singapore Airlines and Air New Zealand operate lounges at Sydney, Melbourne and Brisbane (with Perth to join them in late 2017). It's even more convenient at Sydney Airport's T1 international terminal, where you'll find Singapore Airlines SilverKris lounge... ... and Air New Zealand's Sydney International lounge... ... located literally next door to one another at the southwest pier, near gates 58-59. (There's a handy shortcut to this part of the airport once you're through customs and security – veer left and cut through the corridor which leads to the TRS Tax Refund office.) All eight Star Alliance airlines flying out of Sydney will direct you to one of these two lounges, although most – including ANA, Thai Airways and United Airlines – favour the Air New Zealand lounge. But as savvy travellers know, you do have a choice. Two lounges, take your pick Business class passengers and those with Gold status in the frequent flyer program of any Star Alliance member are entitled to use either lounge – or indeed both of them, if you'd like. (Note that the Singapore Airlines lounge closes around 6pm, while some Star Alliance flights leave in the evening – for example, Air China's 7.40pm service to Beijing and ANA's 9pm flight to Tokyo - so for those later departures, the Air New Zealand lounge is your only option.) So which of Sydney's two Star Alliance lounges is our pick? Both lounges have been updated to reflect their respective parent airline's latest style.
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https://www.businesslive.co.za The Air New Zealand lounge nails it for coffee, with a barista pulling fresh shots from morning to early evening, as well as a tended bar with a decent selection of beer, wine and spirits. But it's less appealing for meals – even the live cooking station doesn't offer much in terms of variety – and the lounge can get very busy in peak hours, and therefore very noisy. The Singapore Airlines lounge is generally quieter, partly due to lower passenger numbers but also the ambience of the lounge is softer. So our suggestion is to start with a coffee at the Air New Zealand lounge, and check if the cooking station's dish of the day takes your fancy – then shift to the Singapore Airlines lounges to eat, work and relax. However, in our experience the WiFi is faster in the Air New Zealand lounge, so if ploughing through some work is high on your pre-flight to-do list, you may want to choose your lounge accordingly. Note that all Star Alliance airline flights are called in the Singapore Airlines lounge, so there's no risk of missing your flight on Air New Zealand, United Airlines, Thai Airways and so on.
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https://www.incentivetravel.co.uk
Star Alliance Los Angeles Lounge voted Best Alliance Lounge at Skytrax World Airline Awards tseB detoV ecnaillA ratS Accolade Received Three Years Running Airline Alliance at Skytrax The Star Alliance Lounge located at Tom Bradley International Terminal (TBIT) at Los Angeles Airport was voted best Alliance Lounge at the Skytrax World Airline Awards for the third year in a row. Presenting the award to the lounge team Christian Draeger, Vice President Customer Experience Star Alliance, said: ―We could have not received a better present for our Alliance‘s 20th Anniversary. Getting this accolade three years in a row is testament to the fact that we have a fantastic team operating and managing our LA Lounge.
The lounge opened nearly four years ago and customer feedback continues to be positive, underlining the fact that we are offering a very high quality experience on a consistent basis.‖ Member carrier Air New Zealand developed the Alliance‘s LAX lounge and manages the facility on behalf of Star Alliance. Air New Zealand General Manager Customer Experience Anita Hawthorne commented: ―It‘s fantastic to have the Star Alliance Los Angeles Lounge recognized once again at the Skytrax World Airline Awards. Our team works hard to deliver a world-class experience to Star Alliance customers using the lounge each and every day and it‘s great to have their efforts recognized.‖ .
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The premium customer facility at LAX can accommodate up to 400 Business Class and Star Alliance Gold passengers and has an additional exclusive area for First Class passengers. Designed by global architectural firm Gensler, the 1,675 square meter lounge features different experience zones to accommodate the various passenger needs, ranging from social gatherings to quiet time away from home. The lounge offers a bar area for socializing, a library space, a den, a study and a media room. Guests wishing to work can do so from the location of their choice, making use of the high-speed wi-fi, along with the printing, fax and copy services which are available on request. In addition to traditional power outlets, customers can also make use of USB power ports to recharge their mobile devices. For those ―traveling light‖, tablet computers are available on request for use in the lounge. Passengers wishing to freshen up before their flight can do so in one of eight shower suites. The highlight is without doubt the unique open air terrace which offers panoramic views of the northern runway towards Hollywood Hills. This space provides passengers with an unparalleled sensory experience, complete with fire pits and a water wall. In addition to the Star Alliance branded lounge at LAX, member wen denepo yltnecer osla evah detinU dna adanaC riA carriers lounges in Terminals 6 and 7 respectively. Lounge access continues to be rated as one of the top Alliance customer benefits. Star Alliance First and Business Class passengers as well as Star Alliance Gold Card holders currently have access to more than 1,000 lounges across the Alliance‘s global airline network. In addition to airlines‘ own lounges and those operated by third parties, Star Alliance currently has six Alliance branded lounges. Besides LAX, these are located in Buenos Aires (EZE(, Nagoya (NGO(, Paris (CDG( and São Paulo (GRU) and since December 2016 also at Rio de Janeiro (GIG).
