Emirates Airline Marketing Strategy Analysis Presentation

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Company Background

  • Emirates Airline is a Dubai-based airline company founded in 1985 (McKechnie et al., 2008).
  • Its is the largest airline in Middle East operating more than 3,500 flights a week.
  • It has a growth rate of more than 20% p. a, with more than 10% increase in the number of passengers annually.
  • The company is owned by the government but operates as a separate entity.
  • The company aims to increase its market share by 15% in the next five years.

Company Background

Company Profile

  • Name: Emirates Airlines.
  • Founder: UAE government, 1985.
  • Goal: “To reach on top by excelling in what we do.”
  • Mission Statement: “We exist to deliver the world’s best inflight experience.”
  • Vision Statement: “Ro make civil aviation safe, leading and sustainable.”
  • Company Slogan: “Fly Emirates, fly better.”
  • Head Office : Town Center, UAE.

Company Profile

Organization Structure

  • Chief Operating Officer, Emirates Airline Adel Ahmad Al Redha;
  • Chief Commercial Officer, Emirates Airline Adan Kazim;
  • Executive Vice President – Chairman’s Office, Facilities/Projects Management and P&L Ali Mubarak Al Soori;
  • Executive Vice President Human Resources, Emirates Airline & Group Abdulaziz Al Ali;
  • Executive Vice President, Service Departments Nigel Hopkins.

Emirates Airlines has a hierarchical organizational structure, starting from the chairman to the operational management. Although the chairman of the Emirates Group, Sheikh Ahmed bin Saeed Al Maktoum is also the Chairman of Fly Dubai, the two companies operate independently with totally different management structure.

Organization Structure

Emirates Customer-Driven Marketing Strategy

  • Emirates launched a competitive marketing campaign that is customer-driven.
  • The strategy also involves the use of superior products to gain competitive advantage.
  • Emirate aims to offer clients competitive prices.
  • The labor cost at Emirates is almost half of that of American and United Airlines.
  • Low prices give the airline a competitive edge over its rivals.
  • Emirate has more than 10,000 cabin crew consisting of more than 120 nationalities and speaking a total of 55 languages.
  • The airline provides luxurious travel experience with entertainment and leisure.
  • First class passengers get to enjoy regionally inspired dishes and inflight lounge 9for A380 fleet.
  • Customers also have access to fast internet and live matches at the comfort of their seats.

Emirates Customer-Driven Marketing Strategy

Building Strong Customer Relationship

  • Emirates uses KIS to obtain customers previous experience in the flight.
  • The system provides pursers with information on customer seating preference, wine taste, food et cetera.
  • The information enables the airline to provide more personalized and focused services.
  • Emirates also offer two types of loyalty programs to keep their clients loyal to the brand:
  • Business reward, and
  • Emirates skywards.
  • The company also uses technology to engage its clients, using various social media platforms as well as call centers.
  • The airline also uses CSR programs such as sponsorships to give back to society and protect environment.

Building Strong Customer Relationship

SWOT Analysis

  • Strategically positioned hub in Dubai.
  • Strong labor force of more than 40000 employees.
  • Strong corporate culture.
  • Environmental friendly.
  • Strong band
  • Entry into air cargo
  • Relatively low salaries and wages.
  • Few landing zones in the US.
  • Agreement with the Australian Tourism Board on joint marketing strategy
  • Signed deal between Emirates and Mauritius government.
  • Economic impact of Corona virus
  • Travel bans by most countries
  • Increase in competition in the Middle East.

