DUBAI AIRPORTS REVIEW 2015

Transcription

1 DUBAI AIRPORTS REVIEW 2015

2 CONTENT DUBAI AIRPORTS REVIEW Introduction Chairman s Introduction CEO s Letter Our Year In Numbers 5 Airport Concourse D Future Plans - DWC Future Plans - DXB 14 Standards Promoting Sustainability Safety Security Waste Water And Energy Conservation 27 Product Concourse C Concourse D s Exciting Line-up of F&B and Retail Dubai s Airports on Smartwatch New spaces for passengers 38 Business Technology Airport Operations Control Centre Cutting Edge Systems 44 Profitability Aeronautical Revenue Non-Aeronautical Revenue 50 Reputation Awards Celebrating Emirati Culture CSR Legal National Geographic Ultimate Airport Social Media 65 Operations Hangout at DXB Initiatives for smooth operations Traffic 2015 DWC Traffic 2015 DXB 76 People & Culture Employee Well-being Human Resources Recruitment Rewards and Recognition Service Training Talent Development

3 Dubai Airports Review 2015 Introduction CHAIRMAN S INTRODUCTION HH SHEIKH AHMED BIN SAEED AL MAKTOUM Chairman of Dubai Airports 1

4 CHAIRMAN S INTRODUCTION Dubai s geocentric location, open skies regime, business friendly environment, fast growing home airlines and emergence as a leading global city for tourism, trade and commerce continued to propel the aviation sector to new heights in We achieved a number of goals during the year, most notably the record traffic numbers that helped us establish our lead as the world s number one airport for international passengers, and the completion of the new Concourse D project for a timely and smooth opening. While the new concourse has made Dubai International bigger and better, and earned us applaud from the global aviation industry, we are not oblivious to the fact that the ongoing growth will require that we continue to plan and increase capacity at both our airports. Aviation sector s contribution to the economy of Dubai and the UAE is well established. The sector contributed nearly 27% of Dubai s GDP and accounted for over 21% of the city s employment in 2013 according to a study conducted by Oxford Economics. The study estimates that the overall economic impact of both aviation and tourism related activities will rise to $53.1 billion in 2020, or 37.5% of Dubai s GDP, and support over 754,500 Dubai-based jobs. The forecast suggests that by 2030 the contribution of aviation to GDP will increase dramatically, rising to $88bn or 44.7% of GDP. Considering the importance aviation holds for Dubai as one of the key pillars of our economy and based on revised growth projections to 2020 and beyond, which clearly point to the need for the additional capacity at DXB, as well as the rapid expansion of Dubai s second airport, DWC, we are working on a masterplan to meet anticipated demand while elevating service levels and the passenger experience at both our airports. Underlining our proven track record of successfully charting new frontiers, in September 2014 HH Sheikh Mohammed bin Rashid Al Maktoum, Prime Minister and Vice President of the UAE and Ruler of Dubai, endorsed a plan to invest $32bn to build what will become the world s largest airport at Al Maktoum International at Dubai World Central. This decision to create the world s biggest and best airport is firmly rooted in the knowledge that we have the will and the ability to drive the aviation industry to new heights growth that will continue to benefit both Dubai and the hundreds of cities we connect around the globe.capacity, delight our customers with new products and services and build on our contributions to the economic and social wellbeing of Dubai. 2

5 Dubai Airports Review 2015 Introduction CEO S LETTER PAUL GRIFFITHS CEO, Dubai Airports 3

6 CEO S LETTER The year started and ended on high notes. In January we confirmed our status as the world s new number one airport for international passenger traffic (70.4 million), overtaking London Heathrow, and ended by consolidating that position with a record 78 million passengers, with an average monthly passenger total of 6.5 million. Our second airport, Dubai World Central (DWC), also enjoyed its share of the limelight in Barely five years after it was opened, DWC ascended into the list of the world s top 20 international hubs by cargo volumes with 888,714 tonnes in In terms of passenger traffic, the airport received a boost in October when flydubai launched scheduled operations there, contributing to an annual traffic total of 463,236 passengers. Currently DWC is served by five passenger airlines and 30 cargo airlines flying to more than 40 destinations. Additionally, in April, given projections for accelerating growth due to spill-over from DXB and flydubai s transfer of additional operations, we announced our intention to expand DWC s annual capacity from 5 million passengers per year to 26 million passengers by Work on the project has commenced and is expected to be completed by the end 2017, concluding with opening operational trials before it opens for passengers. This project is a precursor to the US$ 32 billion project at DWC which will make it the world s largest airport, with an annual capacity of 240 million passengers and 16 million tonnes of freight. While we welcome and celebrate all of our growth milestones, our goal is to also make our airports number one for customer experience. Accordingly, we are constantly evolving our product and service offerings. DXB witnessed plenty of progress on both of these fronts during the year. The highlight of 2015 was the completion of construction of the $1.2 billion Concourse D the final element of the US$7.8 billion Strategic Plan 2020 programme. Following rigorous testing, including a public trial involving 2,000 residents of Dubai, the facility opened on February 24, The facility is now fully operational and is home to some 60 airlines serving 94 destinations with 350 flights per day. Dubai Airports continued its legacy for delivering timely capacity. As the final major element of our SP2020 plan, Concourse D boosts the airport s capacity to 90 million in time to accommodate the 85 million passengers projected to visit DXB in The new facility has also elevated passenger experience at DXB, with open boarding gates allowing them more time and freedom to enjoy the great variety of opportunities for shopping, food and relaxation. We also delighted our little travellers by opening a special Kid Zone complete with creative play equipment, television screens featuring children s programming, and family area in Concourse B. A large proportion of the refurbishment and modernisation of Terminal 1, which serves the new concourse, was also completed during was also a year of increased passenger engagement as we claimed the title of the most liked airport on Facebook with 1.5 million fans. We also launched a unique initiative called musicdxb to entertain and engage a multi-cultural and cosmopolitan audience of nearly seven million music lovers that pass through DXB every month. The programme was launched in November with Katy Perry wowing fans at the Dubai Airshow Gala Dinner, and UK swing kings Jack Pack performing to an enchanted crowd of travellers at the airport. Since the launch, our musicdxb stage has hosted nearly a dozen local and international artists. Our ongoing efforts to engage with our customers and enhance their experience at the airport have been recognised widely. DXB won numerous awards in 2015, including at the Condé Nast Traveller Awards, Frontier Awards, the World Travel Awards and the Global Routes forum among others. The year ahead will present similar opportunities as we continue to grow capacity, delight our customers with new products and services and build on our contributions to the economic and social wellbeing of Dubai. 4

7 Dubai Airports Review 2015 AIRPORT 5

8 AIRPORT THE GROWTH STORY CONTINUES More than 78 million passengers were welcomed in 2015, with 85 million expected in 2016 Dubai International has grown at an annual average growth rate of over 13% since it was opened 55 years ago. Not surprisingly the growth story continued in 2015, with both airports collectively welcoming more than 78 million passengers. With traffic expected to surpass 85 million passengers in 2016 and more than 100 million by 2020, Dubai Airports is working on long term plans to expand its infrastructure to ensure that the growth of Dubai s aviation sector remains unhindered in the decades to come. The opening of Concourse D in February 2016 signalled the completion of Strategic Plan 2020, a US$7.8 billion airport and airspace expansion programme that was launched in 2011 to boost capacity at DXB from 60 million to 90 million passengers. Considering there is no room for further expansion at DXB, Dubai Airports is working with its stakeholders to design product innovation and operational improvements that will provide capacity for 118 million passengers in 2023 without adding any additional infrastructure while delivering an exceptional customer experience. At the same time, another expansion project is underway at DWC to increase its capacity to 26 million passengers by 2018 ahead of the second phase of expansion that will accommodate Dubai s aviation growth well into the future. 6

9 OUR YEAR IN NUMBERS Our brand new $1.2 billion Concourse D opened DXB will welcome An estimated 85 million passengers in

