Airlines in Trouble
American Airlines loses $1.4 billion, Continental $3 million, Delta $1 billion, Northwest $377 million, United $2.7 billion, five U.S. flag carriers reported a combined loss of $5.777 billion dollars; "Houston, we've got a problem!"
The airline industry is in trouble, and it is being reported on a daily basis- both in the industry and in mainstream media. Not since the tragedy of 9/11 and its devastating repercussions on the air carriers, namely through the trials and tribulations of Chapter's 11 and 13, have the airlines been in such deep financial trouble.
The source of this plight can all be traced back to one pivotal concern: the exorbitant and skyrocketing price of fuel.
Additional charges for checked bags, removing magazines from airplanes, plastic cutlery and cups instead of glass in first class - carriers are taking drastic measures in efforts to reduce fuel consumption costs. Tow the plane from the gate instead of using engines, taxiing with one engine instead of two or four, turning off the engine at the gate and running on ground power - the airlines are doing anything and everything to conserve on gas.
These same airlines will be reducing capacity when the fall schedules are published. Much to the industry's chagrin, these schedules offer little to no service to smaller USA cities. Furthermore, regional jet services will either be curtailed or cancelled, and employees will be furloughed, terminated or offered retirement packages they can't refuse. Several notable senior executives, pioneers in the air cargo industry, have just recently announced their retirement.
Make no mistake, the airline industry is indeed in trouble and no one can anticipate when these woes will end. This point is again validated and re-visited in the following excerpt from an article posted on Air Cargo Asia Pacific Monday July 28, 2008:
Airline chiefs see tougher times ahead
Airline business confidence in current and future profitability weakened sharply in the first quarter of 2008. That's the major finding of IATA's quarterly business confidence survey of airline chief financial officers, which provides an invaluable forward-looking view of key financial and demand indicators.
The latest survey says that for the first time since it began in March 2005, expectations of changes in profitability were - on average - negative. Half of the respondents believed that profitability had decreased in the first quarter of 2008, while more than 61 per cent expected profitability to deteriorate further over the next 12 months.
When the airlines do attempt to rally together and gain efficiencies (take, for instance, the efforts by American Airlines and British Airways), regulators or competitors scream foul! To some, it appears as if they'll all go down together by choice as opposed to a few jumping overboard and surviving; if I can't survive, neither can you!
Fuel surcharges quite frankly won't solve the problem. As reported in previous editions of the AIT eNewsletter, the surcharges passed onto customers do not pay 100% of the fuel bill. The airlines retire old fuel inefficient aircraft to improve mileage, yet the price tag for these new efficient models are staggeringly high. The carriers invest, divest and do whatever they can to survive in a competitive world.
The following are headlines and lead articles from July 2008:
Northwest Airlines to cut 2,500 jobs, raise fees
Minneapolis - Northwest Airlines Corp. is the latest airline to cut jobs because of high oil prices.
The carrier said Wednesday it will eliminate 2,500 management and front-line jobs. It previously announced that it would shrink the amount of flying it does by roughly 9 percent later this year.
President and CEO Doug Steenland blames the cuts on fuel costs that have more than doubled in the past year.
Northwest says it will offer voluntary departures. It says furloughs will be used only if it does not get enough volunteers to reach the 2,500 number.
Northwest also says it will begin charging $15 for the first checked bag, matching a fee added by other carriers this year. And the airline says it will begin charging a fee for frequent-flier award tickets - from $25 for domestic tickets to $100 for flights to Asia.
Associated Press
Published on: 07/09/08
AMR Loses $1.4B
AMR Corporation, parent of American Airlines, lost $1.4 billion in the second quarter on write downs for capacity reduction and severance pay as it scales back drastically in the face of record fuel prices.
Total operating revenue grew 5.1 percent in the quarter ending June 30 to $ 6.2 billion. While cargo revenue increased 16.5 percent year-over-year and passenger revenue gained 4.6 percent, fuel costs increased 53 percent to force a loss of $284 million before special items related to reducing capacity.
As jet fuel prices rose from $2.09 a gallon in the second quarter a year ago to $3.19 a gallon this year, the company paid $838 million more for fuel than the same amount would have cost a year ago.
AMR reported July 2 that it would take a non-cash write down of $1.1 billion for the value of aircraft it will retire and another $55 million for severance-related costs resulting from the company's system-wide capacity reductions in the fourth quarter of this year. Another $15 million in severance costs will be accounted in the third quarter.