SWOT Analysis

Marketing Mix

  • Emirates offers high quality services and therefore charges premium prices as opposed to other airlines.
  • Emirates flies in more than 6 continents coveting about 60 countries and over 100 destinations.
  • That airline purchases new fleets very year, and, therefore, has one of the youngest fleet in the industry.
  • Emirates’ main hub is in Dubai, which is strategically located in an area that receives millions of tourists every year. The airliner also enjoys abundance of oil reserves in Dubai.
  • Furthermore, Emirates has more than 120 travel shops around the world and 12 in Dubai.
  • The company used both traditional and modern marketing methods, Emirates markets its product on social media, print media and billboards.
  • Emirates does not only care about customer satisfaction but also its employees and shareholders. When the company makes a significant amount of profits, it increases share prices to shareholders and provide bonuses to employees.
  • Using KIS, websites and social media platforms, the company uses technology to automate most of its services and to increase customer interactions.
  • Although most of the services offered are intangible, Emirates acknowledges the importance of physical evidence, and therefore, provides the highest quality in the market.

Marketing Mix

B2B & B2C Selling Strategy

  • Emirates continuously build its brand through quality services delivery, customer satisfaction, marketing and differentiation to attract other businesses.
  • The company uses CSR programs such as sponsorships and donations to partner with other businesses.
  • Emirates segments its products into two: profitable and non profitable.
  • The company targets high ranking individuals and businesses who are looking for luxury.
  • The firm’s positions itself as a brand that offer high quality products using innovation and technology.

B2B & B2C Selling Strategy

Marketing Relations with other department

Marketing departments should have cordial relationship with other departments.

The three departments that interact mostly with the marketing department are:

  • They develop products that are pushed to the market by marketing department.
  • All the information regarding the products must be relayed to the marketing departments.
  • Prepares and allocates funds for marketing.
  • Proper planning should be encouraged to avoid conflict.
  • Ensures that the items meets the quality standards of the organization.
  • The two departments should work closely to ensure that demand volume is met.

Marketing Relations with other department

Measuring & Managing Return on Marketing

Two common methods to measure and manage return on marketing are:

  • Value are assigned either to the first or last program to complete the deal.
  • The method is easy and relatively cheaper to implement.
  • However, it does not take into account the influence of other touches.
  • Involves the use of statistical techniques such as regression analysis to determine how various independent marketing touches affects sales.
  • The method is accurate but requires sufficient data.

Measuring & Managing Return on Marketing

McKechnie, D. S., Grant, J., & Katsioloudes, M. (2008). Positions and positioning: strategy simply stated. Business Strategy Series .

  • Budget Objectives and Strategy in the Marketing Plan
  • JetBlue Airways Corporation
  • How to Generalize Learning Associations to Other Things Within Emirates Airlines, and Why This Is Important to Marketers
  • The Buckley’s Cough Syrup Marketing Plan
  • Aspects of Customer Service
  • The Efficient Market Hypothesis
  • StuffUNeed Online Shop's Market and Buying Cycle
  • Southwest Airlines' Marketing Excellence
  • Chicago (A-D)
  • Chicago (N-B)

IvyPanda. (2022, August 24). Emirates Airline Marketing Strategy Analysis. https://ivypanda.com/essays/emirates-airline-marketing-strategy-analysis/

"Emirates Airline Marketing Strategy Analysis." IvyPanda , 24 Aug. 2022, ivypanda.com/essays/emirates-airline-marketing-strategy-analysis/.

IvyPanda . (2022) 'Emirates Airline Marketing Strategy Analysis'. 24 August.

IvyPanda . 2022. "Emirates Airline Marketing Strategy Analysis." August 24, 2022. https://ivypanda.com/essays/emirates-airline-marketing-strategy-analysis/.

1. IvyPanda . "Emirates Airline Marketing Strategy Analysis." August 24, 2022. https://ivypanda.com/essays/emirates-airline-marketing-strategy-analysis/.

