Afraa-Air-Transport

Total Page:16

File Type:pdf, Size:1020Kb

Afraa-Air-Transport AFRAA AIR TRANSPORT REPORT 2020 Release date: May 2021 GLOBAL AIRLINE INDUSTRY PERFORMANCE The Covid 19 pandemic hit the air transport sector hard in 2020. All regions have experienced a drasc drop in traffic due to border closures and travel restricons. Both capacity and traffic dropped globally: ASKs and RPKs declined by 55% and 65% respecvely. From February 2020, air traffic recorded a drop of 31% on the Asian market and 3% on the North American market. In March the traffic is down 45% and more than 95% in April. Traffic TABLE OF CONTENTS resumed significantly from July ll October, but the recovery was hampered by the second wave of infecon during the fourth quarter of the year. Few months aer the traffic restart, some countries imposed new travel bans and borders closing, impacng internaonal Global airline industry performance 3 markets and causing an 11% drop in the traffic. African Airline industry performance 2020 4 Financial performance 4 Global industry ASK and RPK growth Passenger traffic growth 4 % Global ASK growth % Global RPK growth Passenger distribution 5 0% -20 -20 -20 -20 -20 African airlines ranking by traffic y eb-20 8 Jul-20 Jan-20 Jun-20 Oct Apr F Sep-20 Dec-20 Aug-20 Nov Mar Ma -20% Routes ranking by traffic 8 -40% Airport ranking by passengers traffic 10 Airport ranking by freight traffic 10 -60% Airport charges 11 -80% Airport connectivity index 12 -100% African countries connectivity and openness 13 Source: AFRAA /OAG Air cargo was also affected by the Covid situaon. The lockdowns and travel ban affected Annex: glossary 15 belly cargo capacity, leading to an overall yearly drop of 23%, according to IATA. Cargo traffic also declined, affected by the disrupons in manufacturing and trade worldwide. However, the recovery from Q3 led to a 10.6% year-on-year traffic drop, but an improved Cargo load factor since capacity decrease was greater than traffic decline. 3 GLOBAL AIRLINE INDUSTRY PERFORMANCE The Covid 19 pandemic hit the air transport sector hard in 2020. All regions have experienced a drasc drop in traffic due to border closures and travel restricons. Both capacity and traffic dropped globally: ASKs and RPKs declined by 55% and 65% respecvely. From February 2020, air traffic recorded a drop of 31% on the Asian market and 3% on the North American market. In March the traffic is down 45% and more than 95% in April. Traffic TABLE OF CONTENTS resumed significantly from July ll October, but the recovery was hampered by the second wave of infecon during the fourth quarter of the year. Few months aer the traffic restart, some countries imposed new travel bans and borders closing, impacng internaonal Global airline industry performance 3 markets and causing an 11% drop in the traffic. African Airline industry performance 2020 4 Financial performance 4 Global industry ASK and RPK growth Passenger traffic growth 4 % Global ASK growth % Global RPK growth Passenger distribution 5 0% -20 -20 -20 -20 -20 African airlines ranking by traffic y eb-20 8 Jul-20 Jan-20 Jun-20 Oct Apr F Sep-20 Dec-20 Aug-20 Nov Mar Ma -20% Routes ranking by traffic 8 -40% Airport ranking by passengers traffic 10 Airport ranking by freight traffic 10 -60% Airport charges 11 -80% Airport connectivity index 12 -100% African countries connectivity and openness 13 Source: AFRAA /OAG Air cargo was also affected by the Covid situaon. The lockdowns and travel ban affected Annex: glossary 15 belly cargo capacity, leading to an overall yearly drop of 23%, according to IATA. Cargo traffic also declined, affected by the disrupons in manufacturing and trade worldwide. However, the recovery from Q3 led to a 10.6% year-on-year traffic drop, but an improved Cargo load factor since capacity decrease was greater than traffic decline. 