We are often reminded that aviation is a blossoming industry with more and more people taking to the skies every year. But where are they going and what are they doing once they get there?
Commercial airlines shifted 4.3 billion passengers in 2017, a record-breaking year by any counts, and it seems the trend is only going to continue. But where are all these passengers going? Airlines and airports rely on route data to give them an indication over where to pool their resources, but it can often be a daunting task to accrue that data without specialist resources. Luckily there are companies out there who can make sense of a seemingly endless ocean of information to come up with clear answers.
OAG, a leader in flight information, has released its latest report, OAG Busiest Routes, which ranks the world’s busiest international routes for operating flight volume. The results were pulled from aviation data between March 1, 2017 and February 28, 2018. We have recreated the top 20 list below with some details the OAG provided. It should be noted that just because a route saw a large number of flights does not mean it ferried a proportionate number of passengers.
20: Chicago to Toronto
Just over a million passengers flew between these two cities last year. Roughly 60 per cent of the arrivals at each went on to a connecting flight, with San Francisco proving the most popular destination for Chicago arrivals and Edmonton International the most popular for Toronto arrivals.
19: Amsterdam to London Heathrow
The second most popular intra-European route last year, 1.8 million passengers flew between the busiest airport in Europe (Heathrow) and the third (Amsterdam) last year. Perhaps unsurprisingly, the bulk of those going on to connecting flights at Heathrow were making their way to American destinations whilst Amsterdam’s connections were far more varied – and included Teesside International.
18: Seoul Incheon – Tokyo Narita
Asian routes unsurprisingly make up 14 of the top 20 busiest. Seventy eight per cent of passengers arriving in Seoul and 81 per cent arriving in Tokyo on this route had reached their destination.
17: Osaka – Shanghai Pudong
Osaka is a regular on this list with three appearances. It’s also one of a surprising number on this list that is not one of the top 50 biggest airports in the world. Others include Dublin, Taipei, New York LaGuardia and Kuwait. The Osaka-Shanghai route has been gaining popularity over the last decade, with almost a million more seats than in 2008.
16: New York John F. Kennedy – London Heathrow
At 5,500 kilometres and a seven hour flight time, this is by far the longest route and only one to fly between continents. British Airways is the most popular carrier of the four main airlines that traverse the intercontinental route, but also the least punctual.
15: Osaka – Taipei
What stands out about this Japan-Taiwan route is the high ‘local share’ of passenger traffic, the highest of any on this list. Ninety four per cent of those arriving at both destinations did not take a connecting flight. It is a popular one for airlines too with 10 carriers competing for the market.
14: Dublin – London Heathrow
It takes just an hour and a half to fly between the Irish capital and London and choice of carrier is limited. Only British Airways and Aer Lingus run the route directly. Choice of aircraft is even more limited. It is alone on this list for having just one aircraft brand: Airbus. It is also notable for the having the second highest number of connecting passengers after Chicago-Toronto.
13: Hong Kong – Beijing
As we draw closer to the top ten we have our first introduction to the airport which features most frequently on this list: Hong Kong. The world’s eighth busiest airport for over all passenger traffic and third biggest for international passengers, Hong Kong is perhaps an unsurprising leader in the field of frequent appearances. This route is one of the few that does not cross any substantial body of water. Taking the train would take around 24 hours, more than 20 hours longer than the flight.
12: Bangkok Suvarnabhumi – Hong Kong
Suvarnabhumi Airport enjoyed a 8.9 per cent growth in passenger numbers last year, and 13 per cent in domestic passengers, though this particular route shrunk by 6 per cent in 2017. It is one of seven routes on this list that is run entirely by mainline carriers.
11: Bangkok Suvarnabhumi – Singapore
Suvarnabhumi’s final appearance and Singapore’s first. The latter pops up four times on this top 20, making it the second most frequent entry after Hong Kong. This route carried 2.9 million passengers in 2017 with 3.6 million seats, coming to a passenger load factor of 79 per cent.
10: Hong Kong – Singapore
Capacity on this route leapt from around 3 million in 2009 to more than around 4.5 million in 2011. Over the last five yeas it has dropped by around on average every year. Last year there were 4.1 million seats available with 3.2 million passengers carried giving it a load factor of 77 per cent. Both of these airports made SkyTrax’s 10 best airports in the world with Hong Kong coming in fourth and Singapore securing the top spot for the sixth consecutive year.
9: Dubai – Kuwait
The only Middle Eastern entry on this list, Dubai to Kuwait has been a big mover. Over the last five years it has grown by a year-on-year average of 6 per cent, but its growth over the last decade is more dramatic, rising from around 2 million seat capacity to 3.7 million. Dubai is the world’s busiest airport for international traffic having overtaken Heathrow in 2014. In 2018 it is expected to grow around 2.4 per cent more to handle 90.3 million passengers. A statistic that leaps out of this entry is the capacity share its largest airline, Emirates, which stands at 49 per cent. This means that of the seats available last year on this line, nearly half were on Emirates flights.