Bibliography

IvyPanda . "Emirates Airline Marketing Strategy Analysis." August 24, 2022. https://ivypanda.com/essays/emirates-airline-marketing-strategy-analysis/.

emirates airlines

EMIRATES AIRLINES

Jul 21, 2014

1.26k likes | 4.51k Views

EMIRATES AIRLINES. By: Lacey Krizia Kimberly Simon Nateisha. HISTORY. Oct 25 1985 first flight flew out of Dubai with only two aircrafts With 170 aircraft, Emirates currently flies to over 115 destinations in more than 60 countries around the world

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EMIRATES AIRLINES By: Lacey Krizia Kimberly Simon Nateisha

HISTORY Oct 25 1985 first flight flew out of Dubai with only two aircrafts With 170 aircraft, Emirates currently flies to over 115 destinations in more than 60 countries around the world From 2001 to 2007 Emirates spent an approximate jaw dropping USD 70 billion in aircrafts, with the purchase of approximately 250 aircrafts (58 mixed Airbus’ and Boeing’s, 42 Boeing 777’s, 10 of Boeing’s new 747-8F aircraft (2006), 120 Airbus A350s, 11 A380s, and 12 Boeing 777-300ERs (2007)

CULTURE/CUSTOMS • Emirati culture mainly revolves around the religion of Islam and traditional Arab and Bedouin culture. • UAE has a diverse and vibrant culture. • The influence of Islamic and Arab culture on its architecture, music, attire, cuisine and lifestyle are very prominent as well. • Five times every day, Muslims are called to prayer from the minarets of mosques which are scattered around the country. • The weekend begins on Friday due to Friday being the holiest day for Muslims. • All Muslim countries have a Friday-Saturday or Thursday-Friday weekend. • You should accept refreshment whenever it’s offered, but note that you should always use your right hand for drinking and eating, as the left hand is regarded as unclean. • Similarly, you should avoid showing the soles of your shoes or feet, which implies that you think the other person is ‘dirt’, which is obviously highly offensive. • You should keep your feet flat on the ground and not cross your legs.

GREETINGS • • As Muslims, customary greeting is salaam alaykum, which means “May peace be upon you and may God’s blessings be with you.” Shaking hands and saying kaifhalak comes next. • • Flight Attendants in Emirates Airlines greet passengers with a smile and a warm welcome.

SPACE A380 First Class Private SuitesEach suite comes fully equipped with a sliding door, a personal mini-bar, adjustable ambient lighting, and its own vanity table, mirror and wardrobe.Every Business Class seat on the Emirates A380 converts into a flat bed at the touch of a button.The Flat-bed seats also include several features tailored to the way you like to travel, from a personal storage area and in-seat massage functionality to a privacy divider. An in-seat power supply for laptops, dual port USB and extra-large table provide a comfortable workspace, and over 1,200 channels of entertainment are available on our ice Digital Widescreen TV. And there is even a built-in mini-bar in every seat.We designed our cabins in our Economy Class to create more space and comfort. Personal seatback monitors provide up to 1,200 channels of news and entertainment programing. And to ensure that you're able to stay in touch while in transit, we offer SMS, telephone and email service at every seat.

DINING “We strive to make every journey a destination in itself with fine cuisine prepared by award-winning chefs”

DINING CONT... Emirates has extended its commitment to offering not just the finest dining experience in the skies, but a dining experience worthy of the finest restaurants all around the world. First Class Cocktails and canapés A selection of cocktails and cold canapés Appetizers Wild Iranian caviar Arabic mezze Smoked tangerine chicken Tomato and okra soup Salad Freshly prepared salad Main Courses Samkaharra Braised beef in coconut milk Glazed duck breast Auberginelasagne Vegetables Desserts Banana pudding Strawberry cheesecake Cheese International cheeseboard Fruit Selection of seasonal fruits Beverages and Chocolates Tea Coffee Chocolates Business Class Cocktails Appetizers Honey roasted duck Marinated Asian seafood Salad Seasonal salad Main courses Fillet of garoupa Beef teriyaki kebab Thai style chicken curry Dessert White chocolate and orange mousse cake Pear strudel Cheese International cheeseboard Fruit Selection of seasonal fruits Beverages and chocolates Tea Coffee Chocolates Economy Class Appetizers Smoked tuna Salad Seasonal salad Main courses Chicken breast Lamb brochette Dessert Sticky date pudding Cheese Cheese and biscuits Beverages and chocolates Tea or coffee Chocolates

UNIFORMS • From the years 1997-2008 the beige and red female uniform was easily recognized by travelers around the world each day. • In 2009 the new uniform was introduced along with the unveiling of the Airbus A380. The most noticeable elements of the new uniform, on the women's side, include beige piping detail on the new red hat, subtle red pin stripes throughout, more fitted, chic blouses and eye catching, red kick-pleats in the skirts. • Male cabin crew members will wear a chocolate brown suit, also featuring pinstripes, with a cream shirt and a caramel, honey and red tie.

