Via Dubai Magazine | September 2013

Monthly Newsletter issued by Dubai Civil Aviation Authority

Volume 1 Issue 4 September 2013

Tourism sector’s success closely linked to aviation expansion

Inside DCAA 2 Wamdat Min Fikr A lighthouse to DCAA employees DCAA initiatives during the 3 Holy Month of Ramadan

Panel reviews preparation for Dubai Air Show 2013

www.viadubaionline.com

His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of UAE and Ruler of Dubai, has approved the New Tourism Vision which aims at attracting 20 million tourists and AED 300 billion GDP contribution by 2020. Helal Saeed Almarri, Director General of Dubai Department of Tourism and Commerce Marketing, explains to Via Dubai how the aviation sector’s expansion 10 & 11 is closely linked to Dubai’s tourism success.

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DCAA, Dubai Airports MoU 6 on projects in vicinity of airports DCAA hosts training delegation

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7

Boeing 777-200LR for Lyon route

7

flydubai opens Travel Shop in Al Ain Emirates Aviation Services expands fleet

Khalid Al Arif

4

Mike Berry

9

Enhancing airline passenger experience

16

Linda Celestino

14 & 15

One small step for aviation, a giant flight for mankind

Opinion Open Skies is the only way forward

The Power of Flight

8 8

Business Aviation zooms in the Middle East

Future Dubai skyscrapers will need DCAA NoC

UAE in Focus Emirates unveils ultra-luxury A319 jet

In Focus

Interviews

12

Environment

Tony Tyler

17

12

Technology

Daniyal Qureshi

18

Towards a global vision of sustainable air transport

13

Angela Gittens

Cargo & Logistics

19

Aviation companies desire to be good world citizens

13

Flashback

Brice Lalonde

20

Message from the President In 2007, the functions of the Department of Civil Aviation were restructured. Accordingly, the Dubai Civil Aviation Authority (DCAA) was established as a regulatory body, by a decree of H.H. Sheikh Mohammed Bin Rashid AlMaktoum, Ruler of Dubai, on proclamation of law No. 21 of 2007, as amended by law No. 19 of 2010, to undertake development of Air Transport Industry in the Emirate of Dubai and to oversee all aviation-related activities.

Via Dubai is the official bilingual monthly newsletter of DCAA, designed to highlight the initiatives and developments in the aviation industry and act as a knowledge-sharing platform for all the stakeholders and aviation professionals.

General Supervision Mohammed Abdulla Ahli Coordinator Hanan Al Mazimi Executive Editor Mohammed Abdul Mannan Creative Manager Mohamad Alkichk

E-mail: viadubai@naddalshiba.com

Legal Disclaimer The views expressed in the articles are of the writers and not necessarily belong to DCAA. We take all reasonable steps to keep the information current and accurate, but errors can occur. The information is therefore provided as is, with no guarantee of accuracy, completeness or timeliness. The DCAA or Via Dubai does not warrant or assume any legal liability or responsibility for the quality, accuracy, completeness, legality, reliability or usefulness of any information. Via Dubai does not endorse or recommend any article, product, service or information mentioned in the newsletter. Any perceived slight of any person or organisation is completely unintentional.

Editorial, Production, PR & Marketing Nadd AlShiba PR and Event Management

Tel +971 4 25 66 707 Fax +971 4 25 66 704 info@naddalshiba.com www.naddalshiba.com

Ready for a new achievement month, the aviation sector N ext in Dubai will add another new

achievement to its portfolio with the opening of the Passenger Terminal at the Dubai World Central Al Maktoum International Airport. This landmark facility is our major move to consolidate Dubai’s position on the world aviation and tourism map by having another international airport within the city.

Within this framework, the Dubai Airports and the Dubai Civil Aviation Authority (DCAA), in cooperation and coordination with local and regional bodies and international organisations, are taking all steps and measures necessary to enable the new airport start its operations efficiently and smoothly, worthy of the good reputation we have gained over the years.

DWC Al Maktoum International will mark the opening of a new page in the history of civil aviation in Dubai.

Among the actions taken by Dubai Airports in preparation for the commencement of passenger operations were dozens of trial operations to determine the extent of readiness to handle passenger flow with the participation of hundreds of staff and volunteers to identify the shortcomings to be addressed before the official opening of the much-awaited facility on October 27.

Ahmed bin Saeed Al Maktoum While we continue to expand Dubai International Airport facilities with an investment of US$7.8 billion in order to keep up with the volume of expected growth, we did not lose sight of providing the best services to approximately 42 million passengers who used Dubai International Airport during the first eight months of this year.

DWC Al Maktoum International passenger terminal is indeed a new page in every sense of the word in our illustrious civil aviation history, as we will join the list of cities with two international airports, which will enable us to provide the best connectivity options and services for passengers to and from Dubai who are expected to reach more than 100 million passengers by the end of 2020.

On this occasion, I would like to urge all those working in the aviation industry to continue their efforts during this challenging phase so that we all benefit from our hard work, commitment and investments.

In the next few days, the world will take notice of our strong faith in the aviation sector as an engine of strong economic growth and the extent of our commitment to excellence and continuing upgrading of our services and facilities in order to be worthy of the confidence posed in us by our visionary leadership and millions of passengers from across the world.

Printed by Printwell Dubai

Our Vision Dubai Civil Aviation Authority is driven by the vision of Dubai to become the global Aviation Capital contributing to prosperity and enabling growth for Dubai.

Our Mission Dubai Civil Aviation Authority is committed to support the aviation sector in:

E-mail: dcaa@dcaa.gov.ae Website: www.dcaa.gov.ae Tel: (971) 4 216 2009 Fax: (971) 4 224 4502 P.O.BOX 49888 Dubai, United Arab Emirates

u Capturing the full value potential as a global passenger, tourism, trade, cargo and logistic hub u Providing the capacity, connectivity and leveraging existing assets to meet the aviation sector and economic growth plans of Dubai u Ensuring sustainable and responsible growth committed to safety, health, environment and security u Providing and creating customer-focused services to gain competitive advantage from innovation, knowledge and efficiency u Building and retaining capabilities, for the aviation sector, while offering career opportunities for Nationals u Ensuring a transparent, effective and commercially balanced regulatory framework that reflects the interests of the aviation industry, Dubai and the UAE u Providing efficient and cost-effective services to the aviation sector

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September 2013

3

Message

from the Director General

Mohammed Abdulla Ahli

Excellent Track Record Dubai enjoys an excellent track record of civil aviation management. The role and responsibilities of DCAA as the regulatory body for all civil aviation matters has been extensively enlarged due to the massive and continuous expansion of the airport, enhanced air connectivity and other related facilities.

In the past 50 years of its operations, Dubai airport handled over 400 million passengers and more recently it became the world’s second busiest for international passengers and is now on its course to handle 65 million passengers in 2013. DCAA has projected 375,000 aircraft movement in 2013 for the Dubai International Airport and Dubai World Central (DWC) – which is due to commence its passenger operations next month, rising to 665,000 in 2020. An annual growth rate of 8.6 per cent of aircraft movement clearly suggests that Dubai International Airport and DWC are on a curve of exponential growth.

These figures gives a clear-cut picture about the high stakes in our aviation industry and the massiveness of tasks for us. This impeccable performance is a matter of great pride for all the stakeholders and a source of inspiration given the fact that Dubai is moving fast towards taking up the world’s top airport slot by 2015. One of the hallmarks of Dubai’s inspiring aviation success story is strict adherence to standards, regulations and guidelines of the ICAO and GCAA along with those set out in our own Dubai Civil Aviation Policy (DCAP), Civil Aviation Regulations (CARs) and Manuals. We always look for best practices and innovative ways for managing and containing the risks, hazards and challenges.

Ensuring adherence to rules and regulations of the ICAO, GCAA and DCAA by all the aviation industry stakeholders form part of the crucial tasks of DCAA. The planned handling of 90 million passengers by 2018 by Dubai airports makes our tasks huge. In this issue, you will get insights into our work relating to aviation safety and environment, airport certification and regulations.

We are committed to maintaining high standards in all our work to ensure that the world moves via Dubai, fast and smooth.

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September 2013

Wamdat Min Fikr - A lighthouse to DCAA employees

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he Dubai Civil Aviation Authority (DCAA) presented each of its employees a copy of Wamdat Min Fikr (Flashes of Inspiration), a book written by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai.

The DCAA believes its employees will benefit from the contents of the book.

The enlightened thoughts expressed within the book will provide an incentive for professionals to reach the heights of excellence in their careers and make the best investments of their time.

The 144-page book and the valuable truths contained within are seen as a lighthouse for government and private sector employees.

The DCAA remains committed to updating its employees about the vision His Highness has to develop the DCAA and upgrade employees’ skills to provide the best services available.

Other government bodies in Dubai and the UAE have also distributed copies of the book to their employees.

DCAA Director General Mohammed Ahli with employees after the presentation of the book

Inside DCAA

DCAA initiatives during the Holy Month of Ramadan

D

ubai Civil Aviation Authority organised an iftar for its employees at the Mina Al Salam.

