Etihad

Airways
2015
2
Contents
Board of Directors 5
From the President and Chief Executive Officer 6
Profitable growth and performance 8
Our contribution to Abu Dhabi 10
Highlights of 2015 12
An expanding network 16
Codeshare partnerships 18
A young, modern and efficient fleet 20
Subsidiaries and joint ventures 22
Etihad Airways Engineering 26
Global Loyalty Company 28
Etihad Guest 29
Embracing technology and innovation 30
Our people 32
Our partnerships
Equity investments 36
Etihad Airways Partners 38
Sustainability 40
A reimagined brand 42
Executive Team 46
Awards 56
3
 H.H. Sheikh Khalifa bin Zayed Al Nahyan H.H. General Sheikh Mohamed bin Zayed Al Nahyan
President of the United Arab Emirates Crown Prince of Abu Dhabi and Deputy Supreme Commander
of the Armed Forces of the United Arab Emirates

4
Board of Directors
H.E. Mohamed Mubarak Fadhel Al Mazrouei (Chairman)
H.E. Ahmed Ali Al Sayegh
H.E. Mohamed Khalifa Al Mubarak
H.E. Mohamed Hareb Sultan Al Yousef
H.E. Hamad Abdulla Al Shamsi
H.E. Khalifa Sultan Al Suwaidi
H.E. Ahmed Ali Matar Al Romaithi

5
 From the President and
Chief Executive Officer
Etihad Airways recorded a year of solid progress in
2015 with further growth, strengthened partnerships
and ongoing recognition for the quality of its
innovative products and services.
The airline recorded its strongest annual financial
results to date with a net profit of US $103 million for
the year on total revenues of US $9.02 billion. The
mandate set by our shareholder, the government of
Abu Dhabi, has been to build a safe and sustainably
profitable airline. A fifth consecutive year of net
profits, with our best annual financial performance
to date, shows that we are delivering against that
goal.
Our business strategy of organic growth boosted
by partnerships continued to be successful in 2015.
Etihads global network reach was enhanced by
six new destinations, with the Brisbane route also
converted from a one-stop to non-stop service. In
addition, frequency increases on 16 existing routes
provided a significant boost to network depth and
overall connectivity.
Strong operational performance saw an
improvement in load factor, as passenger volumes
outpaced capacity increases. In total, Etihad
Airways carried 17.6 million passengers in 2015, an
increase of 18.9 per cent year-on-year.
The Etihad Airways fleet increased by 11 aircraft to
a total of 121 at year end. Additions included four
A380-800 and four Boeing 787-9 Dreamliner aircraft.
The A380 was rolled-out on the Sydney and
6
New York JFK routes, and inducted on a second
daily flight to London Heathrow, while the B787
began commercial operations between
Abu Dhabi and Zrich, Brisbane, Washington DC
and Singapore.
Etihad Airways partnership strategy, based on 49
codeshare agreements, and its strategic minority
investments in airlines, remained a key driver of
growth in 2015.
A new codeshare agreement was introduced
in 2015 with Pakistan International Airlines (PIA),
while Etihad Airways existing codeshares with
Air Serbia, American Airlines, flynas, Jet Airways,
Korean Air, NIKI and S7 Airlines were significantly
expanded. As a result, Etihad Airways offered a
combined passenger and cargo network of nearly
600 destinations through its 197 interline and 49
codeshare partnerships.
Etihad Regional was the latest addition to Etihad
Airways equity partner network, which also
includes airberlin, Air Seychelles, Jet Airways,
Air Serbia, Alitalia and Virgin Australia.
Our future is firmly embedded in these
partnerships, and the potential and
importance of this grouping, cannot be
underestimated.
Combined, the equity partners comprise the
seventh largest global grouping of airlines, together
flying more than 100 million guests worldwide.
The strategy delivered revenues of US $1.4 billion
an increase of 22.1 per cent on 2014 figures and
more than five million passengers onto Etihad
Airways flights. In addition, the airline and its equity
partners have been able to identify and develop
significant business synergies and cost savings.
The value and potential of the equity partnership
strategy was firmly recognised when Etihad
Airways was instrumental in securing a US $700
million financing transaction to fund expansion for
the airline, its subsidiary Etihad Airport Services, and
five of its seven airline equity partners - airberlin,
Air Serbia, Air Seychelles, Alitalia and Jet Airways.
This ground-breaking transaction was the first of
its kind in the airline industry and demonstrates
the high level of confidence and support from
institutional investors in the business strategy. It
was a vote of confidence not just in Etihad Airways
but in our partners, too.
A further vote of confidence at the end of 2015
came when Etihad Airways was named 2016 Airline
of the Year by Air Transport World, in recognition
of its outstanding growth model and commercial
focus as it continued to define the landscape
of modern air travel. The airline also won the
award for Worlds Leading Airline for the seventh
consecutive year, and awards for Worlds Leading
First Class, Worlds Leading Inflight Entertainment,
and Worlds Leading Cabin Crew at the World Travel
Awards.
Etihad Airways Engineering, meanwhile, was
named MRO Service Provider of the Year Middle
East, and Etihad Cargo won five awards including
two for Cargo Airline of the Year.
A further measure of Etihad Airways growth
was the increased membership of its Etihad
Guest loyalty programme. Membership numbers
increased from 2.9 million to 3.75 million,
representing an average of 70,000 new members
each month during 2015.
The people of Etihad Airways benefitted from a
great many developments in 2015. These included
a new Crew Briefing Centre, as well as a new Staff
Travel Centre and a visa medical facility. The Etihad
Airways Medical Centre was also accredited as the
UAEs first Aeromedical Centre.
Continuing its focus on sustainable alternative
aviation fuels, Etihad Airways joined Boeing, Total,
Takreer, and the Masdar Institute of Science and
Technology to launch a joint industry roadmap for
the sustainable production of aviation biofuel in
the United Arab Emirates.
By the end of 2015, Etihad Airways employed 26,566
people worldwide from more than 144 nationalities,
representing a 9.7 per cent increase on the
previous year.
Emiratis remain the single largest nationality
grouping in the airline. In 2015, the airline welcomed
more than 1,200 UAE nationals to its global
workforce, bringing the total number of Emirati
employees to more than 3,000 29 per cent of
core staff at the airline.
In closing, I would like to thank the Board of
Directors of the Etihad Airways, led by the
Chairman, H.E. Mohamed Mubarak bin Fadhel Al
Our profitability clearly
demonstrates the success
of our business strategy, based
Mazrouei, for its ongoing support and valuable on organic growth boosted by

guidance. our partnerships.

James Hogan
President and Chief Executive Officer,
Etihad Airways

7
 Profitable growth
and performance
Etihad Airways recorded a net profit of US $103
million on total revenues of US $9.02 billion. In a
fifth consecutive year of net profitability, the airline
achieved earnings before interest and tax (EBIT) of
US $259 million, and earnings before interest, tax,
depreciation, amortisation and rentals (EBITDAR)
of US $1.4 billion, representing 15.5 per cent of total
revenues.
Strong operational performance saw an improved
average load factor, as passenger volumes
outpaced capacity increases. Etihad Airways
carried a total of 17.6 million passengers in 2015, an
increase of 18.9 per cent year-on-year. The growth
in passenger volume continued to exceed Etihad
Airways capacity increase, and outperformed
regional market growth, which saw a decline in load
factors from mid-2014.
Revenue Passenger Kilometres (RPKs), which
measure passenger journeys, increased 21.3 per
cent to 83.2 billion, while Available Seat Kilometres
(ASKs), which represent capacity, grew by 21.0 per
cent to 104.8 billion.
In total, the airline operated 97,400 flights covering
467 million kilometres. The average network-
wide seat load factor was 79.4 per cent for 2015,
compared with 79.2 per cent in 2014.
Etihad Airways cargo division continued to perform
well in 2015 with freight and mail volumes rising four
per cent to 591,097 tonnes, making it one of the
8
worlds most successful air freight operations.
In 2015, Etihad Cargo accounted for 88 per cent of
the air cargo imports, exports and transfers at
Abu Dhabi International Airport.
The airlines partnership strategy, based on almost
50 codeshare agreements and its strategic
minority investments in seven airlines, remained a
key driver of its growth in 2015, delivering five million
passengers and US $1.4 billion in direct revenues,
an increase of 22.1 per cent on 2014 figures. In
addition, the airline and its equity partners were
able to identify and develop significant business
synergies and cost savings.
In 2015, Etihad Airways was instrumental, with its
partners, in securing a US $700 million financing
transaction to fund expansion for the airline, its
subsidiary Etihad Airport Services, and five of its
seven airline equity partners within Etihad Airways
Partners (EAP). Our mandate
is to build a sustainably
Following a detailed, independent analysis of its profitable airline.
business, commercial strategy and equity alliance A fifth year of net profits,
business model, Etihad Airways was assigned the with our best annual financial
rating of A with a Stable Outlook, by Fitch Ratings. performance to date,
Etihad Airways financial statements are audited by shows that we are delivering
Deloitte and are in accordance with International against that goal.
Financial Reporting Standards (IFRS).
 2014
2014 2014 2014