EMIRATES AIRLINE ICAO: UAE IATA: EK COUNTRY: UNITED ARAB EMIRATES WEBSITE: http://www.emirates.com

WORK CITED • http://www.emirates.com/ca/English/flying/seating/seating.aspx • http://www.justlanded.com/english/Dubai/Dubai-Guide/Culture/Social-Customs • http://www.emirates.com/ca/English/flying/dining/dining.aspx • http://www.asiatraveltips.com/news08/176-EmiratesAirline.shtml

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Emirates Group announces 2022-23 results

Group reports annual profit of AED 10.9 billion (US$ 3.0 billion), a new profit and revenue record and a significant turnaround from last year

  • Group revenue of AED 119.8 billion (US$ 32.6 billion) increased by 81% with strong customer demand worldwide with almost all travel restrictions removed.
  • Ends year with highest-ever cash balance of AED 42.5 billion (US$ 11.6 billion).
  • The Group has declared a dividend of AED 4.5 billion (US$ 1.2 billion) to its owner ICD, Investment Corporation of Dubai. 
  • Repays AED 3.0 billion (US$ 817 million) of debt raised during COVID-19 crisis, partly ahead of maturity.
  • Chairman credits the Group’s record performance and ongoing success to HH Sheikh Mohammed bin Rashid Al Maktoum’s leadership and Dubai’s progressive policies.

Emirates  reports its most profitable year ever with a profit of AED 10.6 billion (US$ 2.9 billion) compared with AED 3.9 billion (US$ 1.1 billion) loss in the previous year

  • Revenue up 81% to AED 107.4 billion (US$ 29.3 billion), as airline restored its global network and reinstated more passenger flights.
  • Airline capacity increased by 32% to 48.2 billion ATKMs, with two new 777 freighter aircraft added to its fleet.

dnata reports a profit of AED 331 million (US$ 90 million), a solid growth from its AED 110 million (US$ 30 million) profit last year

  • Revenue increased by 74% to AED 14.9 billion (US$ 4.1 billion), reflecting the ongoing pandemic recovery across all business divisions in the UAE and worldwide. 
  • Expands global footprint with launch of operations in Zanzibar, Tanzania; new cargo operations in Germany and Canada, and acquiring full ownership of ground handling operations in Brazil.

DUBAI, UAE, 11 May 2023 - The Emirates Group today released its 2022-23 Annual Report , reporting its most profitable year ever on the back of strong demand across its businesses.

Emirates achieved new record profits, a complete turnaround from its loss position last year.

Both Emirates and dnata saw significant revenue increases in 2022-23 as the Group expanded its air transport and travel-related operations following the removal of nearly all pandemic-related restrictions around the world.

For the financial year ended 31 March 2023, the Emirates Group posted a record profit of AED 10.9 billion (US$ 3.0 billion) compared with an AED 3.8 billion (US$ 1.0 billion) loss for last year. The Group’s revenue was AED 119.8 billion (US$ 32.6 billion), an increase of 81% over last year’s results. The Group’s cash balance was AED 42.5 billion (US$ 11.6 billion), the highest ever reported, up 65% from last year mainly due to strong demand across its core business divisions and markets.  

HH Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive, Emirates airline and Group, said: “We’re proud of our 2022-23 performance which is not only a full recovery, but also a record result. This achievement would not have been possible without HH Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President and Prime Minister, and Ruler of Dubai, whose leadership has been critical to our success today and through the years. The architect of Dubai’s progressive economic policies, HH Sheikh Mohammed is also the engine behind the Emirates Group’s trajectory. Without his drive and support, Emirates will be half the size of what we are today.”

