Wellington International Airport Air Traffic Forecasts
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AIRPORT MASTER PLANNING GOOD PRACTICE GUIDE February 2017
AIRPORT MASTER PLANNING GOOD PRACTICE GUIDE February 2017 ABOUT THE NEW ZEALAND AIRPORTS ASSOCIATION 2 FOREWORD 3 PART A: AIRPORT MASTER PLAN GUIDE 5 1 INTRODUCTION 6 2 IMPORTANCE OF AIRPORTS 7 3 PURPOSE OF AIRPORT MASTER PLANNING 9 4 REFERENCE DOCUMENTS 13 5 BASIC PLANNING PROCESS 15 6 REGULATORY AND POLICY CONTEXT 20 7 CRITICAL AIRPORT PLANNING PARAMETERS 27 8 STAKEHOLDER CONSULTATION AND ENGAGEMENT 46 9 KEY ELEMENTS OF THE PLAN 50 10 CONCLUSION 56 PART B: AIRPORT MASTER PLAN TEMPLATE 57 1 INTRODUCTION 58 2 BACKGROUND INFORMATION 59 C O N T E S 3 AIRPORT MASTER PLAN 64 AIRPORT MASTER PLANNING GOOD PRACTICE GUIDE New Zealand Airports Association | February 2017 ABOUT THE NZ AIRPORTS ASSOCIATION The New Zealand Airports Association (NZ Airports) is the national industry voice for airports in New Zealand. It is a not-for-profit organisation whose members operate 37 airports that span the country and enable the essential air transport links between each region of New Zealand and between New Zealand and the world. NZ Airports purpose is to: Facilitate co-operation, mutual assistance, information exchange and educational opportunities for Members Promote and advise Members on legislation, regulation and associated matters Provide timely information and analysis of all New Zealand and relevant international aviation developments and issues Provide a forum for discussion and decision on matters affecting the ownership and operation of airports and the aviation industry Disseminate advice in relation to the operation and maintenance of airport facilities Act as an advocate for airports and safe efficient aviation. Airport members1 range in size from a few thousand to 17 million passengers per year. -
The Qantas Counterfactual Paul Edwards 18 August 2003
The Qantas Counterfactual Public Session Paul Edwards 18 August 2003 Counterfactual • strategySecure and develop Australasian home base. • Competitive position is essential. • Natural extension of Qantas long term commitment to New Zealand 4 International 4 Domestic. Domestic New Zealand• Qantas is in the relatively early stages of domestic New Zealand expansion. • Qantas has maintained some form of presence in domestic New Zealand for 10 years. 4 Preferred selling arrangement with Ansett New Zealand (1990) 4 Franchise arrangement with Tasman Pacific (2000) 4 Qantas operations (May 2001) Commitment to Domestic New • Expansion plans slowed due to events outsideZealand Qantas control 4 Collapse of Ansett Australia in September 2001. • Implementation of the counterfactual is already in progress. 4 Jetconnect established in June 2001 4 Received AOC in October 2002 4 Five-aircraft operation by November 2002 4 Sixth aircraft arrived in May 2003 4 Wellington base established June 2003 Reasons for growing in Domestic New • Need to protectZealand and build network profit. • Home market. • Need to build frequency. • Current revenue share does not match capacity share (“share gap”). Plans for Domestic • New fareNew structure already Zealand implemented. • Continue with plans to expand the business. • Review of product and network. • Discuss further in confidential session. Plans for the • Introduction ofTasman more efficient aircraft 4Operate all Auckland and most Christchurch services with wide-bodied aircraft 4Operation of some 737s using Jetconnect. • Review fare structure. • Discuss above and other international routes further in confidential session. Airline Planning Group New Zealand Presence Analysis Overview of ‘City Presence’ What passengers value • Competitive fares. • Minimum travel time to destination. -
Viability Assessment of Long Haul Service at Wellington Airport
