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The sky’s the limit: what we can learn from emirates airlines rise.

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An Emirates Airline flight from Dubai lands at John F. Kennedy International Airport in New York in ... [+] 2008. The A380—the world's largest commercial plane—is symbolic for the rise of this airlines from humble beginnings in 1985 to one of the world's most admired airlines.

The 1970s saw the travel industry take glamour to new heights. This is epitomized by a chic commercial for American Airlines. Smiling passengers sip champagne and lounge on sofas as Frank Sinatra Jr serenades them in the plane’s own piano bar. It has been downhill ever since.

In the 50 years since, the industry has focused on reducing the cost per customer rather than providing premium services. But there are still airlines that choose to chart a different course. One example is Emirates Airlines. The company started with $10 million seed funding and two wet-leased aircrafts from Pakistan International Airlines in 1985.

Its strategy to prioritize customer experience—albeit without the sofas and the live entertainment—has helped to drive impressive growth. The airline reported revenues of $32.6 billion, generated by more than 100,000 employees, for the 2022/23 financial year.

While an emphasis on better services is part of the firm’s success story, there are four broader lessons the rise of Emirates Airlines offers.

Lesson 1: If everyone goes to the right, turn left

This should be strategy 101. Firms can only gain competitive advantage by offering something others don’t. However, in mature industries years of benchmarking result in similar offerings across the board. SUVs from different car makers are hardly distinguishable. And the ten highest box office crossing movies in the US last year were all sequels.

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The international airlines industry is no different. In the 1990s—when Emirates’ expansion gained steam—aging fleets shipped tightly packed rows of cramped passengers through a few global hubs in Europe and America. Amenities had been cut in the interest of per passenger economics.

Emirates took a different approach. First, it targeted underserved markets with large populations. In Pakistan, for example, most cities were served by Pakistan International Airlines which funneled international flights via Karachi. With Emirates, passengers can avoid multiple layovers, flying direct to Dubai from six different locations.

Second, as a senior Emirates manager put it in a Harvard Business School case , the company tried to “replicate the Pan Am experience, to bring the glamour back into flying”. It invested heavily in amenities, inflight entertainment, more sitting space, and new planes. Over the last 10 years it has won 65 World Travel Awards .

In short, don’t replicated your competitors. Identify something unique.

Lesson 2: It’s the resources, stupid!

Unique trajectories are great but how do you pull them off? This is where resources come into play. Emirates has two which are hard to replicate.

First, there is geography. Dubai is the only super hub with non-stop flights possible to all corners of the world. The airline has been in the perfect position to facilitate the increasing engagement of emerging economies, leveraging fast growing trade between China and Africa, for example.

The second unique resource is strong government relations. Lufthansa and Air Canada’s previous claims of unfair advantage somewhat miss the point. The interests of the Dubai Government and Emirates Airlines are naturally aligned. Economic growth rests on Dubai’s success as a travel destination and trade facilitator. This turned Dubai government into an enthusiastic partner.

A good example is the close co-operation between the Dubai Airports (like Emirates, owned via the government’s Investment Corporation of Dubai), the city, and the airline. This enabled pro-active investment in new terminals to accommodate growth, in stark contrast to cities like London where congestion, local resistance, and different political agendas continue to slow down expansion at Heathrow Airport.

Emirates specific resources are unique, but the more general point is that no strategy can succeed without the appropriate resources. The harder they are to replicate, the better.

Lesson 3: Partnerships yes, but only those that work for you

Strategists easily overlook partnerships. They are not quite as sexy as acquisitions or high-profile market entries. In the airline industry, alliances are higher up the corporate agenda. Star Alliance, One World, and SkyTeam dominate the industry. By sharing routs, they offer easier connections.

The need for consensus, however, introduces slower reaction times. Emirates therefore decided to stay independent and sign code-sharing agreements with individual airlines instead. Nonetheless, partnerships played an integral part of Emirates’ rise. In the start-up phase, both planes and personnel came from Pakistan International Airlines as there was not sufficient expertise in-house.

More recently the close co-operation with Airbus and Boing was important. Dubai’s location was advantageous right from the start but destinations like the West Coast remained out of reach. Emirates’ large pre-orders for long-ranging planes facilitated the investments necessary. Similarly, Emirates’ pre-orders were instrumental in the development of the A-380, a plane particularly well suited to the comfort proposition, which even installed showers for first class passengers.

Partnerships can fill resource gaps and facilitate your strategy. The key insight here: opt for those that work for you, not those that everyone seems to join. Network effects obviously exist but with the hype around ecosystems it is easy to overestimate them.

Lesson 4: Small things can add up

Strategy usually concentrates on the big headlines. Whether these big headlines ever materialize depend on hundreds of small decisions.

One core pillar of the Emirates business model is premium services. An easily overlook but important aspect of customer service is the language capabilities of crew members. The more obvious one is having at least one native speaker corresponding to countries a flight connects. But Emirates goes a step further. On flights from Sao Paolo to Dubai it makes sure a Japanese speaker is on board, acknowledging the sizable Japanese-Brazilian population.

Another illustration of how small things add up is Flex Tracks a, technology reducing fuel usage. It identifies favorable weather conditions such as jet streams. In its first five years, the application saved 10 million liters of fuel. Fuel efficiency is combined with low labor and maintenance costs to keep ticket prices attractive, despite premium service.