3 AFRICAN AIRLINES PERFORMANCE African airlines ASK and RPK growth Africa airlines operaons were severely impacted by the Covid19 crisis. If the first cases on the % ASK growth % RPK growth connent appeared at the end of February in the northern region, the restricve measures 0% -20 -20 -20 -20 -20 -20% y eb-20 started to be applied in March. The impact was drasc for the traffic. Jul-20 Jan-20 Jun-20 Oct Apr F Sep-20 Dec-20 Aug-20 Nov Mar Ma -40% Financial performance -60% -80% The Covid19 crisis had a devastang impact on airlines finance around the world. For African -100% airlines, whose financial situaon was already precarious, the impact was even greater. For the Source: AFRAA /OAG year 2020, the Passenger revenue loss is esmated at USD 10.21 billion. African airlines’ Asks and RPKs followed the same trend as the global industry. From the end of African Airlines' Passenger Revenue Loss March, the majority of carriers grounded their aircra, causing a drasc ASK and RPK drop of 85% and 94% respecvely in April. The reducon in traffic connued unl June, before reversing with the gradual opening of borders. 2 2021 1 2020 2 2020 3 2020 4 2020 1 2021 3 2021 4 2021 Q Q Q Q Q Q Q Q 0 SD Passenger Traffic Distribution -1 -0.61 -2 -1.35 African airlines passenger on U -3 -1.85 The traffic reparon shows that African airlines distribution 2020 -2.72 -2.60 -2.55 Billi -4 -3.41 -3.47 globally carried more domesc traffic in 2020, around 43% of the total traffic compared to. The leading Source: AFRAA /OAG Intra Africa carriers in terms of Domesc traffic are airlines like 19% Quarter 2 and 3 was the most affected, before a smooth recovery on the 4th quarter.According to Safair, Ethiopian Airlines, Mango airlines, and Air Domesc our forecasts, African airlines will connue to lose money in 2021, even if the amount will reduce. Algerie. Those 5 airlines carried 4.8 million passengers 43% We esmate the overall Passenger revenue losses for 2021 at USD 8.35 billion. on domesc routes during the year. Internaonal Interconnental traffic represented 57%, breaking down into 19% of 38% Passenger Traffic Evolution Intra-African and 38% of interconnental passengers. Scheduled passengers carried by African airlines Source: AFRAA /OAG 100 91.9 95.6 s 88.5 African airlines international passenger destinations per quarter in 2020 83.9 er 90 76.6 79.5 80 73.8 Q4 3.7 1.4 1.3 0.90.1 0.2 70 61 63 53.2 56 Domesc 60 Q3 2.3 1.0 1.4 0.7 0.1 50 Intra-africa Million passeng 34.7 Europe 40 Q2 1.5 0.6 0.5 0.3 Middle East 30 20 Q1 7.6 3.5 3.9 2.2 0.8 0.6 10 0 0 5 10 15 Million PAX 20 m.) (es 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source: AFRAA /OAG Source: AFRAA / IATA Watts At the connental level, Europe is the first internaonal desnaon of African airlines, The number of scheduled Passengers carried by African Airlines is esmated to drop from 95 represenng 21% and even exceeding Intra African traffic (19%), domesc excluded. Traffic to million in 2019 to 34.7 million in 2020, represenng a year-on-year decline of 63.7%. Middle-East tended to increase, while traffic to Asia reduced due to Covid. 