Istanbul Ataturk Airport
- CAPA Analysis
- Schedule Analysis
- Route Maps
- Print Summary
- IATA Code
- ICAO Code
- Other airports serving Istanbul
- Istanbul Sabiha Gokcen Airport
- 2300m x 60m
3000m x 45m
3000m x 45m
2600m x 60m
- Airlines currently operating to this airport with scheduled services
- Adria Airways
Ariana Afghan Airlines
Azerbaijan Airlines AZAL
Cargolux Airlines International
China Southern Airlines
Iran Aseman Airlines
KLM Royal Dutch Airlines
LOT Polish Airlines
Middle East Airlines
MNG Airlines Cargo
Rossiya - Russian Airlines
Royal Air Maroc
Silk Way Airlines
Ukraine International Airlines
- Airlines currently operating to this airport via codeshare
- Air China
Air New Zealand
All Nippon Airways
Delta Air Lines
Pakistan International Airlines
Operated by TAV Airport Management, Atatürk International Airport is the major international gateway to Istanbul, Turkey. Hosting domestic and international passenger and cargo services for over 30 airlines, the airport is a hub for airlines including Turkish Airways and AtlasJet. Atatürk International is among the fastest-growing major international airports in the world, enjoying exceptional growth in recent years, in line with the economic growth of Turkey and national carrier Turkish Airlines.
Location of Istanbul Ataturk Airport, Turkey
Ground Handlers servicing Istanbul Ataturk Airport
1,058 total articles
55 total articles
In CAPA’s report on Turkish Airlines’ 3Q2013 results, we highlighted that RASK growth failed to beat CASK growth for the first time this year and suggested management would want to demonstrate this was not the start of a new trend. The airline has now provided some reassurance on this.
Beyond this issue, CEO Temel Kotil used the recent Turkish Airlines’ investor day to reiterate his strategy of using the carrier’s Istanbul hub to attract global connecting traffic flows, leading to growth ahead of the market, albeit with an increased focus on frequencies rather than new destinations in future. This strategy has similarities with those of the Gulf carriers, but is also underpinned by the significant Turkish home market.
The Turkish market includes strong competition in the shape of LCC Pegasus, but the return to profitability of SunExpress, jointly owned by Turkish Airlines (THY) and Lufthansa, provides THY with another option for facing this competitive threat.
For all their success elsewhere, the Gulf carriers and Turkish Airlines are looking rather thin in China. This is not by their choosing. Emirates, Etihad, Qatar and Turkish have reached the limit of air rights and slots made available to them.
All are ready to expand, and Turkish has even said it has service to five cities ready to launch if approved. That is probably of little comfort to China. While the country wants a flourishing aviation market, it also wants its airlines to have a fair share. But this is not classic protectionism. The argument is Chinese carriers are still young and need time to gain experience before being on equal footing with peers.
Yet Etihad and Qatar are younger than China’s long-haul airlines. With a mindset change that favours liberalisation in China being unlikely in the medium term, the foreign carriers will have to find ways to stress their value and why they should receive more air rights. Partnerships are one such answer.
News that Nordic Office of Architecture has been awarded the right to design Istanbul’s new airport, following recent reports that construction may start in May-2014, refocuses attention on Europe’s fastest growing aviation market.
Ultra-LCC Pegasus Airlines and network carrier Turkish Airlines were, in 2012, respectively Europe’s second and fourth most profitable airlines (based on 2012 operating margin).
Air passenger numbers in Turkey have grown at double digit rates in five out of the past six years. The success of Turkey’s aviation sector has been built on healthy economic growth, a relatively productive and inexpensive workforce and Turkish Airlines’ use of its Istanbul hub to attract international transfer traffic.
Rapid growth in Turkish Airlines’ passenger numbers has been driven by international traffic, in particular international-to-international transfer traffic. By region, North America, Africa and the Far East have seen the highest growth rates, but Europe remains its biggest region by passenger numbers. This strategy has parallels with those of Emirates, Qatar Airways and Etihad. In part two of our analysis, we compare Turkish Airlines’ network with those of the latter three.
The geographic location of its Istanbul hub means that, compared with the three Gulf carriers, it is closer to Europe, North America, Latin America, North and West Africa (and western parts of Central Africa). Relative to Emirates, Qatar Airways and Etihad, it has a low percentage of its international seats on routes to Africa and, most strikingly, to Asia-Pacific.
In spite of operating narrowbody aircraft (more than 80% of its fleet) to a high proportion of international destinations, it has a lower average frequency per international destination than Emirates, particularly in Africa and Asia-Pacific.
Turkish Airlines’ mission statement includes the aims: “To become the preferred leading European air carrier with a global network of coverage,… whilst maintaining its identity as the flag carrier of the Republic of Turkey in the civil air transportation industry.” It also has a vision statement with a number of additional aims, including being an air carrier with “a continued growth over industry average” and “unit costs equating with low cost carriers”.
Turkish Airlines has the world’s second largest network by number of international destinations, but is only eighth by number of international seats and Turkey itself is only the number 15 aviation market globally. Its considerable success in meeting the aims noted above owes much to its strategy of attracting global transfer traffic flows via its Istanbul hub, an approach that both involves competing with, and invites comparison with, the three fast-growing Gulf carriers.
Air Canada returned to profitability for the full year 2012 despite bruising labour unrest and intensifying competitive pressure from its main domestic rival WestJet.
To combat the increasing threat from WestJet, Air Canada is leveraging its international network in the hopes that strategic moves it is making to improve existing service and introduce new markets will allow it to sustain its recently-achieved fragile profitability.
The carrier’s 2012 adjusted net income of CAD53 million (USD53 million) reversed a loss of CAD122 million (USD122 million) for the year-prior. Its full year 2012 profit is all the more noteworthy given its net losses for 1H2012 grew by CAD241 million (USD241 million) to CAD306 million (USD307 million).
While Air Canada turned a CAD107 million (USD 107 million) profit in 2010, it sustained losses of CAD24 million (USD24 million) in 2009. During 2008 Air Canada bled CAD1 billion (USD1 billion), which was followed by concessionary agreements reached with labour groups in 2009 to avoid a second stint in creditor protection after its emergence in 2004.
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