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The Star Alliance branded lounges can now also be explored virtually thanks to a new functionality on www.staralliance.com which allows users to ―visit‖ the lounges in the digital world. Customer Experience Improvements at LAX Over the past years the Star Alliance presence at LAX has grown both in terms of member carriers serving the airport and routes flown. The recent addition of flights operated by Austrian and LOT Polish Airlines brings the total number of Star Alliance carriers operating at LAX to 17, placing it just behind New York – JFK, which has 18 member airlines and thereby the most Star Alliance carriers at any airport in the Americas. Besides providing an improved lounge offer at LAX, Star Alliance has in parallel worked with the airport operator, Los Angeles World Airports (LAWA), to secure the best possible collocation for its member airlines, given the existing infrastructure constraints. ―We have already made significant progress in improving the experience for both our customers originating LA as well as for those who are connecting via the airport. We will remain in close and constant contact with the airport operator to ensure that our experience in providing a seamless customer experience will add further benefits in the development of the airport‖, said Draeger. LAX represents one of Star Alliance‘s main international hubs in the USA and is served by 17 member airlines – Air Canada, Air China, Air New Zealand, ANA, Asiana Airlines, Austrian, Avianca, Copa Airlines, Ethiopian Airlines, EVA Air, LOT Polish Airlines, Lufthansa, Scandinavian Airlines, Singapore Airlines, SWISS, Turkish Airlines and United. Together they offer around 780 daily flights in and out of LAX (510 domestic and 270 international) to 74 destinations in 26 countries
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http://www.blackpoolgazette.co.uk/
Airport group calls for aviation pledge Blackpool Airport must develop its aviation business no matter who buys it, campaigners have warned as negotiations over its sale are believed to be coming to a head. The Save Blackpool Airport group, which wants to see the return of holiday flights to Squires Gate, said there were two main contenders to take it over from Balfour Beatty. And the group is calling on minority five per cent shareholder Blackpool Council to ensure, if a deal is done in the coming months, that it insists on maintaining aviation rather than allowing it to be turned over to housing or business premises development. Rob Blower, from the group, said: ―It has come to our attention that a deal may be being finalised and that there are two offers in. What we want is for the new owner to be one committed to growing the aviation business at the airport and not to simply look at the land for development. ―We want the council to keep the pressure on to ensure any new owner understands that the aviation business must be maintained and strengthened.‖ The group ideally wants to see the return of international commercial passenger flights, which ended in October 2014 after years of losses when Jet2 was forced to pull out and relocate flights to Manchester. The airport closed for several weeks but re-opened early the following year, with commercial passenger flights returning to the Isle of Man and Northern Ireland in April 2015. Those fights ended in March this year when Van Air, which operated the flights for Citywing, lost its route licence. However, aviation operations at the airport have continued with increased helicopter activity and continual private aircraft flights and flying school activity.
