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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3,173 total articles
152 total articles
Air Canada continues to hold a positive outlook for the North American summer high season since the bulk of its capacity is pegged to international markets, including long haul trans-Atlantic and trans-Pacific routes. International expansion remains the airline’s most important priority as it is attempting to build a long haul network that rivals its large global airline counterparts in the US.
The airline also continues to drive sixth freedom traffic flows from the US, with the goal of doubling its market share among those passengers over the next couple of years. Air Canada has also subtly capitalised on the anti-Trump sentiment in the US by creating a smart campaign urging US citizens to “test drive” Canada before picking up and moving to the country.
Counter to some large US airlines that are facing tough labour negotiations, Air Canada is enjoying a period of employee stability as all of its major labour groups are now under long-term contracts. The longevity of those agreements allows Air Canada a degree of certainty in labour expense that some of its US peers do not enjoy.
In the midst of heightened scrutiny over its performance on long haul routes to London and its handling of economic weakness in Western Canada, WestJet has chosen to exercise options for an additional nine Bombardier Q400 turboprops – for operation by its regional subsidiary Encore. The options are the last that WestJet holds with the manufacturer, and once deliveries are complete in 2018 Encore will reach WestJet’s targeted maturity of 45 aircraft.
During its three years of existence Encore has grown rapidly, and now offers 168 daily flights to 36 destinations. WestJet’s execution in developing and growing Encore has largely been successful, stimulating traffic in smaller markets previously dominated by a single airline.
In addition to Encore’s expansion, WestJet continues to court business travellers through its enhanced Plus product while attempting to navigate a weak unit revenue environment. The airline believes its negative performance will improve sequentially through 2016, but it is unlikely that WestJet can achieve a positive result in that metric this year.
During the mid-2000s the term hybrid business model entered the North American aviation business vernacular as low cost airlines became more sophisticated, adding elements to their strategy outside the boundaries of the traditional low cost blueprint pioneered by Southwest Airlines. Fast forward to 2016, and the term hybrid is becoming outdated, as low cost airlines in North America have adopted many of the same product attributes as full service airlines, and as those airlines have blended in many low cost elements.
North American airlines can now be categorised into four business models – full service airlines; low cost, high value airlines; ultra-low cost airlines; and Southwest, which still aspires to the low cost paradigm but does not offer the product attributes of more upscale low cost airlines. jetBlue has pushed the boundaries of low cost product evolution with its successful Mint experiment, featuring a fully lie-flat business seat, but no other North American low cost airline has (yet) decided to follow suit. Canada's low cost model, WestJet, has hybridised, adding a regional fleet in Westjet Encore, expanding its competitive bandwidth against its main domestic opponent and going long haul on the Atlantic.
In the less mature Latin American aviation market, the low cost airline model is still evolutionary, with the exception of Mexico where three low cost airlines and one full service airline are competing to lure passengers from bus travel. Brazil and Colombia also have low cost airline representation, but the spread of the business model is generally slower in South America, partially due to challenges from the cumbersome regulations that the start-up companies face in bringing their visions to fruition.
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.