Viability Assessment of Long Haul Service at Wellington Airport PREPARED FOR Wellington International Airport Ltd PREPARED BY InterVISTAS Consulting Inc. December 2014 Contents Executive Summary ...................................................................................................... 2 1 Introduction ............................................................................................................ 3 1.1 About InterVISTAS ........................................................................................................... 3 1.2 Project Background .......................................................................................................... 3 1.3 Objective ........................................................................................................................... 3 2 Market Demand ...................................................................................................... 4 2.1 Terminology and Definitions ............................................................................................. 4 2.2 Current Wellington Demand ............................................................................................. 4 2.3 Current Wellington Airport (WLG) Traffic .......................................................................... 4 2.4 Market Leakage ................................................................................................................ 7 2.5 Connectivity Potential .................................................................................................... -
Wellington International Airport Limited Presentation to Commerce Commission Conference | 21 August 03 | Page 2
Presentation to Commerce Commission Conference | 21 August 2003 Presentation by John Sheridan Chief Executive, Wellington International Airport Limited Presentation to Commerce Commission Conference | 21 August 03 | page 2 Introduction Aviation experience 16 years in the aviation industry including 12 years in senior airline positions and over 4 years as the Chief Executive of Wellington International Airport The interest of WIAL in the application WIAL is directly affected by the outcome Objective To clearly demonstrate the critical importance of competition for both market growth and the continuing introduction of new product and services Presentation to Commerce Commission Conference | 21 August 03 | page 3 Domestic Market: 1987 - present Ansett New Zealand commenced operations in 1987 with some immediate outcomes being: Upgraded terminal facilities The introduction of aerobridges Improved service standards. A few examples: Catering on the aircraft, lounge facilities & valet parking Most importantly Ansett New Zealand meant competition and the availability of discount fares. Average fare dilution increased from 15% to 35%-40% on those sectors where Ansett New Zealand competed The stimulation of market growth Domestic passenger numbers through Wellington airport increased by 20% in the first two years after Ansett New Zealand started operations Presentation to Commerce Commission Conference | 21 August 03 | page 4 Domestic Market: 1987 - present In the period 1995 through to November 2002 there were few initiatives in the market, with the result that growth averaged 1.3% per year only over this period. This period included the Ansett pilots dispute in 1999, the receivership of Tasman Pacific in 2001, the start-up of Qantas Airways domestic services in New Zealand and the growth of Origin Pacific. -
170-4435 March A-Times #83 Ƒ.Indd
Airport Times Keeping the Auckland Airport community informed | Issue 83 March 2009 | ISSN1176-9432 Working together works Inside this issue: • A pilot study to improve the passenger experience • A bag’s journey at the airport • Get ready for Auckland Cup Week! Right: An arriving passenger into Auckland encounters many faces in the arrival process. The ‘lean’ pilot study aims to improve the process through teamwork. “This pilot study is a great example The process is called ‘lean’ because of key stakeholders at New it uses less capital, space, time, A better Zealand’s major gateway working materials and people effort to together for a common purpose. deliver the highest quality and most passenger economical products or services in “Our primary aim the most responsive and fl exible way. experience is to provide a From an airport arrival perspective, Auckland Airport and key better welcome for this means looking systemically at partners – Air New Zealand, such processes as queue times, MAF Biosecurity New Zealand, passengers.” baggage wait-times and the provision Aviation Security Service, “At the same time, it is important of passenger information. The fact New Zealand Customs, and to recognise that each of the airport that the airport operates in real-time, Menzies – have combined their partners has different statutory and is asset and customer intensive considerable forces on a new obligations, and will have other – both in terms of passengers, and ‘lean process’ pilot study to service improvement initiatives to in the broad range of partners examine ways to improve the be considered. needed to operate – makes it an arriving passenger experience interesting study. -
