etihad airways 10th anniversary

4
KHALEEJ TIMES TUESDAY, NOVEMBER 12, 2013 ETIHAD AIRWAYS • 10 YEARS Right people, Right location, Right stRategy tihad airways, which has set a world record by becoming the fastest growing airline in commercial aviation history in the first one decade of operations, is now striving to achieve yet another dream — to be the world’s best airline. it may appear rather preposterous or a far too ambitious goal for most other carriers, but for the 10-year old Uae national airline that dream may not be more than a modest target, and plainly a logical next phase in its breathtaking growth saga. James hogan, etihad airways president and chief executive officer, describes etihad’s journey to becoming a major force in global civil aviation as a fascinating and remarkable one. “today, we are a mature and robust business and one whose simple vision remains the same: to be the world’s best airline.” speaking to Khaleej Times, hogan, who has been at the helm of etihad since 2006, sums up the inspiring growth saga of the airline that has “set fresh and exciting standards in the airline industry.” thee 10th anniver- sary celebration is “a truly momentous occasion,” he says. “in one decade we have become the fastest growing airline in commercial aviation history and firmly established ourselves on the global travel stage,” says hogan. ADDED TO ABU DHABI GDP IN 2012 TOTAL EMPLOYEES JAMES HOGAN $10.7 billion 16,528 50 69 81 96 86 TOTAL FLEET ISAAC JOHN 2007 2009 2011 2013 DESTINATIONS > CONTINUED ON PAGE 36 E SPECIAL REPORT 33

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A special marking 10 years of Etihad Airways

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Page 1: Etihad Airways 10th Anniversary

khaleej times Tuesday, November 12, 2013

eti had ai RWaYS • 10 YeaR S

Right people, Right location, Right stRategy

tihad airways, which has set a world record by becoming the fastest growing airline in commercial aviation history in the first one decade of operations, is now striving to achieve yet another dream — to be the world’s best airline.

it may appear rather preposterous or a far too ambitious goal for most other carriers, but for the 10-year old Uae national airline

that dream may not be more than a modest target, and plainly a logical next phase in its breathtaking growth saga.James hogan, etihad airways president and chief executive officer, describes

etihad’s journey to becoming a major force in global civil aviation as a fascinating and remarkable one.“today, we are a mature and robust business and one whose simple vision remains the same: to

be the world’s best airline.”speaking to Khaleej Times, hogan, who has been at the helm of etihad since 2006, sums up the inspiring

growth saga of the airline that has “set fresh and exciting standards in the airline industry.” thee 10th anniver-sary celebration is “a truly momentous occasion,” he says. “in one decade we have become the fastest growing airline

in commercial aviation history and firmly established ourselves on the global travel stage,” says hogan.

ADDED to Abu DhAbi GDP in 2012

totAl EmPloyEEsJAmEs hoGAn

$10.7 billion

16,528

50

69

81

96

86totAl FlEEt

iSaac John

2007

2009

2011

2013

DESTINATIONS

> continued on page 36

E

SPECIAL REPORT 33

Page 2: Etihad Airways 10th Anniversary

Setting up an airline is never an easy task. Mak-ing it succeed, expand and thrive is even harder — especially when the in-

dustry has seen many casualties in both good times and in the bad.

The decision to launch Etihad Airways back in 2003 was seen as a risky endeavour, if only because the airline industry was still licking its wounds from the post-Septem-ber 11, 2001 attacks that hurt global air travel in a massive way.

On November 12, 2003, Etihad Airways took off on its maiden commercial flight to Beirut, with many watching to see what the fu-ture held for this newly born GCC airline. Fast forward 10 years, the airline has under its belt some 96 destinations with a fleet of 86-plus modern Airbus and Boeing air-planes that have helped the airline not just to spread its network, but to pull the world to the UAE capital of Abu Dhabi.

Many were concerned that such a big airline ambition not far from Dubai and the base of Emirates was perhaps a dangerous move, but as I have opined many a time — when you look at the GCC’s reach to over 2.5 billion people within a five to six hour flight radius from any Gulf city, then that market is hugely under-served and new en-trants can exploit that demand to their advantage. And that’s exactly what Etihad is doing.