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https://www.businesslive.co.za It is understood that whoever takes over would have to invest in instrumentation and infrastructure, however there was no question over its viability as an operational airport. Aviation is considered a vital part of the Blackpool Enterprise Zone project which is centred on the airport and long term plans include developing that aspect of the site. Rob Green, from the Blackpool, Fylde and Wyre Economic Development Company which works with Blackpool Council and is involved in overseeing the enterprise zone, said he was aware that Balfour Beatty had been in talks for some time over the sale of the airport. He said: ―From the enterprise point of view, the airport and aviation is very important indeed to the success of the zone.‖
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https://swarajyamag.com
The SpiceJet Turnaround Story And How It Became World‘s Best Aviation Stock Chandigarh-based Varun Checker, 28, a former Larsen and Toubro Ltd engineer, bought SpiceJet Ltd shares at Rs 15 a piece when the airline was close to shutting down because of a cash crunch in late 2014. He exited in few months when the stock touched Rs 50. Today, SpiceJet‘s shares are hovering around Rs 125 each. In June, Bloomberg said it was the world‘s best aviation stock this year with a 124 per cent gain. ―I sold too early,‖ said Checker, ―but still I made three-four times — Rs 50,000 became Rs 1.5 lakh. This was the best return I got on any stock in that time frame.‖ SpiceJet is valued at Rs 7,400 crore, up from the Rs 650 crore it was valued at during its darkest hour in 2014. Rival Jet Airways Ltd, with a fleet double that of SpiceJet, is valued at Rs 6,200 crore. In the past two months, not only has the budget airline found mention from US president Donald Trump for buying Boeing planes ―which will support thousands and thousands of American jobs‖, it has also got more clarity on a legacy issue involving a share dispute with its former owners the Marans (Kalanithi Maran). The airline now stands poised for expansion. Interestingly, the current US secretary of commerce Wilbur Ross once held a 30 per cent stake in the airline (he sold it in 2010). The turnaround story of SpiceJet is remarkable — starting from the fact that current owner Ajay Singh bought if off the Marans for Rs 2 (for 58.64 per cent of the company‘s equity(, according to a report in BloombergQuint that cited court papers filed in the dispute between the Marans and SpiceJet. as required by government law.
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To be fair to Singh though, the airline was bleeding then: its net worth was a negative Rs 1,329 crore, short-term liabilities over Rs 2,000 crore, and it ended 2014-15 with a loss of Rs 687 crore, according to the same report. SpiceJet also had a debt of Rs 1,240 crore as of March 2015. Equally remarkable is the alacrity with which the government cleared the deal (seven days according to BloombergQuint). The Civil Aviation ministry also exempted the new owners from having to make an open offer to public shareholders
Still, not too many airlines have come back from where SpiceJet found itself in late 2014. Vijay Mallya‘s Kingfisher Airlines, M Thiagarajan‘s Paramount Airways, Mohan Meakin Ltd‘s Indus Airways, and half a dozen others have closed down in similar circumstances in recent years. ―They were lucky but they also controlled costs and improved many things,‖ said Amrit Pandurangi, former head of infrastructure practice at Deloitte Touche Tohmatsu India Llp, referring to the drop in fuel prices. Singh, the new promoter-chairman of SpiceJet, oversaw the transition closely. ―There was a plan to shut down the airline,‖ said Singh, chairman of SpiceJet and the airline‘s original co-founder back in 2005 (he exited in 2008 before returning in January 2015(. ―I remember those days — every hour was full of anxiety.‖ The Anatomy Of A Near-Collapse At 9.30am on 15 December 2014, the Civil Aviation ministry got a call from the then SpiceJet management.
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―They said, ‗We have a liquidity crisis and if it continues, we will have to close down; we may not be able to fly‘,‖ said G. Ashok Kumar, the then joint secretary in the aviation ministry. There were three critical issues. First, the aviation regulator Directorate General of Civil Aviation (DGCA) had blocked the airline from booking any tickets beyond 31 December 2014, stifling its revenue stream. SpiceJet was raising working capital by selling tickets well in advance, and at a discount. This was smart inventory management because the airline was ensuring bums on seats, but the regulator was worried about the potential fallout on customers should the airline cancel those flights. The regulator‘s concern was not unfounded. This had happened a few times — because oil companies had refused fuel to the airline because it had not cleared its dues to them. Meanwhile, the Airports Authority of India (AAI), which had burnt its fingers with Kingfisher‘s unpaid dues, was also unwilling to allow any flights till SpiceJet cleared its dues. Aviation minister Ashok Gajapathi Raju and former aviation secretary V Somasundaran were informed of the airline‘s Mayday call. Both took the immediate view that since SpiceJet was a private airline, they couldn‘t do much, recalled Kumar. Meanwhile, SpiceJet staffers were getting manhandled by passengers at airports as it was peak holiday season in December and flights were not taking off. For television news channels, this was a big story. Parliament was in session and early in the course of the day, Raju seems to have changed his mind about not interfering. He asked ministry officials to meet him at Parliament building for a meeting with Finance Minister Arun Jaitley at 10.30am. The ministry officials reached Parliament building only to be told that the Finance Minister had to leave to meet Prime Minister Narendra Modi. The meeting was deferred to 1.30pm. .