7.55 257 1.1

2015
up up up

2015 19.5% 2015 0.8% 2015 27.3%

73
up Net Profit billion (US$) million (US$) billion (US$)

103
Total Revenue EBIT EBITDAR
Net Profit 41%
9.02 259 1.4
million (US$) billion (US$) million (US$) billion (US$)

2014

1.1
up

2015 22.1% billion (US$)

Partner

million US$
Revenue

1.4
billion (US$)

2014 2014 2014

2014 up

68.6
up
86.6
up
79.2
2015 2015 21.3% 2015 21.0% 2015 0.2%

14.8
up Total Passengers billion (US$) billion (US$) per cent

Revenue Available Seat Seat Factor

Total 18.9%
79.4
Passenger Kilometres

17.6
104.8
Kilometres
Passengers
million 83.2
billion (US$)
billion (US$)
per cent

2014 2014 2014

up
110 2015
up
111 up
24,206
2015 11 5 2015 9.7%
Number Number of Number

million
of Aircraft Destinations of Employees

121 116 26,566

up 2014

2015 3.91% 569,023

Cargo
Tonnage

591,097 * 2015 figures shown above represent Etihad Airways consolidated financial statements
** 2014 figures shown above represent the stand-alone airline business
*** Total Revenue includes other operating income and gain on disposal of subsidiaries

9
 Etihad Airways and its equity

1.8million
partners carried a total of

international visitors to
Abu Dhabi in 2015

10
Contributing to Etihad Airways has
focused not only on
building a global brand and

the Abu Dhabi

presence but also on building
its profits through a mix
of responsible expansion,

Plan 2030
disciplined cost control and
economies of scale
through strategic
commercial partnerships

The World Travel and Tourism Council (WTTC) has estimated that global and investments.
travel and tourism grew by 3.1 per cent in 2015, contributing US $7.2 trillion
to the global economy and supporting an estimated 284 million jobs, or
1 in 11 jobs in the world.
Travel and tourism is also expected to outperform the global economy
throughout the next decade, with a predicted growth of four per cent on
average annually over the next ten years.
The International Air Transport Association (IATA) reported that in 2015,
global air passenger traffic grew by 6.5 per cent the fastest pace since
the post-Global Financial Crisis rebound in 2010, and well above the
ten-year average annual growth of 5.5 per cent.
Middle Eastern carriers had the strongest annual traffic growth at 10.5
per cent. As a result, the share of international traffic carried by Middle
Eastern airlines reached 14.2 per cent, surpassing the airlines of North
America, which experienced a 13.4 per cent growth.
Over the last decade, Etihad Airways together with its subsidiaries,
joint ventures and airline equity partners, has played a crucial role
in supporting and driving economic growth in Abu Dhabi, further
contributing to the Abu Dhabi 2030 Plan.
In 2015, Etihad Airways and its equity partners carried a total of 1.8 million
international visitors to Abu Dhabi. The spending of those international
visitors, on accommodation, food and recreational activities, resulted
in a significant impact on the economy of Abu Dhabi, creating an
economic footprint estimated to be US $2.2 billion for 2015.

11
 Highlights of 2015

January February March

The year starts with a
reinvention of our equity
partner, Alitalia, involving
new routes, new product and
service standards and new
branding.
Our first Boeing 787-9 Dreamliner is We launch a new global advertising
delivered and commences services campaign for Flying Reimagined including
to Dsseldorf. a television commercial featuring A-list
Hollywood star Nicole Kidman.

12
April
Switzerlands Federal Office of Civil
Aviation approves Etihad Airways
33.3 per cent investment in the
Swiss regional carrier Darwin Airline,
operating as Etihad Regional.
May
We join forces with Alitalia for the
Alitalia Etihad Airways Pavilion at
EXPO Milano. We are the Official
Global Carriers of EXPO Milano.
June
The flagship Airbus A380, featuring
our three-room suite, The Residence,
touches down at Sydneys Kingsford
Smith Airport for the first time.
13
 July
We sign a three-year agreement
to become official airline partner
of Al Ittihad Football Club, Saudi
Arabias oldest football club.
14
August
For Emirati Womens Day, we host a series of
events under the theme Celebrating Emirati
Women in Aviation. We currently employ
1,269 Emirati women, including 46 female
pilots and five engineers and technicians.
September
Our new fare structure, Fare Choices, launches,
providing more choice and clarity for guests
when booking flights, and further ancillary
revenue opportunities for the airline.
 October
Our commitment to being an employer
of choice is recognised when we were
named as 20th Most Attractive Employer
in the Europe, Middle East and Africa
region by LinkedIn.
November
Our new state-of-the-art Crew
Briefing Centre opens at Abu Dhabi
International Airport.
December
Our flagship Premium Lounge opens at JFK as we
commence Airbus A380 flights to New York.
In the UAE, Hala Abu Dhabi and Etihad Airways, in
partnership with Abu Dhabi Ports Company and
Abu Dhabi Tourism and Cultural Authority, launch
the 2015/2016 cruise season with Hala managing
transfers, shore excursions and tours.
We end the year on a high as we win Airline of the
Year at the prestigious Air Transport World Awards.
15
 An expanding network
Etihad Airways strengthened its global network in 2015 through a combination of organic
growth and enhanced codeshare arrangements with existing and new partner airlines.

116 destinations including six new routes

Dar es Salaam, Entebbe, Edinburgh, Hong Kong,
Kolkata and Madrid

97,400 flights covering 467 million kilometres

79.4% network-wide seat load factor

Increased capacity on 16 existing routes

Bangkok, Chennai, Dammam, Delhi, Hong Kong, Hyderabad,
Istanbul, Jeddah, Kochi, Kozhikode, Melbourne, Mumbai,
Muscat, Seychelles, Tehran and Thiruvananthapuram

Nearly 600 destinations

served by Etihad Airways and
its codeshare partners

16
 Worldwide
route network

Edinburgh Moscow
Manchester Amsterdam
Dublin Minsk
London Dsseldorf
Brussels Frankfurt
Munich Astana
Paris Zrich
Belgrade
Geneva Almaty Beijing
Toronto Milan
Madrid
Rome Istanbul Seoul Tokyo
New York Nagoya
San Francisco
Chicago Washington, D.C. Athens
Rabat Larnaca
Casablanca Tripoli Chengdu Shanghai
Peshawar Islamabad
Dallas Lahore
Los Angeles Cairo Delhi Kathmandu
Jaipur
Karachi Dhaka Hong Kong
ABU DHABI Ahmedabad Kolkata
Mumbai
Khartoum Hyderabad
ChennaiBangkok
Kozhikode Bangalore Ho Chi Minh City
Kochi Phuket
Lagos Thiruvananthapuram
Mal Colombo
Entebbe Kuala Lumpur
Nairobi Singapore

Dar es Salaam Jakarta

Seychelles

So Paulo Johannesburg Erbil Tehran

Beirut Baghdad
Amman Kuwait Basrah
Dammam Perth
Bahrain
Madinah Doha Muscat Brisbane
Jeddah Riyadh ABU DHABI
MAP KEY DECEMBER 2015 Sydney
Etihad Destinations Melbourne

Future Destinations
Middle East Network
17
 Codeshare
partnerships NORTH AMERICA
Etihad Airways supplemented its organic growth
with new codeshare routes in 2015, boosting its
combined passenger and cargo network to nearly
600 destinations through its 197 interline and 49
3
codeshare partnerships.
A new codeshare agreement was signed with
Pakistan International Airlines (PIA), providing
travellers with enhanced connections between the
United Arab Emirates, Pakistan, and beyond.
Etihad Airways existing codeshares with Air Serbia,
American Airlines, flynas, Jet Airways, Korean Air, NIKI
and S7 Airlines were also significantly expanded.