Annual Report 20 07 Aviation Industry Association of New Zealand (Inc) Contents
AVIATION INDUSTRY ASSOCIATION OF NEW ZEALAND (INC) Annual Report 20 07 Aviation Industry Association of New Zealand (Inc) Contents General Association Officers 2 Past Officers/Life Members 3 President’s Report 5 Chief Executive Officer’s Report 13 Financial Statements 18 AIA Annual Conference Report 28 Aviation Training Report 52 Aviation Services Ltd 55 AIRCARE Annual Report 2007 57 List of Advertisers 60 Divisional Chair Reports NZAAA (Agricultural Aviation) 31 Air Rescue/Air Ambulance 34 Air Transport 35 Education and Research 37 Engineering 38 Flight Training 40 Annual Report Helicopter 42 Supply & Services 44 Tourist Flight Operators 49 20 Cover Photo: The Auckland Rescue Helicopter Trust’s BK117B2 ZK HLN over central Auckland being flown by the Trust’s Chief Pilot Dave Walley. The Single Pilot IFR, NVG Configured helicopter came into service with the Trust on 01January 2007 and completed its 300 hr check 01 July 2007. 07 ANNUAL REPORT 2007 2 Association Officers 2006–2007 Council Head Office President: Chief Executive: W.J. Funnell, Helicopter Services BOP Ltd I.S. King Vice-Presidents: W.P. Taylor, Eagle Airways Ltd Office Manager: W. Sattler, Ardmore Flying School Ltd P.A. Hirschman Immediate Past President: Membership Liaison Manager: D. Thompson, Dennis Thompson International Ltd D. Watson Councillors Technical Advisors: J. McGregor M. Chubb J. Lusty K. MacKenzie D. Webb B. Wyness P. Garden D. Lyon D. Morgan R. Wikaira F. Douglas D. Horrigan P. Mackay A. Peacock NZAAA Executive Officer: Divisional and Branch Chair J.F. Maber Agricultural Aviation Division Office Address: Chair: K.J. MacKenzie, MacKenzie Aviation Ltd Level 5 Deputy Chair & South Island Branch Chair: Agriculture House T. -
356 Partners Found. Check If Available in Your Market
367 partners found. Check if available in your market. Please always use Quick Check on www.hahnair.com/quickcheck prior to ticketing P4 Air Peace BG Biman Bangladesh Airl… T3 Eastern Airways 7C Jeju Air HR-169 HC Air Senegal NT Binter Canarias MS Egypt Air JQ Jetstar Airways A3 Aegean Airlines JU Air Serbia 0B Blue Air LY EL AL Israel Airlines 3K Jetstar Asia EI Aer Lingus HM Air Seychelles BV Blue Panorama Airlines EK Emirates GK Jetstar Japan AR Aerolineas Argentinas VT Air Tahiti OB Boliviana de Aviación E7 Equaflight BL Jetstar Pacific Airlines VW Aeromar TN Air Tahiti Nui TF Braathens Regional Av… ET Ethiopian Airlines 3J Jubba Airways AM Aeromexico NF Air Vanuatu 1X Branson AirExpress EY Etihad Airways HO Juneyao Airlines AW Africa World Airlines UM Air Zimbabwe SN Brussels Airlines 9F Eurostar RQ Kam Air 8U Afriqiyah Airways SB Aircalin FB Bulgaria Air BR EVA Air KQ Kenya Airways AH Air Algerie TL Airnorth VR Cabo Verde Airlines FN fastjet KE Korean Air 3S Air Antilles AS Alaska Airlines MO Calm Air FJ Fiji Airways KU Kuwait Airways KC Air Astana AZ Alitalia QC Camair-Co AY Finnair B0 La Compagnie UU Air Austral NH All Nippon Airways KR Cambodia Airways FZ flydubai LQ Lanmei Airlines BT Air Baltic Corporation Z8 Amaszonas K6 Cambodia Angkor Air XY flynas QV Lao Airlines KF Air Belgium Z7 Amaszonas Uruguay 9K Cape Air 5F FlyOne LA LATAM Airlines BP Air Botswana IZ Arkia Israel Airlines BW Caribbean Airlines FA FlySafair JJ LATAM Airlines Brasil 2J Air Burkina OZ Asiana Airlines KA Cathay Dragon GA Garuda Indonesia XL LATAM Airlines -
Air Chathams Norfolk Island Schedule