The future of Emirates Airlines

Looking ahead, the foundations of Dubai’s success are likely to remain relevant. Still, several new challenges are emerging. For starters, Qatar and Etihad Airways are pursuing a similar strategy. Then there is the question of how Dubai can sustain the fast-paced growth of recent years. Finally, there is uncertainty about whether new technology will change the fundamentals of travel.

Emirates will have to navigate that turbulence successfully in order to keep flying high.

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Simple Flying

Inside emirates' impressive growth over 22 years.

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Breaking: Emirates Orders More Airbus A350-900s But No -1000

Emirates will buy 5 airbus a380s from lessor for $200 million, 5 reasons why the boeing 777x is perfect for emirates.

Founded in 1985, the Dubai-based airline known as Emirates has significantly disrupted the long-haul market with its one-stop hub and spoke strategy. Indeed, with its high levels of service, wide range of destinations, and competitive pricing, the airline has grown its traffic consistently over the past 22 years- with only the pandemic putting an end to the long streak.

Making the most of its geographical position between various populated corners of the world, the airline has convinced travelers to choose its services, transferring through Dubai to access the rest of the planet. Indeed, with its founding in 1985, the airline appears to be one of the first to implement this model for long-haul, trans-hemispheric flying, beat perhaps only by the older Turkish Airlines. Qatar Airways and Etihad have since adopted similar models, with the former founded in 1993 and the latter in 2003.

Decades of passenger growth

Looking at historical passenger volume data for Emirates, the airline has seen passenger growth every year for the last two decades, with the exception of its fiscal years ending on March 31st, 2020, and March 31st, 2021.

What's more impressive is how quickly the airline has increased its passenger capacity. In 1998, the airline flew nearly 3.7 million passengers. By 2004, this was up to 10.4 million. In 2010 this would go up to 27.4 million and continue to increase every year after, until 2020, of course. Indeed, the year before COVID-19 struck the world, the airline had handled a staggering 58.6 million passengers.  This equates to 1467% growth over 22 years.

The end of a hot streak

It's always disappointing when a positive run comes to an end. While many airlines have had ups and downs from year to year, Emirates was one of the few carriers that was consistently growing with each new year. Unfortunately, it all came to an end in 2020.

Faced with border restrictions in most of its markets almost overnight, the UAE carrier would soon have to deal with its own restrictions imposed by the government of the United Arab Emirates. Indeed, it was on March 25th that the carrier had to suspend all passenger flights with its host country, the UAE, banning all inbound, outbound, and transit passenger flights.

Although the UAE's ban was imposed on March 25th, other countries had acted earlier. Kuwait (a big market for Emirates) banned non-national arrivals in late February and suspended all commercial traffic on March 13th. Meanwhile, Saudi Arabia (an even larger market) took similar action the very next day. Thus, even though Emirates' fiscal year ended on March 31st, 2020, enough traffic was halted to give the airline its first decrease in passenger numbers in over two decades.

In its 2020 Annual Report, the airline noted that it had carried 58.6 million passengers in its 2018-2019 year. However, Emirates noted that its 2019-2020 year only served 56.2 million passengers - a decrease of 4.2%.

With the airline's 2020-2021 fiscal year fully covering the pandemic, its most recent annual report was even more devastating. Reporting a dismal 6.6 million passengers carried, Emirates saw a staggering 88.3% drop in this metric year-over-year. Indeed, this volume of traffic reflects the airline's state in 2002!

Well on the road to recovery

When it announced its 2020/21 financial results, His Highness Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive, Emirates Airline, stated his confidence that Emirates and airport/airline services division dnata would recover and "be stronger than before."

To set itself up for a strong recovery, the airline reports that it has successfully restructured various aircraft leases and loans. In fact, in its reporting, the airline says that "the support from aviation lessors and financing partners during these challenging times reflects the financial community's confidence in Emirates' business model, and its mid to longer term prospects."

With countries the world over easing border restrictions amid rising vaccination rates, Emirates is looking to rebuild and start its streak all over again.  Do you think it can achieve another 20+ year streak of passenger growth again? Let us know by leaving a comment.

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Strategic Management of Emirates Airlines

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Bibliometrics & citations.

• Khassawneh O Mohammad T Abdallah R (2024) Employee Wellbeing in the United Arab Emirate Employee Wellbeing in the Global South 10.1007/978-3-031-63249-5_2 (15-42) Online publication date: 28-Jul-2024 https://doi.org/10.1007/978-3-031-63249-5_2

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Technology and Operations Management

Mba student perspectives.

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• Assignment: Digitization Challenge

Emirates: Data and the Future of Air Travel

Dubai-based Emirates has been and will need to continue bringing together advanced data and analytics capabilities to build a new, high-quality passenger experience for customers.

One of the most consistent comments about airline travel over the past couple of decades is that the quality of the passenger experience has only gotten worse. Whether it is more seats being crammed onto an aircraft, oversold flights, or increasing use of ancillary charges such as bag check fees, passengers have had little to cheer about. Yet one major airline, the relatively young Dubai-based Emirates, has aimed to buck this trend by focusing on providing a high-quality passenger experience. The airline is focusing digital technology efforts around speeding travel time, investing in new research on passenger habits, and improving ground infrastructure.