18
 EUROPE
CHINA

23
MIDDLE EAST
3
2 ASIA/INDIAN
SUBCONTINENT

10
AFRICA

4
SOUTH AMERICA

2 AUSTRALIA /
NEW ZEALAND

19
 A young, modern
and efficient fleet
Operating young, modern and efficient aircraft
improves fleet economics and is key to the financial
success of the airline, while also supporting
the network plan and driving the growth and
development of Etihad Airways global reach.
In 2015, Etihad Airways took delivery of its new
Airbus A380 and Boeing 787-9 aircraft, adding four
of each type.
An additional eight aircraft were introduced into the
fleet - one Boeing 777-300ER, six Airbus A321s, and
one Airbus A320.
Etihad Airways passenger and cargo aircraft fleet,
as of 31 December, 2015, comprised 121 aircraft 80
Airbus and 41 Boeing aircraft.
The average age of the fleet is 5.8 years, meaning
that Etihad Airways continues to operate one of the
youngest and most environmentally-efficient fleets
of aircraft in the world.

20
 A350 Familly
787 FAMILLY A380 FAMILLY
A330
A350 Familly 300-777 ER

CURRENT FLEET
A330 A320 A330
A320
A-6APA

A330 A600-340
A320 300-777 ER
AIRBUS A320 FAMILY A350 Familly AIRBUS A330 FAMILY
A380 FAMILLY
CAPACITY: UP TO 174
RANGE: UP TO 6,500KM 787 FAMILLY
CAPACITY: UP TO 262
RANGE: UP TO 10,400KM A3
A600-340 A600-340
Airbus A380 5
200 777LR CARGO
A-6APA

Boeing 777-300ER 25 A600-340 A330 A320

AIRBUS A340 FAMILY
Boeing 777-200LR 5 787 FAMILLY
CAPACITY: UP TO 316
A380 FAMILLY
CAPACITY: UP TO 299
RANGE: UP TO 11,400KM
Airbus A340-600 7 200 RANGE:
777LR
300-777 ER CARGO
UP TO 14,700KM
200 777LR CARGO
200 777LR CARGO
A6-XXX etihadcargo.com

Airbus A340-500 3 A350 Familly

Boeing 787-9 5 A200-330 F CARGO
A-6APA

200 777LR CARGO

A6-XXX etihadcargo.com
A6-XXX etihadcargo.com

A600-340
Airbus A330-300 6 BOEING 777 FAMILY AIRBUS A380

Airbus A330-200 20 A320 F CARGO

A200-330
CAPACITY: UP TO 412
RANGE: UP TO 15,900KM
CAPACITY: UP TO 496
A200-330 F CARGO
300-777 ER
RANGE: UP TO 12,700KM
A200-330 F CARGO A350 Familly
etihadcargo.com

A6-XXX etihadcargo.com

Airbus A321 10 A330

Airbus A320 23
CARGO
A200-330FLEET
F CARGO
etihadcargo.com
etihadcargo.com

Airbus A319 2 200 777LR CARGO 747 CARGO

Boeing 747-8F 1 A330 A320
787 FAMILLY A380 FAMILLY
Boeing 747-400F 2 etihadcargo.com

747 CARGO A6-XXX etihadcargo.com

747 CARGO A6-XXX etihadcargo.com

A600-340
Boeing 777-200F 3 AIRBUS A330 FREIGHTER BOEING 777 FREIGHTER BOEING 747 FREIGHTER FAMILY
MAX PAYLOAD: 64,000KG MAX PAYLOAD: 102,800KG MAX PAYLOAD: 134,000KG
Airbus A330-200F 4 RANGE: 7,400KM A6-XXX etihadcargo.com

A200-330 F CARGO RANGE: 9,000KM A6-XXX etihadcargo.com

RANGE: 8,100KMA-6APA

200 777LR CARGO 747 CARGO

A600-340
Fleet as at
FUTURE FLEET 31 December 2015

TOTAL121
300-777 ER
etihadcargo.com

A6-XXX etihadcargo.com

A350 Familly 200 777LR CARGO

A200-330 F CARGO 200 747 CARGO

777LR CARGO A6-XXX etihadcargo.com

AIRBUS A350 FAMILY 21

CAPACITY: UP TO 400
 Subsidiaries and
joint ventures
Etihad Airways is owned by the government of
Abu Dhabi, and has a mandate to operate
safely and profitably on a fully commercial basis.
Etihad Airways has maximised its efficiency and
supported its core airline operations by acquiring or
establishing complementary subsidiary businesses,
and entering joint venture partnerships covering a
range of associated activities.

Etihad Airport Services Catering

is among the top ten largest inflight catering
facilities in the world by output volume, with
customers including Etihad Airways, its airline
partners and other carriers.
Among the services offered by EAS Catering are
food and beverage uplift, preparation and provision
of catering equipment and onboard linen and
blankets, packing and loading of duty free items,
and provision of food storage, transportation and
equipment maintenance services.
These services are provided 24 hours a day at
Abu Dhabi International Airport, Al Ain International
Airport and Al Bateen Executive Airport. Through its
Food Services division, EAS Catering also manages
a number of Etihad Airways staff restaurants,
provides service staff, kitchen brigades and
stewarding to the airlines arrivals, bus transfer
gates and Terminal 1 lounges, and supplies cooked
ready-to-eat food products to hotels and catering
companies.

22
Etihad Flight College (EFC)
is a wholly-owned subsidiary of Etihad Airways.
The core focus of EFC is the supply of a dedicated
workforce of pilots for Etihad Airways, its airline
equity partners, and third-party organisations.
In 2015, the Flight College admitted 57 UAE nationals
and 35 international Cadet Pilots, and saw a
94 per cent pass rate. The first batch of Alitalia
cadets arrived in 2015, cementing Etihad Airways
commitment to its equity partnerships.
The creation of the college also meets one of the
primary core initiatives of Etihad Airways, that is to
develop and train Emirati nationals in the aviation
industry.

23
Global Business Service Solutions
is a wholly-owned subsidiary of Etihad Airways,
and operates a dedicated revenue accounting
Centre of Excellence in Al Ain.
In addition to serving Etihad Airways, this centre
will be developed into a global revenue accounting
business, offering a range of services that will bring
cost savings and operational efficiencies to airlines
including equity and commercial partners.
The revenue accounting centre will deliver global
best practices and proven techniques in order to
optimise results and refocus airline employees on
core business activities.

Aldar Etihad Investment

Properties LLC
was established in January 2008 as a 50:50
joint venture between Etihad Airways and Aldar
Properties. The primary asset is the Abraaj Towers
development, known as Etihad Plaza, which
comprises commercial and residential facilities,
company housing occupied by Etihad Airways, the
Etihad Airways Medical Centre, the Etihad Airways
Nursery for children of employees, and a number of
retail tenancies.

Aldar Etihad Development LLC

was established in December 2012 as a 50:50
joint venture between Etihad Airways and Aldar
Properties. The primary assets are the Etihad
Headquarters building, Training Academy and
simulator building at Etihad Headquarters.
Aldar Etihad First Investment
Properties LLC
was established in December 2012 as a 50:50
joint venture between Etihad Airways and Aldar
Properties, with the primary asset being the Al
Noor office tower (Etihad Airways Centre), located
at Al Raha Beach, Abu Dhabi. The office building
meets Etihad Airways immediate office space Amadeus Gulf LLC
requirements and will also accommodate the new is a technology-solution provider for the travel
Etihad Airways Training Academy. and tourism industry. Its principal activities are
the provision of Global Distribution System (GDS)
Hala Travel Management (HTM) services and associated technology to support the
was established in 2011 as a joint venture between sales, marketing and distribution needs of various
Etihad Airways and BCD Travel, the third largest travel and tourism entities in the UAE, Bahrain and
travel company in the world. HTM is a consultative Oman. In March 2008, Etihad Airways acquired a
Travel Management Company (TMC) which 51 per cent stake in Amadeus Gulf from Abu Dhabi
provides a comprehensive suite of travel-related Aircraft Technologies (ADAT), previously known as
services and supports government business travel Gulf Aircraft Maintenance Company (GAMCO).
requirements.
Universal Air Travel Plan
Armaguard Valuables is a global corporate travel payment network that
Management LLC facilitates payments by corporate customers,
was established in 2012 through a joint venture and provides important links with the corporate
agreement between Linfox-Armaguard Australia travel market. Etihad Airways is one of a number
and Etihad Airways. In line with the requirements of of airlines which hold a stake in Universal Air Travel
local legislation, Etihad Airways holds a 51 per cent Plan, and is the only active member in the UAE.
majority share, with Linfox-Armaguard holding a
49 per cent minority share. The principal business
activities of Armaguard Valuables Management
LLC lie in the precious and vulnerable cargo
sectors, and services include secure vaulted
storage facilities, secure door-to-door road services
throughout the UAE, and secure door-to-door
international air transport with Etihad Airways.

