Etihad Airways 10th Anniversary

khaleej times Tuesday, November 12, 2013

33

SPECIAL REPORT

etihad aiRWaYS • 10 YeaRS

Right people, Right location, Right stRategy

50

DESTINATIONS

2007

86

69 2009

totAl FlEEt

81 2011

96 2013

$10.7 billion E 16,528 ADDED to Abu DhAbi GDP in 2012

totAl EmPloyEEs

iSaac John

tihad airways, which has set a world record by becoming the fastest growing airline in commercial aviation history in the first one decade of operations, is now striving to achieve yet another dream — to be the world’s best airline. it may appear rather preposterous or a far too ambitious goal for most other carriers, but for the 10-year old Uae national airline that dream may not be more than a modest target, and plainly a logical next phase in its breathtaking growth saga.

James hogan, etihad airways president and chief executive officer, describes etihad’s journey to becoming a major force in global civil aviation as a fascinating and remarkable one. “today, we are a mature and robust business and one whose simple vision remains the same: to be the world’s best airline.” speaking to Khaleej Times, hogan, who has been at the helm of etihad since 2006, sums up the inspiring growth saga of the airline that has “set fresh and exciting standards in the airline industry.” thee 10th anniversary celebration is “a truly momentous occasion,” he says. “in one decade we have become the fastest growing airline in commercial aviation history and firmly established ourselves on the global travel stage,” says hogan.

> continued on page 36

JAmEs hoGAn

Tuesday, November 12, 2013 khaleej times

34

In achieving its first profit in 2011 of around $14 million, Etihad has demonstrated that despite the heavy capital outlay on services, staff and its growing fleet, the airline has managed to harness significant economies of scale to prove that it’s more than just a viable business entity

10 successful years of Etihad Airways’ operations have shown that despite the economic turbulence that the GCC has sailed through, Etihad, says SAJ AHMAD, is not afraid of tackling difficulties, while still seeking out new openings in markets that can always benefit from more competition

etting up an airline is never an easy task. Making it succeed, expand and thrive is even harder — especially when the industry has seen many casualties in both good times and in the bad.

The decision to launch Etihad Airways back in 2003 was seen as a risky endeavour, if only because the airline industry was still licking its wounds from the post-September 11, 2001 attacks that hurt global air travel in a massive way.

On November 12, 2003, Etihad Airways took off on its maiden commercial flight to Beirut, with many watching to see what the future held for this newly born GCC airline. Fast forward 10 years, the airline has under its belt some 96 destinations with a fleet of 86-plus modern Airbus and Boeing airplanes that have helped the airline not just to spread its network, but to pull the world to the UAE capital of Abu Dhabi.

Many were concerned that such a big airline ambition not far from Dubai and the base of Emirates was perhaps a dangerous move, but as I have opined many a time — when you look at the GCC’s reach to over 2.5 billion people within a five to six hour flight radius from any Gulf city, then that market is hugely under-served and new entrants can exploit that demand to their advantage. And that’s exactly what Etihad is doing.

Under the stewardship of one of the most respected men in the airline business, James Hogan has taken Etihad from its humble beginnings to an airline that now has several stakes in partner airlines and has been growing at doubledigit percentage rates faster than

evolving shape and size of the fleet is based FLEET The on the requirements of the network, and is planned to facilitate Etihad’s growth requirements

2020

ACTUAL

86

159

AirbUs A320

20

AirbUs A330

AirbUs A340

bOEiNG 777-300Er

AirbUs 330-200F

25 17

12

bOEiNG 777-200F

3

any other airline since start up.

Hogan and the Etihad team have redeveloped Abu Dhabi as a huge commercial, economic and political force to be reckoned with.

In achieving its first profit in 2011 of around $14 million, Etihad has demonstrated that despite the heavy capital outlay on services, staff and its growing fleet, the airline has managed to harness significant economies of scale to prove that it’s more than just a viable business entity. And when you consider that the UAE was amongst the first countries to be hit hard by

3

bOEiNG 747F

3

the global financial crises, it has also become one of the first to rebound as well. And during that time, Etihad has not slowed the pace of its expansion organically.

