Australia’s Brisbane Airport Corp is reportedly considering a 10 or 15 year US private placement and a five to seven year Australian dollar bond sale in late 2010 or early 2011 (Bloomberg, 23-Mar-2010). Brisbane Airport expects to spend approximately USD1.2 billion on projects in the next five years, including USD459 million on Phase I of constructing a new runway. The company has five lines of Australian dollar bonds outstanding, including USD321 million due in Jun-2010. The company has arranged bank loans to repay those notes, and will weigh seeking further funding from lenders against selling bonds later this year.
Brisbane Airport seeks longer-term funding
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Philippine Airlines Part 2: more expansion to Australia and China as A321neos arrive in 2017
Philippine Airlines (PAL) is planning more international growth over the next year or two with a focus on Australia, China, the US and potentially Europe. Nonstops for Brisbane and more capacity for Sydney are in the pipeline for Australia, while in the Chinese market PAL is looking to launch Chengdu.
In Europe PAL is considering adding a second European destination in 2018, with Frankfurt and Rome under consideration. PAL has already added capacity to Europe this year by upgrading its London Heathrow service to daily.
This is the second in a series of analysis reports on the Philippines market. The first report focused on PAL’s Middle East operation, which could be reduced in 2017 amid intensifying competition and weakening demand.
Emirates-Qantas JV expands as partnerships become more intricate, while some airlines go it alone
Qantas and Emirates are again evolving global airline alliances and partnerships. Four years after announcing their landmark joint venture, Qantas in late 2016 is expected to disclose additions to the way it serves Europe in partnership with Emirates. The possible changes – a new nonstop London flight, reintroducing an Asian stopover – may seem incremental. There is a significant impact to the many airlines competing in the Europe-Australia market, but the underlying relevance is global.
The expansion of the JV would not be possible without the increased comfort that Emirates and Qantas feel toward each other, and their ability to have intricate models for handling the increasingly complicated partnership and number of hubs involved. JVs are no longer in a binary classification of existence or absence; there is a scale from rudimentary to near-consolidation.
As JVs like Qantas-Emirates become more sophisticated, the basic JVs – or even airlines without – are dearly lacking. There has been a profusion of JVs in recent years, with more on the way, but they have tended to be confined. Partners need to be more comfortable with each other in order to add additional airlines and markets, later consolidating as they stitch together individual partnerships.