10 Dubai Airports Review 2015 Airport CONCOURSE D 8

11 CONCOURSE D WORLD CLASS FACILITY Opened in February 24, Concourse D is the result of a $1.2 billion investment to enhance service and boost capacity Dubai International, the world s number one hub for international passenger traffic, increased its capacity from 75 million to 90 million on February 24, 2016 with the opening of Concourse D. The new concourse is the result of a US$1.2 billion investment to enhance service and boost capacity for some 60 international airlines that now provide 350 flights per day to 94 destinations around the globe. The first flight to be welcomed at the facility was British Airways flight 105. This historic first operation followed months of intensive testing and a successful operational trial involving 2,000 members of the public earlier that month. Two airlines operated from Concourse D on day one (British Airways, Royal Jordanian) with the remainder phasing in operations over subsequent weeks. The concourse is linked to the newly renovated Terminal 1 by a dedicated airport train that can transport 300 passengers per trip. Designed around a central atrium, Concourse D offers short walks to open gates, which will allow travellers to board directly from the waiting area, giving them more freedom and time to enjoy the full array of exciting food and beverage outlets. Superb dining options A number of world-famous brands were introduced to Dubai and the region for the first time including celebrity chef Wolfgang Puck s casual dining concept The Kitchen, and Pret a Manger. Other firsts for DXB include Butlers Chocolate Café and Camden Food Company, which brings healthy yet tasty dining options using organic and natural products. Concourse D outlets also include YO! Sushi, CNN Traveller Café, Lebanese favourite Shawarmanji and Taqado Mexican Kitchen, both popular local examples of street food, in addition to a second, larger scale Masale: The Taste of India outlet. Concourse D also has established traveller favourites such as Giraffe, which opened its second outlet at DXB, as well as Starbucks, KFC, Krispy Kreme, McDonald s, Brioche Dorée, The Noodle House, Caviar House & Prunier, Draft House sports bar and Costa Coffee. Comfortable surroundings The new concourse offers plenty of comfortable seating spaces and wellbeing concepts such as Be Relax and the ever-popular SnoozeCubes which provide a convenient way to rest between flights. It also features a total of nine lounges, including five airline lounges. Dubai Duty Free has a total of 175 vendor installations in Concourse D spread over an area of 7,000m2, bringing the operation s total retail space at DXB to 33,000m2. Fashion offerings cover a total of 1,000m2 divided into two zones, perfumes and cosmetics a total area of 1,500m2, while liquor and food occupies nearly 1,000m2. On the apron, Concourse D provides 21 contact stands, of which four will be able to accommodate Airbus A380 or Boeing 747 aircraft, and 11 remote stands with a design capacity for 18 million passengers. 9

12 Dubai Airports Review 2015 Airport FUTURE PLANS DWC 10

13 FUTURE PLANS DWC LOOKING AHEAD AT DUBAI WORLD CENTRAL DWC will become the world s largest airport with an annual capacity exceeding 240 million passengers a year DWC Passenger Terminal Building expansion: The existing terminal at DWC, which welcomed its first passengers in 2013, includes a single A380 compatible runway; a passenger terminal with a capacity of 5 million passengers per annum and a 92-metre air traffic control tower. The next phase of development at DWC will see the passenger terminal expanded five times its current capacity to accommodate up to 26 million passengers annually by the end of Once complete, the passenger terminal will provide a total of 24 boarding gates, seven baggage reclaim carousels and 104 check-in desks. DWC Phase 2 This project will be a precursor to the US$32bn expansion plan which will make DWC the world s largest airport with an annual capacity exceeding 240 million passengers a year and 16 million tonnes of freight. DWC s expansion Quick Facts Five parallel Code F runways of 4.5 km each in length spaced wide apart in order to provide for simultaneous operation. Two terminal facilities on either side of the airport site, West and East, providing a capacity for over 50 million passengers in total. Four concourses featuring an innovative triple-plus layout 2.8 km long and encompassing three nodes, each the size of 7 football fields. Concourses, each with 100 wide body aircraft contact stands and 65 million capacity, totalling up to 240 million passengers capacity for the entire airport with over 400 wide body contact stands. Innovative functional concourse design to raise passenger experience to new levels, never before experienced at any airport. A six-track train system connecting the airport s two terminals with its four concourses. A massive eight square km cargo facility area at the south of the airport, supported by quick cargo transfer facilities. Anticipated to be the biggest and most advanced airport in the world, the expansion will take place in two iterations. The first iteration includes two satellite buildings with capacity for 120 million passengers annually and accommodating 100 A380 aircraft at any one time. The entire development will cover an area of 56 square kilometres. 11

14 Dubai Airports Review 2015 Airport FUTURE PLANS DXB 12

15 FUTURE PLANS DXB LOOKING AHEAD AT DUBAI INTERNATIONAL Dubai Airports has launched DXB Plus to meet anticipated demand while elevating service levels Revised growth projections to 2020 and beyond clearly point to the need for additional capacity at DXB, as well as the rapid expansion of Dubai s second airport, DWC. Accordingly, Dubai Airports, with the agreement and support of Dubai s aviation sector board, has redesigned its long term strategy to meet anticipated demand while elevating service levels and passenger experience. Managing capacity, accommodating growth For the next 10 years, as Dubai s aviation hub, DXB needs to meet rising customer expectations and growing demand for capacity, which is expected to rise to 118 million passengers by Dubai Airports believes that delivering a consistent and differentiated customer experience while boosting capacity is critical to the success of the sector, and ultimately Dubai. This will involve increased self-service options, off-airport check-in, optimised immigration and security processes, new and improved airport control and air traffic management systems, more check-in and immigration counters, additional aircraft parking stands and optimised ground traffic management among a host of other activities. In total, DXB Plus will include projects which will enhance capacity and customer experience over the next ten years and pave the way for the successful opening of Dubai World Central phase 2. With little room for any further major infrastructure on the airport, Dubai Airports is joining forces with its key stakeholders to design product innovation and operational improvements that will deliver on the sector s ambition and increase its already substantial contribution to Dubai s economy. The focus of DXB Plus is to integrate the sector s efforts to meet airline demand and ensure a world class customer experience from cloud to curb which is vital for delivering unconstrained sector growth. As part of the overall SP 2050 strategy, DXB Plus will enable the unconstrained growth of Dubai s aviation sector until the mid-point of the next decade when the next phase of DWC is targeted for delivery. Its primary aim is to provide capacity for 118 million passengers in 2023 without adding any additional infrastructure while delivering an exceptional customer experience. 13

16 Dubai Airports Review 2015 STANDARDS 14

17 STANDARDS RAISING THE BAR Dubai Airports continues to set new standards and implement best practices, in security, safety and environmental responsibility. We continue to work closely with our key stakeholders, in compliance with national and international regulations, to further enhance safety and security. We continue to work closely with our key stakeholders, in compliance with national and international regulations, to further enhance safety and security. Green Thinking Since 2009, the Earth Hour activities at Dubai Airports have saved a total of 106,707KWH of energy, which is equivalent to reducing tonnes of C02 emissions. 15

18 OUR YEAR IN NUMBERS At DWC 100 solar panels power the employee gate facility DXB and DWC are the First airports in the GCC states to achieve Level 2 accreditation Reducing the amount of power used by the facility by a third from the Airports Council International s (ACI) Airport Carbon Accreditation Programme 16

19 Dubai Airports Review 2015 Standards PROMOTING SUSTAINABILITY 17

20 PROMOTING SUSTAINABILITY ENVIRONMENTAL RESPONSIBILITY Dubai Airports is focused on growing and managing the business in a sustainable manner. Ongoing commitment Through the Dubai Airports Corporate Environmental & Sustainability Policy and associated management plans, we continue to implement efficiencies, reduce our environmental risk and pursue innovative ideas to limit our environmental impact while fully supporting the General Civil Aviation Authority (GCAA) Environmental Strategy, the Dubai Plan and UAE Vision During the year, Dubai Airports continued to work closely with stakeholders, through the Dubai Airports Corporate Environmental Action Group as well as federal and regional governments, by participating in key environmental committees and contributing to the development of programmes and policies designed to promote sustainability across the UAE. Dubai Airports is a member of the ACI s World Environmental Standing Committee (WESC) which complements our existing membership of the Asia & Pacific Regional Environmental Committee (APREC) and strengthens our input on regional and global environmental issues that have a direct impact on aviation. Year on year we continue to build and improve the Dubai Airports Sustainability Module, which allows us to record the environmental data associated with our operations, reduce risk and track our continual improvement. Airport Carbon Accreditation Programme In 2015 DXB and DWC became the first airports in the GCC states to achieve Level 2 accreditation from the Airport Carbon Accreditation Programme by Airports Council International (ACI). With Level 2 achieved, DXB and DWC are now on the list of 14 Level 2 accredited airports, representing more than 10 per cent of the air passenger traffic in the Asia Pacific Region. The completion of the second stage of ACI s four-stage programme is in line with Dubai Airports commitment to sustainable growth and support for the aviation industry s global initiatives for a carbon-neutral future. The Airport Carbon Accreditation Programme is the only independently administered, institutionally endorsed carbon management certification standard for airports. It certifies airports at four different levels of accreditation including mapping, reduction, optimisation and neutrality, and has drawn praise from the International Civil Aviation Organisation (ICAO), the United Nations Environment Programme (UNEP) and the European Commission (EC). To build support for our environmental initiatives, Dubai Airports continues to hold several events to educate our employees and stakeholders and thereby ensure they remain committed to limiting the impact that our airports have on the environment. 18

