London Gatwick Airport
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- Gatwick Airport
- United Kingdom
- Domestic | International
- Airport Type
- Other airports serving London
- London Biggin Hill Airport
London City Airport
London Heathrow Airport
London Luton Airport
London Northolt Airport
London Stansted Airport
- 2565m x 45m
3316m x 46m
- Airlines currently operating to this airport with scheduled services
- Adria Airways
Air Arabia Maroc
Air Europa Lineas Aereas
Aurigny Air Services
Norwegian Air International
Norwegian Air Shuttle ASA
Royal Air Maroc
Thomas Cook Airlines
Ukraine International Airlines
Virgin Atlantic Airways
- Airlines currently operating to this airport via codeshare
CSA Czech Airlines
Delta Air Lines
London Gatwick is the second busiest airport in the United Kingdom. Hosting regional and international passenger and cargo services for over 30 airlines, London Gatwick is a hub for airlines including Aer Lingus, British Airways, easyJet, Flybe, Monarch Airlines, Thomas Cook Airlines, Thomson Airways and Virgin Atlantic Airways. London Gatwick is the busiest single-runway airport in the world.
Formerly owned by BAA, London Gatwick Airport is operated by Gatwick Airport Ltd. Gatwick is wholly-owned by Ivy Bidco Limited (Ivy), a company formed to undertake the acquisition of Gatwick. Ivy is ultimately controlled by funds managed by Global Infrastructure Management, LLC, part of Global Infrastructure Partners (GIP). GIP, a USD5.6 billion independent investment fund, invests worldwide in infrastructure assets. It targets investments in air transport infrastructure, ports, freight rail, power and utilities, natural resources infrastructure, water distribution and treatment, and waste management.
Location of London Gatwick Airport, United Kingdom
Ground Handlers and Cargo Handlers servicing London Gatwick Airport
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Fuel & Oil Suppliers servicing London Gatwick Airport
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3,121 total articles
Transport Select Committee chair: Delay in southeast expansion is a risk to economic competitiveness
149 total articles
Air Canada believes that changes it is making to business strategy – aircraft densification and the expansion of its low cost subsidiary, rouge – are positioning the airline to weather uncertain economic conditions in Canada and in other geographical regions.
A decline in industry domestic capacity later in 2016 should benefit Air Canada and rival WestJet, but Air Canada’s yields will continue to decline because certain components of its strategy blueprint – longer stage length and a higher proportion of leisure travellers – dictate a decrease in yields.
Although Air Canada has ceased offering capacity guidance, most of its planned expansion of supply in 2016 is pegged for international markets as it works to craft a global network that rivals that of its large North American peers. Perhaps to reassure investors that it is prepared to act rationally if conditions suddenly worsen, Air Canada is stressing the flexibility it retains to adjust its fleet and redeploy capacity from underperforming markets to other regions of its network.
The Canadian airline WestJet has been confronted by paradoxes in early 2016, a period in which the company celebrated its milestone 20th anniversary. After attaining an investment grade rating from Standard & Poor’s in 2014, in 2016 WestJet has secured that coveted status from a second ratings agency, Moodys. WestJet and Alaska joined Southwest Airlines in obtaining investment-grade status in 2014, followed by Delta Air Lines in 2016.
But as it marks two decades in business WestJet is facing challenges. In the short term, economic weakness in the resource-driven province of Alberta dragged down its revenue performance in 1Q2016, and in the long term, WestJet needs to ensure that the employee sentiment that helped propel it to its 20 year anniversary remains intact. It has faced union drives in recent years, which is inevitable as the company continues to expand.
WestJet has evolved from a pure low cost airline to a hybrid company that caters to both leisure and corporate customers. At times the transition has not been easy on its culture. Cultural preservation will be key as WestJet forges a path for the next decade and beyond.
Virgin Atlantic and Flybe, both back into profit after periods of losses, will launch a new codeshare from 2-April-2016. The agreement involves 19 short haul routes operated by Flybe, both domestic UK and international. These will connect into 15 Virgin routes from the UK to the US and Caribbean at all three UK airports outside Virgin's main Heathrow hub, namely Manchester, Glasgow and Gatwick.
