IT TAKES A WORLD THE EMIRATES GROUP ANNUAL REPORT 2012-13 HIS HIGHNESS SHEIKH MOHAMMED The United Arab Emirates attaches great and patriotic spirit. Such achievements importance to the travel and tourism sector. allow us to aspire to higher standards of BIN RASHID AL MAKTOUM It is an integral part of implementing the development and retain a positive outlook VICE PRESIDENT AND PRIME MINISTER country’s strategy for building a sound in order to sustain our on-going growth. and sustainable economy. The industry, OF THE UAE AND RULER OF DUBAI in the UAE, has been built with a solid Since its inception, the Emirates Group foundation focusing on high standards and has played a vital role in turning this class-leading excellence, resulting in the country into a prominent international country’s world-class reputation both on a aviation hub, connecting east with west regional and international level. and north with south. The Group’s strong presence in more than 70 countries and This vital sector does not only shape its multinational cabin crew cement the the country’s economy but also UAE’s position as a dynamic nation, contributes significantly to its cultural linking people all around the globe. The and social fabric. Additionally, it Group also succeeded in maintaining provides boundless opportunities in a strategic perspective that allows new markets and strengthens our healthy competition, respects policies trade links with the world as well as of free trade and balances between broadening our cultural understanding. its plans for expansion, need for profitability and sustainability. Hence, Our leading national corporations the Emirates Group sets an ideal model continue to achieve robust results, as a corporation that continues to exemplifying the country’s vision and aspire to higher and better standards of giving all citizens a source of pride innovation and originality. CONTENTS
Emirates is one of the world’s fastest growing airlines. Its main activity is the provision of FINANCIAL INFORMATION commercial air transportation services. HELLO WORLD, HELLO TOMORROW 28 EMIRATES FINANCIAL dnata is one of the largest combined air services COMMENTARY 58 providers in the world and the largest travel A WORLD OF SERVICE 30 management services company in the UAE. Its DNATA FINANCIAL COMMENTARY 66 main activities are the provision of cargo and A WHOLE NEW WORLD 32 ground handling, catering, information technology FINANCIAL HIGHLIGHTS 6 EMIRATES INDEPENDENT AUDITOR’S 71 and travel services. DNATA REPORT AND CONSOLIDATED CHAIRMAN'S STATEMENT 8 FINANCIAL STATEMENTS Emirates and dnata are independent entities and ONE WORLD, ONE DNATA 38 do not form a group as defined by International THE LEADERSHIP TEAM 12 DNATA INDEPENDENT AUDITOR’S 115 Financial Reporting Standards. However, these REPORT AND CONSOLIDATED entities are under common management. WORLD-CLASS GROUND FINANCIAL STATEMENTS Therefore, in the Management Review section of EMIRATES OPERATIONS 40 this document, they are together referred to as the Emirates Group. FUNDING OUR WORLD 16 OUR CARGO BUSINESS DELIVERS THE WORLD 42 ADDITIONAL INFORMATION EXPANDING OUR WORLD 18 CATERING TO THE WORLD 44 EMIRATES TEN-YEAR OVERVIEW 152 NEW WORLDS TO EXPLORE 20 TRAVELLING THE WORLD 46 DNATA TEN-YEAR OVERVIEW 154 AN EXPANDING WORLD FLEET 22 A WORLD OF EFFICIENCY 48 GROUP COMPANIES OF EMIRATES 156 THE ENGINEERING WORLD 24 GROUP KEY EVENTS 50 GROUP COMPANIES OF DNATA 157 EMIRATES SKYCARGO MOVES THE WORLD 26 OUR WORLD TODAY 54 GLOSSARY 158 6
Revenue and other operating income in AED m Profit attributable to the Owner in AED m Revenue and other operating income in AED m Profit attributable to the Owner in AED m
73,113 2,283 819 FINANCIAL 2012-13 2012-13 2012-13 6,622 2012-13 1,502 808 HIGHLIGHTS 2011-12 62,287 2011-12 2011-12 5,755 2011-12 2010-11 54,231 2010-11 5,375 2010-11 4,406 2010-11 576
2009-10 43,455 2009-10 3,538 2009-10 3,160 2009-10 613
2008-09 43,266 2008-09 686 2008-09 3,181 2008-09 507
