Building the Future

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FOR A SUSTAINABLE FUTURE
Building the Future
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HH Sheikh Khalifa bin Zayed Al Nahyan
President of the UAE and the Ruler of Abu Dhabi
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HH General Sheikh Mohamed bin Zayed Al Nahyan
Crown Prince of Abu Dhabi and Deputy Supreme
Commander of the Armed Forces of the UAE
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ETIHAD AIRWAYS
BOARD OF DIRECTORS
HH Sheikh Hamed bin Zayed Al Nahyan (Chairman)
HH Sheikh Khaled bin Zayed Al Nahyan (Vice Chairman)
HE Mohammed Mubarak Fadel Al Mazrouei
HE Ahmed Ali Al Sayegh
HE Mubarak Hamad Al Muhairi
HE Hamad Abdullah Al Shamsi
HE Khalifa Sultan Al Suwaidi
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REPORTING PARAMETERS
Etihad Airway’s Corporate Social Responsibility report provides
information on the airline’s sustainability efforts for the calendar year
2013, beginning January 1 and ending December 31.
The report is published annually in English and Arabic and covers the
four elements of our sustainability framework – the environment, the
workplace, the community and our charitable enterprises – collectively
referred to as ‘TOGETHER’.
For more information about this report or about Etihad Airways’ CSR
activities, please contact us at CSRetihad@etihad.ae.
ETIHAD AIRPORT SERVICES
In early 2013, Etihad Airways acquired three entities from the Abu Dhabi
Airports Company. The three companies, formally Abu Dhabi Airport
Services (ADAS), Abu Dhabi In-Flight Catering (ADIFC) and Abu Dhabi
Cargo Company (ADCC), have been renamed as Etihad Airport Services.
This report provides some coverage of the activities of these entities,
with more comprehensive reporting planned for 2014.
The activities of the airline’s equity alliances, joint ventures and other
subsidiaries are not included in the details of this report.
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FROM OUR PRESIDENT AND
CHIEF EXECUTIVE OFFICER
As one of the world’s fastest-growing companies, we
strive to ensure our performance each year is better
than the last. This was certainly the case in 2013, when
Etihad Airways’ record passenger and cargo volumes
led to total revenues of US$6.1 billion, resulting in our
third consecutive year of net profit, up 48 per cent
year-on-year to US$62 million.
The impressive results, which coincided with our
10th anniversary, were testament to the success
of Etihad Airways’ strategy, based on the three
fundamental pillars of organic growth, codeshare
partnerships and equity investments in other
airlines.
It is essential that such growth is achieved in a
responsible manner and remains aligned with our
sustainability vision, which incorporates the needs of
our people, the communities in which we operate, and
our planet. We must also deliver on our mandate to
operate a safe airline that is best-in-class, profitable
and supports the economic development of our
home, Abu Dhabi.
At the close of 2013, Etihad Airways employed more
than 13,535 people within the core airline, an increase
of 27 per cent over the previous year. Almost 1,500
employees within the core airline alone are UAE
nationals, 17 per cent more than 2012.
I am proud to report that, on the back of this
success, our graduate manager program has been
developed to reflect the growth of our equity alliance
partnerships. Following the program’s extension to Air
Seychelles in 2011, last year we also included Air Serbia
graduates.
Supporting our employees is very important to Etihad
Airways. Our ‘MyEy’ employee survey has already
indicated that the vast majority of staff are proud to
be part of Etihad Airways and last year we focused on
areas of improvement including management training
and communication.
‘Our business continues
to grow and this needs to
be done sustainably.’
Also as part of our CSR efforts in 2013, we worked
successfully with the global airline community to
influence the International Civil Aviation Organization
President and Chief Executive Officer
- James Hogan,
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(ICAO) Assembly debate on emissions management.
Governments across the world need to understand
the importance of a collaborative approach and
recognise that the continuation of unilateral schemes,
such as the European Union’s Emission Trading
Scheme, could jeopardise progress towards a globally
applied scheme.
Etihad Airways also acknowledges the significance
of biofuels as a means to further decouple aviation
growth from emissions and their importance in
meeting the industry’s emissions reduction goals.
We continue to support the Masdar Institute-led
Sustainable Bioenergy Research Consortium and are
committed to further action in this area in 2014.
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Other high priority activities last year included the
provision of much-needed humanitarian aid to Syrian
refugees. Etihad Airways arranged for 40,000 blankets
to be distributed to refugee camps and later in 2013,
we took a group of staff and other volunteers to
distribute further aid.
Our guests shared this commitment to charitable
initiatives, with members of the Etihad Guest loyalty
program donating 34 million miles, worth US$317
thousand, to worthy causes last year.
Etihad Airways’ CSR efforts are reviewed and driven
by our Sustainability Advisory Board, which includes
a number of CSR experts from Europe, the Far East
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and Central Asia, as well as the UAE. A materiality
assessment process was initiated in early 2013 to
prioritise issues based on business and stakeholder
expectations.
With Etihad Airways’ rapid global expansion we must
be prepared for the sustainability challenges that lie
ahead. We must ensure our activities are conducted
in a way that supports and protects the environment
and the communities in which we operate.
James Hogan
President and Chief Executive Officer
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CORPORATE GOVERNANCE
Government of Abu Dhabi
Board of Directors
Articles of Association
Executive Committee of the Board
Audit Committee
Manual of Authority
External Audit
Contracts Manual
Internal Audit
Management
Abu Dhabi
Accountability Authority
Tender Board
Commercial Mandate
Corporate governance is rigorously enforced
in line with the Manual of Authority through
carefully defined structures and processes.
The Manual of Authority outlines authority
limits delegated by the Board to the Executive
Committee, the executive team, management
and staff in order to run the company’s affairs
and operations.
The organisational structure ensures
transparent reporting and necessary checks
and balances. Various layers of shareholder,
management and regulatory oversight ensure
continuous performance review against
corporate strategic objectives and external
standards.
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ETHICS AND COMPLIANCE
Bribery and Corruption
Fraud
Etihad Airways is committed to doing business
ethically, responsibly and in compliance with local
laws and has a zero tolerance towards bribery and
corruption. The Ethics Committee is responsible for
setting policy and overseeing the implementation of
the airlines anti-corruption program. All employees
are required to undergo anti-bribery and corruption
training, and are encouraged to report corruption
related concerns using a confidential global
reporting line (Ethics Line).
Fraud is a significant problem for any large
organisation and costs global businesses billions
of dollars each year. Etihad Airways is committed
to preventing fraud and has in place a global
fraud control policy and fraud prevention and
detection program that is also overseen by the
Ethics Committee. The airline is fully committed to
taking robust action against instances of internal
and external fraud and involves law enforcement
agencies where possible. Etihad Airways reports
all instances of fraud to the Abu Dhabi
Accountability Authority in keeping with UAE
Law Number 14 of 2008.
We will not do business with companies that engage
in corruption and will take strong action (including
prosecution) against employees who are found to
have engaged in such practices. The airline also
actively conducts anti-corruption due diligence on
prospective investment targets and is also in the
process of developing a due diligence program to
help reduce corruption risk presented by suppliers
and agents engaged by Etihad Airways.
There is also a commitment to comply with
global competition laws and the airline has put
in place a robust compliance program including
training to help employees avoid anti-competitive
conduct.
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SUSTAINABILITY
Vision
To be recognised as a sustainable airline that operates to the highest standards of safety, with integrity and
transparency.
Mission
Sustainability will be at the core of our business, integrated into our day-to-day operations and practices,
and embedded in every layer of business thinking, planning and execution.
Objectives
>> Drive individual and corporate awareness of the necessity of living and working sustainably
>> Develop capability and capacity in Etihad Airways to manage the ongoing sustainability agenda
>> Meaningfully and regularly consult with and engage all our stakeholders at the hub and across
the network:
• to ascertain their expectations and needs, and • implement initiatives that show a genuine commitment to meet those expectations
>> Set and manage meaningful targets to improve our sustainability performance continuously based on
globally identified criteria, our shareholder mandate and stakeholder expectations
>> Create tools and initiatives that allow our core stakeholders to participate in the range of our activities
and initiatives
>> Measure and report honestly and transparently our performance in identified and material criteria
>> Promote our activities through the full range of traditional and new communications channels and in
effective reporting
>> Continue to align Etihad Airways’ sustainability policy and activities with the objectives in the Abu Dhabi
Plan 2030
What does sustainability
mean to us?
>> Sustained profitability
>> Highest level of safety for
employees and guests
>> Maintaining a talented and
healthy workforce
>> Supporting communities in
which we operate
>> Protecting our environment
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MATERIALITY
To be effective, the airline needs to focus and
prioritise those issues that are important not only to
the business but also to the community and other
stakeholders.
During 2013 Etihad Airways started a process to
assess the most significant social, environmental,
economic and governance issues from the
perspective of our business and key stakeholder
groups. The aim of this materiality assessment was
to review the areas where Etihad’s sustainability
resources are currently focused and to provide
direction for a more strategic approach going
forward. This formed part of the agenda for the
internal CSR Committee.
To help determine the most significant issues from
a broader stakeholder perspective, the Stakeholder
Advisory Board (SAB) meets with twice every year
and consists of a number of senior employees
from across the business, including representatives
from corporate affairs, HR, corporate strategy,
risk and advisory services, treasury, international
affairs, procurement and supply management, and
environmental affairs.
