London Gatwick Airport
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- Gatwick Airport
- United Kingdom
- Domestic | International
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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 International
Norwegian Air Shuttle ASA
Royal Air Maroc
Thomas Cook Airlines of Manchester
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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2,801 total articles
139 total articles
Garuda Indonesia has again shelved plans to launch new destinations in continental Europe but has secured slots at London Heathrow to replace London Gatwick. Frankfurt and Paris have been put on the backburner and capacity to Garuda’s two main medium haul markets, Australia and Japan, will remain at relatively modest levels after large cuts were implemented in early 2015.
The airline has taken a sensible decision to decelerate growth of its medium/long haul network and as a result has adjusted its business plan to include fewer A330s and fewer new generation widebody aircraft. Scheduled international capacity also has been adjusted by allocating a larger portion of its widebody fleet to Saudi Arabia charters.
Garuda still plans to add long haul capacity in 2016 as it decouples its two European destinations, London and Amsterdam, but overall international capacity will grow at a significantly slower pace than initially planned. Garuda launched London Gatwick in Sep-2014 as a tag to Amsterdam and now plans to drop Gatwick in Mar-2016 while launching London Heathrow to Jakarta non-stops. Initially the Heathrow flight is slated to stop in Singapore on the outbound leg but Garuda expects eventually to operate non-stops to London once runway issues at Jakarta are resolved.
Canadian airline WestJet has offered system capacity guidance for 2016 of an additional 8% to 11%, which on the surface may seem ambitious given Canada’s economic climate, and overall global economic uncertainty. But the airline is exuding confidence in its forecast following its financial performance in 2015, after Canada’s economy sank into a recession during the first half of the year.
Perhaps, more importantly, WestJet is assuring that it has levers to pull if demand falters or if Canada’s economic forecast is refined. Those levers include reducing utilisation and decreasing flying during shoulder periods. WestJet is already adjusting its winter schedule for warm weather markets; it experienced capacity pressure on those routes in early 2015.
This should help protect its precious investment grade status. Similar to US airlines, WestJet has also endured decreasing unit revenues in 2015, and is warning that its performance in that metric during 4Q2015 will fall below year-to-date results. Its unit revenue decline for the 9M ending Sep-2015 was 3%.
The Oslo-based LCC Norwegian Air Shuttle ASA, operating as ‘Norwegian’, has already established a reputation as one of the most prolific long haul budget carriers, with a portfolio of flights to the Middle East, Asia Pacific and North America from Scandinavia and to North America from London Gatwick, under the Norwegian Long Haul brand.
A subsidiary, Norwegian Air International is also established with an AOC at Dublin Airport in Ireland but approval for US flights has not yet been granted by the US Department for Transportation in the form of a foreign carrier permit. So far flights are taking place between primary airports in Europe such as Oslo, Stockholm, Copenhagen and London Gatwick, and primary airports in the US, such as New York JFK, Los Angeles, Orlando and Boston, which joins the network in 2016, the possible exception being Fort Lauderdale, which handles much low cost travel (65% of seat capacity just now).
But Norwegian is hoping to start thinner routes and to sell one way tickets to Europe for USD69 as soon as 2017. It has European airports such as Bergen and Edinburgh in its sights having already announced a service between Cork in Ireland and Boston. It can really only do so by flying from US airports that have low fees. So, which ones might be in the frame, if the demand is there?
The only certainty about the decision making process for a new runway for southeast England is that one will be made, eventually. There is still no formal UK government position on the matter. But if a week in politics is a long time then the six months that might elapse between the recommendations of the Airport Commission (AC) in early Jul-2015, and their adoption or rejection before the end of the year, is a lifetime.
Many objections to what the AC said have been thrown up by organisations and individuals that have an interest in the matter and the decision will go to the wire. And even now there might not be a decision at all.
This report highlights the last minute efforts that are being made by Gatwick Airport – which lost out to Heathrow in the AC’s recommendations - to turn the tide in its favour.
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.