Emirates Group Emirates dnata Financial Highlights 2012-13 2011-12 % change Financial Highlights 2012-13 2011-12 % change Financial Highlights 2012-13 2011-12 % change Revenue and other operating income* AED m 77,536 66,149 17.2 Revenue and results Revenue and results Operating profit AED m 3,654 2,597 40.7 Revenue and other operating income AED m 73,113 62,287 17.4 Revenue and other operating income AED m 6,622 5,755 15.1 Operating margin % 4.7 3.9 0.8 pts Operating profit AED m 2,839 1,813 56.6 Operating profit AED m 815 784 4.0 Profit attributable to the Owner AED m 3,102 2,310 34.3 Operating margin % 3.9 2.9 1.0 pts Operating margin % 12.3 13.6 (1.3) pts Profit margin % 4.0 3.5 0.5 pts Profit attributable to the Owner AED m 2,283 1,502 52.0 Profit attributable to the Owner AED m 819 808 1.4 Cash assets AED m 26,968 17,586 53.3 Profit margin % 3.1 2.4 0.7 pts Profit margin % 12.4 14.0 (1.6) pts Total assets** AED m 102,188 84,127 21.5 Return on shareholder's funds % 10.4 7.2 3.2 pts Return on shareholder's funds % 21.4 23.7 (2.3) pts
Financial position and cash flow Financial position 20011-12 figures have been re-classified to conform with the current year's Total assets AED m 94,803 77,086 23.0 Total assets AED m 7,571 7,119 6.3 presentation. Cash assets AED m 24,572 15,587 57.6 Cash assets AED m 2,396 1,999 19.9 * After eliminating inter company income/expense of AED 2,199 million in 2012-13 Net debt (including aircraft (2011-12: AED 1,893 million). operating lease) equity ratio % 186.4 162.1 24.3 pts Key operating statistics EBITDAR AED m 13,891 10,735 29.4 Aircraft handled number 264,950 253,434 4.5 ** After eliminating inter company receivables/payables of AED 186 million in 2012-13 EBITDAR margin % 19.0 17.2 1.8 pts Cargo handled tonnes '000 1,570 1,543 1.7 (2011-12: AED 78 million). Meals uplifted number '000 28,584 26,708 7.0 The financial year of the Emirates Group is from 1 April to 31 March. Throughout this Airline operating statistics report all figures are in UAE Dirhams (AED) unless otherwise stated. The exchange rate Passengers carried number '000 39,391 33,981 15.9 Employee data of the Dirham to the US Dollar is fixed at 3.67. Cargo carried tonnes '000 2,086 1,796 16.1 Average employee strength number 20,229 18,356 10.2 Passenger seat factor % 79.7 80.0 (0.3) pts Overall capacity ATKM million 40,934 35,467 15.4 Available seat kilometres ASKM million 236,645 200,687 17.9 Aircraft number 197 169 16.6
Employee data Average employee strength number 47,678 42,422 12.4 8
CHAIRMAN'S STATEMENT
HIS HIGHNESS SHEIKH AHMED A world of profitability and growth in the world. Notwithstanding, the real credit Emirates and dnata performed solidly in 2012- for this accomplishment goes to our nearly BIN SAEED AL MAKTOUM 13, delivering our 25th consecutive year of 68,000 employees, who, through their hard work, CHAIRMAN & CHIEF EXECUTIVE profitability, of which I’m very proud. We hit continue to push Emirates and dnata forward. some major milestones this year which included EMIRATES AIRLINE & GROUP the opening of Concourse A, the world’s first Investing in our future ever dedicated A380 facility and an Emirates We plan for the long-term at Emirates and dnata, history-making delivery of 34 aircraft to our so we continue to invest heavily in our future. In fleet, an unprecedented achievement. dnata 2012-13, this meant we took delivery of 34 new commenced construction of an impressive wide-bodied aircraft, a number larger than many 20-acre logistics ‘city’ at London Heathrow, airlines’ entire wide-bodied fleet. We increased investing heavily in its commitment to enhance our staff around the globe by 5,000 people. dnata the airport’s air cargo infrastructure. Both across strengthened its global presence, expanding its its global network and throughout its Middle holdings in Australia and merging Alpha Flight Eastern base, dnata continued to win new Group with LSG/Sky Chefs Europe Holdings Ltd. business and strengthen customer relationships in a UK-only joint venture. in the travel and airline sectors. Emirates: high marks for performance We continued to grow steadily despite continued Emirates revenue* in 2012-13 reached marketplace challenges. During the financial year US$19.9 billion, a 17.4% increase over financial 2012-13 the price of jet fuel remained high, over year 2011-12. Net profit was US$622 million, US$127 per barrel for most of the financial year reflecting the enormous impact fuel prices and remains our largest expense, eroding our continues to exert on our bottom line. Our profit profits. Sustained regional political uncertainties margin was 3.1%. Our balance sheet remains and the continuing financial instability in the solid. Cash in hand at the end of financial year Eurozone also took a toll. 2012-13 was US$6.7 billion.