He added: I’m proud of the Emirates Group’s performance for 2022-23, and our contribution to the restoration of air transport and tourism across the markets we serve, including Dubai’s astounding 97% year-on-year growth in international visitors for 2022. The Group is the biggest player in the UAE’s aviation sector, which supports over 770,000 jobs and generates an estimated contribution to GDP of over US$ 47 billion (AED 172.5 billion). With our growth plans, and in line with the Dubai Economic Agenda D33, we expect to significantly increase our contribution to the UAE’s GDP over the next decade through direct and indirect employment, supply chain spending, tourism spend, and trade and commerce benefits from the movement of cargo.”

Commenting on the Group’s 2022-23 turnaround performance, Sheikh Ahmed said: “We had anticipated the strong return of travel, and as the last travel restrictions lifted and triggered a tide of demand, we were ready to expand our operations quickly and safely to serve our customers. Our ongoing investments in our brand, and in our products and services, helped drive customer preference and position us favourably in the market. As a result, we have delivered a record financial performance and cash balance for our financial year 2022-23.  This reflects the strength of our proven business model, our careful forward planning, the hard work of all our employees, and our solid partnerships across the aviation and travel ecosystem.”

To support expanded operations and to bolster the Group’s future capabilities, Emirates and dnata ramped up recruitment activity across the globe during the year. As a result, the Group’s total workforce increased by 20% to 102,379 employees, representing over 160 different nationalities.

In 2022-23, the Group collectively invested  AED 7.2 billion (US$ 2.0 billion) in new aircraft, facilities, equipment, companies, and the latest technologies to position the business for future growth. Our commitments include: a massive multi-billion dollar aircraft cabin retrofit programme; an order for 5 new 777 freighters; the building of a new pilot training centre; the opening of Bustanica, the world’s largest vertical farm in Dubai under a partnership with CropOne; new training aircraft for its cadets at Emirates Flight Training Academy; dnata’s acquisition of 30% shares to gain full ownership of its ground handling operations in Brazil; and the building of a new advanced cargo facility in Erbil, Iraq.

The Emirates Group also continued to progress on its sustainability journey during the year. Notably, it signed up to the United Nations Global Compact, a voluntary initiative where Emirates and dnata will work towards making the UN Sustainable Development Goals (SDGs) and Principles part of their strategy, culture, and operations. The Group also signed the UAE Gender Balance Council’s pledge to increase female representation at mid-senior management positions to 30% across the country by 2025.

Amongst its numerous environmental initiatives, a key highlight for Emirates was the successful conduct of a demonstration flight with 100% sustainable aviation fuel (SAF) in one engine of a Boeing 777. This first-in-region initiative contributes to collective industry data and efforts to enable a future of 100% SAF flying. dnata in 2022-23 pledged to invest US$ 100 million (AED 367 million) over 2 years, to improve environmental efficiency across its global business, supporting its goal to reduce its carbon footprint by 50% by 2030.

During the year, the Group supported various community and humanitarian initiatives across its markets including relief efforts for the floods in Pakistan and the earthquake in Turkey and Syria. It also continued to participate in innovation incubators, and support programmes that build a pipeline of skilled aviation talent and develop future solutions for the industry.

Sheikh Ahmed said : “In 2022-23, we’ve not only brought back most of our operations but also grew our footprint and capabilities by investing in people, product, and new technologies – demonstrating our agility and ability. We continue to lay strong foundations for future success and join hands with partners to grow our business and to collaborate on innovative solutions for travel and aviation. As our business expands, so does our ability to make a positive impact on the communities we serve. We are steadfast in our commitment to deliver value to our customers and stakeholders while minimising our environmental impact.

“We go into 2023-24 with a strong positive outlook and expect the Group to remain profitable. We will work hard to hit our targets while keeping a close watch on inflation, high fuel prices, and political and economic uncertainty.”

