Auckland International Airport
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- IATA Code
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- Ray Emery Dr,
- New Zealand
- Domestic | International
- Airport Type
- 3635m x 45m
3108m x 45m
- Airlines currently operating to this airport with scheduled services
- Air Chathams
Air New Zealand
Air Tahiti Nui
China Eastern Airlines
China Southern Airlines
Tasman Cargo Airlines
- Airlines currently operating to this airport via codeshare
- Aerolineas Argentinas
All Nippon Airways
Delta Air Lines
KLM Royal Dutch Airlines
South African Airways
Virgin Atlantic Airways
Operated by Auckland International Airport Limited, Auckland Airport is the largest airport in New Zealand and serves as the main international gateway to the country. Auckland Airport is the primary hub for Air New Zealand and hosts domestic, regional and international passenger and cargo services from over 20 airlines.
Location of Auckland International Airport, New Zealand
Auckland Airport share price
Ground Handlers and Cargo Handlers servicing Auckland International Airport
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Fuel & Oil Suppliers servicing Auckland International Airport
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1,421 total articles
82 total articles
Air New Zealand to sell Virgin Australia stake to fund expansion: Chengdu could be next after Manila
Air New Zealand has been on a long haul growth streak, opening five destinations since 2015. Manila was most recently announced and Chengdu could be next, once again giving Air NZ two destinations in mainland China after exiting Beijing. Chengdu as a destination – or another city – would mean that Air New Zealand would serve more points in Asia than Qantas.
Globally, Air NZ is catching up to Qantas for destinations outside Australia/New Zealand/Pacific Islands. In 2006 Qantas served 21 points outside the region and in 2016 serves 18, although this is an increase from the situations in recent years. Where Qantas has cut, Air New Zealand has grown, increasing from 10 long haul destinations in 2006 to 16 (if Chengdu is included) in 2016. With Air New Zealand due to receive nine 787-9s through 2019, with only some of those due to replace existing aircraft, the airline could serve more points than Qantas. A sale of Air NZ's stake in Virgin Australia could pay the cost of three widebody aircraft and possibly accelerate Air NZ's growth even more. Qantas will remain bigger for number of flights and seats. Qantas offers upwards of five daily flights to Singapore whereas Air NZ offers just one.
Keep your friends close and your enemies closer: over recent years Air New Zealand has transformed its long haul network – and New Zealand's aviation market – by turning one competitor after another into a joint venture partner. Air NZ's latest is a revenue-sharing JV with United Airlines, to come into force on 01-Jul-2016 when United resumes New Zealand services.
The JV follows link-ups between Air NZ and Singapore Airlines, Cathay Pacific and Air China. Yet this is not just another JV: Air NZ-United will be the largest, accounting for 25% of Auckland's long haul seat capacity. It will be twice the size of the Air NZ-Singapore Airlines JV. In total, 80% of Air NZ's long haul capacity from NZ will be under JVs, with the balance in monopoly markets.
The market between Australia and the Gulf witnessed significant strategic developments in Mar-2016. Emirates launched a non-stop Dubai-Auckland flight, taking the mantle of world's longest flight. Significantly, Emirates beat Qatar Airways to it. Qatar's public musing in Jan-2016 about opening a Doha-Auckland service prompted Emirates to put on the Auckland flight at short notice: the service was announced a week after Qatar's mention and flown a mere five weeks later.
Qatar was looking to have another oneworld one stop option between Auckland and Europe, as well as looking to boost its presence in the region, where it has significantly lagged Emirates and Etihad. Emirates' Auckland non-stop has indirectly seen Emirates cancel Panama City service, which was less strategically important and believed to be encountering difficulties as Lufthansa tried to prevent Copa from codesharing with Emirates.
The second development was Qatar Airways' long-awaited service to Sydney. Combined with an Adelaide flight in May-2016, Qatar's size in Australia will double in 2016. Qatar is now considering – traffic rights permitting – a second daily Sydney flight and a new service to Brisbane. The growth disrupts what Etihad, but especially Emirates, were hoping would be a cooling of Gulf-Australia capacity after years of fast growth.
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.
AirAsia X 2016 outlook: turnaround predicted as Australia improves, China grows, 5th freedoms launch
Long haul low cost airline group AirAsia X is confident that it will be able to complete a turnaround in 2016, boosted by a more balanced network, improved conditions in its main markets, and lower fuel prices. AirAsia X was highly unprofitable in 2014 and most of 2015, prompting restructuring, along with a spate of aircraft deferrals and cancellations.
In its original home market of Malaysia, AirAsia X restructured its network and cut capacity in 2015. The parent airline is resuming growth in 2016, but a large portion of the additional capacity will be allocated to new fifth freedom routes, which wisely reduces its reliance on the challenging Malaysian market.
The affiliates in Indonesia and Thailand will undergo relatively modest growth as the group’s overall fleet expands by only three aircraft. A new, more disciplined approach to capacity expansion at AirAsia X has emerged, with a focus on new routes connecting existing AirAsia destinations and pursuing fifth freedom opportunities in markets underpenetrated by LCCs.
The AirAsia branded airlines, through their various entities, are resuming expansion in Australia and re-entering New Zealand with a new fifth freedom route connecting the Gold Coast with Auckland. Gold Coast-Auckland is a much bigger market, and less risky option, than the Kuala Lumpur-Christchurch route that AirAsia dropped in 2012, ending a highly unprofitable one year foray in the New Zealand market.
AirAsia cut back significantly in Australia in early 2015, erasing an earlier nearly 100% increase in seat capacity in the Malaysia-Australia market, which led to yield declines and heavy losses. Following the Gold Coast-Auckland launch, AirAsia will again be close to 2014 capacity levels in Australia, but with a much more rational approach, relying less on Malaysia.
AirAsia’s new, more balanced Australia operation with four routes from Australia to Malaysia, four to Indonesia, and one to New Zealand, gives the LCC group a stronger and more viable position in a strategically important market. Australia could potentially be subject to further expansion from AirAsia, but this is not likely to be in the Malaysia-Australia market.