V Australia and Emirates announced (16-Sep-09) their first codeshare partnership, effective 25-Oct-2009 on the trans-Tasman route. The codeshare agreement covers Emirates' Sydney-Auckland and Sydney-Christchurch A380 services, and V Australia's Sydney-Los Angeles B777 service. The agreement is Emirates’ first with an Australian carrier and will provide V Australia passengers with seamless transfers from the carrier’s international flights arriving in Sydney to New Zealand. [more]
Emirates and V Australia announce new codeshare agreement
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Gulf airlines in Australia/New Zealand: 2017 could surpass 2016's record growth
Qatar Airways' casual remark in Jan-2016 that it would launch nonstop service to Auckland has resulted in nearly two years of accelerated growth as competitors look to pre-empt Qatar. That, in turn, is driving Qatar to build its presence in Australia and New Zealand – which is disproportionately small compared to the presence of Emirates and Etihad. In Feb-2017 Qatar will finally launch nonstop service to Auckland, making that air service the world's longest flight. After the launch of flights to Australia's secondary city of Adelaide in May-2016, Qatar intends to open service to another smaller market – Canberra.
2016 was the most prominent year for Gulf airlines growing in Australia and New Zealand. Excluding Qatar's proposed Canberra service, and other services under consideration, 2017 will be the third largest year for growth, but depending on how commercial and aeropolitical matters evolve, 2017 could surpass 2016 for growth. So far, there will be more absolute growth from Qatar than Emirates in 2017, by comparison with 2016.
In Australia/NZ Gulf airlines have doubled their presence between 2012 and 2017. In Australia/New Zealand, by 2020, Gulf airlines could create the presence of two Singapore Airlines, an operation which established itself over many decades. Gulf growth has broader implications as their mostly European traffic flows challenge historical Australia-Europe hubs in Asia.
Alitalia: "everyone has to pull in the same direction" – ongoing issues, and viability is at stake.
After Alitalia’s board approved the second phase of its business plan on 22-Dec-2016, CEO Cramer Ball stressed the importance of achieving the support of its workforce. He said, “Everyone has to pull in the same direction to make Alitalia a viable, sustainable success story and help the airline achieve its ambition of long-term growth and profitability”. Alitalia suffered strike action from some flight crew in 2016.
Full details of the plan, which has received the support of Italy's government, have not yet been made public. Alitalia's network strategy includes further long haul growth and a reworking of its short haul operation, with an emphasis on feeding long haul via Rome and Milan. Other elements of the plan include cost-cutting, reduced headcount and possible changes to joint venture agreements. Details are to be presented to Alitalia’s workforce in Jan-2017.
Also on 22-Dec-2016, Alitalia's shareholders approved short-term funding and gave management 60 days to begin negotiations with key stakeholders - lessors, suppliers and distribution companies, in addition to trade unions. Alitalia needs their support for deep cost reduction measures, in order to win the long-term financing needed to secure the airline's future.