Under the stewardship of one of the most respected men in the air-line business, James Hogan has taken Etihad from its humble be-ginnings to an airline that now has several stakes in partner airlines and has been growing at double-digit percentage rates faster than

any other airline since start up.Hogan and the Etihad team have

redeveloped Abu Dhabi as a huge commercial, economic and politi-cal force to be reckoned with.

In achieving its first profit in 2011 of around $14 million, Eti-had has demonstrated that despite the heavy capital outlay on servic-es, staff and its growing fleet, the airline has managed to harness sig-nificant economies of scale to prove that it’s more than just a viable business entity. And when you con-sider that the UAE was amongst the first countries to be hit hard by

the global financial crises, it has also become one of the first to re-bound as well. And during that time, Etihad has not slowed the pace of its expansion organically.

Indeed, it redefined the growth strategy that many airlines tradi-tionally follow and instead of go-ing down the route of joining an alliance, or indeed, creating a grouping of its own, Etihad has taken key stakes in several other airlines dotted around the world in a bid to bolster traffic, revenue and leverage the boon of inorganic growth by helping these partner

airlines to restructure their opera-tions so that everyone can share the spoils of their commercial re-juvenation.

With stakes in airberlin, Air Ser-bia, Air Seychelles, Aer Lingus, Vir-gin Australia and most recently Jet Airways, it is clear that Etihad has an eye for investment where it sees long-term value.

No one can realistically expect Etihad to wave a magic wand over these airlines and turn round their financials overnight, but it is evi-dent that Etihad is keen to restruc-ture its partner airlines to bolster

their international credentials and their networks.

Etihad’s passengers also benefit from codeshare deals with almost 50 other airlines too. This contin-ued, diverse and seemingly non-stop growth has aided traffic growth at Abu Dhabi International Airport. To that end, the expected opening of the new Midfield Terminal in the summer of 2017 will boost airport capacity beyond 40 million pas-sengers a year, the bulk of which will come from Etihad and its part-ner airlines.

And for the longer term, despite

ACTUAL 2020

Spread your wings and fly10 successful years of Etihad Airways’ operations have shown that despite the economic turbulence

that the GCC has sailed through, Etihad, says SAJ AHMAD, is not afraid of tackling difficulties, while still seeking out new openings in markets that can always benefit from more competition

AirbUs A320 AirbUs A320

AirbUs A380 AirbUs A330-200F

bOEiNG 777-300Er

bOEiNG 777-300ErbOEiNG 787

bOEiNG 777-200F

bOEiNG 777-200FAirbUs 330-200F

bOEiNG 747F

AirbUs A330

AirbUs A330

AirbUs A340

AirbUs A340 AirbUs A350

20 35

10 417

1941

33

3

3

2524

1211 12

FLEET The evolving shape and size of the fleet is based on the requirements of the network, and is planned to facilitate Etihad’s growth requirements

86 159

34 ETIHAD . 10 yEArs

having orders and options for 160 further Airbus and Boeing jets, Eti-had is priming its future based around the fuel efficient 787-9, for which the airline is the biggest cus-tomer with 41 airplanes on order. Etihad is also eyeing a significant order for Boeing’s new 777X fam-ily as well. All the signs point to an airline investing in the “here and now” to benefit from cost, fuel and operational savings that augment and solidify its base in order to be-come one of the biggest Arabian airlines.

If the last 10 years of Etihad’s existence has shown anything, it highlights that despite the eco-nomic turbulence that the GCC has sailed through, and indeed, the prevailing turmoil that still ex-ists in countries like Libya, Syria and Egypt, it’s that Etihad is not afraid of tackling difficulties around it while still seeking out new openings in markets that frankly can always benefit from more competition.

With Europe and Asia already in its sights, the advent of fuel effi-cient jets like the 787-9 and 777X will allow Etihad to further make inroads in countries like the USA and Latin America, where services from the Middle East are still rela-tively sparse.

Etihad is a more than a risk taker. It’s an innovative creature that has evolved as the market around it has evolved. Where many airlines have failed to adapt to changing market conditions, Etihad is a great ex-ample of just how well things can go despite the challenges of an ev-er-competitive landscape.