Emirates performance

Emirates’ total passenger and cargo capacity increased by 32% to 48.2 billion ATKMs in 2022-23, as the airline continued to reinstate passenger services across its network in line with the lifting of pandemic-related flight and travel restrictions. 

In addition to launching services to Tel Aviv, Emirates relaunched flights to six destinations and increased operations to 62 cities across its network throughout the year to serve strong customer demand. By 31 March 2023, the Emirates network comprised 150 destinations across six continents, including 9 cities served by its freighter fleet only. 

Emirates also deployed its flagship A380 aircraft to even more cities during the year, bringing its A380 network to 43 destinations as of 31 March 2023.

Enabling its customers access even more destinations, Emirates signed agreements with new codeshare partners in 2022-23 most notably with United Airlines and Air Canada, expanding the airline’s connectivity in the Americas to over 200 new points, in addition to mutual frequent flyer programme benefits. Emirates also reinforced its strategic partnerships with Qantas and flydubai and added new interline and codeshare partners: Airlink, AEGEAN, ITA Airways, Air Tanzania, Bamboo Airways, Batik Air, Philippine Airlines, Royal Air Maroc and Sky Express.

Emirates received two new 777 freighter aircraft during the financial year. It also phased out 4 older aircraft comprising of 2 A380, 1 Boeing 777-300ERs and 1 Freighter. Its total fleet count at the end of March was 260 units, with a youthful average fleet age of 9.1 years.  

Emirates’ order book stands at 200 aircraft, including 5 additional Boeing 777-300ER freighter orders announced during 2022-23. The airline’s long-standing strategy of operating modern and efficient aircraft remains unchanged, a commitment which underpins its Fly Better brand promise as a young fleet is better for the environment, better for operations, and better for customers.

With significantly enhanced capacity deployment across most markets, Emirates’ total revenue for the financial year increased 81% to AED 107.4 billion (US$ 29.3 billion). Currency fluctuations in some of the airline’s major markets, notably the Euro, Pound Sterling, and devaluation of the Pakistani Rupee, significantly impacted the airline’s profitability negatively by AED 4.5 billion (US$ 1.2 billion).

Total  operating costs increased by 57% from last financial year. Cost of ownership (depreciation and amortisation) and fuel cost were the two biggest cost components for the airline in 2022-23, followed by employee cost. Fuel accounted for 36% of operating costs compared to 23% in 2021-22. The airline’s fuel bill increased by 143% to AED 33.7 billion (US$ 9.2 billion) compared to the previous year, due to a higher uplift of 49% in line with capacity expansion and a higher average fuel price which was up by 48%.

With the removal of pandemic-related travel restrictions globally, the airline substantially improved its financial results and reported a record profit of AED 10.6 billion (US$ 2.9 billion) after last year’s AED 3.9 billion (US$ 1.1 billion) loss, and an exceptional profit margin of 9.9%, reflecting the best performance in the airline’s history.

Emirates carried 43.6 million passengers (up 123%) in 2022-23, with seat capacity up by 78%. The airline reports a Passenger Seat Factor of 79.5%, compared with last year’s passenger seat factor of 58.6%; and a 7% increase in passenger yield  to 37.5 fils (10.2 US cents) per Revenue Passenger Kilometre (RPKM), due to a change in cabin and route mix, fares and currency.  

Emirates continued to invest in delivering ever better customer experiences. During the year, it launched its full Premium Economy experience to hugely positive customer feedback, brought into service the first 6 of its newly retrofitted A380s with completely refreshed cabin interiors, and opened ‘Emirates World’ - a modern concept retail store which will gradually be introduced to other key markets. It also announced a US$ 350 million investment in new generation inflight entertainment systems for its A350 fleet.

With a continued focus on digital initiatives to provide customers with speedy and secure journeys, Emirates also signed a landmark biometric data agreement with the General Directorate of Residency and Foreigners Affairs in Dubai to fast-track travellers’ journey on arrival.

