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Etihad

Airways
2015

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Contents
Board of Directors 5 Embracing technology and innovation 30
From the President and Chief Executive Officer 6 Our people 32
Profitable growth and performance 8 Our partnerships
Our contribution to Abu Dhabi 10 � Equity investments 36
Highlights of 2015 12 � Etihad Airways Partners 38
An expanding network 16 Sustainability 40
Codeshare partnerships 18 A reimagined brand 42
A young, modern and efficient fleet 20 Executive Team 46
Subsidiaries and joint ventures 22 Awards 56
� Etihad Airways Engineering 26
� Global Loyalty Company 28
� Etihad Guest 29

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H.H. Sheikh Khalifa bin Zayed Al Nahyan H.H. General Sheikh Mohamed bin Zayed Al Nahyan
President of the United Arab Emirates Crown Prince of Abu Dhabi and Deputy Supreme Commander
of the Armed Forces of the United Arab Emirates

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Board of Directors
H.E. Mohamed Mubarak Fadhel Al Mazrouei (Chairman)
H.E. Ahmed Ali Al Sayegh
H.E. Mohamed Khalifa Al Mubarak
H.E. Mohamed Hareb Sultan Al Yousef
H.E. Hamad Abdulla Al Shamsi
H.E. Khalifa Sultan Al Suwaidi
H.E. Ahmed Ali Matar Al Romaithi

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6 million passengers in 2015.1 per cent on 2014 figures – and more than five million passengers onto Etihad Chief Executive Officer Airways’ flights. Air Seychelles. Alitalia and Virgin Australia. the equity partners comprise the A380-800 and four Boeing 787-9 Dreamliner aircraft. a total of 121 at year end. Etihad Airways offered a came when Etihad Airways was named ‘2016 Airline Etihad’s global network reach was enhanced by combined passenger and cargo network of nearly of the Year’ by Air Transport World. and The airline recorded its strongest annual financial five of its seven airline equity partners . American Airlines. importance of this grouping. was a vote of confidence not just in Etihad Airways goal. was increase of 18. Air Serbia. was the increased membership of its Etihad 6 .airberlin. Our business strategy of organic growth boosted Korean Air. in recognition six new destinations. Strong operational performance saw an Air Serbia. Etihad Our future is firmly embedded in these Airways carried 17. World’s Leading Inflight Entertainment. and World’s Leading Cabin Crew at the World Travel improvement in load factor. focus as it continued to define the landscape addition.4 billion – an increase of 22. Brisbane. and Etihad Cargo won five awards including The Etihad Airways fleet increased by 11 aircraft to two for ‘Cargo Airline of the Year’. seventh largest global grouping of airlines. flynas. In addition. and the potential and Etihad Airways Engineering. From the President and The strategy delivered revenues of US $1. As a result. while the B787 strategy was firmly recognised when Etihad and ongoing recognition for the quality of its began commercial operations between Airways was instrumental in securing a US $700 innovative products and services. frequency increases on 16 existing routes of modern air travel. as passenger volumes Awards. The codeshare agreements. Airways’ equity partner network. Jet Airways. meanwhile. the government of investments in airlines. East. NIKI and S7 Airlines were significantly A further vote of confidence at the end of 2015 by partnerships continued to be successful in 2015. The airline also won the provided a significant boost to network depth and Etihad Regional was the latest addition to Etihad award for World’s Leading Airline for the seventh overall connectivity. the airline and its equity partners have been able to identify and develop significant business synergies and cost savings. Additions included four Combined. which also consecutive year. with the Brisbane route also 600 destinations through its 197 interline and 49 of its outstanding growth model and commercial converted from a one-stop to non-stop service. Jet Airways. and its strategic minority mandate set by our shareholder. its subsidiary Etihad Airport Services. It to date. strengthened partnerships daily flight to London Heathrow. too. while Etihad Airways’ existing codeshares with but in our partners. Alitalia and Jet Airways. with our best annual financial performance A new codeshare agreement was introduced institutional investors in the business strategy. based on 49 Air Serbia. In total. Abu Dhabi and Zürich. its kind in the airline industry and demonstrates profitable airline. outpaced capacity increases.02 billion. has been to build a safe and sustainably growth in 2015. First Class. Washington DC million financing transaction to fund expansion for and Singapore. results to date with a net profit of US $103 million for Etihad Airways’ partnership strategy. A fifth consecutive year of net the high level of confidence and support from profits. the year on total revenues of US $9. and awards for World’s Leading includes airberlin. shows that we are delivering against that in 2015 with Pakistan International Airlines (PIA). cannot be named MRO Service Provider of the Year – Middle underestimated. remained a key driver of This ground-breaking transaction was the first of Abu Dhabi. Air Seychelles. expanded. Etihad Airways recorded a year of solid progress in New York JFK routes.9 per cent year-on-year. the airline. together A further measure of Etihad Airways’ growth The A380 was rolled-out on the Sydney and flying more than 100 million guests worldwide. and inducted on a second The value and potential of the equity partnership 2015 with further growth. an partnerships. In codeshare partnerships.

H.200 UAE nationals to its global workforce.E. Etihad Airways joined Boeing. representing an average of 70. Etihad Airways employed 26. for its ongoing support and valuable on organic growth boosted by “ guidance.9 million to 3.566 people worldwide from more than 144 nationalities.Guest loyalty programme. The Etihad Airways Medical Centre was also accredited as the UAE’s first Aeromedical Centre. the airline welcomed more than 1. and the Masdar Institute of Science and Technology to launch a joint industry roadmap for the sustainable production of aviation biofuel in the United Arab Emirates. bringing the total number of Emirati employees to more than 3. James Hogan President and Chief Executive Officer.75 million. By the end of 2015. I would like to thank the Board of Directors of the Etihad Airways. Emiratis remain the single largest nationality grouping in the airline.7 per cent increase on the previous year. In closing.000 – 29 per cent of core staff at the airline.000 new members each month during 2015. These included a new Crew Briefing Centre. Takreer. our partnerships. representing a 9. based Mazrouei. Mohamed Mubarak bin Fadhel Al “ Our profitability clearly demonstrates the success of our business strategy. In 2015. Etihad Airways 7 . Total. The people of Etihad Airways benefitted from a great many developments in 2015. Membership numbers increased from 2. Continuing its focus on sustainable alternative aviation fuels. as well as a new Staff Travel Centre and a visa medical facility. led by the Chairman.

cent to 104. million on total revenues of US $9.2 billion.9 per cent year-on-year.5 per cent of total 50 codeshare agreements and its strategic revenues. transaction to fund expansion for the airline.3 per Partners (EAP). Etihad Airways’ cargo division continued to perform well in 2015 with freight and mail volumes rising four per cent to 591.4 per cent for 2015. by Fitch Ratings. in securing a US $700 million financing factors from mid-2014. which seven airline equity partners within Etihad Airways measure passenger journeys. an able to identify and develop significant business increase of 18. The growth synergies and cost savings. 467 million kilometres. business model. its subsidiary Etihad Airport Services. business. which saw a decline in load partners.2 per cent in 2014. making it one of the 8 .1 per cent on 2014 figures. Profitable growth and performance Etihad Airways recorded a net profit of US $103 world’s most successful air freight operations. Deloitte and are in accordance with International against that goal. average load factor. minority investments in seven airlines. and outperformed In 2015. in passenger volume continued to exceed Etihad Airways’ capacity increase. delivering five million Strong operational performance saw an improved passengers and US $1. exports and transfers at achieved earnings before interest and tax (EBIT) of Abu Dhabi International Airport. Etihad Airways addition.0 per Following a detailed.4 billion. grew by 21. Etihad Airways was assigned the with our best annual financial In total. with its regional market growth. the airline operated 97. performance to date. In a In 2015. while Available Seat Kilometres is to build a sustainably (ASKs). Our mandate cent to 83.4 billion in direct revenues. depreciation. and five of its “ Revenue Passenger Kilometres (RPKs). tax.02 billion. increased 21. US $259 million. representing 15. and earnings before interest.400 flights covering rating of ‘A’ with a Stable Outlook.6 million passengers in 2015. independent analysis of its profitable airline. based on almost of US $1. Financial Reporting Standards (IFRS). commercial strategy and equity alliance A fifth year of net profits. the airline and its equity partners were carried a total of 17. amortisation and rentals (EBITDAR) The airline’s partnership strategy.8 billion. Etihad Cargo accounted for 88 per cent of fifth consecutive year of net profitability. which represent capacity. In outpaced capacity increases. compared with 79. the airline the air cargo imports. The average network- Etihad Airways’ financial statements are audited by shows that we are delivering “ wide seat load factor was 79. Etihad Airways was instrumental. remained a key driver of its growth in 2015. as passenger volumes an increase of 22.097 tonnes.