(The writer is chief analyst at Lon-don-based StrategicAero Research)

[942063]

khaleej times Tuesday, November 12, 2013

35ETIHAD . 10 yEArs

Combined equity partnersHips

430

In achieving its first profit in 2011 of around $14 million, Etihad has demonstrated that despite the heavy capital outlay on services,

staff and its growing fleet, the airline has managed to harness significant economies of scale to prove that it’s more than just a viable business entity

“We are very proud of our

relationship with Etihad

Airways which began just

a year after it launched

operations in 2003 with

an order for five 777-

300ERs,” said Ray Conner,

president and chief

executive officer, Boeing

Commercial Airplanes.

“Today, 10 years later, and

under the leadership of

its chief executive officer,

James Hogan, it comes as

no surprise that Etihad has

established itself as one of

the world’s fastest growing

airlines. It is gratifying to

see that as it continues to

strengthen its position in

the global aviation industry,

Etihad has displayed

confidence in Boeing’s

product portfolio including

the 787 of which Etihad is

one of the world’s largest

airline customers.”

“The Middle East is a

robust and key market for

Boeing and Etihad Airways

has been an active and

strategic participant in

this growth,” said Marty Bentrott, vice-president,

sales for Middle East, Russia

and Central Asia, Boeing

Commercial Airplanes.

“As the airline celebrates

its tenth anniversary, it

not only reiterates the

dynamism of the aviation

industry in this region, but

clearly establishes itself as

a forerunner not only in the

Middle East, but globally as

well. Etihad continues to

build on its first decade of

success with its strategic

alliances and partnerships,

fleet and network

expansion and we look

forward to participating in

the next chapter of Etihad’s

accomplishments.”

45.4M 412FLEET PASSENGERS dESTINATIoNS

2

0

4

6

8

10

6.0 6.37.1

8.3

10.2

8.6*

4.6

2.8

2006 2007 2008 2009 2010 2011 2012 2013

* Q3 /2013

passengersIn 10 years Etihad has become one of the fastest growing airlines in the history of commercial aviation.

[942043]

Working in partnershipto reduce Etihad’s carbon footprint

Congratulations Etihad Airways on your 10 year anniversary

At Optimized Systems and Solutions (OSyS) we are privileged to have supportedEtihad Airways in delivering the operational insight they need for an effective

and sustainable fuel management campaign.We look forward to continuing this service,as we work together to drive future improvements.

Tel: +44 (0) 1332 777 400 [email protected] www.o-sys.com

[942040]

Tuesday, November 12, 2013 khaleej times

Page 3: Etihad Airways 10th Anniversary

Setting up an airline is never an easy task. Mak-ing it succeed, expand and thrive is even harder — especially when the in-

dustry has seen many casualties in both good times and in the bad.

The decision to launch Etihad Airways back in 2003 was seen as a risky endeavour, if only because the airline industry was still licking its wounds from the post-Septem-ber 11, 2001 attacks that hurt global air travel in a massive way.

On November 12, 2003, Etihad Airways took off on its maiden commercial flight to Beirut, with many watching to see what the fu-ture held for this newly born GCC airline. Fast forward 10 years, the airline has under its belt some 96 destinations with a fleet of 86-plus modern Airbus and Boeing air-planes that have helped the airline not just to spread its network, but to pull the world to the UAE capital of Abu Dhabi.

Many were concerned that such a big airline ambition not far from Dubai and the base of Emirates was perhaps a dangerous move, but as I have opined many a time — when you look at the GCC’s reach to over 2.5 billion people within a five to six hour flight radius from any Gulf city, then that market is hugely under-served and new en-trants can exploit that demand to their advantage. And that’s exactly what Etihad is doing.

Under the stewardship of one of the most respected men in the air-line business, James Hogan has taken Etihad from its humble be-ginnings to an airline that now has several stakes in partner airlines and has been growing at double-digit percentage rates faster than

any other airline since start up.Hogan and the Etihad team have

redeveloped Abu Dhabi as a huge commercial, economic and politi-cal force to be reckoned with.