Mohammed Abdulla Ahli, Director General of the Dubai Civil Aviation Authority (DCAA) said that the iftar is in keeping with the Ramadan atmosphere which the Rulers of the UAE are keen to provide for all employees in the country.

He expressed happiness with the efforts and achievements thanks to the diligence and sincerity of employees to achieve the highest level of performance and meet the goals of the Civil Aviation Strategic Plan 2013-2015.

Ahli added that DCAA is keen to provide all its employees with the highest level of training and update their skills with the best practices in civil aviation. DCAA employees expressed gratitude and happiness for the iftar which gave them a chance to get together and meet colleagues away from the work environment.

Holy Quran Award The Dubai Civil Aviation Authority participated in the Dubai International Holy Quran Award on July 24th, 2013 at the Dubai Chamber Auditorium. During the event, DCAA Director General Mohammed Ahli gave a short speech. Also, he honoured Ibrahim Bu Melha, Chairman of the Holy Quran Award’s Higher Committee.

Mohammed Ahli (R) honouring Ibrahim buMelha

Ramadan Campaign Sawaheen team of Dubai Civil Aviation Authority, Airport Passengers Operation – Dubai Customs, General Department of Airport Security – Dubai Police, and General Directorate of Residency and Foreigners Affairs conducted the Ramadan Campaign during the Holy Month of Ramadan.

The campaign included different activities such as daily and weekly quizzes. There were prizes for daily and weekly quizzes. The quizzes attracted staff from the different departments and all the winners got prizes. This was the second Ramadan Campaign for the Sawaheen

team, as the first one was in Ramadan 2012 and was successful.

Donations DCAA has donated for the campaign of HH. Sheikh Mohammed Bin Rashid Al Maktoum Dressing 1 Million Child. Mohammed Ahli, Director General, DCAA, gave the donated amount to Mohammed Abdullah Al Zarooni, Manager of the Dubai branch of the UAE Red Crescent.

DCAA also coordinated with the Red Crescent to arrange the donation boxes during the Iftar Gathering for the Staff. t

DCAA employees participated in a variety of programmes organised during the Holy Month of Ramadan

September 2013

5

Interview

Future Dubai skyscrapers will need DCAA NoC DCAA plans to ensure aviation safety, sustainable environment and better airspace management

T

he dramatic transformation of the civil aviation sector in the Emirate of Dubai, massive expansion of Dubai International Airport (DIA), opening of Dubai World Central (DWC) and ever-increasing air connectivity to and from Dubai have enlarged the role and responsibilities of Dubai Civil Aviation Authority (DCAA).

As Dubai moves towards becoming the world’s number one airport for international passengers by 2015 and planned handling of 90 million passengers the near future, the civil aviation regulatory body is under the spotlight for the enormous tasks relating to aviation safety, environment and challenges of crowded skies management.

Khalid Al Arif Director of Standards & Regulations, DCAA

You have seen the rapid transformation of Dubai International Airport in the past three decades and have been involved with the air traffic control at the DCA – the forerunner to DCAAsince 1981. How has the journey been so far?

The portfolio of responsibilities of DCAA has been significantly enlarged thanks to the massive expansion of the Dubai International Airport (DIA) which is currently the world’s second busiest airport for international passengers.

This year, DIA will handle close to 65 million passengers. The opening of passenger operations at Dubai World Central (DWC) in October 2013 will also increase our performance indicators.

The expansion will enable Dubai airports to handle 100 million passengers by 2020.

Interestingly, Dubai handled over

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September 2013

In an interview with Via Dubai, Khalid Al Arif, Director of Standards and Regulations at DCAA, spells out details about the performance of DCAA.

400 million passengers in the past 50 years of sole airport operation.

Once fully developed, Dubai World Central, with five runways, will handle 160 million passengers a year. Today, Emirates’ route network covers 136 destinations.

The route map of flydubai has also extensively expanded.

Dubai International serves more than 145 airlines flying to more than 260 destinations across six continents. In line with the DCAA Strategy Plan 2013-2015 – Shaping Tomorrow’s Aviation, we want to see passenger aircraft movement reaching 355,000 this year and 385,000 and 416,650, respectively, in 2014 and 2015.

The authority is working to see 20 new destinations join Dubai International’s route map this year, 22 next year and 24 in 2015.

The major responsibilities our department are tasked with is ensuring aviation safety, aviation environment, airport certification and controlling obstacles that hinder airspace management, audit of aerodrome manual for DIA and DWC and Airport Emergency Plan and regulating heliports in the Emirate of Dubai.

We also do SAFA (Safety Audit of Foreign Aircraft) inspections. In addition to these, we also perform other tasks and responsibilities assigned by the Director General, Mohammed Abdulla Ahli. These responsibilities are in line with the provision of the Law No. 21 of 2007 and 19 of 2010 issued by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of UAE and Ruler of Dubai.

As the Director of Standards and Regulations at the DCAA, what issues does your department handle?

The responsibilities are undoubtedly huge, especially when it comes to regulating Aviation Safety

and Aviation Environment.

How do you go about ensuring adherence to rules and regulations issued by international, federal and local civil aviation authorities?

We ensure that all stakeholders are adhering to the rules in place now and also their compliance with the ICAO, GCAA and DCAA regulations for a variety of issues. The overall rate of adherence and compliance with the rules and regulations is very satisfactory and this is reflected in the DCAA performance over the years. We have been successful in being compatible with the needs and requirements of the civil aviation sector and the industry players have been very supportive and cooperative with all our endeavors and initiatives.

Greater cooperation between the regulator and stakeholders is a key component of Dubai’s aviation

Interview success. I am confident that this successful model will work wonders in the future as well.

Dubai is a city of highrises - 909 at the last count

Could you give us details about new initiatives that DCAA has launched, or those that are in the works?

DCAA has finalised a Memorandum of Understanding (MoU) to be signed with Dubai Municipality for the issuance of No Objection Certificate (NoC) for the control of high-rise structures that might be airspace obstacles. We do our best to accommodate high-rises in our skyscape, but have to ensure that these do not become obstacles for the flights moving in and out of Dubai. We will be soon signing the MoU with the civic body on the control of height of high-rises within the Emirate of Dubai.

DCAA is going to delegate Dubai Municipality to issue NoC for structures below 90 metres in height in some areas of the emirate. For structure above 90 metres in height, the application will come to DCAA and we will do the Aeronautical Survey and for the high-rises which are planned to be above 150 metres in height, an Aeronautical Study will be assigned. The control of obstacles or height of highrise structures is in line with the criteria specified in the Annex 14 and PANS-OPS of the ICAO.

What is being done by DCAA in the sphere of aviation safety?

To build any airport, heliport or any aviation club or to infringe the airspace with pyrotechnics, light shows, etc., the approval and NOC of DCAA is mandatory.

This enables us to manage the airspace capacity and regulate aircraft movements in and out of the Emirate of Dubai. The phenomenal expansion of DIA and the development of DWC, along with massive increase in the fleet of Emirates and flydubai to meet the air connectivity demands pose great responsibilities for all of us. Dubai in general and DCAA in particular enjoys a good track record in aviation safety thanks to inspiring cooperation among all the stakeholders. We

What are the major challenges facing the civil aviation sector in Dubai?

One of the major challenges for all of us is managing our airspace capacity. Another important area of focus is collaborating with all the authorities at international, federal and local levels to manage air navigation issues keeping in view the current and future demands for air traffic management. Runway capacity management is another crucial challenge. Terminal capacity is required to be expanded to accommodate growth. DCAA is part of the GCAA’s Working Group for airspace restructuring and enhancement being done in cooperation with Airbus ProSky. Everyone is aware about the urgency of the situation (crowded skies). It is not just a problem with the UAE airspace alone; other FIRs in the region are also affected and need to be cooperating with us.

What are the other events and initiatives with which the DCAA has been involved?

are enhancing our tasks and specifications to strengthen aviation safety.

Environment is another area of concern for the aviation industry and the civil aviation authorities around the world. What is being done by DCAA to ensure a sustainable environment?

The Dubai Aviation Environment Strategy and Policy are being prepared by the DCAA in consultation with all the key stakeholders.

These crucial documents are in line with the first Aviation Environment Policy issued last year by General Civil Aviation Authority (GCAA) with the involvement of all civil aviation authorities in the UAE. Our plan encourages all aviation sector stakeholders to provide the resources required to support the Dubai Aviation Sector Environment Strategy and Policy. The plan aims to support the Dubai aviation sector grow

while being sustainable and viable both economically and environmentally to the Emirate of Dubai. Its objectives include establishment of a working group of Dubai Aviation Sector Stakeholders and encouraging stakeholders to monitor and assess their environmental performance and promote environmental awareness and adopt best practices. The identified aviation sector stakeholders include DCAA, Dubai Airports, Dubai Air Navigation Services (DANS), Dubai Aviation Engineering Projects (DAEP), DWC, Emirates and flydubai. DCAA is currently in the process of completing the first-ever Aviation Environment Strategy for the Emirate of Dubai.