4 5 AFRICAN AIRLINES PERFORMANCE African airlines ASK and RPK growth Africa airlines operaons were severely impacted by the Covid19 crisis. If the first cases on the % ASK growth % RPK growth connent appeared at the end of February in the northern region, the restricve measures 0% -20 -20 -20 -20 -20 -20% y eb-20 started to be applied in March. The impact was drasc for the traffic. Jul-20 Jan-20 Jun-20 Oct Apr F Sep-20 Dec-20 Aug-20 Nov Mar Ma -40% Financial performance -60% -80% The Covid19 crisis had a devastang impact on airlines finance around the world. For African -100% airlines, whose financial situaon was already precarious, the impact was even greater. For the Source: AFRAA /OAG year 2020, the Passenger revenue loss is esmated at USD 10.21 billion. African airlines’ Asks and RPKs followed the same trend as the global industry. From the end of African Airlines' Passenger Revenue Loss March, the majority of carriers grounded their aircra, causing a drasc ASK and RPK drop of 85% and 94% respecvely in April. The reducon in traffic connued unl June, before reversing with the gradual opening of borders. 2 2021 1 2020 2 2020 3 2020 4 2020 1 2021 3 2021 4 2021 Q Q Q Q Q Q Q Q 0 SD Passenger Traffic Distribution -1 -0.61 -2 -1.35 African airlines passenger on U -3 -1.85 The traffic reparon shows that African airlines distribution 2020 -2.72 -2.60 -2.55 Billi -4 -3.41 -3.47 globally carried more domesc traffic in 2020, around 43% of the total traffic compared to. The leading Source: AFRAA /OAG Intra Africa carriers in terms of Domesc traffic are airlines like 19% Quarter 2 and 3 was the most affected, before a smooth recovery on the 4th quarter.According to Safair, Ethiopian Airlines, Mango airlines, and Air Domesc our forecasts, African airlines will connue to lose money in 2021, even if the amount will reduce. Algerie. Those 5 airlines carried 4.8 million passengers 43% We esmate the overall Passenger revenue losses for 2021 at USD 8.35 billion. on domesc routes during the year. Internaonal Interconnental traffic represented 57%, breaking down into 19% of 38% Passenger Traffic Evolution Intra-African and 38% of interconnental passengers.
Recommended publications
  • IATA CLEARING HOUSE PAGE 1 of 21 2021-09-08 14:22 EST Member List Report
    IATA CLEARING HOUSE PAGE 1 OF 21 2021-09-08 14:22 EST Member List Report AGREEMENT : Standard PERIOD: P01 September 2021 MEMBER CODE MEMBER NAME ZONE STATUS CATEGORY XB-B72 "INTERAVIA" LIMITED LIABILITY COMPANY B Live Associate Member FV-195 "ROSSIYA AIRLINES" JSC D Live IATA Airline 2I-681 21 AIR LLC C Live ACH XD-A39 617436 BC LTD DBA FREIGHTLINK EXPRESS C Live ACH 4O-837 ABC AEROLINEAS S.A. DE C.V. B Suspended Non-IATA Airline M3-549 ABSA - AEROLINHAS BRASILEIRAS S.A. C Live ACH XB-B11 ACCELYA AMERICA B Live Associate Member XB-B81 ACCELYA FRANCE S.A.S D Live Associate Member XB-B05 ACCELYA MIDDLE EAST FZE B Live Associate Member XB-B40 ACCELYA SOLUTIONS AMERICAS INC B Live Associate Member XB-B52 ACCELYA SOLUTIONS INDIA LTD. D Live Associate Member XB-B28 ACCELYA SOLUTIONS UK LIMITED A Live Associate Member XB-B70 ACCELYA UK LIMITED A Live Associate Member XB-B86 ACCELYA WORLD, S.L.U D Live Associate Member 9B-450 ACCESRAIL AND PARTNER RAILWAYS D Live Associate Member XB-280 ACCOUNTING CENTRE OF CHINA AVIATION B Live Associate Member XB-M30 ACNA D Live Associate Member XB-B31 ADB SAFEGATE AIRPORT SYSTEMS UK LTD. A Live Associate Member JP-165 ADRIA AIRWAYS D.O.O. D Suspended Non-IATA Airline A3-390 AEGEAN AIRLINES S.A. D Live IATA Airline KH-687 AEKO KULA LLC C Live ACH EI-053 AER LINGUS LIMITED B Live IATA Airline XB-B74 AERCAP HOLDINGS NV B Live Associate Member 7T-144 AERO EXPRESS DEL ECUADOR - TRANS AM B Live Non-IATA Airline XB-B13 AERO INDUSTRIAL SALES COMPANY B Live Associate Member P5-845 AERO REPUBLICA S.A.