The company took $500 million in additional financing to bolster its liquidity in the coming year. It expects to retire its whole fleet of A300 planes by the end of 2009, rather than 2012 as previously planned.
"Our company continues to be severely challenged by the fuel crisis that has afflicted our entire industry, and we expect these difficulties to continue for the foreseeable future," said AMR Chairman and CEO Gerard Arpey.
"We remain committed to taking action -- whether that relates to capacity reductions, revenue enhancements, fleet changes or other efforts to improve our financial foundation -- as we work to secure our long-term future," he said.
Continental Loses $3M
Continental Airlines lost $3 million in the second quarter as rapidly rising fuel prices ate up revenue gains from higher fares and surcharges.
Total revenue for the quarter of $4 billion increased 9 percent compared with the same period in 2007, as a result of increased fuel surcharges on passenger tickets and on cargo, as well as international growth, increased fees and fare increases. With a 4 percent increase in cargo ton miles, the airline recorded a 21 percent increase in cargo revenue. Passenger revenue was up 7.5 percent.
"Despite solid operational and financial performance, we were unable to generate enough revenue to keep pace with the stratospheric increase in fuel prices," said Jeff Smisek, president. "We will continue to take actions to increase our revenue and decrease our costs, while preserving our culture and core product integrity."
The combination of record high fuel prices, weakening economic conditions and a weak dollar has resulted in the worst financial environment for U.S. network carriers since the 9/11 terrorist attacks, the company said.
The airline announced capacity reductions beginning in September, including a 10-percent cut in domestic mainline capacity, a 15.4-percent decline in domestic mainline departures and a 6.7-percent drop in consolidated capacity in the fourth quarter 2008 compared to the same period 2007. Continental will also accelerate the retirement of older aircraft to remove the least fuel-efficient models.
Leasing and financial arrangements are expected to raise more than $900 million for operations in the coming year.
Air Cargo World
July 17, 2008
Delta swings to $1B loss, still beats view
Plan to sideline regional planes expands
Atlanta-based Delta Air Lines lost $1 billion in the second quarter, after recording $1.2 billion in special charges for write-downs, severance and closing of some facilities at airports.
But excluding the special items, Delta reported a $137 million profit, or 35 cents per share, despite a more than $1 billion increase in the cost of fuel compared with a year earlier. A year earlier, Delta had a $274 million profit excluding special items.
Delta said Wednesday it now expects its proposed merger with Eagan, Minn.-based Northwest will cost about $600 million over three years. The company also now anticipates the deal will generate $500 million in additional revenues or cost savings in 2009, and about $2 billion in additional revenues or cost savings by 2012.
Delta also said it plans to take more regional aircraft out of its system, now expecting to remove about 100 of the small airliners by the end of the year instead of the 60 to 70 it had previously planned to cut.
The airline's $1 billion net loss amounted to $2.64 per share, as the airline dealt with "unprecedented fuel prices."
Delta president Ed Bastian said in a written statement that the company mitigated nearly 80 percent of the impact of higher fuel costs. The carrier has increased revenue with growth in international flights, cargo and additional passenger fees, while working on cutting costs.
Delta had $5.5 billion in operating revenue in the quarter ended June 30, up from $5 billion in the year-ago quarter. Its operating expenses totaled $6.6 billion, up from $4.5 billion a year earlier.
The company ended the June quarter with $3.3 billion in unrestricted cash and another $1 billion available from a line of credit.
By Kelly Yamanouchi
The Atlanta Journal-Constitution
Published on: 07/16/08
NWA Loses $377M
Northwest Airlines Corporation lost $377 million in the second quarter after a net non-cash impairment charge of $547 million and a $250 million gain on fuel hedges.
The results are in an entirely different range from the $2.1 billion net income in the prior year quarter, which included $1.9 billion in reorganization items.
Before adjusting the airline's true valuation with the impairment charge, net income would have been $170 million in the second quarter, lower than but comparable to net income of $205 million before reorganization items last year. Northwest's operating revenue for the second quarter rose to $3.6 billion, up 12.4 percent from last year. Cargo revenue more than tripled from $69 million to $212 million in the quarter.