206 2015 11 5 2015 9.1 2015 up up up 2015 19.4 billion (US$) 2014 2014 2014 2014 up 68.1% billion (US$) Partner million US$ Revenue 1.2 2015 2015 21.91% 569.5% 2015 0.2% 14.55 257 1.8 Kilometres Passengers million 83.4 million (US$) billion (US$) million (US$) billion (US$) 2014 1.097 * 2015 figures shown above represent Etihad Airways’ consolidated financial statements ** 2014 figures shown above represent the stand-alone airline business *** Total Revenue includes other operating income and gain on disposal of subsidiaries 9 .6 104.566 up 2014 2015 3.023 Cargo Tonnage 591.1 up 2015 22.2 billion (US$) billion (US$) per cent 2014 2014 2014 up 110 2015 up 111 up 24. 2014 2014 2014 2014 7.4 Passenger Kilometres 17.6 up 79.7% Number Number of Number million of Aircraft Destinations of Employees 121 116 26.8% 2015 27.3% 2015 21.3% 73 up Net Profit billion (US$) million (US$) billion (US$) 103 Total Revenue EBIT EBITDAR Net Profit 41% 9.0% 2015 0.8 up Total Passengers billion (US$) billion (US$) per cent Revenue Available Seat Seat Factor Total 18.9% 79.02 259 1.6 up 86.

8million partners carried a total of international visitors to Abu Dhabi in 2015 10 . Etihad Airways and its equity 1.

The International Air Transport Association (IATA) reported that in 2015. the share of international traffic carried by Middle Eastern airlines reached 14. travel and tourism grew by 3. The spending of those international visitors. joint ventures and airline equity partners. on accommodation.2 trillion to the global economy and supporting an estimated 284 million jobs. creating an economic footprint estimated to be US $2. which experienced a 13. Etihad Airways together with its subsidiaries. 11 .5 per cent. Over the last decade. resulted in a significant impact on the economy of Abu Dhabi. with a predicted growth of four per cent on average annually over the next ten years.1 per cent in 2015. and well above the ten-year average annual growth of 5.2 billion for 2015. Travel and tourism is also expected to outperform the global economy throughout the next decade. In 2015. contributing US $7. food and recreational activities.8 million international visitors to Abu Dhabi.5 per cent.Contributing to “ Etihad Airways has focused not only on building a global brand and the Abu Dhabi presence but also on building its profits through a mix of responsible expansion. or 1 in 11 jobs in the world. has played a crucial role in supporting and driving economic growth in Abu Dhabi.5 per cent – the fastest pace since the post-Global Financial Crisis rebound in 2010. Plan 2030 disciplined cost control and economies of scale through strategic commercial partnerships “ The World Travel and Tourism Council (WTTC) has estimated that global and investments.2 per cent.4 per cent growth. further contributing to the Abu Dhabi 2030 Plan. Middle Eastern carriers had the strongest annual traffic growth at 10. global air passenger traffic grew by 6. Etihad Airways and its equity partners carried a total of 1. surpassing the airlines of North America. As a result.

new product and Hollywood star Nicole Kidman. Highlights of 2015 January February March The year starts with a Our first Boeing 787-9 Dreamliner is We launch a new global advertising reinvention of our equity delivered and commences services campaign for ‘Flying Reimagined’ including partner. a television commercial featuring A-list new routes. involving to Düsseldorf. 12 . Alitalia. service standards and new branding.

13 .April May June Switzerland’s Federal Office of Civil We join forces with Alitalia for the The flagship Airbus A380. operating as Etihad Regional. Global Carriers of EXPO Milano. 33. featuring Aviation approves Etihad Airways’ Alitalia Etihad Airways Pavilion at our three-room suite. Smith Airport for the first time.3 per cent investment in the EXPO Milano. The Residence. We are the Official touches down at Sydney’s Kingsford Swiss regional carrier Darwin Airline.

Saudi Women in Aviation’. We currently employ when booking flights. we host a series of Our new fare structure. 14 . launches. pilots and five engineers and technicians. to become official airline partner events under the theme ‘Celebrating Emirati providing more choice and clarity for guests of Al Ittihad Football Club. including 46 female revenue opportunities for the airline. and further ancillary Arabia’s oldest football club. 1. July August September We sign a three-year agreement For Emirati Women’s Day.269 Emirati women. Fare Choices.

Hala Abu Dhabi and Etihad Airways. partnership with Abu Dhabi Ports Company and Abu Dhabi Tourism and Cultural Authority. We end the year on a high as we win ‘Airline of the Year’ at the prestigious Air Transport World Awards. launch the 2015/2016 cruise season with Hala managing transfers. in region by LinkedIn. shore excursions and tours. Middle East and Africa In the UAE. in the Europe. named as 20th Most Attractive Employer International Airport. October November December Our commitment to being an employer Our new state-of-the-art Crew Our flagship Premium Lounge opens at JFK as we of choice is recognised when we were Briefing Centre opens at Abu Dhabi commence Airbus A380 flights to New York. 15 .

116 destinations including six new routes Dar es Salaam. Chennai. Entebbe. Hong Kong. Istanbul.4% network-wide seat load factor Increased capacity on 16 existing routes Bangkok. Dammam. Muscat. Jeddah. Kolkata and Madrid 97. Kochi. Mumbai. Melbourne. Hong Kong. Tehran and Thiruvananthapuram Nearly 600 destinations served by Etihad Airways and its codeshare partners 16 . Delhi. Seychelles. An expanding network Etihad Airways strengthened its global network in 2015 through a combination of organic growth and enhanced codeshare arrangements with existing and new partner airlines.400 flights covering 467 million kilometres 79. Edinburgh. Kozhikode. Hyderabad.

D. Worldwide route network Edinburgh Moscow Manchester Amsterdam Dublin Minsk London Düsseldorf Brussels Frankfurt Munich Astana Paris Zürich Belgrade Geneva Almaty Beijing Toronto Milan Madrid Rome Istanbul Seoul Tokyo New York Nagoya San Francisco Chicago Washington. Athens Rabat Larnaca Casablanca Tripoli Chengdu Shanghai Peshawar Islamabad Dallas Lahore Los Angeles Cairo Delhi Kathmandu Jaipur Karachi Dhaka Hong Kong ABU DHABI Ahmedabad Kolkata Mumbai Khartoum Hyderabad ChennaiBangkok Kozhikode Bangalore Ho Chi Minh City Kochi Phuket Lagos Thiruvananthapuram Malé Colombo Entebbe Kuala Lumpur Nairobi Singapore Dar es Salaam Jakarta Seychelles São Paulo Johannesburg Erbil Tehran Beirut Baghdad Amman Kuwait Basrah Dammam Perth Bahrain Madinah Doha Muscat Brisbane Jeddah Riyadh ABU DHABI MAP KEY DECEMBER 2015 Sydney Etihad Destinations Melbourne Future Destinations Middle East Network 17 .C.

Pakistan. providing travellers with enhanced connections between the United Arab Emirates. 18 . Codeshare partnerships NORTH AMERICA Etihad Airways supplemented its organic growth with new codeshare routes in 2015. Etihad Airways’ existing codeshares with Air Serbia. A new codeshare agreement was signed with Pakistan International Airlines (PIA). NIKI and S7 Airlines were also significantly expanded. Jet Airways. boosting its combined passenger and cargo network to nearly 600 destinations through its 197 interline and 49 3 codeshare partnerships. American Airlines. and beyond. flynas. Korean Air.