    [Show full text]
  • What Next for Alitalia After Air France-KLM Snub? Is Not a Normal Aircraft,” He Said
    ISSN 1718-7966 SEPTEMBER 30, 2013 / VOL. 408 WEEKLY AVIATION HEADLINES Read by thousands of aviation professionals and technical decision-makers every week www.avitrader.com WORLD NEWS Lion Air in CSeries talks Lion Air, the Indonesian budget carrier, is in talks with Canadian airframer Bombardier over a po- Alitalia is facing a cash tential order for up to 100 of its crunch after larger CSeries CS300 jets, with major share- negotiations set to be finalised holder Air at the UK’s Farnborough Airshow France-KLM voted against next July. In meetings with Bom- a capital bardier Commercial Aircraft boss increase Mike Arcamone last week, Lion Air president Rusdi Karana said Alitalia the CSeries was ‘beyond his ex- pectation: “What they’re doing What next for Alitalia after Air France-KLM snub? is not a normal aircraft,” he said. Move to keep carrier under Italian control would be ‘hidden nationalization’ “This one is very special.” It is understood that Export Develop- The future is looking increasingly with its own internal troubles, last Industry minister Flavio Zamonato ment Canada would be involved grim for Italian flag carrier Alita- week announcing that it no long- told reporters that the government in financing the deal. lia after Air France-KLM, its larg- er expected to reach its break- was in talks with banks and other est shareholder, last week voted even target this year and that it investors in the domestic market $15.6bn for Airbus in China against proposals to launch a would slash a further 2,800 jobs. that would keep the company un- capital increase of at Airbus said it won orders worth der Italian control.
    [Show full text]
  • Appendix 25 Box 31/3 Airline Codes
    March 2021 APPENDIX 25 BOX 31/3 AIRLINE CODES The information in this document is provided as a guide only and is not professional advice, including legal advice. It should not be assumed that the guidance is comprehensive or that it provides a definitive answer in every case. Appendix 25 - SAD Box 31/3 Airline Codes March 2021 Airline code Code description 000 ANTONOV DESIGN BUREAU 001 AMERICAN AIRLINES 005 CONTINENTAL AIRLINES 006 DELTA AIR LINES 012 NORTHWEST AIRLINES 014 AIR CANADA 015 TRANS WORLD AIRLINES 016 UNITED AIRLINES 018 CANADIAN AIRLINES INT 020 LUFTHANSA 023 FEDERAL EXPRESS CORP. (CARGO) 027 ALASKA AIRLINES 029 LINEAS AER DEL CARIBE (CARGO) 034 MILLON AIR (CARGO) 037 USAIR 042 VARIG BRAZILIAN AIRLINES 043 DRAGONAIR 044 AEROLINEAS ARGENTINAS 045 LAN-CHILE 046 LAV LINEA AERO VENEZOLANA 047 TAP AIR PORTUGAL 048 CYPRUS AIRWAYS 049 CRUZEIRO DO SUL 050 OLYMPIC AIRWAYS 051 LLOYD AEREO BOLIVIANO 053 AER LINGUS 055 ALITALIA 056 CYPRUS TURKISH AIRLINES 057 AIR FRANCE 058 INDIAN AIRLINES 060 FLIGHT WEST AIRLINES 061 AIR SEYCHELLES 062 DAN-AIR SERVICES 063 AIR CALEDONIE INTERNATIONAL 064 CSA CZECHOSLOVAK AIRLINES 065 SAUDI ARABIAN 066 NORONTAIR 067 AIR MOOREA 068 LAM-LINHAS AEREAS MOCAMBIQUE Page 2 of 19 Appendix 25 - SAD Box 31/3 Airline Codes March 2021 Airline code Code description 069 LAPA 070 SYRIAN ARAB AIRLINES 071 ETHIOPIAN AIRLINES 072 GULF AIR 073 IRAQI AIRWAYS 074 KLM ROYAL DUTCH AIRLINES 075 IBERIA 076 MIDDLE EAST AIRLINES 077 EGYPTAIR 078 AERO CALIFORNIA 079 PHILIPPINE AIRLINES 080 LOT POLISH AIRLINES 081 QANTAS AIRWAYS
    [Show full text]
  • Competitive Strategies and Entry Strategies of Low Cost Airline Incumbent 1Time Airline
    Competitive Strategies and Entry Strategies of Low Cost Airline Incumbent 1time Airline A dissertation submitted in partial fulfilment of the requirements for the degree of Masters in Business Administration of Rhodes University by Diane Potgieter January 2007 Abstract This dissertation reports on the factors that contributed to the successful entry strategy of 1time Airline, a low cost carrier, into the South African airline industry as well as its competitive strategies within this context. Research interviews were conducted in November 2005 and research material gathered until end January 2006. Key issues include an evaluation of 1time's business model in relation to other low cost entrants as well as against material sourced through interviews with 1time Airline management, employees and consumers of the airline's product. Porter's Generic Strategies and Five Forces model are used as a framework in evaluating the airline. It is found that Nohria, Joyce and Robertson's "4+2 Formula" is effectively implemented at the airline, but that further implementation of Game Theory in terms of alliances should be investigated for continued success and sustainability. " \ I Contents Chapter 1 Context ...... ... ....................... ............................. ... .. .................................. 1 1.1 Introduction ................................................. .. .... .................. .. ................ .............. .. ... 1 1.2 The global airline industry ......................................... .. .. ...... .. .. .. ...................
