Dubai International Airport
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- Schedule Analysis
- Cargo Analysis
- Route Maps
- Airport Charges
- Fast Fact Report
- IATA Code
- ICAO Code
- United Arab Emirates
- Domestic | International
- Airport Type
- Other airports serving Dubai
- Dubai Creek Airport
Dubai Jebel Ali SPB Airport
Dubai World Central (Al Maktoum Airport)
- 4000m x 60m
4000m x 46m
- Airlines currently operating to this airport with scheduled services
Air India Express
Ariana Afghan Airlines
ASL Airlines Belgium
Azerbaijan Airlines AZAL
Biman Bangladesh Airlines
China Eastern Airlines
China Southern Airlines
Iran Aseman Airlines
Iranian Naft Airlines
KLM Royal Dutch Airlines
Middle East Airlines
Norwegian Air International
Norwegian Air Shuttle ASA
Pakistan International Airlines
Royal Brunei Airlines
Shaheen Air International
Ukraine International Airlines
Virgin Atlantic Airways
- Airlines currently operating to this airport via codeshare
- Aer Lingus
Air New Zealand
All Nippon Airways
CSA Czech Airlines
Delta Air Lines
LAM – Mozambique Airlines
South African Airways
Dubai International Airport is one of largest airports in the Middle East, among the largest airports in the world and a key cargo hub in the region. The airport has seen phenomenal growth in the past decade, which has come with the expansion of home carrier, Emirates. Dubai International is located in a built-up urban area, and to cater for expected growth the facility will be complemented by the larger, but more distant, Al Maktoum International Airport. Although the vast majority of growth has come from Emirates, the airport has benefited from increasing service from carriers around the world as Dubai has gained prominence as a tourist destination and business centre.
Location of Dubai International Airport, United Arab Emirates
Ground Handlers and Cargo Handlers servicing Dubai International Airport
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Fuel & Oil Suppliers servicing Dubai International Airport
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191 total articles
Gulf airlines in 2017: Etihad cuts capacity 4% as Emirates and Qatar begin slowest growth in 5 years
For the first time in over a decade, a Gulf superconnector airline will reduce its annual capacity. Etihad is forecast to cut ASKs by 4% in 2017. Emirates and Qatar Airways will have their slowest growth expansion in a decade, but in terms of net capacity addition 2017's production increase is the slowest in about five years.
Etihad is contracting in all regions except Western Europe and Australia in 2017. The largest cuts will be in South America, North America and Southeast Asia, although this does not necessarily correlate to regional profitability. Despite the reduction Etihad's frequencies will be up 1% in 2017, mostly in Western Europe and South Asia.
Etihad has announced plans to reduce staff members, which it says will be largely through attrition. As it contracts instead of growing, its aircraft commitments – and in particular 787s – may be cancelled or deferred. Etihad's partnership with Lufthansa will result in its airberlin burden being reduced. Etihad may look to sell down European investment airlines, according to unconfirmed press reports.
Yet as Etihad recalibrates under a changed Abu Dhabi government, Qatar Airways continues to grow.
Dubai/Sydney, 3 November 2016 – CAPA - Centre for Aviation is pleased to announce an agreement with Reed Exhibitions to be the event partner for next year’s Global Airport Leaders’ Forum (GALF), taking place in Dubai during 16-17 May 2017.
The event will take place beside the 17th Dubai Airport Show.
It will be held under the patronage of His Highness Sheikh Ahmed bin Saeed Al Maktoum, President of Dubai Civil Aviation Authority, Chairman of Dubai Airports and Chairman and Chief Executive of Emirates Airline and Group.
Qantas and Emirates are again evolving global airline alliances and partnerships. Four years after announcing their landmark joint venture, Qantas in late 2016 is expected to disclose additions to the way it serves Europe in partnership with Emirates. The possible changes – a new nonstop London flight, reintroducing an Asian stopover – may seem incremental. There is a significant impact to the many airlines competing in the Europe-Australia market, but the underlying relevance is global.