EUROPE CHINA 23 MIDDLE EAST 3 2 ASIA/INDIAN SUBCONTINENT 10 AFRICA 4 SOUTH AMERICA 2 AUSTRALIA / NEW ZEALAND 2 19 .

as of 31 December. comprised 121 aircraft – 80 Airbus and 41 Boeing aircraft. six Airbus A321s. Etihad Airways took delivery of its new Airbus A380 and Boeing 787-9 aircraft. In 2015.8 years. modern and efficient aircraft improves fleet economics and is key to the financial success of the airline. A young. meaning that Etihad Airways continues to operate one of the youngest and most environmentally-efficient fleets of aircraft in the world. while also supporting the network plan and driving the growth and development of Etihad Airways’ global reach. adding four of each type. Etihad Airways’ passenger and cargo aircraft fleet. The average age of the fleet is 5. 2015. An additional eight aircraft were introduced into the fleet . 20 .one Boeing 777-300ER. and one Airbus A320. modern and efficient fleet Operating young.

com A6-XXX etihadcargo.com AIRBUS A350 FAMILY 21 CAPACITY: UP TO 400 .com A6-XXX etihadcargo.400KM A3 A600-340 A600-340 Airbus A380 5 200 777LR CARGO A-6APA Boeing 777-300ER 25 A600-340 A330 A320 AIRBUS A340 FAMILY Boeing 777-200LR 5 787 FAMILLY CAPACITY: UP TO 316 A380 FAMILLY CAPACITY: UP TO 299 RANGE: UP TO 11.900KM CAPACITY: UP TO 496 A200-330 F CARGO 300-777 ER RANGE: UP TO 12.700KM 200 777LR CARGO 200 777LR CARGO A6-XXX etihadcargo.com RANGE: 8.100KMA-6APA 200 777LR CARGO 747 CARGO A600-340 Fleet as at FUTURE FLEET 31 December 2015 TOTAL121 300-777 ER etihadcargo.500KM 787 FAMILLY CAPACITY: UP TO 262 RANGE: UP TO 10.com etihadcargo.com Airbus A321 10 A330 Airbus A320 23 CARGO A200-330FLEET F CARGO etihadcargo.700KM A200-330 F CARGO A350 Familly etihadcargo.com 747 CARGO A6-XXX etihadcargo.000KG Airbus A330-200F 4 RANGE: 7.com A6-XXX etihadcargo.com Airbus A340-500 3 A350 Familly Boeing 787-9 5 A200-330 F CARGO A-6APA 200 777LR CARGO A6-XXX etihadcargo.com A600-340 Boeing 777-200F 3 AIRBUS A330 FREIGHTER BOEING 777 FREIGHTER BOEING 747 FREIGHTER FAMILY MAX PAYLOAD: 64.000KG MAX PAYLOAD: 102.com 747 CARGO A6-XXX etihadcargo. A350 Familly 787 FAMILLY A380 FAMILLY A330 A350 Familly 300-777 ER CURRENT FLEET A330 A320 A330 A320 A-6APA A330 A600-340 A320 300-777 ER AIRBUS A320 FAMILY A350 Familly AIRBUS A330 FAMILY A380 FAMILLY CAPACITY: UP TO 174 RANGE: UP TO 6.400KM Airbus A340-600 7 200 RANGE: 777LR 300-777 ER CARGO UP TO 14.com A600-340 Airbus A330-300 6 BOEING 777 FAMILY AIRBUS A380 Airbus A330-200 20 A320 F CARGO A200-330 CAPACITY: UP TO 412 RANGE: UP TO 15.000KM A6-XXX etihadcargo.400KM A6-XXX etihadcargo.com Airbus A319 2 200 777LR CARGO 747 CARGO Boeing 747-8F 1 A330 A320 787 FAMILLY A380 FAMILLY Boeing 747-400F 2 etihadcargo.com A350 Familly 200 777LR CARGO A200-330 F CARGO 200 747 CARGO 777LR CARGO A6-XXX etihadcargo.com A200-330 F CARGO RANGE: 9.800KG MAX PAYLOAD: 134.

and supplies cooked ready-to-eat food products to hotels and catering companies. its airline partners and other carriers. provides service staff. and entering joint venture partnerships covering a range of associated activities. Through its Food Services division. These services are provided 24 hours a day at Abu Dhabi International Airport. EAS Catering also manages a number of Etihad Airways staff restaurants. with customers including Etihad Airways. transportation and equipment maintenance services. Al Ain International Airport and Al Bateen Executive Airport. packing and loading of duty free items. and has a mandate to operate safely and profitably on a fully commercial basis. 22 . Subsidiaries and joint ventures Etihad Airways is owned by the government of Abu Dhabi. kitchen brigades and stewarding to the airline’s arrivals. Etihad Airways has maximised its efficiency and supported its core airline operations by acquiring or establishing complementary subsidiary businesses. Among the services offered by EAS Catering are food and beverage uplift. and provision of food storage. preparation and provision of catering equipment and onboard linen and blankets. Etihad Airport Services – Catering is among the top ten largest inflight catering facilities in the world by output volume. bus transfer gates and Terminal 1 lounges.

that is to develop and train Emirati nationals in the aviation industry. The core focus of EFC is the supply of a dedicated workforce of pilots for Etihad Airways. The first batch of Alitalia cadets arrived in 2015. The creation of the college also meets one of the primary core initiatives of Etihad Airways. In 2015. its airline equity partners. 23 . the Flight College admitted 57 UAE nationals and 35 international Cadet Pilots.Etihad Flight College (EFC) is a wholly-owned subsidiary of Etihad Airways. cementing Etihad Airways’ commitment to its equity partnerships. and third-party organisations. and saw a 94 per cent pass rate.

the Etihad Airways Medical Centre. Training Academy and simulator building at Etihad Headquarters. this centre will be developed into a global revenue accounting business. and operates a dedicated revenue accounting Centre of Excellence in Al Ain. which comprises commercial and residential facilities.Global Business Service Solutions is a wholly-owned subsidiary of Etihad Airways. and a number of retail tenancies. The primary asset is the Abraaj Towers development. . In addition to serving Etihad Airways. known as Etihad Plaza. the Etihad Airways Nursery for children of employees. The primary assets are the Etihad Headquarters building. Aldar Etihad Investment Properties LLC was established in January 2008 as a 50:50 joint venture between Etihad Airways and Aldar Properties. company housing occupied by Etihad Airways. offering a range of services that will bring cost savings and operational efficiencies to airlines including equity and commercial partners. The revenue accounting centre will deliver global best practices and proven techniques in order to optimise results and refocus airline employees on core business activities. Aldar Etihad Development LLC was established in December 2012 as a 50:50 joint venture between Etihad Airways and Aldar Properties.

requirements. secure door-to-door road services throughout the UAE. and secure door-to-door international air transport with Etihad Airways. Abu Dhabi. majority share. In line with the requirements of of airlines which hold a stake in Universal Air Travel local legislation. Universal Air Travel Plan Armaguard Valuables is a global corporate travel payment network that Management LLC facilitates payments by corporate customers. with the primary asset being the Al Noor office tower (Etihad Airways Centre). and services include secure vaulted storage facilities. previously known as services and supports government business travel Gulf Aircraft Maintenance Company (GAMCO). In March 2008. Etihad Airways acquired a Travel Management Company (TMC) which 51 per cent stake in Amadeus Gulf from Abu Dhabi provides a comprehensive suite of travel-related Aircraft Technologies (ADAT). with Linfox-Armaguard holding a 49 per cent minority share. Etihad Airways holds a 51 per cent Plan. Its principal activities are the provision of Global Distribution System (GDS) Hala Travel Management (HTM) services and associated technology to support the was established in 2011 as a joint venture between sales. the third largest travel and tourism entities in the UAE. Etihad Airways is one of a number and Etihad Airways.Aldar Etihad First Investment Properties LLC was established in December 2012 as a 50:50 joint venture between Etihad Airways and Aldar Properties. was established in 2012 through a joint venture and provides important links with the corporate agreement between Linfox-Armaguard Australia travel market. and tourism industry. located at Al Raha Beach. Bahrain and travel company in the world. The office building meets Etihad Airways’ immediate office space Amadeus Gulf LLC requirements and will also accommodate the new is a technology-solution provider for the travel Etihad Airways Training Academy. and is the only active member in the UAE. marketing and distribution needs of various Etihad Airways and BCD Travel. The principal business activities of Armaguard Valuables Management LLC lie in the precious and vulnerable cargo sectors. HTM is a consultative Oman. 25 .

