- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
- Route Maps
- Fast Fact Report
- Airline Status
- IATA Code
- ICAO Code
- Corporate Address
- Jl. Gadjah Mada No.7, Jakpus, Jakarta Raya, Indonesia
- Main hub
- Jakarta Soekarno-Hatta International Airport
- Business model
- Low Cost Carrier
- Domestic | International
- Airline Group
- Part of Lion Group
- Frequent Flyer Programme
- Lion Air Passport Club
- Association Membership
- Indonesian National Air Carriers Association (INACA)
- Codeshare Partners
- Thai Lion Air
Lion Air is an Indonesian low-cost carrier based at Jakarta-Soekarno-Hatta International Airport. Commencing operations in 2000 and based in Jakarta, Lion Air is the largest privately-owned airline in Indonesia. The LCC operates a network of scheduled passenger services throughout South East Asia and the Middle East.
Location of Lion Air main hub (Jakarta Soekarno-Hatta International Airport)
LCCs will continue to evolve into hybrids of the original core model. CAPA and OAG consider Lion Air fits the LCC profile and it is included in our reporting on this basis. Please note: when reporting for an airline is changed from or to LCC the historical data is not affected and it can lead to a distortion in the current reported data. Contact us if you have any queries.
660 total articles
Transport Ministry temporarily suspends Indonesia AirAsia and Lion Group passenger handling licences
99 total articles
Indonesia’s Lion Group is preparing to build up its presence in the international market after focusing almost entirely on domestic operations in its initial 15 years. Lion is the largest domestic airline group outside China and the US, but has a small international operation that is only about the size of Poland’s LOT.
In a precursor to international expansion, the group has been raising its standards and seeking IOSA certification for all five airlines in its portfolio. Its Indonesian subsidiaries are also now in the process of securing an exemption from the EU blacklist.
IOSA certification and EASA approval should make it easier for the airlines under the Lion Group to secure approval from civil aviation authorities in several countries. It should also strengthen the Lion brand overseas and facilitate new codeshare partnerships.
The Indonesian airline group Sriwijaya is planning further expansion in 2016, with a focus on regional growth using its Nam Air subsidiary. Sriwijaya will take several additional Boeing 737-800s in 2016 enabling it to transfer smaller 737-500s to Nam which will be used to open new secondary bases and compete against the expanding regional operations of Garuda and Lion.
Privately owned Sriwijaya has emerged as Indonesia’s third largest airline group, well behind Garuda and Lion but ahead of AirAsia. Surviving an extended period of consolidation and challenging market conditions has strengthened Sriwijaya, leading to a brighter outlook.
Sriwijaya has been profitable for the last two years and is confident that it can stay in the black and maintain its current position in the market. However, it will always face the risk of being squeezed out by Garuda and Lion.
Garuda Indonesia budget subsidiary Citilink is planning to expand at Jakarta Halim and Medan over the next two months as it continues to pursue market share gains, despite challenging conditions. Citilink accounted for approximately 12% of Indonesia’s domestic market in 2015, compared with 3% in 2011, and should be able to capture nearly a 15% share in 2016.
Citilink passenger traffic grew by 24% in 2015 while its full service parent Garuda grew domestic passenger traffic by 10%. Both airlines have been gaining market share over the last two years while overall growth in Indonesia’s once booming domestic market has slowed significantly.
The 2016 outlook is relatively challenging but Citilink, at least for now, plans to maintain a similar growth rate as 2015. The LCC also remains confident that it can stay in the black after turning its first-ever annual profit in 2015.
Southeast Asia’s low cost carrier fleet has passed the 600 aircraft mark as the region’s 23 LCCs added about 70 aircraft in 2015, resulting in 13% growth. The region’s LCC fleet has expanded by 50% in only three years, from 400 to just over 600 aircraft.
Nevertheless, LCC capacity growth within Southeast Asia slowed significantly in 2015 for the second consecutive year, as several carriers made adjustments in response to challenging market conditions. For the first time since the birth of LCCs in Southeast Asia 15 years ago there was a drop in the LCC penetration rate within Southeast Asia.
There was faster LCC capacity growth in medium/long haul markets connecting Southeast Asia with other regions, driven by a 37% expansion of the Southeast Asian LCC widebody fleet. There are now seven LCCs in Southeast Asia operating widebody aircraft, compared with only seven in the rest of the world.
Indonesia's Lion Group continued to expand its fleet rapidly in 2015 as several of its competitors in Southeast Asia slowed growth or restructured. Lion added a remarkable 57 aircraft in 2015 – its highest figure ever – and ended the year with 236 aircraft.
In doing so Lion overtook AirAsia as the largest airline group in Southeast Asia, growing its fleet by 32% in 2015 while the AirAsia fleet shrank slightly. The Lion Group is expected to add a similar number of aircraft in 2016, further widening the gap with AirAsia.
All five Lion Group carriers grew their fleets in 2015 by at least seven aircraft. Lion currently has 191 aircraft in its home market of Indonesia, 27 in Malaysia and 18 in Thailand.
There is perhaps no greater indicator of the nuances in aviation than dual brand strategies. The United-Ted and Delta-Song approaches are mostly forgotten while Qantas-Jetstar trumpet alignment and newcomers like Lufthansa-Eurowings have to insist their plan will work.
What unites the attempts, successes and failures is a belief that dual brand strategies can be a silver bullet, not only gaining back lost passengers but securing new ones. Inevitably there is a lot more to it than that.
A successful dual brand airline strategy needs proper management, but this alone does not guarantee success. External forces can bring a swift end. Labour relations are often a critical factor for success or failure, but also whether a dual brand strategy is needed in the first place.