12 ASIA’S BOUTIQUE AIRLINE January-December 2017 2016 Ground Services (BFS Ground): Revenue(1) 2,537.2 2,382.9 EBITDA 404.4 404.6 Net income 254.3 255.5 Number of flights handled (flight) 68,356 63,226
of flights handled (flight) 74,725 68,356 International cargo terminal services data (BFS Cargo): Revenue(1) 2,048.7 1,937.4 EBITDA 1,063.7 924.6 Net income 779.1 688.1 Tonnage 425,790 402,297 Cargo
Ground Services (BFS Ground): Revenue(1) 777.1 683.2 EBITDA 186.6 138.7 Net income 122.2 84.9 Number of flights handled (flight) 20,818 18,579 International cargo terminal services (BFS Cargo): Revenue(1
Ground Services (BFS Ground): Revenue(1) 777.1 683.2 EBITDA 186.6 138.7 Net income 122.2 84.9 Number of flights handled (flight) 20,818 18,579 International cargo terminal services (BFS Cargo): Revenue(1
1,342.4 EBITDA 81.7 101.7 268.3 240.5 Net income 33.5 63.9 155.7 148.7 Number of flights handled 18,557 17,814 39,375 36,393 International cargo terminal services data (BFS Cargo): Revenue(1) 490.6 515.0
240.5 244.3 Net income 63.9 52.3 148.7 147.6 Number of flights handled 17,814 16,433 36,393 33,893 14 ASIA’S BOUTIQUE AIRLINE April-June January-June 2018 2017 2018 2017 International cargo terminal
240.5 244.3 Net income 63.9 52.3 148.7 147.6 Number of flights handled 17,814 16,433 36,393 33,893 14 ASIA’S BOUTIQUE AIRLINE April-June January-June 2018 2017 2018 2017 International cargo terminal
ICGN Global Governance Principles Published by the International Corporate Governance Network Saffron House 6 -10 Kirby Street London EC1N 8TS UK © International Corporate Governance Network 2014 All rights reserved. Dissemination of the contents of this paper is encouraged. Please give full acknowledgement of the source when reproducing extracts in other published works. ICGN, the contributors and the editor of this publication accept no responsibility for loss occasioned by any person acting o...
instrument, to the point where informal mechanisms such as corporate culture have only a limited role to play. In other words, powerful boards might serve as a substitute for a strong corporate culture. This
the COVID-19, which is closely monitored and is systematically handled. Furthermore, communications were consistently made to employees and associates, allowing businesses to still operate continuously