- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
- Route Maps
- US Route Data
- Annual Reports
- Print Summary
- IATA Code
- ICAO Code
- Corporate Address
- Airline House,
25 Airline Road,
- Main hub
- Singapore Changi Airport
- Business model
- Full Service Carrier
- Airline Group
- Part of SIA Group
- Star Alliance
- Joined Alliance
- Association Membership
- Codeshare Partners
- Aegean Airlines
Air New Zealand
All Nippon Airways
China Cargo Airlines
LOT Polish Airlines
South African Airways
Virgin Atlantic Airways
Based at Singapore Changi Airport, Singapore Airlines is the national carrier of Singapore. Using a fleet of wide-body Boeing and Airbus aircraft, including the A380 of which Singapore Airlines was the launch customer, Singapore Airlines operates an extensive network across Asia, North America, Australasia, Europe, Africa and the Middle East. Singapore Airlines joined the Star Alliance on 01-Apr-2000.
Location of Singapore Airlines main hub (Singapore Changi Airport)
Singapore Airlines share price
1,850 total articles
327 total articles
Air New Zealand reported its third consecutive year of profit growth in the FY to 30-Jun-2014. The contrast is obvious with Qantas, which has announced a massive headline loss of AUD2.8 billion (although an underlying loss which improved considerably on analysts' expectations). But the reality is the three hours that separates Sydney from Auckland also significantly changes market conditions that account for the difference in fortune. Air New Zealand faces no major competitor in its core domestic market while in the long-haul market competition is significantly lower and strong partnerships dominate.
Air New Zealand is not resting on its laurels, with a projected 6% ASK growth in FY2015. Domestic, trans-Tasman and North America growth will be below average, Europe flat, and Asia above average as Air New Zealand resumes Auckland-Singapore flying as part of its approved JV with Singapore Airlines. Aside from the Singapore route, most growth will occur through capacity up-gauging as larger aircraft replace smaller ones, reducing growth risk and hefty route start-up costs.
As Qantas and Virgin Australia, at least temporarily, call a truce on their domestic market share battles, their focus of attention turns to international operations as they report their fiscal 2014 results on 28 and 29-Aug-2014. Neither has achieved its ideal position and there is undoubtedly a lot of head scratching going on among their strategy teams. Qantas in particular is expressly looking at cutting as much as USD1 billion in costs out of its international operations; and neither airline has yet been able to establish a sound foundation for a North Asian strategy.
In this short pre-results overview, we look at some indicative, publicly available, load factor statistics that may suggest where each should be heading in terms of laying down the basis for sustainable international strategies. There is a lot more to route planning than historic load factors, but it is a good place to start. No doubt more thinking will be exposed when the airlines report FY2014 financials.
As the trans-Pacific aviation market develops, traffic expands and new entrants arrive on the scene, there are predictablity changes in the ways passengers and freight move across this potentially vast long-haul market. One of the largest changes is occurring as Tokyo is bypassed.
US airlines in particular are resorting to use of the new direct rights - and new equipment - which provide them with improved non-stop access into the Chinese market and other Asian points.
This is the last part in a four-part series of analysis reports on the dynamic North Pacific market. The first part focused on Asian airlines, the second part on US carriers and the third part on the growing role of hubs in China.
Unsurprisingly, nearly 80% of the route expansion across the North Pacific in the past five years has occurred at hub airports where behind gateway connections are readily available - although for various reasons those connections are not always accessible on the same terms to Asian carriers, even where they are partners of the North American airlines.
China's emergence is marked by new service - 23% of all frequencies across the North Pacific are today are directed towards Shanghai and Beijing, up from 16% in 2009, while Tokyo has suffered the most notable reduction in flights.
However, as the market develops and as new factors like the introduction of the 787 begin to influence network planning, secondary airports are also starting to benefit. But it is a gradual process. Since 2009 there have been five new North American cities and three Asian airports directly linked for the first time.
Chinese airlines are increasing their commitment to US and Canadian points; and airports such as Shanghai Pudong, home of China Eastern, and Wuhan are offering generous inducements to airlines to add new long-haul service.
North Pacific air route development: Part 2 - US airlines’ risk aversion and Canada's restrictionism
In Part 1 of this report, we reviewed the higher than average traffic growth on the North Pacific over the past five years and the factors behind Asian airlines' route development.
In Part 2 we examine the aeropolitical environment on the Pacific and US airlines’ trans-Pacific roles. Canada's conservative policy is a constraint on Asian airline connections - and on potential air services to Latin America via Vancouver. Meanwhile, China's reluctance to move to open skies with the US limits American carriers' expansion plans.
The resurgence of US airline expansion is made possible not only by the prospect of market growth but also by their reincarnation as lower cost operations following bankruptcy and their subsequent mergers.
The definition of insanity is repeating the same action but expecting a different result. This is where Asia’s airlines partially find themselves about air freight, one unifying – albeit pessimistic – theme across the region. The freighter fleet at Asia’s major airlines is largely unchanged at 135 aircraft, down from 2012’s peak of 148 aircraft but up from the 133 in 2006. Korean Air, China Eastern and Cathay Pacific have made the largest net additions while EVA Air and Singapore Airlines are alone in making net decreases.
Some airlines have made changes to beat the odds on insanity. Older and inefficient aircraft like the MD-11 and 747-400 BCF have been replaced by newer models such as the 747-8F and 777-200F. Although welcome, these efforts alone cannot sustain the industry. The sheer aircraft numbers mask lowered productivity, generally weakened load factors and yields, competition from outside the region and growing bellyhold capacity. Of eight airlines studied, four had lower freight capacity in 2013 than 2012.