    [Show full text]
  • Integrated Report 2014 Contents
    INTEGRATED REPORT 2014 CONTENTS MISSION, VISION AND CORE BUSINESS 2 HIGHLIGHTS 3 SAA STRUCTURE AND OPERATIONS 4 SAA OPERATIONS AT A GLANCE 6 ABOUT THIS REPORT 8 • Compliance management programme 8 • Public Finance Management Act non-compliance 8 • Impact on the organisation of SAA internal audit 9 • Compliance policy statement 9 CORPORATE GOVERNANCE AND ACCOUNTABILITY 10 • Board of directors 10 • Board committees 10 • The Shareholder’s Compact 10 • Strategic initiatives 11 • Key performance indicators (KPIs) and evaluation 11 CHAIRPERSON’S MESSAGE 12 ACTING CHIEF EXECUTIVE OFFICER’S MESSAGE 14 LEADERSHIP 16 • Board of directors 18 • Group executive committee 20 MANDATE, STRATEGY, PERFORMANCE 24 • The Long-Term Turnaround Strategy 24 THE DEVELOPMENTAL MANDATE 28 • Human resources 28 • Procurement and the developmental mandate 33 • Corporate social investment 33 THE COMMERCIAL MANDATE 36 • Environment 36 • Stakeholders and communications 37 • Performance management 39 • Enterprise risk management 40 • Costs 42 • Operations 43 • Commercial 45 • Awards 48 • Africa strategy 48 • Cargo 49 THE YEAR UNDER REVIEW: STRATEGY AND PROGRESS 51 SUBSIDIARY REVIEWS • Mango 52 • SAA Technical 58 • Air Chefs 62 • SATC 66 SOUTH AFRICAN AIRWAYS GROUP INTEGRATED ANNUAL REPORT 2014 1 Since its adoption in 2013, the Long-Term Turnaround Strategy or LTTS, has become the basis for the considerable effort being made to turn South African Airways around. It is this strategy, that together with the Shareholder’s Compact constitutes the framework against which performance is being measured. To this point progress is being registered, structures have been put in place, and concerted action is being taken to ensure that in the short, medium, and long term the airline will continue to implement the imperatives of its strategy and it will continue to strive for success in its goal of gaining altitude.
    [Show full text]
  • Annual Report 2016 Iii
    integrated ANNUAL REPORT Integrated Annual Report 2016 iii YEARS AND STILL GOING STRONG Table of Content About this Report .................................................................................................. 2 Performance Highlights/Group Value Added Statement ......................................... 3 Our Group ............................................................................................................. 4 Chairman and CEO’s Report ............................................................................... 11 Our Strategic Intent and Our Stakeholders........................................................... 15 Our Operations and Customers .......................................................................... 19 Interaction with Government, Regulatory and Industry Bodies ............................. 27 Interaction with Investors, Suppliers and Media .................................................. 30 Company Employees and Broad-Based Black Economic Empowerment ........... 31 Investing in the Community ................................................................................. 43 Environmental Report ......................................................................................... 44 Corporate Governance Report ........................................................................... 53 Audit Committee Report ..................................................................................... 61 Remuneration Report .........................................................................................