efficiency and productivity gains. � The first A-checks completed on Boeing 787 and Airbus A380 aircraft. including: � The highest Technical Dispatch Reliability (TDR) figure in the history of Etihad Airways. repair and overhaul (MRO) services provider in the Middle East. � Etihad Airways Technical Training obtaining full GCAA/EASA approvals on all Etihad aircraft types. 2015 was the first full year of operations of Etihad Airways Engineering. The year also saw many notable highlights. the organisation offers line. Etihad Airways Etihad Airways Engineering is the leading commercial aircraft maintenance. advanced composite repair. � Approval as a European Aviation Safety Agency (EASA) Design Organisation (Part 21J) – the first MRO in the Middle East to achieve this. following the acquisition of the non-engine divisions of Abu Dhabi Aircraft Technologies LLC (ADAT) from Mubadala Development Company in 2014. light and heavy maintenance services. Financial performance was strong in 2015. with Etihad Airways Engineering recording a profit through stringent cost control. 26 . including design. Engineering As a subsidiary of Etihad Airways. cabin refurbishment and component services from its state-of-the-art facility adjacent to Abu Dhabi International Airport.

In recognition of its many achievements. the department delivered aircraft onto the Air Seychelles register. the Etihad Airways Technical Training team panel of judges recognised the consistently high of time engineers spend with an aircraft and to received full approval from EASA and GCAA for standard of MRO services provided to Etihad Airways. The painting hangar has an advanced rates were agreed with third party suppliers. 27 . CPAC will be rolled out in 2016.000 square metres. both as partners and as customers to for painting resulted in significant savings for the Etihad Airways Engineering. on behalf of a major international flag carrier which is a third-party client. trim and aircraft docking system which can be customised finish. were undertaken on Jet Airways’ B737 and A330 The Airframe Services team also completed the first aircraft and also for a B777 leased to Etihad Airways. seat count was increased through additional Cabin reconfiguration and refurbishment activities economy class seating. one A320 and six A321s to its fleet. from 4. B787 C-check ever undertaken in the Middle East. including a new livery. the Technical training Airways Engineering was named Aviation Business Centralised Planning and Control (CPAC) facility In addition to the delivery of regulatory training MRO Provider of the Year in 2015. conducted the first A-checks on the aircraft in times measures on the B777-200LR fleet. upgrades in 2015. Further improvements in types. and connectivity installation. Etihad Coordinating all activities in the MRO area. Etihad Airways to serve different types of aircraft and increases Entry into service and fleet Engineering carried out this work on the existing the area dedicated to painting at Etihad Airways modification Alitalia wide-body fleet and two new A330 aircraft. Following the introduction of the Airbus A380 season was undertaken. partner organisations helped to develop strong Conversion of a hangar to a dedicated facility reducing costs compared to outsourcing. In addition. Dispatch Reliability of 99. Connectivity installations were also completed for Airbus A380 in December 2014.41 per cent in 2015. For the B787 training courses. Equity partners average. support Etihad Airways’ B777 double-daily operation. Engineering by 150 per cent. Etihad Airways Engineering and Boeing 787 Dreamliner aircraft types by In support of improving route profitability and also completed the transfer of A320 and A330 Etihad Airways in late 2014/early 2015. 865 courses were delivered. A network of line stations continued to support maintenance to staff and to third parties. The airline also added aircraft from airberlin and Air Serbia. the Light revenue generation. The division delivered strong average Technical while also subsidising their cost through third-party totalling more than 27. and the strongest monthly performance The Manila station in the Philippines was opened to Secondment of key personnel into equity ever in May at 99. The A340 fleet’s comparable to best industry performance. Working closely with Etihad Airways’ equity partners. Etihad Airways received the Airbus Top Operational Excellence Award for Airbus A330 and Line maintenance This approval allows the delivery of training on B787 Airbus A340 aircraft types. four additional A380s entered into service in 2015. leading to greater unique capability in the Middle East and another first improvements in efficiency.000 man-days of training. airline’s new ‘Facets of Abu Dhabi’ livery introduction duplication of stations was avoided and preferential Alitalia launched a new brand identity and product programme.2 per cent on revenues. for the region. this represents a around the world. During Etihad Airways’ aircraft when away from Abu Dhabi the course of the year. airberlin’s heavy Base maintenance maintenance programme for the winter 2015/2016 four B787 aircraft.000 square Following the launch of the first Etihad Airways metres to 10. ending the Maintenance section of Etihad Airways Engineering additional seat capacity and weight saving previous lease arrangement. An independent was launched in 2015 to improve the amount courses. with the strongest summer figures of 99. relationships. provide management with even greater clarity on training courses on all Etihad Airways’ aircraft fleet its equity partners and third party customers from day-to-day operations.55 per cent.

28 . The four programmes are: data driven and personalised experiences for its members. Air Seychelles and relevance of the loyalty programmes by adding Etihad Regional partners that members value. also operates for A key component of the strategy is to expand the Air Serbia. total programme members increased by 15 per cent versus 2014 to a total of 16.9 million people. all of which technology continued to provide the four loyalty have enjoyed significant growth since coming progammes with a robust. also further into people’s everyday lives. Global Loyalty Company LLC The Global Loyalty Company (GLC) was established A number of areas of investment are underway to develop a world-class loyalty and marketing to drive continuing and rapid growth of the business that supports the growth of airline programmes and the revenues they generate for members and creates a highly profitable ancillary the airlines. Adding non- provided to airberlin’s subsidiary NIKI aviation partners is crucial to ensuring growth in � Jet Airways’ Jet Privilege programme (50. � Etihad Guest (100 per cent owned by Etihad Airways). attracting strong consumer brands as new lifestyle partners and � airberlin’s topbonus programme (70 per expanding the footprint of loyalty programmes cent shareholding by Etihad Airways). shared-services model.1 member bases that continuously feed potential new travellers to the airlines. Mileage accrual increased by 27 per cent to more than 50 billion miles. New Customer Relationship Management (CRM) GLC manages four loyalty programmes. with more than a third of the total accrued through non-flight related partners. per cent shareholding by Etihad Airways) � Alitalia’s MilleMiglia programme (75 per cent shareholding by Etihad Airways) In 2015. business. efficient common under the management of GLC and leveraging its platform on which to offer more compelling.