Fuel hedges protected Northwest from a 69 percent jump in jet fuel costs from $2.04 per gallon to $3.45 in the year since June 30, 2007. Northwest's total fuel costs, excluding out-of-period hedge gains, increased by $637 million versus the prior year.
"The unprecedented run-up in oil prices continues to pose great challenges for Northwest Airlines and the entire airline industry," said Doug Steenland, president and chief executive officer. "In response, we have acted swiftly to reduce capacity, preserve liquidity, aggressively manage our costs and grow revenue through fare actions and additional fees and charges."
As a result of flight reductions, Northwest is reducing its frontline and management personnel by 2,500. All Northwest employee groups will be affected, the company said.
UAL Loses $2.7B
UAL, the parent of United Airlines, lost $2.7 billion in the second quarter, mainly through non-cash charges to account for goodwill impairment.
Without those charges, the company would have lost $151 million anyway as fuel costs spiked $773 million beyond the previous year's second quarter expense, a 54 percent increase.
Total revenue increased 3 percent to $5.4 billion. Cargo revenue increased 30.9 percent to $237 million, a tiny percentage of the whole but a firm growth sector.
In an effort to stem the losses, the airline announced an alliance with Continental Airlines, further capacity cuts and the retirement of the entire B737 fleet as well as six B747s. In total, United will retire 100 aircraft and will reduce fourth-quarter mainline domestic capacity 15.5 percent to 16.5 percent year-over-year. In conjunction with the capacity reductions, the company expects to reduce its workforce by approximately 7,000 by year-end 2009.
"Our industry is challenged as never before by the unrelenting price of oil, and United is taking aggressive action to offset unprecedented fuel costs and to strengthen the competitiveness of our business," said Glenn Tilton, United president, chairman and CEO. "The elimination of our entire B737 fleet and our alliance with Continental are examples of the different approach we are taking to respond to dramatically changed market conditions to deliver better results for all our stakeholders."
Delta looking to expand cargo business
Although the airline industry is cutting back amid record fuel costs, Delta Air Lines is investing in an area that had been easy to neglect: cargo.
Atlanta-based Delta hopes to grow its cargo business to $600 million in revenue this year, from $482 million last year.
Among the investments the airline has made is a $2 million set of four giant coolers and infrastructure in Atlanta to store lucrative perishable shipments such as fresh produce and pharmaceuticals. The coolers are to be in use by July 15.
Although cargo is a behind-the-scenes business for an airline, it can make the difference between a profitable flight and an unprofitable one, particularly for international flights. And as Delta grows its share of international flights, cargo rises in importance.
For example, Delta's Atlanta-Shanghai flight launched March 30 brought in $6 million in cargo revenue by the end of June, said Neel Shah, vice president of Delta's cargo division. That flight moves cargo from China that is often transferred in Atlanta to Brazil, including electronic components manufactured in China, assembled in Brazil, then sold in the United States, Shah said.
Cargo was one of the areas that Delta cut back during earlier financial trouble, including its Chapter 11 bankruptcy from September 2005 until April 2007.
"Delta has never had a major position in the air freight business. It's always been an after-product, or an after-thought," said Ned Laird at Seattle-based Air Cargo Management Group. But with more international flights, "it becomes more important to have an air freight business," Laird said.
When Richard Anderson took the helm at Delta last year, cargo was one of the areas he directed more attention toward.
The company hired Shah, who was vice president of sales and marketing for cargo at United Airlines, which has a stronger reputation than Delta in cargo.
Cargo had been largely ignored by Delta, and "really atrophied during the bankruptcy," Shah said. "It just really declined to the point where customers were taking enormous steps to avoid taking freight out of Atlanta (on Delta). I know this because I was a competitor."
But "I was convinced about the company's commitment to the cargo business," he said.
Still, Shah faces an uphill climb if he wants to make Delta a leader in cargo.
"You can't turn the Titanic on a dime," he said.
Delta's cargo operation has about 775 employees, including about 300 in Atlanta. Shah brought in new management in cargo and is overseeing changes like cutting out redundant steps and bringing in a $4 million revenue management system.
The cargo division also has added other technological improvements, such as scanning technology. It was added to Atlanta in May, and the company hopes to roll it out to other hubs by the end of this year.
Delta's proposed merger with Northwest Airlines, a carrier with a stronger reputation in cargo, could also significantly improve Delta's position in the cargo business. The proposed merger with Northwest would combine Northwest's strength in Asia with Delta's strength in Europe.