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By then, chief secretaries of Goa, and Andaman and Nicobar were calling up the aviation ministry complaining of mass chaos at their small airports. There was no space to seat stranded passengers. Eventually, the team from the aviation ministry decided to meet Jayant Sinha, the then minister of state for finance and now the minister of state for aviation. By then, Singh had arrived at the finance ministry with his offer to take over SpiceJet. ―He said he was ready to revive the airline,‖ said Kumar. By 2.30pm, there was still no clarity on what would happen to the airline that controlled about 13 per cent of the domestic market, but back-room lobbying by rival airlines was in full swing. Some rivals were pushing aircraft lessors to deregister and take away SpiceJet‘s planes so that the airline collapsed, said Kumar. Some executives from these airlines were actually in the ministry checking ―whether SpiceJet was getting closed or not‖, he added. The discussion in the aviation ministry revolved around one question: Can the market afford another Kingfisher? Kingfisher had shut down two years back, rendering thousands of people jobless. And although it wasn‘t clear at the time, the collapse would also leave lenders to the airline high and dry. Kumar explained Kingfisher also could have survived had the then United Progressive Alliance government moved swiftly. When Kingfisher‘s financial stress became visible in December 2011, the government formed a committee of secretaries to study issues in the country‘s civil aviation sector and recommend solutions. This working group sent its report to a group of ministers headed by finance minister Pranab Mukherjee. On 7 February 2012, it was decided to allow foreign airlines to invest in Indian airlines. This was the biggest demand of Mallya then. Curiously, the final order for implementation of this directive from the
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department of industrial policy and promotion came only in September 2012 — a delay of nearly six months. Kingfisher stopped flights in May 2012 and its licence was suspended by DGCA in October. ―If they had done that within a month, Kingfisher would have survived,‖ said Kumar. ―If you want to give oxygen, give oxygen when the patient is gasping for breath, not when he is dead.‖ The ministry was also worried about the negative publicity associated with the closure of an airline. And so, it was decided that SpiceJet be given a lifeline, as long as the airline‘s promoters were willing to talk to Singh. It was decided SpiceJet should survive. At about 4pm, aviation minister Raju wrote to AAI and oil companies asking them to allow credit facilities to SpiceJet and also allow the airline to stagger payments to clear its dues. DGCA was asked to lift the ban on sale of tickets placed on the airline. On 16 December, the aviation ministry issued a formal press note on steps approved by Raju to help SpiceJet. Besides relaxations on oil, airport charges and ticket sales, the ministry asked Indian banks to lend Rs 600 crore to the airline, to be paid back in about eight weeks. SpiceJet didn‘t seek this money from the banks eventually. And so SpiceJet took to the air again and Singh checked in. The Takeover Minister Raju said in a May interview that SpiceJet‘s survival is one of the success stories of the government. The only thing standing between Singh and SpiceJet was stock market regthat ulator Securities and Exchange Board of India, which required an open offer be made to shareholders
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SpiceJet told the ministry that under special circumstances, this could be waived if the ministry concerned wrote to the regulator. The aviation ministry took the opinion of a former Supreme Court judge, who said there was nothing wrong in making such a recommendation to the regulator as the airline was on the verge of being grounded. And so, Singh took over the airline. Things improved rapidly. Jet fuel price that hovered at Rs 40 a litre in 2010 when the Marans bought SpiceJet, and rose to as much as Rs 77 a litre in 2013 and about Rs 70 a litre in 2014, fell to Rs 46 a litre in February 2015, according data from IndianOil website, and then further to Rs 35 a litre on February 2016. It‘s now hovering at Rs 48 a litre. Fuel makes up a third of the cost of an airline in India. Data from SpiceJet‘s balance sheet shows this was one of the biggest reasons for the airline‘s turnaround. SpiceJet paid Rs 2,410 crore to oil firms in 2014-15 but only Rs 1,392 crore in 2015-16, a drop of 42 per cent. This was a saving of Rs 1,018 crore. The airline clocked a profit Rs 407 crore in 2015-16 and has been profitable since. Rival Jet Airways too posted its first ever profit in 2015-16, after eight years. ―SpiceJet also controlled costs and improved many things like including on-time performance. The one thing they used to do back then was dirt cheap fare sales which was dragging them down. That has gone to a large extent and has helped too,‖ said Pandurangi of Deloitte. Earlier this year, the airline ordered 100 fuel-efficient Boeing Max aircraft, adding to a previous order of 55 planes which will be delivered over the next decade and bring down its costs by another 5 to 10 per cent. It also has options to buy 50 more planes taking its order book to 205.