The expansion of the JV would not be possible without the increased comfort that Emirates and Qantas feel toward each other, and their ability to have intricate models for handling the increasingly complicated partnership and number of hubs involved. JVs are no longer in a binary classification of existence or absence; there is a scale from rudimentary to near-consolidation.
As JVs like Qantas-Emirates become more sophisticated, the basic JVs – or even airlines without – are dearly lacking. There has been a profusion of JVs in recent years, with more on the way, but they have tended to be confined. Partners need to be more comfortable with each other in order to add additional airlines and markets, later consolidating as they stitch together individual partnerships.
As airlines worry about having passed their peaks and entering a downturn, flydubai, the LCC owned by the Dubai government, is on an upwards trajectory. This is very welcome after flydubai's sudden and sharp 1H2015 loss occurred as most other airlines were in party mode, buoyed by low fuel prices. flydubai significantly narrowed its 1H2016 loss despite double-digit growth. With the industry worrying about its health, flydubai appears to have caught the cold early and rebounded from it. An improvement in load factor, uplift in business traffic (19%) and reduction in expenses may show greater efficiency that can be maintained – the silver lining to the financial upset.
flydubai's 1H2016 loss narrowed to USD24.5 million from 1H2015's USD40 million, despite a 14.9% increase in flights. Losses per passenger decreased about nine percentage points faster. Unlike its bigger sister Emirates, also owned by the Dubai government but run separately, flydubai is primarily a point-to-point operator - so it depends on the health of Dubai.
Qantas on 24-Aug-2016 delivered its second consecutive AUD1 billion annual profit, indicating that the long restructuring under the tenure of CEO Alan Joyce has not only worked but created a stronger Qantas. The group has weathered the boom and bust of the Australian resource economy and times with Asian LCC JVs; has turned Gulf and Chinese competitors into partners; and has risen above a key competitor's influx of foreign shareholding, which fuelled an unsustainable capacity and product war.
The question for Qantas is what next. Domestic has returned to a comfortable duopoly and growth is on the wane, while international partners will contribute higher growth by putting passengers onto the domestic Qantas network. Loyalty, a stable business, is growing and profitable but does not capture Mr Joyce's passion. Internationally, North America is Qantas' anchor. The continent accounts for one third of Qantas' now profitable international capacity. Qantas and its proposed partner American Airlines dominate, holding 42% of the Australia/New Zealand-North America market. It is a profitable but not very emotional business, although it could move to new 787-9 routes to Dallas or Chicago. Where Qantas remains strategically keen is to Asia and Europe, where its historical deficiency helped rivals Singapore Airlines and Cathay Pacific to rise to their powerhouse status.
The competition with SIA and Cathay is longstanding but reinvigorated: SIA has reiterated its desire to operate between Australia and the US, while Qantas blames Cathay for squashing the proposed LCC Jetstar Hong Kong. Qantas may not be able to beat SIA and Cathay entirely, but for the first time in its history Qantas believes it can compete with them on cost. Qantas seeks mainline and Jetstar growth to and within Asia. Qantas is weighing a European restructuring that could result in the launch of 787-9 flights between Perth and London – the first nonstop flight between Australia and Europe. Qantas may not be as big as it used to be, but it is smarter, more agile and more profitable. Qantas has evolved, but its competitors appear less stable. This is a time to seize momentum and rebuild Qantas' flagship status.
At the turn of the century it would have been heresy to describe Southwest Airlines as embattled. The venerable low cost airline was a perennial passenger favourite, and its employee relations were the most positive and successful among US airlines. But during recent years the company’s admirable relationship with labour has soured, culminating in the recent declaration by Southwest’s union leaders that the company’s top two executives should vacate their positions.
The labour discontent and years-long negotiations have not only damaged management’s credibility in the eyes of many employees, but have also prevented Southwest from taking important steps to create more outlets to generate revenue – including establishing potentially valuable codesharing relationships. As Southwest moves closer toward having the proper technology to support those partnerships, the likelihood that labour groups will approve codeshares is decidedly low as rifts between management and employees deepen.
Southwest had reached an inflection point in its frayed labour relations. Its golden image has tarnished, and the longer that contract talks drag on, the more that scrutiny over management’s ability to mend the strained relationships will continue to intensify.