The deal gives Virgin access to feed from 12 UK domestic routes and seven UK-Europe routes. This helps it to address its lack of short haul feed, albeit in a different way from the now defunct Little Red operation that only brought domestic traffic into Heathrow. Virgin's Delta relationship has changed its priorities in this regard. The codeshare also offers Flybe, which has gradually expanded its codeshare strategy in recent years, the potential for additional demand from passengers connecting to long haul leisure destinations.
Not long after Saad Hammad joined Flybe as CEO in 2013 he launched a restructuring and rebranding that he called the 'purple way'. Virgin Atlantic will be hoping that purple is a better colour than red for its short haul needs.
Air Canada plans to deploy the bulk of its 2016 capacity growth to international markets, after having cut some capacity in Western Canada during 2015. The airline is less exposed to that region than rival WestJet, which is headquartered in Western Canada and is projecting steep unit revenue declines in early 2016 due to weakness from lower demand in the oil and gas sector.
Air Canada embarked on the year 2016 by placing a letter of intent to purchase 45 Bombardier CSeries jets. In parallel, the Quebec government (which now has a stake in the CSeries) dropped a lawsuit against the airline related to aircraft maintenance performed in the province. However, Air Canada contends that it faced no political pressure to place an order for the beleaguered CSeries. Air Canada’s order gives the Canadian manufacturer a dependable national customer now that Porter’s order remains in doubt, and the aircraft's other North American customer, Republic Airways Holdings, has entered bankruptcy protection.
After trading at a discount for most of 2015 Air Canada has opted not to provide yield, unit revenue or capacity guidance on a quarterly or annual basis. The company’s rationale for the decision is a focus on its long-term strategy laid out to its investors in mid-2015, with specific ROIC, ratio and EBITAR margin targets. The company has emphatically stated that if short-term investors are not happy with the new policy, they are free to look elsewhere.
In the world's most premium air market, London Heathrow, Gulf airlines are increasing their presence. Emirates has obtained a sixth daily slot, the first time in a decade that it will grow above five daily flights at Heathrow (it has meanwhile been growing at Gatwick). Qatar Airways has offered six flights since May-2014 but on smaller aircraft, while Turkish Airlines will have six daily flights on three days a week from Mar-2016. Etihad has not grown slots since last decade but has increased capacity by deploying A380s. Emirates will have an all-A380 operation at Heathrow in Jun-2016.
Oman Air bills itself as a boutique airline focused on Oman, but with a high share of connecting traffic and ambitious growth plans, Oman Air is becoming a Gulf network airline. It paid USD75 million – reportedly a record – for a morning slot at Heathrow in order to have twice daily service. Beside the growth, the Big 3 Gulf airlines hold 2% of international Heathrow slots but account for 5% of seat capacity (more than local airline Virgin Atlantic). Including Oman Air and Turkish they hold 3.5% of slots. London Heathrow is a premium focus of attention but Gulf airlines are growing faster elsewhere in Europe as they diversify their networks away from London and the UK. In 2006, one in two of Emirates' Western European seats went to the UK, but in 2016 only 30% will.
For several years there has been a sideshow to the debate about whether or not there should be additional runway capacity at London Heathrow or Gatwick airports. Or whether the UK should simply make do with what it has got. In Jul-2015 the Airports Commission came down in favour of Heathrow but the issue seems to be so difficult for the British government that it has become incapable of making a decision.
This policy vacuum has elevated to the level of possibility a suggestion that was impossible when first aired; namely that a rundown military airport a few miles north of Heathrow in a suburb called Northolt might be used as a proxy domestic runway for the ‘country’s only hub airport.’ It was dismissed almost out of hand by the Commission.
But the longer the debate goes on – and it shows no sign of abating - the stronger is the hand held by the proponents of this apparently madcap idea. If the government announced tomorrow that an additional runway was to be built – and assuming it gave the nod to Heathrow – it would be 10 years at least before it entered service. Meanwhile, say commerce and industry, critical air connections from the British regions to ‘emerging markets’ are ‘missing.’
One airline – Flybe - seems to have come on board latterly and appears prepared to put its money where its mouth is. This report looks at the history behind the proposal, the pros and cons, and how realistic it is today.