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The order laid down the long-term plan for the airline — one that it never had before because of frequent changes in ownership. Boeing, which had also helped the airline during its crisis returning about $30 million paid as booking amount for planes, now sees SpiceJet as a strong customer. ―They are a strong player now,‖ said Dinesh Keskar, senior vicepresident (Asia-Pacific and India) of Boeing Commercial Airplanes. SpiceJet will gradually return the $30 million, as it is now making profits. The airline has also pared its debt and launched a new advertising campaign to restore consumer confidence. ―We needed to change the image. We had to change the mindset within the company,‖ said Singh. Singh, who runs the airline like a CEO himself, allowed some senior staff in the Maran era to leave but retained old-time loyalists who helped him launch the airline in early 2005. He also kept the culture simple. Instead of moving decisions all day on emails, Singh keeps his doors open all the time, allowing senior officials to discuss and take decisions on the go, said a SpiceJet official who did not want to be named. Singh said the airline needs to do more — low oil prices will not last forever. ―We have to prepare for a time where oil is higher than today. That‘s what I am trying to do. The broad direction will be this — increase revenues, decrease costs,‖ he said. The airline also knows what it is up against. While they started as equals, IndiGo, India‘s largest passenger airline run by InterGlobe Enterprises Ltd, now has 136 aircraft and is growing by about two planes a month, adding aircraft from its 400-plane order. It also controls 40 per cent of the domestic market. And in a departure from its strategy of having just one kind of aircraft, IndiGo has decided to order 50 ATR turboprop planes that will ply on routes that bring high yields to SpiceJet. .
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SpiceJet has been trying to differentiate its product. There is a new uniform for the crew. It has also tied up with Lufthansa Systems to provide inflight entertainment to passengers on their mobiles and laptops in new planes. The airline may also offer Wi-Fi for a fee next year and experiment with international low-cost flights. It is also opening SpiceJet retail stores to experiment with ancillary revenues. A legacy issue that prevents the airline from raising money through equity and potentially hurt investor sentiments is now closer to being resolved. The transfer of control of the airline from the Marans to Singh — the terms of the deal were not made public and that came up for criticism; the details only emerged from the court filings — became controversial. The matter has gone into arbitration. The Delhi high court on 3 July directed SpiceJet to set aside Rs 250 crore as cash and another Rs 329 crore as bank guarantee on or before 31 August against this even as the matter is resolved. The airline currently has about Rs 350 crore cash on its books. Singh‘s nearly 60 per cent stake is worth Rs 4,000 crore. A former aviation secretary who did not want to be named said the ministry had planned to frame a policy for airlines going bankrupt so the same yardstick is there for everyone in the future. That policy should have been crystallised by now. ―In the last one-and-a-half years alone three small airlines have shut shop if you notice,‖ he said. ―There should be one rule for all. ‖ His reference is to Air Costa, Air Carnival, and Air Pegasus that have all been grounded. And his reference is also to the perception that Singh is close to the current government. Singh studied at the Indian Institute of Technology Delhi and Cornell University in the US, and went on to become an aide to the late Pramod Mahajan, one of the most high-profile leaders of the Bharatiya Janata Party (BJP), till his untimely death in 2006.
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Chandigarh-based Checker, who is now working with his father in the family business, said Singh‘s background led him to gamble on SpiceJet‘s shares. ―I just knew he founded the airline, he was a smart guy and that he was close to the BJP,‖ he said. ―I was sure SpiceJet wouldn‘t shut down.‖ The Maran family put in Rs 179 crore into SpiceJet as debt in late 2014. They were to be issued convertible warrants against this. Subsequent to the takeover of the airline company that happened in early 2015, SpiceJet agreed to issue warrants against this and also against Rs 500 crore that the Marans paid at the time to settle some liabilities. The share purchase agreement between the two says the Marans would invest Rs 679 crore and be issued these warrants and/or redeemable preference shares. According to details that have emerged in the course of the arbitration, the Marans put in around Rs 579 crore, but were issued neither the warrants nor the shares. Although SpiceJet wanted to issue the warrants, the stock market regulator didn‘t sign off on it because it was not paid. The Delhi High Court has, pending arbitration, asked SpiceJet to deposit Rs 329 crore bank guarantee and Rs 250 crore as cash in the high court as a security. The matter in arbitration is likely to be decided in the next three months and the amount ordered by the arbitration tribunal will be paid by SpiceJet to the Marans, said a SpiceJet official who did not want to be named. While the Marans are said to be keen on the warrants, it is unlikely that Ajay Singh will want to issue them and make them a shareholder in
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