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Norwegian Air Shuttle ASA, commercially branded “Norwegian”, is a publicly traded airline listed on the Oslo Stock Exchange. Low-cost flight operations started in 2002 after nine years operating as a regional airline. With 17.7 million passengers in 2012 and a route portfolio that stretches across Europe into North Africa , the Middle East, North America and Southeast Asia, the company is the second largest airline in Scandinavia and the largest low-cost airline in the region. By the end of 2012 Norwegian is operating 359 routes to 121 destinations.


With competitive prices and customer-friendly solutions and service, the company has experienced significant growth in recent years. During 2012 17.7 million passengers traveled with the Group, an annual growth of 13 per cent. 

Norwegian is currently renewing its fleet with state-of-the-art Boeing 737-800 aircraft, of which 58 were in the fleet by year-end. The company has a total order of 279 undelivered aircraft on firm order; 71 Boeing 737-800, eight Boeing 787-8 Dreamliners, 100 Boeing 737 MAX8 and 100 Airbus A320neo. The orders secure Norwegian one of the newest, most cost-effective and environmentally-friendly fleets in the World. 

Norwegian was the first airline to offer high-speed wireless broadband on flights within Europe. 80 percent of the aircraft were Wi-Fi equipped by year-end 2012.


In 2012 around 70 percent of Norwegian’s expansion was entirely outside Norway. The Group will continue its international expansion by basing aircraft and crew around continental Europe. 

Adding international bases across Europe not only allows Norwegian to tap into new markets, be they provincial markets in the Nordic countries or entirely new markets such as the Mediterranean routes from London Gatwick. It also provides Norwegian with the edge with regards to cost in order to compete with the most cost-efficient airlines. To remain competitive also outside Scandinavia, expansion into new markets must be on a level playing field with incumbent airlines. Recruitment for new bases takes place locally, offering competitive local conditions. 

Long-haul operations are structured according to the same strategy. The Bangkok crew-base allows Norwegian to easily reach European destinations, ensuring access to a large catchment area. The combination of employing the best available asset, the Boeing 787 Dreamliner, and competing on a level playing field with future Asian competitors will likely give Norwegian the edge with regards to cost compared to any existing long-haul operator.

Norwegian’s overall punctuality in 2012 was 85 percent and the percentage of completed flights was 99.6 percent, making Norwegian one of the top major airlines in terms of both flight punctuality and regularity.



Vision and Business Idea – Affordable Airfares for Everyone

Norwegian’s vision is “Everyone should be able to afford to fly”. Norwegian Air Shuttle ASA’s business idea is to give everybody the opportunity to travel by air, attracting customers by offering competitive low fares and a high-quality travel experience based on operational excellence and helpful, friendly service. All of Norwegian Air Shuttle ASA’s activities are guided by our core values and operational priorities.

Operational priorities

Our operational priorities are safety and service.


The Group’s highest priority is safety. Everyone in the Group must fulfill their duties to ensure that safety always comes first.



We focus on the customer and our goal is to offer consistently low prices and a good product on the ground and in the air. Helpful, customer-friendly service is an important part of this.

Being on time is an important part of our service. Norwegian’s goal is for over 90 percent of the Company’s flights to be punctual within 15 minutes of the scheduled time. Our customers arriving on time is important to the customer and us as an airline.


Norwegian intends to become the preferred supplier of air travel in its selected markets and to generate excellent profitability and return to its shareholders.



Service on board


 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, with the provision of a core low-cost product for price-sensitive customers and a more comprehensive package for those who require a little extra, ensuring broad market reach.
  • Offering a comprehensive network with high frequencies on business destinations, and a desirable choice of destinations for leisure travelers.
  • Offering a comprehensive network with high frequencies for 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.
  • Achieving 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.
  • Maintaining an innovative “out-of-the-box” approach to the way we do business by having a positive and entrepreneurial organization, where everyone has the opportunity to make a difference.

Group Employees

By year-end 2012 the Group employed 2 237 permanent employees. In addition, the Group employed 147 apprentices and 680 hired staff and pilots. In total, the Group had 3 064 people on its payroll, equivalent to 2 890 full-time employees at year end. The hired staff has been engaged to cover production growth, which continues to be extensive

Of the permanent employees of the Group, 87 percent were operative aircraft and technical personnel such as pilots, cabin crew, apprentices, fleet operation administration and maintenance, an increase of one percentage points from 2011.


The Group’s management emphasizes the importance of a constructive and positive partnership with all unions and good cooperation within Norwegian in general.



Employees at year-end