It is expected to be ready in a month’s time. We have looked at three major issues of aviation environment – carbon emissions and noise and environmental impact. These issues are of utmost importance for Dubai considering the increase aircraft movement and crowded skies.

We are involved in all aviation related shows and competitions within the Emirate of Dubai.

For example, I was the head of a technical team which was formed for the World Parachuting Championships held in Dubai in November 2012, coinciding with the 41st UAE National Day. The championship of this type was held in Dubai for the first time and DCAA ensured the safety of flights operations for the championship through the application of best practices, standards and regulations.

DCAA also ensured coordination with the organisers; air navigation services entities and the UAE Air Forces General Command. About 800 parachutists from across the world took part in competitions making over 11000 jumps in formation skydiving, canopy formations, accurate landing, canopy piloting, freefall flying and para-skiing for the first time in the Middle East. We are also involved with the safety and security issues of Dubai Airshow. t September 2013

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Inside DCAA

Panel reviews preparation for Dubai Air Show 2013

T

he Higher Organising Committee of the Dubai Air Show held a meeting to discuss the preparations and review the plans for the 14th edition of the Dubai Air Show.

This year’s show will be held in November at Dubai World Central (DWC).

The committee was updated about the new location of show – DWC - and procedures to facilitate the smooth flow of VIPs, delegations and visitors to what is the 3rd largest air show in the world.

A presentation was made on the Dubai Air Show and how it grew compared to other major air shows across the world, including Paris and Singapore.

His Highness Sheikh Ahmed bin Saeed Al Maktoum, President of DCAA and Chairman of Dubai Airports,

Mohammed Ahli addressing the committee members on Dubai Air Show 2013

was represented at the meeting

by Mohammed Abdulla Ahli, Director General of Dubai Civil Aviation Authority (DCAA).

Also present at the meeting were Khalifa Al Zafeen, Executive Chairman of Dubai

Aviation City Corporation, Major General Mohammed Al Marri, Director General, General Directorate of Residency and Foreigners Affairs (GDRFA), Dubai, Major General Rashid Al

Matroushi, Director General of Dubai Civil Defence, Major General Mohammed Al Mansouri, Director, Department of Emergency and Rescue, Dubai Police, Eisa Al Haj, Director General, Dubai Health Authority (DHA), Major General Adil Ahmed Sultan, Executive Director for the Military Committee, Major General Mubarak Al Niyadi, UAE Air Force, Ibraham Ali, Director of Dubai Air Navigation Services (DANS) and Suzanne Al Anani, CEO, DAEP. Paul Griffths, CEO, Dubai Airports, also present at the meeting, expressed the readiness of Dubai Airports to make the event a great success.

Representatives of the government departments discussed various roles and responsibilities that each will perform. t

DCAA hosts training delegation T DCAA and Dubai Airports officials at the signing ceremony

DCAA, Dubai Airports MoU on projects in vicinity of airports T he Dubai Civil Aviation Authority has signed a memorandum of understanding (MoU) with Dubai Airports as regards the heights of buildings and light warning systems on high-rises in the vicinity of all Dubai airports.

The MoU was signed by Khalid Al Arif, Director of Standards and Regulations at

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September 2013

DCAA, and Jamal Zaal bin Kris of Dubai Airports.

The agreement is in line with the strategic plans for Dubai and aims to achieve excellence and enhance partnership and cooperation between different government bodies in the emirate.

The MoU relates to the heights of buildings and light warning systems that need to be used by

such constructions in the airports’ vicinity and is in line with the General Civil Aviation Authority’s (GCAA) instructions.

Jamal Zaal praised the cooperation between the two bodies to develop the aviation sector and ensure greater economic growth for the emirate going forward, of which the DCAA is an integral part. t

he Dubai Civil Aviation Authority (DCAA) hosted a delegation from its Training Academy and held a presentation on the best practices in the field of aviation security and accident investigations.

Both sides agreed to share their expertise going forward.

The visit of the delegation from the technical academy is part of the cooperation between the two bodies and aims at training special cadres in the field of civil aviation and providing field expertise.

Mohammed Abdullah Lengawi, Director of Aviation Security and Accident Investigation at the DCAA, welcomed the delegation and stressed the need for knowledge-sharing between the two bodies. t

UAE In Focus

Emirates unveils ultra-luxury A319 jet

T

he Emirates Group has now added to its impressive fleet of aircraft the new Airbus 319 aircraft, a shortenedfuselage version of Airbus’ A320 cornerstone single-aisle jetliner.

This plane will be specially operated for dignitaries, royal families and business persons and was recently inspected by His Highness Sheikh Mohammed bin Rashid Al Maktoum, VicePresident and Prime Minister of UAE and Ruler of Dubai.

Accompanied by H.H. Sheikh Maktoum bin Mohammed bin Rashid Al Maktoum, Deputy Ruler of Dubai, Sheikh Mohammed inspected the specifications of the luxury aircraft that provides travellers on board with every modern means of communication through internet, Bluetooth, tablets, as well as television screens.

H.H. Sheikh Ahmed bin Saeed Al Maktoum, President of Dubai Civil Aviation Authority and Chairman of Emirates Group, briefed Sheikh Mohammed on the cutting-edge technology of the plane which is set to provide exemplary comfort for families.

The jet is divided into two parts, the first of which is a lounge comprises of nine seats and the second consists of ten seats in the form of cabins which can be converted into inclined flat-beds.

His Highness Sheikh Mohammed bin Rashid Al Maktoum, accompanied by H. H. Sheikh Maktoum bin Mohammed bin Rashid Al Maktoum, is given a tour of the aircraft by H. H. Sheikh Ahmed bin Saeed Al Maktoum

The plane can fly up to 3,800 miles without refueling.

According to Airbus, facilitating the A319’s onboard operational effectiveness is its digital cabin management system, which controls cabinrelated tasks ranging from

interior lighting, pre-recorded messages and emergency evacuation signalling to potable water management.

It also can perform the checkout of all service units from a single point.

Below the main deck, an

unmatched cargo capability results from the A320 Family’s wider fuselage – enhanced by its containerised cargo loading system that is unique in its aircraft category and is compatible with the airline industry’s freight system for widebody jetliners. t

Emirates’ Boeing 777-200LR for Lyon route E

mirates has announced that it will upgrade aircraft operating on the Lyon, France route, to a Boeing 777-200LR, effective February 1, 2014.

The upgrade comes less than nine months after launching its inaugural service to the French city.

“The upgrade of our Lyon service to a Boeing 777 is a clear marker of the route’s

success since its launch late last year, highlighting the strong growth potential of this destination,” said Thierry Antinori, Emirates’ Executive Vice-President and Chief Commercial Officer, Commercial Operations Worldwide. Offering a total of 266 seats in each direction the upgraded aircraft will continue to operate five times per week

and will offer customers eight luxurious private suites in First Class, 42 of its latest lieflat seats in Business Class, and generous space for 216 passengers in Economy Class.

Since its launch in December last year Emirates has carried over 56,000 passengers between Dubai and Lyon, boosting international tourism in Lyon from destinations in

the Middle and Far East as well as Australia.

Only Lyon, the city’s tourism body, has also been a strong supporter of Emirates’ since launch, working with the airline to increase awareness of the city’s unique heritage.

Emirates flight EK81 departs Dubai every Monday, Tuesday, Wednesday, Friday and Saturday. t September 2013

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UAE In Focus

flydubai opens Travel Shop in Al Ain

The opening of flydubai Travel Shop is to enhance passenger convenience

A

s part of its continuous expansion plans and increased accessibility, Dubai’s budget carrier flydubai has opened a new flydubai Travel Shop in Al Ain. The venture is in partnership with Al Amaan

Travel and Holidays and will enable flydubai passengers to pay for flights, amend existing bookings or pay for ancillaries, such as extra legroom or increased baggage allowance. The shop will also offer UAE visa facilita-

tion services. flydubai has also launched a bus service between the shop and Terminal 2 at Dubai International Airport. Operating seven times a day to and from Al Ain, tickets are available at flydubai.com for AED30 each way.

Alternatively, they can be bought from the bus driver for AED40.

Hamad Obaidalla, flydubai’s CCO, said: “We continuously look for different ways of providing better and more convenient services to our customers and we are pleased to open our newest Travel Shops in Al Ain. “We look forward to welcoming more travellers from Al Ain on board flydubai.”

Sheikh Musallam Salem Bin Ham, Member of the Federal National Council and Chairman of Bin Ham Group, said: “Bin Ham Travel Group is proud to be the franchise partner of flydubai in Al Ain. The airline is already very popular here and with today’s opening of flydubai’s Shop will be able to provide better services to its customers in the city.”

The flydubai Travel Shop in Al Ain is located on Sheikh Zayed bin Sultan Street, also known as Al Ain Main Street.

The UAE visa facilitation service operates on the same days. t

Emirates Aviation Services expands fleet

E

mirates Aviation Services (EAS) – the first flying school in the UAE approved by the General Civil Aviation Authority (GCAA) – has expanded its fleet strength by acquiring Cessna 172, the most popular, rugged and safe flight training aircraft in the world. The company will take delivery of another brand new C172 in a couple of days with two more new aircraft expected before the end of the year. The brand new Cessna 172S Nav III is equipped with a modern ‘glass-cockpit’ and advanced avionics.