21 Dubai Airports Review 2015 Standards SAFETY 19

22 SAFETY SAFE AND SOUND Responsible safety management is a fundamental aspect of our operations Safety Assurance Dubai Airports works closely with our counterparts at Dubai Police, General Civil Aviation Authority (GCAA), Dubai Civil Aviation Authority and other key stakeholders in compliance with national and international regulations to improve the delivery of safe, secure and environmentally responsible airports. Dubai Airports worked on a number of programmes in 2015 to enhance the prevention, Reviewing and mitigation of any accidents or incidents at both Dubai International (DXB) and Dubai World Central (DWC) Safety Audits and System Implementation During 2015, the UAE s aviation regulatory body, the GCAA, carried out audits at both airports to make sure an established regulatory structure remains in place. Additionally, Dubai Airports in-house inspection programme ensures that its food safety and hygiene standards continue to meet or exceed those set globally. The programme involves working closely with some 150 food and beverage and retail outlets across DXB and DWC to reinforce world-class food hygiene and safety standards. In addition, more than 11,300 safety audits and inspections were carried out. Safety Culture and Rewards Embedding a world-class safety and security culture across the organisation calls for continuous support and promotion throughout Dubai Airports. Multi-level and multi-lingual communication and awareness were key elements of Dubai Airports safety awareness programmes in A series of safety campaigns were rolled out throughout 2015, serving to strengthen the robust safety culture across the entire airport community, while highlighting important safety areas such as foreign object debris and fatigue management for vehicle drivers. A much-anticipated event in the Dubai Airports calendar is the recognition of our safety heroes. For the fifth consecutive year, Dubai Airports held the prestigious Safety & Security Excellence Awards. These awards recognise the safety and environmental achievers among the employees of Dubai Airports, its stakeholders, its contractors and the government bodies operating within our airports. To date, more than 1,000 nominations have been received and 168 awards presented. An airport-wide safety action group, involving all stakeholders, also ensures efficient communication and stakeholder engagement on safety matters. 20

23 Dubai Airports Review 2015 Standards SECURITY 21

24 SECURITY UNCOMPROMISING STANDARDS Maintaining the best international practices in security are integral to our business Security Assurance Security assurance is vital to ensuring that we maintain the highest security standards, especially with the introduction of new infrastructure across both of our airports. Through our Plan, Do and Review processes, we work very closely with all of our internal and external stakeholders especially control authorities and government entities at federal, local and international level. In 2015, Dubai Airports security team carried out 15 external audits, 45 internal audits, and over 1,200 security inspections. Security Development & Compliance Dubai Airports security master programme, which set the guidelines, standards and best international practices, was activated and in place to support the delivery of infrastructure projects while providing improved safety and security compliance and service to our customers. In addition, six security trials were conducted by Dubai Airports development and compliance team, who are responsible for aviation security development, technology and compliance to International Civil Aviation Organization standards. The most significant systems that were trialled at DXB, and are currently in the implementation process, include a centralised screening the checkpoint of the future, among others. Amin Security Management System A turning point in security management was the introduction of Amin, a security management system that centralised and automated all services provided by Dubai Airports security unit (internal and external). Amin is now in the final stages of implementation and has improved service and increased efficiency by automating 90 per cent of all security services. Security Culture The security team is responsible for raising awareness of security measures and regulations to help maintain high security levels at Dubai Airports. Gaining access to restricted areas at the busiest airport in the world comes with a set of responsibilities and expectations which are communicated through our security awareness annual event, with over 300 attendees each year. This process is supported by training sessions for May I Help You staff, security advisory messages, and the newly introduced security training workshops held at Dubai Airports training facility. 22

25 Dubai Airports Review 2015 Standards WASTE 23

26 WASTE LIMITING ENVIRONMENTAL IMPACT Dubai Airports is committed to ensuring waste disposal is conducted with best practices in mind Recycling Programme The organisation actively seeks to limit the environmental impact of solid waste collected at both DXB and DWC through recycling. During 2015, Dubai Airports recycled more than 3,067 tonnes of solid waste collected across DXB, up from the 2,713 tonnes of paper, carton and plastic collected in This included the collection and recycling of 1,018 tonnes of cardboard, 787 tonnes of glass bottles, 159 tonnes of plastic, 462 tonnes of paper, 174 tonnes of plastic bottles and aluminium cans and 272 tonnes of wood. Over the same period, DWC recycled tonnes of waste, including 34.3 tonnes of paper, 19.6 tonnes of plastic and 0.33 tonnes of e-waste. Clean Up Day The organisation also organised a Clean Up Day where 2,616 employees, contractors, stakeholders and government staff participated and collected 4,808kg of waste across DXB and DWC. At each location, the collected waste was segregated into plastic, paper, metal, wood and general for reuse and recycling. 24

27 Dubai Airports Review 2015 Standards WATER AND ENERGY CONSERVATION 25

28 WATER AND ENERGY CONSERVATION SAVING RESOURCES A number of initiatives were implemented across DXB and DWC to conserve water and energy Earth Hour For the seventh consecutive year, employees at Dubai Airports joined millions of people around the world to celebrate Earth Hour in March by switching off all non-essential lights for one hour across DXB and DWC. The two airports collectively saved approximately 23,200 KWH of energy during Earth Hour, with more than 700 participants in attendance at Zabeel Park to mark the event. The campaign to turn off all non-essential lights for an hour a day, over 24 days at all facilities across both airports was continued in the run-up to Earth Hour. Over the course of the 24 days, a total of 241,970KWH of energy was saved, which is equivalent to reducing tonnes of CO2 emissions. Since 2009, the Earth Hour activities at Dubai Airports have saved a total of 106,707KWH of energy, which is equivalent to reducing tonnes of C02 emissions (local specific). Initiatives in DXB which helped limit it environmental footprint in 2015 A number of innovative steps were taken in 2015 to conserve energy and save water in line with Dubai Airports commitment and support to the Dubai Integrated Energy Strategy Anticipated to be the biggest and most advanced airport in the world, the expansion will take place in two iterations. The first iteration includes two satellite buildings with capacity for 120 million passengers annually and accommodating 100 A380 aircraft at any one time. The entire development will cover an area of 56 square kilometres. Off peak operations modification to our baggage handling system Reduced operation mode for Automated People Mover (APM) Replacement of high wattage flood lights with LEDs in Concourse C Introduction of treated sewage effluent plant to supply makeup water to cooling towers Chiller operations optimisation through control system modification Installation of low-flow aerators on taps and showers and low-flow flush valves on urinals and flush toilets Optimisation of chilled water demand set points Demand-based indoor lighting optimisation at various locations Initiatives in DWC Installed in 2014 to reduce the airport s carbon footprint, DWC s solar array powers the employee gate facility. Using 100 solar panels on the roof of the building, the array which has a capacity of 30KW generates about 48.8 MWh of electricity per year, reducing the amount of power used by the facility by a third. In 2015 the solar array generated approximately 47935KWHr which resulted in approximately 20,612kg of CO2 savings (local specific). In addition, the following steps were integrated in DWC in 2015 to conserve energy and save water: Energy conservation of air-conditioning by heat reflective coating Optimising duty cycle of compressor Intelligent thermostat and lighting through application of LED Occupancy sensors across facilities Installation of LEDs for North Runway and associated taxiways Pilot project to retrofit Baggage Handling System (BHS) with permanent magnet motors 26

