- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
- Route Maps
- Annual Reports
- Fast Fact Report
- IATA Code
- ICAO Code
- Corporate Address
- Qantas Centre
203 Coward Street
Mascot NSW 2020
- Main hub
- Sydney Kingsford Smith Airport
- Business model
- Full Service Carrier
- Domestic | International
- Airline Group
- Part of Qantas Group
- Joined Alliance
- Association Membership
- Codeshare Partners
- Air New Zealand
Air Tahiti Nui
China Eastern Airlines
China Southern Airlines
Qantas Airways is operated as part of the publicly listed Qantas Group. It is the national airline of Australia with major hubs in Sydney and Melbourne and secondary hubs in Perth and Brisbane. Utilising a large fleet of narrow and wide-body Airbus and Boeing aircraft, Qantas operates an extensive domestic and international network, with services to New Zealand, the Americas, Asia, South Africa and Europe. Regional services are provided by subsidiary, QantasLink. Qantas is a founding member of the oneworld alliance.
Location of Qantas Airways main hub (Sydney Kingsford Smith Airport)
Qantas share price
5,185 total articles
407 total articles
Few would counter the conclusion that, so far, the merger between American Airlines and US Airways has been nearly flawless. In late 2015 the company executed the most successful passenger systems cutover in the recent history of US consolidation. With a unified customer interface, American is now in a position to start exploiting some revenue synergies inherent in the merger.
In parallel with meticulously planning the complex technology transition to a single system, American has worked since the close of its merger three years ago to slash nearly USD3.6 billion in debt. Between 2014 and Sep-2015 the company paid USD350 million in dividends, and repurchased nearly USD4.5 billion in stock. Its top line profits for the first nine months of 2015 jumped 89% to USD4.3 billion. But American’s stock in 2015 traded at a discount for much of the year, as investors became spooked over the company’s efforts to match fares of ultra low cost competitors.
One of American’s top priorities for 2016 is to continue to improve its operational performance and to close the gaps with Delta, which has become an industry leader in many operational metrics. Operational performance is set to become an even more distinguishing factor in the consolidated US market place, and the battle lines between full service airlines and ULCCs could become more pronounced in 2016.
Air France flight 439 from Mexico City arrived in Paris CDG on 11-Jan-2016, and was the airline's last commercial 747 passenger flight.
The service brings to an end over 45 years of 747 flights at the French flag carrier. Later in 2016 Cathay Pacific and Saudia will also retire their passenger 747 models. Once a ubiquitous sight, 747-400s are disappearing, 221 of them now remaining in service (according to CAPA's Fleet Database). One third of them are in service with just three airlines: British Airways, United Airlines and KLM. BA operates almost twice as many 747-400s as the next largest operator, and still intends to have a 19-strong fleet by the end of 2020.
Almost half of the world's passenger 747-400s are with European carriers, but seven of the world's 10 longest 747-400 routes are to/from Australia, all operated by Qantas. Of the 15 longest 747-400 routes, all but one are to/from Asia-Pacific.
The fading of the 747-400 has meant a diminishing role on long haul routes. The aircraft type accounted for nearly half of Asia-Europe and Asia-North America flights in 1H2006, but in 1H2016 it accounts for less than 10%. On the trans-Atlantic, 747 flights have gone from a 15% share to 9%.
There is perhaps no greater indicator of the nuances in aviation than dual brand strategies. The United-Ted and Delta-Song approaches are mostly forgotten while Qantas-Jetstar trumpet alignment and newcomers like Lufthansa-Eurowings have to insist their plan will work.
What unites the attempts, successes and failures is a belief that dual brand strategies can be a silver bullet, not only gaining back lost passengers but securing new ones. Inevitably there is a lot more to it than that.
A successful dual brand airline strategy needs proper management, but this alone does not guarantee success. External forces can bring a swift end. Labour relations are often a critical factor for success or failure, but also whether a dual brand strategy is needed in the first place.
Singapore has long been Qantas' offshore international hub, where long haul traffic from Australian capital cities was fed into its European links. Only recently has Qantas focused on Asia as an end market and not a connection point on the "kangaroo route". The change was accelerated by the Qantas-Emirates partnership which prompted Qantas to move its European stopover hub from Asia to the Middle East. With the European flights redirected, Qantas had to reposition itself in Asia.
Initially that meant significant decreases to its Asia network, as capacity was redirected. But in early 2016 Qantas will have more flights from Australia to Asia than it had prior to the Emirates partnership. That is despite now not serving Europe over Asia. Seat capacity is catching up and will further grow as Qantas looks to expand in Asia; already an additional three weekly A330 services are planned for Asia. Driving the increase are a number of factors: Qantas' successful restructuring has lowered its cost base and made Asia profitable, there is growing inbound tourism and Qantas needs to re-deploy widebody aircraft out of the domestic market.
Jetstar Pacific is accelerating fleet and network expansion as the Vietnamese LCC looks to make up for lost ground after being overtaken by its younger and more ambitious rival VietJet Air. The LCC languished, and was consistently unprofitable for the first seven years as the Qantas partnership slowly evolved, but it is now on track to post its first annual profit since adopting the Jetstar Pacific brand in 2008.
Jetstar Pacific resumed expansion in 2014, ending a prolonged period of flat or negative growth. Over the past two years it has more than doubled its fleet and domestic network while launching international services.
Shareholders Qantas and Vietnam Airlines have committed to nearly triple the joint venture’s fleet over the next five years to up to 30 aircraft. Vietnam Airlines took over the majority stake from another government entity in early 2012, but has only recently begun to implement a clear dual brand strategy using Jetstar Pacific to compete against VietJet at the fast-growing bottom end of the Vietnamese market.
Brazil’s TAM is aiming to launch services in 2016 to Johannesburg, making it only the sixth airline with long haul or transoceanic flights solely within the Southern Hemisphere. TAM will compete with current codeshare partner South African Airways (SAA) on the Sao Paulo-Johannesburg route.
The new TAM service will be the first oneworld link between South America and Africa, plugging a hole in the alliance’s round the world offering. Qantas now links Australia with South Africa and South America while TAM sister carrier LAN also operates over the South Pacific.
Star will also be able to offer a round the world product completely in the Southern Hemisphere from Dec-2015, when Air New Zealand launches services to South America. Star member SAA is now the only carrier linking South Africa to South America, also serving Australia.