Operating from Terminal 2 of Dubai International Airport, the school operates US-built Piper Warrior single-engine aircraft and a Piper Seminole multi-engine air-

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September 2013

craft. By inducting the new Cessna 172, the company has reinforced itself as a leader in flight training in the Gulf region. Emirates Aviation Services is also on the verge of opening doors to a brand new pilot training facility at Dubai World Central Al Maktoum Airport in Jebel Ali. Apart from being a Pilot Training Centre, Emirates Aviation Services is also an Approved Maintenance Organisation. All of EAS’s Piper aircraft are maintained in-house by a team of dedicated professionals. With the induction of the Cessna 172, the company has also expanded

Cessna 172 is now part of EAS fleet

its scope of maintenance.

Emirates Aviation Services opened its doors for business in 1989 under the patronage of His Highness Sheikh Ahmed bin Saeed Al Maktoum, President of Dubai Civil Aviation Authority (DCAA) and Chairman of Dubai Airports. Sheikh Ahmed also serves as the chairman of Emirates Aviation Services. The

C172 is equipped with Garmin 1000 (G1000) advanced avionics that display instrument data pertinent to the flight, navigation and situational awareness on two large LCD screens in front of the pilot. Modern day airliners all have glass cockpits and having a training aircraft equipped with such a cockpit is extremely beneficial to any trainee. t

Via Dubai Exclusive

Business Aviation zooms in the Middle East

Weak Eurozone economy is prompting companies to focus more on the Gulf region

E

xecuJet Aviation Group is a leading global business aviation organisation offering a diverse range of services including aircraft management and charter, aircraft maintenance and fixed base operations (FBO). The Zurichheadquartered company currently manages a fleet of 154 business jets worldwide and has operations in six regions.

In an interview with Via Dubai, Mike Berry, Managing Director, ExecuJet Middle East, offer insights into the company’s performance and regional business aviation market.

ExecuJet established a base in Dubai in 1999. In October 2012, ExecuJet expanded to offer full ground handling services at Dubai International Airport.

The Dubai FBO is now the largest dedicated business aviation terminal in the Middle East.

Mike Berry, Managing Director, ExecuJet Middle East

How do you see the growth of the aviation market this year?

We have certainly seen an improvement in the conditions in the market across all sectors of our business. We have certainly gained. I think we are seeing a sustained recovery of general aviation back into the region.

We think the market is back up to between 9,500 and 10,000 thousand movements (of business jet) a year through Dubai International Airport. Those are the levels we were seeing in the years 2007 and 2008. So that is encouraging that the market is back to that level again and increasing. We see a lot of visiting aircraft coming back into the region again. We see it and feel it through our maintenance organisation.

What is the reason for this increase?

Clearly, the UAE is a market where people have comfort in the stability. From a business point of view, we clearly see international businesses coming back into the UAE, establishing their market again. We’ve had double digit growth in just about all our business sectors. We’ve seen recovery in the charter market but certainly from our FBO, we’ve had extreme significant growth over this business as we take on the expansion capability. That has given us in excess of 30 per cent growth in our FBO business. Our MRO business has grown 10 per cent. And our fleet has certainly grown double-digit.

Can you give an update of the company’s expansion plans?

We always look to new opportunities to expand

our market. The Dubai World Central (DWC) is the next big expansion for us. We have reserved a plot (of land) and we are very close to finalising about our presence there. We want to mirror everything that we have at Dubai International Airport, we want to have in DWC as well. As DWC is going to be the general aviation airport of the future, we have to get in there early and start establishing ourselves. It’s where everybody needs to be. We are hopeful that by 2015, we will have a presence. We will have an FBO running. Incidentally, even today we do FBO handlings at Dubai World Central We hope to maintain a footprint in both airports.

What is the size of investment for this expansion plan?

We are still working on that but to replace one of these hangars can cost you anything between US$12-15 million. It is a sizeable investment that we are looking at to replicate on that side. I think by 2015 we would like to be there. If you look at the plans for DWC at the moment, they have done exceptionally well with the infrastructure of the general aviation in the first phase development.

What about expansion into other regional markets?

Apart from our DWC plan, the other expansion we have spoken about is us going into the Saudi market with a Riyadh FBO. We’re in a joint venture there with Nasjet. It’s been a long process, establishing it, getting the entities setup, getting equipment, getting the staffing, get-

ting the training done but we’re finally ready.

It’s a 50:50 joint venture. Our biggest investment, now close to $2 million, is on equipment and we’ve got 20 staff members on the ground already. It is a very low-cost entry into the market. Saudi is a difficult market to operate in.

What this does is allows us a footprint as ExecuJet, our brand, into the Kingdom. It opens up the Saudi market to new customers. Saudi is remains the biggest market. The UAE is definitely the biggest thereafter.

How about the aircraft maintenance business?

Maintenance is now becoming a major contribution to our profitability. We now represent all the major manufacturers, most of the major manufacturers. With the aircraft coming into the region, our capacity to service customers is increased. This year again, our maintenance organisation was internationally recognised through Bombardier by again being awarded the Approved Service Facility Excellence Award which we have won two years in a row which is againstn international competition.

How many staff members does the company have here?

We have now just grown to 295. That’s nearly an 18 per cent growth in the last year. Globally, ExecuJet is arguably within the top three global brands as a global service provider. We operate in six different continents. We have over 800 staffs around the world. We operate eight AOCs and about 20 FBOs around the world so we are a big global player. t September 2013

11

Cover Story

Tourism sector’s success closely linked to aviation expansion Thanks to DTCM’s forward-thinking approach, the emirate has developed an impressive portfolio of hospitality, business and entertainment facilities, ensuring annual tourism growth of 9 per cent.

2020 is also the year in which the UAE will, in all likelihood, host the World Expo here in Dubai.

This calls for a new roadmap for the DTCM, which comes close on the heels of a restructuring of the department.

Our target is to triple tourism contribution to Dubai’s GDP to AED300 billion by 2020 How does DTCM plan to achieve the target of 20 million tourists by 2020?

Helal Saeed Almarri Director General, DTCM

D

ubai welcomed 10 million tourists for the first time in 2012.

His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of UAE and Ruler of Dubai, has since approved the New Tourism Vision which aims at attracting 20 million tourists by 2020.

Helal Saeed Al Marri, Director General of DTCM and CEO of Dubai World Trade Centre (DWTC), is the man entrusted with ensuring that the millions of visitors that come into Dubai as a result of this collaborative tourism effort have an unforgettable experience, and keep coming back.

In this exclusive interview with Via Dubai, Al Marri explains how he plans to reach his targets and why he believes sustaining such impressive growth is possible.

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September 2013

The tourism vision for 2020 is to welcome 20 million tourists per year to Dubai by 2020 and to treble the economic contribution tourism makes to the city’s economy.

We will achieve this firstly, by increasing Dubai’s ‘destination offering’ across events, attractions, infrastructure, services and packages; and secondly by showcasing Dubai to an even wider audience and focusing on turning awareness of Dubai into flight and hotel bookings.

Reaching our target of welcoming 20 million visitors a year by 2020 requires an annual growth of 9 per cent which is in line with current growth rates.

When you consider that we saw 9.3 per cent growth in 2012 and annual growth averaging eight per cent over the last five years, I believe with an improved tourism offer and enhanced marketing strategy we will be sure to attract 20 million tourists.

We will maintain our market share across our existing source

markets – organic economic and demographic growth will lead to a natural rise in visitors from these markets.

Then, there are markets with high growth potential and we will focus on engineering this growth.

Thirdly, we want to see increase in the percentage of repeat visitors.

In terms of increasing our destination offering, there are also three priority areas.

We want to establish Dubai as the leading destination for families’ events and business and to do this will work closely with private and public partners.

Dubai is already well-known as the regional events hub, but we want to be seen as a worldleading events destination.

We also will create and develop more festivals and events – leveraging the expertise of Dubai Festivals and Retail Establishment, the creators of retail festivals such as DSF and DSS to support the retail and events sectors at a city-level.

Now that Dubai Calendar is part of DTCM alongside Dubai Convention and Events Bureau, we can strengthen the coordinated approach.

Cover Story Similarly, His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, has spoken about the importance of families and to this end we are working to establish Dubai and the UAE as the top family destination.

Dubai is already the MICE and trade hub for the MENASA region (Middle East, North Africa and South Asia) and we want to leverage this status, improving our business tourism offering.

We also want to unify the approach to leisure and business tourism – today’s business visitor is tomorrow’s leisure tourist and we will do this by encouraging visitors to extend their length of stay and return for future holidays.

which we will aim to grow annually at the same rate over the next eight years.

One key factor is ensuring that hotel supply keeps up with demand and with that in mind there are at least 35 new hotel establishments opening between now and the end of 2015, adding an additional 10,000 rooms to the existing 80,000 room supply.

