Sydney Kingsford Smith Airport
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- 10 Arrivals Court
Sydney International Airport
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- Airport Type
- Other airports serving Sydney
- Sydney Bankstown Airport
Sydney Camden Airport
- 2530m x 45m
3962m x 45m
2438m x 45m
- Airlines currently operating to this airport with scheduled services
- Air Canada
Air New Zealand
All Nippon Airways
China Eastern Airlines
China Southern Airlines
Delta Air Lines
Indonesia AirAsia X
Polar Air Cargo
Regional Express (Rex)
Tasman Cargo Airlines
- Airlines currently operating to this airport via codeshare
- Aegean Airlines
Air Tahiti Nui
CSA Czech Airlines
KLM Royal Dutch Airlines
South African Airways
Virgin Atlantic Airways
Formally known as Kingsford Smith Airport, Sydney Airport serves Australia's largest city, Sydney. Hosting domestic, regional and international passenger and cargo services for over 35 airlines, the airport is a major hub for airlines including Qantas, Virgin Australia, Jetstar, QantasLink and Rex. The airport is operated by Sydney Airport Corporation.
Location of Sydney Kingsford Smith Airport, Australia
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Ground Handlers and Cargo Handlers servicing Sydney Kingsford Smith Airport
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2,620 total articles
178 total articles
The pace of change in Chinese aviation can be daunting. The growth of Chinese airlines in international markets in 2015, one year, was the same as in the previous three years combined. Chinese airlines are growing outside their hubs to have wider coverage. Shanghai's lucrative market has drawn Air China and Hainan Airlines to launch long haul flights.
Now, in a matter of months, Shenzhen in southern China has gone from having no long haul routes to having six air services launched by four airlines during 2016. The Sydney route has already been opened and it could be followed by Auckland, Frankfurt, Los Angeles, Melbourne and Seattle – with surely more to come. Shenzhen did not meet an earlier target, but this is an impressive roster, even if mostly backed by handsome subsidies.
The expansion is notable given Shenzhen's underdevelopment in short haul international, let alone long haul. International traffic has flowed to other hubs, notably Hong Kong, which has excelled in becoming an intermodal transport hub by enlarging its catchment area through a network of ferries and coaches. Even as Hong Kong comes under a capacity crunch, it will not want Pearl River Delta traffic to flow back to Shenzhen, even if this is inevitable.
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.
The A380 continues to be intertwined with London Heathrow. Malaysia Airlines has cut both its European and A380 scheduled network to just twice daily Heathrow A380 services. Emirates will introduce a sixth daily A380 flight to Heathrow and British Airways is evaluating taking second-hand A380s. London Heathrow is not the busiest A380 airport: that title goes to Dubai, home of Emirates, which operates more A380s than any other airline.
London Heathrow stands out among major A380 airports, as only 30% of its A380 flights are flown by a local airline (British Airways). At Bangkok, Sydney and Melbourne foreign airlines also have more A380 flights than local operators. At Seoul Incheon, 82% of A380 flights are flown by local airlines. Of the 15 largest airports with A380 operations, all but three – Los Angeles, New York JFK and Hong Kong – are the hub of an A380 operator. Qantas flies the world's longest A380 route (to Dallas) and Emirates the shortest (to Kuwait City). China Southern and Qatar have the shortest average sector lengths, which are half those of Malaysia and Qantas, which have the longest.
China's CAAC generally only allocates one local airline to an international route, so once a route is flown a Chinese competitor cannot move in. This hub fragmentation risks efficiency. A difficult shake-out is likely in the future. For foreign airlines these developments make route planning more hazardous.
Chinese airlines continue to apply for long haul routes that disrupt the country's tidy plan of having one airline serve a local market. Some routes requested may fit strategically, but they also display an element of tit-for-tat retaliation or pre-empting a local competitor. China Southern took advantage of Shenzhen's home airlines Air China and Shenzhen Airlines, ignoring Shenzhen's long haul market, and opened a Shenzhen-Sydney service. Air China has now applied for Shenzhen-Melbourne service, which China Southern could have served next. Examples are growing weekly.
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.