29 Dubai Airports Review 2015 PRODUCT 27

30 PRODUCT ELEVATING AIRPORT EXPERIENCE New services, products and environments for passengers As operator of two airports that in combination connect more than 78 million passengers to 280 destinations across six continents through some 140 airlines, we cater to the most diverse spectrum of customers imaginable in terms of cultures, tastes, and spending habits. The rapidly changing face of air travel, particularly in the air, where airlines offer customers a constantly evolving range of products and services, and the proliferation of connectivity through social media has dramatically changed the needs and expectations of the average traveller passing through an airport. To meet these expectations and delight our passengers, Dubai Airports continues to look at ways to make their journeys through our airports smoother and more memorable. Our initiatives range from a steady expansion of the infrastructure to keep up with the growth of our traffic to ensure congestion is kept to a minimum, to offering the widest and best range in dining and relaxation concepts. We upped the ante in 2015 by bringing live music and art to liven up the ambience at the airport through musicdxb and artdxb initiatives. Keeping in mind the increasing number of social media consumers and the evolution of wearables, Dubai Airports is actively engaging customers on platforms such as Facebook, Twitter and Instagram. Dubai Airports also worked in 2015 to provide smartwatch integration for its app on both Android and ios platforms. At the time of publishing, the smartwatch app was up and running on both platforms. 28

31 OUR YEAR IN NUMBERS 450,000 people visit our website every month We are The world s most liked airport on Facebook and our app has been downloaded 75,000 times with 1.5 million likes and growing 29

32 Dubai Airports Review 2015 Product CONCOURSE C 30

33 CONCOURSE C CONCOURCE C Following the opening of Concourse D in February 2016 and the moving of all airlines to the new facility, Concourse C is on its way to becoming a part of Terminal 3 to accommodate Emirates airline s growing operation. Concourse C will undergo a refurbishment programme that includes reconfiguring stands to accommodate Emirates 777 and A380 fleet, upgrades to the lounges and revitalised food & beverage offerings. 31

34 Dubai Airports Review 2015 Product CONCOURSE D S EXCITING LINE-UP OF F&B AND RETAIL 32

35 CONCOURSE D S EXCITING LINE-UP OF F&B AND RETAIL CONCOURSE D S EXCITING LINE-UP OF F&B AND RETAIL Concourse D, which serves some 60 airlines that operate into Dubai International s Terminal 1, has an exciting line-up of familiar and new retail and food & beverage brands, ranging from convenience retail and quality fast food to luxury retail brands and fine dining - all cohesively designed to elevate traveller experience to new levels. An array of world-renowned brands have been introduced for the first time including casual dining concept The Kitchen, which offers passengers creations from the renowned celebrity chef Wolfgang Puck. The first Pret a Manger in a Middle Eastern airport also opened at Concourse D, while other firsts for DXB include Butlers Chocolate Café and Camden Food Company, which will bring healthy, tasty travel food using organic and natural products. The CNN Travellers Café is a favourite for news junkies who want to stay connected to world affairs over coffee, while YO! Sushi is a popular addition for those who enjoy a little theatre with their food. Other new outlets include Lebanese favourite Sharwarmanji and Taqado Mexican Kitchen, both popular local examples of street food, in addition to a second, larger scale Masale by Taste of India outlet. Concourse D also offers established traveller favourites such as Giraffe which opened its second outlet at DXB Starbucks, KFC, Krispy Kreme, McDonald s, Brioche Dorée, The Noodle House, Cavier House & Prunier, Draft House sports bar and Costa Coffee. The new concourse will offer plenty of comfortable seating spaces and wellbeing concepts such as Be Relax and the ever-popular SnoozeCubes, which provide a convenient way to rest between flights. It will also feature a total of nine lounges spread over 6,926m2, including five airline lounges, a new Al Majlis lounge, two Dubai International Hotel lounges and a Marhaba VIP lounge. Dubai Duty Free at Concourse D provides 8400m2 of open, walk-through retail environment offering the widest range of retail brands. 33

36 Dubai Airports Review 2015 Product DUBAI S AIRPORTS ON SMARTWATCH 34

37 DUBAI S AIRPORTS ON SMARTWATCH DUBAI S AIRPORTS ON SMARTWATCH Dubai Airports launched a redesigned website followed by a smartphone app in 2014 as part of a drive to create a portfolio of digital products that would elevate customer experience by putting customised information at passengers fingertips. As a natural progression of the website and the smartphone application, and considering the increasing popularity of wearables among smartphone users around the world, Dubai Airports launched a new service integrating smartwatches with Dubai Airports popular app. Thanks to the smartwatch app, tech savvy, early-adopting passengers flying through Dubai International (DXB) or (DWC) can now have timely, important travel information delivered to them on their wrists. To satisfy Dubai International s huge and diverse customer base, the smartwatch app is available on the two main software platforms ios and Android, effectively offering a smartwatch experience for all. The smartwatch app provides the modern traveller quick and easy access to the latest status of their bookmarked flight showing the user their current flight status, the actual arrival or departure time, terminal, gate or baggage belt information in one easy glance. The smartwatch app is part of an ongoing series of digital initiatives at Dubai Airports that are aimed at enabling easy access to personalised information and allow customers greater freedom to plan their journey and make the most of their time at the airport. It s a service that is expected to be appreciated by the increasing number of travellers that now use smartphones and wearables. As part of the first phase of the project, the smartwatch app currently provides customers access to only the most important information related to their flight. There are plans to make the app more interactive while also widening its functionality to include wayfinding and commercial offers from food & beverage and retail outlets across the airport. 35

38 Dubai Airports Review 2015 Product NEW SPACES FOR PASSENGERS 36

39 NEW SPACES FOR PASSENGERS NEW SPACES FOR PASSENGERS Dubai Airports introduced a number of innovative design concepts in 2015 to create welcoming new spaces for passengers waiting for flights to relax, shop, dine and spend time with their families and friends. Prominent among these new comfort zones is the family area built around the Zen Garden in Terminal 3 s Concourse B. This new facility features a special enclosure for children that includes play equipment, television screens and baby changing areas. A range of additional seating has been added while a variety of food outlets are located next to the new family area. Other enhancements in the concourses include redesigned washrooms that are even more spacious as well as convenient baby changing and nursery areas for the comfort of families. The main transfer area in Concourse B has also been expanded and refurbished to provide a more welcoming environment for passengers, with more seating, warmer colours, green living walls and better signage. Particular attention has been paid to reducing the stress of passing through security and the capacity of the area has also been increased to accommodate more passengers during peak periods. A major phased refurbishment and modernisation of Terminal 1, the operational areas surrounding it and Concourse D was carried out during The project, most of which was complete at the time of publishing, includes improvements to the drop-off and pick-up points in front of the terminal, refurbishment of landside arrivals including new food & beverage and retail outlets and modernisation of the existing check-in and departure hall. 37

40 Dubai Airports Review 2015 BUSINESS TECHNOLOGY 38

41 BUSINESS TECHNOLOGY PROACTIVE AND PREPARED Our implementation of smarter systems enables us to meet the complexities of operating two rapidly growing airports In recent years, the rapid growth of traffic at Dubai International has presented Dubai Airports with an increasingly complex, two-airport operation. In order to deliver and maintain an exceptional passenger experience, a new and increasingly proactive approach to managing our airports was needed. Accordingly, Dubai Airports launched a NextGen programme that enables us to meet the challenges of managing two large airports across three key operational areas namely people, assets and process. Central to this new approach is the development of an Airport Operations Control Centre (AOCC) from which will help all stakeholders, including airlines and control authorities, manage operations at Dubai International. In addition to providing a more memorable airport experience for our passengers, the smart use of technology is key to improving the efficiency, resilience and reliability of our business and the airport operation it supports. 39

42 Dubai Airports Review 2015 Business Technology AIRPORT OPERATIONS CONTROL CENTRE 40

43 AIRPORT OPERATIONS CONTROL CENTRE ONE ROBUST STRUCTURE The new AOCC will put all the required information at the airport management s fingertips The development of a new Airport Operations Control Centre (AOCC) enables all stakeholders, including airlines and control authorities, to manage operations at Dubai International. Vital to the effective functioning of the new AOCC is a centralised airport operating system that will combine all IT systems across the airport campus and stakeholders into a single, robust structure putting all the required information at the airport management s fingertips. The system will make use of real-time data from the various stakeholders, allowing for more proactive and informed decision making. All core packages of work were tendered in 2015 to facilitate the beneficial use of the system as early as possible. Proof of concept trials for workstations, virtualised desktop, video walls, and integrated communications systems have been deployed in the current Joint Control Room (JCR) to ensure that user requirements are fully incorporated into the configuration of the new AOCC. Upgrades to the Terrestrial Trunked Radio (TETRA) system, as well as early enabling works, have already been completed to expedite the project to its construction and completion within In 2015, the Campus Training programme was launched to train operational staff in NextGen processes alongside vendor systems training for the AOS, sensors and Operations Planning Tool (see State of the art system section for details). 41