What is the current contribution of the tourism industry to Dubai’s GDP and what are your projections for the future?

Dubai International is projected to be the number one airport in the world for international passengers in 2015. How has this, along with enhanced connectivity by Emirates and flydubai,contributed to the growth of the tourism sector?

Dubai would not be the city it is today without Emirates or flydubai or Dubai International Airport. The continued growth and success of all three has been absolutely instrumental in securing the development of the city and establishing Dubai as a destination in itself.

That Dubai International Airport is the world’s secondranked airport in terms of international passenger traffic (received close to 58 million passengers in 2012), is symbolic of Dubai’s rapid development as an international destination.

Dubai is a natural hub between East and West, North and South - within a four-hour flight of one-third of the world’s population and within an eighthour flight of two-thirds.

Emirates Airline flies to over 130 destinations across six continents and flydubai, which just launched four years ago, flies to more than 60 destinations.

Combined with the fact that more than 130 airlines operate out of Dubai International serving a total of 220 destinations

worldwide, means Dubai has a formidable aviation sector.

How key is Dubai International Airport’s expansion - and Dubai World Central which is starting passengers operations from October 2013 – to making a difference to the tourism industry?

Dubai’s aviation sector and tourism industry are entwined; each relies on the other for growth and opportunities. The expansion of Dubai International Airport and the opening of the new Dubai World Central in October, underline the importance of aviation as a whole for the city’s economy.

Collaboration with relevant stakeholders, such as airlines and airport operators, will be a crucial part of achieving our Tourism Vision for 2020.

That 58 million passengers passed through Dubai

International last year is a clear sign that people are travelling more than ever.

It will be our job now to ensure that those travelers who stopover in Dubai stay longer and experience all the wonderful attractions, culture and events that is on offer here.

The opening of the passenger terminal at the new Dubai World Central later this year will add even further capacity that will be necessary to accommodate demand over the next decade.

What are your projections for tourist numbers in 2013 and 2015?

Our target of reaching 20 million tourists by 2020 requires an annual growth rate of 9 per cent, so this is the growth we need to maintain.

Dubai welcomed 10 million tourists for the first time in 2012 and this is a number

We estimate that tourism generated in the range of AED100 billion towards Dubai’s GDP in 2012.

Our target is to triple this so that by 2020 the industry is contributing in the range of AED300 billion – again, it’s important to stress the complexities of accurately calculating a figure such as this.

Last year, we received 9.96 million guests in our hotels and hotel apartments, a 9.5 per cent increase on the 9.1 million hotel guests here in 2011.

We also saw a 14 per cent increase in the number of guest nights last year compared to the previous year, as well as a 17.9 per cent rise in revenues to AED18.81 billion.

Figures such as these also help drive the growth of our GDP, creating jobs and opportunities.

Given the restructuring of DTCM,how do you think it will strengthen your efforts in consolidating the tourism industry?

One of the key things we will focus on to achieve our targets for 2020 is collaboration.

DTCM cannot achieve this vision alone; it requires an integrated approach from all relevant stakeholders in Dubai and its overseas offices, both in the public and private sectors.

The fact that Dubai Calendar and the Dubai Festivals and Retail Establishment are now part of DTCM, allows us to focus all efforts on the target and highlights the aim to streamline our tourism efforts across Dubai and to do so in partnership with our stakeholders. t September 2013

13

Opinion

The Power of Flight

Tony Tyler CEO & Director General International Air Transport Association (IATA)

T

he Power of Flight is something in which I believe deeply. In a relatively short period, aviation has transformed our world for the better. It has permanently changed arrangements of global trade and commerce as well as how we work--and play. Airlines carried 177 million passengers

in 1965, equivalent to around five per cent of the world’s population. Airlines are expected to carry more than three billion passengers this year, equivalent to around 44 per cent of the Earth’s population.

Aviation is mass transportation for the global economy.It has also become a vital driver of economic growth. The aviation industry supports 57 million jobs worldwide and has a global economic impact of $2.2 trillion. A third of world trade by value moves by air, worth $6.4 trillion.Last year was the safest in history, with a Western-built jet hull loss rate of 0.20 per million flights, or an average of one major accident for every five million flights. The members of IATA did not experience a single hull loss accident last year, nor did

any of the more than 380 airlines on the IATA Operational Safety Audit (IOSA) registry.

Aviation remains an enormously capital and labor intensive business that is extremely challenging across the business cycle. It is an industry that is highly vulnerable to external events and shocks over which we have little to no control.In fact on an aggregate basis, the industry was profitable in just 33 of the 66 years from 1947 through 2012, according to ICAO data, and the best net profit margin over that period was 6.1 per cent in 1966. Since 2001, the industry has enjoyed just five profitable years. This year we expect airlines to earn $12.7 billion net profit. Average fares are onethird lower than 20 years ago in real terms. The industry is

still trying to achieve business transformation that leads to enhanced efficiency that leads in turn to more value for our customers. However, our ability to continue this transformation and bring the power of flight fully to support global GDP growth is at risk from an array of government policies that will have to be adjusted if we are to be successful.To move aviation forward into the next century, we must change this mindset.

We can speculate as to why international aviation has been treated so much differently than, for example, the shipping industry. t Excerpts from the presentation at the Royal Aeronautical Society under the Beaumont Lecture Series

Open Skies is the only way forward

O

pen Skies agreements are air travel agreements between countries that allow their air carriers to make commercial decisions on routes, capacity and pricing without government interference.

Countless studies by ICAO, IATA, ACI and other trade bodies have highlighted the benefits of these agreements to signatories, including an increase in air travel, resulting in increased trade, productivity, job opportunities and economic growth.

The UAE today has air services agreements with over 160 countries, of which 122 are open skies or fully liberal arrangements. The country ranks second globally, after the US, in terms of open skies agreements and the initiative has been led by the UAE’s

14

September 2013

General Civil Aviation Authority (GCAA), with key support from the country’s regulators, airlines and airports.

Dubai, in particular, has been a global leader in aviation liberalisation and has much to show in the benefits this has resulted for its airport and airlines.

One of the most comprehensive studies on the subject

by InterVISTAS Consulting Group, using data from more than 190 nations and 2,000 country-pairs, concluded that liberalised air services created significant growth opportunities for airlines and airports by encouraging increased business travel and tourism.

Research confirmed that agreements also considerably increased competition for better, cheaper and safer air transport services for consumers.

Open Skies gives passengers a wider choice of airlines to choose from and more destinations to fly into, easing point to point travel.

A similar World Bank study highlighted that agreements would reduce accident rates as states apply bilateral sanctions against airlines that failed to meet ICAO safety standards.

Many countries have still been slow to liberalise their air transport sector, primarily to protect state owned carriers and for political reasons.

However, they now recognise its far reaching economic advantages and are gradually adopting a more liberal policy.

As the world moves towards a more ‘open sky’, we can all look forward to better, more competitive air travel in the future and wider benefits for the global economy. t

Daniyal Qureshi Event Director Airport Show

Opinion

Towards a global vision of sustainable air transport

Angela Gittens Director General Airports Council International

I

f we are to cater to the needs of both present and future generations, airports need to continue to grow. The key elements of growth, sustainability and its three pillars, the environment, society and the economy, underpin the concept of permission to grow.

Global society needs to decide to what extent it wants the social and economic benefits of air transport, and the aviation industry needs to demonstrate on-going environmental stewardship. Arguably, it is global society and the international community that need to give aviation permission to grow.

For this permission, the aviation industry has focused on the global issue of climate change and CO2 emissions. The industry has set out its well-known CO2 Roadmap based on aircraft technology, system efficiency, market-based measures and sustainable biofuels.

But airports must also focus on local issues such as community concerns regarding noise, air quality, water, waste and land use because permission to

grow for airports comes from local governments and local communities.

Aircraft noise is often the main obstruction to obtaining permission to grow; as we have seen just recently, adverse community reaction to aircraft noise can lead to operational restrictions and curfews; and curfews in one region can lead to problems in another regions.

ICAO cannot take its eye off of the noise issue.

According to ACI’s 2011 economic survey, some $135 billion in capital expenditure are planned at airports worldwide between 2013 and 2016, not including the current projects in the Middle East.

An increasing number of countries are calling on the private sector for the development

of aeronautical infrastructure, be in the form of outright privatizations or public private partnerships.

This necessarily implies the need for states to provide the right economic regulatory framework to allow airport companies to attract private investors. ACI has forecast worldwide passenger traffic to almost double between now and 2029; that is from over five billion today to 11 billion. But in Asia, traffic will almost triple. The progressive liberalisation of the air transport industry has resulted in an increasingly competitive international airport environment. t Excerpts from a presentation delivered at the ICAO Air Transport Symposium in Montreal

Aviation companies desire to be good world citizens

W

e are no longer referring to the environment in the local sense of the word, but rather to the fundamental mechanisms of the biosphere.

After the carbon cycle, which is at the forefront of our minds, we will have to worry about the nitrogen and phosphorous cycles.

The Mauna Loa Observatory in the Hawaiian islands, which has been measuring the CO2 content in the atmosphere since 1958, has sounded the alarm: The concentration level has just exceeded 400 parts per million, whereas it was at only 280ppm before the industrial era.

