ALITALIA

Italian investors in CAI, a consortium that bought the then-bankrupt domestic airline in 2008, can exercise options to trade their shares after a lock-up period ended on Jan. 12.

"Italy has a great opportunity with Air France. It would be a shame to ruin it," Corrado Passera told il Messaggero.

Passera, who spearheaded the rescue of Alitalia when he headed Italian bank Intesa Sanpaolo five years ago, said, however, a marriage with the Franco-Dutch group can wait.

"Alitalia would have time to reorganise costs, wherever possible, and improve its commercial offer to increase revenues adequately," the minister told the Rome daily.

CAI, which paid just over 1 billion euros ($1.3 billion) to rescue the airline, has among its biggest shareholders Intesa Sanpaolo with 8.9 percent, road operator Atlantia with 8.9 percent and holding company IMMSI with 7 percent.

Air France, which owns a quarter of Alitalia, said on Jan. 7 there were no talks going on. IMMSI also denied there were any talks under way.

Any sale of shares before October requires the go-ahead of the Alitalia board.

4 STRATEGIES :
1.REDEFINITION OF THE ROLES OF ALITALIA AND AIR ONE WITH REGARD TO SHORT AND MEDIUM HAUL ROUTES

• AIR ONE WILL HAVE 4 OPERATIONAL BASES (CATANIA, PALERMO, VENICE AND PISA) FOR DOMESTIC AND INTERNATIONAL FLIGHTS
  
• ALITALIA WILL FOCUS ITS DOMESTIC AND INTERNATIONAL ACTIVITIES AT ROME FIUMICINO AIRPORT, THEREBY REINFORCING THE AIRPORT’S ROLE AS A HUB, AND AT MILAN LINATE AND MILAN MALPENSA AIRPORTS
  
• NEW INTERNATIONAL CONNECTIONS FROM MILAN LINATE AIRPORT AS A RESULT OF THE REDUCTION OF FREQUENCIES TO ROME
  
• NEW PRICING AND SERVICING STRATEGIES
  

 
2.DEVELOPMENT OF INTERCONTINENTAL ACTIVITIES 

• DEVELOPMENT OF THE LONG-HAUL FLEET WITH THE INTRODUCTION OF 6 NEW AIRCRAFT WITHIN 2016
  
• RECONFIGURATION OF THE AIRBUS A330
  
• NEW ROUTES TO HIGH POTENTIAL DESTINATIONS 
  
• INCREASE OF OPERATIONS TO DESTINATIONS ALREADY SERVED
  
• COMMITMENT TO AREAS WITH HIGH ITALIAN COMMUNITY PRESENCE
  
• STRENGTHENING OF EXISTING PARTNERSHIPS
  

 
3.DEVELOPMENT OF INFRASTRUCTURAL PARTNERSHIPS AND MORE ATTENTION TO THE INTERMODAL PASSENGER TRANSPORTATION (AIR AND RAIL).
 
4.NEW OPPORTUNITIES FROM ALITALIA LOYALTY, THE MILLEMIGLIA SPIN OFF.
FROM OCTOBER 2013, THE ROME FIUMICINO “RE-HUBBING” PROJECT WILL COMMENCE.  THIS IS A REORGANISATION AND OPTIMISATION OF FLIGHT ARRIVAL AND DEPARTURE SCHEDULES AT THE HUB IN ORDER TO IMPROVE THE QUALITY OF SERVICE TO PASSENGERS.
NEW COMPANY’S MISSION TO STRONGLY DEMONSTRATE THE VALUES WHICH WILL MAKE IT STAND OUT: 
“PROUD TO SHOW THE BEST OF OUR COUNTRY. WITH PASSION”.

ECONOMIC-FINANCIAL OBJECTIVES OF THE 2013 - 2016 PLAN
DURING THE COURSE OF THE FOUR-YEAR PLAN, WITH THE IMPLEMENTATION OF ALL THE EXPECTED INDUSTRIAL AND FINANCIAL MEASURES, THE COMPANY PLANS TO ACHIEVE THE FOLLOWING ECONOMIC RESULTS: 

• 2013: POSITIVE EBIT IN THE SECOND HALF, RESULTING FROM AN IMPROVEMENT IN INDUSTRIAL MANAGEMENT
  
• 2014: BREAK-EVEN OPERATING MARGIN
  
• 2015: BALANCED BUDGET
  
• 2016: BALANCE SHEET PROFIT
  

 
CONCURRENTLY, THE FOLLOWING OBJECTIVES HAVE ALSO TO BE ACHIEVED:

• INCREASE THE CONVERTIBLE SHAREHOLDERS LOAN BY 55 MILLION EUROS WITHIN DECEMBER 2013
  
• INCREASE THE FINANCIAL RESOURCES BY 300 MILLION EUROS IN DECEMBER 2013.

Only Air France-KLM is seen as having a real interest in remaining an industrial partner of the carrier, fueling speculation over whether the group would increase its stake or inject capital into the group.

pascal974 a écrit:quel est le problème  d'Alitalia pourquoi cette compagnie n'ai jamais rentable malgré plusieurs plan sauvetage ???

aeroduO5 a écrit:Vu la somme injectée, ils devraient pouvoir tenir entre 9 mois et 1 an.
Donc le gouvernement achète du temps.

Mais il va vraiment falloir qu'ils s'interrogent sur la finalité de tout cela.
AF-KLM doit être content, pas trop d'argent à mettre et le temps joue pour eux.

audac a écrit:

pascal974 a écrit:quel est le problème  d'Alitalia pourquoi cette compagnie n'ai jamais rentable malgré plusieurs plan sauvetage ???

Dans une entreprise on trouve deux type de comportement :
Il y a le personnel "en charge" et le personnel "en situation".
C'est aussi vrai pour les dirigeants.

Chez Alitalia, il y a trop peu de locomotives pour le nombre de wagons, ça marcherait s'il n'y avait que des descentes.
Hellas ! Alitalia continue de descendre quand il faudrait monter.

La dolce vita.