Emirates SkyCargo delivered a solid performance, contributing 16% of the airline’s revenue despite a reduction in available capacity as aircraft that were temporarily converted into “mini freighters” during the pandemic returned to full passenger service.

In 2022-23, Emirates’ cargo division reinforced its leadership in cool chain transport, building on the advanced expertise and infrastructure that made it the carrier of choice for the transport of temperature sensitive medicines during the pandemic, and other perishable items.

Emirates SkyCargo maintained its edge in the global airfreight industry by focusing its customers, bringing innovative solutions to the market, and leveraging its fleet and network capabilities. During the year, the cargo division signed commercial MoUs with United Airlines and Air Canada to expand its network reach and capacity for customers; introduced a new digital channel, WebCargo, for customers to directly access and book its flights for their cargo shipments; and launched Emirates Delivers UK, expanding its e-commerce shipping solution to UAE customers. 

Emirates SkyCargo also deployed its expertise and capacity to transport relief goods to Pakistan, Turkey and Syria in partnership with Dubai’s International Humanitarian City.

With steady air freight demand throughout the year, Emirates’ cargo division reported a solid revenue of AED 17.2 billion (US$ 4.7 billion). This was a 21% decline over last year’s exceptional performance caused by the pandemic.

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

Tonnage carried declined by 14% to reach 1.8 million tonnes, due to the reduction in available freighter capacity for the entire year with the reinstatement of more passenger services. At the end of 2022-23, Emirates’ SkyCargo’s total freighter fleet stood at 11 Boeing 777Fs.

Emirates’ hotels portfolio revenue over last year increased by 12% to AED 675 million (US$ 184 million) reflecting the uptick in tourism traffic, particularly to Dubai.   

Emirates has consistently demonstrated the ability and commitment to fulfil its contractual obligations. In addition to repaying aircraft related financing liabilities as they fall due, it successfully repaid AED 3.0 billion (US$ 817 million) more of the total AED 17.5 billion (US$ 4.8 billion) raised during the COVID-19 crisis. This assurance continues to strengthen the confidence of its financing partners in its business model and allowed Emirates to reprice AED 4.5 billion (US$ 1.2 billion) of debt during this financial year and further raise AED 1.2 billion to finance the acquisition of two new B777 freighter aircraft through an Islamic finance lease at highly effective margins.

In the face of rising interest rates, Emirates adeptly managed its net exposure and effectively mitigated the impact of rate fluctuations on the bottom line. Additionally, the proactive currency risk management programme ensured ongoing financial stability and resilience by employing a range of hedging strategies including forward contracts and natural hedges.

Emirates closed the financial year with an exceptional level of cash assets of AED 37.4 billion (US$ 10.2 billion), 79% higher compared to 31 March 2022.   

dnata performance

Recovery from the pandemic was felt across almost all dnata businesses, and in 2022-23 dnata increased its profit by 201% to AED 331 million (US$ 90 million).

With growing flight and travel activity across the world, dnata's total revenue increased by 74% to AED 14.9 billion (US$ 4.1 billion). dnata’s international businesses account for 72% of its revenue, an increase of 10%pts from the previous year. Through the year, dnata worked closely with its customers through the challenges of labour shortages and rising inflation in its major markets such as UK, US, Europe and Australia.   

Laying the foundations for future growth, dnata’s investments in 2022-23 amounted to AED 467 million (US$ 127 million). Significant investments during the year included: a new cargo centre in Amsterdam, the Netherlands; new modern cargo and ground service equipment facilities in Erbil, Iraq; the global roll-out of its advanced “OneCargo” system to digitise and automate business functions; the expansion of marhaba operations in Dubai and Zanzibar; and the re-opening of renovated catering facilities in Sydney with energy efficient installations and equipment upgrades.

