London Gatwick Airport
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- Gatwick Airport
- United Kingdom
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- Other airports serving London
- London Biggin Hill Airport
London City Airport
London Heathrow Airport
London Luton Airport
London Stansted Airport
- 2565m x 45m
3316m x 46m
- Airlines currently operating to this airport with scheduled services
- Aegean Airlines
Air Arabia Maroc
Air Europa Lineas Aereas
Aurigny Air Services
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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Peru is one of the more promising regions in Latin America during 2015, reflected in positive GDP growth and the addition of new international service. The domestic market is still growing at a solid pace, with Peruvian Airlines making significant market share gains.
During 1H2015 Peruvian transported slightly more domestic passengers than the Avianca Group, achieving the same level of market share as Avianca.
It appears that the Avianca Group may be working to leverage more international connections from Lima as the airport continues to serve as a key hub for the company. Avianca rival LATAM has also been working to exploit connections through Lima to North America and the Caribbean, and also plans frequency increases to some of its South American hubs from Lima during early 2016.
Overall the Peruvian aviation markets seems relatively stable compared with some of the other lager markets in Latin America; but Peru cannot entirely escape the economic cloud hanging over Latin America even as it boasts one of the more stable economies in the region.
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.
Cathay Pacific remains attached to its premium business model, which in 1H2015 showed some improvements from a low base while profits from subsidiaries and associates – namely an unhedged Air China – greatly helped the bottom line. "We must be doing something right," chairman John Slosar said.
But the going is getting tough. A 12% decrease in fuel net of hedging losses was largely passed on to consumers with a 9% decrease in yields, although there is some impact from foreign exchange. Premium long haul demand remains soft. Cathay's recipe for relying on efficiency improvements could be reaching a ceiling: aircraft utilisation may be tempered to address growing congestion while load factor is at 86%. A350s, and later, 777Xs bring improvements but other gains will be precious. Cathay must rely on incremental improvements to remain ahead of competitors that have better geography and bigger local markets. Restructuring of China's bloated state-owned airlines was once a fantasy but is now coming into focus, a concern for Cathay.
The final, "clear and unanimous", recommendation of the UK Airports Commission concerning an additional runway in southeast England was made on 01-Jul-2015 after two and a half years of research by the Commission, innumerable submissions by public and private sector organisations, businesses and members of the public and an Interim Report. It is the final chapter – for now! – in a saga that commenced at the end of the Second World War to find a home for a second primary airport for London. (Note however that this Commission had a much wider remit: to ensure the provision of adequate airport capacity and connectivity in the UK).
Quite apart from its direct impact on the winner and loser during the final selection in terms of expansion it will have implications for airport ownership as there may be some comings and goings arising out of the recommendation - even if there is no certainty that the government will accept and implement it. Prime Minister Cameron committed to a decision "by the end of the year".
UPDATE: This report now also includes an account of the appearance of Airports Commission Chairman Sir Howard Davies before a session of the House of Lords Economic Affairs Committee on 15-Jul-2015, possibly his last such public appearance on this matter.
In Part 1 of this CAPA report on Norwegian Air International's application for a US foreign carrier permit, we discussed the policy debate that this has unleashed. We suggested that those opposing NAI were motivated by a desire to raise anti-competitive barriers against a new and more efficient business model.
This second part of our report looks at Norwegian's impact on the incumbents' traffic on its US routes, particularly on the five city pairs where there is at least one direct competitor that is calling on the US Department of Transportation (DOT) to deny NAI's application. Two thirds of Norwegian's US routes, accounting for almost half of its US seats and frequencies, are new markets.
Our analysis of data from OAG Traffic Analyser suggest that, on Norwegian's New York routes from the three Scandinavian capitals, it has both taken traffic from existing participants and stimulated market growth. On London to New York and Los Angeles, its smaller size and a market contraction make its impact less clear, but it is probably also attracting new traffic in addition to starting to take market share.
Now that the industry’s two previously near-autonomous airline categories, LCCs and FSCs, are increasingly feeling the need to connect, the repercussions are being felt at every level, by airports, IT providers, government regulators and more.
Even the global alliances are looking at ways of integrating the new models into their systems. Code sharing, partnering, interlining and simply co-operating are all taking on new levels of significance.
Today, definitions of airports’ roles are being stretched, as self-connection between point to point operations becomes commonplace. Airlines have different needs and airports are responding differently, some more effectively than others. As the role of national airlines is redefined, is there a need to reassess the nature of national connectivity?
This report is based on an article published in May-2015, in CAPA's Airline Leader journal for industry CEOs.