6. Translate the following sentences into English:

Британские авиалинии – крупнейший европейский перевозчик, который занимает третье место в Европе по объёмом продаж после Air France Это одна из немногих компаний, которая летает на все 6 континентов. В парке на сегодняшний день более 260 воздушных лайнеров, которые выполняют регулярные рейсы в более 200 пунктов. Флот компании составляют новые и надежные лайнеры: Аэробус А319, Аэробус А320, Аэробус А321, Боинг 737, Боинг 747, Боинг 767, Боинг 777, Airbus A380, Boeing 787. Аэропорт Британских авиалиний – Лондонский Хитроу, который считается одним из самых крупных аэропортов в мире. Каждые 15 минут из первого терминала отправляется Хитроу-экспресс, его конечная станция – Педдингтон. Каждые 5 минут в центральную часть города отправляется лондонское метро. Возможна онлайн-регистрация на рейс ВА (начиная за 24 часа до вылета), либо же в киосках самообслуживания, которые доступны во многих аэропортах – в дополнение к стандартной стойке регистрации. Если вы уже зарегистрированы, в аэропорту вам остается только сдать багаж.  

7. Read the review from the Internet forum about British Airways and tell about the seating policy of the ba. Express your attitude to the facts given in the review.

"London to Barcelona and vv. Using A320’s there and an A319 back."

British Airways customer review Mon, 10/08/2012 09:23 AM 5 out of 5 Flight Route

Review

Both flights were excellent. Terminal Five at Heathrow is the best. The flights to and from Barcelona were on time and superbly operated. My only regret is the British Airways seating policy whereby one has to pay extra for seat selection in advance. I checked in on-line for my BA flight 24 hours in advance and even then had to sit separately from the friend who was travelling with me. No chance to do an on-line check on the way back- No facilities at the hotel I was staying at, but the airport staff were very helpful and I got a good seat just where I like to sit.

Unit 4 Airbus

Airbus is one of the two largest global manufacturers of heavy commercial aircraft. The Airbus consortium of European aircraft manufacturers is a successful example of regional and global economic cooperation in the production of a highly valuable, strategically significant, and high-technology product.

Airbus, headquartered in Toulouse, France, is owned by two leading European aerospace companies. One is the European Aeronautic Defense and Space Company (EADS), born of the merger between Airbus consortium partner companies Aerospatiale-Matra of France, Daimler Chrysler Aerospace of Germany, and CASA of Spain; the other is BAE Systems of the United Kingdom. In June, 2000, EADS and BAE Systems announced the creation of Airbus Integrated Company, intended to consolidate Airbus Industrie resources and practical knowledge in existing locations around Europe into a single entity. As a result, all Airbus-related design, engineering, and manufacturing assets located in France, Germany, Spain, and the United Kingdom became part of a new Airbus company under the day-to-day control of a single management team. As of 2001, the company employed some forty thousand people throughout Europe. The consortium members are both industrial participants and shareholders. Their role is to carry out most aircraft design and all manufacturing under Airbus’s management.

Each partner company operates under the laws of the country in which it is incorporated. The partners are responsible for their own financing of the research, development, and production phases of the aircraft programs. Airbus Industrie’s production system is flexible and appears to be quite effective and efficient, as evidenced by the fact that approximately 96 percent of all aircraft work is performed in plants operated by the partner companies. Fully equipped sections of Airbus Industrie aircraft are produced in factories throughout Europe and transported to Toulouse, France, or Hamburg, Germany, for the final assembly. The production network is set up in an innovative way that uses the specialized skills of each partner and associate.

Airbus Industrie has more than 1,500 suppliers in twenty-seven countries and cooperative agreements with aerospace industries in nineteen countries. More than 35 percent of the components for the company’s aircraft are supplied by over five hundred United States companies.

Numerous suppliers are also located in the Asia-Pacific region, such as Singapore Technologies Aerospace, which produces wing ribs and passenger doors for the A320, A321, A319, and A318 and engine mounts and thrust reverser doors for the A340 and A330; and the Indian company Hindustan Aeronautics, which also builds A320 passenger doors.

One of the keys to Airbus’s sales success has been the flight operational commonality that exists among all the company’s fly-by-wire, or fully automated and computerized, aircraft. The Airbus philosophy has been to develop families of fly-by-wire controlled aircraft with similar cockpits and flight handling characteristics and common systems and hardware. As a result, pilots trained to fly any Airbus fly-by-wire aircraft feel equally at home in any of the single-aisle models in the A320 family, such as the A318, A319, A320 and A321, and the wide-body A330 and A340 models. This commonality may result in millions of dollars of savings for airlines. It reduces training costs, increases crew productivity, and provides pilots with the flexibility of flying a wide range of routes, from short-haul to ultra-long-haul.

Airbus Industrie was created on May 29, 1970, and was formed as a public interest group on December 18, 1970. The company was formed under French law, in the absence of a functional legal framework accepted throughout the European Union, then known as the European Economic Community. The public interest group is a form of business organization that permits participating firms to integrate their activities in certain domains while preserving their individual identities. The French public-interest law was used as an appropriate legal framework for the company as it was beneficial to Airbus Industrie’s goals in establishing itself in the market and managing its risk, at least initially. Originally, two partners, Aerospatiale and Deutsche Airbus, had equal ownership of the company.

Each partner assumed equal unlimited liability relative to the project. Because the company was a public interest group, new members could be admitted with the consent of both partners. To provide oversight of the entire project, an organizational structure was formed in December, 1970.

This department dealt directly with third parties to sell aircraft and provide pilot and crew training. There were two representatives from each industrial partner in the assembly of members. A supervisory council was organized to administer the assembly. This structure was intended to act as a true multinational collaboration.

Airbus is an outstanding example of successful multinational cooperation in the large commercial aircraft sector of the aerospace industry. Airbus was developed with the support and cooperation of the governments of the European Union member states with companies in the consortium (France, Germany, Spain, and the United Kingdom).