Bahrain International Airport
- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
- Route Maps
- Fast Fact Report
- IATA Code
- ICAO Code
- Airport Type
- 2530m x 45m
3956m x 60m
- Airlines currently operating to this airport with scheduled services
- Air Arabia
Air India Express
Cargolux Airlines International
KLM Royal Dutch Airlines
Pakistan International Airlines
Polar Air Cargo
- Airlines currently operating to this airport via codeshare
- Aegean Airlines
All Nippon Airways
Delta Air Lines
Royal Air Maroc
South African Airways
Located on a small island north of the capital Manama, Bahrain International Airport is the main gateway to the city of the Kingdom of Bahrain. The airport hosts passenger and cargo traffic from over 30 carriers. Bahrain International Airport is the main hub for Gulf Air.
Location of Bahrain International Airport, Bahrain
Ground Handlers and Cargo Handlers servicing Bahrain International Airport
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Fuel & Oil Suppliers servicing Bahrain International Airport
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1,249 total articles
43 total articles
Gulf Air’s latest round of restructuring continues to produce results ahead of its original targets. Without releasing figures, the airline reported a 30% year-on-year net reduction in losses for 1H2014, significantly bettering its target of 12%.
The airline is now 18 months into its latest round of restructuring, its fourth in a little more than a decade, but is finally emerging as a leaner and more appropriately structured carrier.
Improving operational and financial results show promise for the struggling airline. Operating costs declined 28% in the first half of the year and operational indicators have continued their sustained improvement.
Air travel rises with a country's wealth. Law of nature, or can government policy make a difference?
CAPA's extensive country rankings database provides rich pickings for analysis of the relationship between the wealth of a country and the penetration of air travel in that country. Not surprisingly, our analysis confirms that the two are closely correlated. Countries with higher GDP per capita tend to have higher numbers of airline seats per capita.
Establishing a correlation does not indicate the direction of causality, which works in both directions. Economic wealth drives air travel, but air travel also helps to drive economic wealth. However, the correlation is not perfect and levels of penetration can be affected by geographical, political, fiscal and infrastructural factors. This leads to some countries having a significantly higher or lower number of airline seats per capita than might be expected simply from their level of GDP per capita.
Who are the out-performers, in terms of the penetration of air travel, and who are the under-performers? What are the characteristics of each group? How do the main regions of the world compare?
And what role can governments play? - in some cases, they can potentially make a significant difference.
Cathay Pacific is consolidating its Middle East network, largely prompted by a flood of capacity in the Middle East-Philippines market. Passengers from the Philippines alone often comprise half or more of Cathay's Middle East flights. The Middle East-Philippines market has grown rapidly, led by a 70% increase in UAE-Philippines capacity as Cebu Pacific launched long-haul flights and Emirates and Etihad increased capacity.
The smaller Saudi Arabia-Philippines market has grown by over 60%. The result has been over-capacity with no winners as the market is intensely price-driven by contractors seeking seats for Filipino migrant workers. Cathay's reductions, while small, are likely only the start of needed consolidation between the Philippines and Middle East.
Cathay is particularly at the losing end as its once-tidy Philippines-Middle East market has come under Gulf and LCC competition that can offer lower fares and more direct services. Some Philippines-Middle East markets require two stops due to triangular routings, which are being discontinued. Also discontinued are services to Jeddah and Abu Dhabi. Air Seychelles, 40% owned by Etihad, introduced Abu Dhabi-Hong Kong services in 2013.
While Cathay may not experience such fierce and sudden competition changes elsewhere in its market, it is an unwelcome example of what such vibrant market conditions including more Gulf, LCC and non-stop competition can do to its network, which has partially relied on traffic other carriers could not or did not bother to carry. While that has been a smart network foundation, it is also a shifting one, as European carriers and even Singapore Airlines have found.
Regional political uncertainty and social turmoil have not been able to stop low-cost carriers in the Middle East from reporting another profitable six months. Two of the region’s key privately owned LCCs, the Sharjah-based Air Arabia and the Kuwait-based Jazeera Airways, have both posted strong profits in 1H2013.
In addition to this, the region’s other two LCCs, the privately owned nasair and the emirate of Dubai-controlled flydubai are anticipating profitable full year results. flydubai reported a maiden profit in 2012 and is looking to continue this momentum into 2013.
nasair has not yet reported a break-even year, despite being launched in 2007, but a restructuring in late 2012 has already seen the carrier reporting profits on a monthly basis.
Gulf Air’s latest attempt at a turn around, launched in late 2012, appears to be quickly producing concrete results for the struggling Bahraini national carrier. The latest in a long line of revival attempts, the plan has dramatically downsized the Gulf’s oldest airline in an attempt to end the years of heavy losses.
At the end of 1Q2013, Gulf Air announced it achieved a 21% cut in overall costs during the quarter, crediting the improvement to a reduction in aircraft leasing fees, cuts to flight-related charges and staff expenses and the closure of loss-making routes.
Yields were up 21% year-on-year in the quarter, thanks to stronger traffic demand in the region and significantly higher sales in Bahrain, as well as its broader fleet and network restructuring. As a consequence, the carrier reported that losses in 1Q2013 were approximately half what they had been in 1Q2012.
As another Gulf Air CEO has come and gone, the Bahraini government again picks up the task of plotting a new path for the formerly multi-national airline.
The carrier’s board announced on 29-Nov-2012 that it had accepted the resignation of widely respected airline executive, Mr Samer Majali – which he submitted earlier this year – following the appointment of a new Gulf Air board in mid-Nov-2012. Mr Majali will remain in his position until the end of 2012.
And so the troubled and politically muddled airline stumbles onwards with continuing political meddling and no clear direction for its future. With Mr Majali's departure, the prospects for Gulf Air's recovery become even more slender.
In a parallel development, the Bahrain Parliament has also voted to replace the carrier’s entire board as well as wiping out two external consultancy contracts. A new board has been announced, led by the deputy premier and consisting of a mix of Bahraini parliamentarians, advisors to Bahrain’s royal court and representatives from the Bahrain Mumtalakat Holding Company, which has ownership of the carrier.