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- Other airports serving Brussels
- Brussels South Charleroi Airport
- 2987m x 50m
3211m x 45m
3638m x 45m
- Airlines currently operating to this airport with scheduled services
- Adria Airways
Air Arabia Maroc
Air Europa Lineas Aereas
Belle Air Europe
CSA Czech Airlines
Delta Air Lines
KLM Royal Dutch Airlines
LOT Polish Airlines
Middle East Airlines
Royal Air Maroc
Thomas Cook Belgium
Ukraine International Airlines
- Airlines currently operating to this airport via codeshare
- Air France
All Nippon Airways
China Southern Airlines
South African Airways
Operated by the Brussels Airport Company, Brussels Airport is the international gateway airport to Brussels and Belgium. Hosting domestic, regional and international passenger and cargo services for over 50 airlines, the airport is a hub for many airlines including Brussels Airlines, Abelag Aviation, European Air Transport, EVA Air Cargo, Jet Airways, Jetairfly, Saudi Arabian Airlines Cargo, Singapore Airlines Cargo and Thomas Cook Airlines.
Location of Brussels Airport, Belgium
Ground Handlers servicing Brussels Airport
748 total articles
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US Airways believes it can recoup lost revenue triggered by a 16 day US Government shut-down after recording reasonably solid 3Q2013 results, including higher than expected unit revenues for the three months ending 30-Sept-2013.
As the outcome of the US Department of Justice (DoJ) challenge to block the merger of American Airlines and US Airways is tough to predict, both carriers are moving forward in network expansion on a stand-alone basis. For US Airways it means international expansion from its Charlotte hub as a means to close the gap in a variable financial performance from 2Q to 3Q, while American appears to be crafting a Pacific strategy that entails a build-up in Dallas/Fort Worth to strengthen its position in the trans-Pacific against United and Delta.
Air Lituanica launched services at the end of Jun-2013, making it the first scheduled Lithuanian carrier since the collapse of FlyLAL in 2009 and Star1 Airlines in 2010. Air Lituanica will see Lithuania once again connected to other key European countries through a home-based carrier.
As the largest of the three Baltic states with a land area of 65,300km2, Lithuania has a population of about three million and had a GDP in 2012 of about USD42 billion, according to World Bank data. The country currently has four airports in Vilnius, Kaunas, Palanga and Šiauliai which are served by about 20 foreign carriers.
Aside from Air Lituanica, there are currently five other Lithuanian airlines including five charter carriers (Aurela, Avion Express, DOT LT, Grand Cru Airlines and Small Planet Airlines) and one cargo carrier (Aviavilsa). There have been no domestic services in the country since the demise of FlyLAL.
Accounts filed in Jun-2013 with the National Bank of Belgium show that the operating loss of Brussels Airlines’ holding company SN Airholding widened in 2012. It has yet to make an operating profit since Lufthansa acquired 45% in 2009, although its ‘Beyond 2012-2013’ restructuring programme aims to bring the company back to profitability by 2014.
Analysis of its unit costs (CASK) show that Brussels Airlines is a little more efficient than other Lufthansa Group national carriers, but much higher cost than the LCCs with whom it competes on much of its European network, which accounts for well over 80% of its seat capacity. The strength of its Europe to Africa operations risks being eroded by growing competition in the transfer market.
It seems unlikely that Lufthansa will exercise its option to buy the remaining 55%, unless Brussels Airlines can demonstrate significant progress towards sustainable profitability before the option expires in Apr-2014.
As American and US Airways move to close their merger in Jul-2013 and set out on a complex integration process, speculation over the status of the nine hubs comprising the backbone of the combined network was revived after a report from a US government watchdog questioned Philadelphia’s role in the combined network. Similar queries have also arisen over the status of Phoenix once integration is complete.
The network optimisation that occurs during a merger integration inevitably results in some service cuts and eliminations as unprofitable flights are culled. Southwest has been weeding out AirTran’s unviable routes for the last year (notably, without a huge amount of criticism) as it attempts to complete integration of the two carriers.
While it is natural to assume some hubs might lose prominence in the combined American-US Airways network, the reality is that during the last few years all the major American carriers have undergone network overhauls that resulted in concentrating flying at their hub strongholds, leveraging strength where they have a commanding presence. US Airways and American have notably embraced that strategy, evidenced by US Airways placing 99% of its flying at its Charlotte, Philadelphia, Phoenix and Washington National hubs while American continually touts its cornerstone strategy that entails building its network around Dallas/Fort Worth, Chicago, Los Angeles, Miami and New York.
Brussels Airlines launched its second US route (Washington Dulles) on 18-Jun-2013, throwing the spotlight on what has become the forgotten carrier of the Lufthansa empire. It is descended from a long line of Belgian national carriers, but includes some LCC genes in its make-up through the union of Virgin Express and SN Brussels Airlines in 2007. It remains a full service carrier, albeit with a simplified entry level product on European routes, offering business class and a long-haul network.
Its network is largely short/medium-haul; it has no Asian or Latin American routes and only two North American routes, but it has a disproportionately large African network. This niche is what attracted Lufthansa to Brussels Airlines when it bought a 45% stake in 2009, but the union has not yet been fully consummated in spite of a long courtship that has permitted a complete takeover since 2011.
In Part 1 of a two-part report, we assess Brussels Airlines’ recent growth and analyse its network. Part 2 will examine its financial progress.
Two major elements driving Air Canada’s 2Q2012 negative financial results – labour strife and pressure created by the sudden shutdown of its major maintenance provider Aveos – are the areas where the carrier sees prime opportunities in the future as new labour agreements allow for the creation of a new low cost carrier and negotiations with new suppliers ensure a substantial improvement in the costs of airframe maintenance.
Air Canada management during the last year has often cited the transformation that needs to occur at the carrier in order for the airline to compete in the new competitive environment ushered in by LCCs and spiking fuel prices. But in the short term the company still must deal with disgruntled employees and increasing competitive pressure that will not pause as Air Canada works to complete its transformation.
During 2Q2012 Air Canada widened its losses year-over-year by CAD50 million (USD50.2 million) to CAD96 million (USD96.4 million), while net losses for 1H2012 expanded by CAD241 million (USD242 million) to CAD306 million (USD307 million).
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