(a) 1 個民航處助理處長職位(首長級薪級第2 點)(110,000 元至116,800 元)；
(b) 開設下述常額職位－1 個總航空交通管制主任職位(首長級薪級第1 點)(92,650 元至98,300 元)；
單為採購，每年平均員工開支總額 (包括薪金和員工附帶福利開支)為3,384,000 元。此外， 實施這項建議須開設23 個非首長級職位， 這些職位按薪級中點估計的年薪開支為16,462,260 元， 而每年平均員工開支總額則為28,791,000 元。這筆公務員開支，十年來已花了納稅人約3億。
事實上，法國佬已間接出讓了其技術。它與北京合營了一間北京華泰英翔空管技術有限公司，轉售其空管系統SkyNET-X，而Thales Australia Limited 則出售 EUROCAT-X，Indra Sistemas, S.A. (西班牙集團，投訴2011挑戰標書裁定)則出售了AIRCON 2100。雷神作為一上市公司，需要披露其潛在危險，但其ITEM 1A. RISK FACTORS(注5) ，沒有表示其雷神3 Auto Track III Raytheon 有潛在危險，被踢走的可能。
and a unified measurement for air traffic management in southern PRD。….and the technical implementation of the unified clearance for multi-airports and so on.
China Air Navigation & Air Traffic Control System Modernization Project (I) (II) (III)
Report Date: February 2003
New air routes set to alleviate congestion
By Zhao Lei (China Daily)
Updated: 2015-04-08 06:54
Nation is expected to handle more than 10 million flights in 2017, official says
China aims to handle its serious air traffic congestion and flight delays by opening 10 one-way air passages, senior civil aviation officials said.
“Over the past 10 years, the number of flights using China’s airspace has continued to increase 10 percent year-on-year, but our airspace that can be used by civil airlines is only one-third of that in the United States and the number of our air traffic controllers is about half of that of the US,” said Che Jinjun, director of the Civil Aviation Administration of China’s air traffic management bureau.
The limited airspace and shortage of air traffic professionals have resulted in severe delays, he added, noting that under the current airspace management mechanism, one feasible solution is to optimize current flight routes.
Wang Zhiqing, deputy head of the Civil Aviation Administration, said the nation’s air traffic management system is expected to handle more than 10 million flights in 2017.
“The current air traffic management system makes it very difficult to spare a large area of airspace for airlines, so we have to make the best use of the existing resources,” he added.
Che said: “We plan to soon open 10 one-way air passages that cover air links between Beijing, Shanghai and Guangzhou. Within the coming three to five years, we will adjust major flight routes across the country.”
The Civil Aviation Administration will also negotiate with the Chinese military to open more routes for destinations that have busy air transport, according to Che.
A one-way air passage allows commercial aircraft to travel to and return from a destination in two separate air lanes, which are usually called a one-way route, instead of the current two-way routes in which pilots have to adjust altitude to ensure that aircraft in all directions can fly safely, said the administration.
The CAAC opened the Guangzhou-Lanzhou Air Passage on Thursday, saying the move would create a large-capacity air channel between Guangzhou, capital of Guangdong province, and Lanzhou, Gansu’s provincial capital.
The passage’s opening would benefit about 400 domestic flights each day while facilitating trips to or from 32 airports in seven provincial regions such as Hunan and Chongqing as well as the Hong Kong and Macao special administrative regions, the administration said.
The Guangzhou-Lanzhou Air Passage is the third such air channel in China, following the Beijing-Kunming and Beijing-Guangzhou passages.
The Beijing-Kunming Air Passage was formed in December 2013 to facilitate more than 460 domestic flights at 54 airports in nine provincial regions. The Beijing-Guangzhou passage was established in February to better serve flights along the country’s coastal areas.
Zhao Yifei, a professor specializing in air traffic management at Civil Aviation University of China, said the two-way route system must be changed or it would continue to hinder the civil aviation sector’s development.
“The Civil Aviation Administration has to optimize the use of the limited airspace, so the one-way route is a very reasonable choice for it,” he said, explaining that the creation of more one-way routes will enable airlines to open new flights and reduce the flying distance between busy airports, thus saving costs on fuel.
Holding is not evidence for ATC control computer problem. All major cities in the world require holding. 5-10mins holding has been a norm for more than 10years. In bad weather condition it could be worse. Holding in China is less since they have more restrictive flow control and aircrafts are delayed on ground instead of holding in the air
STARs are normally longer routes and some airports actually only use that for radio failure procedures. Normally ATC will try to vector for shorter routes for more expeditious arrivals
Thales provides innovative solutions for China’s infrastructures (backbone for the country’s growth). With more than 30 years’ development in China, Thales has been already a trusted partner for Chinese aviation and urban rail transportation industries. In China, Thales today employs 1300 employees, 95% of the staff being of Chinese nationality.