Most passengers dread the notification that an airplane has entered a holding pattern due to airspace and landside congestion. The issue emerges due to requirements for how much distance aircraft must keep from each other, limiting runway throughput at key peak times. Poor airspace management could cost Middle Eastern carriers up to $16 billion over the next decade if they fail to address the challenge [i] . Emirates and other Middle Eastern airlines are thus working extensively with the air traffic controllers to improve the use of technology and data sharing between entities, allowing air traffic controllers to better track airplanes operating in closer vicinity to one another, and thus increase overall airspace throughput [ii] .

When Emirates moved into its new dedicated Terminal 3 at Dubai International Airport, it came with one of the most sophisticated baggage handling systems to date. The system, leveraging over 800 RFID scanners and 90 kilometers of baggage carousels, is capable of handling 15,000 bags per hour [iii] . The reality is that Emirates and its baggage system is not quite meeting passenger expectations however, according to the influential Skytrax ratings [iv] . The airline thus has scope to improve its offering here in collaboration with the company managing the Dubai Airport, likely through the use of even better baggage tracking and processing efforts, and emergent systems that allow passengers to track baggage in real time [v] .

More recently, Emirates has also begun to look into more theoretical ways of enhancing service efficiency and improving the customer experience. The airline has launched a Data Science Lab at Oxford University as part of a five-year partnership. The goal is to apply Emirates data and expertise from Oxford’s mathematics, engineering, and social science faculty to analyze data, develop machine learning techniques, and better understand how customers interact with the airline [vi] . The collaboration could provide Emirates with industry-leading insight on passengers, and better capabilities to process their own data in the future.

Looking forward, there are a number of next steps for the airline, as it looks to burnish its premium credentials. Airlines already collect considerable data on passengers across the booking and trip experience, and through frequent flyer programs such as Emirates’ Skywards program. Emirates could begin using this data to enhance the personalization of the experience – pushing alerts and updates, integrate biometric data to speed border control, personalizing duty free alerts, and selling key services on the airplane, among others [vii] . Emirates has already begun moving in this direction through its basic trip management smartphone app, and recently launched an additional app that allows passengers from non-visa on arrival countries to apply for a UAE visa [viii] .

Pathways to Just Digital Future

Emirates has succeeded in building a very well-known and regarded brand, and has rapidly emerged as one of the largest airlines on the planet. Future prospects remain very bright, should the airline succeed in even further enhancing its data analytics and leverage that increasing insight to improve the overall customer experience. For Emirates, time remains of the essence however – the playbook for enhancing the customer experience is well-known in the industry, and the airline will want to ensure it remains ahead of rivals in the Gulf and Europe. (776 words)

[i] Shereen El Gazzar, “Congested airspace could cost Middle East $16 billion over next decade,” The National , 7 March 2016, http://www.thenational.ae/business/aviation/congested-airspace-could-cost-middle-east-16-billion-over-next-decade , accessed 15 November 2016.

[ii] Shane McGinley, “Sky’s the limit: tackling aviation congestion in the Gulf,” Arabian Business , 28 November 2015, http://www.arabianbusiness.com/sky-s-limit-tackling-aviation-congestion-in-gulf-613620.html , accessed 15 November 2016.

[iii] “Dubai International Airport: A baggage handling system for the gate to the Arab world,” Siemens , http://w3.siemens.com/market-specific/global/en/airports/baggage_cargo/Documents/al_dubai.pdf , accessed 15 November 2016.

[iv] “Emirates 4-star airline rating,” Skytrax , http://www.airlinequality.com/ratings/emirates-star-rating/ , accessed 15 November 2016.

[v] “Future Travel Experience Onboard 2025 Think Tank,” Future Travel Experience , December 2015, http://apex.aero/wp-content/uploads/2016/01/onboard-2025-thinktank-dec-2015.pdf , accessed 15 November 2016.

[vi] “Oxford-Emirates Data Science Lab will streamline air travel,” University of Oxford , http://www.ox.ac.uk/news/2015-10-29-oxford-emirates-data-science-lab-will-streamline-air-travel , accessed 15 November 2016.

[vii] “Future Travel Experience Onboard 2025 Think Tank,” Future Travel Experience , December 2015, http://apex.aero/wp-content/uploads/2016/01/onboard-2025-thinktank-dec-2015.pdf , accessed 15 November 2016.

[viii] “Emirates passengers offered app-based visa application service,” Future Travel Experience , November 2016, http://www.futuretravelexperience.com/2016/11/emirates-passengers-offered-app-based-visa-application-service/ , accessed 15 November 2016.

Student comments on Emirates: Data and the Future of Air Travel

This is a great rundown of the wide range of ways Emirates is leveraging technology in its operations. One aspect of your post that I found very intriguing was the reliance of Emirates (and other airlines) on governmental infrastructure and systems and how that will change with technology. There are significant challenges with this because governments typically lag behind the private sector in implementing technological change. I’d be curious to see how airlines and passengers are spurring increased adoption of new technology by governments around the world.

Great post. Building on Sam’s point, I wonder if Emirates’ work can be replicated in other countries? As a state-owned airline, Emirates and the government go hand in hand, so it is in both parties’ best interests to collaborate (Also, I assume that Emirates has significant influence on the airport in Dubai). How easy, cost-effective or feasible would these efforts be for someone like JetBlue, a non-government backed publicly listed airline with limited clout over multiple airports?

