
ATPI
2024 sales: $1.9 billion
Previous ranking: 17
Employees: 2,291 full-time, 187 part-time
The Royals, 353 Altrincham Road
M22 4BJ Manchester, U.K.
Phone: (44) 207-111-8700
Website
$1.9 billion172,291 full-time, 187 part-timeThe Royals, 353 Altrincham RoadM22 4BJ Manchester, U.K.Phone: (44) 207-111-8700
Executives
CEO: Ian Sinderson
COMPANY FACTS
* Privately held.
* Subsidiary of ATPI Holdings (Jersey) Limited, a travel management company.
* Sales: 98% business, 2% leisure.
DEVELOPMENTS
* Introduced Crew Change Logistics to streamline management, integrating new technologies with expert support to optimize travel from pretrip planning to post-trip analysis.
* Rolled out CrewHub Platform, self-service booking to simplify crew and group travel arrangements. By enabling organizers to book multiple travelers from various starting points efficiently, CrewHub reduces booking times by up to 60%, significantly enhancing efficiency.
* Launched its first sustainability report and introduced related initiatives such as ATPI Halo. These efforts help clients measure, compensate and reduce their carbon footprints.
* Enhanced its sustainability efforts by starting to incorporate Well-to-Tank emissions in its calculations in January. This aligns with international standards for calculating and reporting greenhouse gas emissions in transportation. It also provides clients with more comprehensive data on their carbon footprints.
LOOKING AHEAD
* Embracing technologies, including AI, to improve revenue management and operational efficiency. These tools enable dynamic pricing models and personalized travel experiences.
* Strengthening its global presence by partnering with regional experts such as Arjaa Travel in Saudi Arabia. This collaboration enhances the company's ability to provide tailored travel solutions across diverse markets, ensures compliance with local regulations and offers clients seamless experiences worldwide.
* Leveraging data analytics to offer clients insights into their travel expenditures and patterns.
* Enhancing its duty of care offerings by providing proactive risk assessments, 24/7 global support and advanced traveler-tracking systems. These measures help ensure the safety and well-being of clients' personnel, particularly in challenging environments.
* Responding to increased industry pressure to reduce carbon emissions, the maritime and energy sectors are adopting greener practices. The company is committed to supporting clients with sustainable travel options, including carbon offset programs, optimized crew rotations to minimize emissions and enhanced reporting through ATPI Halo.
* Monitoring shifts in economic and geopolitical conditions, such as new trade tariffs and evolving visa requirements, that are expected to affect corporate and crew travel. The company is working to ensure smooth visa processing, border entry compliance and cost-effective planning for clients operating across multiple regions. The implementation of new entry requirements, such as the U.K.'s Electronic Travel Authorization system, will affect travel planning and visa processing. ATPI is assisting clients in navigating these regulatory updates, ensuring compliance and minimizing disruptions to travel schedules.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Forbes
an hour ago
- Forbes
Forget Cars—Tesla's Future Is A Robotaxi Empire
BRUSSELS, BELGIUM - JANUARY 10: Tesla Cybercab or Robotaxi two-passenger battery-electric ... More self-driving car on display at the AutoSalon on January 10, 2025 in Brussels, Belgium. (Photo by Sjoerd van) Tesla isn't just making cars anymore—it's rewriting what a car is. The Robotaxi. While legacy automakers focus on electrifying yesterday's models, Tesla is quietly building something far more ambitious: a closed-loop, vertically integrated robotaxi ecosystem. The vehicle is no longer the product; it's the delivery mechanism for an autonomous software platform that generates recurring revenue, mile by mile. If Tesla successfully achieves this, the company will shift from being a car manufacturer to becoming the infrastructure layer of global mobility, relying on the vehicle, the AI brain, the data, and the payments stack. Think AWS, but for transportation. This endeavor isn't about selling more cars. It's about monetizing every idle second of them. Tesla's critics scoff at its valuation, but if robotaxis work, the real question becomes: is it undervalued? Why The Robotaxi Model Is Different Legacy automakers live off one-time transactions. They sell a car and book a margin of around $6,000 on average, and they hope you come back in five to seven years. That's the model. Tesla, with its robotaxi ambition, is rewriting that model entirely: recurring revenue per mile, not margin per sale. Here's the math: A single robotaxi running 70,000 miles a year and charging $0.50 to $1 per mile generates $35,000 to $70,000 in annual revenue. Over a decade, that's $350,000 to $700,000—from one car. The autonomy, enabled by software, operates continuously without the need for multiple buyers or subscriptions. There is no need for a driver, there is no downtime, and there is no intermediary involved. Compare that to Uber or Lyft. They rely on third-party drivers and vehicles — all variable, all costly. Tesla removes the biggest expense in mobility: