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Corporate Responsibility Report 2008 15 gy it would mean that the company would need 2,650 fewer personnel on the present turnover/employee ratio or more than 4,000 fewer personnel if the 2001 figures are used as a reference point. Then Finnair would have shrunk to half its present size, into a seriously damaged regional airline from which one in two employees would have had to leave to make a living elsewhere. he Asia strategy is highly significant for making Finnair what it is today. It also has a huge impact on the operations of Finnair's partners. Helsinki-Vantaa, for example, would be a much smaller and more modest airport than it is now. "The Asia strategy has been a successful choice, when one considers what is happening in other airlines. It has been a wise course to take," praises Professor Ikäheimo. When one asks the professors whether some corresponding phenomenon has happened in Finland business life comparable to the path taken by Finnair, the answer is startling: "The Nokia of the 90s was a corresponding success story. Finnair's scale is just smaller." O T ther companies than Finnair are also turning their attention to Oriental riches. No matter how tight things are financially, the company's gaze must remain fixed on its vision and future earning opportunities. Just recently we heard the news that Finnair had achieved its goal of daily flights to Tokyo after a 20-year wait. The flights can begin in 2010. The ten-year megagoal is for Finnair to have built, in addition to the already established Europe-Asia axis, a second axis between North America and Southeast Asia, from Bollywood to Broadway, and all the way to Hollywood. Finnair's successful asia strategy has also supported the development of HelsinkiVantaa airport.
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