In achieving its first profit in 2011 of around $14 million, Eti-had has demonstrated that despite the heavy capital outlay on servic-es, staff and its growing fleet, the airline has managed to harness sig-nificant economies of scale to prove that it’s more than just a viable business entity. And when you con-sider that the UAE was amongst the first countries to be hit hard by

the global financial crises, it has also become one of the first to re-bound as well. And during that time, Etihad has not slowed the pace of its expansion organically.

Indeed, it redefined the growth strategy that many airlines tradi-tionally follow and instead of go-ing down the route of joining an alliance, or indeed, creating a grouping of its own, Etihad has taken key stakes in several other airlines dotted around the world in a bid to bolster traffic, revenue and leverage the boon of inorganic growth by helping these partner

airlines to restructure their opera-tions so that everyone can share the spoils of their commercial re-juvenation.

With stakes in airberlin, Air Ser-bia, Air Seychelles, Aer Lingus, Vir-gin Australia and most recently Jet Airways, it is clear that Etihad has an eye for investment where it sees long-term value.

No one can realistically expect Etihad to wave a magic wand over these airlines and turn round their financials overnight, but it is evi-dent that Etihad is keen to restruc-ture its partner airlines to bolster

their international credentials and their networks.

Etihad’s passengers also benefit from codeshare deals with almost 50 other airlines too. This contin-ued, diverse and seemingly non-stop growth has aided traffic growth at Abu Dhabi International Airport. To that end, the expected opening of the new Midfield Terminal in the summer of 2017 will boost airport capacity beyond 40 million pas-sengers a year, the bulk of which will come from Etihad and its part-ner airlines.

And for the longer term, despite

ACTUAL 2020

Spread your wings and fly10 successful years of Etihad Airways’ operations have shown that despite the economic turbulence

that the GCC has sailed through, Etihad, says SAJ AHMAD, is not afraid of tackling difficulties, while still seeking out new openings in markets that can always benefit from more competition

AirbUs A320 AirbUs A320

AirbUs A380 AirbUs A330-200F

bOEiNG 777-300Er

bOEiNG 777-300ErbOEiNG 787

bOEiNG 777-200F

bOEiNG 777-200FAirbUs 330-200F

bOEiNG 747F

AirbUs A330

AirbUs A330

AirbUs A340

AirbUs A340 AirbUs A350

20 35

10 417

1941

33

3

3

2524

1211 12

FLEET The evolving shape and size of the fleet is based on the requirements of the network, and is planned to facilitate Etihad’s growth requirements

86 159

34 ETIHAD . 10 yEArs

having orders and options for 160 further Airbus and Boeing jets, Eti-had is priming its future based around the fuel efficient 787-9, for which the airline is the biggest cus-tomer with 41 airplanes on order. Etihad is also eyeing a significant order for Boeing’s new 777X fam-ily as well. All the signs point to an airline investing in the “here and now” to benefit from cost, fuel and operational savings that augment and solidify its base in order to be-come one of the biggest Arabian airlines.

If the last 10 years of Etihad’s existence has shown anything, it highlights that despite the eco-nomic turbulence that the GCC has sailed through, and indeed, the prevailing turmoil that still ex-ists in countries like Libya, Syria and Egypt, it’s that Etihad is not afraid of tackling difficulties around it while still seeking out new openings in markets that frankly can always benefit from more competition.

With Europe and Asia already in its sights, the advent of fuel effi-cient jets like the 787-9 and 777X will allow Etihad to further make inroads in countries like the USA and Latin America, where services from the Middle East are still rela-tively sparse.

Etihad is a more than a risk taker. It’s an innovative creature that has evolved as the market around it has evolved. Where many airlines have failed to adapt to changing market conditions, Etihad is a great ex-ample of just how well things can go despite the challenges of an ev-er-competitive landscape.

(The writer is chief analyst at Lon-don-based StrategicAero Research)

[942063]

khaleej times Tuesday, November 12, 2013

35ETIHAD . 10 yEArs

Combined equity partnersHips

430

In achieving its first profit in 2011 of around $14 million, Etihad has demonstrated that despite the heavy capital outlay on services,

staff and its growing fleet, the airline has managed to harness significant economies of scale to prove that it’s more than just a viable business entity

“We are very proud of our

relationship with Etihad

Airways which began just

a year after it launched

operations in 2003 with

an order for five 777-

300ERs,” said Ray Conner,

president and chief

executive officer, Boeing

Commercial Airplanes.