"It's a network that none of our customers can ignore," Shah said.
Whether Delta becomes a major player in the international freight business will depend on the decisions it makes in the merger and on its investments in cargo, including what to do with Northwest's fleet of Boeing 747 freighters, Laird said.
Delta needs to improve its standards of service, Laird said. "Their freight service does not match world standards set by the Europeans and the Asians," he said.
And there are serious challenges affecting the air cargo industry across the board.
"The air freight and express industry is really struggling with current fuel prices and in the international marketplace, a lot of freight is being diverted to ocean transportation because of it," Laird said.
The new coolers in Atlanta are a key part of Delta's plan to target more valuable cargo, such as temperature-sensitive pharmaceuticals. In a weak economy, companies may move less valuable shipments from aircraft to ships, but "what you'll never find on a ship is pharmaceuticals," Shah said.
Delta has been using a contracted facility, the Atlanta Perishables Complex, to store perishables. But Shah said handling of perishables will be more dependable when Delta begins using its own coolers in Atlanta to store temperature-sensitive cargo.
Chris Connell, president of Commodity Forwarders Inc. in Los Angeles, said his company hopes to increase tonnage it moves through Atlanta in the next six to 18 months because of Delta's new system for handling perishables.
Delta's move is "a solid step in the right direction to improve the logistical cool chain for air freight," Connell said, as the airline adds "layers and layers back into infrastructure from years of hard time in bankruptcy."
By KELLY YAMANOUCHI
The Atlanta Journal-Constitution
Published on: 07/03/08
Book Review: Transport Logistics: Past, Present and Predictions
By Issa Baluch
Chairman and CEO, Swift Freight International L.L.C. and President, FIATA
Press Release
20 September 2005
On September 20, Issa Baluch, CEO of Swift Freight and Immediate Past President of FIATA, launched his new book, Transport Logistics: Past, Present and Predictions, published by Winning Books, Dubai, a division of Winning Communications. In an event at Emirates Towers Hotel, local logistics industry leaders gathered to celebrate the book launch and to honor Baluch's contribution to the field.
As a 33-year veteran of the industry, Issa Baluch is well-positioned to explore the challenges of the logistics business. In Transport Logistics, he examines logistics innovations in great projects of the past, analyzes the challenges of today's dynamic industry, and shares his vision for its possibilities in the future. Baluch's book also meets a great need for accessible resources in the transport logistics industry.
Transport Logistics: Past, Present and Predictions begins with eleven case studies of historical projects that, whether related to construction, engineering, military actions, or humanitarian relief, all demanded careful transport logistics management and demonstrated the need for thorough planning. Part II examines various aspects of today's dynamic freight logistics industry, including the changing role of the freight forwarder. Finally, Baluch looks at the future of transport logistics, which will continue to evolve and pose new challenges as a result of globalization, the digitalization of information, security concerns, new technologies, rising energy costs, and changing trade patterns.
US makes a stand against EU ruling
Think back or Google search the types of airplanes that were flying back in 1944; turbo prop airplanes that made frequent fuel stops and a cross-country non stop flight reserved to test pilots out at Andrews Air Force Base. As reported in the following article, the European Union is trying to bring about structural change in the airline industry to reduce carbon emissions, and the United States is protesting their action by citing a 1944 civil aviation convention. We weren't cognizant of our carbon footprints in 1944 and no one could have foreseen the environmental impact our mutual progress would have had.
A notable fact contained within the article is the USA citing the 1997 Kyoto Protocol as the proper forum to decide on such matters - the very same Kyoto Protocol the current administration in Washington abandoned in their earliest months in office.
US makes a stand against EU ruling
The United States has signaled to the European Union that it will object to an EU plan to penalize airlines for poor aircraft emissions.
The EU recently announced all flights to and from EU airports from 2012 will be part of a program to trade carbon-dioxide allowances. If ratified, the program will force airlines to reduce emissions by three per cent compared with average emissions in 2004-2006.
But US officials say the EU plan is inconsistent with a civil aviation convention signed in Chicago in 1944 and the US will seek to pursue those negotiations at a meeting of a 15-country group called to deal with climate change within the International Civil Aviation Organization, or ICAO, in two weeks time in Montreal.