Indeed, it redefined the growth strategy that many airlines traditionally follow and instead of going down the route of joining an alliance, or indeed, creating a grouping of its own, Etihad has taken key stakes in several other airlines dotted around the world in a bid to bolster traffic, revenue and leverage the boon of inorganic growth by helping these partner

35

ETIHAD . 10 yEArs

ETIHAD . 10 yEArs

Spread your wings and fly S

khaleej times Tuesday, November 12, 2013

AirbUs A320

AirbUs A330

AirbUs A340

AirbUs A350

35

24

11

12

bOEiNG 787

bOEiNG 777-300Er

41

19

AirbUs A380 AirbUs A330-200F

10

4 bOEiNG 777-200F

3

airlines to restructure their operations so that everyone can share the spoils of their commercial rejuvenation.

With stakes in airberlin, Air Serbia, Air Seychelles, Aer Lingus, Virgin Australia and most recently Jet Airways, it is clear that Etihad has an eye for investment where it sees long-term value.

No one can realistically expect Etihad to wave a magic wand over these airlines and turn round their financials overnight, but it is evident that Etihad is keen to restructure its partner airlines to bolster

their international credentials and their networks.

Etihad’s passengers also benefit from codeshare deals with almost 50 other airlines too. This continued, diverse and seemingly nonstop growth has aided traffic growth at Abu Dhabi International Airport.

To that end, the expected opening of the new Midfield Terminal in the summer of 2017 will boost airport capacity beyond 40 million passengers a year, the bulk of which will come from Etihad and its partner airlines.

And for the longer term, despite

passengers In 10 years Etihad has become one of the fastest growing airlines in the history of commercial aviation.

having orders and options for 160 further Airbus and Boeing jets, Etihad is priming its future based around the fuel efficient 787-9, for which the airline is the biggest customer with 41 airplanes on order.

Etihad is also eyeing a significant order for Boeing’s new 777X family as well. All the signs point to an airline investing in the “here and now” to benefit from cost, fuel and operational savings that augment and solidify its base in order to become one of the biggest Arabian airlines.

If the last 10 years of Etihad’s existence has shown anything, it highlights that despite the economic turbulence that the GCC has sailed through, and indeed, the prevailing turmoil that still exists in countries like Libya, Syria and Egypt, it’s that Etihad is not afraid of tackling difficulties around it while still seeking out new openings in markets that frankly can always benefit from more competition.

With Europe and Asia already in its sights, the advent of fuel efficient jets like the 787-9 and 777X will allow Etihad to further make inroads in countries like the USA and Latin America, where services from the Middle East are still relatively sparse.

Etihad is a more than a risk taker.

It’s an innovative creature that has evolved as the market around it has evolved. Where many airlines have failed to adapt to changing market conditions, Etihad is a great example of just how well things can go despite the challenges of an ever-competitive landscape.

10.2 10

8.3

8

6.0

6.3

8.6*

7.1

* Q3 /2013

4.6

6 4 2 0

2.8 2006

2007

2008

2009

2010

2011

2012

2013

Combined equity partnersHips

430 FLEET

45.4M PASSENGERS

412 dESTINATIoNS

(The writer is chief analyst at London-based StrategicAero Research)

“The Middle East is a robust and key market for Boeing and Etihad Airways has been an active and strategic participant in this growth,” said Marty Bentrott, vice-president, sales for Middle East, Russia and Central Asia, Boeing Commercial Airplanes.

“As the airline celebrates its tenth anniversary, it not only reiterates the dynamism of the aviation industry in this region, but clearly establishes itself as a forerunner not only in the Middle East, but globally as well. Etihad continues to build on its first decade of success with its strategic alliances and partnerships, fleet and network expansion and we look forward to participating in the next chapter of Etihad’s accomplishments.”

“We are very proud of our relationship with Etihad Airways which began just a year after it launched operations in 2003 with an order for five 777300ERs,” said Ray Conner, president and chief executive officer, Boeing Commercial Airplanes.

“Today, 10 years later, and under the leadership of its chief executive officer, James Hogan, it comes as no surprise that Etihad has established itself as one of the world’s fastest growing airlines. It is gratifying to see that as it continues to strengthen its position in the global aviation industry, Etihad has displayed confidence in Boeing’s product portfolio including the 787 of which Etihad is one of the world’s largest airline customers.”

Working in partnership to reduce Etihad’s carbon footprint

Congratulations Etihad Airways on your 10 year anniversary At Optimized Systems and Solutions (OSyS) we are privileged to have supported Etihad Airways in delivering the operational insight they need for an effective and sustainable fuel management campaign. We look forward to continuing this service, as we work together to drive future improvements.