Good read, Adam ! Having lived in the Middle East for a long time, I can safely say that while almost all ME airlines (Etihad, Emirates, Qatar..) offer superior flying experiences when compared to US airlines. However when I think back on what allows them to do this, I do think that the backing of the governments and the resources provided to them is instrumental in helping them achieve this. The lower cost of human capital is another factor that helps Emirates provide superior service. I am surprised that even with all the technology that is present in T3 at Dubai airport, there are still complaints over baggage handling. This makes me wonder if conventional devices such as RFIDs have reached a limit in terms of the volume that they can handle.

Dubai has increasing become a travel hub and will probably see even more passengers over the next few decades. Maybe there needs to be a change in the way Emirates and other airlines think about technology in customer service. To quote from a recent HBS case, incremental benefits can only get us so far. With all the backing and resources, Emirates has the potential to create the next big bang in technology and I for one would be disappointed if they are not able to be leaders of change in the airline sector.

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Please note you do not have access to teaching notes, the exceptional performance strategies of emirate airlines.

Competitiveness Review

ISSN : 1059-5422

Article publication date: 4 October 2011

The purpose of this paper is to investigate the strategies and competitive advantages of Emirate Airlines that have led to exceptional performance while the overall airline industry globally has faced multibillion‐dollar losses in 2009.

Design/methodology/approach

The authors' professional experience, extensive literature review, and personal communications with selected personnel of Emirate Airlines on the subject provided the foundation for this research.

As the global business environment becomes increasingly competitive, the airline industry has also had to respond to the current business scenario, while facing devastating falling demands, shattered consumer confidence, and collapsing yields. However, in 2009, Emirate Airlines reported phenomenal growth and astounding profits while their rivals faced agonizing losses. This paper explores and examines the competitive advantage of Emirate Airlines. The major finding is that the formulation and implementation of appropriate strategies has led to the exceptional performance, profitability, and success of Emirate Airlines.

Practical implications

The competitive strategies – such as operational strategies, generic strategies, intensive strategies, and diversification strategies – can be helpful for firms to gain a competitive advantage over their rivals. Also, the ability to leverage, innovate, and pioneer new ideas, as well as a visionary management team, are essential for exceptional performance of an organization.

Originality/value

The paper provides a model for strategically managing the performance of an aspiring firm, even though the entire industry is facing distressing circumstances.

• Competitive strategy
• Competitive advantage
• Emirate Airlines
• Exceptional performance strategies
• Focused product differentiation
• PESTLE analysis

Nataraja, S. and Al‐Aali, A. (2011), "The exceptional performance strategies of Emirate Airlines", Competitiveness Review , Vol. 21 No. 5, pp. 471-486. https://doi.org/10.1108/10595421111171966

Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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THE MANAGEMENT INFORMATION SYSTEMS PLACE EMIRATES AIRLINES AT AN ADVANTAGEOUS POINT AGAINST THE COMPETITOR AIRLINES: A CASE STUDY APPROACH

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Airlines in the United Arab Emirates

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PROSPECTS AND OPPORTUNITIES

Airlines increasingly focus on ancillary revenue.

Ancillary revenue, which includes income from services such as baggage fees, seat selection, and onboard purchases, are becoming increasingly important for airlines. Emirates Airlines and Etihad Airways have both expanded their ancillary offerings, providing options such as paid lounge access, extra legroom seats, and in-flight Wi-Fi.

Shift in sales channels as online takes centre stage

A significant transition from offline to online sales channels is evident among airline bookings in the United Arab Emirates. Traditionally, bookings were made through travel agents and physical offices; however, there has been a marked increase in online sales.

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Airlines in the United Arab Emirates - Category analysis

Key data findings, stable but slower growth for full service carriers, increasing competition with the rise of low cost carriers, travel in the united arab emirates - industry overview, travel in 2024, airlines: key trends, hotels: key trends, booking: key trends, what next for travel, the following categories and subcategories are included:.

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Airlines covers sales made to country residents (outbound and domestic tourists) and excludes sales to incoming tourists. Please note that airlines sales made to country residents when they are travelling abroad or through foreign websites or apps are also included and will be considered under the country of residence. The total amount paid for a flight after taxes and other charges is included. The return flight leg is included as well as the total amount paid for a flight ticket. Value sales exclude all forms of transit. Euromonitor International considers airline capacity and passengers carried in terms of enplanement based on scheduled flights. A passenger whose flight stops mid-route to pick up more passengers but continues with the same aircraft/flight number would be counted as one enplanement. A passenger who switches flights to another airline or aircraft with a new flight number mid-journey would be considered as two enplanements. Enplanements are not the same as number of seats sold or seat bookings, as the latter both include all bookings and do not exclude no-shows and cancellations. Direct transit passengers are excluded, eg those who continue on the same flight. Other transit passengers are included where passengers change plane with a new flight number. Air passengers carried relate directly to air value sales, where domestic and outbound travellers are only included. As such value and volume data in both sizes and shares is aligned and exclude the inbound component.

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Diversity is key to the success of Emirates

Against a background of bad losses by the world's leading airlines, emirates group has announced healthy profits..