In 2022-23, dnata’s  operating costs increased by 74% to AED 14.6 billion (US$ 4.0 billion), in line with expanded operations in its Airport Operations, Catering and Travel divisions and impacted by inflationary pressure across all markets mainly for labour and food supply.

dnata’s cash balance improved by more than AED 200 million to AED 5.1 billion (US$ 1.4 billion). Net cash used in financing activities, primarily payments for loans and leases, amounted to AED 906 million (US$ 247 million), while the business utilised net cash of AED 528 million (US$ 144 million) in essential investing activities. The business saw a positive operating cash flow of AED 1.4 billion (US$ 381 million) in 2022-23, a reflection of the substantial improvements in revenue.

Revenue from  dnata’s Airport Operations, including ground and cargo handling increased to AED 7.2 billion (US$ 2.0 billion).

The number of aircraft turns handled by dnata globally grew by 35% to 712,383, cargo handled declined by 8% to 2.7 million tonnes, reflecting the increased flight activity across markets as the last pandemic restrictions lifted and dnata’s customers reinstated services.

During 2022-23, dnata launched its ground handling operations at the newly built terminal of Zanzibar Abeid Amani Karume International Airport, together with Emirates Leisure Retail (ELR) and MMI as master concessionaire for all food and beverage, duty free and commercial outlets at the terminal. It also expanded operations in Canada, partnering GTA Group to offer quality and safe cargo services in Calgary and Vancouver.

dnata’s Catering & Retail business accounted for AED 4.8 billion (US$ 1.3 billion) of dnata’s revenue, up by 187%. The inflight catering business uplifted 111.4 million meals to airline customers, almost three times the number of meals from last year, as its airline customers across the world restored their flight operations.

dnata’s Catering & Retail division substantially increased production to support airlines to restart their flight operations after the pandemic particularly in Australia, and its key markets of UK and the USA. It also worked extensively with its customers on flexing their menus to address supply chain issues and food inflation.

In the UAE, Alpha Flight Services (Alpha), dnata’s subsidiary, signed a concession agreement under which it will provide flight catering services to over 10 airlines at Ras Al Khaimah International airport , operate three F&B outlets, as well as the airport lounge.

Notable contract wins for the catering division in 2022-23 include: multi-year catering contracts with Australia’s newest airline, Bonza, and with Air India for its flights in London, Birmingham, and Milan; contracts with United Airlines and Edelweiss Air for their flights in Jordan; and with Lufthansa and Swiss International Air Lines in Singapore.

Revenue from dnata’s Travel Services division grew by 227% to AED 2.3 billion (US$ 618 million). The reported total transaction value (TTV) of travel services sold increased by 203% to AED 7.0 billion (US$ 1.9 billion), a substantial growth from last year. This reflects last year’s abnormal situation where the business was recovering from COVID-19-related booking cancellations.

In 2022-23, dnata Representation Services boosted its existing customer service support for Lufthansa in Europe and grew its relationship with American Airlines by providing a range of sales and marketing services to the carrier as its general sales agent in India. dnata became the preferred travel partner in the Middle East for American Express Global Business Travel, the world’s leading B2B travel platform; and enhanced its long-standing partnership with Club Med to bring tailor-made, all-inclusive holidays at exclusive rates closer to the GCC travellers.

In the UAE, dnata expanded its retail footprint with the opening of a new travel store in Dubai Hills. R eflecting the increased visitor numbers and demand for Dubai experiences, Arabian Adventures expanded and enhanced its popular ‘Overnight Safari’ experience in the Dubai Desert Conservation Reserve and re-launched an enhanced edition of its signature Jeep Adventure Safari.

dnata's leisure wholesale specialist, Yalago, expanded its global in-markets teams, and recorded a 92% year on year increase in hotel bookings in 2022.

The full 2022-23 Annual Report of the Emirates Group – comprising Emirates, dnata and their subsidiaries – is available at: www.theemiratesgroup.com/annualreport

More Information

About emirates.

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

We inspire travelers around the world with our growing network of worldwide destinations, industry leading inflight entertainment, regionally inspired cuisine, and world-class service.

Find out more

Annual reports

You can download the latest annual report or read our previous reports for detailed information on our commercial results and strategies.

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Disclaimer: Information contained in the press releases published on our media centre is accurate at the time of publication.

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