Copenhagen Kastrup Airport
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- Other airports serving Copenhagen
- Roskilde Airport
- 3300m x 45m
3600m x 45m
3070m x 45m
- Airlines currently operating to this airport with scheduled services
- Adria Airways
Air Europa Lineas Aereas
China Cargo Airlines
CSA Czech Airlines
Danish Air Transport
KLM Royal Dutch Airlines
LOT Polish Airlines
Norwegian Air Shuttle ASA
Pakistan International Airlines
Royal Air Maroc
Thomas Cook Airlines Scandinavia
- Airlines currently operating to this airport via codeshare
- Air Austral
Air New Zealand
All Nippon Airways
China Eastern Airlines
China Southern Airlines
Delta Air Lines
South African Airways
Copenhagen Kastrup Airport is the main international gateway to Copenhagen and the Oresund region in Denmark and is operated by Copenhagen Airports A/S. Hosting domestic, regional and international passenger and cargo services for over 30 airlines, Copenhagen Kastrup is the major hub for airlines including Scandinavian Airline System (SAS), Transavia, Cimber Sterling and Norwegian Air Shuttle.
Location of Copenhagen Kastrup Airport, Denmark
Copenhagen Airports share price
Ground Handlers and Cargo Handlers servicing Copenhagen Kastrup Airport
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Fuel & Oil Suppliers servicing Copenhagen Kastrup Airport
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1,418 total articles
Minister of Transport requests greater focus on Copenhagen Airport security following traffic merger
54 total articles
Finnair is raising the competitive stakes in using its Helsinki hub to offer the quickest connections between Europe and Asia and in 2015 will have about 10 flights a day to North and Southeast Asia. Before Finnair arrived in Asia in 1976, there was SAS, which commenced Asian flights in 1949 and held the title for all sorts of records and unique operations. But Finnair started to catch up, and it – not SAS – was the first to fly non-stop from Europe to China. A decade ago, Finnair had only a slight edge over SAS in Asia but now Finnair has three times the number of flights and four times as many seats as SAS in Asia.
Strong and active unions and an unwieldy ownership structure, together with an inefficient fleet, have hobbled SAS, but it is hoping to make some inroads in Asia, although opportunities will be limited. A new Stockholm-Hong Kong service opens in Sep-2015 while a nascent partnership with Etihad lays the groundwork for closer cooperation in the future and when Etihad commences services to Scandinavia. Emirates and Qatar already serve the region. SAS' Asian network is largely out of Copenhagen, and the airline probably would hope the Stockholm departure for Hong Kong will limit Finnair's poaching of Swedish traffic.
SAS fell back into net loss in FY2014 and its operating profit margin was only 1.0%. It is achieving its cost reduction targets and moving towards a more effcient operation. Moreover, product and network initiatives have helped to stimulate load factor improvements and growth in the number of frequent flyer members using the airline.
However, in a highly competitive market-place characterised by capacity growth and downward price pressure, unit cost did not fall enough to offset the drop in unit revenue. SAS has now announced further cost savings plans and is reorganising its regional flying activities.
SAS has achieved much over the past two years, streamlining the group and cutting costs. It has lowered its CASK by 10% since 2012, bringing it more in line with other European FSCs. The problem is that the main competitive threat comes from the LCCs and SAS' cost base is still much higher than theirs. It seems it must always work harder just to tread water.
Ryanair has again achieved double digit growth in net profits in 2QFY2015. This was the result of revenue per seat growth outpacing cost per seat growth. After Ryanair's dip in profits in FY2014, it has now reported two quarters of earnings growth and reconfirmed its position as Europe's most profitable airline. It has again raised its FY2015 net profit guidance and expects a result that is around 45% higher than last year.
With a slight fall in average sector length in 2Q, the increased revenue per seat was the result of network and product/service improvements and greater overlap with higher fare competitors. It seems that Ryanair has made good progress with its 'Always Getting Better' programme and this is feeding through to the numbers.
Remarkably for Ryanair, it is even starting to make positive progress in brand rating surveys. As CEO Michael O'Leary said to analysts at the 2Q results presentation, "It's not cheap and nasty any more," he said, "it's cheap and very good."
SAS yield decline outweighs cost cuts to give wider losses in 2Q. Market share versus profitability?
SAS posted another pre-tax loss in 2QFY2014 after a weak 1Q result. For 1HFY2014, its pre-tax loss before non-recurring items was more than three times that of the same period a year earlier. It continued to make good progress with its 4XNG cost reduction programme, achieved further load factor gains and improvements in labour productivity and aircraft utilisation. However, the positive effect of these factors was wiped out by plummeting yields, attributed by SAS to overcapacity in Scandinavian markets.
In response to the weakening revenue and profitability environment, SAS has announced a new cost savings target and is taking action to "win the battle for Scandinavia's frequent travellers" through improvements to its product offering. Its recent re-capitalisation gives it more time to attempt to build a sustainably profitable business, or at least one that may become part of the next phase of European consolidation (whenever that might be).
LCCs are a thorn in the eye of all established network carriers, and the environment is no different in Scandinavia where SAS Group’s historic market share has been slowly crumbling off to the benefit predominantly of Norwegian Air Shuttle, which relentlessly has built a closely-knit network from bases in Norway, Sweden and Denmark. As a national airline partially owned by the governments of Sweden, Denmark and Norway (with a 21.4%, 14.3% and 14.3% shareholding respectively), SAS for too long has been a bystander, hoping that its ownership structure and lobbying would be sufficient to fence off the expansion of Norwegian and other budget airlines.
Now SAS is trying to fight back and it wants to win over the independent leisure travelers who flock to the no-frills operators. As part of its new strategic platform 4Excellence, which was outlined by the company’s new president and CEO Rickard Gustafson in Sep-2011, the airline is expanding its offerings to strengthen its market share within the leisure travel segment.
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).