May 27, 2009

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Emirates Group's announcement of Dh1.49 billion (US$406 million) in annual profits last week cemented its reputation as an outlier, turning profits for the airline and associated companies while some of its staunchest competitors slid into losses. The earnings included Dh982m ($267.5m) for the airline, and another Dh507m from its sister company, the ticketing and handling firm DNATA. Although the airline's results were an 80 per cent drop from the previous year's profits, they were some of the best in the industry.

By contrast, British Airways reported a pre-tax loss of £401m (Dh2.35bn) for the year, compared with a profit of £922m the year before. Air France-KLM lost ?814m (Dh4.18bn). Also, Singapore Airlines reported pre-tax operating losses of S$110m ($75.6m) for its last quarter ending in March. To understand how Emirates managed to pull it off, one needs to look beyond the usual figures of passengers carried, load factors, yields and fuel bills. Instead, it helps to also look at hotel occupancy rates, baggage handling fees and even consumption rates for coffee and alcohol.

Emirates Airline and Group, as it calls itself, is gargantuan, with 48,000 employees spread across divisions that include the airline, baggage handling, armoured courier services, hotels, an aviation college and travel agencies. Emirates's catering arm delivered 29 million meals last year, 82,000 a day for itself and the other airlines serving Dubai International Airport, while its Arabian Adventures company virtually created the country's desert safari industry from scratch. One of its newest initiatives is camel polo offered by a subsidiary, Gulf Ventures.

Critical to Emirates's success is the fact that it owns a number of cash-generating businesses that work either as monopolies or in duopolies, some of which report directly into the Emirates Airline balance sheet. The Emirates empire consists of two holding companies, Emirates Airline and DNATA. Technically speaking, there is no company called Emirates Group, since there was never an Emiri decree that legally established it, officials say. Ownership of the two companies was recently transferred from the Dubai Government to the Investment Corporation of Dubai (ICD), a Government investment arm.

Although less well known than the airline, DNATA is a diversified, multinational force of its own. DNATA Airport Operations takes care of baggage and cargo handling at 17 airports in seven countries - the Emirates, Singapore, the Philippines, China, Switzerland, Pakistan and Australia. DNATA Travel Services, meanwhile, handles ticketing and travel bookings for individuals and corporations at dozens of locations in the GCC, and recently opened an office in Kabul.

Many of the services are monopolies, such as in baggage handling at Dubai airport, and this is one reason DNATA's contribution to group profits rose considerably in the past year. In the 2007-2008 financial year, DNATA's profits were Dh280m, or 5.3 per cent of the group's overall earnings. But in its annual results for the financial year ending March 31 this year, DNATA's profits were Dh507m, representing 34 per cent of the group's overall earnings.

DNATA's monopoly at Dubai airport, which gives it the power to set its own prices to service the 130 airlines flying there, has not come without some grumbling. The German airline Lufthansa pays DNATA about ?1m a year, but recently said the fees were too high and did not provide enough benefits. It also complained of sponsorship laws requiring airlines to appoint a general sales agent, instead of handling its own ticketing as it does in other countries.

Meanwhile, some of Emirates's market-leading companies fall under the airline's side of the balance sheet, instead of DNATA's. The carrier's Emirates Leisure Retail division has a majority stake in the fast-growing Costa Coffee chain in the UAE, which has doubled in size to 65 outlets in the past two years. In March, it also established a subsidiary to develop the Hudsons chain of coffee shops in Australia.

Other food chains it controls in the Emirates include the restaurants Left Bank, Apres, Hamburger Nation, Noodle House, Shoreline Clubhouses, and the fast-food outlets Hey Pesto, Deli Express and Good-2-Go. Since 1999, Emirates Airline also has had a controlling stake in MMI, one of only two firms licensed to distribute alcohol in the UAE, along with African & Eastern. MMI claims to be have a 70 per cent market share in certain categories in the UAE, and is also present in Oman, South Africa, Kenya, Tanzania, Uganda and Zambia. Revenues for the company grew 20 per cent last year, Emirates said.

Over the years, the airline has also diversified into hotels, a natural synergy with its airline and holidays divisions. It controls the Le Meridien Al Aqah in Fujairah, and the small but growing Premier Inn Hotels chain in the UAE. New projects include other hotels and resorts in Dubai, Australia and the Seychelles. Emirates Airline deserves a great deal of credit for its considerable success in aviation, from its founding in 1985 with two Boeing 727s to what is now one of the world's leading airlines.

But its considerable profits, even amid declining passenger demand and the sorry state of the world economy, can also be explained by the way the airline has greatly diversified in recent years. The airline and DNATA have wisely parlayed their powerful position as two of Dubai's "national champions" and acted like investment companies, aggressively acquiring franchises and exploring new opportunities in the GCC and beyond. [email protected]

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Emirates Group Announces 2021-22 Results

Group records annual loss of AED 3.8 billion (US$ 1.0 billion) due to the ongoing COVID-19 pandemic impact, a significant improvement from last year with dnata returning to profitability

• Group revenue of AED 66.2 billion (US$ 18.1 billion) increased by 86% with strong customer demand as worldwide travel restrictions ease
• Ends year with an improved and strong cash balance of AED 25.8 billion (US$ 7.0 billion)

Emirates  reports a significantly reduced loss of AED 3.9 billion (US$ 1.1 billion) compared with AED 20.3 billion (US$ 5.5 billion) loss in the previous year