25
 Etihad Airways Etihad Airways Engineering is the leading
commercial aircraft maintenance, repair and
overhaul (MRO) services provider in the Middle East.

Engineering As a subsidiary of Etihad Airways, the organisation

offers line, light and heavy maintenance services,
including design, advanced composite repair, cabin
refurbishment and component services from its
state-of-the-art facility adjacent to Abu Dhabi
International Airport.
2015 was the first full year of operations of Etihad
Airways Engineering, following the acquisition of
the non-engine divisions of Abu Dhabi Aircraft
Technologies LLC (ADAT) from Mubadala
Development Company in 2014.
Financial performance was strong in 2015, with
Etihad Airways Engineering recording a profit
through stringent cost control, efficiency and
productivity gains. The year also saw many notable
highlights, including:

The highest Technical Dispatch Reliability

(TDR) figure in the history of Etihad
Airways.
The first A-checks completed on
Boeing 787 and Airbus A380 aircraft.
Approval as a European Aviation Safety
Agency (EASA) Design Organisation
(Part 21J) the first MRO in the Middle East
to achieve this.
Etihad Airways Technical Training
obtaining full GCAA/EASA approvals on all
Etihad aircraft types.

26
In recognition of its many achievements, Etihad
Airways Engineering was named Aviation Business
MRO Provider of the Year in 2015. An independent
panel of judges recognised the consistently high
standard of MRO services provided to Etihad Airways,
its equity partners and third party customers from
around the world.
In addition, Etihad Airways received the Airbus Top
Operational Excellence Award for Airbus A330 and
Airbus A340 aircraft types.
The division delivered strong average Technical
Dispatch Reliability of 99.41 per cent in 2015, with
the strongest summer figures of 99.2 per cent on
average, and the strongest monthly performance
ever in May at 99.55 per cent.
Conversion of a hangar to a dedicated facility
for painting resulted in significant savings for the
airlines new Facets of Abu Dhabi livery introduction
programme. The painting hangar has an advanced
aircraft docking system which can be customised
to serve different types of aircraft and increases
the area dedicated to painting at Etihad Airways
Engineering by 150 per cent, from 4,000 square
metres to 10,000 square metres.
Base maintenance
Following the introduction of the Airbus A380
and Boeing 787 Dreamliner aircraft types by
Etihad Airways in late 2014/early 2015, the Light
Maintenance section of Etihad Airways Engineering
conducted the first A-checks on the aircraft in times
comparable to best industry performance.
The Airframe Services team also completed the first
B787 C-check ever undertaken in the Middle East, on
behalf of a major international flag carrier which is a
third-party client.
Coordinating all activities in the MRO area, the
Centralised Planning and Control (CPAC) facility
was launched in 2015 to improve the amount
of time engineers spend with an aircraft and to
provide management with even greater clarity on
day-to-day operations. Further improvements in
CPAC will be rolled out in 2016, leading to greater
improvements in efficiency.
Line maintenance
A network of line stations continued to support
Etihad Airways aircraft when away from Abu Dhabi
while also subsidising their cost through third-party
revenues.
The Manila station in the Philippines was opened to
support Etihad Airways B777 double-daily operation,
reducing costs compared to outsourcing.
Working closely with Etihad Airways equity partners,
duplication of stations was avoided and preferential
rates were agreed with third party suppliers.
Entry into service and fleet
modification
Following the launch of the first Etihad Airways
Airbus A380 in December 2014, four additional A380s
entered into service in 2015. The airline also added
four B787 aircraft, one A320 and six A321s to its fleet.
In support of improving route profitability and
revenue generation, the department delivered
additional seat capacity and weight saving
measures on the B777-200LR fleet. The A340 fleets
seat count was increased through additional
economy class seating.
Technical training
In addition to the delivery of regulatory training
courses, the Etihad Airways Technical Training team
received full approval from EASA and GCAA for
training courses on all Etihad Airways aircraft fleet
types. For the B787 training courses, this represents a
unique capability in the Middle East and another first
for the region.
This approval allows the delivery of training on B787
maintenance to staff and to third parties. During
the course of the year, 865 courses were delivered,
totalling more than 27,000 man-days of training.
Equity partners
Secondment of key personnel into equity
partner organisations helped to develop strong
relationships, both as partners and as customers to
Etihad Airways Engineering.
Alitalia launched a new brand identity and product
upgrades in 2015, including a new livery, trim and
finish, and connectivity installation. Etihad Airways
Engineering carried out this work on the existing
Alitalia wide-body fleet and two new A330 aircraft.
Connectivity installations were also completed for
aircraft from airberlin and Air Serbia. airberlins heavy
maintenance programme for the winter 2015/2016
season was undertaken. Etihad Airways Engineering
also completed the transfer of A320 and A330
aircraft onto the Air Seychelles register, ending the
previous lease arrangement.
Cabin reconfiguration and refurbishment activities
were undertaken on Jet Airways B737 and A330
aircraft and also for a B777 leased to Etihad Airways.
27
 Global Loyalty
Company LLC
The Global Loyalty Company (GLC) was established
to develop a world-class loyalty and marketing
business that supports the growth of airline
members and creates a highly profitable ancillary
business.
GLC manages four loyalty programmes, all of which
have enjoyed significant growth since coming
under the management of GLC and leveraging its
shared-services model. The four programmes are:
Etihad Guest (100 per cent owned by
Etihad Airways), also operates for
Air Serbia, Air Seychelles and
Etihad Regional
airberlins topbonus programme (70 per
cent shareholding by Etihad Airways), also
provided to airberlins subsidiary NIKI
Jet Airways Jet Privilege programme (50.1
per cent shareholding by
Etihad Airways)
Alitalias MilleMiglia programme (75 per
cent shareholding by Etihad Airways)
A number of areas of investment are underway
to drive continuing and rapid growth of the
programmes and the revenues they generate for
the airlines.
New Customer Relationship Management (CRM)
technology continued to provide the four loyalty
progammes with a robust, efficient common
platform on which to offer more compelling,
data driven and personalised experiences for its
members.
A key component of the strategy is to expand the
relevance of the loyalty programmes by adding
partners that members value, attracting strong
consumer brands as new lifestyle partners and
expanding the footprint of loyalty programmes
further into peoples everyday lives. Adding non-
aviation partners is crucial to ensuring growth in
member bases that continuously feed potential new
travellers to the airlines.

In 2015, total programme members increased by 15 per cent versus 2014

to a total of 16.9 million people. Mileage accrual increased by 27 per cent
to more than 50 billion miles, with more than a third of the total accrued
through non-flight related partners.