Four external stakeholders sit on our SAB from
the National Bank of Abu Dhabi, Magic Bus (a
community-focused charity), CSR Asia and an
independent UK-based consultant. The group
was presented with a long list of sustainability
issues identified through a review of our business,
industry frameworks, the Abu Dhabi Vision 2030
and reporting by a selection of our peers. Initial
prioritising was undertaken by considering the
potential impacts on cost, revenue, compliance and
reputation, and from a stakeholder perspective,
where relevant.
The resulting data will be used to rank the issues
from highest to lowest significance from the
perspective of the business and stakeholders, and
as a basis to inform internal discussions, ongoing
stakeholder engagement and strategy decisions.
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TOGETHER
The reporting of annual CSR initiatives is aligned with our four-part communications and reporting framework, known as ‘TOGETHER’.
Supports the growth and economic
development of Abu Dhabi in line with
the Abu Dhabi Plan 2030.
Key Achievements
• Quantified growth of the business
and sustained profitability
• Increasing the UAE national
workforce
• Supporting and promoting Arabic
culture internationally
Encompasses investment in the
training, development and wellbeing
of its multicultural workforce of more
than 17,500 employees from over 140
nationalities.
Embodies Etihad Airways’
commitment to working with its
industry partners, suppliers and
customers to manage and minimise
the environmental impact of the
Key Achievements
• Extending the UAE national training
program, including collaboration with schools and colleges
• Responding to the staff opinion
survey with management effectiveness workshops
• Commitment to staff wellness through preventive medical care
• Ensuring safety remains our number one priority
airline’s operations.
Key Achievements
• Since 2006, the airline has achieved a 24 per cent reduction in emissions per passenger kilometre across the passenger fleet
• Fuel Optimisation Week to highlight
and encourage fuel saving
measures
• Continued support for aviation
biofuels development
• Reduced water use at main airline
facilities
Encompasses Etihad Airways’
charitable giving programs to
nominated charities across the
network.
Key Achievements
• Supporting UAE communities and local traditions
• Providing humanitarian support with a focus on the Philippines
and Syria
• Over 34 million miles donated by our loyalty members to charity
and humanitarian aid programs
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MANDATE
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Etihad Airways was established in 2003 by Government decree as the national airline
of the UAE. The mandate tasks the airline’s management with three key tasks;
>> The establishment of a commercially viable business entity
>> The creation of an award-winning, best in class airline; and
>> The development of the airline to enable and drive the Abu Dhabi 2030 Plan.
COMMERCIALLY
VIABLE
Profitable and sustainable
Strong governance
Global network
Strategic equity and codeshare partnerships
>> Integrated business model
>>
>>
>>
>>
BEST AIRLINE
>> Safety certified by IOSA and GCAA
>> Operational excellence
>> Best in class
>> Flagship carrier for
Abu Dhabi
ABU DHABI 2030
ENABLER
>>
>>
>>
>>
>>
Economic contribution
Abu Dhabi suppliers
Excellence in governance
Future leadership program
National workforce
Whilst there remains a significant reliance on oil revenue in Abu Dhabi, Etihad
Airways, through the implementation of its mandate, has ensured its support
of diversified economic development of the UAE and Abu Dhabi and in
particular the development of tourism and trade in the Emirate.
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OUR GROWTH
To support the economic and social development
of the UAE, the airline continued to grow in 2013, as
reflected in the growth of its aircraft fleet, passenger
and cargo volumes and workforce.
The Etihad Airways fleet increased by 19 aircraft, from
70 to 89 aircraft, with the addition of 16 passenger
aircraft and three freighters, including two Boeing 747s.
The airline carried 11.5 million passengers in 2013, 12 per
cent more than the 10.3 million flown in 2012.
EUROPEAN NETWORK
MAP KEY
Etihad Airways Destinations
Codeshare Partner Destinations
AUSTRALIA / NEW ZEALAND
Revenue Passenger Kilometres (RPKs) – representing
passenger journeys and influenced by journey length
- increased by 16 per cent to 55.5 billion (47.7 billion),
while Available Seat Kilometres (ASKs) – representing
capacity - grew by 17 per cent to 71.1 billion (61 billion).
Cargo volumes increased by a solid 32 per cent to
486,753 tonnes, reflecting increased belly capacity
available on additional passenger flights and
expanded operations with freighters.
A key measure of the airline’s continued growth was
an increase in employee numbers, with staff numbers
in the core airline rising to 13,535, 27 per cent higher
than the 10,656 in 2012.
In addition, the acquisition of the three businesses
from Abu Dhabi Airports Company, covering ground
handling, catering and cargo added over 4,000 more
employees to the group, taking total staff numbers to
17,593 from over 140 nationalities.
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Supporting the economic
growth of Abu Dhabi
The Etihad Airways group of companies contributed
a total of US$15.6 billion to Abu Dhabi’s GDP in 2013.
This represents 12.8 per cent of the non-oil GDP of
the Emirate. The Group supported 181,852 jobs in
total, or 11.9 per cent of non-oil jobs, supporting
Abu Dhabi’s commitment to diversify its economy
beyond the oil industry.
The economic contribution is classified into four
key areas: direct (within Etihad Airways), indirect
(suppliers to Etihad Airways), induced (spending
of direct and indirect employees) and catalytic
(impacts on other industries).
Direct economic contribution:
The airline contributed US$3.2 billion to Abu Dhabi’s
GDP in 2013.
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Indirect economic contribution:
Etihad Airways made an indirect economic
contribution of US$1.7 billion and supported an
additional 23,373 jobs in 2013 through expenditure
including fuel purchases, maintenance and repair,
airport rental and landing fees, marketing, advertising,
IT ventures and communications.
Induced economic contribution:
An induced GDP contribution of US$2.6 billion and
22,296 additional jobs can be attributed to money
spent during 2013 by employees of Etihad Airways and
its suppliers.
Catalytic economic contribution:
Etihad Airways played an important role in improving
air links between Abu Dhabi and the rest of the global
economy, and the airline’s expanding network was
a key factor in encouraging businesses to invest in
the Emirate and the UAE. These activities provided a
catalytic economic contribution of nearly US$9 billion,
and supported nearly 118,484 jobs.
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“Aviation’s role as a catalyst
for economic growth has
never been clearer. Aviation is
a critical link to facilitate trade
with those economies that are
expanding.”
Tony Tyler,
Director General and Chief Executive Officer, IATA
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BUILDING A NATIONAL WORKFORCE
Emiratisation is a strategic initiative in Etihad Airways
and forms part of the organisation’s mandate to
support the Abu Dhabi 2030 Plan. A specific target of
33 per cent UAE national workforce by 2017 has been
agreed with the Crown Prince of Abu Dhabi and is
tracked and reported on a regular basis.
The core airline employed 1,468 UAE nationals by the
end of 2013, 17 per cent more than 2012, with schemes
for cadet pilots, engineers and graduate managers
helping to extend the reach for UAE nationals
throughout the business. UAE national employment
plans are based on the business needs as evidenced
by the airline’s most significant Emiratisation
initiatives: the establishment of the all-female,
all-Emirati contact centre in 2011. The initiative
aligned the two objectives of business growth and
Emiratisation by creating this call centre rather than
expanding existing facilities.
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SUPPORTING A GROWING
TOURISM INDUSTRY
The Al Ain Contact Centre
Etihad Airways continued to be a key contributor to the
development and growth of tourism in the UAE in 2013,
carrying 11.5 million passengers through its hub in Abu
Dhabi, and supporting the capital with sponsorship and
marketing investments around the world.
These figures reaffirm the economic development
strategy outlined in the Abu Dhabi Plan 2030, in which
aviation is recognised as a critical industry and a
fundamental driver of global economic growth.
The all-Emirati female contact centre commenced
operations in early 2011 and by the end of 2013
it was close to employing 200 agents and
managers.
The contact centre in Al Ain, within the Emirate
of Abu Dhabi, not only provides culturally sensitive
surroundings for an important sector of the growing
local community, it also offers the opportunity
for continued training and promotion for the
contact centre agents. Since its inception 56 ladies
have been promoted internally within the centre
to floor assistants and team leaders, performance
managers, business support staff and trainers.
Mahra Salem Al Ahbibi – the
global contact centres agent of
the year
For six months out of 12 in 2013 Mahra was the top
performing sales agent at the Al Ain Contact Centre.
This accolade allows Mahra to have a say in choosing
her shift pattern and gives her weekends off.
Mahra joined the centre in early 2011 and
immediately felt at home in the all-women work
environment. She consistently generates the highest
revenue and has developed a great rapport with the
guests who deal with her.
COMMUNITY SPONSORSHIP AND SUPPORT
Efforts continued throughout 2013 to leverage the
sponsorship opportunities to support community
events within the UAE and across the Etihad Airways
network.
Manchester City soccer schools
International sports sponsorship plays a central role
in the global marketing strategy of the airline and
also provides a positive channel for local community
engagement.
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from this activity.
In the Seychelles, Patrick Vieira, the legendary
player and Manchester City Football Club Football
Development Executive, accompanied the team of
coaches to the Seychelles. He led a series of football
clinics to 1,000 local children aged seven to 16 from
500 schools.
Supporting junior rugby
In Abu Dhabi the airline supported the UAE’s premier
Junior Rugby Tournament which brings over 2,000
participants from the UAE and wider GCC region.