• Revenue up 91% to AED 59.2 billion (US$ 16.1 billion), as airline expanded global capacity and reinstated more passenger flights
• Airline capacity increased by 47% to 36.4 billion ATKMs, with final five A380 aircraft added to its fleet

dnata reports a profit of AED 110 million (US$ 30 million), a solid turnaround from its AED 1.8 billion (US$ 496 million) loss in the previous year

• Revenue increased by 54% to AED 8.6 billion (US$ 2.3 billion), reflecting recovery from the pandemic across all business divisions in the UAE and worldwide 
• Expands global footprint with the takeover of easyJet’s global onboard retail services and the opening of new cargo, airport hospitality and retail facilities

DUBAI, UAE, 13 May 2022 - The Emirates Group today released its 2021-22 Annual Report which shows strong recovery across its businesses. dnata returns to profitability, and significant revenue improvements were reported across both Emirates and dnata as the Group rebuilt its air transport and travel-related operations which were previously cut-back or curtailed by the COVID-19 pandemic.

For the financial year ended 31 March 2022, the Emirates Group posted a loss of AED 3.8 billion (US$ 1.0 billion) compared with an AED 22.1 billion (US$ 6.0 billion) loss for last year. The Group’s revenue was AED 66.2 billion (US$ 18.1 billion), an increase of 86% over last year’s results. The Group’s cash balance was AED 25.8 billion (US$ 7.0 billion), up 30% from last year mainly due to strong demand across its core business divisions and markets, triggered by the easing of pandemic-related restrictions.  

His Highness Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive, Emirates Airline and Group , said: “This year, we focussed on restoring our operations quickly and safely wherever pandemic-related restrictions eased across our markets. Business recovery picked up pace particularly in the second half of the year. Robust customer demand drove a huge improvement in our financial performance compared to our unprecedented losses of last year and we built up our strong cash balance.

“The health and safety of our people and customers remained a key priority as the world navigated its second full year of the pandemic. Across Emirates and dnata, we responded to dynamic market conditions with agility, and introduced innovative products and services to meet our customers’ needs and provide them with the best possible experience.

“2021-22 was also a significant year as the UAE marked its 50 th anniversary and hosted the world at Expo 2020 Dubai which generated increased global engagement and visitation to the UAE. The Emirates Group was proud to play our part in contributing to the Expo’s success and to the UAE’s jubilee events.”

In 2021-22, Emirates received a further capital injection of AED 3.5 billion (US$ 954 million) from its ultimate shareholder, the Government of Dubai, and the Group tapped on various industry support programmes and availed a total relief of nearly AED 0.8 billion in 2021-22.

As Emirates and dnata ramped up operations, employees previously on furlough or made redundant were recalled and rehired, and new recruitment drives were held to replenish the Group’s talent pool and boost its future capabilities. As a result, the Group’s total workforce increased by 13% to 85,219 employees, representing over 160 different nationalities.

In 2021-22, the Group collectively invested AED 7.9 billion (US$ 2.2 billion) in new aircraft and facilities, and the latest technologies to position the business for recovery and future growth. It also continued to progress its environmental strategy focussed on reducing carbon emissions, consuming resources responsibly, and conserving wildlife and habitats. During the year, the Group supported community, humanitarian and philanthropic initiatives in its various markets, as well as innovation incubators, and other programmes that nurture future solutions for industry growth.

Sheikh Ahmed said : “For the Emirates Group, 2021-22 was largely about recovery, after the toughest year in our Group’s history. It’s not just about restoring our capacity, but also augmenting our future capabilities as we rebuild. Our aim is to build back better and stronger, so that we can deliver even better experiences to our customers and offer more support to the communities we serve.

“We expect the Group to return to profitability in 2022-23, and are working hard to hit our targets, while keeping a close watch on headwinds such as high fuel prices, inflation, new COVID-19 variants, and political and economic uncertainty.

“Our steady investments in infrastructure, technology, people, and partnerships, will continue to give us the ability and advantage in delivering industry-leading products and value to our customers. As Dubai and the UAE move ahead with its strategy for the next 50 years and beyond, the Emirates Group is well positioned to play our role in contributing to economic growth, facilitating global engagement, and making a positive impact on people and communities.”

Emirates performance

Emirates’ total passenger and cargo capacity increased by 47% to 36.4 billion ATKMs in 2021-22, as the airline continued to reinstate passenger services across its network in line with the lifting of pandemic-related flight and travel restrictions. 

From 120 destinations at the start of the financial year, to increased operations and capacity growth across over 140 destinations by 31 March 2022, Emirates was able to respond dynamically to serve customer demand wherever opportunities arose, thanks to the resilience of its people and business model. In July, the airline launched a new route to Miami, bringing its total passenger gateways in the US to 12.

To serve the strong rebound in travel demand, Emirates deployed its flagship A380 aircraft to even more cities during the year, bringing its A380 network to 29 destinations as of 31 March 2022.

Helping travellers access even more destinations, in 2021-22, Emirates reinforced its strategic partnerships with Qantas and flydubai, and expanded its interline and codeshare partnerships across Europe, the Americas, Africa and Asia including with: Aeromar, airBaltic, Airlink, Azul, Cemair, Garuda Indonesia, Gulf Air, Maldivian, South African Airways and TAP Air Portugal. Emirates also signed agreements and launched initiatives with tourism partners in various destinations to support travel and tourism recovery.

