British Airways Management Structure Diagram:
There are twenty six subsidiary companies. Their principal Banks are: Barclays plc; National Westminster Bank plc. Finally, there are BA’s financial information group. These all from a significant part of the structure of British Airways operation. Another section of BA’s structure has to do with her fleet of airlines. There are a growing number of fleets British airways operate, such as Boeing 747 fleet. There is now the newer 777 fleet. Their flagship “Concorde” fleet (introduced in 1976). I will go into the workings of one such fleet, as we progress; namely British Airways (European) fleet. This gives insight into how the remainder of her fleet operate in a similar pattern.
This section concerns the geography of flights and their destinations, which can here be enumerated.
1）British Airways (European)
2）British Regional Airlines
3）British Asia Airways
4）British airways Franchise Airlines
5）British Mediterranean Airways
Having enumerated BA’s current destinations, I will proceed to speak of the operations of one, which give a general insight into the workings of BA’s airlines. BA’s (European) operates a scheduled service. In 1992 British Airways took over the independent “Dan Air” airlines, after the take over, it became British Airways (European), scheduled for long-haul flights initially, this smaller fleet was built around BA’s Boeing fleet 737-300, and 400 s. The Boeing fleet are based at Heathrow; so also was British Airways (European) smaller fleet as BA (European) flights expanded so successfully. Their fleet was reallocated from Heathrow to Gatwick Airport, Theirs was not the only fleet transferred from Heathrow to Gatwick. The procedure here is that as British Airways traffic continued to expand, larger aircraft were allocated to the Gatwick operation. So also was BA’s (European) fleet transferred to Gatwick, as their range of destinations increased. Because of the increasing demand for flights, the government should respond positively to the need of additional runway capacity, which would in turn, enable British Airways to expand our ever increasing fleet. British Airway’s fleet will very in size and capacity, depending on passenger demands. Their destination from British Airports depends on whether they are:
A) ----Long haul flights, or
B) ----Medium-haul aircraft flights.
By way of example, British European airlines operate at European routes, while BA’s regional airline fleet run services from regional airport: Birmingham, Manchester, and Glasgow, (Boeing 737-236s). One of the British long-Haul service Boeing 757s or 767s operate services to New York.
The efficiency of the Airports from which British Airways operate, must also be here taken into consideration, even if in brief. BA’s growth in passenger traffic will also depend on its airports smooth working of airline service, from which its flights operates; BA operate their aircraft from two of BAA’s airports, namely Heathrow, and Gatwick. BAA own and run seven British Airports, there are: Heathrow, Gatwick, Stansted, Southampton, Edinburough, Glasgow, and Aberdeen. The smooth running of the airports used by BA will help ensure passengers confidence and safety.
British Airways improve its environmental and performance and to contribute to a better quality of life for everyone. This will be achieved by:
- Aiming to prove economic, environmental and performance, integrating environmental and social factors in the management systems and programmers and in the commercial decisions.
- Identifying significant aspects and impacts of activities, including changers, on society and the environment and developing programmes to minimise these impacts.
- Setting clearly defined objective and targets addressing the environmental and social issues.
- Meeting or exceeding requirements of relevant rules and regulations.
- Using natural resources efficiently, minimizing waste and harmful releases to the environment.
- Working constructively with organizations concerned for communities, society and the environment.
- Raising awareness of environmental and social issues with staff, partners and suppliers, who will seek to influence to adopt similar policies.
- Undertaking open dialogue on environmental and social programmers with the staff, customers and other stakeholders.
- Engagement on relevant major public policy issues such as climate change.
- Providing support, advice and training to staff on matters relating to our environmental and social performance.
- Monitoring, auditing and reviewing our performance.
- Regularly reviewing policies and management systems in these areas in order to dive for specific of social and environmental performance are covered in other policy documents, including the code of conduct, health, safety and environment manual, and employment guide.
2001 and beyond, British Airways enters the new century at a challenging time for the airline industry, which finds itself influenced more than ever by global events and trends. A lengthy process of structural change is underway as the regulatory frameworks which govern air travel are progressively dismantled. The industry is also suffering from a cyclical business downturn triggered off by an economic slowdown in many parts of the world These factors are reshaping the whole industry and British Airways’ strategy has been revised to ensure that it maintains its position at the forefront of the changes which are necessary to survive. The current economic slowdown began with a crash in the financial markets of a series of Far Eastern countries during 1997 and subsequently spread to other emerging markets.
A slowdown has already occurred in the economic growth of the UK and many of the airline’s markets. British Airways having weathered the previous economic downturn and emerging in much better shape than most airlines has been able to use this experience to prepare for the current one by implementing a range of cost-cutting measures to adapt to the changing circumstances and which are now having a significant impact on the airline and its fleet plants. These plans and strategies are also being shaped by the removal of barriers to world trade though deregulation, and increasing access to new markets. These factors have brought about the strategies which are now shaping British Airways for the rears ahead. Firstly, a major cost saving Business Efficiency Programme has been underway for some time, which has enabled the airline to remain to profitable by delivering savings that are targeted to reach £1bn per year by 2001. Secondly, product improvements have included the World Traveller re-launch in 1998 followed by a Club World upgrade including fully flat beds, and improvements to first class and Concorde, plus an on-going drive to improve the basic service standards which passengers expect, such as good punctuality and baggage delivery performance. The airline is also concentrating on attracting more high-yielding premium-fare passengers and operating the routes which maximise profitability. Other significant strategies include a major revision of the airline’s fleet plans and further development of its partnerships and alliances.