000+ new Etihad Guests in 2015 29 . 27 In 2015. As part of a strategy to enlist broader lifestyle organisations. as well as a major 160 launch with Flybuys in Australia. representing an average of almost 70.000 members. which also supports the loyalty programmes of Air Seychelles. marketing and data analytics capabilities. Etihad Guest redemptions rose 20 per cent as a result of making more redemption seats available to the most popular destinations. further non-aviation partners were more than added.Etihad Guest Etihad Guest is the award-winning loyalty programme of Etihad Airways. Al Jaber Optical in the GCC region. including 27 airline partners. Etihad Guest continued to innovate. Air Serbia and Etihad Regional. 70. Etihad Guest had members in more than 160 airline countries. TRYANO. which gave the countries programme exposure to six million households in Australia and accelerated growth in a key market. investing to strengthen its CRM. Member engagement was a key focus. and enjoyed the support of more than 172 partners partners. These included Porsche UAE.000 guests each month. 800. it had increased by more than 800. particularly in meeting demand for redemptions. to provide guests with more personalised and relevant content.000 new guests each month 172 Etihad Guest achieved substantial growth in 2015 through organic expansion and the contributions of its growing number of airline and non-airline partners. partners By year end. and by working closely on the selection of products available in the online Reward Shop.

a key business strategy which to migrate from the current PROS Revenue focuses on five areas. and drive value. An agreement was improving operational efficiencies through reached with Cognizant to provide support and automation. the next generation Digital Guest Experience. reduce transportation costs. and delivery of the solution. we signed experience as we reduced call waiting times an agreement with CIRTA Electro Mechanical and and offered new service capabilities while also Maintenance to develop customised software for delivering cost savings and operational efficiencies. we collaborated with Cognizant to support the design Our new Crew Briefing Centre was delivered. Management application to the PROS cloud solution. We also extended the core capabilities experience. contain costs. efficiencies and partners Alitalia and airberlin which already use guest experience. Embracing technology and innovation Technology plays a critical and growing role for Core airline services Etihad Airways. delivering significant financial and Digital guest innovation business benefits through a common cloud As part of a programme to redefine the guest platform. aligning with equity enhancements improving revenue. improve efficiency. partnership with BT. In 2015. including the introduction of an deliver projects on our web platform. industry-first Crew Briefing Centre Management System iPad application – improving real-time We also virtualised our main contact centres allocation and on-time performance. 30 . we announced a partnership with of our Sabre Airline Solutions passenger Adobe to deliver the Adobe Marketing Cloud and services system. To accelerate the delivery of equity partners. we signed an agreement with PROS 20/20 Flight Plan. not only to support the airline’s We identified opportunities for technology global expansion and help maximise revenue standardisation across Etihad Airways and its opportunities. the airline’s cabin crew transport system. while driving alignment across Adobe technology. This led to an improved guest and lower fuel usage and CO2 emissions. To drive and migrated all subsidiaries to the solution in further efficiencies. and delivered more than 135 Creative Cloud solutions. but also to improve efficiency and equity partners to reduce cost. our focus was on delivering the Etihad In 2015.

operations We embarked on long-term projects to improve baggage and cargo processes. 31 . Visibility and Sourcing and Supplier Information Management modules. The new application was targeted at to support the delivery of SYNERGY. integrated Treasury and Risk Management system thereby reducing costs and. we announced a 10-year strategic service was used as a cost-effective and accurate agreement with IBM worth approximately US $700 way to track guest baggage from check-in to million for Infrastructure. we implemented SAP ARIBA Spend external audiences. improving eDevice giving them the ability to transition from processes and efficiencies.We also enhanced our training management We also implemented a new cloud-based system with remote pilot training capability. as well as the SAP SuccessFactors cloud-based recruitment solution. develop world-class Cargo at Abu Dhabi International Airport. including an IBM investment in Abu Dhabi provide a baggage management application with with the building of a new cloud data centre. A group-wide Strategic Relationship Agreement In collaboration with Okta. the user access for cloud and mobile services. Over 100 per cent visibility of bags in our network. manage and secure savings and efficiencies. we introduced organisation. We used Luggage Logistics to services. SAP Enterprise Resource Planning (ERP) application to simplify core business processes and to increase As a vehicle for driving change and supporting the efficiency. reducing cost and delivering Enabling capabilities efficiencies. a corporate improving standardisation. Further modules will follow in 2016. Operations and Security destination airport. infrastructure and improve efficiency. Innotas. giving us full visibility of the Corporate services performance and management of our project We announced a partnership with Accenture portfolio. to deploy a common MRO platform implementation of a cloud-based security solution across all equity partners that will drive cost enabling us to authenticate. The the 10-year period. the partnership will deliver more Hermes Cargo Handling System was implemented than US $300 million in net benefits and allow us to to automate end-to-end cargo handling for Etihad enhance our guest experience. we began was signed. Infrastructure. We delivered a new portfolio management application. paper to next generation mobile solutions. deploying the and efficiency. a formal communications function to deliver communications across Etihad Airways and During 2015. quality of delivery business transformation programme. all pilots were issued with an solution for Hala Travel Management. flexibility and effectiveness across the Etihad 20/20 Flight Plan message. as part of the digital and introduced a new back office and accounting cockpit strategy. Additionally. SITA’s Bag Journey and security In October 2015. Engineering IT helpdesk migrated to the Etihad Global Service Centre.

Middle East and Africa region in October 2015 by LinkedIn. 32 . Our people We constantly strive to be an employer of choice and demonstrated this further in 2015 through a continuous commitment to UAE national sourcing and development. Our commitment was recognised when we were named as 20th Most Attractive Employer in the Europe. the strengthening of a winning culture. and further initiatives to provide care and support to our employees.

airline as managers. and ground service agents. technical including Sales and engineers. Finance and HR. before the graduates joined the commercial departments. Sales. 40% The airline also celebrated the graduation of 280 UAE nationals from the development programmes 500 of managerial staff are UAE at a formal ceremony with the President and Chief Emirati women joined the nationals Executive Officer. These programmes cover specialist functions such as Cadet Pilots. Marketing Total UAE nationals employed 3. Technology and Innovation. A separate Foundation Programme produces talent for entry level jobs that include administrative roles and ground service agents at Abu Dhabi International Airport. second officers. including Airport Operations. Marketing.700 Emirati employees participated in development programmes at our Learning Centre during 2015.UAE national 29% of total workforce sourcing and 1. The programmes have been designed to offer talented Emiratis the opportunity to develop their careers in aviation management and prepare them to become the leaders of the future. Technical Engineers. and Graduate Managers working in diverse fields.000+ 33 .200 are UAE nationals UAE national joiners 100 development UAE nationals on international assignments 1.

174 41 100.000 97% Butlers trained for Cabin Crew hired of guest feedback for the flagship A380 Cabin Crew was positive Residence with a practical placement at The Savoy hotel in London 34 .000 260 Captains and new Cadet Pilots applications for new Flying Nannies First Officers completed the cadet Cabin Crew roles trained with Norland joined programme College 36 2.

Teams evaluated themselves against the its aviation clinic during 2015. the Etihad Airways Medical Centre departments and levels. to support our workforce and help them lead rich Our Care by Etihad Airways team. creating a safe and relaxing all business units. was expanded in 2015. individuals. to strengthen and cultivate leadership skills across the business. This year. Additionally. Abu Dhabi and the IATA Airline Business Simulation. we opened the first We launched a Winning Strategy in Action We held a number of events. who look after We also leveraged the ability of top performers and healthy lifestyles. offer of the staff then took part in a Leadership in Action special offers in more than 400 locations across programme co-facilitated with New York University Abu Dhabi and in many hotels around the world. exclusively for programme across all divisions of the organisation external expert speakers. By volunteering to serve as Airways Medical Centre at Etihad Plaza. we continued to deliver tangible initiatives benefits to share with family and friends. the clinic delivers leading them to support strategic objectives and embed a healthcare to Etihad Airways’ employees. During 2015. be aware of illnesses Winning Behaviours are a set of behaviours which that might affect their health. our commitment to provide a world-class medical emergency response for its employees. across the company to act as Performance Staff have access to fitness centres and healthcare The team relocated to a purpose-built facility Champions by establishing a programme for facilities. iSave. as well as promoting a performance culture and to help define further ways of adding value to by ensuring alignment of objectives across all the organisation. including the purpose-built Etihad in Etihad Plaza. Staffed by nearly Winning Behaviours to show how they had used 30 medical experts. conducted a number of health and wellness days to encourage staff to stay fit. and fingerprinting. The corporate discount scheme. we also Developing talent and improving launched a second ambulance service exclusively for Etihad Airways Engineering. This programme focused on familiarising Champion community together. its premises. convened to agree on how to deliver consistency cards. biometrics appointments. A number and the free Etihad Airways Entertainer book. and allow for early outline the standards expected from employees intervention and lifestyle changes. environment for staff. more than 120 individuals have first company in Abu Dhabi to provide full visa Building a winning culture with quickly helped to drive ownership of performance medical services for new joiners and staff within ‘Winning Behaviours’ by the business. hosting internal and onsite Emirates ID office in the UAE. which identified benefits. As part of winning culture throughout the organisation. Services available in 2015. The members include application for and renewal of Emirates ID management with the airline’s Strategy Map. sources of knowledge and role models regarding the healthcare facility allowed us to become the performance. our Pilots and Cabin Crew. performance We focused on developing our top talents in 2015. and what they need to demonstrate in order to be successful in their roles and careers at Etihad Etihad Airways Medical Services also expanded Airways. key strengths and development areas.Caring for our people Staff are also entitled to excellent staff travel investment in developing and nurturing talented In 2015. Staff continued to benefit from an excellent by organising a leadership assessment programme and ever-increasing range of lifestyle and travel managed by an external provider. to bring the Performance staff and their family members. This is an unprecedented level of 35 .