44 Dubai Airports Review 2015 Business Technology CUTTING EDGE SYSTEMS 42

45 CUTTING EDGE SYSTEMS HOLISTIC APPROACH The effective functioning of both DXB and DWC requires the continued roll-out of advanced technological solutions A state-of-the-art airport operating system (AOS) is in preparation for implementation in AOS will deliver vital functionalities and features required for effective functioning of both DXB and DWC. The key deliverables of the solution include a multi-airport advance resource planning and management tool; dynamic flight information display screens; standard enterprise service bus for real time operational information exchange; and airport performance monitor for the proactive monitoring and management of airport operations. Drawing on real-time links across an increasing number of data fields from key stakeholders such as Emirates, flydubai and dnata, a new Info Gateway platform enables operational information exchange between these stakeholder systems, improving the overall visibility and availability of operational information needed for planning and daily management. Overall, the new Info Gateway platform will allow operators to make informed and proactive decisions across the entire operation chain, exchanging more detailed information such as passenger data, check-in and boarding information and baggage data. This new integration platform is an important interim step to the planned rollout of a completely new multi-airport operating system in years to come. Dubai Airports is also consolidating its passenger flow measurement systems and rolling out new technologies to improve the passenger experience saw the roll-out of new sensors at all transfer security areas across Concourse A and B of Dubai International to accurately measure queue time, queue length and congestion and implement planning and tactical changes on the day. Sensors will be rolled-out across the entire airport over the next months. 43

46 Dubai Airports Review 2015 PROFITABILITY 44

47 PROFITABILITY LONG-TERM GROWTH THROUGH STRONG RELATIONSHIPS Unwavering focus on key business drivers which impact corporate profitability The year under review saw a continued drive to ensure all commercial activity enhances the reputation of Dubai Airports, Dubai International and Dubai World Central, while building on strong relationships with concessionaires and partners. Throughout 2015, we remained focused on key business drivers impacting corporate profitability, while enabling business expansion and continuous improvement across both DXB and DWC. Thanks to continued growth in overall aviation activity, aeronautical revenue categories registered robust growth of +12% in 2015 compared to the previous year. 15 Non-aeronautical revenue categories grew by +12% in 2015, and now comprises 52% of Dubai Airports revenue base. Concession revenue comprising retail and food concessions, grew by +16%. This result is in line with our long-term corporate objective of reducing dependency on aeronautical revenue sources to finance future expansion, and ensure competitiveness. Due to this increase in corporate revenue, combined with disciplined cost management, Dubai Airports was able to end 2015 in a profitable position. 45

48 Dubai Airports Review 2015 Profitability AERONAUTICAL REVENUE 46

49 AERONAUTICAL REVENUE RISING TRAFFIC UNDERPINS ROBUST PERFORMANCE Increased passenger traffic and a surge in aircraft movements contributed to an upwards trajectory Traffic Performance Boosted by the growth of some 100 international airlines that connect DXB to more than 240 destinations around the world, annual passenger traffic at DXB surged 10.7 per cent to reach a record 78 million passengers in 2015 while aircraft movement surged 14.1% to reach 403,517. The year witnessed DXB welcoming four new airlines including Air Canada from Toronto, Eurowings from Cologne, Sichuan Airlines from Yinchuan and Philippines Airlines replacing PAL Express services to Manila. Some 40 airlines, including flydubai, Emirates, Qatar Airways, Indigo, Saudia, Jet Airways and SpiceJet increased their services into DXB, while 15 new non-stop passenger destinations were also added thanks primarily to the network expansion of Dubai-based airlines flydubai and Emirates. India retained its position as Dubai s single largest destination country during the year with 10.3 million passengers, a year on year growth of 17 per cent while the UK was placed second with 5.6 million passengers, followed closely by Saudi Arabia at 5.4 million passengers. In terms of destination cities, Doha retained the top spot with 2.7 million passengers (+18 per cent) followed closely by London with 2.6 million passengers (+1 per cent) and Mumbai with 2.2 million passengers (+14 per cent). Despite the transfer of all pure cargo operators from DXB to Dubai World Central, cargo volumes remained relatively steady at DXB with 2.5 million tonnes of air freight passing through the airport during the year, year on year growth of 3.4 per cent. DWC had an equally eventful year during which the airport marked its fifth anniversary by making it to the world s top 20 hubs for international freight on the Airports Council International s list. DWC welcomed 463,236 passengers and handled 888,714 tonnes of cargo in 2015 with annual aircraft movements totalling 42,055. The launch of flydubai s operations at DWC in October was the highlight of the year and a major boost for the new airport. Airline Engagement Dubai Airports continued building on our partnerships with the airlines community through increased engagement in order to maintain and further develop our hub and business positions. During 2015, we organised various airline engagement events internally, prominent among them being the On-Time-Performance Awards and the Schedule Coordination Committee Meeting. The OTP awards is an annual event were the most punctual airlines receive an award for their On-Time-Performance while the schedule coordination committee meeting is a bi-annual event aimed to discuss the upcoming IATA season s declaration. The two events help in maintaining a close relationship with our airlines customers and offer an additional opportunity to conduct one-to-one network development discussions. Internationally, Dubai Airports participated in various route and market development conferences to maximise our airline marketing reach and further engage with potential new operators. Beside the campaigns in the main route development conferences (Routes World Durban and Routes Asia Kuching), prospective airlines were engaged during the year through a number of targeted field trips. Additionally, Dubai Airports presence at the World Travel Market London (in support of Dubai Tourism and Commerce Marketing) assured direct engagement with the tour and cruise operators to stimulate new traffic opportunities into Dubai. Dubai Airports approach to maintaining a strong and mutually beneficial relationship with airlines along with its passenger centric marketing approach was recognised when airlines voted Dubai International the overall winner of the Routes Middle East & Africa Marketing Awards in June followed by the World Routes Marketing Award (50 million passenger category) at the 21st World Route Development Forum in Durban, South Africa in September. 47

50 Dubai Airports Review 2015 Profitability NON-AERONAUTICAL REVENUE 48

51 NON-AERONAUTICAL REVENUE CUSTOMER CENTRICITY YIELDS RESULTS Dubai Airports continues to enhance passenger engagement by prioritising the customer experience Non-aeronautical revenues grew 11.6% in 2015 versus 2014, and now comprise 52% of Dubai Airports revenue base. Asset Revenue Asset revenue, which is derived from property rentals and leases across both airports terminals, airfield and cargo areas, grew by 9% in 2015, largely due to strong relationships with our partners which have allowed Dubai Airports to develop medium- to long-term rent strategies. This approach also ensures that asset revenue will remain a key driver of non-aeronautical revenue in the future. Additionally, in 2015, Dubai Airports enhanced its facilities for almost 100 airlines with upgrades to Terminals 1 and 2 as well as the opening of Concourse D. The latter also involved the fit-outs for the foreign carrier airline lounges in Concourse D. At DWC, Dubai Airports facilitated the increased operation of the Emirates Sky Cargo facility. We also signed an agreement for a general aviation operator to build its own facility and finalised an agreement for a budget hotel to be built at the existing DWC passenger terminal building. Concession Revenue Pending the completion of Concourse D, Dubai Airports continued to work with existing concessionaires on developing the existing portfolio of retail, food, and advertising platforms. Strong performance yielding from customer-facing business platforms emphasised the growing demand from our global customer base for world-class solutions. Concession revenue grew by +16% for the year. Meanwhile, a global tender for retail, food, and advertising concessions resulted in the handover of integrated spaces to selected operators to develop 21 food concessions and 5 retail service concepts in Concourse D. 49

