Copenhagen Kastrup Airport
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- Domestic | International
- 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
China Cargo Airlines
Corendon Dutch Airlines
CSA Czech Airlines
Danish Air Transport
KLM Royal Dutch Airlines
LOT Polish Airlines
Norwegian Air Shuttle
Pakistan International Airlines
Royal Air Maroc
- Airlines currently operating to this airport via codeshare
- Air China
Air Europa Lineas Aereas
All Nippon Airways
China Eastern Airlines
China Southern Airlines
Delta Air Lines
Rossiya - Russian Airlines
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
Ground Handlers and Cargo Handlers servicing Copenhagen Kastrup Airport
Fuel & Oil Suppliers servicing Copenhagen Kastrup Airport
1,285 total articles
Copenhagen Airports expects to invest at a level significantly higher in 2014 than what committed to
52 total articles
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).
Major European airports – some privatised, others in the public sector – have released financial results for 1Q2012 and in two cases for FY2011. Unlike the last time an across-the-board results survey was undertaken, in 2011, there is a greater degree of uncertainty in some countries in this first quarter that is reflected in these reports but there still remain more positive than negative results, especially in Scandinavia.
Increasing economic uncertainty in Europe has resulted in US carriers pulling back capacity to the continent later this year to proactively contain losses and a drop-off in traffic that could result from the increasing likelihood of Greece’s exit from the euro zone and the Euro falling to a two-year low against the US dollar. Delta has already stated its goal to reduce capacity 5% across the Atlantic during the fourth quarter, while United has already instituted schedule changes that show a pull-down in secondary European markets. US Airways, which during the last year has enjoyed marked success in its trans-Atlantic business segment, has not declared any plans regarding its capacity to Europe later in the year. But the carrier is launching several seasonal services on the back of its strong performance in the European market.
Trade group Airlines for America (A4A) estimates that during the fourth quarter of this year US carriers will reduce their capacity to Europe by 7.8% as they attempt to better manage seasonality and stave off effects of a recession on the continent. This change is significant as Western Europe is still the largest international market from the US.