“Today, 10 years later, and

under the leadership of

its chief executive officer,

James Hogan, it comes as

no surprise that Etihad has

established itself as one of

the world’s fastest growing

airlines. It is gratifying to

see that as it continues to

strengthen its position in

the global aviation industry,

Etihad has displayed

confidence in Boeing’s

product portfolio including

the 787 of which Etihad is

one of the world’s largest

airline customers.”

“The Middle East is a

robust and key market for

Boeing and Etihad Airways

has been an active and

strategic participant in

this growth,” said Marty Bentrott, vice-president,

sales for Middle East, Russia

and Central Asia, Boeing

Commercial Airplanes.

“As the airline celebrates

its tenth anniversary, it

not only reiterates the

dynamism of the aviation

industry in this region, but

clearly establishes itself as

a forerunner not only in the

Middle East, but globally as

well. Etihad continues to

build on its first decade of

success with its strategic

alliances and partnerships,

fleet and network

expansion and we look

forward to participating in

the next chapter of Etihad’s

accomplishments.”

45.4M 412FLEET PASSENGERS dESTINATIoNS

2

0

4

6

8

10

6.0 6.37.1

8.3

10.2

8.6*

4.6

2.8

2006 2007 2008 2009 2010 2011 2012 2013

* Q3 /2013

passengersIn 10 years Etihad has become one of the fastest growing airlines in the history of commercial aviation.

[942043]

Working in partnershipto reduce Etihad’s carbon footprint

Congratulations Etihad Airways on your 10 year anniversary

At Optimized Systems and Solutions (OSyS) we are privileged to have supportedEtihad Airways in delivering the operational insight they need for an effective

and sustainable fuel management campaign.We look forward to continuing this service,as we work together to drive future improvements.

Tel: +44 (0) 1332 777 400 [email protected] www.o-sys.com

[942040]

Tuesday, November 12, 2013 khaleej times

Page 4: Etihad Airways 10th Anniversary

Tuesday, November 12, 2013 khaleej times

Haseeb Haider

After 10 of years of flying in and out of Abu Dhabi, Etihad Airways, the nation-

al airline of the UAE, has proved its worth by boosting the non-oil economy of oil-rich Abu Dhabi.

The numbers of its contribu-tions are getting bigger each year; recently it was revealed that it is expected to hire 1,000 pilots in the next five to six years as it has started receiving deliveries of air-craft it ordered four years ago.

Already, the airline has started a project to increase the number of its UAE-National pilots to 1,000 in 2020. At present, the fastest-expanding carrier has 1,531 pilots on its payroll. It also has a crew of 3,776 people out of a total strength of 12,614 em-ployees spread across the world apart from the UAE.

“We have 520 cadets out of which 450 are Emiratis,” Capt Saleh Awadh Alfarjalla Al Ameri, senior vice-president for Aviation Security and Pilot Cadet Pro-gramme at Etihad Airways, re-cently told the media.

Since the cadet programme started in June 2007, 209 Emirati men and women have successfully

graduated to start a flying career, he said.

The airline group supported 83,500 jobs in total.

The airline, which added 10 des-tinations to its route network in the past 12 months to make an impres-sive total of 96 cities worldwide fly-ing a fleet of 83 aircraft, will receive the deliveries of four more aircraft in the fourth quarter of the year.

In the period 2014-20, the air-line — which placed $43 billion worth of orders — is slated to re-ceive the deliveries of 72 aircraft including 41 Boeing 787s, 10 Air-bus A380s, 12 Airbus A350 and 11 Airbus A320s to expand its fleet size to 159 from the curent 83 in the third quarter.

The agreement signed in July 2008 for up to 205 aircraft was one of the largest orders in history.

In its quest to expand its fleet, Etihad Airways recently showed its intention to acquire five 777-200 LRs from Air India. After the refit, the aircraft will be delivered in April next that will allow it to fly them on its fast-growing North American market of New York, Chicago, Washington and other long-haul routes.

