- CAPA Analysis
- Schedule Analysis
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- IATA Code
- ICAO Code
- Corporate Address
- Flughafen München GmbH
- Other airports serving Munich
- Munich Augsburg Airport
- 4000m x 60m
4000m x 60m
- Airlines currently operating to this airport with scheduled services
- Adria Airways
All Nippon Airways
Belle Air Europe
Cargolux Airlines International
Delta Air Lines
KLM Royal Dutch Airlines
LOT Polish Airlines
MNG Airlines Cargo
Norwegian Air Shuttle
Rossiya - Russian Airlines
Royal Air Maroc
South African Airways
Ukraine International Airlines
- Airlines currently operating to this airport via codeshare
- Aerolineas Argentinas
Air Europa Lineas Aereas
Air New Zealand
China Eastern Airlines
China Southern Airlines
Virgin Atlantic Airways
Munich Airport is the main gateway to Munich and one of the largest airports in Germany. Hosting domestic, regional and international passenger and cargo services for over 35 airlines, Munich Airport is a hub for airlines including Lufthansa and Condor. The airport is operated by FMG, founded in 1949. FMG has three shareholders, the Free State of Bavaria (51%), the Federal Republic of Germany (26%) and the City of Munich (23%).
Location of Munich Airport, Germany
Ground Handlers servicing Munich Airport
825 total articles
43 total articles
The recent decision by Lufthansa to end its codeshare agreement with Turkish Airlines (THY) came as a surprise to most observers. Talks between the two carriers over the past 18 months had been seeking closer co-operation, a prospect that had even been discussed by the respective heads of government of Germany and Turkey.
However, the strong growth of THY in Germany has led to imbalances in their relationship. In particular, THY now has a strong presence in secondary German cities away from Lufthansa’s Frankfurt and Munich strongholds. This has undermined Lufthansa’s strategy of funnelling Asia-bound traffic from secondary markets via its hubs as THY increasingly offers an alternative connection via Istanbul.
With fares that Lufthansa cannot match, one of the world’s biggest networks and a product that continues to win plaudits, THY has become a formidable competitor to Lufthansa and its group companies in spite of also being a Star Alliance partner.
United Airlines plans a realignment of its Pacific operations centred on increasing direct flights rather than stop-overs in Tokyo as the weakness in Japan’s currency has dragged down the carrier’s results in those markets for most of 2013. United is also building a strategy to directly serve non-traditional gateways to China as competitive capacity increases have also pressured the carrier’s Pacific performance.
The adjustments are freeing up some aircraft for redeployment into new markets from United’s Houston Intercontinental, Washington Dulles and Chicago hubs for new service to Europe, which perhaps seems like a safer option at the moment even as the region is on an at-best slow trajectory to economic recovery.
The success of these planned network shifts necessarily depends on execution, an area where United has faced challenges with respect to the merger with Continental. Now, getting it right will be central to the airline's Asian strategy.
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.
As American and US Airways move to close their merger in Jul-2013 and set out on a complex integration process, speculation over the status of the nine hubs comprising the backbone of the combined network was revived after a report from a US government watchdog questioned Philadelphia’s role in the combined network. Similar queries have also arisen over the status of Phoenix once integration is complete.
The network optimisation that occurs during a merger integration inevitably results in some service cuts and eliminations as unprofitable flights are culled. Southwest has been weeding out AirTran’s unviable routes for the last year (notably, without a huge amount of criticism) as it attempts to complete integration of the two carriers.
While it is natural to assume some hubs might lose prominence in the combined American-US Airways network, the reality is that during the last few years all the major American carriers have undergone network overhauls that resulted in concentrating flying at their hub strongholds, leveraging strength where they have a commanding presence. US Airways and American have notably embraced that strategy, evidenced by US Airways placing 99% of its flying at its Charlotte, Philadelphia, Phoenix and Washington National hubs while American continually touts its cornerstone strategy that entails building its network around Dallas/Fort Worth, Chicago, Los Angeles, Miami and New York.
The airberlin-Etihad Airways rumor mill has been working overtime in recent weeks with German publication Manager Magazin reporting that Etihad CEO James Hogan is seeking to replace airberlin Group CEO Hartmut Mehdorn as soon as possible due to the continuing poor financial performance of the company and the slow pace of restructuring. Abu Dhabi-based Etihad increased its shareholding in Air Berlin PLC from 3% to 29.21% in Dec-2011, becoming the company’s largest single shareholder.
airberlin reported a consolidated net loss of EUR66.2 million in 2Q2012, a 53% deepening of the EUR43.9 million deficit posted in the year-ago period. The company intends to sell eight aircraft to help cut debt by EUR300 million by the end of 2012 and improve its liquidity position and equity ratio. airberlin’s shareholders equity amounted to just EUR101.3 million as of 30-Jun-2012 and the equity ratio stood at just 4% as compared to 11.2% on 30-Jun-2011.
airberlin is making a big push at Düsseldorf International Airport through growth in its trans-Atlantic network with a new twice weekly service to Las Vegas McCarran International Airport. Germany's second largest carrier is also elevating its seasonal route to Los Angeles International Airport to a year-round service and increasing frequencies to Miami International Airport to six times per week in winter 2012. The expansion of airberlin’s services to North America from Düsseldorf intensifies competition with the carrier’s arch rival Lufthansa, which also operates a hub at Germany’s third largest airport, but has limited ambition to develop its long-haul network there.
Lufthansa operates three hubs in the country and it concentrates the majority of its long-haul flying in Frankfurt and in Munich. It operates to 70 non-stop passenger destinations from Düsseldorf, of which only four are long-haul: Chicago O’Hare, Newark, Toronto Pearson and Miami International. The latter service is suspended in summer 2012, leaving it with just three intercontinental routes from the airport in summer 2012.
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