Tarom proposes to prove that it is possible to increase the air traffic within the limits

imposed by the measures for environment protection. Through the adopted measures, there are
followed the ICAO and IATA objectives, but the management of the company proposed its own
targets for the identification and implementation of the best practices regarding emission
reduction, which should be beneficial both for the aviation sector and for the passengers.
The partnership between SAS and Tarom integrates a wide range flights on European
routes. The agreement is a part of Tarom strategy to increase the number of passengers.
Through this partnership, Tarom aims to obtain an efficiency of the fuel consumption
and reduces the negative impact of the airplanes over environment.
The Management Plan of Tarom company, approved by the Board of Directors, with a
duration of four years, contains 28 action points, out of which 7 should begin in 2017. The rest of
22 points are in different stages of implementation, which means that Tarom is on the right tack
in the execution of the plan in spite of the complicated bureaucratic administrative procedures. It
is also analyzed a set of additional measures for the reduction of the costs and increase of
incomes, other than the ones included in the management plan.
The production and commerce activity is sub-divided in flight activities, ground activities
and commercial activities. The flight activities refer to the flight itself, which is based on pilots
and flight assistants, to flight instructors and personnel management. The ground activities are
represented by the coordination and supervision of the passengers, luggage and flight equipment,
from all airports served by Tarom. The commercial activities are represented by procurement,
sales and marketing, with an increased attention directed to the strategical and business
objectives of the company.
Both the corporate and production and commerce activities operate together with the
human resources department, which, together with the industrial strategy, handle the adequate
evolution of the operational system: they operate also together with the legal department and the
expansion department.
Regarding to dispose the loses, Tarom team adopted a company develope plan which follows to
reduce the costs and to increase the amounts. The main steps that make amounts growth are:
1.

The management amount it is optimized to maximize the revenue per flight

2.
Making a portofolio of related services like accomodation or car rent rgarding to market
them national and international
3.
Accelerating maximizing debt recovery and contract periods for payment of obligations
to third parties, by renegotiating contracts and changing procedures on new purchases
4.

Transformation of its activities in profit centers

5.
Starting projects to streamline the work of handling cargo and freight services in order to
increase revenues obtained from third parties
6.
Establishing performance criteria for TAROM representatives and general sales agents
abroad, develop incentive programs for their performance and keeping them depending on
results