The airline has become an inte-gral part of Abu Dhabi’s economy in the past 10 years; according to the latest study by Oxford Eco-nomics, the airline contributed a total of $10.7 billion to Abu Dha-bi’s GDP in 2012, representing 10.5 per cent of non-oil GDP. In 2017, the contribution to Abu Dhabi’s economic growth would double to $20 billion, the UK-based think-tank projected.

The airline contributed $2.3 billion to Abu Dhabi’s economy last year and its indirect contribu-tion was a little over $1.2 billion, in the shape of fuel purchases, maintenance, repair, airport rent-als and landing fees, marketing advertising, IT ventures and com-munications. An induced GDP contribution of $1.1 billion and 15,434 additional jobs can be at-tributed to money spent during 2012 by employees of the airline and its partners.

[email protected]

Etihad Cargo Q3 revenue up 39%

36 ETIHAD . 10 yEArs

Cargo

EmployEEs Emiratisation

Operates a fleet of nine dedicated cargo aircraft that fly on scheduled services to 26 of the airline’s passenger destinations in Europe, Middle East Asia and Africa.

Etihad is fast-paced and multicultural, with a workforce representing 138 nationalities.

As the UAE’s national airline, Etihad is com-mited to building a strong and succesful Emirati workforce (currently 19 per cent of the core workforce) to complement its global multi-cultural team.

Numbers in ‘000 Ton / YEAR

121 / 2006

175 / 2007 194 / 2008

219 / 2009

263 / 2010

310 / 2011368 / 2012

A330-200F

B777-200F

B747-400F

B747-8F

2013

From a start-up airline with lim-ited brand awareness, inefficien-cies of scale, poor network connec-tivity, and a lack of airline partners and alliances, the airline has truly come of age as a role-model in commercial aviation, he points out. Etihad now flies to 96 destinations with a fleet of 86 aircraft, and has 90 aircraft on firm order, including 41 Boeing 787-9 Dreamliners and 10 Airbus A380s.

At the Dubai Air Show opening on November 17, Etihad is expect-ed to place orders for scores of new jets, including the revamped Boe-ing 777X mini-jumbo and a repeat order for its 787 Dreamliner to add to 41 such modern aircraft in its fleet now. Hogan maintains that at the heart of Etihad’s vision are founding principles that “remain as relevant today as when it took flight in 2003: to be safe, profitable, and offer outstanding products deliv-ered with the highest levels of cus-tomer service.”

“Each year we have hit our num-bers and developed safe and secure operations with stringent processes and procedures,” says Hogan.

He argues that the airline emerged as a profitable business in an environment where making profit is no mean feat. “This is not least because our products and ser-vices have set fresh and exciting standards in the airline industry.”

Hogan, who was recognised for his “outstanding strategic thinking and leadership” at the World Trav-el Awards in July, believes that Eti-had’s strategic equity alliance has been groundbreaking.

“Our partnerships with airberlin, Air Seychelles, Aer Lingus, and Vir-gin Australia will be bolstered with our stake in Air Serbia from Janu-ary and also Jet Airways, subject to regulatory approvals.”

Etihad, which launched its equity investment strategy in 2011 with the purchase of a 29 per cent stake in airberlin, followed it up with a 40 per cent investment in Air Sey-chelles, which included a five-year management contract. The buying spree continued in 2012 with an investment in Virgin Australia and a three per cent stake in Ireland’s Aer Lingus. In August, Etihad ac-quired a 49 per cent stake in Ser-bia’s national carrier, Jat, joining forces with Belgrade to inject $100

million into the unprofitable airline that it plans to re-brand as Air Ser-bia in November.

In the first half of this year, Eti-had clinched a $600 million deal with Jet Airways of India for a 24 per cent stake and access to Jet’s coveted takeoff and landing slots at Heathrow Airport in London. In October, India’s cabinet ap-proved a deal to sell stake in Jet Airways.

As Etihad continues to boost its global presence through a mix of organic growth and strategic part-nerships, Hogan does not rule out his airline’s appetite for still more such equity partnerships and stra-tegic investments. “We have cre-ated a new model in modern avia-tion practices, working tirelessly to fulfill the commercial mandate we were given and in doing so created a world-class airline with opera-tions that now span the six conti-nents of the globe.”