labor. That's not competition. That's elimination. Vertical Integration: Tesla's Hidden Advantage Most people focus on Tesla's cars. But the real edge lies in something far harder to replicate: vertical integration. While legacy automakers outsource software and tech firms try to bolt autonomy onto third-party hardware, Tesla owns the entire autonomy stack. Tesla keeps everything in-house, from the car itself to its custom Dojo chip, the Full Self-Driving (FSD) software, and the billions of real-world miles that fuel its neural net. That's the flywheel. And it's already spinning. Compare that to Waymo, technically brilliant but with a fraction of the fleet and no manufacturing muscle. Cruise? GM has backed Cruise, but public trust and safety issues have stalled its momentum. Apple? Apple has discreetly withdrawn from the market. Meanwhile, Tesla has 5 million cars on the road, all collecting data, all capable of receiving over-the-air updates, and many already monetized through paid FSD subscriptions. This is not a project awaiting approval. The commercial rollout is already underway, and investors who still view this as speculative may be reconsidering their decision. LOS ANGELES, CALIFORNIA - MARCH 14: A Waymo autonomous self-driving Jaguar taxi is stopped at a ... More light while driving along a street on March 14, 2024 in Los Angeles, California. Beginning today, Waymo One is offering robotaxi services in a 63-square mile area of greater Los Angeles including Santa Monica, Venice and downtown with over 50,000 people on the wait list. Waymo is owned by Alphabet, Google's parent company. (Photo by) The FSD Milestone And What Comes Next Tesla's FSD v12 update didn't just tweak the driving algorithm; it rewrote the stack. Gone is the old rules-based logic. In its place: a neural net trained end-to-end on real-world video, learning like a human and improving like a machine. The shift is exponential, not iterative, and that's the inflection most investors still miss. We saw the first real-world glimpse of this change a day ago, when Tesla launched its robotaxi pilot in Austin. A handful of driverless Model Ys quietly began taking riders, fully autonomous but monitored, at a symbolic $4.20 fare. There was no press release at the time. Just execution. The real catalyst comes next: August 8, 2025, when Elon unveils the Cybercab, a steering-wheel-free, purpose-built autonomous vehicle designed for Tesla's own ride-hailing network. This isn't a concept. The hardware's ready. The software's learning. And the business model is recurring. Tesla isn't just selling EVs anymore. It's renting out the future, one mile at a time. The Financial Reframe: How Analysts May Be Missing It Most analysts still value Tesla as just another carmaker, projecting EBITDA based on unit sales, delivery growth, and gross margin per vehicle. But that lens misses the shift underway. Tesla isn't just selling metal; it's building a vertically integrated platform with software-like economics. Think of recurring revenue from robotaxis, not one-time car sales. Each autonomous vehicle could generate $10,000 to $15,000 per year, per car, at 70–80% margins. When multiplied across millions of units, this moves beyond the traditional Detroit territory. You are now in the realm of cloud software. Add Dojo, Tesla's in-house AI training supercomputer, which serves internal purposes and creates a revenue model akin to a data center. Add the potential licensing of Full Self-Driving software to other OEMs, and what you get is an upside-distance scenario that doesn't fit traditional comps. Tesla 2yr Chart Risk Factors And Realities There is no guarantee of Tesla's success. Even the most bullish investors need to recognize real hurdles. Regulatory approvals will roll out city by city, not all at once—and one high-profile robotaxi crash could dominate headlines and stall momentum. Public trust isn't automatic either; convincing people to ride in driverless cars will take time. And competition is fierce: Waymo has elite tech, Amazon's Zoox is quietly advancing, and China's Baidu is pushing fast in its home market. However, it's crucial to note that none of these companies possess the same scale, brand recognition, or the vast data advantage derived from billions of real-world miles as Tesla. That matters. The path won't be linear, but the opportunity is asymmetric. The market loves to overprice short-term noise and underprice long-term transformation. Investors who can stomach the bumps may end up owning a piece of mobility's future infrastructure—not just a car stock. Why Tesla's Robotaxi Vision Can't Be Ignored Tesla's robotaxi ambition extends beyond simply competing with Uber; it aims to revolutionize mobility, economics, and platform value. If it pulls this off, Tesla won't simply be a carmaker. It becomes a software powerhouse, a data flywheel, and a ride-hailing juggernaut, all vertically integrated. That kind of optionality isn't something traditional auto valuations can capture. You're not buying Ford 2.0; you're buying Apple transportation. Similar to previous significant changes, the market may not immediately recognize this shift. It'll whisper. The company controlling the chip, the car, and the algorithm is poised to transform the game. game. Ignore it at your cost. The author owns Tesla stock.