"This is a global problem and deserves a global solution. We believe the Group on International Aviation and Climate Change at ICAO can and will develop a globally acceptable framework," said Kurt Edwards, the US Federal Aviation Administration's senior representative to the EU.
ICAO was recognized by the 1997 Kyoto Protocol on climate change as the forum in which to address the issue of greenhouse gas emissions by the aviation industry.
Jack Handley
Impact Publications
July 4, 2008
IATA comes out fighting after EU emissions vote
The International Air Transport Association (IATA) has continued its high-profile battle with the European Union, slamming yesterday's parliamentary vote to bring aviation into the European Emissions Trading Scheme (ETS).
"It's absolutely the wrong answer to the very serious issue of environment," said Giovanni Bisignani, IATA's outspoken director general and CEO.
"We support emissions trading, but not this decision. Europe has taken the wrong approach, with the wrong conditions at the wrong time."
IATA said Europe's unilateral and extra-territorial approach would apply ETS to all aircraft flying to or from Europe and that without international agreement this would spark international legal battles.
"What right does Europe have to impose ETS charges on, for example, an Australian carrier flying from Asia to Europe for emissions over the Middle East?" Bisignani asked.
"Article 1 of the Chicago Convention prohibits this. And it goes against Article 2 of the Kyoto Protocol. Fuelling legal battles and trade wars is no way to help the environment. Already over 130 states have vowed to oppose it.
"The only successful way forward for ETS is as the drafters of Kyoto envisaged. That's a global scheme brokered through the International Civil Aviation Organization (ICAO)," he said.
The conditions were also wrong. Bisignani warned that in its first year of operation, the ETS would add US$5.5 billion to industry costs and this would rise year-on-year.
"There is no guarantee that any of the funds generated will be earmarked for environmental purposes. Today's decision only indicates that revenues generated from the auctioning of allowances 'should' be used to reduce greenhouse gas emissions. It's the weakest possible language."
Bisignani said the only "sure beneficiaries" of the $5.5 billion cost would be national government coffers, with no assurances that the money would end up in environmental programs.
"It's time for Europe's politicians to be honest. This is a punitive tax put in place by politicians who want to paint themselves green. Worse, it's not even part of a coordinated European policy. This tax will come on top of the UK's Air Passenger Duty and the Dutch Air Passenger Tax.
"Rather than double or triple charging for emissions, governments should focus on solutions to improve environmental performance," said Bisignani.
It was also the wrong time, he said. With oil trading above $140 a barrel and jet fuel above $170 per barrel, the industry fuel bill for 2008 will be at least $190 billion.
"Airlines are struggling to reduce fuel burn to survive. Adding an extra $5.5 billion to industry costs will not produce any better results. If Europe is serious about the environment, it would move forward quickly with the Single European Sky proposal. By the EC's own calculation, this would save up to 16 million tons of CO2, reduce delays and improve environmental performance," Bisignani said.
Airlines are committed to effective measures to reduce the two percent of carbon emissions attributed to aviation.
"Reducing fuel burn to improve environmental performance is a top priority. IATA's four-pillar strategy to address climate change is now an industry commitment that does just that. Emissions trading is one small part of a comprehensive strategy that includes investing in technology, improving operations, building efficient infrastructure and using positive economic measures," said Bisignani.
"Our focus is on results. Last year the strategy saved at least 10.5 million tons of CO2. Our target is a 25 percent improvement in fuel efficiency by 2020. And we are working towards carbon-neutral growth with a vision for a carbon-free future.
"Europe's tunnel-vision focus on a unilateral, punitive and illegal ETS may help some government budgets, but it will do little if anything to improve environmental performance. It's time for Europe to re-focus," said Bisignani.
Northwest Airlines - In-flight Recycling Program A Success
The EarthCares in-flight recycling program is proving to be a great green success. In just two months time, NWA flight attendants and ground crews have helped recycle more than 9.5 tons of aluminum cans, 23,660 pounds of paper and nearly 12 tons of plastic have been collected and recycled in Detroit, Minneapolis/St. Paul and Memphis. That's the equivalent of more than 666,400 aluminum cans and 200 trees recycled in NWA's hub cities alone.
It is estimated that about half this amount is being recycled through down-line caterers at gateway city airports. In Los Angeles, San Francisco and Seattle, aircraft cleaners are removing the collected recycling on turnarounds and rerouting it to airport recycling centers.
