By year-end 2009 the Group operated 46 aircraft and had 238 routes to 93 destinations on sale. During the year 10.8 million passengers traveled with the Group on 206 scheduled routes to 86 destinations in addition to 11 charter routes to 8 destinations. Norwegian is the second largest airline in Scandinavia and the largest low-cost airline in the region.
Norwegian has subsidiaries and associated companies involved with commercial banking and telephone services. These investments are believed to enhance ancillary revenue and exploit the potential for synergies with the airline, such as a well-known brand name, large customer base and a well-proven and cost-efficient distribution channel through www.norwegian.com.
Norwegian is in the process of renewing its fleet, and is expecting a uniform fleet of 70 state-of-the-art Boeing 737-800 aircraft by 2014.
 |
Vision and Business Idea – Affordable Airfares for Everyone
The business idea of Norwegian Air Shuttle ASA is to give everybody the opportunity to travel by air. The Group’s overall goal is to establish itself as the preferred supplier of air travel in carefully selected markets. Reducing the price of air travel has the potential to improve people’s financial well-being and social mobility. This, in turn, will generate a more competitive business community and stimulate the general development of society.
Corporate Values
The day-to-day business, product development, long-term planning and organizational structure of Norwegian Air Shuttle ASA are guided by five universal values:
Safety – Quality – Directness – Simplicity – Relevance
Business Strategy
Norwegian intends to become the preferred supplier of air travel in its selected markets and to generate excellent profitability and return to its shareholders. The Group will achieve this by:
• Adhering to its corporate values
• Attracting customers and stimulating markets by offering competitive low fares and a high-quality travel experience based on low operating costs, operational excellence and helpful, friendly service.
• Offering “Freedom of choice” – Our customers will have the option of selecting additional products and services, providing a core low-cost product to price-sensitive customers and a more comprehensive package for those who require a little extra, ensuring a broad market reach.
• Offering a comprehensive network with high frequencies on business destinations, and a desirable choice of destinations for leisure travelers.
• Maximizing revenues through state-of-the-art passenger revenue management systems
• Continuing to develop high-quality cost-efficient products and services through extensive use of industry-leading technology, and continuously making it more comfortable and convenient to choose Norwegian as a travel partner
• Utilizing its strong brand name and efficient distribution channels to further increase ancillary revenues
• Continuously monitoring and improving its cost base where possible
• Obtaining a lean and efficient organization which makes decision-making processes simple and direct, enabling the Group to easily adapt to changes and opportunities in the market environment
• Maintaining an innovative “out-of-the-box” approach to the way we do business by having a positive and entrepreneurial organization in which everyone has the possibility to make a difference.
 |
By the end of 2009 the Group employed 1,614 permanent employees. In addition, the Group employed 74 apprentices and 164 temporary cabin staff. In total, the Group had 1,852 people on its payroll, equivalent to 1,781 full-time employees at year-end. The temporary staff has been engaged to cover production growth, which continues to be extensive, and fill in for permanent employees on maternity and sick leave. Norwegian Air Shuttle Sweden AB employs a large share of its cabin crew on a temporary basis, which is part of the company’s business model. Of the permanent employees of the Group, 80% were operative aircraft and technical personnel such as pilots, cabin crew, fleet operation administration and maintenance.
The Group’s management emphasizes the importance of a constructive and positive partnership with all unions and good cooperation within Norwegian in general. Since the start-up of its low-cost operation in 2002, there have been no conflicts in Norwegian that have ended in industrial actions. The Group's employees maintain a high working standard, continuously focusing on building and securing their workplace for years to come.
 |
Photos: Rune Kongsro