Thales’ strategy is to boost its local presence partnering with local players. In China, Thales is developing through local Joint Ventures.
Thales develops Innovation Hubs around the world. These Hubs serve as structures for collaborative innovation and combine new design methods, simulation tools and visualizations in order to co-create a truly differentiated offer with ‘customer-users’, ultimately designing better products. In June 2014, Thales inaugurated an Innovation Hub in Hong Kong. A true incubator of ideas for academic, government and industry representatives, the Hong Kong Innovation Hub will focus on the concept of Smart Cities, working specifically in the transport and security domains. In 2016, Thales is developing a new Innovation Hub in its Beijing office focusing on aerospace and signaling systems for railways.
To prepare the future, relations with Universities and Research Centers are key. To that end, Thales has developed several academic partnerships in China.
A presence for over 30 years
1300 employees to date in China
4 key Joint Ventures and strategic partners
Thales is recognised as a key partner for aerospace solutions serving a wide range of customers.
Across 2016 Thales has consolidated its position as the avionics component supplier of choice in China. The Group has signed contracts to equip avionics components on over 400 Boeing and Airbus, mainly single aisle aircraft, across multiple Chinese airlines.
In 2016, Thales has been selected by Hainan Airlines to equip A330 fleet with Thales’s latest AVANT IFE systems.
In 2016, Thales and its joint venture BEST in China have signed a contract to automate the terminal manoeuvring area, area control space and operations at Beijing Capital International Airport and the new Beijing Daxing International Airport.
The TopDeck helicopter avionics suite is onboard the Sikorsky S-76D. Over 40 are flying in China.
Across 2016, Thales has consolidated its position as the Head-Up-Display (HUD) provider of choice in China. The Thales HUD system has been selected on over 130 aircraft across the year.
Thales provides its customers with a full range of equipment, on board electronics, avionic suites and flight control systems, navigation, communication and surveillance designed both for aircraft and helicopters. Today, Thales is a first-tier partner of the world’s leading manufacturers, including Airbus, ATR, Boeing, Bombardier, Gulfstream and Sukhoi. Thales provides its avionics solutions to Air China, China Southern, China Eastern, HNA Aviation companies and other regional airliners. If you fly in China, Thales is involved.
AIR TRAFFIC MANAGEMENT
Thales brings expertise around Air Traffic Management (ATM), where the group ranks as undisputed world leader. The Group’s mission is to bring solutions and services – both in the air and on the ground – to support air traffic controllers, airports and civil aviation authorities in meeting the challenges of growth, safety, economic and environmental performance, security and passenger comfort.
The Group also offers a comprehensive and technically advanced range of navigation solutions, using ground based conventional and satellite air navigation equipment, trusted by over 170 countries worldwide. To offer a unique global surveillance capability, Thales combines radar and non-radar technologies to provide its customers with the most adapted surveillance solution. In December 2014, Thales signed a contract to supply civil radars across China mainland.
September 14, 2016 02:35 AM Eastern Daylight Time 香港–(BUSINESS WIRE)–(美國商業資訊)–
Jean Marc Alias, Thales Vice President in charge of ATM Business
泰雷茲空中交通管理業務副總裁Jean Marc Alias
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES
EXCHANGE ACT OF 1934
For the fiscal year ended December 31, 2015 or
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES
EXCHANGE ACT OF 1934
For the transition period from to
Commission File Number 1-13699
ITEM 1A. RISK FACTORS
This Form 10-K and the information we are incorporating by reference contain forward-looking statements within the meaning of federal securities laws, including information regarding our financial outlook, future plans, objectives, business prospects, products and services, trends and anticipated financial performance including with respect to our liquidity and capital resources; our bookings and backlog; our pension expense and funding, including our FAS/CAS pension adjustments for 2016 and future years and other pension contributions; the impact of new accounting pronouncements; our expected tax payments for 2016; our unrecognized tax benefits; the impact and outcome of audits and legal and administrative proceedings, claims, investigations, commitments and contingencies; the impact of acquisitions; and the impact of changes in fair value of our reporting units; as well as information regarding domestic and international defense spending, budgets and business practices.
You can identify these statements by the fact that they include words such as “will,” “believe,” “anticipate,” “expect,”“estimate,” “intend,” “plan,” or variations of these words, or similar expressions. These forward-looking statements are not statements of historical facts and represent only our current expectations regarding such matters. These statements inherently involve a wide range of known and unknown uncertainties. Our actual actions and results could differ materially from what is expressed or implied by these statements. Specific factors that could cause such a difference include, but are not limited to, those set forth below and other important factors disclosed previously and from time to time in our other filings with the SEC.
