Venice Marco Polo Airport
- CAPA Analysis
- Schedule Analysis
- Route Maps
- Print Summary
- IATA Code
- ICAO Code
- Other airports serving Venice
- Venice Treviso/Sant' Angelo Airport
- Airlines currently operating to this airport with scheduled services
- Aer Lingus
Air Arabia Maroc
Air One Smart Carrier
Belle Air Europe
KLM Royal Dutch Airlines
- Airlines currently operating to this airport via codeshare
- Air Canada
All Nippon Airways
China Eastern Airlines
China Southern Airlines
Delta Air Lines
LOT Polish Airlines
Venice Marco Polo Airport is located 8km north of Venice, Italy, in Tessera. It is the fifth-busiest airport in Italy and is managed by SAVE SpA, a company partially owned by local authorities. SAVE SpA also manages Venice Treviso Airport, which is used mainly by LCCs. Marco Polo is the larger international airport serving Venice, with the smaller Treviso catering largely to LCCs.
Location of Venice Marco Polo Airport, Italy
Aeroporto di Venezia share price
Ground Handlers servicing Venice Marco Polo Airport
315 total articles
17 total articles
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.
Air Canada’s low-cost carrier Rouge is ratcheting up service to leisure destinations in Europe during the 2014 summer high season, which should prove a definitive test for the carrier’s theory that a low cost operation on routes producing softer yields is the correct equation to turn profits.
The growth and operation of Air Canada Rouge to a possible fleet of 50 aircraft is a strategic pillar of the company’s efforts to cut its unit costs by 15% – quite a formidable goal. Similar to Rouge’s initial roll-out of service from Toronto to Athens, Edinburgh and Venice and from Montreal to Athens, most of Rouge’s planned route expansion during 2014 is into markets that have been served by Air Transat during the high season. With just a few months of operations under its belt, no clear-cut conclusions can be made about Rouge’s future or the total effects on Air Transat, but Air Canada appears to be throwing down the competitive gauntlet, noting that it is now in a much better position to compete on those routes.
Air Dolomiti has seen a lot of route volatility recently, as highlighted by a recent wave of route closures. The Italian regional airline is suspending Milan Bergamo-Frankfurt, Verona-Frankfurt and its two Moscow services. Earlier this year, it ceased Verona to Vienna and Zurich and Florence-Monaco. Many of these routes were only started quite recently. Its website currently offers only five routes, all of which it took over from its owner Lufthansa earlier in 2013. Lufthansa operates 25 routes between Germany and Italy and its LCC Germanwings operates 23.
Lufthansa has had an equity stake in Air Dolomiti since 1999 and owned it outright since 2003. It does not separately disclose traffic data or financial results, but is included within the Lufthansa Passenger Airline Group for reporting purposes and is a minnow compared with its leviathan parent. To give some context, its operating fleet of fourteen regional aircraft compares with the Lufthansa Group fleet of 637 aircraft as at 30-Jun-2013. Does Lufthansa need Air Dolomiti?
In Part 1 of our report on the Alitalia Group’s 2013-2016 Industrial Plan, we considered the first two of four strategies identified: the redefinition of the roles of Alitalia and Air One on short/medium haul and the expansion of its intercontinental activities. In Part 2, we attempt to assess its objectives around the other two elements of the Plan, on which it has given fewer details.
These two areas are collaboration with infrastructure partners (including a focus on intermodal connections with high speed rail) and the development of its MilleMiglia loyalty programme. In identifying high speed rail and the opportunities presented by better exploitation of its FFP as strategic priorities, Alitalia has shown some innovative thinking.
However, its profit targets to 2016 are far from ambitious and the Plan needs reinforcement if it is to become the much needed catalyst to provoke more radical change that is necessary to restore Alitalia’s competitiveness.
On 3-Jul-2013, the loss-making Alitalia Group announced its new industrial plan for 2013-2016. It includes refocusing the different roles of Alitalia and Air One, growing intercontinental activities, developing infrastructure partnerships and extracting more value from the group’s frequent flyer programme.
Possibly the most significant outcome is that it should buy time for the Group’s new CEO Gabriele Del Torchio, appointed in Apr-2013. Seeking cash from an increase in a convertible loan from shareholders and from other sources before the end of 2013, it holds out the promise of a return to a positive net result in 2016.
In Part 1 of our report on the Alitalia Group’s new plan, we assess its strategic decision to redefine the roles of Alitalia and Air One and to develop its intercontinental activities. In Part 2, we will look at its strategies around collaboration with infrastructure partners and analyse is financial targets.
Air Canada returned to profitability for the full year 2012 despite bruising labour unrest and intensifying competitive pressure from its main domestic rival WestJet.
To combat the increasing threat from WestJet, Air Canada is leveraging its international network in the hopes that strategic moves it is making to improve existing service and introduce new markets will allow it to sustain its recently-achieved fragile profitability.
The carrier’s 2012 adjusted net income of CAD53 million (USD53 million) reversed a loss of CAD122 million (USD122 million) for the year-prior. Its full year 2012 profit is all the more noteworthy given its net losses for 1H2012 grew by CAD241 million (USD241 million) to CAD306 million (USD307 million).
While Air Canada turned a CAD107 million (USD 107 million) profit in 2010, it sustained losses of CAD24 million (USD24 million) in 2009. During 2008 Air Canada bled CAD1 billion (USD1 billion), which was followed by concessionary agreements reached with labour groups in 2009 to avoid a second stint in creditor protection after its emergence in 2004.