Tel: +44 (0) 1332 777 400 [942063]

[942040]

webenquiries@o-sys.com

www.o-sys.com [942043]

Tuesday, November 12, 2013 khaleej times

34

In achieving its first profit in 2011 of around $14 million, Etihad has demonstrated that despite the heavy capital outlay on services, staff and its growing fleet, the airline has managed to harness significant economies of scale to prove that it’s more than just a viable business entity

10 successful years of Etihad Airways’ operations have shown that despite the economic turbulence that the GCC has sailed through, Etihad, says SAJ AHMAD, is not afraid of tackling difficulties, while still seeking out new openings in markets that can always benefit from more competition

etting up an airline is never an easy task. Making it succeed, expand and thrive is even harder — especially when the industry has seen many casualties in both good times and in the bad.

The decision to launch Etihad Airways back in 2003 was seen as a risky endeavour, if only because the airline industry was still licking its wounds from the post-September 11, 2001 attacks that hurt global air travel in a massive way.

On November 12, 2003, Etihad Airways took off on its maiden commercial flight to Beirut, with many watching to see what the future held for this newly born GCC airline. Fast forward 10 years, the airline has under its belt some 96 destinations with a fleet of 86-plus modern Airbus and Boeing airplanes that have helped the airline not just to spread its network, but to pull the world to the UAE capital of Abu Dhabi.

Many were concerned that such a big airline ambition not far from Dubai and the base of Emirates was perhaps a dangerous move, but as I have opined many a time — when you look at the GCC’s reach to over 2.5 billion people within a five to six hour flight radius from any Gulf city, then that market is hugely under-served and new entrants can exploit that demand to their advantage. And that’s exactly what Etihad is doing.

Under the stewardship of one of the most respected men in the airline business, James Hogan has taken Etihad from its humble beginnings to an airline that now has several stakes in partner airlines and has been growing at doubledigit percentage rates faster than

evolving shape and size of the fleet is based FLEET The on the requirements of the network, and is planned to facilitate Etihad’s growth requirements

2020

ACTUAL

86

159

AirbUs A320

20

AirbUs A330

AirbUs A340

bOEiNG 777-300Er

AirbUs 330-200F

25 17

12

bOEiNG 777-200F

3

any other airline since start up.

Hogan and the Etihad team have redeveloped Abu Dhabi as a huge commercial, economic and political force to be reckoned with.

In achieving its first profit in 2011 of around $14 million, Etihad has demonstrated that despite the heavy capital outlay on services, staff and its growing fleet, the airline has managed to harness significant economies of scale to prove that it’s more than just a viable business entity. And when you consider that the UAE was amongst the first countries to be hit hard by

3

bOEiNG 747F

3

the global financial crises, it has also become one of the first to rebound as well. And during that time, Etihad has not slowed the pace of its expansion organically.

Indeed, it redefined the growth strategy that many airlines traditionally follow and instead of going down the route of joining an alliance, or indeed, creating a grouping of its own, Etihad has taken key stakes in several other airlines dotted around the world in a bid to bolster traffic, revenue and leverage the boon of inorganic growth by helping these partner

35

ETIHAD . 10 yEArs

ETIHAD . 10 yEArs

Spread your wings and fly S

khaleej times Tuesday, November 12, 2013

AirbUs A320

AirbUs A330

AirbUs A340

AirbUs A350

35

24

11

12

bOEiNG 787

bOEiNG 777-300Er

41

19

AirbUs A380 AirbUs A330-200F

10

4 bOEiNG 777-200F

3

airlines to restructure their operations so that everyone can share the spoils of their commercial rejuvenation.

With stakes in airberlin, Air Serbia, Air Seychelles, Aer Lingus, Virgin Australia and most recently Jet Airways, it is clear that Etihad has an eye for investment where it sees long-term value.

No one can realistically expect Etihad to wave a magic wand over these airlines and turn round their financials overnight, but it is evident that Etihad is keen to restructure its partner airlines to bolster

their international credentials and their networks.

Etihad’s passengers also benefit from codeshare deals with almost 50 other airlines too. This continued, diverse and seemingly nonstop growth has aided traffic growth at Abu Dhabi International Airport.

To that end, the expected opening of the new Midfield Terminal in the summer of 2017 will boost airport capacity beyond 40 million passengers a year, the bulk of which will come from Etihad and its partner airlines.

And for the longer term, despite

passengers In 10 years Etihad has become one of the fastest growing airlines in the history of commercial aviation.

having orders and options for 160 further Airbus and Boeing jets, Etihad is priming its future based around the fuel efficient 787-9, for which the airline is the biggest customer with 41 airplanes on order.