8: New York LaGuardia – Toronto
This is the final route on this list outside of Asia. It is the most popular route out of the United States with 16,956 flights between the two cities over 2017 to the beginning of 2018. In fact, it handled nearly half as many passengers than the JFK-Heathrow line, but with more than 3,000 more flights, it ranks substantially higher in this list. At 88 per cent, it has one of the highest load factors too (that is number of seats versus passengers carried), second only to Amsterdam-Heathrow which has a 90 per cent load factor.
7: Hong Kong – Seoul Incheon
Returning to Asia, where we will stay for the remainder of this top 20, 17,000 flights traversed the Hong Kong-Seoul line in 2017. One statistic that stands out on this route is the number of airlines that run it. Eleven carriers are competing in the same market place with Cathay Pacific Airways emerging as the biggest with a 26 per cent share of the capacity. It is another route that has enjoyed a boom in capacity over the last decade. In the late 2000s, it offered just less than 2.5 million seats a year. In 2017, it had increased that by nearly 2 million to 4.3 million.
6: Seol Incheon – Osaka
Our last visit to Korea and our last visit to Japan. This route, which takes one hour and 45 minutes, has seen the biggest average annual growth rate over the last five years with 16 per cent. In second place is the route between Shanghai and Osaka with 12 per cent. There were 17,500 flights between Seoul Incheon and Osaka last year and a 33 per cent growth in seat numbers. Nearly 90 per cent of arrivals at both destinations did not go on to take a connecting flight.
5: Jakarta – Kuala Lumpur
Entering our top five and we jump to 18,800 flights every year. There were 3.5 million seats available on this route, with 78 per cent of them filled – or 2.7 million passengers. This is another crowded market for carriers, unsurprising given its popularity, with nine airlines vying for their cut. The largest of these is Malaysian Airlines with a capacity share of 23 per cent, followed by Air Asia then Lion Air. Indonesia Airasia X has the dubious honour of being the second least punctual airline to appear on this list with a 29.3 per cent on-time take off rate. It is seconded only by Orient Thai Airlines, which on the Bangkok-Hong Kong route had a rating of 0 per cent.
4: Hong Kong – Shanghai Pudong
Nearly five million seats were available for this two-and-a-half hour journey last year, with 21,900 flights taking off between the two destinations. This is another entry that does not cross any significant body of water, meaning the journey could be made by land transport – but you wouldn’t necessarily want to. It would take more than 20 hours to get from Shanghai to Hong Kong by train.
3: Jakarta – Singapore
We take the biggest leap of the list to go from the number four spot to the number three. The Jakarta to Singapore route saw 27,300 flights in 2017 – more than 5,000 more than the Hong Kong to Shanghai route. Of 5.6 million available seats, 4.7 million were occupied meaning its passenger load factor reached 83 per cent – the second highest in the top ten. Seat capacity growth was down by 1 per cent last year and the average annual growth rate is a flat 0 per cent.
2: Hong Kong – Taipei
Hong Kong’s final appearance is on a route that has seen a year-on-year average 3 per cent fall in seat capacity over the last five years. That being the case, it’s still the by far the biggest people shifter on this list. There were 8.2 million seats available on this line in 2017 with 6.5 million passengers carried – a load factor of 80 per cent. By comparison, the number two spot in terms of seats is Jakarta to Singapore which offered 32 per cent few seats and flew 28 per cent fewer passengers. The total number of flights on this line came to 28,887.
1: Kuala Lumpur – Singapore
The top spot saw 30,537 flights in 2017. These airports were popular for connecting flights with 37 per cent of arrivals at each jetting off to another destination. From Kuala Lumpur, the most popular of these was Kota Kinabalu International Airport – a domestic flight of two hours and 45 minutes. Australian destinations were the most popular for flyers from Kuala Lumpur connected through Singapore, with Brisbane coming out on top.
The OAG’s report goes into more detail about each route. Click here to see more.
Chief Executive Officer
Delhi International Airport Limited
Videh Kumar Jaipuriar has been nominated for his exemplary leadership in managing and navigating Delhi International Airport (DEL) during the COVID-19 pandemic. He led multiple initiatives to ensure business continuity at DEL, which included passenger safety and convenience, stakeholder management, cash conservation, adoption of new technologies, and care for environment and employee safety.
He proactively engaged with the government stakeholders and supported them in safeguarding aviation through strong confidence building measures for travellers, such as developing several indigenous technology solutions like air circulation with six changes per hour and a combination of UV and plasma disinfection systems to provide safest journey experience to their passengers. Under his leadership, DEL has been forefront of implementing safety measures which was later adopted across the country.