Defending his growth model at a recent conference in Cologne, he pointed out that global reach is be-yond the capacity of any single air-line and progress must come through partnership.

“The investments we are making are delivering significant benefits not only to the airlines but to our passengers and freight customers. We will consider more strategic partnerships if they add value.”

Etihad delivered profitability in 2011 — just eight years after opera-tions commenced — and strength-ened profitability in 2012. “It is a winning habit that we must never lose sight of.”

In 2012, the airline reported a 200 per cent increase in net profits to $42 million on revenues of $4.8 billion, a rise of 17 per cent on the previous year. It also enabled two of its equity partners — airberlin and Air Seychelles — return to prof-itability. Passenger numbers rose by 23 per cent to more than 10 mil-lion.

Hogan maintains that Etihad’s role as key enabler to Abu Dhabi’s Plan 2030, the blueprint for its fu-ture development, remains as im-portant today as it did in 2003 and the airline’s economic contribution has been impressive.

“Our contribution to the UAE’s Gross Domestic Product (GDP) for 2012 is put at $10.7 billion — 10.5 per cent of Abu Dhabi’s non-oil GDP,” says the airline chief.

Ascending further

Haseeb Haider

Etihad Cargo’s revenue climbed 39 per cent in the third quarter of the year as

cargo volumes grew 41 per cent.Etihad Airways continued to

achieve record growth in the third quarter of 2013, with revenue from passenger services exceed-ing $1 billion for the first time and passenger numbers passing three million.

Total revenue rose 11 per cent

to $1.4 billion in the third quarter last year, while network-wide pas-senger load factors reached 81 per cent.

Passenger revenues increased by 10 per cent in the quarter ended September 31 to just over $1.03 billion, while cargo revenue was up by 39 per cent to $244 million.

Etihad Airways has codeshare agreements with 41 airlines and five equity partners.

Partnership contributions ac-counted for 23 per cent of total third-quarter passenger revenue, while passenger numbers rose by

11 per cent to 3.06 million. Etihad Cargo also delivered a 41 per cent increase in volumes during the quarter ended September 31 to 132,448 tonnes.

The airline transported 349,000 tonnes of cargo in the first nine months of the year, down against 368,000 tonnes in the same peri-od last year.

Etihad Cargo carries 90 per cent of all air cargo to and from its Abu Dhabi hub. It has nine freighters including Airbus 330-200F, Boe-ing 777-200F and Boeing 747-F.

[email protected]

ETIHAD AIRPORT SERVICES(3,914)

ETIHAD AIRWAYS 12,614

UAE 5, 347

In training programs

On international assignment

Senior executives

Managers

Pilots

Staff

Catering1, 890

Ground 1,582

Cargo 442International 1, 970

Crew 3, 776Pilots 1, 531

16,528TOTAL

EMPLOYEES

650

379148

70

5045

10 destinations added in past

12 months

> FROM PAgE 33

He suggests that Etihad’s vision stretches beyond that of a normal national carrier as its business is key to the continual growth of Abu Dhabi and the UAE.

“Our own blueprint for the fu-ture is more of the same — to play an integral and definitive role in the prodigious double-digit growth and economic development of the UAE. It is our honour and privilege to do so, always delivering on our responsibilities with the utmost re-spect and appreciation for our Ara-bian heritage,” says Hogan.

“While we may pause to look back on all that we have achieved, let’s not forget that it is the future that matters. Past success is no guarantee of future success.” He insists that the airline must always remain focused on safety, the num-ber one priority, and giving guests remarkable experiences that make them loyal and trusted customers for the years ahead.

“We have the right people, the right location, and the right strate-gy to deliver ongoing success: our own organic growth, codeshares and partnerships, and minority eq-uity investments in other airlines,” says Hogan. The Etihad chief main-tains that Etihad Airways seeks to be the best, not the biggest. “To do that we need the best people, peo-ple who are talented and commit-ted in equal measure.”

[email protected]

[942048]

www.recaro-as.com

In just ten years Etihad Airways hasestablished itself as one of the world’sleading airlines.

RECARO Aircraft Seating is proudto supply this premium airline withpremium seating products.

CONGRATULATIONS TO ETIHAD AIRWAYSON TEN SUCCESSFUL YEARS!