    [Show full text]
  • Ben Guttery Collection History of Aviation Collection African Airlines Box 1 ADC – Nigeria Aero Contractors Aeromaritime Aerom
    Ben Guttery Collection History of Aviation Collection African Airlines Box 1 ADC – Nigeria Aero Contractors Aeromaritime Aeromas African Intl Air Afrique #1 Air Afrique #2 Air Algerie Air Atlas Air Austral Air Botswana Air Brousse Air Cameroon Air Cape Air Carriers Air Djibouti Air Centrafique Air Comores Air Congo Air Gabon Air Gambia Air Ivoire Air Kenya Aviation Airlink Air Lowveld Air Madagascar Air Mahe Air Malawi Air Mali Air Mauritanie Air Mauritius Air Namibia Box 2 Air Rhodesia Air Senegal Air Seychelles Air Tanzania Air Zaire Air Zimbabwe Aircraft Operating Co. Alliances Avex Avia Bechuanaland Natl. Bellview Bop Air Cameroon Airlines Campling Bros. Capital Air Caspair / Caspar Cata Catalina Safari Central African Airways Christowitz Clairways Command Airways Commercial Air Service Copperbelt Court Heli DAS – Dairo Desert Airways Deta DTA Angola East African Airways Corp Eastern Air Zambia Egypt Air Elders Colonial Box 3 Ethiopian Federal Airlines Sudan Flite Star Gambia Airways German Ghana Airways Guinea Hold – Trade Hunting Clan Imperial Inter Air International Air Kitale Zaire Katanga Kenya Airways Lam Lara Leopard Air Lana Lesotho Airways Liverian National Libyan Arab Magnum MISR Namib Air National Nigeria Airways North African Airlines (Tunisia) Phoenix Protea Pyramid RAC – Rhodesia Regie Malgache R.A.N.A Rhodesian Air Service Box 4 Rossair Royal Air Maroc Royal Swazi Ruac Sa Express Safair Safari Air Svcs Saide Sata Algeria SATT Scibe Shorouk Sierra Leone Airlines Skyways Sobelair South African Aerial Transport Somali Airlines
    [Show full text]
  • Monthly OTP September 2019
    Monthly OTP September 2019 ON-TIME PERFORMANCE AIRLINES Contents On-Time is percentage of flights that depart or arrive within 15 minutes of schedule. Global OTP rankings are only assigned to all Airlines/Airports where OAG has status coverage for at least 80% of the scheduled flights. Regional Airlines Status coverage will only be based on actual gate times rather than estimated times. This may result in some airlines / airports being excluded from this report. If you would like to review your flight status feed with OAG, please email [email protected] MAKE SMARTER MOVES Airline Monthly OTP – September 2019 Page 1 of 1 Home GLOBAL AIRLINES – TOP 50 AND BOTTOM 50 TOP AIRLINE ON-TIME FLIGHTS On-time performance BOTTOM AIRLINE ON-TIME FLIGHTS On-time performance Airline Arrivals Rank No. flights Size Airline Arrivals Rank No. flights Size FA Safair 95.8% 1 2,180 175 JP Adria Airways 44.6% 166 1,458 206 TA TACA International Airlines 95.0% 2 399 277 AI Air India 53.3% 165 15,436 45 SATA International-Azores GA Garuda Indonesia 94.7% 3 12,582 53 S4 53.4% 164 733 255 Airlines S.A. XL LATAM Airlines Ecuador 94.7% 4 860 241 OK Czech Airlines 53.5% 163 2,363 165 CM Copa Airlines 93.8% 5 9,818 72 TP TAP Air Portugal 53.6% 162 12,434 55 FJ Fiji Airways 91.6% 6 1,943 186 IW Wings Air 55.2% 161 11,222 60 4M LATAM Airlines Argentina 91.5% 7 60 325 JY Intercaribbean Airways Ltd 55.2% 160 1,677 197 HD AirDo 90.6% 8 1,748 191 3H Air Inuit 56.9% 159 1,473 205 HA Hawaiian Airlines 89.7% 9 7,382 86 MT Thomas Cook Airlines 57.1% 158 3,959 132 7G Star Flyer 89.5% 10 1,980 183 BJ Nouvelair 60.1% 157 977 232 SU Aeroflot Russian Airlines 89.2% 11 31,270 19 WG Sunwing Airlines Inc.