Northwest Airlines Newswire
July 08, 2008 edition
Continental Announces Cargo Emissions Calculator with Sustainable Travel International
HOUSTON, May 27, 2008 - Continental Airlines, in partnership with Sustainable Travel International (STI), launched North America's first airline Cargo Emissions Calculator. As more and more shippers request carbon footprint data for their shipments, this innovative tool provides easy origin and destination entry, and the voluntary option to contribute to carbon offsets for the itinerary. It enables forwarders to be responsive to their customers by quickly determining the greenhouse gas impact of Continental flights, in their logistics chain.
The carbon offsetting option is part of a company-wide commitment to environmental responsibility. Continental has achieved a 35 percent reduction in greenhouse gas emissions and fuel consumption over the past 10 years, and is the only major U.S. carrier to schedule a flight test in 2009, using sustainable biofuels. For a comprehensive look at its Commitment to the Environment, visit us at continental.com/ About Continental/ Company Profile/ Commitment to the Environment.
To access the new Continental Cargo Emissions Calculator:
http://www.continental.com/web/en-US/content/company/profile/offset.aspx
Davies Turner goes green with new Bristol facility
Davies Turner's environmentally responsible policies are clearly demonstrated at the freight forwarder's recently completed multi-million pound regional distribution centre at Avonmouth, Bristol.
The new development has been designed from the start to exploit sophisticated engineering to reduce its environmental impact.
Having undertaken initial environmental surveys as well as traffic impact reports, archaeological surveys and flood studies, the company willingly committed itself to substantial investments in time and money to develop its green agenda. Initiatives designed to reduce the environmental impact of the new distribution centre include:
- To satisfy local planning regulations, all water run-offs from the site is collected in an underground reservoir prior to cleansing before being slowly released into local drainage systems.
- The new warehouse will be unheated - relying on insulation and ventilation to minimize heat loss in winter.
- An alternative air-cooling system will minimize energy use and consume less than half the electricity of conventional air conditioning.
- Light level and movement detectors will switch off lights in unoccupied offices; Solar- and timer-controlled lighting is used externally.
Eye for Transport
June 19, 2008
Companies pass the buck on 'green' logistics costs
New research by Transport Intelligence suggests that while many companies have announced a commitment to making their logistics operations more environmentally friendly, most of them expect their sub-contractors to pick up the bill.
Sponsored by trade and logistics software company, Kewill, the Logistics & Transport Industry Environmental Survey found that three-quarters of respondents who awarded logistics contracts included sections on environmental compliance in their tender documents, although more than half (54%) failed to make provision for the extra costs that could be involved.
That will no doubt be a source of annoyance for many logistics companies that will see the environmental measures they are forced to adopt as another cost burden pushed on to them by their clients.
It seems that there is little that logistics companies can do to avoid investing in green initiatives. According to the survey, 70% of companies awarding contracts said that environmental compliance was either 'reasonably important' or 'very important.'
Survey respondents were also asked whether their companies' environmental enthusiasm would change in the coming years, given the chances of an economic slowdown. The overwhelming sentiment seemed to be "no", but according to two-thirds of respondents, this is largely due to the 'win-win' of implementing green initiatives that bring operational efficiencies and also cut costs.
The number who said they would continue to pay more for an environmentally-friendly alternative (17%) was balanced by the proportion who said they would base their sourcing decisions on cost alone.
In terms of specific areas, the highest proportion (33%) identified transportation as an area of focus for green initiatives. That included driver training, hybrid engines and better management of empty running. Around a quarter of the respondents said their companies are focusing on more efficient planning through IT tools and increased administrative efficiencies. Surprisingly, only 15% identified warehousing as an area of focus.
Transport Intelligence CEO John Manners-Bell commented: "The survey results will not surprise the more cynical in the industry who believe that the cost of these types of initiatives always gets passed down the line. However, it seems that 'green logistics' is not a passing fad. The business case for implementing environmental initiatives cannot be doubted due to the cost savings they bring, especially when they offset the rising cost of oil."
Kewill's chief marketing officer, Evan Puzey, added: "The survey reinforces the fact that technology can play an important role in helping make logistics more environmentally friendly, particularly in the area of carbon footprints - where 79% of respondents cited technology as an important tool for reducing carbon footprints."
Eye for Transport
July 23, 2008
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please contact Joseph Hoban from the AIT Air Department. |
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