28
Etihad Guest
Etihad Guest is the award-winning loyalty programme
of Etihad Airways, which also supports the loyalty
programmes of Air Seychelles, Air Serbia and Etihad
Regional.
70,000
new guests
each month
172
Etihad Guest achieved substantial growth in 2015
through organic expansion and the contributions of
its growing number of airline and non-airline partners. partners
By year end, it had increased by more than 800,000
members, representing an average of almost 70,000
guests each month.
27
In 2015, Etihad Guest had members in more than 160 airline
countries, and enjoyed the support of more than 172 partners
partners, including 27 airline partners.
As part of a strategy to enlist broader lifestyle
organisations, further non-aviation partners were more than
added. These included Porsche UAE, TRYANO,
Al Jaber Optical in the GCC region, as well as a major 160
launch with Flybuys in Australia, which gave the
countries
programme exposure to six million households in
Australia and accelerated growth in a key market.
Member engagement was a key focus, particularly
in meeting demand for redemptions. Etihad Guest
redemptions rose 20 per cent as a result of making
more redemption seats available to the most popular
destinations, and by working closely on the selection
of products available in the online Reward Shop.
Etihad Guest continued to innovate, investing to
strengthen its CRM, marketing and data analytics
capabilities, to provide guests with more personalised
and relevant content.
800,000+
new Etihad Guests
in 2015
29
 Embracing technology
and innovation
Technology plays a critical and growing role for
Etihad Airways, not only to support the airlines
global expansion and help maximise revenue
opportunities, but also to improve efficiency and
contain costs.
In 2015, our focus was on delivering the Etihad
20/20 Flight Plan, a key business strategy which
focuses on five areas.
Digital guest innovation
As part of a programme to redefine the guest
experience, we announced a partnership with
Adobe to deliver the Adobe Marketing Cloud and
Creative Cloud solutions, aligning with equity
partners Alitalia and airberlin which already use
Adobe technology. To accelerate the delivery of
the next generation Digital Guest Experience, we
collaborated with Cognizant to support the design
and delivery of the solution. An agreement was
reached with Cognizant to provide support and
deliver projects on our web platform.
We also virtualised our main contact centres
and migrated all subsidiaries to the solution in
partnership with BT. This led to an improved guest
experience as we reduced call waiting times
and offered new service capabilities while also
delivering cost savings and operational efficiencies.
30
Core airline services
We identified opportunities for technology
standardisation across Etihad Airways and its
equity partners to reduce cost, improve efficiency,
and drive value.
In 2015, we signed an agreement with PROS
to migrate from the current PROS Revenue
Management application to the PROS cloud
solution, delivering significant financial and
business benefits through a common cloud
platform. We also extended the core capabilities
of our Sabre Airline Solutions passenger
services system, and delivered more than 135
enhancements improving revenue, efficiencies and
guest experience, while driving alignment across
equity partners.
Our new Crew Briefing Centre was delivered,
improving operational efficiencies through
automation, including the introduction of an
industry-first Crew Briefing Centre Management
System iPad application improving real-time
allocation and on-time performance. To drive
further efficiencies, reduce transportation costs,
and lower fuel usage and CO2 emissions, we signed
an agreement with CIRTA Electro Mechanical and
Maintenance to develop customised software for
the airlines cabin crew transport system.
We also enhanced our training management We also implemented a new cloud-based
system with remote pilot training capability, integrated Treasury and Risk Management system
thereby reducing costs and, as part of the digital and introduced a new back office and accounting
cockpit strategy, all pilots were issued with an solution for Hala Travel Management, improving
eDevice giving them the ability to transition from processes and efficiencies.
paper to next generation mobile solutions.
Infrastructure, operations
We embarked on long-term projects to improve
baggage and cargo processes. SITAs Bag Journey
and security
In October 2015, we announced a 10-year strategic
service was used as a cost-effective and accurate
agreement with IBM worth approximately US $700
way to track guest baggage from check-in to
million for Infrastructure, Operations and Security
destination airport. We used Luggage Logistics to
services, including an IBM investment in Abu Dhabi
provide a baggage management application with
with the building of a new cloud data centre. Over
100 per cent visibility of bags in our network. The
the 10-year period, the partnership will deliver more
Hermes Cargo Handling System was implemented
than US $300 million in net benefits and allow us to
to automate end-to-end cargo handling for Etihad
enhance our guest experience, develop world-class
Cargo at Abu Dhabi International Airport.
infrastructure and improve efficiency.
A group-wide Strategic Relationship Agreement
In collaboration with Okta, we began
was signed, to deploy a common MRO platform
implementation of a cloud-based security solution
across all equity partners that will drive cost
enabling us to authenticate, manage and secure
savings and efficiencies. Additionally, the
user access for cloud and mobile services.
Engineering IT helpdesk migrated to the Etihad
Global Service Centre, reducing cost and delivering Enabling capabilities
efficiencies. We delivered a new portfolio management
application, Innotas, giving us full visibility of the
Corporate services performance and management of our project
We announced a partnership with Accenture
portfolio. The new application was targeted at
to support the delivery of SYNERGY, a corporate
improving standardisation, quality of delivery
business transformation programme, deploying the
and efficiency.
SAP Enterprise Resource Planning (ERP) application
to simplify core business processes and to increase As a vehicle for driving change and supporting the
efficiency, flexibility and effectiveness across the Etihad 20/20 Flight Plan message, we introduced
organisation. a formal communications function to deliver
communications across Etihad Airways and
During 2015, we implemented SAP ARIBA Spend
external audiences.
Visibility and Sourcing and Supplier Information
Management modules, as well as the SAP
SuccessFactors cloud-based recruitment solution.
Further modules will follow in 2016.

31
 Our people
We constantly strive to be an employer of choice
and demonstrated this further in 2015 through a
continuous commitment to UAE national sourcing
and development, the strengthening of a winning
culture, and further initiatives to provide care and
support to our employees.
Our commitment was recognised when we were
named as 20th Most Attractive Employer in the
Europe, Middle East and Africa region in October
2015 by LinkedIn.

32
UAE national 29%
of total workforce

sourcing and 1,200 are UAE nationals

UAE national joiners
100
development UAE nationals
on international
assignments
1,700 Emirati employees participated in
development programmes at our Learning Centre
during 2015. The programmes have been designed
to offer talented Emiratis the opportunity to develop
their careers in aviation management and prepare
them to become the leaders of the future.
These programmes cover specialist functions such
as Cadet Pilots, Technical Engineers, and Graduate
Managers working in diverse fields, including Airport
Operations, Sales, Marketing, Technology and
Innovation, Finance and HR. A separate Foundation
Programme produces talent for entry level jobs that
include administrative roles and ground service
agents at Abu Dhabi International Airport. 40%
The airline also celebrated the graduation of 280
UAE nationals from the development programmes
500 of managerial
staff are UAE
at a formal ceremony with the President and Chief Emirati women joined the
nationals
Executive Officer, before the graduates joined the commercial departments,
airline as managers, second officers, technical including Sales and
engineers, and ground service agents. Marketing

Total UAE nationals

employed

3,000+
33
 174 41 100,000 260
Captains and new Cadet Pilots applications for new Flying Nannies
First Officers completed the cadet Cabin Crew roles trained with Norland
joined programme College

36 2,000 97%
Butlers trained for Cabin Crew hired of guest feedback for
the flagship A380 Cabin Crew was positive
Residence with a
practical placement
at The Savoy hotel
in London

