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- Finavia Corp.
P.O. Box 50
- Other airports serving Helsinki
- Hernesaari Heliport
- 3440m x 60m
3060m x 60m
2901m x 60m
- Airlines currently operating to this airport with scheduled services
KLM Royal Dutch Airlines
Norwegian Air Shuttle
Ukraine International Airlines
- Airlines currently operating to this airport via codeshare
- Adria Airways
Air Europa Lineas Aereas
All Nippon Airways
China Southern Airlines
CSA Czech Airlines
Delta Air Lines
South African Airways
Operated by Finavia, Helsinki-Vantaa Airport is located in Vantaa and is the major international gateway to Helsinki and the largest airport in Finland. Hosting regional and international passenger and cargo services for over 20 airlines, Helsinki Airport is a hub for airlines including SAS, Flybe Nordic, Norwegian Air Shuttle, TUIfly Nordic and Finnair. About 90% of Finland’s international air traffic passes through Helsinki Airport and is a popular transfer point for services to and from Europe.
Location of Helsinki-Vantaa Airport, Finland
Ground Handlers servicing Helsinki-Vantaa Airport
661 total articles
24 total articles
Partnerships and KLM Royal Dutch Airlines are intertwined: KLM and Northwest Airlines first joined forces in 1989 when KLM acquired a 20% holding in the US carrier, then the two pioneered the industry's first modern joint venture in 1997, subsequently been imitated not just by trans-Atlantic peers but by airlines across the world. Partnerships today are even more prevalent and critical for KLM. The trans-Atlantic deal has expanded and KLM has a JV with Kenya Airways, among others.
But it is Asia where KLM's breadth of partnerships is most evident and also where there are expansion opportunities, as KLM COO and Deputy CEO Pieter Elbers told CAPA at its recent World Aviation Summit in Amsterdam.
The launch of European flights by China's Sichuan and Xiamen Airlines could see KLM form a deeper partnership, adding to its existing relationships with China Eastern and JV partner China Southern. KLM's historical relationship with Malaysia Airlines has continued despite MAS joining oneworld in 2013, and KLM has also added one-time foe Etihad Airways as a partner. KLM would like a partner in Japan, its second-largest Asian market, and ideally hitch on Air France's relationship with JAL. Mr Elbers describes a stable if limited relationship with SkyTeam heavyweight Korean Air. The growth in partnerships comes as Asia widens its lead over North America as KLM's largest long-haul market.
Finnair's pending entry to the British Airways-Japan Airlines Europe-Japan joint venture will give a much needed boost to the oneworld-led JV, whose share of the Europe-Japan market will increase from 16% to 23.5%. The JV encompassed European connections from British Airways, but the large point-to-point nature of the London-Tokyo market as well as the backtracking involved at Heathrow provided the JV its strongest hold between Japan and the UK.
A similar Star Alliance-led Europe-Japan JV was anchored by All Nippon Airways and Lufthansa, accounting for a quarter of the market. The addition in 2012 of fellow Lufthansa Group carriers Austrian and SWISS has boosted the JV's share 32.5%. Beyond market share, the Star JV was more effective at offering connections around continental Europe.
Finnair's addition is also a tidy conclusion to the flirtation between Finnair and JAL, which in Jul-2013 launched its own Tokyo-Helsinki service and wanted to tap into Finnair's geographically convenient hub. The closer ties between Finnair and BA follow Finnair's addition into the trans-Atlantic JV and BA's increasing admiration for Finnair's Asian strategy. There may be more to come from this relationship.
Finnair's basic strategy is well-known: the carrier seeks to connect Europe with Asia via its Helsinki hub, which is geographically advantageous and offers connections of about 35 minutes. But within that strategy are different phases: first Finnair looked at linking primary European cities with primary Asian cities and then secondary European cities with primary Asian cities. Now the carrier is increasingly looking at a third phase: linking first and secondary European cities with secondary Asian cities.
It is in this phase where Finnair's newly-announced service to Vietnam's Hanoi fits in. From 14-Jun-2013 Finnair plans to link Helsinki and Hanoi with three weekly services for the northern summer season. It will be the only European carrier (Finnair excludes Aeroflot in this criteria) to offer service to Hanoi, although other carriers, most recently LOT Polish Airlines, attempted it in the past. CEO Mika Vehviläinen, speaking at CAPA's World Aviation Summit in Hong Kong on 28-Nov-2012, noted the service is not a clear-shot victory but Finnair does expect long-term success.
A quick look at world route maps reveals Finland’s strategic geographic location for flights from Europe to Asia, and it is no surprise that the country’s flag carrier is betting on Asian traffic to generate growth. Finnair’s Asian focus is not new – it was the first European carrier to operate non-stop commercial service to Tokyo aboard a DC-10 in 1983 – but it received new impetus in Aug-2011 as part of group president and CEO Mika Vehviläinen’s restructuring plan to bring the company back to profitability.
Finnair’s objective is to double its revenue from Asian traffic from 2010 to 2020 and the foundation of this growth strategy is threefold: the growing Asian markets, fast flight connections and competitiveness. The airline at present enjoys nearly unrivaled competition on its Asian routes in the Nordic market, however, the emergence of a competitor is not far away. Scandinavia’s dynamic LCC Norwegian Air Shuttle will receive its first three Boeing 787s in 2013 followed by a further seven in 2014, and Asian routes will most likely be part of its new long-haul network.
The shortest flight path from Europe to China and Japan passes through Finland, but Norway can easily claim a comparable geographic advantage. Norwegian has built up a dense European network, which will feed the new long-haul operations, and it can be safely assumed management will clinch a deal with a regional partner for feed on the Asian side of the operations.
Japan Airlines plans for future: more regional & long-haul flights as LCCs swallow short-haul market
Japan Airlines (JAL) emerged from bankruptcy last year with a new lease on life, realising – although it was never in danger of absolute collapse – little is sacred and that the status quo cannot always continue, a radical change of thought in entrenched corporate Japan. This new thinking is evident in the carrier’s medium-term business plan from 2012 though 2016 which seeks to address the significant structural change that will start to occur later this year as low-cost carriers rapidly increase in the domestic market and expand on regional services.
While passengers and Japan as a whole will benefit from lower cost travel, that growth will be at the expense of Japan’s incumbent full-service carriers. JAL is smartly preparing to de-emphasise its mainline domestic market, which will be most exposed to LCCs, and concentrate on two areas LCCs will not reach in full force in the medium term: domestic regional flights and long-haul markets. In 2016 JAL plans to operate 13% more available seat kilometres (ASKs) than in 2011, with all growth in international markets; JAL’s domestic network will shrink.
Alex Cruz, CEO of Spanish LCC Vueling, spoke passionately at a recent conference of his need to see partnerships between airports and airlines that are deep and long-lasting. Mr Cruz referred specifically to co-operation that permits both partners to benefit from alternative revenue generation. Ahead of the forthcoming CAPA Airlines in Transition conference in Istanbul – which will feature some 30 airline CEOs addressing this and related issues – we consider how these parties have collaborated in the past and how it is shaping up now.
Vueling Airlines has become one of the innovators of the hybrid/low-cost business model that has become more prevalent and is found in other airlines such as easyJet (progressively) and Flybe (one of the originators of the model).
The fast changing airline industry makes life difficult for airport planners – just as change also offers opportunities.