Etihad Airways was for seven years the title sponsor
of the Harlequins Rugby Football Club’s ‘Curtain
Raiser Cup’. This involves the participation of over
600 children from rugby clubs in the Greater London
area.
Raise the bar
One of the community projects that Etihad supports
is ‘Raise the bar’. This incentive program offers
EURO10, 000 to the hurling club that submits the best
application as to how these funds will be used to
support the growth of the sport of hurling.
Following the same model, Etihad Airways worked
with the Soccer School to replicate this success in
both India and the Seychelles.
Bollywood stars Ranbir Kapoor and Abishek
Bachchan supported the event in Mumbai and
Baichung Bhutia supported the activities in Delhi.
Altogether 800 children were involved and benefitted
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Etihad Airways extends its sporting support to Ireland
through the sponsorship of the GAA Hurling.
In early 2013, the Manchester City Soccer Schools
program was run in Abu Dhabi, Dubai and Al Ain,
providing coaching to over 800 children in 12 schools.
In India, Etihad Airways collaborated with Jet
Airways and with Magic Bus, a non-governmental
organisation that uses sports-based activities to
create positive social change and improve the lives
of youth in marginalised areas of India.
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As
part of the sponsorship of the Harlequins rugby clubs
in the UK and in the UAE, Etihad Airways supports
annual junior tournaments in both
Abu Dhabi and London.
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EXTENDING THE REACH
Essential to supporting the growth and development
of the UAE is supporting international events to
promote Arabic culture. Etihad Airways engaged in a
number of events and initiatives in 2013.
Mosaic International
Leadership Programme
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Mosaic is an initiative founded by HRH The Prince of
Wales in 2007.
The Mosaic International Leadership Program begins
with a residential summit that reaches 80 young
people from 16 countries, with the following aims:
>> Develop leadership ability and an aspiration to be
agent of change;
>> Develop understanding of key global issues and
inspire positive thinking to address; and
>> Equip delegates to become an active and positive
part of their community.
In 2013 the two week Summit was held in the UK,
with Etihad providing 57 airline tickets to support
this event. The international delegates convene
for intensive leadership skills training and to hear
from high profile speakers on global issues such as
poverty, sustainability and cultural understanding.
Australian Arab Emerging
Women Leaders Dialogue
This dialogue-focused event in 2013 served to bring
together women leaders from diverse backgrounds,
who are making significant contributions to their
emerging communities. The women from countries
including Egypt, Morocco, Lebanon, Jordan, Iraq,
Libya, the UAE and Saudi Arabia all occupy positions
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of leadership in areas such as the media, human
rights, politics, NGOs, business, film-making and
medicine.
Etihad Airways supported this dialogue by providing
the travel for key delegates to Australia from the
Middle East and North Africa region.
Arab Film Festival Australia
To assist in the connection of Arab culture in other
regions of the world, Etihad Airways continued its
sponsorship of the Arab Film Festival Australia for the
sixth year.
With a tour of Sydney, Canberra and Melbourne, the
program showcased diverse stories from the Arab
world with screenings of 11 high-quality films by Arab
filmmakers countries including Algeria, Australia,
Bahrain, Egypt, Iraq, Jordan, Lebanon, Morocco,
Palestine and Saudi Arabia.
International Prize for
Arabic Fiction
The International Prize for Arabic Fiction (IPAF) is one
of the most prestigious and important literary prizes
in the Arab world.
Its aim is to reward excellence in contemporary
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Arabic creative writing and to encourage the
readership of high quality Arabic literature
internationally through the translation and
publication of winning and shortlisted novels in
other major languages.
To support this event, Etihad provided tickets to
the shortlisted writers and the judges to attend
the event in Abu Dhabi.
Edge of Arabia
Edge of Arabia was founded by British artist
Stephen Stapleton and Saudi artists Ahmed
Mater and Abdulnasser Gharem in the mountains
of South Western Saudi Arabia. What began as
an unlikely friendship and artistic collaboration
is now an internationally recognised platform
for dialogue and exchange between the
Middle East and western world. As a non-profit
social enterprise, Edge of Arabia is committed
to reaching new audiences and improving
understanding through free exhibitions,
publications and public programming.
This collaboration was supported by Etihad
Airways through airline tickets for the artists.
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The core business had 13,535 employees at the end of 2013, up 27 per cent on the
10,656 at the end of 2012.
With the acquisition of the Etihad Airport Services (EAS) entities, the total at the
end of 2013 was 17, 593.
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UAE NATIONAL TRAINING
PROGRAMS
In 2013, 901 UAE nationals were on training programs provided by Etihad
Airways, or as part of supported school or college programs.
Within the airline, these programs include cadet pilot programs, engineering,
IT, Operations, Finance, Sales and HR programs.
Our hub location and the international nature of the aviation business creates
a wide cultural diversity. At the end of 2013, Etihad Airways employed over 140
nationalities.
HR Program
Finance Program
Bringing the right people into the business, and providing training, mentoring and
other support services to enable our employees to carry out their duties to the
best of their ability is essential to ensure the successful sustainable growth of the
airline.
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IT Development Program
76
48
55
Sales Program
Airport Operations Program
Guest Service Agent
200
50
High School Cadets
13
43
TRAINING
PROGRAMS
65
Corporate Trainees
38
Bachelor’s Degree Cadets
153
Second Officers
103
Graduate Managers
120
First Officers
Trainee Engineers
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Shehab Al Shehhi – our first emirati aviation engineer to obtain
the airbus 320 authorisation certificate
Shehab’s training began in Australia in 2007 with
an intensive two-year training program in aircraft
mechanical engineering. Several years of on-thejob training back in Abu Dhabi followed and led to
Shehab’s obtaining all the qualifications needed to
certify an A320 aircraft for service.
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ETIHAD AIRWAYS HIGHER COLLEGES OF
TECHNOLOGY CENTRE
FOR EDUCATION AND
PROFESSIONAL
DEVELOPMENT
In collaboration with the Higher Colleges of Technology
(HCT) in Abu Dhabi, Etihad Airways supports a training
program specifically for UAE nationals to improve their
English language capabilities.
A typical day
An early shift for Shehab starts at 5.30am at
Abu Dhabi International Airport and covers the
first peak period of the day. Once assigned to his
first aircraft, he prepares the tools, equipment and
manuals required before making his way to the
aircraft.
Commencing in 2013, this program provides English
language teaching and other basic employability
training including computer literacy and customer
skills. In 2013, 27 UAE nationals joined this program and
many more are expected to join in 2014.
First Shehab conducts an external check of
the aircraft, whilst the arriving passengers are
disembarking. During this time Shehab will talk
directly through his headset with the cockpit crew
that has just flown the aircraft into Abu Dhabi, to
identify any engineering issues that need to be
addressed.
Shehab will then board the aircraft to confirm and
clarify the issues reported by and logged by the crew
during the previous flight.
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Each situation is different, but in most cases any
engineering issues are quickly and effectively
resolved, the paperwork is completed and Shehab
certifies the aircraft ready for its next flight.
“We are once again collaborating
with the Higher Colleges of
Technology to develop the
capabilities, expertise and
knowledge of young UAE nationals
wishing to build a career in the
aviation industry.”
Ray Gammell, Etihad Airways’ Chief People and
Performance Officer
INTRODUCTION
GROWING TOGETHER
WORKING TOGETHER
GREENER TOGETHER
GIVING TOGETHER
CONTENTS
On the move - graduate managers from airport and sales programs
Rashed Ahmad
Manchester
“It’s been almost six months since I came to
Manchester and I have never been happier in my
life! I love working here, the team is very helpful and
most importantly I have a very supportive Airport
Manager.”
Marwa Abdulla
Dűsseldorf
“My assignment in Dűsseldorf demonstrates to the
world that Etihad Airways is truly the national airline
of the UAE. Initially the main challenge was the
language barrier, but I have been able to prove that
I am capable of performing my operational duties
and tasks despite that barrier.”
Mohammed Al Falasi
Kuwait
“The Sales team here is very welcoming and helpful
and they received me warmly as a new member of
the Etihad Kuwait family. I’m looking forward to an
interesting and productive 11 months ahead.”
Raya Al Kaabi
Tokyo
“I’ve been learning a lot from my team members.
It’s encouraging to work in such a motivating
environment.”
Ali Al Falahi
Doha
“Every day is a new experience in Doha. The market
here is rich and challenging and with the right tools
we can achieve success.”
Amel Al Barout
Athens
“Yasas from Greece! Arriving in Athens at the
beginning of winter was a new experience for me
after the hot weather in Abu Dhabi. It’s a pleasure
to be part of the active, enthusiastic and energetic
sales team in Athens.”
INTRODUCTION
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GREENER TOGETHER
OMANI AND MOROCCAN RECRUITMENT
As part of our extended reach, the Omani and
Moroccan recruitment program continued in 2013.
Etihad Airways hosted 40 recruitment events in Oman
in 2013 and employed 184 Omanis over the course of
the year, bringing the total to 444.
The Etihad Airways’ Omani recruitment campaign
won the Recruitment Program of the Year Award
at the Middle East HR Excellence Awards.
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CONTENTS
Finance welcomes
Omani nationals
In Morocco, 40 recruitment events supported
the recruitment of 187 Moroccan nationals into
the business in 2013 to bring the total to 366.