34
Caring for our people
In 2015, we continued to deliver tangible initiatives
to support our workforce and help them lead rich
and healthy lifestyles.
Staff have access to fitness centres and healthcare
facilities, including the purpose-built Etihad
Airways Medical Centre at Etihad Plaza. This year,
the healthcare facility allowed us to become the
first company in Abu Dhabi to provide full visa
medical services for new joiners and staff within
its premises. Additionally, we opened the first
onsite Emirates ID office in the UAE, exclusively for
staff and their family members. Services available
include application for and renewal of Emirates ID
cards, biometrics appointments, and fingerprinting.
During 2015, the Etihad Airways Medical Centre
conducted a number of health and wellness days
to encourage staff to stay fit, be aware of illnesses
that might affect their health, and allow for early
intervention and lifestyle changes.
Etihad Airways Medical Services also expanded
its aviation clinic during 2015. Staffed by nearly
30 medical experts, the clinic delivers leading
healthcare to Etihad Airways employees. As part of
our commitment to provide a world-class medical
emergency response for its employees, we also
launched a second ambulance service exclusively
for Etihad Airways Engineering.
Staff continued to benefit from an excellent
and ever-increasing range of lifestyle and travel
benefits. The corporate discount scheme, iSave,
and the free Etihad Airways Entertainer book, offer
special offers in more than 400 locations across
Abu Dhabi and in many hotels around the world.
Staff are also entitled to excellent staff travel investment in developing and nurturing talented
benefits to share with family and friends. individuals.
Our Care by Etihad Airways team, who look after We also leveraged the ability of top performers
our Pilots and Cabin Crew, was expanded in 2015. across the company to act as Performance
The team relocated to a purpose-built facility Champions by establishing a programme for
in Etihad Plaza, creating a safe and relaxing all business units. By volunteering to serve as
environment for staff. sources of knowledge and role models regarding
performance, more than 120 individuals have
Building a winning culture with quickly helped to drive ownership of performance
Winning Behaviours by the business.
We launched a Winning Strategy in Action We held a number of events, hosting internal and
programme across all divisions of the organisation external expert speakers, to bring the Performance
in 2015. This programme focused on familiarising Champion community together. The members
management with the airlines Strategy Map, convened to agree on how to deliver consistency
as well as promoting a performance culture and to help define further ways of adding value to
by ensuring alignment of objectives across all the organisation.
departments and levels.
Winning Behaviours are a set of behaviours which
outline the standards expected from employees
and what they need to demonstrate in order to
be successful in their roles and careers at Etihad
Airways. Teams evaluated themselves against the
Winning Behaviours to show how they had used
them to support strategic objectives and embed a
winning culture throughout the organisation.
Developing talent and improving
performance
We focused on developing our top talents in 2015,
by organising a leadership assessment programme
managed by an external provider, which identified
key strengths and development areas. A number
of the staff then took part in a Leadership in Action
programme co-facilitated with New York University
Abu Dhabi and the IATA Airline Business Simulation,
to strengthen and cultivate leadership skills across
the business. This is an unprecedented level of
35
 Equity investments
Etihad Airways holds minority equity investments
in airberlin, Air Serbia, Air Seychelles, Alitalia, Jet
Airways, Virgin Australia, and Swiss-based Darwin
Airline, trading as Etihad Regional.
This is the seventh largest grouping of airlines
in the world, and carries 119.1 million passengers
to a network of more than 343 unduplicated
destinations on a combined fleet of 720 aircraft.
Minority equity investments in other airlines are key
to Etihads strategy of growth through partnership
and collaboration, not control.
The equity partnership strategy creates scale,
enabling the airline to expand its global network by
leveraging structures, resources and networks of
existing airlines in key markets, while reciprocating
by supporting partner airlines with capital, expertise,
mutual network and schedule development
and major efficiency initiatives. It is also key in
strengthening carriers which, without assistance,
would decline or even fail, costing thousands
of direct and indirect jobs and diminishing
competition.
36
As distinct from a pure commercial arrangement,
equity partnerships allow for deeper cooperation,
specifically through cost savings and productivity
improvements which would otherwise be achieved
only through a merger or takeover.
Resource sharing and cooperation allows Etihad
Airways and its equity partners to reduce costs in
areas such as sales, marketing and training, aircraft
cross-utilisation and maintenance of common
aircraft types. Major savings are also achieved
through joint procurement of capital equipment,
services and supplies ranging from aircraft cabin
furnishings and fuel to insurance, ground handling,
professional services and catering.
Through collaborative growth and by leveraging
synergies, Etihad Airways and partner airlines
together can achieve significant savings,
efficiencies and productivity gains, creating
stronger, more stable and sustainable businesses,
while also increasing the choice and quality of
services for customers.
Size of
investment
Alitalia 49%
Air Seychelles 40%
Jet Airways 24%
Etihad Regional 33.3%
airberlin 29.21%
Virgin Australia 20.94%
Air Serbia 49%

37
38
Etihad Airways
Partners
Etihad Airways, along with airberlin, Air Serbia,
Air Seychelles, Alitalia, Etihad Regional, Jet Airways
and NIKI, also participates in Etihad Airways
Partners, a brand that brings together like-minded
airlines to offer customers more choice through
improved networks and schedules and enhanced
frequent flyer benefits. The partnership strategy is
pro-competition and pro-consumer.
The partnership offers significant opportunities
for deeper cooperation, leveraging economies
of scale and operating synergies between
participating airlines to improve efficiencies and
reduce costs for all.

39
 Sustainability
Our sustainability strategy aims to balance our
social impact and environmental footprint with
the growth of the airline. In line with this, we focus
our sustainability initiatives around our Together
framework and its four pillars.

40
Growing Together
We are committed to making the best possible
economic contribution to our home of Abu Dhabi.
As part of our efforts to develop the UAE national
workforce, in August we launched a three-year
partnership with the Emirates Foundation in
support of youth development programmes.
As the UAE flag carrier, we paid special attention to
Abu Dhabi and UAE-based suppliers. We awarded
US $8 million to local small and medium-sized
enterprises (SMEs) and initiatives of the Khalifa
Fund, a national programme investing in local
entrepreneurship in the UAE. We also made regular
site visits to suppliers facilities to build capacity
and productivity, and hosted an SME workshop in
February to bring together 170 local participants
to present innovative business ideas for potential
collaboration.
We also continued promoting Abu Dhabi as a hub
of arts and culture, through our sponsorship of
initiatives such as the International Prize for Arabic
Fiction and many local heritage programmes such
as the Sheikh Zayed Heritage Festival.
Greener Together
June saw the launch of the BIOjet Abu Dhabi
roadmap, which identified Abu Dhabis potential to
produce aviation biofuel locally and sustainably.
In collaboration with Boeing, the Masdar Institute,
Takreer and Total, this roadmap outlines a
comprehensive framework for a commercially
viable UAE biofuel supply chain for the aviation
industry.
In May, we conducted a fuel-optimised perfect
flight on a Boeing 787 between Abu Dhabi and
Washington, DC. (one of our longest routes at 13
hours and 32 minutes, with a distance of 11,000
kilometres). Specific measures included reducing
the use of the onboard auxiliary power unit, utilising
expedient taxi routes and runways, and conducting
unimpeded climb and descent paths. Optimal use
of these fuel and emissions-saving techniques
as well as continuous monitoring of weather
conditions saved an estimated eight minutes on
the route, 4,100 litres of fuel and 10,700 kilograms of
carbon emissions, compared to the same aircraft
flying a normal flight plan.
Enhancing our animal protection policies, we
announced a ban on carrying hunting trophies
using animal products on our flights and signed an
agreement with the Born Free Foundation to help
promote the protection of wildlife and their fragile
natural habitats.
We also made great progress in improving our
environmental credentials at our facilities. Through
a new staff campaign on water saving, we reduced
water consumption at our head offices by 29 per
cent, per employee, from the previous year. By
improving recycling practices and reducing waste
we also saw an overall reduction in waste in our
offices of nine per cent, per employee since 2014,
and 2,204 tonnes of waste from aircraft operations
recycled a growth of over 200 tonnes from the
previous year.
Working Together
People are at the heart of our business, and we
constantly strive to be a responsible business
and employer. As well as our commitment to our
staffs wellness and professional development, we
also sought to engaged with the broader business
community on sustainability.
To reflect our vision for working within a sustainable
supply chain, we continuously sought to build
relationships with suppliers who shared our values.
As a first step, we developed a new Code of Ethical
Purchasing and Supply. All our new and existing
suppliers were required to agree to it as part of
the supplier contract to state their commitment to
doing business ethically, responsibly and within
the law.
Exhibiting our commitment to an environmentally
conscious supply chain, a sustainable garden was
constructed by staff volunteers at the head office
in April. Using recycled items sourced from within
the company such as tyres and glass bottles, the
garden was populated with climate appropriate
plants, many of which are indigenous to the region.
Giving Together
Community engagement, social development and
disaster relief are key aspects of our sustainability
strategy. Supporting small yet impactful local
initiatives located within our network, we took
advantage of our resources to help make a
difference to the communities in which we operate,
donating 265 air tickets, ten tonnes of cargo and 17
tonnes of excess baggage to charitable causes.
Humanitarian relief forms a core part of this pillar.
In response to the powerful Nepal earthquake,
we provided support to staff, guests and charities
responding to the disaster through the donation
of tickets, cargo and an employee fundraising
campaign which garnered over US $73,000.
As well as working hard at their day jobs, hundreds
of our staff donate their time to volunteer with
causes that matter to them. As well as supporting
our staffs individual efforts through the provision of
excess baggage, we also organised staff missions
under iVolunteer a corporate volunteering
programme in the UAE, Bangladesh and Kenya.
41
 A reimagined
brand
Following the launches of new aircraft, livery and
uniforms at the end of 2014, we premiered a new
television commercial (TVC) as part of a global
advertising campaign featuring Nicole Kidman
in March 2015.
The campaign, which introduced the slogan Flying
Reimagined, was our first collaboration with a
major A-list movie star and was aired on television
in seven countries as well as on social media.
It was supported by a paid-media campaign in key
markets, as well as active community engagement
using the #Reimagined hashtag. It amassed 5.1
million video views on YouTube.
The TVC was shot on board our new flagship Airbus
A380 and in locations around the world. It offered
the world a glimpse of our reimagined cabins,
uniforms and aircraft which had been inspired
by some of the worlds most remarkable travel
experiences.
This campaign brought our unique brand and
service ethos to life on film, in print and on digital
channels. Nicole Kidman, as a globally respected
artist, was the perfect voice and face for our story,
embodying worldly sophistication and elegance.