Air Chathams Norfolk Island Schedule Which Zebedee converges so placidly that Hayes checkmating her droop? Revealable and chlorous Lonny emendated sowhile breast-high enigmatical that Hayden Archy retaliategrifts her very Bridgeport over. concordantly and fothers courteously. Lapidific Philip unnaturalised her sickie They also have also previously visitors travelling from? Now an international airline Review the Air Chathams. What is air chathams schedule below to the schedules and swiss international flight status and more informed with rooms, absolutely no further, so if you? How are available! Privacy settings. There in the former asia editor of its first scheduled service for others looking at the forthcoming atr operations to norfolk island on booking. Arrivals and air chathams norfolk island schedule to the chatham and authenticity to ensure it is starting very reasonable and colorado from akl to the number as a range of big cities. Whakatane Whanganui Kapiti Coast Chatham Islands and Norfolk Island. Book air chatams is constantly being removed and air chathams norfolk island schedule of these flights captures spectacular views of the airline in east coast of the islands. Fido is a list of three years with auckland to receive an abundance of honor news for the way for the destination which will receive an. United states and norfolk city of the schedule featuring a date of the following the! You can the! Looking the direct flights routes or flight schedules operated by visit airline. We even operate NZ's only fault to Norfolk Island but that deal is. In 1993 the turkey of scheduled flights increased and Christchurch was. -
Air New Zealand Adjusted Its Business Quickly to Manage the Impact of Covid-19
Media release 27 August 2020 Air New Zealand adjusted its business quickly to manage the impact of Covid-19 Air New Zealand today announces its 2020 result, affirming the unprecedented effect of the Covid- 19 pandemic on its business and the global aviation industry following extensive travel and border restrictions which commenced from March. Air New Zealand is reporting a loss before other significant items and taxation of $87 million1 for the 2020 financial year, compared to earnings of $387 million in the prior year. Despite reporting a strong interim profit of $198 million2 for the first six months of the financial year, and seeing positive demand on North American and regional routes early in the second half, Covid- related travel restrictions resulted in a 74 percent drop in passenger revenue from April to the end of June compared to the prior year, which drove the airline’s operating losses. Statutory losses before taxation, which include $541 million of other significant items, were $628 million, compared to earnings of $382 million last year. Non-cash items of $453 million reflected most of the other significant items, including the $338 million aircraft impairment charge related to grounding of the Boeing 777-200ER fleet for the foreseeable future. The airline has responded to this crisis with urgency, including securing additional liquidity, structurally reducing its cost base and deferring significant capex spend, whilst ensuring that the business remains well positioned to grow profitably when travel restrictions are eventually removed and customer demand returns. Quick and decisive action in response to Covid-19 Air New Zealand’s Chairman Dame Therese Walsh says she is proud of the way the business has responded to this crisis, acting with speed and agility to lower the cost base, and pivoting quickly to ramp up domestic and cargo services to help keep the New Zealand economy moving. -
Global Volatility Steadies the Climb
WORLD AIRLINER CENSUS Global volatility steadies the climb Cirium Fleet Forecast’s latest outlook sees heady growth settling down to trend levels, with economic slowdown, rising oil prices and production rate challenges as factors Narrowbodies including A321neo will dominate deliveries over 2019-2038 Airbus DAN THISDELL & CHRIS SEYMOUR LONDON commercial jets and turboprops across most spiking above $100/barrel in mid-2014, the sectors has come down from a run of heady Brent Crude benchmark declined rapidly to a nybody who has been watching growth years, slowdown in this context should January 2016 low in the mid-$30s; the subse- the news for the past year cannot be read as a return to longer-term averages. In quent upturn peaked in the $80s a year ago. have missed some recurring head- other words, in commercial aviation, slow- Following a long dip during the second half Alines. In no particular order: US- down is still a long way from downturn. of 2018, oil has this year recovered to the China trade war, potential US-Iran hot war, And, Cirium observes, “a slowdown in high-$60s prevailing in July. US-Mexico trade tension, US-Europe trade growth rates should not be a surprise”. Eco- tension, interest rates rising, Chinese growth nomic indicators are showing “consistent de- RECESSION WORRIES stumbling, Europe facing populist backlash, cline” in all major regions, and the World What comes next is anybody’s guess, but it is longest economic recovery in history, US- Trade Organization’s global trade outlook is at worth noting that the sharp drop in prices that Canada commerce friction, bond and equity its weakest since 2010. -