The Finance Department has welcomed Omani
nationals into its team as part of the airline’s
extensive recruitment drive in Oman. The new Omani
employees have taken up positions ranging from
cashiers to more senior officer positions.
Ali Al Abrawi, one of the new joiners, said: “Working
in the Financial Reporting department has been
both challenging and enjoyable. I am constantly
confronted with new tasks that I have to tackle
and new skills that I have to gain. “I look forward to
building my career in such a challenging environment
and consider myself lucky to be part of an
organisation which is expanding rapidly and building
a solid image for itself in the market.”
INTRODUCTION
GROWING TOGETHER
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EXTENDING THE
GRADUATE MANAGER PROGRAM TO EQUITY PARTNERS
In 2011, the airline’s graduate manager program for
UAE nationals was extended to graduates from Air
Seychelles. In 2013 the program was extended further
to include those from Air Serbia.
This initiative is intended to develop young Seychellois
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CONTENTS
GAUGING EMPLOYEE
OPINION
and Serbs, to prepare them as effective managers
within their respective airline’s leadership team, and
ultimately play a key role in the future growth.
Eight Serbs joined the program’s first intake in 2013
and have been seconded to Etihad Airways where
they will experience formal classroom learning and
hands-on experience in a global high performing
organisation.
This program will be further developed in 2014, with a
plan to recruit at least 20 more graduates from Serbia
and the Seychelles.
A company-wide opinion survey, ‘MyEY’, was
undertaken in late 2012, with the results analysed
and acted upon throughout 2013.
Two thirds of the employees within the business
responded to the survey and 93 per cent indicated
they were proud to be a part of the Etihad Airways
workforce. In addition, 92 per cent indicated that they
would be willing to go beyond normal requirements
to help Etihad Airways succeed.
Three areas for improvement were identified;
improvement of managerial skills, employee
recognition mechanisms and internal
communication. These were addressed through HRled initiatives in 2013.
INTRODUCTION
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MANAGEMENT EFFECTIVENESS
WORKSHOPS
GREENER TOGETHER
participants agreeing or strongly agreeing that it was
worthwhile.
A total of 98 per cent of participants rated their
facilitator as effective, citing the use of internal
line managers as adding meaningful context and
credibility.
In addition, the program won the Gulf Cooperation
Council (GCC) HR Excellence Award for ‘Leadership
Program of the Year’ in 2013.
Workshops were held to develop more than 1,200
people managers in 20 countries.
Launched in 2013 in response to the MyEY employee
opinion survey, the workshops were designed
to bolster managerial skills by providing a solid
foundation in the fundamentals of effective people
management.
A strong emphasis was placed on the importance of
coaching, feedback, objective-setting, meeting
effectiveness, and an overview of people processes.
Feedback from managers across the globe was
overwhelmingly positive, with 95 per cent of
RECOGNITION AND REWARD
To assist in managing and rewarding performance,
Etihad Airways uses the iAchieve program to review
employees’ progress and identify staff for promotion
to larger roles.
Performance-based salary increases were used in
2013 to recognise achievement, and 30 per cent of
management roles during the year were filled by
internal candidates.
To further recognise a ‘can do’ attitude amongst
the staff, and building on the MyEy feedback from
employees, the global ‘Shukran’ scheme was
introduced to recognise outstanding performance in
the key values of Etihad Airways.
GIVING TOGETHER
CONTENTS
Shukan Awards
‘Shukran’ - Arabic for ‘thank you’ – recognised 2000
employees in 2013. This program, developed following
the results of the MyEy survey, encourages managers
to nominate other employees for special recognition.
“I was delighted
to receive a
Shukran for my
efforts. It
really made me feel like my
contributions were appreciated
and pushed me to go the extra
mile. It made me feel a part of
the Etihad family in my first few
months here.”
Verica Bogdanovic,
Office Coordinator, Belgrade
INTRODUCTION
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WORKING TOGETHER
GREENER TOGETHER
GIVING TOGETHER
CONTENTS
EMPLOYEE WELLNESS
As well as providing access to extensive healthcare
facilities in the event of illness, the airline is also
committed to preventive health care, which includes
quarterly wellness days at Etihad Airways facilities
throughout 2013.
The first of these in 2013 focused on men’s health
issues, with over 180 staff attending this event.
Experts were on hand as a wide range of medical
and health issues were examined and staff received
free individual assessments such as blood sugar,
cholesterol checks, blood pressure and body mass
index measurements.
The second was focused on the female employees
with the theme ‘good health begins with good
choices’. The event considered a wide range of
medical and health issues and offered free health
and fitness assessments, as well as information on
exercise and diet.
As the temperature and humidity rose during the
summer months, the third wellness day of the year
provided information on staying healthy during the
hot summer months. Fitness was assessed through
weight and body measurements, followed by advice
on how to set and achieve goals through diet,
exercise and massage.
Record numbers of visitors turned out for the final
wellness day of the day, with over 500 staff attending
the winter-themed event. This again provided free
health advice, focused on a range of medical and
health issues, including cardiovascular, metabolic,
eye, and respiratory disorders.
INTRODUCTION
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GREENER TOGETHER
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CONTENTS
SAFETY MANAGEMENT
Safety, our priority
The safety management
system
At Etihad Airways safety has the highest priority
and receives the primary focus of our attention,
from passengers in their seats to staff members
in their workplaces. This principle is at the heart of
our business, and is a core value across the entire
organisation. The statement of commitment,
policy and procedures are outlined in the airline’s
Corporate Safety & Quality Policy which supports the
requirement for a company-wide Safety Management
System and helps to embed safety in our working
procedures and processes.
A Safety Management System (SMS) encompasses
the policies, responsibilities and processes required for
a structured approach to managing safety risk to an
acceptable level. An embedded safety culture provides
the foundation, supporting the four pillars of our SMS.
THE SAFETY MANAGEMENT SYSTEM
PILLAR ONE
PILLAR TWO
PILLAR THREE
PILLAR FOUR
Safety Policies
Safety policies define the
value of safety in the overall
business and performance
framework of the organisation.
Risk Management
Risk management enables us
to identify hazards associated
with our operations, analyse
and assess the risks
associated with those hazards,
and to implement controls, to
prevent future accidents and
incidents.
Safety Assurance
Safety assurance is a coordinated
program of oversight and
planning around safety issues and
regulatory changes.
Safety Promotion
Safety promotion is the publication
of safety lessons and key messages
throughout the organisation,
training, seminars and conferences.
Exchange of safety issues is
encouraged and changes are
systematically made to improve
safety.
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Safety performance
measurement
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Regulatory oversight
Etihad Airways is subject to regular audits and
inspections by the General Civil Aviation Authority
(GCAA) and frequent inspections by civil aviation
authorities in all countries to which it operates.
Certifications
Etihad Airways maintains an IOSA certification (IATA
Operational Safety Audit) an internationally recognised
and accepted evaluation system designed to assess
the operational management and control systems
of an airline aiming to ensure safe operations. It
requires bi-annual audits to be conducted by approved
independent third party auditors.
The annual 2013 GCAA Base Inspection again
resulted in zero non-conformance findings in
connection with the company’s Safety Management
System.
Occupational Safety & Health Certification
In 2013 the Corporate Safety and Quality system was
re-certified to the OHSAS 18001:2007 certification
standard, the world’s most highly recognised
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CONTENTS
standard in this business area. The OHSAS 18001
provides a framework to control occupational safety
and health risks and supports the airline’s current
health and safety management system. Both are
geared to minimise risks to employees and others.
Etihad Airways currently maintains its Environmental
Health and Safety Management System approval
under the Abu Dhabi Environmental Health and Safety
Regulation, which requires annual audits to be conducted
by approved independent third party auditors.
INTRODUCTION
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WORKING TOGETHER
GREENER TOGETHER
GIVING TOGETHER
CONTENTS
INTRODUCTION
GROWING TOGETHER
WORKING TOGETHER
GREENER TOGETHER
GIVING TOGETHER
CONTENTS
GREENER TOGETHER
As an airline, we recognise our potential impact
on the environment and are committed to taking
responsibility towards reducing that impact.
One of the most significant issues relates to the
emissions of carbon dioxide (CO2) from our aircraft.
We need to reduce these emissions, recognising that
the benefits extend to reduced fuel consumption and
reducing our potential emissions liability. Ensuring
fuel efficiency across our fleet is a priority.
OUR CARBON FOOTPRINT
The carbon associated with the main activities of the
core business is calculated each year and reported
under Scopes 1, 2, and 3 in accordance with the
Greenhouse Gas Protocol.
This year we have expanded our Scope 3 reporting
with the inclusion of the transportation services
provided for our guests, specifically the chauffeur
driven services for First and Business Class passengers
and the coach services for passengers between Abu
Dhabi and Al Ain and Abu Dhabi and Dubai.
The nature of the business means that the operation
of our aircraft will always account for the majority of
CO2 emissions.