52 Dubai Airports Review 2015 REPUTATION 50

53 REPUTATION COMMITMENT TO QUALITY Dubai Airports continues to build on its well-earned reputation for operating fast-growing and high quality international airports. Dubai Airports strives to be renowned globally as the airport operator of choice. Accordingly, and as the operators of the world s leading airport for international passenger traffic, we recognise that our decisions, actions and behaviour have a wide-reaching impact on our customers, employees, stakeholders and the broader community. In addition, we want be to recognised for the experiences we offer our customers, connecting them to more than 280 destinations around the globe, as well as providing world class services and unique initiatives such as musicdxb. We endeavour to be responsible corporate citizens of Dubai, the UAE and the world, as demonstrated by our numerous CSR activities. We strive to engage our partners and customers to develop mutually beneficial relationships that underpin the success of our business. We do it with the understanding that aviation contributes 27% of Dubai s GDP and 19% of employment a contribution that continues to rise as our business grows. 51

54 OUR YEAR IN NUMBERS We welcomed 7.2 million passengers in August 2015 Flying to 240 destinations across six continents highest monthly traffic in DXB s 55 year history 52

55 Dubai Airports Review 2015 Reputation AWARDS 53

56 AWARDS RECOGNITION ACROSS THE GLOBE DXB and DWC were lauded with a string of prestigious awards, both regionally and internationally Dubai Airports received a number of international awards during 2015 in recognition of the range and quality of service and products, and the general airport experience on offer at Dubai International. Celebrating only its 5th year in operation as a cargo airport, Dubai World Central not only managed to win an award for best airport (Cargo under 1 million tonnes category) but also made it to the list of the world s top 20 busiest hubs for international freight volumes. During the year, Dubai International won the Condé Nast Traveller Readers Choice Awards Middle East for Favourite Airport for Layovers as well as being named Best Airport in the Middle East at the Business Traveller Middle East Awards. For a record 18th time, DXB was also named the Middle East s Leading Airport at the 22nd World Travel Awards which were held in Dubai in May last year. Dubai International made a debut at two new awards Most Supportive Approach to Travel Retail at the DFNI Awards and, more notably, Initiative of the Year Awards (with Le Clos) at the Frontier Awards. Other prestigious wins during the year included Routes Marketing Awards Middle East and Africa in the 50 million passenger category and subsequently the Overall Winner for MEA. DXB also won Best Airport (ME) at the Asian Freight, Logistics & Supply Chain Awards (AFLAS). Last but not least, Dubai Airports was recognised for Best Employee Learning at the Service Olympian Awards. 54

57 Dubai Airports Review 2015 Reputation CELEBRATING EMIRATI CULTURE 55

58 CELEBRATING EMIRATI CULTURE NATIONAL PRIDE We are proud to support several UAE events, sporting activities and cultural initiatives Dubai Airports National Identity Team, in conjunction with the broader airport community, organises events and participates in national initiatives to celebrate Emirati culture and history. In 2015, the team celebrated the UAE s 44th National Day with cultural displays and community events to inspire and educate employees, business partners and passengers in the rich history and heritage of the country. Dubai Airports joined hundreds of organisations across the UAE on November 3 to observe Flag Day, in honour of the accession of His Highness Sheikh Khalifa Bin Zayed Al Nahyan as President of the UAE. On November 30, Dubai Airports led the airport community to commemorate Martyr s Day an event that celebrates the lives of Emiratis that made the supreme sacrifice to ensure the security, stability and safety of the UAE. We are proud supporters of Shaheen, the UAE Rugby s Emirati development programme. Shaheen focuses on the 7-a-side game and offers a stepping stone for the 3,000 Emirati juniors in the schools player pathway programme to continually improve their skills and fitness levels. Dubai Airports continued to be a prominent supporter of the Emirates Festival of Literature in 2015, sponsoring the event s Emirati Strand for the fifth consecutive year. This sponsorship is in line with Dubai Airports commitment to promoting global cultural understanding through literature, as well as highlighting Emirati culture by providing a showcase for budding and established UAE national authors. Sport and Arts The highlight of the year in our ongoing efforts to support the local sporting community was the inaugural Dubai Airports Sevens Tournament. Teams from Saudi Arabia, Lebanon and Qatar, as well as Dubai Airports very own UAE Shaheen team, participated in the inaugural tournament, organised by the UAE Rugby Association. The tournament is designed to provide emerging regional rugby teams with an opportunity to participate in international events and gain experience against sides with similar skills and fitness. It is the first Arab Rugby Sevens Tournament under the auspices of World Rugby, Asia Rugby and the newly established the Arab Rugby Federation (ARF). 56

59 Dubai Airports Review 2015 Reputation CSR 57

60 CSR CARE AND CONSIDERATION Dubai Airports CSR programme focuses on community, customer service, employee wellbeing, ethical practices and sustainability Dubai Airports strives to support the community, protect the environment and nurture a safe and productive workplace through ethical and responsible actions. To achieve this objective, Dubai Airports has a CSR programme that focuses on community, customer service, employee wellbeing (see People & Culture), ethical practices and sustainability (see Standards). Dubai Airports, together with other airport authorities, also set up stands for pilgrims, providing information and free Hajj kits containing travel waist pouches, umbrellas, prayer mats, hand sanitisers, water bottles, and first aid boxes. Dubai Airports also continues to support Dubai Cares with donation boxes across Dubai International. Dubai Cares aims to improve children s access to quality primary education in developing countries and Dubai Airports has supported its work since the charity s inception in To date, Dubai Cares has assisted more 14 million children in 41 countries. Ramadam and Hajj While customer service is a top priority for Dubai Airports at all times, the seasonal rush of travellers, especially around events such as the Islamic holy month of Ramadan and Hajj pilgrimage, calls for special attention and advanced planning and preparations. Depending on the time of departure, transit or arrival, passengers were offered complimentary meal boxes to break their fast at Dubai International or Dubai World Central throughout the month of Ramadan. To ensure the comfort of Hajj pilgrims flying through DXB or DWC, Dubai Airports deployed additional staff at various touch points between the kerbside and boarding gates. Pilgrims were offered dedicated services at the terminals, such as a designated drop-off area, welcome point, check-in counters and dedicated lines for immigration. 58

61 Dubai Airports Review 2015 Reputation LEGAL 59

62 LEGAL SAFEGUARDING OUR NAME Our legal unit plays a vital role in safeguarding the interests of Dubai Airports and its partners In 2015 Dubai Airports legal team continued to play a vital role in providing a more efficient operating environment for business units across the organization, as well as safeguarding and protecting Dubai Airports reputation and interests. During 2015, the unit supported the organisation s growing operations and business by providing various legal services including, but not limited to, consultation services in finalising and concluding different types of MoUs, contracts and agreements; providing legal recommendations and guidance for various business transactions and procurement methods; assisting with translating a wide range of legal documents (Arabic-English and vice versa) as well as handling legal disputes and litigations. 60

63 Dubai Airports Review 2015 Reputation NATIONAL GEOGRAPHIC ULTIMATE AIRPORT 61

64 NATIONAL GEOGRAPHIC ULTIMATE AIRPORT REACHING MILLIONS AROUND THE WORLD Highly successful series returned for a third season Following outstanding ratings for the show s first two seasons across territories in Europe, Asia-Pacific and Latin America, Arrow Media and NatGeo were back at Dubai International to film Season 3 of Ultimate Airport Dubai. The third season of National Geographic International Channel s number one show took to the air in the fourth quarter of 2015 and featured 10 hour-long episodes that captured the complexity of DXB s massive operation and the professionalism and commitment of the more than 100,000 staff who work at the airport. Ultimate Airport Dubai went behind the scenes at the world s busiest international airport, following staff efforts to keep it safe, secure and on schedule while welcoming over 78 million passengers on more than 400,000 flights. Season 3 features riveting stories of the numerous challenges staff face during day to day operations with a host of interesting passengers and surprising situations and unexpected events. The series told many stories about passengers and operations on the ramp as well as within the terminals, customs, control tower and flight services. One of the highlights of the season was the construction of DXB s new facility, Concourse D. National Geographic International Channel will broadcast the show in 170 countries and 45 languages. 62