areas such as sales. Alitalia. costing thousands services for customers. marketing and training. This is the seventh largest grouping of airlines in the world. mutual network and schedule development efficiencies and productivity gains. while also increasing the choice and quality of would decline or even fail. Major savings are also achieved to Etihad’s strategy of growth through partnership through joint procurement of capital equipment. and Swiss-based Darwin specifically through cost savings and productivity Airline. Etihad Airways and partner airlines by supporting partner airlines with capital. ground handling. expertise. in airberlin. Virgin Australia. aircraft cross-utilisation and maintenance of common Minority equity investments in other airlines are key aircraft types. of direct and indirect jobs and diminishing competition. and carries 119. more stable and sustainable businesses. 36 . strengthening carriers which. enabling the airline to expand its global network by professional services and catering. furnishings and fuel to insurance.1 million passengers Resource sharing and cooperation allows Etihad to a network of more than 343 unduplicated Airways and its equity partners to reduce costs in destinations on a combined fleet of 720 aircraft. and collaboration. Air Seychelles. creating and major efficiency initiatives. resources and networks of Through collaborative growth and by leveraging existing airlines in key markets. improvements which would otherwise be achieved only through a merger or takeover. It is also key in stronger. together can achieve significant savings. not control. trading as Etihad Regional. services and supplies ranging from aircraft cabin The equity partnership strategy creates scale. leveraging structures. Equity investments Etihad Airways holds minority equity investments As distinct from a pure commercial arrangement. Jet equity partnerships allow for deeper cooperation. without assistance. Airways. Air Serbia. while reciprocating synergies.

Size of investment Alitalia 49% Air Seychelles 40% Jet Airways 24% Etihad Regional 33.21% Virgin Australia 20.94% Air Serbia 49% 37 .3% airberlin 29.

38 .

a brand that brings together like-minded airlines to offer customers more choice through improved networks and schedules and enhanced frequent flyer benefits.Etihad Airways Partners Etihad Airways. leveraging economies of scale and operating synergies between participating airlines to improve efficiencies and reduce costs for all. Air Serbia. The partnership offers significant opportunities for deeper cooperation. along with airberlin. Jet Airways and NIKI. 39 . also participates in Etihad Airways Partners. Alitalia. Etihad Regional. The partnership strategy is pro-competition and pro-consumer. Air Seychelles.

Sustainability Our sustainability strategy aims to balance our social impact and environmental footprint with the growth of the airline. In line with this. 40 . we focus our sustainability initiatives around our ‘Together’ framework and its four pillars.

we reduced initiatives located within our network. per employee. with a distance of 11. which identified Abu Dhabi’s potential to previous year. this roadmap outlines a People are at the heart of our business. As well as supporting In May. Specific measures included reducing relationships with suppliers who shared our values. flight’ on a Boeing 787 between Abu Dhabi and excess baggage.000. roadmap. DC. responding to the disaster through the donation In collaboration with Boeing. expedient taxi routes and runways. 4. and hosted an SME workshop in promote the protection of wildlife and their fragile February to bring together 170 local participants natural habitats. we paid special attention to carbon emissions. we took of arts and culture.Growing Together kilometres). Supporting small yet impactful local We also continued promoting Abu Dhabi as a hub a new staff campaign on water saving. from the previous year. we developed a new Code of Ethical economic contribution to our home of Abu Dhabi. All our new and existing As part of our efforts to develop the UAE national unimpeded climb and descent paths. We are committed to making the best possible the use of the onboard auxiliary power unit. and productivity. we also saw an overall reduction in waste in our tonnes of excess baggage to charitable causes. we continuously sought to build programme – in the UAE. Bangladesh and Kenya. we in April. the entrepreneurship in the UAE. we provided support to staff. Optimal use suppliers were required to agree to it as part of workforce. in August we launched a three-year of these fuel and emissions-saving techniques the supplier contract to state their commitment to partnership with the Emirates Foundation in – as well as continuous monitoring of weather doing business ethically. comprehensive framework for a commercially constantly strive to be a responsible business viable UAE biofuel supply chain for the aviation and employer. social development and We also made great progress in improving our collaboration. Working Together of tickets. utilising As a first step. we conducted a fuel-optimised ‘perfect our staff’s individual efforts through the provision of community on sustainability. offices of nine per cent. Giving Together to present innovative business ideas for potential Community engagement.204 tonnes of waste from aircraft operations Humanitarian relief forms a core part of this pillar. As well as our commitment to our As well as working hard at their day jobs.700 kilograms of As the UAE flag carrier. the route. per employee since 2014. Fiction and many local heritage programmes such improving recycling practices and reducing waste donating 265 air tickets. through our sponsorship of water consumption at our head offices by 29 per advantage of our resources to help make a initiatives such as the International Prize for Arabic cent. cargo and an employee fundraising Takreer and Total. Through strategy. (one of our longest routes at 13 To reflect our vision for working within a sustainable under iVolunteer – a corporate volunteering hours and 32 minutes.100 litres of fuel and 10. compared to the same aircraft Exhibiting our commitment to an environmentally Abu Dhabi and UAE-based suppliers. By difference to the communities in which we operate. We awarded flying a normal flight plan. the Masdar Institute. June saw the launch of the BIOjet Abu Dhabi recycled – a growth of over 200 tonnes from the In response to the powerful Nepal earthquake. we of our staff donate their time to volunteer with also sought to engaged with the broader business causes that matter to them. conscious supply chain. a sustainable garden was US $8 million to local small and medium-sized constructed by staff volunteers at the head office enterprises (SMEs) and initiatives of the Khalifa Enhancing our animal protection policies. We also made regular using animal products on our flights and signed an garden was populated with climate appropriate site visits to suppliers’ facilities to build capacity agreement with the Born Free Foundation to help plants. responsibly and within support of youth development programmes.000 supply chain. conditions – saved an estimated eight minutes on the law. disaster relief are key aspects of our sustainability environmental credentials at our facilities. guests and charities produce aviation biofuel locally and sustainably. many of which are indigenous to the region. Using recycled items sourced from within Fund. 41 . hundreds industry. ten tonnes of cargo and 17 as the Sheikh Zayed Heritage Festival. we also organised staff missions Washington. staff’s wellness and professional development. Greener Together and 2. and we campaign which garnered over US $73. a national programme investing in local announced a ban on carrying hunting trophies the company such as tyres and glass bottles. and conducting Purchasing and Supply.

was the perfect voice and face for our story. It amassed 5. as well as active community engagement using the #Reimagined hashtag. A reimagined brand Following the launches of new aircraft. It was supported by a paid-media campaign in key markets. The TVC was shot on board our new flagship Airbus A380 and in locations around the world. The campaign. livery and uniforms at the end of 2014. It offered the world a glimpse of our reimagined cabins. This campaign brought our unique brand and service ethos to life on film. embodying worldly sophistication and elegance. in print and on digital channels. was our first collaboration with a major A-list movie star and was aired on television in seven countries as well as on social media.1 million video views on YouTube. which introduced the slogan ‘Flying Reimagined’. we premiered a new television commercial (TVC) as part of a global advertising campaign featuring Nicole Kidman in March 2015. as a globally respected artist. 42 . uniforms and aircraft which had been inspired by some of the world’s most remarkable travel experiences. Nicole Kidman.