SCOPE 1
Aircraft
TOTAL USAGE
2,300,493,960
UNIT
CONVERSION FACTOR
TONNES
OF CARBON
DIOXIDE
% OF TOTAL
kg
3.15t CO2/t fuel
7,246,556,000
93%
Ground Vehicle (Petrol)
544,273
Litre
2.3kg CO2/litre
1,252
<0.1%
Ground Vehicle (Diesel)
1,813,375
Litre
2.7kg CO2/litre
4,896
0.1%
SCOPE 2
EY Complex Electricity
EY Plaza Electricity
1,888,435
kWh
0.700 kg CO2/kWh
1,322
<0.1%
871,896
kWh
0.700 kg CO2/kWh
610
<0.1%
0.1%
Total
2,760,331
EY Complex District Cooling Water
13,334,804
tonnes/hr
0.674 kg CO2/tonnes
8,988
2,864,920
tonnes/hr
0.674 kg CO2/tonnes
1,931
67,886
m3
15kg CO2 /m3
1,018
1959
m3
15kg CO2 /m3
29
kg
1 tonne CO2/tonne
815
14,280,000
Litre
2.7kg CO2/litre
38,556
224,640,000
Litre
2.3kg CO2/litre
516,672
TOTAL CO2 EMISSIONS
7,822,645
EY Plaza District Cooling Water
(residence incl)
Total
EY Complex potable water
EY Plaza potable water /
Commercial Area
Total
<0.1%
16,199,724
0.1%
<0.1%
69,845
SCOPE 3
Waste to Landfill
Etihad Coach Service ( Prime Limo)
Diesel
Etihad Chauffer Service (Audi 6)
Petrol
814,800
<0.1%
1%
6%
100.00%
INTRODUCTION
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REDUCING OUR
CARBON DEPENDENCE
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CONTENTS
Investment
The fuel efficiency of our aircraft is managed by the Fuel Saving Steering
Committee. This group brings together key business units including operations,
technical, finance and environment to identify and ensure accountability for a
dynamic list of fuel saving initiatives.
Investment, efficient flight paths, optimising operational procedures and
‘lightweighting’ are essential elements of a sustainable business strategy, to
ensure continued profitability as well as emissions reductions.
In 2013, Etihad Airways made substantial investments in new aircraft and
engines, taking possession of 19 additional aircraft. The airline’s fleet at 31
December comprised 89 Airbus and Boeing jets.
Etihad Airways signaled its long-term growth intentions when, in November
2013, it announced firm orders for 87 Airbus and 56 Boeing aircraft, with a total
of 56 options and purchase rights to support additional growth opportunities.
Continued investment in efficient aircraft and engines is a major contributor to
our annual efficiency improvements.
We have achieved a 24.5 per cent reduction in our carbon dioxide (CO2) emissions
since 2006 across our passenger fleet and a 14% improvement in our CO2 emissions
across our total fleet since 2008.
CO2 Emissions (Passanger Fleet)
CO2 Emissions (Total fleet)
gCO2/PK
TOTAL CO2 pax (tonnes)
7,000
gCO2/TK
TOTAL CO2 pax (tonnes)
8, 000
850
7,000
800
6, 000
75 0
5, 000
70 0
110
4,000
65 0
3,000
90
3 , 000
60 0
2 ,000
70
2, 000
550
1 70
6,00 0
1 50
5,000
1 30
4,000
50
1,0 0 0
2006
2007
2008
2 0 09
201 0
201 1
201 2
201 3
1 , 000
500
200 8
2009
2 0 10
2 0 11
2 0 12
2 0 13
INTRODUCTION
GROWING TOGETHER
WORKING TOGETHER
Effective and efficient routing
Etihad Airways continues to explore opportunities to
maximise fuel efficiency through sophisticated flight
planning techniques.
In 2013, the airline developed a new satellite-based
procedure, which can shorten the approach paths
of flights into its home base of Abu Dhabi by up to 16
kilometres, substantially reducing fuel consumption,
carbon emissions and noise of its aircraft descending
into Abu Dhabi.
With more than 100 flights each day into the city,
Etihad Airways has the potential to save up to 150
flight hours per month, equal to a fleet-wide fuel
saving of five million litres and a 12 million kilogram
reduction in CO2 emissions.
GREENER TOGETHER
Route optimisation
Every day, at 10.20am, Etihad Airways flight EY 151
departs Abu Dhabi, bound for the US city of Chicago.
This flight, one of the longest in the airline’s network,
is operated by a three-class Boeing 777-300ER seating
328 passengers.
Typically, a Boeing 777-300 following a “fixed route” will
take 14 hours and 30 minutes to fly between
Abu Dhabi and Chicago. This flight will consume
113,350 kilograms of fuel.
However, by optimising the Abu Dhabi – Chicago
route, Etihad Airways can shorten the journey by
GIVING TOGETHER
up to 20 minutes in each direction, reducing the
journey time to 14 hours, 10 minutes and cutting fuel
consumption in each direction by 2,308 kilograms,
or two per cent. This reduces CO2 emissions by 7,000
kilograms.
In a full year, this program would reduce the cost of
roundtrip flights between Abu Dhabi and Chicago by
more than US$3 million.
Extended across its entire network, and still
considering variables including weather and air traffic
delays, route optimisation offers substantial savings
to the airline and greater convenience to passengers.
A whole new approach to flight planning has also
been introduced, replacing fixed ‘company routes’
with a new strategy of optimised routes.
Each Etihad Airways flight is now planned using
software which assesses and selects the best of 1.5
million routes available worldwide, and takes into
account tailwinds and headwinds, the shortest flight
paths, and en-route fees.
The airline now optimises every flight on every route
in its network.
CONTENTS
FLIGHT EY151
ABU DHABI TO CHICAGO
CHICAGO
ABU DHABI
ROUTE
A
ROUTE
B
Fixed route
Fuel: 113,350 kilograms
Flight time: 14 hours, 30 minutes
Optimised route
Fuel: 111,042 kilograms
Flight time: 14 hours, 10 minutes
• Flight time: Up to 20 minutes shorter
• Fuel saving: 2,308 kilograms
• Carbon emissions reduction: 7,000 kilograms
• Annual saving US$3 million
INTRODUCTION
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GIVING TOGETHER
CONTENTS
Lightweighting
Following the transition in 2012 of nearly 3000
baggage and cargo containers to a lighter
more durable type for our aircraft, in 2013 the
replacement began for additional flight cargo units
that reduce the aircraft weight even further.
The original container replacements reduced
the weight on a wide body aircraft by about 200
kilograms, which amounted to savings of around
5,000 tonnes of CO2 in a year. The new Jettainer
cargo units resulted in a further 116 kilogram
reduction per flight and in fuel savings in 2013 of 340
tonnes and in a CO2 emission reduction of almost
1,100 tonnes. For 2014, with the full introduction, and
taking account of our fleet growth, the projected
reductions are estimated to be 4,000 tonnes of CO2.
The teams responsible within the airline for
aircraft interior product design take weight into
consideration when fitting or retrofitting the
interiors of new and existing aircraft.
Just one kilogram of additional weight a year across our fleet costs
over US$14,000
ETIHAD AIRWAYS
INTRODUCTION
GROWING TOGETHER
WORKING TOGETHER
GREENER TOGETHER
GIVING TOGETHER
CONTENTS
How we save fuel and reduce emissions
every minute of every day...
LET’S LOOK AT THE LONGEST ROUTE IN OUR NETWORK
Fuel optimisation week
1
Fuel optimisation week in September 2013
highlighted specific activities to reduce the
consumption of aircraft fuel, both on the ground and
in the air, while maintaining the airline’s high levels
of safety and comfort. Etihad Airways coordinated
its fuel optimisation efforts on a global scale during
an ultra-long haul flight from Abu Dhabi to São
Paulo, Brazil, the airline’s longest route. Working
with civil aviation authorities and air navigation
service providers along the entire flight of over 12,000
kilometres, Etihad Airways maximised the use of a
FUEL
OPTIMISATION
with
range of initiatives in reducing the use of fuel from
departure gate to arrival gate, including optimised
ground handling at both ends of the journey and
maximising efficiency opportunities in route and
altitude selection.
ETIHAD AIRWAYS
During the week, the airline also worked more closely
with various operational stakeholders, including civil
aviation authorities, air navigation service providers
and airport
ground
providers
to further
How we
save service
fuel and
reduce emissions
minute
of fuel
every
optimise theevery
efficient
use of
onday...
flights into and
2
3
4
5
6
7
FUEL
OPTIMISATION
with
2
3
4
5
6
au
SAUDI
ARABIA
CHAD
UAE
EY 191
AUH 08:30
UA
E
Qa
Ba
BRAZIL
Sa
Su
LET’S LOOK AT THE LONGEST ROUTE IN OUR NETWORK
1
2
3
4
5
6
7
BAHRAIN
QATAR
Distance:
Abu Dhabi – Sao
Paulo 6545 nautical
miles (12,122 kilometres)
Average flight time:
14hrs 26mins (August 2013)
SAUDI
ARABIA
CHAD
UAE
SUDAN
NIGERIA
EY 191
ud
Average fuel burn:
115,060 kilos, 147,500 litres
Ch
CO2
Average CO 2 Production :
362,400 kilos
Ni
Ca
iA
r
m
ge
er
ab
oo
ria
BR
ia
Potential savings on this route are
12-15 minutes or 96-120 nautical
miles (178-222 kilometres)
n
AZ
IL
AUH
DISTANCE FLOWN
Every minute of flight time saved
means burning 120 kilos/154 litres
less fuel and 380 kilos less CO 2
GRU
WHAT MAKES US ECO EFFICIENT
OUR PARTNERS
Etihad Airways works
with a wide range
of stakeholders,
including civil aviation
authorities, air traffic
controllers, airports
and ground service
providers to apply
as many fuel saving
ia
FLIGHT TIME
n
n
ad
ab
WHAT CAN BE OPTIMISED?
r
ai
da
Oil
GRU 16:35
ta
hr
Ar
Etihad Airways works
with a wide range
of stakeholders,
including civil aviation
authorities, air traffic
controllers, airports
and ground service
providers to apply
as many fuel saving
measures as possible
SUDAN
ETIHAD AIRWAYS
n
OUR PARTNERS
NIGERIA
CAMEROON
di
da
Ch
Average
fuel burn:
On the ground the
focus
was on working with ground
ad
115,060 kilos, 147,500 litres
Ca
m
er
handling servicesAverage
to further
reduce the use of the
oo
CO 2 Production :
Ni
n
ge
CO
2 362,400 kilos
onboard Auxiliary Power Units (APU). All of these B ria
RA
GRU 16:35
ZIL
procedures help reduce emissions.
