London City Airport
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- IATA Code
- ICAO Code
- Corporate Address
- Hartmann Rd
- United Kingdom
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- Other airports serving London
- London Biggin Hill Airport
London Gatwick Airport
London Heathrow Airport
London Luton Airport
London Stansted Airport
- 1508m x 46m
- Airlines currently operating to this airport with scheduled services
Aurigny Air Services
- Airlines currently operating to this airport via codeshare
- Aer Lingus
All Nippon Airways
KLM Royal Dutch Airlines
London City Airport serves the London financial district and is a major business aviation facility. The airport is located on a former Docklands site three miles from Canary Wharf and six miles from the City of London. The only airport actually within London, London City is the fifth-largest airport serving the city and its operations are restricted to STOL (Short Take Off and Landing) aircraft. The airport serves over 30 business centres across Europe and North America and a small number of leisure destinations in Europe.
Location of London City Airport, United Kingdom
Ground Handlers and Cargo Handlers servicing London City Airport
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Fuel & Oil Suppliers servicing London City Airport
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663 total articles
34 total articles
After years of speculation it seems as if Global Infrastructure Partners (GIP) is set finally to dispose of London City Airport (LCY, to give it its IATA code), one of the world’s few facilities that caters in the main to business travellers, and where it is a 75% shareholder.
The airport’s ownership has changed twice already, during a period when it progressed from being something of a gamble to a successful money earner to a pawn in a political game. But the reasons for the disposal are not yet readily identifiable and can only be surmised.
LCY, which was originally going to be called London Churchill Airport after the wartime leader, serves the London financial district and is a major business aviation facility as well as supporting commercial scheduled flights. The airport is located on a former Docklands site three miles from Canary Wharf and six miles from the central business district, the City of London, which is in the east of the wider downtown area, accessible by the London Underground in 22-25 minutes.
In a May-2013 report on British Airways, we called it the favourite child of parent IAG. Its good behaviour was being rewarded with new fleet toys, while sister Iberia was scolded to mend its ways.
BA should match its best ever operating margin in 2015 and better it in 2016, even covering its cost of capital - a salutary model for its European counterparts. After the global financial crisis, margin recovery was mainly due to unit revenue growth. A RASK downturn in 2014 and 1H2015 has seen margins improve through lower unit cost, but these were largely thanks to lower fuel prices. Even a premium brand cannot always rely on unit revenue growth and BA still needs to cut CASK, with a focus on labour. It remains one of Europe's higher unit cost airlines and Iberia has cut CASK more successfully.
Iberia's reformed ways have been feted like the return of the prodigal and now BA has two more siblings. Up and coming teenager Vueling has been given significant trust and responsibility for one so young, while new arrival Aer Lingus will demand much parental attention. BA will need the maturity and determination of the eldest child to graduate to full value-creating adulthood.
Flybe reported a pre-tax result for FY2015 in line with expectations, confirming that its restructuring is starting to have a positive impact. Confusingly, the reported FY2015 result fell into loss after having recovered in FY2014, but this was blurred by a series of non-recurring/non-operating items. Flybe also reported what it calls an "illustrative" pre-tax result, by which measure its profit grew and this more closely reflects the progress made under CEO Saad Hammad.
Passenger unit revenue grew, driven by capacity cuts and sharp load factor gains, stimulated by falling yield. However, revenue from contract flying and charter operations fell and the increase in underlying profit owed much to unit cost reduction.
Flybe also signed a contract flying agreement for SAS and sold its stake in its Finnish joint venture. Moreover, it made progress with a number of other legacy issues, including exiting from its Embraer E175 order and securing additional used Bombardier Q400 aircraft. A key outstanding issue is finding a solution to its surplus E195 aircraft. In FY2016, it must aim for an improved result without having to rearrange the numbers.
In terms of markets, IAG's bid for Aer Lingus is based on the Irish airline's growing North Atlantic network, its superior links to the UK regions and, to a lesser degree, its continental European presence. In addition to the discussion of Aer Lingus itself, the bid has thrown the spotlight on the strategic merits of Dublin Airport and the competitive battles between contrasting airline models.
Ireland and its largest airport, Dublin, have long punched above their weight in aviation terms. Ireland is in the world's top 40 aviation nations ranked by airline seats, but is not even in the top 160 by population. Dublin is only Europe's 25th largest airport but it is home to its largest airline, Ryanair, by passenger numbers.
Between them, Aer Lingus and Ryanair - a low cost/legacy hybrid and one of the purest LCCs around - dominate Dublin, whereas the big European legacy airline groups have small market shares and the branded alliances are currently almost non-existent. The airline mix at Dublin is rounded out by regional airlines CityJet and Flybe, in addition to fast-growing global super-connectors Emirates, Etihad and Turkish Airlines.
The late Jan-2015 profit warning from Flybe, the UK's largest regional airline, is a reminder that no restructuring programme ever follows a smooth path. Over the past couple of years, the airline has made good progress with cost reduction, repaired its balance sheet with fresh equity and a Gatwick slot sale, trimmed its network, exited a loss-making Finnish joint venture and rebalanced its fleet plan towards turboprops. In spite of its focus on the UK regions, it has also entered London City, London Southend and London Stansted.
However, the competitive response to its London City entry has been stronger than it anticipated and, although most of its network faces no airline competition, LCCs are its main competitors on routes where there are other airlines. This puts pressure on yields (although the impact on revenues is partially offset by Flybe's raised load factor). In addition, leasing costs associated with Embraer 195 jets that Flybe no longer wants are weighing on its results.
In this report, we consider these issues in the context of a review of Flybe's strengths, weaknesses, opportunities and threats.
London City Airport (LCY) reported an increase of 7.7% in passenger numbers to 3.65 million in 2014, its highest ever number and ahead of forecasts according to CEO Declan Collier. The airport attributed the growth to increased business confidence, helping to return business travel to pre-recession levels. Traffic also received a boost from the entry of UK regional airline Flybe just before the start of the winter 2014/2015 schedule at LCY.
Flybe's entry into London City, at a time when CityJet has been reducing capacity, has given a significant boost to domestic capacity and also had an impact on the list of top routes. In the current winter schedule, Amsterdam has been replaced by Dublin as the number one destination by seats, with services now from all three of the airport's biggest airlines (British Airways, CityJet and Flybe).
A number of routes have been cut this winter by airlines at London's most expensive airport (as defined by aeronautical revenue per passenger), although Flybe's entry tips the balance in favour of routes opened. The high cost of operating at the airport will lead to further route churn, but the strategy seems to be working.