which took place under the theme of ‘Feeding the Planet. while children were entertained in a Kids Area. including Italy’s Gabriele Rubini. using cutting-edge technology and large interactive screens. We worked with well-known popular singer Meehad Hamad to record an original song and collaborated with other Emirati artists for original lyrics. packed with interactive games. An Imagination Lounge hosted more than 350 hours of cooking demonstrations by celebrity guest chefs. EXPO Milano 2015 Etihad Airways joined forces with Alitalia for the Alitalia Etihad Airways Pavilion at EXPO Milano. an augmented reality experience. and a 360° Collective Map with Oculus Rift technology. music and direction of a music video. Two fully operational flight simulators allowed visitors to test their piloting skills. The campaign was called Hayyakum Fi Darkum (Welcome To The Home We Share) and included a four-minute music video celebrating what it means to be Emirati in today’s UAE. The airlines’ two-storey pavilion included a Social Hub. with a multimedia experience around the theme of ‘Connecting the World Journey’. famously known as Chef Rubio.Hayyakum Fi Darkum Later in 2015. and the UAE’s Chef Khulood Atiq. 43 . we launched a bespoke advertising campaign for audiences in the UAE. The airlines were the Official Global Carriers of Expo Milano. Energy for Life’ from May to October.

44 . The exhibition started a European tour at the Zürich Film Festival and then visited trade partners and key corporate accounts. the Verizon Center in Washington. DC and the Zürich Film Festival in Switzerland. This included agreements with Al Ittihad Football Club in Jeddah. as well as city squares across Switzerland. Spain and the Netherlands. Germany. In addition. our sponsorship activities ranged from sporting events to cultural patronage and continued to deliver significant benefits for us internationally. weighing 26 tonnes and carrying mock-ups of the airline’s Airbus A380 and Boeing 787 cabins and seats. Mobile Exhibition September saw the launch of a new mobile exhibition – a 17-metre long truck. It attended major travel and luxury exhibitions. a number of new partnerships were established in strategically important markets. Our flagship sponsorships of Manchester City Football Club and the Formula 1 Etihad Airways Abu Dhabi Grand Prix gave us further global brand exposure in almost all territories. These partnerships helped build new levels of awareness and engagement with audiences in these cities and countries. France. Sponsorships In 2015. Italy.

Serbia. the GAA Hurling All Ireland Senior Championship and New York City Football Club continued to support the brand in other international markets. The joint activation of sponsorship of Mumbai Indians with Jet Airways continued to drive revenue and brand messaging in India.Established partnerships such as the Etihad Stadium in Melbourne. Promotion of Etihad Airways Partners was another positive step in 2015. while Etihad Airways and Air Serbia worked together to deliver the Prince Paul’s Cup horseracing event in Zobnatica. New sponsorships in the UAE: � Al Ain Football Club � UAE Jiu-Jitsu Federation � Sheikh Zayed Heritage Festival � Abu Dhabi Tour cycling race 45 .

Executive Team 46 .

He currently serves as Vice departments and a member of the Board. James has been named as Vice President Marketing and Sales for Europe. airberlin in and Air Serbia. He was ranked in 2015 among the Top 25 Most Influential Executives in the business travel industry by Business Travel News. engineering. marketing. commercial. He has more than 30 years of travel and tourism he joined the executive management committee industry experience. operations and sales between 2011 and 2015. He received the Executive Leadership Award James is currently Vice Chairman of the Executive at the Airline Strategy Awards in 2013 and was Committee of the World Travel and Tourism Council inducted into The British Travel and Hospitality (WTTC) and a member of the International Industry Hall of Fame in 2014. where he held the position for four years. during 13 years in the directorship of various marketing. Air Transport Association (IATA) Board of Governors. Jet Airways. Aviation CEO of the Year by CEO Middle East Middle East and Africa in 1995. James Hogan was appointed President and He started his career in the aviation sector at Chief Executive Officer of Etihad Airways on Ansett Airways and subsequently held senior 10 September. James was appointed President and Chief Executive Officer of Gulf Air in 2002. Magazine and CAPA Airline Executive of the Year 2012. Hertz. James joined Gulf Air James Hogan from his position as Chief Executive of the Tesna President and Chief Executive Officer Consortium. leading the acquisition of in charge of cargo. He has overseen the development of the Abu Dhabi-based airline and was responsible for At BMI. 47 . equity stakes in eight airlines during the period handling. 2006. sales and operations divisions. Forte Hotels and Gulf Air. Chairman on the Boards of equity partners Alitalia. created with the aim of acquiring Ansett Airways. he left in 1998 to then return the following the creation and implementation of the unique year as Chief Operating Officer where he was equity alliance model. He is a fellow of the Royal Aeronautical Society. positions with British Midland International (BMI). At Hertz.

in addition to his career at KPMG before entering the airline implementing a fuel hedging programme. In holds a Bachelor of Business and a Master’s Degree addition to receiving numerous awards on behalf of in Business Administration from RMIT University in the Etihad Airways finance department. and to Group Chief Financial Officer and Wales (ICAEW) for 2013. industry. Mr Rigney Melbourne. repositioning the business member of airberlin. world. as Head of Corporate Strategy. and role in the team responsible for the creation and has oversight of these functions in the company’s implementation of the Project Falcon Programme wholly owned subsidiaries. Mr Rigney is responsible for finance. he played a leading supply chain and property at Etihad Airways. Air Serbia and Jet on a commercial platform. of Etihad Airways in October 2014. Airways. treasury. He began financing in excess of US $9 billion. Alitalia. Mr Rigney joined Etihad Airways from Gulf Air where. Mr Rigney has concluded positions within Australia’s Ansett Group. James Rigney was appointed to the position of Middle East Chief Financial Officer of the Year by Chief Financial Officer at Etihad Airways in the Institute of Chartered Accountants of England October 2006. Australia. Prior to joining Gulf Air in 2002. He is also a Board between 2003 and 2005. Mr Rigney held At the forefront of the 2007 financial restructuring a number of senior strategic and commercial of Etihad Airways. Mr Rigney is a chartered accountant and class reporting and strong corporate governance. He was named James Rigney Chief Financial Officer Australia 48 . received the award for ‘Excellence in Finance – Public Sector’ in the 2009 Middle East North Africa (MENA) Chief Financial Officer Awards and the Finance Strategy Award at the Airline business Airline Strategy Awards in 2012.

. to manage the airline’s global (HTM). he held a number of senior roles within the Swiss and Belgian aviation industries. a joint-venture company with BCD Travel commercial efforts during a period of rapid growth. Alitalia Loyalty SpA. global sales. TopBonus Ltd. Jet Privilege and brand management. management company Hala Travel Management (HTM). product and service Priv. topbonus. Peter Baumgartner Chief Commercial Officer Switzerland 49 . global contact centres. the airline’s international tour operating business Etihad Holidays. and digital. and the airline’s Global Loyalty Company (GLC) which is the holding company of the Etihad Guest. BV. and Co. Prior to joining Etihad Airways. including at Swiss International Airlines where he was responsible for marketing development and customer loyalty. operating as Etihad Regional – Switzerland. e-commerce Board of Global Loyalty LLC. Mr Baumgartner heads the commercial strategy Chairman of the Boards of Directors of Etihad and planning function. Jet Privilege and MilleMiglia loyalty programmes. Ltd. marketing Guest LLC. Peter Baumgartner joined Etihad Airways in Mr Baumgartner is Chairman of the Board April 2004 and was appointed Chief Commercial of Directors of Hala Travel Management LLC Officer in April 2009. its destination He holds a Swiss Federal Degree in management company Hala Abu Dhabi and travel Transportation Management.. and Member of the development. as well as Vice Chairman of Darwin Airline SA.