Given these factors, as well as other variables that may affect our operating results, you should not rely on forward-looking statements, assume that past financial performance will be a reliable indicator of future performance, or use historical trends to anticipate results or trends in future periods. We expressly disclaim any obligation or intention to provide updates to the forward-looking statements and the estimates and assumptions associated with them.
We depend on the U.S. government for a substantial portion of our business, and changes in government defense spending and priorities could have consequences on our financial position, results of operations and business. In 2015, U.S. government sales, excluding foreign military sales, accounted for approximately 68% of our total net sales. Our revenues from the U.S. government largely result from contracts awarded to us under various U.S. government programs, primarily defense-related programs with the U.S. Department of Defense (DoD), as well as a broad range of programs with the U.S. Intelligence Community and other departments and agencies. The funding of our programs is subject to the overall U.S. government policies, budget and appropriation decisions and processes which are driven by numerous factors, including geo-political events, macroeconomic conditions, and the ability of the U.S. government to enact relevant legislation, such as appropriations bills and accords on the debt ceiling.
In recent years, U.S. government appropriations have been affected by larger U.S. government budgetary issues and related legislation. In 2011, Congress enacted the Budget Control Act of 2011 (BCA), which established specific limits on annual appropriations for fiscal years (FY) 2012–2021. Pursuant to the BCA, which was amended by the American Taxpayer Relief Act of 2012, the Bipartisan Budget Act of 2013 and the Bipartisan Budget Act of 2015 (BBA), the FY 2013 DoD budget was reduced by 7.8% as compared to FY 2012, and the DoD budget remained essentially flat for FY 2014 and 2015. While the BBA provides for stability and modest growth to the DoD budget through FY 2017, future spending levels are uncertain. In addition, in recent years the U.S. government has been unable to complete its budget process before the end of its fiscal year, resulting in both a governmental shut-down and Continuing Resolutions to extend sufficient funds only for U.S. government agencies to continue operating. Additionally, while the BBA eliminates the debt ceiling through FY 2017, the national debt has recently threatened to reach the statutory debt ceiling, and such an event in future years could result in the U.S. government defaulting on its debts.
As a result, defense spending levels are difficult to predict beyond the near-term due to numerous factors, including the external threat environment, future governmental priorities and the state of governmental finances. Significant changes in defense spending or changes in U.S. government priorities, policies and requirements could have a material adverse effect on our results of operations, financial condition or liquidity.
Our financial results largely are dependent on our ability to perform on our U.S. government contracts, which are subject to uncertain levels of funding and timing, as well as termination. Our financial results could also be affected by development delays, cost overruns or product failures in connection with these contracts.
Our financial results largely are dependent on our performance under our U.S. government contracts. While we are involved in numerous programs and are party to thousands of U.S. government contracts, the termination of one or more of such contracts, or the occurrence of delays, cost overruns and product failures in connection with one or more large contracts, could negatively impact our results of operations, financial condition or liquidity. Furthermore, we can give no assurance that we would be awarded new U.S. government contracts to offset the revenues lost as a result of termination of any of our contracts.
U.S. government contracts generally permit the government to terminate the contract, in whole or in part, without prior notice, at the U.S. government’s convenience or for default based on performance. If one of our contracts is terminated for convenience, we would generally be entitled to payments for our allowable costs and would receive some allowance for profit on the work performed. If one of our contracts is terminated for default, we would generally be entitled to payments for our work that has been accepted by the U.S. government. A termination arising out of our default could expose us to liability and have a negative impact on our ability to obtain future contracts and orders. Furthermore, on contracts for which we are a subcontractor and not the prime contractor, the U.S. government could terminate the prime contract for convenience or otherwise, irrespective of our performance as a subcontractor.
The funding of U.S. government programs is subject to congressional appropriations, which are made on a fiscal year basis even for multi-year programs. Consequently, programs are often only partially funded initially and may not continue to be funded in future years. In addition, regular appropriation bills may be delayed, which may result in revenue collection delays or delays in our contract performance due to lack of funds to procure related products and services. Under certain circumstances, we may use our own funds to meet our customer’s desired delivery dates or other requirements. Furthermore, if appropriations for one of our programs become unavailable, or are reduced or delayed, the U.S. government may terminate our contract or subcontract under such program.
CN 104299454 B
2015年1月21日 C06 Publication
2015年2月18日 C10 Entry into substantive examination
2016年4月20日 C14 Grant of patent or utility model
CN 103426331 B