42
Hayyakum Fi Darkum
Later in 2015, we launched a bespoke advertising
campaign for audiences in the UAE.
We worked with well-known popular singer Meehad
Hamad to record an original song and collaborated
with other Emirati artists for original lyrics, music
and direction of a music video. The campaign was
called Hayyakum Fi Darkum (Welcome To The
Home We Share) and included a four-minute music
video celebrating what it means to be Emirati in
todays UAE.

EXPO Milano 2015

Etihad Airways joined forces with Alitalia for the
Alitalia Etihad Airways Pavilion at EXPO Milano.
The airlines were the Official Global Carriers of
Expo Milano, which took place under the theme
of Feeding the Planet, Energy for Life from May to
October. The airlines two-storey pavilion included
a Social Hub, with a multimedia experience around
the theme of Connecting the World Journey, using
cutting-edge technology and large interactive
screens.
An Imagination Lounge hosted more than 350
hours of cooking demonstrations by celebrity guest
chefs, including Italys Gabriele Rubini, famously
known as Chef Rubio, and the UAEs Chef Khulood
Atiq. Two fully operational flight simulators allowed
visitors to test their piloting skills, while children were
entertained in a Kids Area, packed with interactive
games, an augmented reality experience, and a
360 Collective Map with Oculus Rift technology.

43
 Mobile Exhibition
September saw the launch of a new mobile
exhibition a 17-metre long truck, weighing 26
tonnes and carrying mock-ups of the airlines
Airbus A380 and Boeing 787 cabins and seats. The
exhibition started a European tour at the Zrich
Film Festival and then visited trade partners and
key corporate accounts. It attended major travel
and luxury exhibitions, as well as city squares across
Switzerland, Germany, France, Italy, Spain and the
Netherlands.

Sponsorships
In 2015, our sponsorship activities ranged from
sporting events to cultural patronage and continued
to deliver significant benefits for us internationally.
Our flagship sponsorships of Manchester City Football
Club and the Formula 1 Etihad Airways Abu Dhabi
Grand Prix gave us further global brand exposure in
almost all territories.
In addition, a number of new partnerships were
established in strategically important markets. This
included agreements with Al Ittihad Football Club
in Jeddah, the Verizon Center in Washington, DC
and the Zrich Film Festival in Switzerland. These
partnerships helped build new levels of awareness
and engagement with audiences in these cities and
countries.

44
Established partnerships such as the Etihad
Stadium in Melbourne, the GAA Hurling All Ireland
Senior Championship and New York City Football
Club continued to support the brand in other
international markets.
Promotion of Etihad Airways Partners was another
positive step in 2015. The joint activation of
sponsorship of Mumbai Indians with Jet Airways
continued to drive revenue and brand messaging
in India, while Etihad Airways and Air Serbia
worked together to deliver the Prince Pauls Cup
horseracing event in Zobnatica, Serbia.
New sponsorships in the UAE:
Al Ain Football Club
UAE Jiu-Jitsu Federation
Sheikh Zayed Heritage Festival
Abu Dhabi Tour cycling race

45
 Executive Team

46

James Hogan
President and Chief Executive Officer
James Hogan was appointed President and
Chief Executive Officer of Etihad Airways on
10 September, 2006.
He has overseen the development of the
Abu Dhabi-based airline and was responsible for
the creation and implementation of the unique
equity alliance model, leading the acquisition of
equity stakes in eight airlines during the period
between 2011 and 2015. He currently serves as Vice
Chairman on the Boards of equity partners Alitalia,
Jet Airways, airberlin in and Air Serbia.
He has more than 30 years of travel and tourism
industry experience. James has been named
Aviation CEO of the Year by CEO Middle East
Magazine and CAPA Airline Executive of the Year
2012. He received the Executive Leadership Award
at the Airline Strategy Awards in 2013 and was
inducted into The British Travel and Hospitality
Industry Hall of Fame in 2014.
He was ranked in 2015 among the Top 25 Most
Influential Executives in the business travel industry
by Business Travel News.
James was appointed President and Chief
Executive Officer of Gulf Air in 2002, where he held
the position for four years. James joined Gulf Air
from his position as Chief Executive of the Tesna
Consortium, created with the aim of acquiring
Ansett Airways.
He started his career in the aviation sector at
Ansett Airways and subsequently held senior
positions with British Midland International (BMI),
Hertz, Forte Hotels and Gulf Air.
At BMI, he left in 1998 to then return the following
year as Chief Operating Officer where he was
in charge of cargo, commercial, engineering,
handling, marketing, operations and sales
departments and a member of the Board.
At Hertz, during 13 years in the directorship of
various marketing, sales and operations divisions,
he joined the executive management committee
as Vice President Marketing and Sales for Europe,
Middle East and Africa in 1995.
James is currently Vice Chairman of the Executive
Committee of the World Travel and Tourism Council
(WTTC) and a member of the International
Air Transport Association (IATA) Board of Governors.
He is a fellow of the Royal Aeronautical Society.
47
 James Rigney was appointed to the position of
Chief Financial Officer at Etihad Airways in
October 2006, and to Group Chief Financial Officer
of Etihad Airways in October 2014.
Mr Rigney is responsible for finance, treasury,
supply chain and property at Etihad Airways, and
has oversight of these functions in the companys
wholly owned subsidiaries. He is also a Board
member of airberlin, Alitalia, Air Serbia and Jet
Airways.
At the forefront of the 2007 financial restructuring
of Etihad Airways, Mr Rigney has concluded
financing in excess of US $9 billion, in addition to
implementing a fuel hedging programme, world-
class reporting and strong corporate governance. In
addition to receiving numerous awards on behalf of
the Etihad Airways finance department, Mr Rigney
received the award for Excellence in Finance
Public Sector in the 2009 Middle East North Africa
(MENA) Chief Financial Officer Awards and the
Finance Strategy Award at the Airline business
Airline Strategy Awards in 2012. He was named
James Rigney
Chief Financial Officer
Australia
48
Middle East Chief Financial Officer of the Year by
the Institute of Chartered Accountants of England
and Wales (ICAEW) for 2013.
Mr Rigney joined Etihad Airways from Gulf Air where,
as Head of Corporate Strategy, he played a leading
role in the team responsible for the creation and
implementation of the Project Falcon Programme
between 2003 and 2005, repositioning the business
on a commercial platform.
Prior to joining Gulf Air in 2002, Mr Rigney held
a number of senior strategic and commercial
positions within Australias Ansett Group. He began
his career at KPMG before entering the airline
industry. Mr Rigney is a chartered accountant and
holds a Bachelor of Business and a Masters Degree
in Business Administration from RMIT University in
Melbourne, Australia.
 Peter Baumgartner joined Etihad Airways in Mr Baumgartner is Chairman of the Board
April 2004 and was appointed Chief Commercial of Directors of Hala Travel Management LLC
Officer in April 2009, to manage the airlines global (HTM), a joint-venture company with BCD Travel
commercial efforts during a period of rapid growth. BV, as well as Vice Chairman of Darwin Airline
SA, operating as Etihad Regional Switzerland,
Mr Baumgartner heads the commercial strategy Chairman of the Boards of Directors of Etihad
and planning function, global sales, marketing Guest LLC, TopBonus Ltd. and Co., Jet Privilege
and brand management, product and service Priv. Ltd., Alitalia Loyalty SpA, and Member of the
development, global contact centres, e-commerce Board of Global Loyalty LLC.
and digital, the airlines international tour
operating business Etihad Holidays, its destination He holds a Swiss Federal Degree in
management company Hala Abu Dhabi and travel Transportation Management.
management company Hala Travel Management
(HTM), and the airlines Global Loyalty Company
(GLC) which is the holding company of the Etihad
Guest, topbonus, Jet Privilege and MilleMiglia loyalty
programmes.
Prior to joining Etihad Airways, he held a number
of senior roles within the Swiss and Belgian
aviation industries, including at Swiss International
Airlines where he was responsible for marketing
development and customer loyalty.

