Emirates Airline - Business Strategies

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- EGSOP (Environ, Governance, Strategy, Organization and Performance)

- Environment

Our vision is to make the Emirates Group a natural pioneer in the flight and travel ventures. We will likely make supportability and eco-effectiveness the foundations of all Group operations – both noticeable all around, and on the ground. Our clients, staff and controllers are progressively cognizant about the earth and ozone depleting substance emanations. Emirates has focused on earth mindful operations through the Group's Environmental Policy. Turning into a naturally effective association implies developing our business to be financially manageable, while utilizing less assets and making less waste and contamination.

- Governance

To establish a travel and tourism realm at such stunning pace would not have been conceivable but rather for the aggregate abilities of a gathering of men who have each turned out to be pioneers in their field of mastery. All of the administrators in charge of the Emirates Group have been with the association since its introduction to the world and it is their spearheading vision - joined with careful arranging and overcome yet ascertained basic leadership - which has offered flight to the quickest developing carrier on the planet and the Middle East's biggest supplier of airplane terminal and travel administrations.

- Strategy

Emirates will keep on pursuing its business strategy as it had years before, Emirates had a support from the government since beginning but the success it has achieved was never because of such support, it was only due to the strong strategy and unstoppable efforts that their business system has established and pursed from years. We guarantee our products and services efficiency and effectiveness to remain one of the leading airline of the world.

- Organization

Emirates is considered as one of the world’s leading airline, it is also considered to be one of the world's fastest developing carriers by the mid of 1990s. Incomes expanded by about $100 million every year, moving toward $500 million till 1993, it conveyed 68,000 tons of freight and 1.6 million travelers around the same time. its current market cap is beyond AED 252 billion, net revenue of AED 154.4 billion and net profit of AED 23.4 billion till 2016.

Emirates Organizational Structure

President - Tim Clark

Executive Vice President - Commercial Operations Worldwide Ghaith Al Ghaith

Executive Vice President - Engineering and Operations Adel Al Redha

Senior Vice Presidents

SkyCargo – Ram Menen

Destination and Leisure Management – Hans Haensel

Special Projects – Don Foster

Emirates Airport Services – Dale Griffith

Emirates Airport Services – Dubai Ahmed Khoory

Dubai Airport Development – Mohammed Mattar

Planning, International and Industry Affairs – Tony Tayeh

Service Delivery – Terence Daly

Commercial Operations – The Americas Nigel Page

Commercial Operations – Europe Keith Longstaff

Commercial Operations – East Asia and Australasia Richard Vaughan

Customer Affairs and Service Audit – Richard Ng

Revenue Optimization – Scott McMahen

Flight Operations – Chris Knowles

- Performance

Following is the financial performance of Emirates for the previous five years.

Financial Highlights

2012-13

2013-14

2014-15

2015-16

Revenue and Other Operating Income

AED m

88,000

91,000

93,400

95,800

Operating Profit

AED m

7,400

7,900

8,800

9,200

Operating Margin

%

7.9

8.2

8.9

10.5

Profit to Owner

AED m

6,850

7,200

7,900

8,300

Profit Margin

%

7.9

8.3

8.8

9.2

Financial Positions

Total Assets

AED m

120,200

121,500

125,000

129,800

Cash Assets

AED m

20,700

20,800

21,900

23,450