Flying High on Schwank's Infrared Efficiency a Schwank Case Study
Schwank Case Study: Flying High on Schwank‘s Infrared Efficiency “The heating levels in our facilities are very comfortable and cope well with the chan- ges in weather that we experi- ence. We are very happy with The Company The Issue Schwank”. Air Nelson is a wholly owned sub- Energy efficiency, longevity, control- sidiary of Air New Zealand operating lability, quick reaction times and flexi- Mark Butchart, under the Air New Zealand brand. bility were all extremely important. Production Manager, The airline was started in 1976 and Planes coming in and out regularly Air Nelson began its first scheduled service in create high air changes due to the 1984 to connect to Wellington. The frequent door openings. Furthermore, network then grew to include Nelson, cold incoming airplanes act like ice Wellington, Auckland, Christchurch blocks making the environment very and other domestic destinations. challenging for conventional heating systems. To compensate for these In 1995 Air New Zealand purchased sudden “shock” heat losses and to Air Nelson, which now operates provide homogenous heat distribu- 23 Bombardier Q300s being the tion in the hangars was an imperative world’s largest operator of this type requirement for the Air New Zealand of aircraft. Air New Zealand recently technical department. invested 30 million dollars at Nel- son airport in order to expand on Air New Zealand’s appointed consult- its infrastructure to include modern ing engineers, Pacific Consultants maintenance facilities for its com- from Wellington, then had the task of muter airlines. Today also the entire specifying a system that was suit- ATR-72 aircraft fleet of Mount Cook able to meet the requirements for Airline, also part of the Air New Zea- both hangars. -
Case Study: New Zealand
Case Study: New Zealand Background Because of its geographic location, its dependence on tourism, and the absence of a comprehensive rail network, New Zealand has developed a large international and national airports network over the years. Until 1966, almost all New Zealand important airports were developed by the State and remained under the central Government ownership and management. There are three main international airports. First, Auckland Airport is the busiest and the main international airport. It is the only airport serving the Auckland metropolitan area, which gathers a third of the country’s total population. Second, Wellington International Airport is also a major domestic hub serving mainly business and government. International flights at Wellington Airport are principally from/to Australia. Third, Christchurch International Airport is the major international airport in the South Island, where it acts as the main hub and attracts a significant share of New Zealand’s international tourist traffic. There are other international airports in New Zealand, such as Dunedin, Hamilton, Queenstown, and Palmerston North, which also get flights from other countries (mainly Australia). Other commercial airports serve domestic and regional traffic. Commercialization/privatization: Airports The commercialization of New Zealand’s airports started early. First, the 1961 Joint Airport Scheme established the principles that resulted in both central and local governments jointly owning and operating airport facilities. The objective of this policy was both to benefit from the expertise of local governments on regional economic needs and opportunities, and to make local government directly invest in airport infrastructure. In 1974, 24 airports throughout New Zealand were under a joint venture ownership.