Oil
BAHRAIN
QATAR
Distance:
Abu Dhabi – Sao
Paulo 6545 nautical
miles (12,122 kilometres)
UAE
Su
7
Average flight time:
14hrs 26mins (August 2013)
How we save fuel and reduce emissions
every minute of every day...
SAUDI
ARABIA
CHAD promoting the
out Average
of Abu
Dhabi. Examples include
flight time:
SUDAN
14hrs 26mins (August 2013)
NIGERIA
use of efficient continuous descent operations, as
EY 191
CAMEROON
well as the application of a specially
designed AUH
arrival
08:30
procedure (RNP-AR) which ensures an optimum U
AE
at
and more efficient flight track during approach Qand
ar
Ba
hr
landing
for the airline’s flights into its hub.
ai
BRAZIL
n
S
LET’S LOOK AT THE LONGEST ROUTE IN OUR NETWORK
1
BAHRAIN
QATAR
Distance:
Abu Dhabi – Sao
Paulo 6545 nautical
miles (12,122 kilometres)
IN THE AIR
Throughout a flight, the flight crew
try to apply a range of efficiency
techniques resulting in minimizing our
fuel burn and maximizing our efficiency
ON THE GROUND
providers to apply
as many fuel saving
measures as possible
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WHAT CAN BE OPTIMISED?
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CONTENTS
FLIGHT TIME
Potential savings on this route are
12-15 minutes or 96-120 nautical
miles (178-222 kilometres)
AUH
DISTANCE FLOWN
Every minute of flight time saved
means burning 120 kilos/154 litres
less fuel and 380 kilos less CO 2
GRU
WHAT MAKES US ECO EFFICIENT
IN THE AIR
Throughout a flight, the flight crew
try to apply a range of efficiency
techniques resulting in minimizing our
fuel burn and maximizing our efficiency
ON THE GROUND
We maximize the use of ground support
equipment in turn minimizing the use of aircraft
systems such as the auxiliary power unit (APU)
OUR FUEL FACTS
FUEL FACT
POWER FACT
Oil
The APUs in Etihad
aircraft will end up
burning in excess
of 30 million kilos
of fuel during 2013.
Improved airport
infrastructure will help
reduce our reliance on
these small engines to
power our aircraft and
provide the necessary
and adequate cooling
of our cabins
Oil
WEIGHT FACT
Reducing the weight of
each and every Etihad
aircraft by 1 kilo on every
flight during the year would
reduce fuel consumption
by 12,000 kilos, and would
reduce emissions by
almost 38,000 kilos
Etihad Airways will
burn in excess of 2
billion kilos of fuel
Oil
during 2013. This is
more than 2.5 billion
litres. A 1% reduction in
fuel consumption will
result in a 6.3 million ton
CO2 reduction.
The Fuel Efficiency Team
continuously looks for
initiatives which will help
to reduce consumption
and emission production,
and in this respect work
with internal and external
partners to facilitate
such optimisations
Every kilo counts!
SPECIFIC EXAMPLES OF FUEL SAVING INITIATIVES IN 2013
Managing pilot extra fuel
Education and building flight crew confidence in
pre-flight planning assessments has driven down
the average amount of discretionary fuel carried.
Compared to the same period in 2012, discretionary
fuel carriage was reduced by 74 per cent.
Saving: 1,407 tonnes fuel / 4,431 tonnes CO2
Fuel for taxiing out
Planned amounts of taxi-out fuel (fuel required to taxi
to the runway) were evaluated and adjusted based
on actual statistical values. This action resulted in a
clear lowering of the amount of fuel burned in flight by
avoiding the carriage of additional fuel weight.
Saving: 469 tonnes fuel / 1,477 tonnes CO2
Reduced engine taxi
Once a flight has landed, cleared the runway, and
the engines have had a few minutes to cool down,
switching off one or more engines is encouraged as
a fuel burn reduction measure. 2013 saw a significant
increase in the application of this practice, which has
resulted in lower fuel burn.
Saving: 1,869 tonnes fuel / 5,886 tonnes CO2
Auxiliary Power Unit
The Auxiliary Power Unit (APU) provides air
conditioning and electricity when the main aircraft
engines are turned off. Flight crew and ground crew
are encouraged to use alternative means of power
such as external power from either a cart of the gate
and mobile air conditioning units which reduces noise
as well as emissions. Compared to 2012, the average
use of APUs was reduced significantly in 2013.
Saving: 3,830 tonnes fuel /12,065 tonnes CO2
Contingency fuel
As a strictly regulated safety measure, pre-flight fuel
planning requires a standard extra amount of extra
fuel to cover unforeseen circumstances en-route.
Reduced contingency fuel planning for ultra-long haul
routes was approved by the regulators and introduced
during 2013. Full-year results for 2013 show significantly
reduced fuel burn.
Saving: 3,913 tonnes fuel / 12,326 tonnes CO2
Potable water adjustments
More than two years ago the ground services team
investigated actual water needs on flights. It was found
that the potable water tanks did not necessarily need to
be filled to capacity. Accordingly, measures were taken
to ensure that water needs were revised, depending on
variables such as routing and historic data. Following
the introduction of measures to calculate water
requirements depending on the routes flown, in 2013
further refinement of these water needs were planned
and resulted in significant fuel burn reduction.
Saving: 1,261 tonnes /3,973 tonnes CO2
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GLOBAL EMISSIONS
MANAGEMENT
Aviation has come together unlike any other industry
to address collaboratively the issue of emissions
management and identify solutions that are fair and
equitable.
The commitment of the industry has been apparent in
recent years through the following collective industry
targets:
>> Improve fuel efficiency by an annual average of
1.5 per cent until 2020,
>> Cap the growth of its net CO2 emissions from
2020 (CNG2020),
>> Halve its net CO2 emissions by 2050, compared to
2005 levels.
Our aim is to match the industry
target of 1.5 per cent efficiency
gain across our fleet every year.
At a global level, the industry played an essential role
at the 38th ICAO Assembly in Montreal in October
2013. After years of debate, the ICAO States adopted a
resolution committing to the development of a global
market-based measure (MBM) to manage the growth
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of international aviation emissions. Following the ICAO
resolution, the industry will continue to help support
and guide the development of the details for the
global measure, which will be presented back to the
Assembly in 2016.
SUSTAINABLE
ALTERNATIVE FUELS
Etihad Airways recognises the role alternative fuels will
play in the future sustainability of the airline industry,
a view that is gaining wider recognition not only within
the aviation sector but also with policymakers. Etihad
Airways is at the forefront of the regional movement
towards alternative sustainable fuels.
The airline is a founding partner of the Sustainable
Bioenergy Research Consortium (SBRC). Led by the
Masdar Institute for Science and Technology and
in conjunction with Boeing, Honeywell’s UOP, the
aircraft engine manufacturer SAFRAN and the Abu
Dhabi Government, the SBRC is tasked with identifying
commercially viable options for the production of
sustainable alternative fuel. Etihad Airways has
committed over US$2 million to support this initiative.
The SBRC’s flagship project is the Integrated Seawater
Energy Agriculture System (ISEAS), which focuses
on the development of a potential plant-based
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feedstock, making use of nutrient-rich effluent from
fish and shrimp farms. Local pollution problems are
reduced by not disposing of this waste water directly
to sea, diverting it instead through an oil-producing
and saltwater-tolerant plant called Salicornia. The
seeds of this plant produce oil which could be used
to produce alternative fuel for aircraft. Extensive
research led by the Masdar Institute includes
consideration of energy options, such as aviation
biofuel from other parts of this plant.
In early 2014, a pilot scale ISEAS will be constructed
at Masdar City in Abu Dhabi. This two hectare site
will be used to trial the process and showcase the
technology prior to the development of a larger
commercial facility.
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FACILITIES MANAGEMENT
Electricty use
Electricity consumption in the main Etihad Airways
complex (the headquarters and training academy)
increased by 22 per cent in 2013, compared to 2012.
This is a reflection of the increased number of
employees in the main offices and in particular the
extensive use of the training facilities.
In addition the training academy was expanded
in 2013, with the construction of a six-simulator
bay extension. This became operational in
November 2013.
Etihad Complex Electricity Consumption
2013
1,888,435 kwh
but was also due to significant construction and
renovation works. The electricity consumption per
employee also increased by 13 per cent.