Despite lockdown, Jaipuriar ensured that DEL was operational for rescue missions, medical evacuations, and transporting medical essentials to various parts of the country. He further led the Vande Bharat Mission flights of Government of India (a rescue mission to get Indians back to India), as well as rescue flights by other international governments. His outstanding leadership across all areas across the stakeholders in the aviation ecosystem and going beyond the call of duty in managing and navigating this crisis for a national capital airport having national importance makes him the apt choice for the Person of the Year Award.
Eng. Adnan Saggaf
CEO Hajj and Umrah Airport – Jeddah – KSA
Adnan Saggaf continues to demonstrate strong leadership skills throughout the COVID-19 pandemic and brought out of the box ideas in attracting traffic and to support his team during this difficult time. With new innovative ideas in balancing cash flow, the facilities were kept maintained and the personal were kept employed.
Saggaf has protected the financial stability of his staff income, ensured valuable cost cutting management, shown excellent performance of crisis management, and exceptional negotiation skills shown with authority regarding agreement restructuring and receivable payments.
To handle the loss of Umrah traffic to the airport, Saggaf chose to attract new airlines, mainly LCCs, to use the terminal with attractive offers and more reliable services. He built a new strategy by diversifying the airport offers. He prepared the facilities by deploying new technology and working on enhancing passenger experience. Saggaf also initiated a capacity building programme for the airside team by drafting SOPS, training and coaching, as well as initiating dedicated workshops to discuss ideas and to deploy new initiatives.
Leaders show strength in difficult times, and this is exactly what Saggaf showed and why he deserves to be awarded as the Person of the year 2021.
Peter Hall
Chief Operating Officer Sangster International Airport Jamaica
Peter has been with the Sangster International Airport for over 25 years.
He has experience in customer service, operations and now oversees the security function and is also the Chief Operations Officer.
Peter has been instrumental in co-ordinating the preparation and implementation of a COVID-19 response plan for not just MBJ, but to guide the operation of all agencies operating on airport. The aim of this plan was to ensure a safe environment for staff and the travelling public; therefore, this plan was instrumental to establish consumer/travellers/public confidence and provided information and guidelines on the new protocols implemented at the airport.
Peter is well known for his expertise in investigation and aviation security. His co-operation with law enforcement stakeholders has been unrelenting in assuring the security of the airport and stakeholders alike.
While Peter is known as a firm individual that displays the outmost professionalism and integrity, he operates on the basis of equity and fairness in all matters relating to staff, clients, passengers and the general public.
Robson Freitas
Head of Operations, Safety and Emergency Belo Horizonte International Airport
Robson Freitas has developed and led the BH Airport plan for the resumption of airport operations post-COVID-19, as well as being responsible for leading the group of Directors and Managers at the airport, defining the three main pillars of recovery: Health and Safety of People, Institutional and Integrated Communication and Institutional Partners. These central pillars include ensuring hygiene and health and social distances measures for passengers, users, and the airport community, in addition to participating in strategic committees involving the public sectors to comply with regulatory rules. Freitas developed the COVID guardians programme, who were responsible in monitoring and following up on the measures already implemented for COVID-19 and advising users, employees and other people on compliance with distancing, hygiene and health measures recommended by health authorities. He also developed a COVID booklet with information and guidance for the airport community regarding good hygiene and health practices and led the beginning of the publication of a monthly newsletter with passenger curve information, allowing the planning of reopening and rehiring by commercial stores. Freitas also supported the reduction of OPEX by planning the temporary closure of areas, toilets and equipment in common use and internalising some activities.
Satyaki Raghunath
Chief Strategy Development Officer Bangalore International Airport Limited
During the COVID-19 pandemic, Raghunath worked closely with all the aero concessionaires and cargo operators to minimise disruption and provide financial relief to them. The airline marketing team helped launch a historic first route to the U.S. West Coast and the cargo team at BIAL also achieved record numbers over this period, with the airport becoming India’s leading airport for the export of perishables. Despite the impact of COVID-19, Raghunath has led a digital transformation and expansion at BIAL airport, with new initiatives and the deployment of the fully biometric-based self-boarding solution for seamless passenger flow and travel experiences and a process automation and analytics platform. These initiatives amongst many others, meant that the airport won ACI World’s ‘Voice of the Customer’ initiative, which recognised BIAL airports efforts to prioritise their customers during COVID-19. Raghunath has remained a staunch and resilient leader during such an uncertain time and is very much appreciated by his team.
Alicia Prince
Head of Operations Cairns Airport
As Head of Operations, Alicia Prince has played a critical role in leading and navigating Cairns Airport through the COVID-19 pandemic. During the pandemic, Prince implemented a functional plan to ensure business continuity and staff welfare, segregating front-line operational staff into work teams to avoid interaction between groups, as well as strict sanitisation processes. She ensured that the $55 million domestic Terminal upgrade continued safely despite the unprecedented COVID-19 crisis.