Etihad is also eyeing a significant order for Boeing’s new 777X family as well. All the signs point to an airline investing in the “here and now” to benefit from cost, fuel and operational savings that augment and solidify its base in order to become one of the biggest Arabian airlines.

If the last 10 years of Etihad’s existence has shown anything, it highlights that despite the economic turbulence that the GCC has sailed through, and indeed, the prevailing turmoil that still exists in countries like Libya, Syria and Egypt, it’s that Etihad is not afraid of tackling difficulties around it while still seeking out new openings in markets that frankly can always benefit from more competition.

With Europe and Asia already in its sights, the advent of fuel efficient jets like the 787-9 and 777X will allow Etihad to further make inroads in countries like the USA and Latin America, where services from the Middle East are still relatively sparse.

Etihad is a more than a risk taker.

It’s an innovative creature that has evolved as the market around it has evolved. Where many airlines have failed to adapt to changing market conditions, Etihad is a great example of just how well things can go despite the challenges of an ever-competitive landscape.

10.2 10

8.3

8

6.0

6.3

8.6*

7.1

* Q3 /2013

4.6

6 4 2 0

2.8 2006

2007

2008

2009

2010

2011

2012

2013

Combined equity partnersHips

430 FLEET

45.4M PASSENGERS

412 dESTINATIoNS

(The writer is chief analyst at London-based StrategicAero Research)

“The Middle East is a robust and key market for Boeing and Etihad Airways has been an active and strategic participant in this growth,” said Marty Bentrott, vice-president, sales for Middle East, Russia and Central Asia, Boeing Commercial Airplanes.

“As the airline celebrates its tenth anniversary, it not only reiterates the dynamism of the aviation industry in this region, but clearly establishes itself as a forerunner not only in the Middle East, but globally as well. Etihad continues to build on its first decade of success with its strategic alliances and partnerships, fleet and network expansion and we look forward to participating in the next chapter of Etihad’s accomplishments.”

“We are very proud of our relationship with Etihad Airways which began just a year after it launched operations in 2003 with an order for five 777300ERs,” said Ray Conner, president and chief executive officer, Boeing Commercial Airplanes.

“Today, 10 years later, and under the leadership of its chief executive officer, James Hogan, it comes as no surprise that Etihad has established itself as one of the world’s fastest growing airlines. It is gratifying to see that as it continues to strengthen its position in the global aviation industry, Etihad has displayed confidence in Boeing’s product portfolio including the 787 of which Etihad is one of the world’s largest airline customers.”

Working in partnership to reduce Etihad’s carbon footprint

Congratulations Etihad Airways on your 10 year anniversary At Optimized Systems and Solutions (OSyS) we are privileged to have supported Etihad Airways in delivering the operational insight they need for an effective and sustainable fuel management campaign. We look forward to continuing this service, as we work together to drive future improvements.

Tel: +44 (0) 1332 777 400 [942063]

[942040]

webenquiries@o-sys.com

www.o-sys.com [942043]

Tuesday, November 12, 2013 khaleej times

36 > FROM PAgE 33 From a start-up airline with limited brand awareness, inefficiencies of scale, poor network connectivity, and a lack of airline partners and alliances, the airline has truly come of age as a role-model in commercial aviation, he points out.

Etihad now flies to 96 destinations with a fleet of 86 aircraft, and has 90 aircraft on firm order, including 41 Boeing 787-9 Dreamliners and 10 Airbus A380s.

At the Dubai Air Show opening on November 17, Etihad is expected to place orders for scores of new jets, including the revamped Boeing 777X mini-jumbo and a repeat order for its 787 Dreamliner to add to 41 such modern aircraft in its fleet now. Hogan maintains that at the heart of Etihad’s vision are founding principles that “remain as relevant today as when it took flight in 2003: to be safe, profitable, and offer outstanding products delivered with the highest levels of customer service.”

“Each year we have hit our numbers and developed safe and secure operations with stringent processes and procedures,” says Hogan.

He argues that the airline emerged as a profitable business in an environment where making profit is no mean feat. “This is not least because our products and services have set fresh and exciting standards in the airline industry.”

Hogan, who was recognised for his “outstanding strategic thinking and leadership” at the World Travel Awards in July, believes that Etihad’s strategic equity alliance has been groundbreaking.

