Stockholm Arlanda Airport
- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
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- Airport Charges
- Fast Fact Report
- IATA Code
- ICAO Code
- Corporate Address
190 45 Stockholm-Arlanda
- Domestic | International
- Other airports serving Stockholm
- Stockholm Bromma Airport
Stockholm Skavsta Airport
Stockholm Vasteras Airport
- 2500m x 45m
3301m x 45m
2500m x 45m
- Airlines currently operating to this airport with scheduled services
- Aegean Airlines
CSA Czech Airlines
Iran Aseman Airlines
KLM Royal Dutch Airlines
LOT Polish Airlines
Norwegian Air Shuttle
Royal Air Maroc
Ukraine International Airlines
- Airlines currently operating to this airport via codeshare
- Adria Airways
Air Europa Lineas Aereas
All Nippon Airways
China Eastern Airlines
China Southern Airlines
Delta Air Lines
Rossiya - Russian Airlines
South African Airways
Stockholm-Arlanda Airport is the main international gateway to Stockholm and the largest airport in Sweden. Hosting domestic, regional and international passenger and cargo services for over 30 airlines, the airport is a hub for airlines including Nextjet, Norwegian Air Shuttle and Scandinavian Airlines.
Location of Stockholm Arlanda Airport, Sweden
Ground Handlers and Cargo Handlers servicing Stockholm Arlanda Airport
Fuel & Oil Suppliers servicing Stockholm Arlanda Airport
830 total articles
21 total articles
The European Commission (EC) has released a report on Member States' application of the European Union (EU) rules on airport charges — the fees airlines pay to airports for the use of runways and terminals — which are sometimes estimated to account for up to 10% of airlines' operating costs. The Directive currently applies to around 75 airports in the European Economic Area, which comprises the 27 member states of the EU together with three of four states that are members of the European Free Trade Association; namely Iceland, Liechtenstein and Norway. (Croatia has applicant status to the EU).
The report shows that since the introduction of the rules in 2011 following a 2009 Directive, larger European airports have become more transparent when taking decisions about these charges. In general, consultations between airports and airlines, as required by the Directive, are now being carried out and Member States' independent supervisory authorities have been set up.
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).
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.
Major European airports – some privatised, others in the public sector – have released financial results for 1Q2012 and in two cases for FY2011. Unlike the last time an across-the-board results survey was undertaken, in 2011, there is a greater degree of uncertainty in some countries in this first quarter that is reflected in these reports but there still remain more positive than negative results, especially in Scandinavia.