- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
- Route Maps
- Airport Charges
- Fast Fact Report
- IATA Code
- ICAO Code
- Corporate Address
- P.O. Box 100, 2061 Gardermoen
- Domestic | International
- Airport Type
- Other airports serving Oslo
- Oslo Moss Rygge Airport
Oslo Sandefjord Airport
- 2950m x 45m
3600m x 45m
- Airlines currently operating to this airport with scheduled services
Danish Air Transport
KLM Royal Dutch Airlines
Norwegian Air Shuttle ASA
Pakistan International Airlines
- Airlines currently operating to this airport via codeshare
- Adria Airways
All Nippon Airways
China Southern Airlines
Delta Air Lines
South African Airways
Oslo Airport, Gardermoen, is an international airport serving the largest and capital city in Norway, Oslo. Oslo Airport is wholly-owned by Avinor and is a major hub of aviation activity in Scandinavia, second only in traffic to Copenhagen airport. Oslo is served by over 35 airlines from across Europe, the Middle East, North America and Asia. SAS and Norwegian Air Shuttle are major operators at Oslo.
Location of Oslo Airport, Norway
Ground Handlers and Cargo Handlers servicing Oslo Airport
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Fuel & Oil Suppliers servicing Oslo Airport
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631 total articles
23 total articles
Norwegian's 2014 losses marked a dramatic slump after seven years of net profits (five years of operating profit). There had been some warning signals in 2013, when Norwegian's profits declined versus 2012, due to rapid capacity expansion, the launch of its first long-haul routes, delays to Boeing 787 deliveries and a very price competitive market place.
In 2014, most of these factors continued to weigh on Norwegian, for whom the weakening of the NOK was an additional challenge. A difficult year always seemed likely. Nevertheless, the size of its loss was worse than expected. Unit cost reduction failed to keep pace with the drop in unit revenues.
After another year of debt-fuelled fast capacity growth in 2014, Norwegian will take something of a breather in 2015, when its growth will be much more cautious. This should help unit revenues, but its 2015 CASK target suggests that it does not expect significant cost efficiency improvements other than from lower fuel prices.
SAS yield decline outweighs cost cuts to give wider losses in 2Q. Market share versus profitability?
SAS posted another pre-tax loss in 2QFY2014 after a weak 1Q result. For 1HFY2014, its pre-tax loss before non-recurring items was more than three times that of the same period a year earlier. It continued to make good progress with its 4XNG cost reduction programme, achieved further load factor gains and improvements in labour productivity and aircraft utilisation. However, the positive effect of these factors was wiped out by plummeting yields, attributed by SAS to overcapacity in Scandinavian markets.
In response to the weakening revenue and profitability environment, SAS has announced a new cost savings target and is taking action to "win the battle for Scandinavia's frequent travellers" through improvements to its product offering. Its recent re-capitalisation gives it more time to attempt to build a sustainably profitable business, or at least one that may become part of the next phase of European consolidation (whenever that might be).
Announcing 2Q2013 net profits that were more than twice those of the same period last year, Norwegian Air Shuttle’s CEO Bjørn Kjos said: “This has been a very good quarter for Norwegian. We have finally started our long-haul flights and we have opened a new base in London”.
Unit costs fell faster than unit revenues and both will continue to fall as average sector lengths grow.
The challenge for Norwegian will be to retain some pricing power as rapid seat growth continues, thereby maintaining this balance between unit revenues and unit costs. This may not be easy given the price sensitivity of the European short/medium-haul market and the superior route networks of major long-haul competitors.
Norwegian Air Shuttle narrowed its net loss in 1Q2013 and turned its operating result around from a loss of NOK574.6 million (USD99 million) to a profit of NOK69.2 million (USD12 million). Capacity continues to grow rapidly, with ASKs up 21% (11% due to longer average sectors), but load factor dipped by 1ppt to 76%.
Nevertheless, RASK grew 2% and revenues were up 23%, while unit costs were down 8%. Further CASK reduction remains a key target and the establishment of new bases outside high wage Scandinavia, both in Europe and in Asia, provides an opportunity to lower labour costs.
Norwegian recently announced a seventh widebody route (Oslo-Fort Lauderdale) for its long-haul network, which will launch on 30-May-2013 along with Oslo-New York. Its strategy of growing long-haul operations through new routes at the expense of frequency will help it to establish a wider presence more rapidly, but will reduce the available cost efficiencies at remote bases and restrict its appeal mainly to the leisure passenger. Norwegian’s long-haul network may struggle to be profitable for some time.
Norwegian Air Shuttle’s 2012 results confirmed its position as the Nordic region’s most consistently profitable airline and the one with the lowest unit costs. This year represents a critical turning point for Norwegian. In 2013, it will establish its first base in a major capital city outside Scandinavia (at London Gatwick) and set up a base in the highly competitive mainland Spanish market. Moreover, it will also launch long-haul routes to New York and Bangkok. Only time will tell if 2013 proves to be the point where Norwegian turned up or turned down. This may depend on what the future holds for regional competitors SAS and Finnair.
On long-haul, it will encounter efficient competitors from much lower wage economies and well established strongly branded operators from Europe, while on short-haul it will meet embedded lower cost competitors that will not have the distraction of start-up long-haul operations. Looking further ahead, it will need more bases around Europe in order to achieve the double-digit growth rates demanded by its ambitious fleet expansion over the next decade or so. It may also need to consider recapitalising its somewhat slight balance sheet.
LCCs are a thorn in the eye of all established network carriers, and the environment is no different in Scandinavia where SAS Group’s historic market share has been slowly crumbling off to the benefit predominantly of Norwegian Air Shuttle, which relentlessly has built a closely-knit network from bases in Norway, Sweden and Denmark. As a national airline partially owned by the governments of Sweden, Denmark and Norway (with a 21.4%, 14.3% and 14.3% shareholding respectively), SAS for too long has been a bystander, hoping that its ownership structure and lobbying would be sufficient to fence off the expansion of Norwegian and other budget airlines.
Now SAS is trying to fight back and it wants to win over the independent leisure travelers who flock to the no-frills operators. As part of its new strategic platform 4Excellence, which was outlined by the company’s new president and CEO Rickard Gustafson in Sep-2011, the airline is expanding its offerings to strengthen its market share within the leisure travel segment.