Emirates received its final five new A380 aircraft during the financial year, all equipped with its latest cabin interiors including Premium Economy seats. It also phased out 2 older aircraft comprising of 1 Boeing 777-300ER and 1 Freighter, leaving its total fleet count at 262 at the end of March. Emirates’ average fleet age remains at a youthful 8.2 years. 

Emirates’ order book of 197 aircraft remains unchanged at this time. The airline is firmly committed to its long-standing strategy of operating a modern and efficient fleet, which underscores its “Fly Better” brand promise, as young aircraft are better for the environment, better for operations, and better for customers.

With significantly enhanced capacity deployment across most markets, Emirates’ total revenue for the financial year increased 91% to AED 59.2 billion (US$ 16.1 billion). Currency fluctuations this year impacted the airline’s profitability negatively by AED 348 million (US$ 95 million).

Total  operating costs increased by 30% from last financial year. Cost of ownership (depreciation and amortisation) and fuel cost were the two biggest cost components for the airline in 2021-22, followed by employee cost. Fuel accounted for 23% of operating costs compared to 14% in 2020-21. The airline’s fuel bill more than doubled to AED 13.9 billion (US$ 3.8 billion) compared to the previous year, driven by a higher uplift of 66% in line with capacity expansion and a higher average fuel price which was up by 75%.

With the removal of pandemic-related flight and travel restrictions globally, the airline managed to substantially improve its financial results and reported a loss of AED 3.9 billion (US$ 1.1 billion) after last year’s AED 20.3 billion (US$ 5.5 billion) loss, and a loss margin of 6.6%, significantly improved compared to 65.6% last year.

Emirates carried 19.6 million passengers (up by 199%) in 2021-22, with seat capacity up by 150%. The airline reports a Passenger Seat Factor of 58.6%, compared with last year’s passenger seat factor of 44.3%; and a 10% decline in passenger yield  to 35.1 fils (9.6 US cents) per Revenue Passenger Kilometre (RPKM), due to the change in route mix, fares and currency. Seat load factor and yield results cannot be compared against the previous year’s performance due to the ongoing unusual pandemic situation.

Emirates continued to invest in its products and services to deliver ever better customer experiences. This year, it announced a  major retrofit programme  to equip 120 of its 777 and A380 aircraft with its new Premium Economy seats and the latest cabin interiors.

It also accelerated digital initiatives to provide customers with smoother and safer journeys, from the quick and secure verification of COVID-19 travel documents, to more biometrics and contactless touchpoints at its Dubai hub.

Emirates continued to lead the industry with initiatives that provide customer assurance as travel restrictions eased and more people made travel plans. It extended its generous rebooking waivers and complimentary COVID-19 medical cover for all customers; and introduced new ways for Emirates Skywards members to earn Miles while extending the expiry of miles and tier status. 

In this 2 nd pandemic year, Emirates SkyCargo once again put in a stellar performance and contributed to 40% of the airline’s total transport revenue through its ability to respond rapidly to changing demand patterns in a distorted global marketplace.

Emirates SkyCargo maintained its edge in the global airfreight industry by focusing its customers, bringing innovative solutions to the market, and leveraging its fleet and network capabilities.

Rebuilding its network and capacity, the cargo division intelligently deployed its freighter fleet and belly-hold capacity, to meet customer needs. By 30 June 2021, it had restored services to over 90% of its pre-pandemic network.

During the year, Emirates SkyCargo continued to play an important role in getting COVID-19 vaccines and other medical supplies to communities around the world, and keeping trade lanes open for food supplies, e-commerce and other essential goods. In June 2021, it invested to scale up its pharma cool chain infrastructure in Dubai and by March 2022, Emirates SkyCargo had transported 1 billion doses of COVID-19 vaccines.

At the Dubai Airshow 2021, Emirates announced a US$ 1 billion investment to acquire 2 new Boeing 777 freighters and convert 4 existing 777-300ER aircraft into freighters.

With steady and strong air freight demand throughout the year, Emirates’ cargo division reported a new record revenue of AED 21.7 billion (US$ 5.9 billion), an increase of 27% over last year.

Freight yield per Freight Tonne Kilometre (FTKM) decreased by 3% as more cargo capacity returned to the global market, but generally remained at high levels compared to the pandemic marketplace due to steady and strong demand.

Tonnage carried increased by 14% to reach 2.1 million tonnes, due to the growth in available bellyhold capacity for the entire year with the reinstatement of more passenger services. At the end of 2021-22, Emirates’ SkyCargo’s total freighter fleet stood at 10 Boeing 777Fs.

Emirates’ hotels portfolio doubled revenue over last year to AED 602 million (US$ 164 million) as it re-opened more facilities to serve the upswing in tourism traffic and the gradual recovery of the meetings and conferences industry.   

During the year, Emirates successfully restructured and extended various aircraft leases. The support from aviation lessors and financing partners during these challenging times reflect the financial community’s confidence in Emirates’ business model, and its mid to longer term prospects.

In addition to the AED 9.7 billion (US$ 2.6 billion) financing that was raised for aircraft and general corporate purposes in 2021-22, Emirates has already received committed offers to finance two aircraft deliveries due in 2022-23.