Etihad Plaza Electricity Consumption (Offices)
1,711 kwh/employee
1,549,373 kwh
2012
2013
1,895 kwh/employee
1,534 kwh/employee
At the offices in Etihad Plaza an electricity
consumption increase of 19 per cent, was partly
accounted for by increased employee numbers,
871,896 kWh
735,173 kWh
2012
1,675 kWh/employee
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Cooling water
Air conditioning demand in the main complex
increased the district cooling water consumption in
2013 by 23 per cent compared to 2012 and by 10 per
cent per employee. The construction and use of the
new simulator bay contributed to this.
Etihad Complex District Cooling
4,450,541
Tonne/hr
2013
4,031 Tonne/hr/employee
Water consumption
Despite the increased occupancy of the main offices
and training complex in 2013 compared to 2012, efforts
to reduce the water demand lead to a reduction in total
water consumption of 19 per cent and a 26 per cent
reduction per employee. Efforts to raise awareness
included emphasising the importance of water saving
in a water scarce region during the induction program
for new employees, minimal water use training for
all the cleaning staff, and also through water saving
signage throughout the Abu Dhabi facilities.
3,607,829
Tonne/hr
2012
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Etihad Complex Water Consumption
3,572 Tonne/hr/employee
67,886 m3
2013
At Etihad Plaza a six per cent reduction in cooling water
demand was achieved mainly through an improved
building management system, able to regulate
temperature throughout the facility more effectively.
61 m3/employee
83,196 m3
2012
82 m3/employee
Etihad Plaza District Cooling (Residence & Offices)
2013
2012
2,864,920
Tonne/hr
3,052,799
Tonne/hr
Similarly, an 11 per cent improvement in water
consumption was seen across the common areas
and office facilities of Etihad Plaza, amounting to a 14
per cent reduction per employee. The modification of
water features and regular water tank maintenance
contributed to this improvement.
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Etihad Plaza Water Consumption
1,959 m3
2013
4 m3/employee
2,187 m3
2012
5 m3/employee
REDUCING WASTE TO
LANDFILL
In the air
The EAS Catering facility at Abu Dhabi International
Airport has procedures in place to collect a number of
recyclable items generated through the preparation
of onboard food and from the separation of items
coming off the aircraft.
Etihad Airways’ crew are encouraged to assist in
the recycling effort by placing empty cans and
bottles in carts or other areas so that they are more
easily identified and separated. As a result of this
initiative, the crew now collects over 2,500 plastic
bottles and 300 aluminium cans for recycling
each day.
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EAS catering excels at recycling
EAS Catering employs over 2,000 people to provide
catering, beverage, amenity and laundry services
to over 20 scheduled customers as well as many
individual catering requests at Abu Dhabi International
Airport, Al Ain International Airport and Al Bateen
Executive Airport.
The business’ major customer is Etihad Airways which
accounts for more than 85 per cent of the overall
airline business.
2013 saw EAS Catering produce around 15.5 million
meals specifically for inflight consumption, and
services for over 63,000 flights. This production and
servicing accumulated in excess of 110,000 tonnes
of waste of which approximately 11.5 per cent was
segregated for recycling.
The recycling levels from within the catering facility
increased significantly during 2013 with the recovery of
1,284 tonnes of recyclable material. Compared to 2012
this was an increase of 50 per cent, attributable mainly
to glass recycling which commenced in early 2013. This
amounts to over 25 tonnes per month.
Cardboard and paper accounts for over 85 tonnes per
month. Approximately 60 tonnes of this is cardboard
from the outer packaging of delivered goods.
Approximately 15 tonnes per month is plastic, including
the plastic bottles segregated from flights and product
wrappers.
The next area of focus is wet waste, comprising
vegetable peelings and scraps from the vegetable
cleaning and processing, and amounts to
approximately 2,200 kilos per day. Composting of
this vegetable matter is one solution which will be
considered in 2014.
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On the ground
The amount of waste generated in the main
complex reduced by 5 per cent per employee in
2013 compared to 2012. The total amount of waste
disposed of at landfill rose, by 4 per cent in 2012, a
reflection of the increased capacity of the offices.
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Etihad Complex - Paper & Cardboard collected for recycling
2013
12,667 kg
2012
14,548 kg
Etihad Complex General Waste
2013
PRINT SMART CAMPAIGN
816,900kg
740 kg/employee
2012
784,350kg
777 kg/employee
The recycling in our main office premises included
paper, cardboard, plastics and aluminium cans. In
2013 an average of over one tonne of material was
collected for recycling each month.
Cartridges from office laser printers were collected
and returned to the suppliers, totaling 205 in 2013.
This program began in mid-2012 to monitor the
printing habits of our employees in all departments.
Whilst the growth of the business has resulted in
additional printing throughout our premises in the
UAE, the number of printouts per person was reduced
by 14 per cent in 2013 compared to 2011.
With the introduction of new printing services
throughout the UAE premises in 2014, further
improvements are expected.
Etihad Airways Printing Consumption (UAE)
30,841,718
2013
2683
24,503,649
2012
The reduction in recycled material is partly a
reflection of the reduction in paper usage in these
facilities.
2736
2011
Total no of printouts (sheet)
3124
4 m3/employee
No of printouts/staff
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Yes we can
In 2013 the environment team launched the
campaign for zero cans to landfill. This ‘YES WE CAN’
initiative is an acknowledgment of the fact that
recycling aluminium cans has a very clear positive
effect on the environment – 95 per cent less energy
is required to manufacture a can from an old can
than from raw material.
This initiative was
encouraged both in
the office and at
home, with all staff
being given a fridge
magnet to remind
them to recycle
aluminium cans.
In 2013, 72.3kg of
aluminum cans
were collected
in the airlines’
office facilities.
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CREATING AWARENESS AND RESPONSIBILITY
THE GREEN CHAMPIONS
Green Champions
The number of Green Champion volunteers
increased in 2013 with double the number compared
to 2012. By the end of 2012, 100 Etihad Airways
employees were serving as Green Champions across
the business.
In 2013, a focus was placed on engaging volunteers
from outside of the UAE. Now 15 Champions
are based in other locations such as New York,
Kathmandu, Seoul, Dublin, Manchester, London,
Khartoum, Milan, Bahrain, Mumbai, Dhaka, Bangkok,
Tokyo and Nairobi.
more responsibility at home while encouraging waste
segregation onboard the aircraft.
The Green Champions perform a vital role within
Etihad Airways by helping to promote and
communicate environmentally-aware behaviour
among their colleagues. They also run ‘green’
initiatives and programs in their own offices.
Lights out for Earth Hour
We also have Green Champions serving in the skies.
These environmental ambassadors are volunteer
cabin crew who teach their fellow workers to act
Earth Hour is the most popular
environmental awareness
event in the world, with
hundreds of millions of people
turning off their lights for an
hour to cut carbon emissions.
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Etihad Airways has taken part for a number of years,
including in 2013 on Saturday March 23. Non-essential
lighting in the Head Office and the Training Academy
was switched off for one hour.
Organised in the UAE by the Emirates Wildlife Society
– World Wild Fund (EWS-WWF), the event encourages
people to turn off all non-essential lighting to raise
awareness of climate change.
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Employees were also invited to participate in a photo
competition promoting the three Rs – Reduce, Re-use
and Recycle. Children of employees submitted art
projects using recyclable materials to a “Kids CAN
Too” art competition and the winner received a flight
simulator experience.
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Cabin crew member Yo Misaki helped celebrate the
day by creating an original comic book called “Saif the
Green Champion” which tells the story of a young boy
who learns how to manage waste and educate his
family to be more responsible.
Green Bazaar
World Environment Day
On June 5 the Environment
team launched a company
campaign to mark World
Environment Day. This
United Nations Environment
Program event contributes
to increased global
awareness and the need to
take positive steps to protect
our planet.
Etihad Airways used the day to educate and inform
employees of the various steps everyone can take to
adopt a ‘greener’ lifestyle.
The environment team ended the year by bringing
smiles to almost 20 children born with facial
deformities by raising enough money to pay for their
surgery during December’s Green Bazaar.
The airlines ‘Yes we Can’ aluminium can recycling
campaign was a key theme of this event. More than
1,200 cans were collected throughout the day.
The Green Bazaar invited vendors, including charitable
organisations, to Etihad Airway’s main offices to raise
funds through table sales and a staff raffle.
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Responsible disposal of electronic waste
Etihad Airways and UAE e-waste handling company
EnviroServe continued to work together in the
collection and disposal of e-waste in a responsible
manner.
Green Electronics Recycling’ calculator the responsible
recovery and recycling of this e-waste prevented
In 2013, a total of 12 tonnes of e-waste was collected
for recycling by the EnviroServe team. Using the ‘All
Etihad Guest offers a carbon offsetting program that
allows members to donate miles to carbon reduction
14,249 kilograms of carbon dioxide from entering
the atmosphere.
Carbon offsetting
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projects around the world. In 2013, air miles donations
from Etihad Guest members donated 937,437 miles to
offset approximately 699 tonnes of carbon dioxide.
Numerous environmental projects have benefitted
from this initiative, including a biomass scheme in
India, wind farms in China and others in Cambodia
and Uganda.
The e-waste recycling process
COLLECTION
DISMANTLING
SORTING AND
SEGREGATION
RECOVERY OF
RECYCLABLE
MATERIALS
RECYCLING OF
ELECTRONIC
COMPONENT
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Community support and humanitarian aid are key
aspects of our CSR strategy.