“Our partnerships with airberlin, Air Seychelles, Aer Lingus, and Virgin Australia will be bolstered with our stake in Air Serbia from January and also Jet Airways, subject to regulatory approvals.”

Etihad, which launched its equity investment strategy in 2011 with the purchase of a 29 per cent stake in airberlin, followed it up with a 40 per cent investment in Air Seychelles, which included a five-year management contract. The buying spree continued in 2012 with an investment in Virgin Australia and a three per cent stake in Ireland’s Aer Lingus. In August, Etihad acquired a 49 per cent stake in Serbia’s national carrier, Jat, joining forces with Belgrade to inject $100

ETIHAD . 10 yEArs million into the unprofitable airline that it plans to re-brand as Air Serbia in November.

In the first half of this year, Etihad clinched a $600 million deal with Jet Airways of India for a 24 per cent stake and access to Jet’s coveted takeoff and landing slots at Heathrow Airport in London.

In October, India’s cabinet approved a deal to sell stake in Jet Airways.

As Etihad continues to boost its global presence through a mix of organic growth and strategic partnerships, Hogan does not rule out his airline’s appetite for still more such equity partnerships and strategic investments. “We have created a new model in modern aviation practices, working tirelessly to fulfill the commercial mandate we were given and in doing so created a world-class airline with operations that now span the six continents of the globe.”

Defending his growth model at a recent conference in Cologne, he pointed out that global reach is beyond the capacity of any single airline and progress must come through partnership.

“The investments we are making are delivering significant benefits not only to the airlines but to our passengers and freight customers.

We will consider more strategic partnerships if they add value.”

Etihad delivered profitability in 2011 — just eight years after operations commenced — and strengthened profitability in 2012. “It is a winning habit that we must never lose sight of.”

In 2012, the airline reported a 200 per cent increase in net profits to $42 million on revenues of $4.8 billion, a rise of 17 per cent on the previous year. It also enabled two of its equity partners — airberlin and Air Seychelles — return to profitability. Passenger numbers rose by 23 per cent to more than 10 million.

Hogan maintains that Etihad’s role as key enabler to Abu Dhabi’s Plan 2030, the blueprint for its future development, remains as important today as it did in 2003 and the airline’s economic contribution has been impressive.

“Our contribution to the UAE’s Gross Domestic Product (GDP) for 2012 is put at $10.7 billion — 10.5 per cent of Abu Dhabi’s non-oil GDP,” says the airline chief.

EmployEEs

Emiratisation

He suggests that Etihad’s vision stretches beyond that of a normal Etihad is fast-paced and multicultural, with a As the UAE’s national airline, Etihad is comnational carrier as its business is key to the continual growth of Abu workforce representing 138 nationalities. mited to building a strong and succesful Dhabi and the UAE. Emirati workforce (currently 19 per cent ETIHAD ETIHAD AIRWAYS “Our own blueprint for the fuof the core workforce) to complement its AIRPORT SERVICES 12,614 ture is more of the same — to play (3,914) global multi-cultural team. an integral and definitive role in In training UAE the prodigious double-digit growth programs 650 5, 347 and economic development of the Catering 1, 890 UAE. It is our honour and privilege to do so, always delivering on our 16,528 Senior responsibilities with the utmost re- Cargo 442 executives 45 TOTAL spect and appreciation for our AraInternational EMPLOYEES bian heritage,” says Hogan.

Managers 50 1, 970 Ground “While we may pause to look 1,582 On international 70 back on all that we have achieved, assignment 379 Staff 148 let’s not forget that it is the future Crew 3, 776 Pilots 1, 531 Pilots that matters. Past success is no guarantee of future success.” He insists that the airline must always remain focused on safety, the number one priority, and giving guests remarkable experiences that make them loyal and trusted customers for the years ahead.

“We have the right people, the In its quest to expand its fleet, graduated to start a flying career, right location, and the right strateEtihad Airways recently showed he said. gy to deliver ongoing success: our Haseeb Haider The airline group supported its intention to acquire five 777own organic growth, codeshares 200 LRs from Air India. After the 83,500 jobs in total. and partnerships, and minority eqThe airline, which added 10 des- refit, the aircraft will be delivered uity investments in other airlines,” fter 10 of years of flying says Hogan. The Etihad chief mainin and out of Abu Dhabi, tinations to its route network in the in April next that will allow it to fly tains that Etihad Airways seeks to Etihad Airways, the nation- past 12 months to make an impres- them on its fast-growing North be the best, not the biggest. “To do al airline of the UAE, has proved its sive total of 96 cities worldwide fly- American market of New York, that we need the best people, peoworth by boosting the non-oil ing a fleet of 83 aircraft, will receive Chicago, Washington and other the deliveries of four more aircraft long-haul routes. ple who are talented and commiteconomy of oil-rich Abu Dhabi.