Therefore, we will soon no longer be in a position to remain below an increase of two degrees at the end of the century.

About 350 of the 7,000 businesses who are members of the

UN Global Compact, including aviation companies want to contribute to combating climate change and they have ground together in the ‘Caring for Climate’ initiative.

Aviation is a growing industry –reputedly growing at five per cent per annum. This is an industry on the innovative cutting edge, which has multiplied its energy efficiency fivefold over 50 years.

This is also an industry which represents three per cent of greenhouse gas emissions today and is predicting that it will increase its energy consumption threefold between now and 2050.

Aviation currently emits 700 million tonnes of CO2.

That is why we have to welcome the perspectives opened up by the IATA and ICAO,

to continuously improve energy efficiency between now and 2020 and a neutral carbon growth from 2020.

I understand that aviation industry is in favour of a CO2 emissions offset mechanism.

IATA is proposing the adoption of carbon emissions offset mechanism. Offsetting does not reduce emissions; at best, it can only help to stablise them. Aviation has to set itself a ceiling and then gradually reduce it.

Basically, aviation represents the happy face of globalisation in the eyes of the world’s population. To a large extent, it is aviation that enables dialogue between civilizations and allows its travelers to experience a sense of planetary belonging.

Aviation companies desire to be good world citizens, and are also aware of their responsibilities.

Brice Lalonde Advisor on Environment and Climate, UN Global Compact

They all aspire to be the best, loved by the public and respected by public opinion.

They shy away from the disorderly initiatives and would like to have a global framework. t Excerpts from presentation at ICAO Destination Green Symposium in Montreal

September 2013

15

One small step for aviation, Solar Impulse hopes for UAE as host country for record-breaking round-the-world flight in 2015

I

t represents more than a plane. It carries a message as it soars across the skies, au natural, with its mammoth wingspan, like a giant, but gentle beast out of a Jurassic World.

Instead it is the flight of, and into, the future – or is at least aiming to be.

The Solar Impulse is a fully solar-powered aircraft, that, on July 7, 2013, made aviation history.

Solar Impulse is the first airplane ever to fly day and night on solar energy only, a small step for aviation, but a giant flight towards proving the reliability and efficiency of clean technologies.

The Across America Mission Flights aimed to illustrate an overwhelming response to the promotion of clean technologies and renewable energies.

In addition to setting a new milestone in the history of aviation by being the first solar-powered plane to fly day and night across the USA without using a single drop of fuel, the success of Solar Impulse also marks a series of historical and technological firsts in the field of energy efficiency and renewable energy.

The Solar Impulse Across America Mission started in California in early May and ended at New York’s John F Kennedy International Airport.

The US coast-to-coast flight is a pre-cursor for a 2015 flight around the globe in an upgraded version of the plane.

While in its current avatar, the Solar Impulse might well be a novelty in the aviation

16 16

September September2013 2013

© Solar Impulse | Revillard | Rezo.ch

world, it offers the possibility of a future where environment-friendly flying takes on a whole new meaning.

The plane runs on four electric propellers powered by an 12,000 solar cells mounted on the plane’s 63 metre wingspan.

The single-seater flies under cover of darkness by reaching high altitudes during the day and gliding downward over long distances by night. And, yes, it uses no fossil fuels.

The pilots, Bertrand Piccard and André Borschberg are pioneers and innovators, and the driving forces behind Solar Impulse.

Bertrand Piccard, doctor, psychiatrist and aeronaut, who made the first non-stop roundthe-world balloon flight, is the initiator and chairman.

“During this journey, we had to find solutions for a lot of unforeseen situations, which obliged us to develop new skills and strategies.

André Borschberg, an engineer and graduate in management science, a fighter pilot and a professional airplane and helicopter pilot, is the cofounder and CEO.

“In doing so, we also pushed the boundaries of clean technologies and renewable energies to unprecedented levels,” said Dr Piccard.

Piccard and Borschberg alternately flew the Solar Impulse across America.

Challenges overcome

“Flying coast-to-coast has always been a mythical milestone full of challenges for aviation pioneers.

On the final leg of the US journey, the Solar Impulse developed an eight-foot tear on the lower left side of the wing.

Difficult weather conditions,

In Focus

a giant flight for mankind

Bertrand Piccard

particularly strong winds, made the landing in Dallas difficult while a violent storm destroyed the roof of the hanger in St Louis, forcing the team to operate its inflatable mobile structure for the first time during a mission.

Finally, during the flight to New York, an 8-foot (2.5m) tear on the fabric on the underside of the left wing, that could have jeopardised the final leg, forced the plane to land earlier than planned.

After finally landing at JFK, André Borschberg, said, “This last leg was especially difficult due to the damage of the fabric on the left wing.

“It obliged the team to envisage all the possible scenarios, including bailing out over the Atlantic. But this type of problem is inherent to every experimental endeavor.

“In the end, this didn’t prevent us from succeeding in our Across America mission and provided an invaluable learning experience in preparation for the round-theworld tour in 2015.”

Andre Borschberg

Destination UAE

S

peaking exclusively to Via Dubai, the Solar Impulse team says, “We hope UAE will be part of the round the world flight as a stop. Even maybe as the host country for the departure and arrival. Dr. Bertrand Piccard has great relationship with UAE for many years and Solar Impulse has always received a warm welcome, we would be very happy.”

As for how far away from a commercial aviation application Solar Impulse is, the team says, “Our primary purpose is not to revolutionise aviation, but the way in which people think about energy and clean technologies.

If Solar Impulse technologies were used on a massive

scale, the world would be able to save up to 50 per cent of the current consumption of fossil energy and produce half of the rest with renewable energies.

As for the aviation industry, it is well aware of its need to change. However, this cannot be done quite as drastically as with Solar Impulse. Our project involves zero fuel. Conventional aviation cannot switch straight to zero fuel. Intermediate steps are needed, such as using lighter materials, more direct routes or approaching airports through constant descent rather than performing level landings.

Aviation will be the final area of transport able to stop using fuel.” t

Rough edges, smoother flight

empty plastic water bottle on solo flights that routinely last 20-24 hours.

Current drawbacks of the Solar Impulse include a tiny cockpit, vulnerability to turbulence and the lack of a toilet, so the pilots must relieve themselves by using an

The current model, the HBSIA, will give way to the HBSIB next year and the Swiss team behind the project say the next plane will be 10 per cent bigger, with more pow-

er, reliability, an auto-pilot function and a toilet so that pilots can make the four- to six-day long trips that will be part of its journey across the world in 2015.

Flying clean The primary objective of the Solar Impulse is to show that today’s technological innovations can achieve flying day and night powered only by solar energy without using any fuel, nor producing polluting emissions.

The revolutionary innovation is conceived to be a unique flying laboratory for clean technologies.

From first ever night flight on solar power in 2010 to the first international flights to Belgium and France in 2011, to the first intercontinental crossing from Europe to Morocco in 2012 and now the crossing of the USA the Solar Impulse is ready for its ultimate goal - flying around the world in 2015.

As one of his founders often likes to say, “Solar Impulse was not built to carry passengers, but messages.” t September 2013 2013 September

17 17

Via Dubai Exclusive

At the APEX of enhancing airline passenger experience In the Arabian Gulf, airline-supported ground facilities shaping passenger experience like nowhere else Linda Celestino President, APEX

F

lying is not enough. Today’s airline journey is all about passenger experience. Such is the challenge the industry faces that airlines have come together to enhance the experience offer to passengers.

Linda Celestino, President of APEX, says APEX members from the Middle East include Emirates, Etihad, flydubai, among others, are all at the forefront of bringing the latest technology onboard for passengers.

Airline-supported ground facilities in the region are defining the way forward for the industry.

Celestino, who is also Oman Air’s General Manager for Inflight Services, shares with Via Dubai, her thoughts on why meeting passenger expectation will ensure airline growth.

The New York-based Airline Passenger Experience Association (APEX) is a network of the world’s leading airlines, suppliers and related companies, including Airbus and Boeing, committed to elevating the level of airline passenger experience.

What are the current trends and challenges facing the airline passenger experience?

The airline passenger experience industry faces a challenge of expectations. New technology is being developed and implemented at lightning speed and

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September 2013

passenger expectations are moving even faster.

Consumers are used to highspeed internet. They’re used to being able to access entertainment in virtually any format.

So when they board an airplane, they expect to be as comfortable and connected as they would be on the ground.

That’s a tall order for airlines and supplier companies alike, and APEX members are constantly seeking ways to meet such evolving consumer demands while managing expectations.

We must gauge which technologies are worth pursuing and which will be obsolete two years from now and ask ourselves, “Do we risk retrofitting our current equipment or do we simply wait out a passing fad and plan for the next big thing?”

This kind of planning takes considerable foresight and can alter the passenger experience for years to come.

How has APEX been helping the airline industry enhance the travel experience for passengers?

APEX members get ongoing exposure to ideas and information that can be used to improve the passenger experience.