Forbes
an hour ago
- Forbes
EU Council Adopts Position On Reduced Sustainability Reporting Requirements
People walk by a European flag. (Photo by) On June 23, the Council of the European Union announced the adoption of their official position on reductions to sustainability reporting requirements. In February, the Commission proposed an Omnibus Simplification Package to reduce the requirements in both the Corporate Sustainability Reporting Directive and the Corporate Sustainability Due Diligence Directive. The Council's position mostly followed the Commission on the CSRD, but greatly reduced the scope of the CSDDD. Now all eyes shift the Parliament as they debate their position before the three bodies begin final negotiations. The EU adopted a series of directives to force businesses to address climate change and report greenhouse gas missions. The CSRD created requirements for businesses to report GHG emissions and other environmental, social, and governance actions. The CSDDD created additional reporting requirements, as well as legal liability, for companies in relation to their supply chain. However, the cost of these proposals on businesses and the possible impact on the EU economy became a theme during the 2024 elections. The shift to the right in EU politics embolden opponents to the European Green Deal directives. As a result, the Commission proposed a package of new directives to 'reduce the burden' on businesses. The Omnibus Simplification Package was officially adopted by the Commission in February. Once legislation is proposed by the Commission, the Parliament and the Council adopt positions. In the Parliament, the process is a typical legislative process with committees and members proposing amendments. The Council engages in negotiations behind closed doors, only releasing periodic updates. Once the three adopt positions, they enter into a 'trialogue' to negotiate the final directive. The Parliament is actively engaged in the process to adopt their position. On June 23, the Council announced their final position. Corporate Sustainability Reporting Directive The current CSRD uses a two out of three criteria test to determine if a company must report. The Commission proposes raiding the employee threshold. Stating 'to be subject to the reporting requirements an undertakings must have an average of more than 1000 employees during the financial year and either a net turnover above €50 million or a balance sheet total above €25 million.' Bringing it in line with the CSDDD. The Council's proposal uses the 1000 employee threshold, but raises the annual turnover to €450 million. They also add "a review clause concerning a possible extension of the scope to ensure adequate availability of corporate sustainability information"." Corporate Sustainability Due Diligence Directive The current CSDDD requires companies to execute due diligence in ensuring that companies along the value chain are in compliance with environmental and human rights requirements. The Commission did not propose changes to the scope, but the Council wants to raise the employee threshold to 5000 employees and an annual net turnover of €1.5 billion. One key aspect of the CSDDD is that it holds businesses accountable for the actions of other companies along their value chain. The Commission proposal limits that responsibility of Article 8 to direct business partners. Indirect business partners may still fall under the scope, "where a company has plausible information that suggests that adverse impacts at the level of the operations of an indirect business partner have arisen or may arise, it shall carry out an in-depth assessment." The Council proposes to change 'the focus from an entity-based approach to a risk-based approach, focusing on areas where actual and potential adverse impacts are most likely to occur. Companies should no longer be required to carry out a comprehensive mapping exercise, but instead, conduct a more general scoping exercise. To provide for a significant burden relief, the Council maintains the limitation of the relevant obligations to the 'tier 1'. In-scope companies are supposed to base their efforts on reasonably available information.' The next steps to reduce sustainability reporting It is clear that the EU will significantly reduce the scope of businesses that fall under both the Corporate Sustainability Reporting Directive and the Corporate Sustainability Due Diligence Directive. The Parliament should adopt a final position in October. Then the trialogue will commence. The Commission is pushing for the final changes to be adopted by December, although negotiations may spill over into January.


Bloomberg
2 hours ago
- Bloomberg
Zopa Launches Current Accounts to Go Toe-to-Toe With Revolut
Digital lender Zopa Bank Ltd. is launching a UK bank account as it tries to compete with the likes of Chase UK, Revolut, and Monzo on everyday banking. Zopa's Biscuit current accounts will offer cashback on spending and interest rates of more than 7% on regular savings, according to a statement on Tuesday.