She also deployed the COVIDSafe Operation Plan for Cairns Airport, which was endorsed and later commended by Queensland Chief Health Officer. As part of this plan Alicia developed an airport layout to provide physical separation of low risk and high-risk arrivals and initiated increased hygiene and sanitisation protocols. The health and safety of the airport community was paramount to maintaining operations, and in response to this Alicia initiated a COVIDSafe training program for the entire airport community and worked closely with her team to deliver.
As a result of the great work Prince has done to ensure COVID-19 best practices, Cairns Airport was one of the first Australian Airports to be awarded an ACI Global Health Accreditation.
Alicia also led the terminal optimisation project, which assessed and implemented terminal downscales due to the crisis. Significant savings (both financial and environmental) were achieved by reducing the operational footprint of the airport.
Whilst maintaining operations throughout the pandemic was a priority, Alicia ensured her team were kept well informed and engaged. Cairns Airport has a team of 33 volunteers which form part of Alicia’s wider team. To ensure they remained connected and cared for, Alicia and her team created care packages including home-made cakes and personally delivered to each of the volunteers’ houses in a COVIDSafe manner. Alicia demonstrated great leadership throughout the pandemic and continues to do so today. Her clear and transparent communication and collaboration with other Australian Airports and key agencies to ensure best practice and alignment contributed greatly to business continuity. Furthermore, all the above was managed whilst working remotely and juggling home schooling with her two young boys.
Balram Bheodari
Airport General Manager Hartsfield-Jackson Atlanta International Airport
Balram Bheodari leads Hartsfield-Jackson Atlanta International Airport as North America’s most efficient airport, due to his vast knowledge of and astute attention to efficiency in aviation, which has allowed the airport to thrive in the most difficult of markets. Bheodari combines operational expertise, integrity, and selflessness to provide a quality of leadership throughout Atlanta Airport. He oversees all facets of airport governance, including operations and a multi-billion-dollar capital improvement programme, ATLNext, designed to pave the way for Atlanta’s growth over the next 20 years. During COVID-19, Bheodari developed a comprehensive resumption of operations playbook that served to support ATL’s recovery efforts. With guidance from the Federal Aviation Administration and Centers for Disease Control and Prevention (CDC) amid evolving health and safety guidelines, Bheodari steadfastly encouraged collaboration among stakeholders, team-building among aviation employees, and adaptability in uncertain times. Throughout the pandemic, he participated in daily calls with Airports Council International and other large-hub airports to share best practices as well as information from Washington, D.C. federal offices and the CDC.
He aimed to restore customer confidence and ensure the airport was a healthy facility using COVID-19 safe protocols. Since, the airport achieved Airport of the Year by the Airport Minority Advisory Council (AMAC).
During the height of the pandemic, Bheodari was the most ardent supporter of our mission-critical employees. Having worked his way up through the ranks, he fully appreciates the oftentimes thankless jobs these employees perform that keep the Airport safe and running optimally at all times. Morale never flagged because Bheodari made sure those employees felt valued through hazard pay, special meals, social media posts, intranet spotlight features, and other incentives.
His actions and his directives all reflect his commitment to the three key focus areas of our organisation’s strategic plan: people, purpose and performance.
Jonas Abrahamsson
CEO Swedavia Airports
Jonas Abrahamsson has shown the strength to steer the company towards its long-term sustainable goals, despite the challenges of COVID-19. Abrahamsson has ensured that Swedavia achieved its net zero target for all ten of the airports in 2020 and has continued to support strategic development and innovation to further the cause of sustainable air travel. During 2020, when passenger numbers where down over 90 per cent and a lot of investments were paused, he decided that investments in the company’s net zero target should proceed, allowing Swedavia to become the first net zero airport group by the end of 2020.
Chris Dinsdale
Chief Executive Officer Budapest Airport
Chris Dinsdale has worked at Budapest Airport since 2015, originally as CFO until March 2021, where he was nominated for the position as CEO. During the COVID-19 pandemic, Dinsdale, as CFO of the airport at the time, fought relentlessly to make sure that the company survived the crisis and worked with great commitment to secure the funding of the airport. For example, a voluntary salary cut for the executives and the founding of the Budapest Airport Foundation, which supports blue collar workers who lost their job during the COVID-19 pandemic.
After being nominated to CEO position in March 2021, Dinsdale continues to work closely with the executive team to create a clear COVID-19 recovery strategy for Budapest Airport. This will also mean that we come out stronger of the pandemic and have a clear focus. Dinsdale is an inspiring true leader who helped us all to cope with the very difficult times of the pandemic and I am convinced that he truly deserves this award.
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