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program members. This equated to over US$217,000.
The donations were made to nearly 20 charities, with
the top recipient being the emergency appeal for
Typhoon Haiyan, which raised over US$100,000.
As an airline, we have the ability to provide travel
assistance to many volunteer workers and also
encourage our employees to support local efforts
around our global network. In 2013 we engaged with
community groups, governments, local businesses
and charities to support a wide range of humanitarian
and other efforts.
‘Our guests truly demonstrated
the spirit of giving by donating 34
million miles for charitable causes
in 2013.’
We provided 374 tickets on a free of charge basis to
transport people to help and assist those in need. We
also gave over 200 passengers more than 3,000kg of
additional luggage allowance on a by-request basis
when on charity missions.
SUPPORTING THE UAE COMMUNITY
Tickets were also provided for numerous auctions and
raffles to provide direct cash benefit for charities.
At our home base of Abu Dhabi, Etihad Airways
supports many local initiatives including clinics and
hospitals providing special needs support, as well as
supporting rural social development programs.
Our guests have also demonstrated considerable
support. Members of our Etihad Guest loyalty program
have the opportunity to donate miles to a number of
different charity organisations.
In 2013, over 34 million miles were donated by loyalty
Peter Baumgartner, Chief Commercial Officer
Donation of ultrasound
machine
Cancer is the second-leading cause of death for
women in the UAE, with breast cancer the most
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common. Following fund raising during breast
cancer awareness month in October 2012, Etihad
Airways used the funds to purchase and donate
an ultrasound machine to the Red Crescent in
Abu Dhabi in 2013 to assist the organisation’s efforts
to promote early detection and treatment of breast
cancer among Emirati women.
“The donation of this machine that
works toward the early detection of
breast cancer will help us to reach
those who are in remote areas
of the country and do not have
immediate access to these kinds
of vital healthcare services.”
His Excellency Rashed Mubarak Al Mansouri, Deputy
Secretary General for Local Affairs of the Red Crescent
and the Red Crescent delegation.
Fun run for local autism centre
A five kilometre fun run organised by Etihad Airways
and supported by the Abu Dhabi Sports Council, Abu
Dhabi City Municipality and others raised Dhs 18,045
for the Abu Dhabi Autism Centre. The donation was
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Supporting local traditions
In 2013 the airline continued its support of Sougha, a
Khalifa Fund initiative supporting the preservation of
Emirati heritage and providing social and economic
support to rural areas of Abu Dhabi.
In addition a second initiative, again supporting
the local community is the Al Ghadeer candle. This
traditional souvenir supports the Al Ghadeer project
operated under the Red Crescent authority, helping
to empower under privileged UAE national women.
used to fund a special vocational arts and crafts
workshop to develop the children’s abilities. Etihad
Airways also donated iPads to be used as teaching
aids for children with high functioning autism.
Charity iftar meal for workers
During Ramadan the Etihad Sports and Social
Committee organised a charity Iftar meal as part
of the airline’s 10th anniversary celebrations,
distributing meals to 3,500 people in the workers
village in Abu Dhabi’s Mussafah district.
Donation to elderly care centre
As part of the 42nd National Day celebrations Etihad
Airways made a donation to the Zayed Higher
Organization’s Al Modheef Centre for elderly people
with special needs. A delegation of senior staff and
volunteers visited the centre to deliver care parcels,
comprising blankets and electronic equipment for
the elderly. The Centre is equipped to offer a range of
specialised medical, educational, rehabilitation and
psychiatric services to patients between the ages of
nine and 70 and is operated in collaboration with the
Abu Dhabi Health Authority
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October campaign raises vital research funds
Etihad Airways Medical Centre provided free
mammography and screenings for women over 40,
as well as women with a high risk or family history of
breast cancer, in partnership with Burjeel Hospital.
As part of its commitment to advancing medical
understanding of breast cancer, Etihad Airways also
sponsored the first International Oncology conference
in Abu Dhabi. Guest Services held a pink-themed bake
sale at Head Office and the Training Academy where
sweet treats, all baked by members of staff, raised
Dhs35,000 for breast cancer charities. In addition,
the sale of pink ribbon pins, balloons, armbands and
bracelets organised jointly by the CSR team and
Guest Services throughout October raised a total of
Dhs30,500.
ASSISTANCE ACROSS OUR NETWORK
Throughout our network we support many local efforts
to provide a better life for poorer communities.
Syrian refugees living in camps near the JordanianSyrian border.
Essential support for Syrians
The airline donated 40,000 blankets and other
supplies, collaborating with the UAE Red Crescent to
distribute these to the refugee camps.
Following initial support efforts in 2012 to help those
affected by the Syrian crisis, further support was
provided by Etihad Airways as the situation worsened
in 2013.
The efforts were centred on assistance for displaced
Later in the year, volunteers from Etihad Airways and
the UAE Red Crescent visited the Emirati Jordanian
field hospital in Al Mafraq and the Muraijeb-Al-Fhood
camp to distribute more humanitarian relief to Syrian
refugees.
“I am especially proud of our staff
both from the UAE and Jordan
who have committed their time to
provide ongoing help to alleviate
the stress and suffering in this crisis.”
- James Hogan,
President and Chief Executive Officer
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The Pakistan Deaf Reach
School
The Etihad Airways team in Pakistan supported the Deaf
Reach School and Training Centre in Karachi though
direct donations, the provision of tickets and through
an opportunity for Etihad guests to donate loyalty miles.
The schools and centres offer academic and vocational
skills training for deaf children, teenagers and young
adults in urban and rural areas. As well as Karachi, sites
are located in Hyderabad, Sukkur, Nawabshah and
Lahore, with a new large campus for 500 children under
construction in Rashid-Abad.
Miles equivalent to over US$13,000 were donated to
the charity by Etihad Airways guests.
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Pakistan team rewarded for
community efforts
Etihad Airways won the Global Corporate Social
Responsibility Leadership Premium Award at the
2013 CSR Business Excellence Awards in Pakistan for
the second year running. The award recognises the
airline’s ongoing commitment to incorporating ethical
values and respecting individuals, communities and
the environment. Etihad Airways’ CSR initiatives
in Pakistan during 2013 included food relief efforts,
sponsorship of the Special Olympics team and
support for Deaf Reach Schools and Training Centres.
“In Pakistan, we will continue our ongoing corporate
social responsibility programs that focus on human
development and economic empowerment in support
of underprivileged communities.” Amer Khan, Area
General Manager for Pakistan, Bangladesh, Nepal, Sri
Lanka and the Maldives
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Educational support
in India
Etihad Airways and its guests are changing the lives
of young Indian children through their support for
a charity called the Venkatraman Memorial Trust.
Donations from the guest loyalty miles donation
program have enabled significant improvement to
local education including the construction of a new
school with general school attendance and literacy
rates increasing considerably.
Thanks to the generosity of the Etihad Guest
members who donated their Etihad Guest Miles
to the Trust, the Etihad Sports Ground will soon be
built where the students will be able to play cricket,
volleyball, football and basketball. The airline has also
helped the charity with tickets and excess baggage.
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CONTINUED SUPPORT FOR THE SMOKEY MOUNTAIN COMMUNITY
A small group of Etihad Airways employees and
volunteers travelled to the Philippines with 150
used blankets as well as toys, clothes, school
uniforms, books and food to donate to the Philippine
Community Fund (PCF) School at the Smokey
Mountain dumpsite.
The school was founded by the PCF charity ten years
ago to offer a brighter future to children who live in
the dumpsite area. Before it was built, children forged
out a dangerous living by scavenging for recyclable
waste from the piles of rubbish.
The PCF initiative has provided essential resources
and an education for over 750 children aged six to 13,
giving them a chance to escape poverty.
In addition the PCF has established a livelihood
program for parents, who operate sewing machines
to make handbags, purses and fashion accessories
from soft drink cans, ring pulls and crisp packets.
Etihad Airways employees continued to collect ring
pulls which cabin crew regularly take to the PCF in
Manila to support this livelihood program and PCF
volunteers were invited to sell the products made
by the Smokey Mountain community at several
staff events at Etihad Airways offices in Abu Dhabi
during 2013.
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Monyati – a key community partner
Etihad Airways has worked with the Monyati initiative,
a not for profit social development organisation,
since 2011, providing support in rural areas in many
countries. In 2013 this included the following support
from the airline and its employees;
>> In New Delhi, India, blankets and warm food
parcels were distributed to three shelters housing
orphans and abandoned street children, as well
as to farmers and their families, day labourers
and the city’s destitute street people. Organised
in association with Monyati, along with Ammucare
Charitable Trust, four volunteers completed this
distribution.
>> Working again with support from Monyati,
Etihad Airways donated sewing machines and
sewing packages to a vocational sewing centre
for women in Kashmir Pakistan. Using these
materials, sewing courses are provided to young
women and upon the successful completion of
their six-month training the women are given a
certificate and a sewing machine to embark on
their own business venture. More than 500 young
women have benefited from the course to date.
>> Etihad Airways provided travel support to a
group of volunteers under a Monyati initiative
to build new homes in the slums of Saõ Paolo in
conjunction with Habitat for Humanity.
“Small acts of kindness can and
do make a huge impact on the
lives of people in underprivileged
communities.”Monja Wolf, founder and
managing director of Monyati Initiatives
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