Emirates closed the financial year with solid cash assets of AED 20.9 billion (US$ 5.7 billion), 38% higher compared to 31 March 2021.   

dnata performance

Recovery from the pandemic was felt across all dnata businesses, and in 2021-22 dnata returned to profitability with a profit of AED 110 million (US$ 30 million).

With growing flight and travel activity across the world, dnata's total revenue increased by 54% to AED 8.6 billion (US$ 2.3 billion). dnata’s international business accounts for 62% of its revenue.  

dnata continued to lay the foundations for future growth with investments in 2021-22 amounting to AED 370 million (US$ 101 million).

During the year, dnata invested significantly in its cargo handling capabilities. It expanded existing facilities in Sydney, Australia; opened a state-of-the-art cargo centre at London Heathrow airport; and announced a fully automated cargo centre to be built at ‘dnata Cargo City’ at Amsterdam Schiphol Airport. It also introduced an advanced “OneCargo” system which digitises and automates business and operational functions at its Iraq cargo operations, with plans to roll out the system across its global cargo network.

In 2021-22, dnata’s  operating costs increased by 14% to AED 8.4 billion (US$ 2.3 billion), in line with expanded operations in its Airport Operations, Catering and Travel divisions across the world.

dnata’s cash balance improved by AED 208 million to AED 4.9 billion (US$ 1.3 billion). Net cash used in financing activities, primarily payments for loans and leases, amounted to AED 745 million (US$ 203 million), while the business utilised net cash of AED 246 million (US$ 67 million) in essential investing activities. The business saw a positive operating cash flow of AED 1.2 billion (US$ 332 million) in 2021-22, a reflection of the substantial improvements in revenues.

Revenue from  dnata’s Airport Operations, including ground and cargo handling increased to AED 5.7 billion (US$ 1.6 billion).

The number of aircraft turns handled by dnata globally grew by 82% to 527,501, cargo handled increased by 10% to 3.0 million tonnes, reflecting the increase in flight activity across the globe as dnata’s customers re-started their operations wherever market restrictions on flights and travel were lifted.

During 2021-22, dnata expanded its global airport operations footprint into Africa. It signed a concession agreement with The Government of Zanzibar, where dnata will oversee the operations of the island’s newly-built international terminal with its partners, including Emirates Leisure Retail (ELR) who will partner with MMI as master concessionaire for all food and beverage, duty free and commercial outlets at the terminal.

marhaba, dnata’s airport hospitality brand, marked its 30 th year of operations with the launch of its signature meet and greet services at four of Australia’s major airports, a new lounge in Zurich Airport, and a re-designed experience at its flagship lounge at Dubai International.

dnata’s Catering business accounted for AED 1.7 billion (US$ 455 million) of dnata’s revenue, up by 60%. The inflight catering business uplifted 39.9 million meals to airline customers, more than double the number of meals from last year, as its airline customers across the world restored their flight operations.

Significant customer wins during the year include BA CityFlyer, which led to dnata Catering launching operations at London City Airport; and the global inflight retail services contract for easyJet where dnata’s team of inflight retail experts will develop and manage bespoke onboard retail programmes and solutions for the airline.

It also saw significant activity in Australia. As the country re-opened its borders to international travellers, dnata worked closely with airline customers to support their resumption of flight operations. dnata Catering also continued to grow its retail food business with ready-made meals developed by Snapfresh Australia launched in Aldi and Costco stores nationwide.

Revenue from dnata’s Travel Services division has significantly grown by 434% to AED 694 million (US$ 189 million). The reported total transaction value (TTV) of travel services sold increased by 912% to AED 2.3 billion (US$ 632 million), a dramatic reversal from last year. These increases reflect last year’s abnormal situation where the business saw high levels of COVID-19-related booking cancellations.

During the year, dnata introduced several new products and services in the UAE, capitalising on its market expertise, Dubai’s open borders for international travel, the city’s hosting of Expo 2020 as well as other major conferences and sporting events.

For its corporate travel customers, dnata partnered with ExpensePoint to offer an advanced expense reporting solution; renewed a partnership with one of the world’s largest VAT reclaim specialists that will bring additional saving opportunities for duty travel claims; and implemented hybrid meetings and events solutions to provide customers a sustainable alternative to hosting corporate engagements during lockdown.

In the UK, dnata’s Travel Republic brand introduced a new ‘Secure Trust Account’ for package holiday customers that guarantees prompt refunds for customers who have to cancel their flight-inclusive package holiday, as funds are kept secure in a separate account.

dnata also launched its Gold Medal brand in the Kingdom of Saudi Arabia this year, offering its extensive portfolio of travel products to independent travel agents.

The full 2021-22 Annual Report of the Emirates Group – comprising Emirates, dnata and their subsidiaries – is available at: www.theemiratesgroup.com/annualreport

US$ figures are converted at 1US$ = 3.67AED and are based on the AED figures rounded off in millions.

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About emirates.

The Emirates story started in 1985 when we launched operations with just two aircraft. Today, we fly the world’s biggest fleets of Airbus A380s and Boeing 777s, offering our customers the comforts of the latest and most efficient wide-body aircraft in the skies.

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• Number of passengers carried Emirates Group FY 2013/14-2022/23

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