Tokyo Haneda Airport
- CAPA Analysis
- Schedule Analysis
- Route Maps
- Print Summary
- IATA Code
- ICAO Code
- Other airports serving Tokyo
- Tokyo Narita Airport
Yokota Air Force Base
- 2500m x 61m
3000m x 61m
3000m x 61m
- Airlines currently operating to this airport with scheduled services
- Air China
All Nippon Airways
China Eastern Airlines
Delta Air Lines
Global Jet Ltd
Japan Transocean Air
Yangtze River Express
- Airlines currently operating to this airport via codeshare
- Air Canada
South African Airways
Tokyo International Airport, commonly known as Haneda Airport, is the busier of the two major airports serving Tokyo, and one of the busiest airports in the world. The airport has long been restricted to domestic and regional (intra-Asia) traffic, and it is a hub for airlines including Air Do, All Nippon Airways, Japan Airlines, Skymark Airlines and Skynet Asia Airways. It underwent a once-in-a-generation expansion in 2010 with a new fourth runway opening in time for the Winter 2010/11 schedule. This provided a massive increase in slots, allowing the airport - with encouragement from the government administration - to expand into supporting international long-haul services.
Location of Tokyo Haneda Airport, Japan
Japan Airport Terminal share price
Ground Handlers servicing Tokyo Haneda Airport
787 total articles
89 total articles
Mastery is the buzzword of choice for executives at Hawaiian Airlines as the carrier heads into 2014 aiming to drastically slow its capacity growth and turns a sharp focus on maturing a number of new long-haul markets it has rapidly introduced during the past three years.
In tandem with the slower capacity growth, Hawaiian’s capital commitments are winding down as it takes delivery of its last Airbus A330 widebody in 2015. The company expects to turn a corner that year by generating positive free cash flow to improve its financial leverage.
For management and investors alike, the slowdown and shift of focus to ensuring new routes reach profitability is likely a welcome change from the frenetic expansion Hawaiian has undertaken since 2010, when it started down a path of introducing 10 new long-haul markets that will culminate with new service from Honolulu to Beijing, scheduled to launch in Apr-2014. Hawaiian faces specific challenges in each of its long-haul geographies that it needs to overcome, but executives remain bullish that the company’s network diversification strategy will deliver favourable results over the long term.
Pressure by Delta Air Lines on Alaska Airlines in Seattle continues through service additions on routes where Alaska is the dominant or lone carrier – Vancouver and Fairbanks, Alaska. The latest moves underscore Delta’s build-out of Seattle during the last year to solidify connecting traffic for its gateway to the Pacific, and the now familiar increasing competition with its long-term partner Alaska Airlines.
Alaska is all too aware of Delta’s encroachment, evidenced by the recent acknowledgement of Alaska’s management that the two carriers have no plans to codeshare on Delta’s recently announced spate of new US domestic north-south markets from Seattle to feed the legacy carrier’s expanding international network from Tacoma International Airport.
As it works to add service to six of Alaska’s top 10 domestic markets from Seattle by Sep-2014, Delta during the next year also plans to compete with Alaska by launching service from Vancouver to feed its international operations in Seattle. The new service not only continues to heighten tension with Alaska, but also adds a new layer of competitive dynamics to carriers offering service to Asia from Vancouver, which is just 204km north of Seattle.
Japan Airlines may seem to be reclaiming something of its former glory by bringing back a second-daily Tokyo-New York service, which it last offered prior to its bankruptcy and deep restructure. But the route will have a different strategy – and implications – when resumed on 30-Mar-2014. The service will be on JAL's relatively small 186-seat 787-8, not the 747-400s of past times. That represents a decrease in seat capacity, further aggravated by the service largely replacing American Airlines' recently-cancelled New York-Tokyo flight. The JV between AA and JAL makes that switch relatively easy, coupled with the convenience of being able to alter market profiles with the 787.
Whereas previously one of JAL's New York services continued to Sao Paulo, the re-introduced second daily service will have better connections to South America on partner airlines, not on JAL's own metal. The 787 will overnight at New York, allowing for an early return the next day. JAL will have the second earliest morning departure from JFK to Asia, allowing for more time in Tokyo with limited improved connections. This contrasts to ANA's second daily New York-Tokyo service, which leaves JFK in the evening and arrives in Tokyo even later when there are limited connecting opportunities and ground transport options.
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.
Air Canada reached a milestone in 3Q2013 as its return on invested capital (ROIC) as of 30-Sep-2013 was 10.8% compared with 7.7% at YE2012. The improvement is notable as the company broaches its stated objective of achieving an ROIC between 10% and 13% on a sustainable basis by 2015.
It is a laudable achievement given a couple of years ago the carrier was working feverishly to combat significant financial challenges and battled labour strife throughout much of 2012 in order to forge collective bargaining agreements that it believes will aid in its ultimate goal of sustainable profitability.
Obviously the carrier still has a long road ahead in proving its mettle in regular profitability, but for the moment it seems to be holding its own against increased competitive pressure from WestJet while getting its own new low-cost carrier Air Canada rouge off the ground.