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important airline. After unanimous approval by AEA’s
President’s Assembly in July 2006, Italy’s Air One airline
became the 31st member of AEA.
AEA member airlines connect passengers to over 620
destinations worldwide, employ more than 375,000 people
and operate 2,400 aircraft. In 2005, AEA airlines recorded a
return to growth with over 320 million passengers boarded
throughout the year. In terms of passenger kilometres, this
represented an increase of 6.3 per cent over the previous
year and highlighted a return to ‘normal’ growth following
the downturn initiated by the 11 September terrorist attacks.
WHAT IS AEA?
PROFILE
128
AEA history
The origins of AEA can be traced back to 1952 with the
creation of a Joint Study Group by the Presidents of Air France,
KLM, Sabena and Swissair. This group was later joined by SAS
and by British Airways’ predecessor, BEA, and became known
as the Air Research Bureau (ARB). ARB was permanently
established in 1954 with headquarters in Brussels.
The current name was adopted in 1973, following a
previous name change to the European Airlines Research
Bureau. By 1973, AEA’s membership had grown to 19 airlines,
and three Standing Committees had been created; Research
and Planning, Airline Industry Affairs, as well as the Technical
Affairs Committee, which was formed after the Montparnasse
Committee was absorbed into the Association.
In 1983, the Commercial and Aeropolitical Committee was
split in two in recognition of the EU’s growing involvement in
air transport matters and during the mid-1980s, the AEA
formed a number of permanent groups, which did not have
the status of standing committees. These were the fiscal,
security and in-flight services groups. An infrastructure group
was added in 1991. AEA was reorganised in 1994 with research
and information and legal matters acquiring the status of
support functions, and Infrastructure and Environment and
Social Affairs being handled by standing committees,
alongside Public Policy, Commercial and Technical.
A significant change to the AEA’s remit was agreed at the
November 2002 President’s Assembly. This was to refocus
the organisation into an airline-driven lobbying group.
Accordingly, the statutes were amended and annual
objectives, set by the President, were adopted. The progress
of these objectives is monitored by a 12-member
President’s Committee.
AEA structure:
Each year, AEA elects a Chairman, from one of its member
airlines’ Presidents, to preside over the assemblies for a period
of 12 months. The Chairman, who in 2006 is Wolfgang
Mayrhuber, CEO of Lufthansa, is assisted by the Presidents’
Committee, which is composed of past and present Chairmen
and ten other Presidents elected by the Assembly.
A Secretary General, currently Ulrich Schulte-Strathaus, is
appointed by the Presidents’ Committee to run the
organisation. A secretariat consisting of 20 personnel, based
in Brussels, assists the Secretary General with his duties.
AEA activities
The Association of European Airlines has one overriding
mission, that is, to promote the prosperity of its members by
representing their interests in all issues relating to air
transport. In support of this task it collects, analyses and
interprets information from its members and from other
data sources. AEA defends the interests of not only its
member airlines, but also of the air industry as a whole, and
organises conferences, workshops and meetings for its
members, European decision makers and national
government representatives.
The organisation promotes its members’ views relating to
key international issues and the development of regulations
for the aviation industry, especially in relation to their impact
on airline costs. AEA works closely with the International Air
Transport Association (IATA), the European Civil Aviation
Conference (ECAC) and national bodies such as the Air
Transport Association of America (ATA) to develop a common
view as well as to propose amendments to legislative
packages. It also advises European Aviation Safety Agency
129
Fundamental to its Action
Plan is the achievement
of a comprehensive and
holistic response to the
dominant pressures faced
by the industry
Fundamental to its Action Plan is the achievement of a
comprehensive and holistic response to the dominant
pressures faced by the industry. As such, it seeks to influence
decision makers on infrastructure capacity, the relationship
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Partnership for Performance and Growth.(53)