The airline has become an inteted in equal measure.”

The numbers of its contribu- in the fourth quarter of the year.

In the period 2014-20, the air- gral part of Abu Dhabi’s economy — issacjohn@khaleejtimes.com tions are getting bigger each year; recently it was revealed that it is line — which placed $43 billion in the past 10 years; according to expected to hire 1,000 pilots in worth of orders — is slated to re- the latest study by Oxford Ecothe next five to six years as it has ceive the deliveries of 72 aircraft nomics, the airline contributed a started receiving deliveries of air- including 41 Boeing 787s, 10 Air- total of $10.7 billion to Abu Dhabus A380s, 12 Airbus A350 and bi’s GDP in 2012, representing craft it ordered four years ago.

Already, the airline has started 11 Airbus A320s to expand its 10.5 per cent of non-oil GDP. In a project to increase the number fleet size to 159 from the curent 2017, the contribution to Abu Dhabi’s economic growth would of its UAE-National pilots to 83 in the third quarter.

The agreement signed in July double to $20 billion, the UK1,000 in 2020. At present, the fastest-expanding carrier has 2008 for up to 205 aircraft was one based think-tank projected.

The airline contributed $2.3 1,531 pilots on its payroll. It also of the largest orders in history. billion to Abu Dhabi’s economy has a crew of 3,776 people out of last year and its indirect contribua total strength of 12,614 emtion was a little over $1.2 billion, ployees spread across the world in the shape of fuel purchases, apart from the UAE. maintenance, repair, airport rent“We have 520 cadets out of als and landing fees, marketing which 450 are Emiratis,” Capt advertising, IT ventures and comSaleh Awadh Alfarjalla Al Ameri, munications. An induced GDP senior vice-president for Aviation contribution of $1.1 billion and Security and Pilot Cadet Pro15,434 additional jobs can be atgramme at Etihad Airways, retributed to money spent during cently told the media.

2012 by employees of the airline Since the cadet programme and its partners. started in June 2007, 209 Emirati — haseeb@khaleejtimes.com men and women have successfully

Ascending further

A

CONGRATULATIONS TO ETIHAD AIRWAYS ON TEN SUCCESSFUL YEARS!

10

destinations added in past 12 months

Etihad Cargo Q3 revenue up 39% Haseeb Haider

E

tihad Cargo’s revenue climbed 39 per cent in the third quarter of the year as cargo volumes grew 41 per cent.

Etihad Airways continued to achieve record growth in the third quarter of 2013, with revenue from passenger services exceeding $1 billion for the first time and passenger numbers passing three million.

Total revenue rose 11 per cent

to $1.4 billion in the third quarter last year, while network-wide passenger load factors reached 81 per cent.

Passenger revenues increased by 10 per cent in the quarter ended September 31 to just over $1.03 billion, while cargo revenue was up by 39 per cent to $244 million.

Etihad Airways has codeshare agreements with 41 airlines and five equity partners.

Partnership contributions accounted for 23 per cent of total third-quarter passenger revenue, while passenger numbers rose by

Cargo

11 per cent to 3.06 million. Etihad Cargo also delivered a 41 per cent increase in volumes during the quarter ended September 31 to 132,448 tonnes.

The airline transported 349,000 tonnes of cargo in the first nine months of the year, down against 368,000 tonnes in the same period last year.

Etihad Cargo carries 90 per cent of all air cargo to and from its Abu Dhabi hub. It has nine freighters including Airbus 330-200F, Boeing 777-200F and Boeing 747-F. haseeb@khaleejtimes.com

A330-200F

Operates a fleet of nine dedicated cargo aircraft that fly on scheduled services to 26 of the airline’s passenger destinations in Europe, Middle East Asia and Africa.

B777-200F

B747-400F

Numbers in ‘000 Ton / YEAR 175 / 2007

194 / 2008

B747-8F

121 / 2006 219 / 2009

In just ten years Etihad Airways has established itself as one of the world’s leading airlines.

RECARO Aircraft Seating is proud to supply this premium airline with premium seating products.

2013 263 / 2010

www.recaro-as.com

[942048]

368 / 2012

310 / 2011