They enjoy an expansive professional network and pool of knowledge that they otherwise cannot readily access. Further, the association fosters an envi-

ronment that allows the industry as a whole to learn and improve and provide multiple forums for sharing such knowledge. APEX gives member companies multiple opportunities to actually do business. At our annual EXPO or the APEX TV Market Conference, for example, members discover new products, learn about new passenger services and forge crucial business partnerships.

APEX. In the last 20 years, the position of APEX/WAEA president has been held by a Middle East company for six years, and several directors in that time have represented the region. Just a year ago, three of 11 APEX Board members were from Middle East airlines.

Our plan is to continue to host events in the region on a more regular basis.

How many members are part of APEX now and how are you working to enhance the membership?

Airlines from the Arabian Gulf are known for pioneering facilities that enhance passenger experience. How do you see their contribution to the overall industry?

APEX currently has a membership of nearly 100 airlines and some 330 supplier companies.

The entire APEX community comprises some 4,250 professionals. Just last year, attendance at our annual EXPO saw a record attendance of nearly 2,500 people. This year, with the addition of members from the International Flight Services Association (IFSA), we’re expecting 3,500 delegates. Our annual EXPO this year will be even bigger and more representative of the entire passenger experience as a whole as we collaborate with IFSA to engage representatives of the catering services sector.

How many airlines from the Middle East are members?

Thirteen airlines, comprising 143 individual members, currently are represented in

Their contribution is huge and widely recognised. In this region, airline-supported ground facilities shape the passenger experience like nowhere else.

It’s the first phase of what we all strive for – an unforgettable experience for passengers.

The focus on ground facilities, especially in the Arabian Gulf, is regarded as crucial to the overall experience. The strong work being done on the ground makes it that much easier for airlines to deliver a positive experience to passengers in the air.

Internationally, that has contributed to an exceptional reputation for Gulf region facilities and ground services, demonstrating how a memorable passenger experience can be built from the ground up. t

Environment

Safeguarding the environment, protecting the aviation industry

T

he draft proposal, signed by Sultan bin Saeed Al Mansoori Minister of Economy and Chairman of the General Civil Aviation Authority (GCAA) and Saif Mohammed Al Suwaidi, Director General, GCAA, takes into account the unparalleled growth of the UAE’s aviation industry over recent years and the country’s airports’roles as an extensive “hub and spoke” operations network of global destinations that significantly contribute to boost the country’s economy.

DCAA was part of the team which prepared the draft.

Aviation-related activities contribute to approximately 20 per cent of the UAE’s GDP. It is this key relationship between the UAE’s economy and the aviation sector that the proposal seeks to carefully consider, as well as, the economies of the countries served by UAEbased operators.

The proposal at the very top, sets out to establish that the International Civil Aviation Organisation (ICAO) is the appropriate body to plan and coordinate

UAE’s draft proposal clarifies its stand on International Aviation and Climate Change

Mohammed Abdulla Ahli Director General, DCAA

Saif Mohammed Al Suwaidi, Director General, GCAA

actions globally and that in any post-Kyoto global framework, it is imperative that ICAO continues to provide leadership and coordination.

The report then states: “It is in the best interest of the UAE’s aviation sector that ICAO shows tangible results in the establish the gap between developing and developed countries.

“Such contributions will be to the direct detriment of UAE air carriers, reducing their ability to invest in low-emissions aircraft,

and to act as a key enabler in driving fuel efficiency across the entire aviation industry,” the report states. Chief among the various facets of environment and aviation that the report addresses, is the use of unilateral or regional schemes (such as the EU ETS) to address emissions. The UAE also opposes the imposition of taxes, charges or adaptation levies on international civil aviation.

The UAE opposes a global tax on all international tickets, or a global levy on aviation fuel.

Support for collective targets for reducing emissions from international aviation have been spelt out in the report, as is the UAE support for the principle of Common but Differentiated Responsibilities (CBDR), as set out in the United Nation Framework Convention on Climate Change (UNFCCC).

The draft also recognises the important potential role of clean fuels, including biofuels, for international aviation on a commercial scale.

The report is the most comprehensive document to be released by the UAE, addressing key climate change concerns that the aviation industry is faced with today and it seeks a path that meets goals and safeguards the interests of a key sector its national and global economy. t

Key Elements

• The UAE opposes unilateral or

regional schemes (EU ETS) to address emissions from international civil aviation, which should only be addressed through the adoption of a global, sectoral approach by ICAO.

• Treat international aviation as one indivisible sector, rather than by country.

• Consider

emissions reductions from international aviation on a global basis.

•

Incorporate an appropriate basket of complementary measures designed to have maximum effect on reducing emissions. Ensure that, if

market-based measures are to be implemented, it should be with caution, fairness, and as globally applied.

• Uncoordinated and non-har-

monised standards, making it difficult for operators to participate effectively. This, in turn, would result in carbon leakage, with its adverse effect on the environment.

• A global annual average fuel

efficiency improvement of 2 per cent until 2020 (in terms of litres of fuel per revenue tonne kilometer).

• 50% reduction of global international

aviation

CO2

emissions by 2050 compared to 2020

• The UAE supports the prin-

ciple of Common but Differentiated Responsibilities (CBDR), as set out in the United Nation Framework Convention on Climate Change (UNFCCC).

• •

The UAE recognises the important potential role of clean fuels, including biofuels, for international aviation on a commercial scale.

The UAE opposes the imposition of taxes, charges or adaptation levies on international civil aviation.

• The UAE opposes the im-

position of taxes, charges or adaptation levies on international civil aviation.

• The UAE opposes

the de minimis exclusion principle, as presented by ICAO in A37/19: As it stands, the de minimis clearly contradicts Art. 11 of the Chicago Convention (non-discrimination principle).

• The UAE believes that, under this proposal, air carriers have no incentive to reduce emissions. It disproportionately penalises the aviation sector over other modes of transportation. t September 2013

19

Technology

Laser technology for GE Aviation jet engine plant

A

new GE Aviation plant in Auburn, Alabama will use Star Wars-like laser technology to help the industry giant produce critical jet engine components at a time when global demand for aircraft is projected to surge.

Inside the GE Aviation plant, workers use powerful lasers to drill miniscule cooling holes in jet engine blades made from heatresistant super alloys. Placed inside a high-pressure turbine, the blades squeeze air to immense pressures prior to ignition.

GE Aviation says these blades must be crafted into flawless aerodynamic shapes, and the tiny laser-drilled cooling holes perform the important function of allowing air to bleed in so the blades can withstand the incredible temperatures they encounter during operation.

“This is one of the critical and sophisticated components in our jet engines,” says GE Aviation

CEO David Joyce. “They are perfectly shaped aerodynamically, with laser-drilled cooling holes because they operate at extraordinary temperatures. We consider them a work of art.”

The advanced manufacturing plant, which officially opened in April 2013, is just one of the

new facilities that GE Aviation is bringing online as it prepares to meet sharply increased demand from aircraft makers. In a new 20-year forecast, Boeing has projected demand for more than 35,000 aircraft, worth $4.8 trillion, across the globe. GE Aviation says the new Alabama

World MRO Market to grow to $76 billion in 2023

Airbus gets EASA nod for A320 runway excursion technology

T

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he world commercial aircraft maintenance, repair and overhaul (MRO) market will reach a value of $49.2 billion this year, up from 2012’s $48.8 billion, according to recent market research conducted by Visiongain.

The commercial aircraft MRO market is forecast by Visiongain to experience growth over the next decade, providing numerous business opportunities.

The World Commercial Aircraft Maintenance, Repair & Overhaul (MRO) Market 2013-2023 study also points out that newer aircraft, which require less maintenance than older aircraft now coming into retirement age, will require MRO providers to invest in new training techniques and

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GE Aviation plant in Auburn, Alabama

facility underscores the company’s unprecedented growth, as production rates are expected to grow from 3,600 commercial and military engine deliveries in 2013 to more than 3,800 deliveries in 2014.

The Auburn plant, with its powerful lasers, also highlights the advanced approach that GE Aviation is taking to the manufacturing process. GE Aviation has invested $75 million in the Auburn plant. Once it hits full production later this decade, GE Aviation expects to have 300 to 400 workers in Auburn.

The first high-pressure turbine airfoils produced at the 300,000-square-feet Auburn facility are expected to be delivered this year. The precision, super-alloy machined parts made at the Alabama plant will power future commercial and military aircraft, as well as supporting the vast fleet of GE jet engines already in service. t

September 2013

new tooling to attain relevant certification.

However, increasingly Central Asia, the Middle East and South America are providing a variety of opportunities for business.

This indicates that far more international providers will attempt to gain footholds in these respective markets by adopting proactive strategies to include joint ventures and consolidation practices.

Meanwhile, another study said MRO market will grow to $76 billion in 2023. The maintenance, repair and overhaul (MRO) market for commercial jets and turboprops is valued at $56.2 billion and expected to grow to $76 billion by 2023, says aviation consultancy Team SAI in a new forecast. t

irbus has achieved initial EASA certification of its innovative Runway Overrun Prevention System (ROPS) technology on A320ceo Family aircraft.