    [Show full text]
  • Monthly OTP January 2019
    Monthly OTP January 2019 ON-TIME PERFORMANCE AIRLINES Contents On-Time is percentage of flights that depart or arrive within 15 minutes of schedule. Global OTP rankings are only assigned to all Airlines/Airports where OAG has status coverage for at least 80% of the scheduled flights. Regional Airlines Status coverage will only be based on actual gate times rather than estimated times. This may result in some airlines / airports being excluded from this report. If you would like to review your flight status feed with OAG pleas [email protected] MAKE SMARTER MOVES Airline Monthly OTP – January 2019 Page 1 of 1 Home GLOBAL AIRLINES – TOP 50 AND BOTTOM 50 TOP AIRLINE ON-TIME FLIGHTS On-time performance BOTTOM AIRLINE ON-TIME FLIGHTS On-time performance Airline Arrivals Rank No. flights Size Airline Arrivals Rank No. flights Size FA Safair 94.5% 1 2,028 176 3H Air Inuit 33.2% 153 1,488 205 7G Star Flyer 94.5% 2 2,046 174 VC ViaAir 43.0% 152 155 321 NT Binter Canarias 92.8% 3 4,990 105 WG Sunwing Airlines Inc. 43.3% 151 2,876 141 GA Garuda Indonesia 92.0% 4 15,226 41 5J Cebu Pacific Air 45.7% 150 9,305 71 BC Skymark Airlines 91.7% 5 4,614 111 AI Air India 50.2% 149 17,165 34 CM Copa Airlines 91.5% 6 11,123 55 RS Air Seoul, Inc 52.9% 148 1,092 226 JH Fuji Dream Airlines 90.7% 7 2,170 169 WO Swoop 53.1% 147 742 253 B7 Uni Airways 90.6% 8 4,108 120 4N Air North 54.4% 146 416 279 IB Iberia 90.0% 9 16,745 36 Z2 Philippines AirAsia Inc.
    [Show full text]
  • Barriers to Entry for Low Cost Carriers in the South African Airline Industry
    Working Paper 8/2016 Barriers to entry for low cost carriers in the South African airline industry: Competitive dynamics and the entry, expansion and exit of 1Time Airline Anthea Paelo and Thando Vilakazi [email protected] and [email protected] Abstract This paper examines the barriers to entry and expansion of competitor airlines in South Africa. The exit of 1Time from the market as well as the experience of FlySafair, a recent entrant, are used to draw lessons about competitive conditions and constraints that new airlines face in the market. The assessment shows that while the exogenous barriers to entry are not prohibitively high in South Africa (partly evidenced by the number of entrants), a history of repeated anti-competitive conduct by the national carrier, South Africa Airways, has contributed to these challenges. The analysis of price data covering 2014 and 2015 and information drawn from detailed firm-level interviews demonstrates the positive effects of entry in the South African market, including through reducing prices and increasing frequencies to smaller routes which has benefits for local economies. There is preliminary evidence that the entry of LCCs has also contributed to increased passenger volumes, although there are limitations in the data which is available to assess this further. JEL Classification L1, L4, O1 1 Contents Executive summary ............................................................................................................... 4 1. Introduction .................................................................................................................... 6 2. Benefits of competition and rivalry in South Africa’s airline industry ............................... 6 2.1. Timeline of entry and exit of airlines in South Africa ................................................ 7 2.2. Prices and demand in the airline market ............................................................... 10 3. 1Time’s entry, financial performance and exit .............................................................