65 Dubai Airports Review 2015 Reputation SOCIAL MEDIA 63

66 SOCIAL MEDIA ENGAGING OUR CUSTOMERS The continued growth of Dubai Airports has been mirrored by the rapid growth of our social media channels In today s digital world, social media is an increasingly integral form of engagement with passengers, customers and communities. In the past year, Dubai Airports social media channels have gone from strength to strength, connecting more and more people around the world with our latest news, services and products, as well as reinforcing brand values. In 2015, Dubai International became the most popular airport page on Facebook, registering 1.5 million likes by the end of the year. This impressive growth was the outcome of a range of campaign activities that leveraged partner collateral such as prize trips as well as Dubai Airports-owned assets such as Katy Perry s Gala dinner performance at the Dubai Airshow There was also a successful campaign featuring a surprise guest at DXB, with over 1 million views on Dubai Airports social media channels. Featuring the exploits of Pedro the Penguin, the video was victorious at The Moodies 2015, the airport industry s digital, mobile and social media awards, winning Best YouTube Campaign. In addition, Dubai Airports Twitter feed (@DubaiAirports) was highly commended at The Moodies 2015, and registered more than 250,000 followers in Our other social media channels also continued to grow steadily, with over 30,000 Instagram followers and 65,000 LinkedIn followers by year-end. 64

67 Dubai Airports Review 2015 OPERATIONS 65

68 OPERATIONS ONWARDS AND UPWARDS Unabated growth and continuous expansion present exciting opportunities Dubai International s 55 year old growth story continued unabated in 2015 with the airport registering record highs in passenger traffic and the global recognition of being the world s busiest international hub. But where the traffic of 78 million passengers and more than 400,000 aircraft movements brought accolades and recognition, it also meant that the scale and complexity of the operation was greater than ever. Continuous growth also means that there is never a time when Dubai International is not undergoing expansion or refurbishment, from adding new facilities and renovating existing terminals to enhancing systems out on the airfield. Last year was no exception, with a major refurbishment project at Terminal 1 being carried out alongside the construction and testing of Concourse D, while follow the green, the latest airfield guidance system, was being trialled. 66

69 OUR YEAR IN NUMBERS DXB handled 403,517 aircraft movements in million passengers passed through DXB in 2015 That s approximately 1,100 movements every day or 45 every hour 67

70 Dubai Airports Review 2015 Operations HANGOUT AT DXB 68

71 HANGOUT AT DXB INSPIRING AND INNOVATIVE CAMPAIGN Supported by operations, Hangout at DXB encouraged travellers to arrive early to enjoy our services Every year, the number of passengers departing from Dubai International increases substantially during seasonal peaks such as the start of the summer holidays. In 2015, Dubai Airports launched Hangout at DXB, a nationwide campaign on radio and social media channels. It encouraged travellers to arrive early at the airport to ease their flow through the facility while making the best use of their time by enjoying a full range of airport products and services. Dubai Airports partnered with Arabian Radio Network (ARN) to launch the Hangout at DXB campaign across Dubai Eye 103.8, Dubai 92, Virgin, TAG, City 1016 and Al Arabia. A team of RJs from Virgin Radio interacted with passengers at Terminals 1 and 3, surprising lucky travellers with prizes. Through the campaign, Dubai Airports encouraged passengers to complete as many processes as possible before reaching the airport, including online check-in and registering for flight updates on the airport s website The campaign was supported by operations teams gearing up for the summer peak by adding support staff and May I Help You staff at key touch points such as immigration and security during the busiest periods. 69

72 Dubai Airports Review 2015 Operations INITIATIVES FOR SMOOTH OPERATIONS 70

73 INITIATIVES FOR SMOOTH OPERATIONS EMBRACING THE LATEST TECHNOLOGY State of the art systems are enabling us to provide exceptional experiences and streamlined operations Dubai Airports is constantly committed to adopting the latest technology to help streamline operations, limit emissions, enhance safety, meet increased capacity demands and give our customers a world class experience. A year after the flawless execution of the runway refurbishment programme in 2014 which boosted overall capacity and flexibility to accommodate the ongoing traffic growth Dubai Airports, in collaboration with technology provider Honeywell, worked on the implementation and trialling of a state-of-the-art system called follow the greens to further enhance efficiency and traffic flow on the airfield. The advanced Ground Traffic Management (GTM) solution helps pilots to safely navigate through the airport s complex network of taxiways, even in the case of reduced visibility. The system assesses all aircraft traffic on the airfield, identifies the optimal routing to the gate (or conversely from gate to runway) and activates a series of lights on the tarmac. Instead of following radio instructions from the air traffic control tower, pilots simply follow the green lights. Honeywell s GTM system helps reduce taxi times, save fuel and limit emissions while improving taxiway safety. The new system also reduces strain on air traffic controller operations, improves situational awareness, and generates additional savings through reduced lighting and operational costs. At the time of publishing, Dubai Airports had announced the successful implementation of the new system at DXB. 71

74 Dubai Airports Review 2015 Operations TRAFFIC 2015 DWC 72

75 TRAFFIC 2015 DWC KEY REGIONAL CARGO HUB Celebrating its fifth year of operations, DWC is now one of the world s 20 busiest freight hubs Dubai s second airport, Dubai World Central (DWC) established itself as a key regional and international freight hub with air cargo volumes totalling 888,714 tonnes in 2015, up 7.7% from 824,933 tonnes recorded during The growth propelled the airport, which celebrated its fifth year of operations in June 2015, into the list of the world s 20 busiest freight hubs. Air cargo volumes for the year totalled 888,714 tonnes, up 7.7% from 824,933 tonnes recorded during Year on year cargo volumes increased despite a dip in fourth quarter traffic when DWC handled 228,770 tonnes of freight down 9.9% from 253,932 tonnes recorded during the same quarter in DWC welcomed 179,781 passengers in Q4 2015, up 62% from the 110,920 who used the facility during the same period in Passenger numbers rose thanks to the introduction of flights operated by flydubai from October For the full year DWC welcomed 463,236 passengers in 2015, down 45.2% from the 845,046 recorded during Both cargo and passenger numbers in 2014 were inflated by additional services operated into DWC while Dubai International was reduced to a single runway airport as a result of the runway refurbishment project. Aircraft movements in Q4 rose 3.1% to 12,052, compared to 11,687 movements during the same period last year. Full year aircraft movements reached 42,055, down 11.8% from 47,655 movements recorded in 2014 again due to the one-off spike in activity created by the runway project at DXB. 73

76 Dubai Airports Review 2015 Operations TRAFFIC 2015 DXB 74

77 TRAFFIC 2015 DXB WORLD S NUMBER ONE Cementing its status as the busiest hub for international passengers, DXB welcomed several new airlines in 2015 In 2015, Dubai International not only retained its position as the world s number one hub for international passengers - it further extended its lead over competing hubs by registering annual traffic of just over 78 million. Additionally it ascended the ranks for total passenger numbers rising from sixth spot in 2014 to third in Boosted by the growth of some 100 airlines that connect the airport to more than 240 destinations around the world, most notably Emirates and flydubai, annual passenger traffic at DXB surged 10.7% to reach a record 78,014,838 passengers in 2015 compared to 70,473,893 recorded during Twice during the year, in August and again in December, monthly traffic at the airport breached the 7 million passenger mark while the average monthly traffic during the year was 6.5 million. Spurred by Emirates network expansion and ongoing growth on routes to the region, North America topped the regional markets in terms of percentage growth in 2015 (+25 per cent), followed by the GCC (+15%), and Asia (+12%). Aircraft movements in 2015 reached 403,517, up 14.1% compared to 353,507 movements recorded during Despite the transfer of all pure cargo operators from DXB to Dubai World Central, cargo volumes remained relatively steady, with 2,506,092 tonnes of air freight passing through the airport during the year, up 3.4% compared to 2,423,677 tonnes recorded during During the year, DXB welcomed new airlines including Air Canada from Toronto, Eurowings from Cologne and China Southern from Wuhan, among others. A total of 12 new passenger destinations were also added thanks to the ongoing network expansion of Dubai-based airlines flydubai and Emirates. A traditionally strong market, India retained its position as Dubai s single largest destination country in 2015 with 10,391,376 passengers, followed by the UK with 5,682,307 passengers (+6%), and Saudi Arabia at 5,466,358 (+12%). Doha retained its position as the top destination city served by DXB with 2,782,600 passengers (+18%) followed closely by London with 2,659,602 passengers (+1%) and Mumbai with 2,214,221 passengers (+14%). 75