Peter Baumgartner
Chief Commercial Officer
Switzerland

49
 Ray Gammell is responsible for the recruitment,
engagement and development of all employees
across Etihad Airways and its subsidiaries.
He is an HR professional with over 20 years
experience, beginning his career as an Army Officer,
before going on to hold successive senior positions
in Royal Bank of Scotland, Ulster Bank Group and
the Intel Corporation in Europe and the USA.
Mr Gammell joined Etihad Airways in April 2009
from the Royal Bank of Scotland (RBS), where he
was the Director of Human Resources for Europe
and the Middle East regional markets.
He has led the creation of a strong People and
Performance division, working across the business
to implement the source, develop, deliver, engage
people strategy.
Ray Gammell
Chief People and Performance Officer
Ireland
50
Mr Gammell leads Etihad Airways top HR priority,
Emiratisation. The sourcing and development of
talented UAE nationals is largely driven through
22 award-winning development programmes,
contributing to a total Emirati workforce of over
3,000, which is the largest represented nationality
among 144 at Etihad Airways.
The People and Performance division and its
initiatives were internationally recognised in
2015 when the organisation was ranked 20th in
LinkedIns top 100 in demand global employers
and won four awards at the ADEAP Awards for
Excellence, enhancing Etihad Airways reputation as
an employer of choice across the globe.
Mr Gammell is a chartered fellow of the Chartered
Institute of Personnel Development and has a
Masters Degree in Organisational Development.
 Kevin Knight joined Etihad Airways as Chief Strategy
and Planning Officer in March 2011.
He is responsible for overall corporate strategy and
the development of the network, also overseeing
pricing, capacity and revenue management,
route and network planning, alliances, and aircraft
acquisitions. Etihad Cargo also reports to him.
Mr Knight has more than 30 years experience in
the airline industry, including business development,
strategic planning and operations.
Before joining Etihad Airways, he spent 17 years at
United Airlines, the last five as Senior Vice President
Planning.
Mr Knight holds a Bachelor of Science in Business
Administration from Westminster College, Utah, and
an MBA from the University of Utah.

Kevin Knight
Chief Strategy and Planning Officer
United States of America

51
 Captain Richard Hill joined Etihad Airways in
January 2007 and was appointed Chief Operations
Officer in April 2009.
He is responsible for Etihad Airways flight
operations, guest services, airport operations,
maintenance, engineering, crew training, safety,
quality, aviation security, including the airlines
emergency response and business continuity
procedures.
Captain Hill began his aviation career as a cadet
pilot at British Airways in 1979.
He spent 20 years with bmi British Midland, where
he rose to the position of Director Flight Operations
and finally Director Operations.

Richard Hill
Chief Operations Officer
United Kingdom

52
 Bruno Matheu joined Etihad Airways in December He has also served on the Boards of Air France,
2014 in the new role of Chief Operating Officer, Alitalia and the global distribution company,
Equity Partners. Amadeus.
He is responsible for strategy to optimise business Mr Matheu started his career at Union de
performance, revenues and cost synergies between Transports Aeriens (UTA), at the time the largest
Etihad Airways and its equity partner airlines, and privately-owned independent airline in France, after
provide strategic leadership for partners in which graduating from cole Centrale Paris.
Etihad Airways has management responsibility.
Mr Matheu brings to the group almost 30 years
of senior management experience in the global
aviation industry, the past two decades with Air
France-KLM.
He most recently served as Chief Long Haul Officer
at Air France, and prior to that held senior executive
roles across the airlines commercial, network,
marketing and revenue management operations.

Bruno Matheu
Chief Operating Officer, Equity Partners
France

53
 Robert Webb was appointed in August 2014 as
the first Chief Technology and Innovation Officer,
responsible for all aspects of technology strategy,
infrastructure, operations, security, systems design
and innovation.
Mr Webb has held executive positions in several
key multinational organisations in North America,
Asia and Europe, with budgetary responsibility of
US $500 million in operating expenses, and US $100
million in capital investments.
He was CIO at Hilton Worldwide where he held
global responsibility for technology systems
strategy, information security, technology
infrastructure and enterprise planning and
architecture.
Robert Webb
Chief Innovation and Technology Officer
Canada
54
As Chief Information Officer at Equifax, he directed
IT strategy and led a technology-enabled growth
agenda, leading the company to be listed third in
Information Weeks Innovation 500.
He also held a number of CIO positions at General
Electric including Global Commercial Finance,
Global Consumer Finance and GE Energy Services.
Mr Webb has been recognised in Computer Worlds
Premier IT 100.
He received his undergraduate degree from the
University of Western Ontario, and holds an MBA
from the European School of Management in Paris.
 Jim Callaghan became Etihad Airways General Before joining Ryanair in 2000, Mr Callaghan spent
Counsel and Company Secretary in May 2009. several years at international law firms in the United
States and in Brussels. He holds a Juris Doctorate
Previously, he spent nine years at Europes largest and a Masters in Public and International Affairs
low cost carrier, Ryanair Ltd, as Company Secretary from the University of Pittsburgh and a Masters
and Director of Legal and Regulatory Affairs. in European and International Law from Vrije
At Ryanair, Mr Callaghan was responsible for setting Universiteit in Brussels.
up the airlines legal function and for corporate
governance and liasing with the Board. He actively
manages a suite of ongoing regulatory and legal
issues relating to competition law, trademarks,
airport contracts, advertising standards, consumer
law, and commercial litigation.

Jim Callaghan
General Counsel and Company Secretary
Ireland

55
 Awards
Etihad Airways celebrated another year of success
with major regional and global awards for product
and service, its subsidiaries and its people in 2015.
We concluded the year by becoming Air Transport
Worlds Airline of the Year and by retaining the
title of Worlds Leading Airline for the seventh
consecutive year at the World Travel Awards 2015.
We also won Worlds Leading Airline First Class,
Worlds Leading Airline Inflight Entertainment
and Worlds Leading Cabin Crew.
Etihad Cargo was voted as Cargo Airline of the
Year at two different awards ceremonies, the
World Air Cargo Awards and the Air Transport
News Awards. Also in 2015, the title of Best Elite
Program was received at the prestigious Freddie
Awards in the US, and Airline with Best Frequent
Flyer Program at the Business Traveller Middle East
Awards, recognising Etihad Guest, the multi-airline
loyalty programme.
Etihad Airways President and Chief Executive
Officer, James Hogan, was awarded CEO of the
Year at the Aviation 100 Awards in 2015, where the
airline also collected the Airline of the Year award.
Etihad Airways
celebrated another
year of success

TOTAL56
Awards
56
Awards won by Etihad Airways
during 2015 included:
Air Transport World Awards MENA HR Excellence Awards
Airline of the Year Nationalisation Initiative of the Year
HR Professional of the Year
World Travel Awards
Worlds Leading Airline (seventh consecutive year) World Air Cargo Awards
Worlds Leading Airline - First Class Cargo Airline of the Year
Worlds Leading Airline - Inflight Entertainment
Worlds Leading Cabin Crew Air Transport News Awards
Cargo Airline of the Year
World Travel Awards Middle East
Middle Easts Leading Airline Supply Chain and Transport Awards
Middle Easts Leading Cabin Crew Air Cargo Operator of the Year
Middle Easts Leading Airline - First Class
Business Traveller Middle East Awards
The Aviation 100 Awards Airline with Best Frequent Flyer Program
Airline of the Year Best Airport Lounge in the Middle East
CEO of the Year Freddie Awards
Travel Trade Gazette Best Elite Program (Etihad Guest)
Airline of the Year Best Affinity Credit Card (ADIB Etihad Guest Card)

Ultratravel Middle East Awards (ULTRAs) AirlineRatings.com

Best First Class Best First Class
Best Long Haul Airline
Airfinance Journal Deal of the Year Awards
Mergers & Acquisitions Deal of the Year SimpliFlying Awards
Best Overall Airline, Middle East
ADEAP Awards for Excellence
Best Employee Technical Aviation Business Awards
Excellent Entity in Human Resources Development MRO Service Provider of the Year,
Excellent Entity in Risk Management & Sustainable Business Middle East
Outstanding Internal Improvement

57