This on-board cockpit technology, which Airbus has pioneered over several years and is now in service on the A380, increases pilots’ situational awareness during landing, reduces exposure to runway excursion risk, and if necessary, provides active protection.

In March this year American Airlines selected ROPS to equip its A320 Family fleet. This EASA certification of ROPS on the A320ceo is the next step in making ROPS available for line-fit and retrofit to other Airbus models including very soon the A320ceo with Sharklets, the A330 Family, and also the A320neo.

ROPS was first approved by EASA on the A380 in October

2009 and to date is currently in service or ordered on most of the A380 fleet; and ROPS is also part of the A350 XWB’s basic configuration.

Airbus is working to make ROPS commercially available for aircraft from other manufacturers. The system will be coupled to the mandatory Terrain Avoidance Warning System already fitted and will utilise an enhanced and specially developed version of its worldwide runway database.

The Airbus-patented ROPS computes minimum realistic in-flight landing and on-ground stopping distances while comparing them to available landing distances in real time.

The analyses take into account factors such as runway topography, runway condition, aircraft weight and configuration, wind and temperature. t

Cargo & Logistics

EK SkyCargo adds Stockholm to its network

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mirates SkyCargo, the freight division of Emirates, is connecting more North European businesses with international opportunities with the addition of Stockholm to Emirates global network from September 4.

Stockholm, after the launch of flights to Warsaw this year, is the 34th European destination to join the Emirates SkyCargo network. This is expected to give a further boost to bilateral trade links already in place between the UAE and the region.

“We’ve been carefully assessing options for further expansion in Scandinavia following the successful launch into Copenhagen, Denmark in 2011.

“We see great cargo potential in Stockholm which will play a vital role in stimulating economic growth with key Swedish trading cities across the Far East and Australasia,” said Robert Siegel, Vice-President Cargo Commercial Operations for Europe and Americas.

The Stockholm service will be operated daily by a Boeing 777-300ER, providing a total weekly cargo capacity of 322 tonnes.

“With a direct daily flight and a range of innovative products and services, as well as a fleet of over 200 modern wide-body aircraft, Emirates SkyCargo looks forward to providing Scandinavian businesses with tailor made solutions to their cargo requirements,” added Siegel. t

Etihad Cargo takes delivery of new freighters

Emirates SkyCargo now goes to Stockholm

SkyCargo operations at DWC from May 2014

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mirates SkyCargo has announced it will transfer operations to Dubai World Central Al Maktoum International Airport from May 2014.

Construction of the new state-of-theart cargo terminal and supporting facilities has started and will include 46 truck docks and 80 truck parking spaces and 12 aircraft stands.

The first phase is expected to be completed by the beginning of April next year, with full completion by mid-September, when all of Emirates SkyCargo’s freighter fleet of ten - eight Boeing 777Fs and two Boeing 747-400ERFs – will move from Dubai International Airport. Cargo carried in the belly of passenger planes will not be transferred to the new airport. t

Emirates SkyCargo increases capacity to Philippines

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tihad Cargo has taken delivery of three new Boeing and Airbus wide-body freighters, bringing the carrier’s expanding fleet to nine aircraft, and heralding a massive 62 per cent increase in tonnage uplift capability.

The latest new arrivals are Boeing 747-8F, Boeing 777F and Airbus A330F.This year, Etihad Cargo has expanded freighter services to new destinations, including Djibouti, Guangzhou, Lagos, Miami, Quito, Riyadh, Singapore, Sydney, Tbilisi, Vienna and Viracopos. In addition, there have been frequency increases on a number of routes, including Dhaka, Frankfurt and Khartoum. t

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mirates SkyCargo is increasing its cargo capacity to the Philippines, with the fastestgrowing airline commencing daily non-stop flights to Clark

International Airport from October 1.

Clarke International Airport is Emirates’ second destination after Manila, to which Emirates

has been operating flights since 1990, and due to the demand, has continued to increase its flight frequency on the route to its current triple daily, non-stop service.

With the new daily flight to Clark International, Emirates SkyCargo will be able to provide more than 160 tonnes of additional cargo hold capacity each way per week. The freight division of Emirates significantly boosted its cargo capacity with the addition of three new Boeing 777F aircraft and two new cargo-only destinations, Hanoi and Chicago, taking its freighter fleet to 10 aircraft and its dedicated freighter network to 13 destinations. Emirates SkyCargo currently serves a route network of more than 130 destinations in 77 countries. t September 2013

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Flashback Flashback

Dubai Duty Free

A success story hard to emulate

Via Dubai brings exclusive excerpts from Ghassan Amhaz’s authoritative book, From the Creek to the Skies – History and Future of Civil Aviation in Dubai

Despite the fact that the Duty Free concept began to unfurl in Dubai 36 years after the development of the concept at Shannon Airport in Ireland, it was not really a new notion in the emirate, which was a free zone in its own right.

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he beginning of the duty free industry was in 1947 at Shannon Airport in Western Ireland. Irishman Dr Brendan O’Regan took the initiative to sell goods to transatlantic passengers whose aircraft were using Shannon as a transit point between Europe and North America. The tax-free facility brought about the world’s first duty free when a small gift shop for travellers was opened.

The duty free concept in Dubai started with the first flight from the first airport that opened in the city in 1960. The duty free in Dubai then had three small shops offering simple gifts. By the end of the 60s, the number of shops had risen to six.

First Shop Abdullah Al Jaber was the first to open small shops at Dubai Airport. “I worked alone in the shop during those days, making a small profit. I used to wake up in the morning to the noise of aircraft engines, hurrying to the airport to open my shop. Most of my customers were pilots who gave me lists of what they needed to prepare for them to take on their next flight from Dubai,” he said. “I used to sell antiquities, copper and silver item, and gifts at my shop in Al Ras area to foreigners visiting Dubai who came through Sharjah. With the opening of the airport in Dubai in 1960, the late Sheikh Rashid bin Saeed Al Maktoum gave us the opportunity to operate at the airport.” He was one of the first businessmen to open a small shop of 2 metres x 2 metres, to sell antiquities at the airport. Following him were Jashanmal, Galadari, Baqir Mohebi, Hilal Lootah and Al Fardan, selling in their shops electronics, watches, perfumes and jewellery.

Mohidin BinHendi, as President of the Civil Aviation Department in Dubai in 1979, suggested the idea of setting up a duty free to the late Sheikh Rashid, who welcomed it and supported its implementation.

The area of Inflight Catering, run by Albert Abela, on the ground floor of the departure hall, was selected to establish the first retail facility in a modern style.

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The area accommodated 24 shops of various sizes, and the project was to be executed at a cost of $2.4 million in eight months.

Initial Steps BinHendi travelled to Shannon and an agreement was signed in which the management at Shannon Duty Free undertook to second some of their officials to help put together a marketing plan and manage the Dubai Duty Free. In 1983, a team from Aer Rianta comprising of Colm McLoughlin, Michael Hanrahan, John Sutcliffe, George Horan, Brendan O’Sheaae, Michael Upton, Dave Hope, Michael Cashin, Maurice Burke and John O’Neal arrived in Dubai.

They had to accomplish the plan in a matter of four months so as to start operations on December 20, 1983. The first group of Dubai Duty Free employees arrived from the Philippines and India in early December 1983, followed by another group in mid-December.

Most of them knew little about Dubai, but they quickly adapted, working together with employees hired in Dubai and others working at the old shops who were reemployed within the new staff structure.

Inaugural Day On the inaugural day, there were 129 employees, and some 52 of them continue to work at Dubai Duty Free. After the conclusion of the agreement with Aer Rianta, BinHendi asked three members of the team to stay in their jobs: Colm McLoughlin, John Sutcliffe and George Horan.

McLoughlin sent a two-year leave-ofabsence application to Aer Rianta, but the company turned it down. He resigned and then negotiated a two year contract in Dubai, and so did George Horan, who is now the President of Dubai Duty Free, and John Sutcliffe, who went on to become Managing Director of Aer Rianta International based in Bahrain.

First Day Sales The start of operations was very promising; the first day saw revenues of $43,750. The sales figure in the first full year of operation, in

The DDF as it used to be in 1985.

1984, reached around $20 million - an average spending of $5 per passenger. With Emirates launching its flights in late 1985, Dubai Duty Free sales in the following year reached $32 million. In 1987, a new arrival terminal was opened, and Dubai Duty Free opened an Arrivals shop for the first time, giving inbound passengers the chance to buy gifts. With the advent of 1989, Dubai Airport received more than four million passengers annually. A major expansion in the retail area of the DDF resulted in enlarging the retail space by 70 per cent.

On December 23, 1989, Sheikh Mohammed bin Rashid Al Maktoum opened the new expansions of Dubai Duty Free. The first luxury car raffle draw in the region, the Finest Surprise Draw, and the opening of new kiosks in zones close to boarding areas and arrivals waiting areas were announced.

Retail Space

In 1998, new space was added to the retail operation with the opening of Terminal 2, built to increase capacity levels of the airport and catch up with the record growth in passenger traffic. t