Madrid Barajas Airport
- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
- Route Maps
- Print Summary
- IATA Code
- ICAO Code
- Spain and Canary Islands
- Domestic | International
- Airport Type
- Other airports serving Madrid
- 4100m x 60m
3500m x 60m
4350m x 60m
3500m x 60m
- Airlines currently operating to this airport with scheduled services
- Aegean Airlines
Air Europa Lineas Aereas
Boliviana de Aviación
CSA Czech Airlines
Cubana de Aviacion
Delta Air Lines
KLM Royal Dutch Airlines
LOT Polish Airlines
Norwegian Air Shuttle
Royal Air Maroc
Ukraine International Airlines
- Airlines currently operating to this airport via codeshare
- Air Mauritius
Air New Zealand
All Nippon Airways
China Eastern Airlines
China Southern Airlines
South African Airways
Madrid Barajas (Adolfo Suárez) Airport is the main international gateway to Madrid, Spain. Among the busiest airports in Europe, Madrid Barajas hosts domestic, regional and international passenger and cargo services from over 60 airlines and is the major hub for airlines including Iberia, Air Europa, easyJet, Ryanair and Vueling. Madrid is a major European airport for passengers travelling to and from Latin America, with Spanish and Latin American airlines operating extensively between the two regions.
Location of Madrid Barajas Airport, Spain and Canary Islands
Ground Handlers and Cargo Handlers servicing Madrid Barajas Airport
1,365 total articles
73 total articles
Avianca’s strength in Colombia and Peru, two of Latin America’s fast growing markets, helped the carrier record strong financial results for 4Q2013 and FY2013.
The company also achieved other significant achievements in 2013 including rebranding all the carriers within the Avianca-TACA group to Avianca and the completion of a listing on the New York Stock Exchange to broaden its reach for funding for expansion.
A continued fleet renewal and long-haul growth is driving Avianca’s planned 8% to 9% capacity growth during 2014 as the carrier readies for the launch of new service from Bogota to London in Jul-2014. Given Avianca’s strong performance during 2013, it should be able to absorb the capacity increase without hurting its profits.
United recorded commendable financial results for 4Q2013 and FY2013, as the carrier recorded its highest profitability for 4Q since merging with Continental in 2010. The results were encouraging given the operational and financial obstacles the carrier encountered in FY2012.
The airline has declared that 2013 was the year it moved past its integration, and built a foundation on which to grow, presumably into a scenario of consistent profitability. While United may believe its integration challenges are still in the rear-view mirror, there are considerable outstanding labour issues, notably a joint contract for the airline’s flight attendants.
In the short term United appears to be keeping its momentum despite some fall-out from the Jan-2014 winter storms that triggered more than 6,000 flight cancellations for the carrier. After some revenue weakness during 2013, United believes a recalibration of its revenue management system should continue to accelerate yield improvement through 1H2014.
Air Europa-Etihad codeshare links LatAm to Asia Pacific: Etihad again challenges alliance status quo
The new codeshare agreement announced this week by Air Europa and Etihad is clearly based on each party gaining access to parts of the other’s network that complement their own. Air Europa will link its Madrid hub to Etihad’s in Abu Dhabi, giving the latter non-stop access to Spain for the first time (albeit via codeshare), but this deal does not seem to be about Europe.
Air Europa’s greatest asset is its Latin American network, where Etihad has only one destination currently. Under the new deal, Etihad will have the widest access to Latin America of the three big Gulf carriers. For its part, Air Europa is currently absent from Asia Pacific and the Middle East, but it will gain better access to these regions through Etihad than its Spanish rival Iberia has through its oneworld partners.
The agreement also casts the spotlight once more on the development of airline alliances. On the surface, this is just another bilateral partnership, but it raises further questions. For example, what does the addition of another codeshare agreement between Etihad and a SkyTeam member mean for that alliance grouping, as the ties grow stronger? How will arch-enemy Delta view its SkyTeam partners' ever-closer friend? And is this new codeshare a precursor to Air Europa’s joining the Etihad ‘Equity Alliance’?
Earlier this year, CAPA established its Global Airport Investors Database. As the Database approaches its 500th corporate entry, it is an appropriate moment to examine the trends in airport privatisation and financing that have influenced the content of that database in 2013, a year when the number of deals at best remained stable but the number of participants in investment continued to grow, despite some ‘retirements’.
As in the previous year, 2013 witnessed relatively few airport M&A transactions involving secondary and tertiary level airports, but with some significant ones occurring at the primary level. Indeed, at this level, in aviation and other transport sectors such as ports and roads in aggregate, the number of deals rose close to record levels.
The first half of 2013 saw global deals of infrastructure assets worth USD16.6 billion, and by the end of the third quarter this figure had risen to USD23.5 billion, which already exceeds total annual deal values for every year since 2008. The majority of assets being acquired in 2013 have been either in Europe or Asia.
A beleaguered United Airlines has outlined ambitious goals for its investors that entails an annual cost cutting scheme of USD2 billion and a pledge to begin returning cash to shareholders by 2015.
After battling operational, revenue and cost challenges during the last couple of years, United has no choice but to crystallise a plan to improve its performance in the medium term. Its target of rewarding shareholders is likely to be a competitive response to Delta Air Lines, who recently outlined plans to return USD1 billion to its shareholders during the next three years.
Additionally, United believes it can increase pre-tax earnings by two to four times during the next four years. Taken together it is tall order for a company that is still trying to deliver on its merger synergy targets. Now that United has declared those goals, the challenge is to deliver a successful execution, something that sceptics might have a right to be weary of.
Following dramatic declines in airport passenger numbers in 2012 and 2013, Spanish airports operator AENA has decided to introduce an airport charge discounting scheme to offer incentives to airlines to grow their traffic in Spain once more. With plans being formulated to privatise Spanish airports, the success of this initiative will be closely watched by both industry participants and potential investors.
In this report, we examine traffic trends at AENA and consider whether they have been affected by higher airport charges. Our analysis suggests that there is a clear link and so action to reverse falling traffic numbers through lower charges seems a logical step.
The questions then are whether the discounts offered will have the desired effect and how sustainable will be any resultant growth in passenger numbers.
Ryanair is the biggest carrier in Spain by passenger numbers and its CEO Michael O’Leary has called AENA’s discount scheme “almost unachievable”.