78 Dubai Airports Review 2015 PEOPLE & CULTURE 76

79 PEOPLE & CULTURE ENGAGING TALENT AT THE FOREFRONT OF INNOVATION Dubai Airports phenomenal rise in the last decade can be largely attributed to our ability to attract and engage world-class talent at every level of the business. Dubai Airports world-class talent pool is at the forefront of the aviation industry, helping to cement Dubai s position as an innovative global aerospace hub. By connecting 78 million people from 280 destinations across six continents, Dubai Airports employees are committed to supporting our vision to become the world s best airport management company, by managing a complex two-airport operation that includes the world s busiest airport. In 2015, against a backdrop of rapidly growing passenger numbers, Dubai Airports began transforming its business and focusing on operational efficiencies and innovation to ensure it offers differentiated customer excellence. This is critical to the future of the aviation sector and economic growth in Dubai. With this comes the need to attract the brightest people, who think differently, embrace innovation and can grow into future leaders by excelling at what they do. 77

80 OUR YEAR IN NUMBERS In 2015 Dubai Airports recycled more than 3,121 tonnes of solid waste Since 2009 DXB and DWC have collectively Saved a total of 106,707KWH of energy that s as much as the weight of 10 Boeing 747s Enough to power an average 3-bedroom home for 35 years 78

81 Dubai Airports Review 2015 People & Culture EMPLOYEE WELL-BEING 79

82 EMPLOYEE WELL-BEING HEALTHY ENVIRONMENT By supporting employee well-being at work and home, our business is able to perform at the highest level We fully understand the importance of the well-being of our people, and offer a wide range of health awareness and sporting initiatives to help them embark on a path to better health. Well-being at work can support innovation, productivity, creativity and quality, ultimately leading to business growth, and boosting Dubai Airports competition on the world stage. In 2015 there was a growing recognition of the importance of individual well-being at Dubai Airports with a number of initiatives adopted to boost the health of employees across the business. This included physical workplace considerations, as well as people s physical and psychological health. More than 1,300 employees participated in a wide variety of events and initiatives during the year. The busy schedule featured sporting and cultural events, special offers and health awareness campaigns that appealed not only to our employees, but extended our well-being ethos beyond the working environment, bringing together entire families in a relaxed and fun setting. 80

83 Dubai Airports Review 2015 People & Culture HUMAN RESOURCES 81

84 HUMAN RESOURCES ACHIEVING MORE BY EMPOWERING EMPLOYEES A highly motivated, talented and empowered team, with a culture of delivery, is a core component of human resources As the business enters its next phase of rapid expansion, the transformation of our business operations, redefinition of new and existing functions, and implementation of robust business processes will ensure we have a talented workforce that is well-positioned with strong leadership. The transformation empowers Dubai Airports employees to enable business growth through exciting work and career development and by giving employees the opportunity to become change agents in our business. This is supported through new operating models, technology, and a strengthened leadership. The transformation spans our entire business, with a major focus on operations, engineering services, and corporate services, which continue to be redefined to support the proactive management of our airports. Fostering an environment that motivates teams and stakeholders, and builds a culture of delivery, is a core component of the human resources function. In 2015, work began on defining a new culture and engagement plan for Dubai Airports to support its business transformation. Surveys were conducted among employees throughout the organisation, so that they play a key role in shaping the future of the business. During the year, work continued to define our new Employee Value Proposition (EVP), which will enhance our talent acquisition process and become incorporated into our employer brand across every touchpoint. A new employee HR Service Centre was also unveiled at Terminal 1, Dubai International, to provide a helpful one-stop-shop offering employees prompt, accurate and thorough advice on all HR related enquiries. 82

85 Dubai Airports Review 2015 People & Culture RECRUITMENT 83

86 RECRUITMENT RIGHT PEOPLE, RIGHT NOW Recruiting a world-class talent pool to support Dubai Airports business transformation With airport transformation and expansion underway, it is vital that Dubai Airports recruits a world-class talent pool that spans the entire business. We ve designed our recruitment function to simplify the process, streamline applications, and improve the candidate experience using one central integrated hub. During 2015, a total of 410 positions were filled, of which 62% were recruited internally, and 17% were UAE nationals. Assessment centres were conducted for 97% of the completed roles. The assessment centre results are validated by the performance average of those hired. There were 267 business transformation roles related to Engineering Services, Next Generation Airport Operations and Corporate Services Enablement Programme. 75% of all transformation roles were filled in

87 Dubai Airports Review 2015 People & Culture REWARDS AND RECOGNITION 85

88 REWARDS AND RECOGNITION INSPIRING THE AIRPORT COMMUNITY Dubai Airports continues to nurture an exceptional service culture by recognising and rewarding those that go the extra mile We realise the importance of celebrating exceptional people. Dubai Airports reward and recognition schemes help to inspire not only our direct workforce, but the entire airport community. Our quarterly Airport Customer Service Awards (ACE) recognise the people that are closest to our customers and have the ability to make a huge impact on customer experience. They help to unite 14 stakeholder organisations and more than 100,000 people to work together as part of the airport community to drive operational efficiencies and innovations. In 2015, 108 accolades were awarded to employees across Dubai Airports and amongst our partners for going above and beyond, whether by supporting passengers with flight connections, finding missing children, or even helping to save passengers lives. Our Mega Star Performer Award (annual), Star Performer Award (quarterly) and Shooting Star Award Dubai (spontaneous) also recognise outstanding employee achievement and dedication, which underpin our business ambition to become the world s leading airport management company. The Shooting Star Award was given to 325 employees in 2014, with 16 employees designated Star Performers and three recognised as Mega Star Performers. Workshops were also conducted to redesign and focus the reward and recognition schemes to support Dubai Airports customer-centric culture and drive collaboration and innovation among employees and stakeholders. 86

89 Dubai Airports Review 2015 People & Culture SERVICE TRAINING 87

90 SERVICE TRAINING THE CUSTOMER COMES FIRST Our Airport Service Programme provides training to improve the passenger journey and encourage innovation Dubai Airport indirectly employs over 100,000 people who play critical roles in improving customer experience - and ultimately in supporting the future prosperity of Dubai. The only way we can enhance our customer experience and international service quality rankings is by working together with our partners to deliver an integrated customer service. In 2015, Dubai Airports worked alongside Dubai Immigration, Dubai Police, and Emirates Flight Catering, among others, to continue the roll-out of our Airport Service Programme. We provided training to improve the customer journey and encourage innovation at every touch point by delivering more than 4,200 training days and over 25,000 training hours. 88

91 Dubai Airports Review 2015 People & Culture TALENT DEVELOPMENT 89

92 TALENT DEVELOPMENT IDENTIFYING STAR PERFORMERS Development programmes enable our most talented employees to truly fulfil their potential Dubai Airports is dedicated to building a talented workforce to enable it to meet the demands of being the world s busiest international airport. Every year the company identifies high performing and high potential employees to build their knowledge, skills and abilities, helping them develop and achieve their potential and thereby enable Dubai Airports continued growth. In 2015 more than 25 employees completed specific talent development programmes while several more have begun their career development. Dubai Airports became an Institute of Learning Management (ILM) approved training centre in 2015 to provide employees with global best practices and initiatives in leadership and management. The Learning and Development team delivered more than 7,300 training days to over 5,000 Dubai Airports and partner employees at Launchpad, our state-of-the-art training facility. A new comprehensive online learning and management centre went live to provide e-learning to employees to support and empower staff to take a lead-role in their development. With such a rapidly growing airport, project management was a key focus in 2015, with milestone training launched for 73 entry level employees, as well as a number of employees who undertook the Project Management Professional (PMP) Exam with the Project Management Institute (PMI). Talent Development programmes included: Danaat: development programme for talented female employees Qaa ed: development programme for middle management Tatweer: academic development programme for high-performing UAE nationals. Over 200 hours of training, workshops, coaching and mentoring were focussed on talent development programmes in 2015, with participants recording a 95% satisfaction rate. 90

93 DUBAI AIRPORTS REVIEW 2015 View online version here Lorne Riley Head of Corporate Communications T: E: Lorne.Riley@dubaiairports.ae Zaigham Ali Manager Media Relations English T: E: Zaigham.Mirza@dubaiairports.ae Ghassan Amhaz Manager Media Relations Arabic T: E: Ghassan.Amhaz@dubaiairports.ae