    [Show full text]
  • Flight Safety Foundation Members Thanks for Your Support in 2009! They’Re Suppliers, Air Carriers, Maintenance Companies, Civil Aviation Authorities, Even Individuals
    FOUNDATIONFOCUS Flight Safety Foundation Members Thanks for your support in 2009! They’re suppliers, air carriers, maintenance companies, civil aviation authorities, even individuals. But they all have one thing in common: Flight Safety Foundation membership. They’re on this member list* because they know the value of the work Flight Safety Foundation does. It gives them a safety advantage, and contributes to safety for the whole aviation industry. If your organization’s name doesn’t appear here, please consider what you’re missing. If you’d like to join these distinguished members, contact Ann Hill, <[email protected]>, +1 703.739.6700, ext. 105. Benefactor FlightWorks Aeroméxico Air Jamaica Express AirNet Systems Airbus Americas IBM Flight Operations Aéroports de Montréal Air Japan Airports Council International Airservices Australia Kingfisher Airlines Aeropuertos Españoles, Aena The Air League–United Kingdom Airservices Australia Australia Civil Aviation Safety Kraft Foods Global Aerosafe Risk Management Air Line Pilots Association, AirTran Airways Authority The Limited AeroSvit Airlines International Airways International BAE Systems (Operations) Mediterranean Aviation Company AFLAC Air Macau Alaska Airlines BHP Billiton The MITRE Corp. Afriqiyah Airways Air Madagascar Farid M. Albakri Boeing Commercial Airplanes National Air Transportation Association Nuno Aghdassi Air Malawi Alcoa Delta Air Lines Procter & Gamble Agenzia Nazionale per la Sicurezza Air Malta Alitalia-Compagnia Aerea Italiana GE Aviation Shell Oil Company del Volo Air Mauritius David Allan Air Moldova Gulfstream Aerospace Swiss International Air Lines AGRO Industrial Management All Nippon Airways AIG Aviation Air Namibia Honeywell TUI Airlines (Arkefly, Corsairfly, Allied Pilots Association Hapagfly, Jetairfly,T homsonfly,TUI Air Accidents Investigation Branch, UK Air Nelson Rio Tinto Alticor Airline Management) Air Algérie Air New Zealand SNECMA American Airlines U.K.
    [Show full text]
  • AMO List November 2020
    AMO MAIN/ LINE/ COUNTRY # AMO Name / Entity Name ANNIVESARY CATEGORIES OF RATINGS LOCATION / AIRPORT STATUS Number SATELLITE /REGION 1 28 Vector Aerospace Africa (Pty) Ltd 30-Jun-21 C, D & SPECIAL PROCESSES NDT Main Base Lanseria South Africa Active SA Airlink 30-Apr-21 A,B, C, X & W Main Base O.R. Tambo South Africa Active SA Airlink 30-Apr-21 A, B, C, W & X Satellite Bonaero Park South Africa Active SA Airlink 30-Apr-21 A, C & W Line Cape Town South Africa Active 2 52 SA Airlink 30-Apr-21 A, C & W Line King Shaka South Africa Active SA Airlink 30-Apr-21 A, B, C & W Satellite Kruger National Park South Africa Active SA Airlink 30-Apr-21 A, C & W Line Pietermaritzburg South Africa Active British Overseas SA Airlink 30-Apr-21 A, C & W Line St Helena Active Territory 3 141 Greystones Aviaton Components (Pty) Ltd 30-Apr-21 B, D, E , W & X Main Base Durban, Glen Anil South Africa Active 4 227 Aero Engineering and Powerplant 30-Apr-21 C, D ,X & Special Processes Main Base Wonderboom South Africa Active 5 262 Denel (SOC) Ltd t/a Denel Aviation 31-Jul-21 A, B, C, E, W, X & NDT Main Base O.R Tambo -Denel South Africa Active 6 599 Mistral Aviation Services (Pty) Ltd 30-Apr-21 B Main Base Boanero Park-Safair South Africa Active 7 622 Skyhawk Aviation (Pty) Ltd 30-Apr-21 A & C Main Base Lanseria South Africa Active 8 875 Plane Maintenance Facility CC 30-Apr-21 A & C Main Base Lanseria South Africa Active 9 956 Aircraft Maintenance Personnel (Pty) Ltd 30-Apr-21 B & X5 Main Base Wonderboom South Africa Active 10 1000 BHAKARI AVIATION SERVICES 30-Jun-21
    [Show full text]