enhancing Etihad Airways’ reputation as He has led the creation of a strong People and an employer of choice across the globe. which is the largest represented nationality before going on to hold successive senior positions among 144 at Etihad Airways. Ulster Bank Group and the Intel Corporation in Europe and the USA. The People and Performance division and its initiatives were internationally recognised in Mr Gammell joined Etihad Airways in April 2009 2015 when the organisation was ranked 20th in from the Royal Bank of Scotland (RBS). engage’ Institute of Personnel Development and has a people strategy. deliver. develop. Performance division. where he LinkedIn’s top 100 in demand global employers was the Director of Human Resources for Europe and won four awards at the ADEAP Awards for and the Middle East regional markets. He is an HR professional with over 20 years’ contributing to a total Emirati workforce of over experience. Excellence. 3. beginning his career as an Army Officer. The sourcing and development of across Etihad Airways and its subsidiaries. engagement and development of all employees Emiratisation. in Royal Bank of Scotland. Mr Gammell leads Etihad Airways’ top HR priority. working across the business Mr Gammell is a chartered fellow of the Chartered to implement the ‘source. Master’s Degree in Organisational Development. Ray Gammell is responsible for the recruitment. Ray Gammell Chief People and Performance Officer Ireland 50 .000. talented UAE nationals is largely driven through 22 award-winning development programmes.

Utah. alliances. and aircraft acquisitions. Mr Knight holds a Bachelor of Science in Business Administration from Westminster College. he spent 17 years at United Airlines. Etihad Cargo also reports to him. He is responsible for overall corporate strategy and the development of the network. also overseeing pricing. including business development. strategic planning and operations. route and network planning. Mr Knight has more than 30 years’ experience in the airline industry. the last five as Senior Vice President Planning. Kevin Knight joined Etihad Airways as Chief Strategy and Planning Officer in March 2011. and an MBA from the University of Utah. Kevin Knight Chief Strategy and Planning Officer United States of America 51 . capacity and revenue management. Before joining Etihad Airways.

maintenance. including the airline’s emergency response and business continuity procedures. safety. airport operations. Captain Hill began his aviation career as a cadet pilot at British Airways in 1979. where he rose to the position of Director Flight Operations and finally Director Operations. guest services. crew training. He spent 20 years with bmi British Midland. aviation security. quality. Captain Richard Hill joined Etihad Airways in January 2007 and was appointed Chief Operations Officer in April 2009. Richard Hill Chief Operations Officer United Kingdom 52 . He is responsible for Etihad Airways’ flight operations. engineering.

Bruno Matheu joined Etihad Airways in December He has also served on the Boards of Air France. Amadeus. Mr Matheu brings to the group almost 30 years of senior management experience in the global aviation industry. Equity Partners France 53 . the past two decades with Air France-KLM. Bruno Matheu Chief Operating Officer. after provide strategic leadership for partners in which graduating from École Centrale Paris. network. revenues and cost synergies between Transports Aeriens (UTA). and privately-owned independent airline in France. at the time the largest Etihad Airways and its equity partner airlines. He most recently served as Chief Long Haul Officer at Air France. Alitalia and the global distribution company. Etihad Airways has management responsibility. Equity Partners. He is responsible for strategy to optimise business Mr Matheu started his career at Union de performance. marketing and revenue management operations. 2014 in the new role of Chief Operating Officer. and prior to that held senior executive roles across the airline’s commercial.

operations. Premier IT 100. key multinational organisations in North America. security. with budgetary responsibility of US $500 million in operating expenses. systems design Information Week’s Innovation 500. infrastructure and enterprise planning and architecture. Robert Webb was appointed in August 2014 as As Chief Information Officer at Equifax. He also held a number of CIO positions at General Mr Webb has held executive positions in several Electric including Global Commercial Finance. agenda. Global Consumer Finance and GE Energy Services. he directed the first Chief Technology and Innovation Officer. and US $100 Mr Webb has been recognised in Computer World’s million in capital investments. Asia and Europe. Robert Webb Chief Innovation and Technology Officer Canada 54 . information security. and innovation. IT strategy and led a technology-enabled growth responsible for all aspects of technology strategy. He was CIO at Hilton Worldwide where he held He received his undergraduate degree from the global responsibility for technology systems University of Western Ontario. technology from the European School of Management in Paris. leading the company to be listed third in infrastructure. and holds an MBA strategy.

Mr Callaghan spent Counsel and Company Secretary in May 2009. in European and International Law from Vrije At Ryanair. Jim Callaghan General Counsel and Company Secretary Ireland 55 . airport contracts. Jim Callaghan became Etihad Airways’ General Before joining Ryanair in 2000. Ryanair Ltd. and commercial litigation. as Company Secretary from the University of Pittsburgh and a Master’s and Director of Legal and Regulatory Affairs. up the airline’s legal function and for corporate governance and liasing with the Board. several years at international law firms in the United States and in Brussels. Mr Callaghan was responsible for setting Universiteit in Brussels. trademarks. consumer law. He holds a Juris Doctorate Previously. he spent nine years at Europe’s largest and a Master’s in Public and International Affairs low cost carrier. advertising standards. He actively manages a suite of ongoing regulatory and legal issues relating to competition law.

where the airline also collected the ‘Airline of the Year’ award. ‘World’s Leading Airline – Inflight Entertainment’ and ‘World’s Leading Cabin Crew’. Etihad Airways’ President and Chief Executive Officer. Etihad Cargo was voted as ‘Cargo Airline of the Year’ at two different awards ceremonies. We concluded the year by becoming Air Transport World’s ‘Airline of the Year’ and by retaining the title of ‘World’s Leading Airline’ for the seventh consecutive year at the World Travel Awards 2015. recognising Etihad Guest. the multi-airline loyalty programme. was awarded ‘CEO of the Year’ at the Aviation 100 Awards in 2015. Also in 2015. We also won ‘World’s Leading Airline – First Class’. Awards Etihad Airways celebrated another year of success with major regional and global awards for product and service. and ‘Airline with Best Frequent Flyer Program’ at the Business Traveller Middle East Awards. the title of ‘Best Elite Program’ was received at the prestigious Freddie Awards in the US. James Hogan. its subsidiaries and its people in 2015. Etihad Airways celebrated another year of success TOTAL56 Awards 56 . the World Air Cargo Awards and the Air Transport News Awards.

com � Best First Class � Best First Class � Best Long Haul Airline Airfinance Journal Deal of the Year Awards � Mergers & Acquisitions Deal of the Year SimpliFlying Awards � Best Overall Airline. Middle East ADEAP Awards for Excellence � Best Employee – Technical Aviation Business Awards � Excellent Entity in Human Resources Development � MRO Service Provider of the Year.First Class Business Traveller Middle East Awards The Aviation 100 Awards � Airline with Best Frequent Flyer Program � Airline of the Year � Best Airport Lounge in the Middle East � CEO of the Year Freddie Awards Travel Trade Gazette � Best Elite Program (Etihad Guest) � Airline of the Year � Best Affinity Credit Card (ADIB Etihad Guest Card) Ultratravel Middle East Awards (ULTRAs) AirlineRatings.Inflight Entertainment � World’s Leading Cabin Crew Air Transport News Awards � Cargo Airline of the Year World Travel Awards Middle East � Middle East’s Leading Airline Supply Chain and Transport Awards � Middle East’s Leading Cabin Crew � Air Cargo Operator of the Year � Middle East’s Leading Airline .First Class � Cargo Airline of the Year � World’s Leading Airline .Awards won by Etihad Airways during 2015 included: Air Transport World Awards MENA HR Excellence Awards � Airline of the Year � Nationalisation Initiative of the Year � HR Professional of the Year World Travel Awards � World’s Leading Airline (seventh consecutive year) World Air Cargo Awards � World’s Leading Airline . � Excellent Entity in Risk Management & Sustainable Business Middle East � Outstanding Internal Improvement 57 .