Along with profitability in financial year 2012-13, More people than ever before are choosing there was also record organisational growth. We Emirates’. The number of passengers flown in added 10 new passenger destinations across 2012-13 totalled 39 million, a 16% increase over six continents. That’s nearly one per month, the previous financial year. Revenue Passenger a logistical feat in itself. It is no surprise that Emirates is one of the fastest growing airlines * including other operating income Kilometres (RPK) reached 188.6 billion, resulting world’s largest – is quite comfortable in its and Qantas A380 in formation over the harbour to focus on incremental fuel savings, such as Experience has shown us that how the world in a Passenger Seat Factor of 80%. Once again, new home: Concourse A at Dubai International in Sydney. The five-year codesharing partnership purchasing the most fuel-efficient aircraft. is today is not how it will always be. People Emirates’ overall performance clearly validates the Airport. Opened to world acclaim in January features integrated network collaboration, and places are more interconnected than ever, viability of our business model. 2013 in partnership with Dubai Airports, coordinated pricing, aligned frequent flyer We are also up against ourselves. Our expanding the role air travel plays in people’s Concourse A further solidifies Dubai’s position programmes, and a shared sales and scheduling phenomenal growth has helped make Dubai lives. Our new global brand platform – ‘Hello dnata: a major milestone as a global hub. It is the first facility of its kind model. More significantly, Qantas has moved its International Airport the fastest growing airport Tomorrow’ – reflects this contemporary shift in For the first time in dnata’s 53-year history, it to be planned, built and opened exclusively for hub for European flights from Singapore to Dubai, in the world, as measured by annual seat consumer attitude, positioning us to take full achieved US$1 billion in revenue in the first six A380s, with enough gates to handle 20 at a time. further validating Dubai’s role as a global hub. capacity growth and the world's second busiest advantage of it. months of the financial year. By the end of the Offering global passengers the largest First Class airport for international passenger traffic, financial year, dnata’s total revenue and other and Business Class lounges in the world, along The new partnership links Australia to 65 overtaking Paris' Charles de Gaulle airport for the We have confidence in our ability to manage our operating income reached US$1.8 billion with a with an array of shopping and dining options, it gateways in Europe, the Middle East and Africa. first time. Those accomplishments are becoming business for the long term and we have always net profit margin of 12.4%. is a prototype for the future of air travel. Emirates customers will now be able to choose a double-edged sword, as the airport is nearing prided ourselves on our agility. from Qantas’ 55 Australian destinations. capacity. Dubai International Airport currently dnata cargo delivered a robust performance Balanced funding strategy handles more than 58 million passengers per This is not to say that we ignore the short-term. for the financial year. FreightGate-8, the dnata- We explored new funding options in 2012-13 Connecting Minds, Creating the Future year and that number is expected to jump to over Although we were profitable in 2012-13, we did operated air cargo terminal at DWC, handled a as a way to broaden and diversify our investor The theme of this annual report is “It Takes a 65 million by the end of 2013. Even with the not reach the level we had set for ourselves. total of 222,894 tonnes of cargo, an increase of base. These included three different, unsecured World.” Fitting, as Emirates is a Premier Partner opening of Concourse A, we are still faced with Our performance in 2013-14 will be focused 75% over the previous financial year. bond issues. All were heavily oversubscribed – a supporting the UAE’s bid to host the 2020 World increasing traffic congestion, putting pressure on gaining that ground back. While we cannot sign of investor confidence in the strength of the Expo in Dubai – an initiative I am closely involved on dnata ground handling and Emirates. To ease control the outside forces that shape our Increasing brand value Emirates business model. with, serving as Chairman of the Dubai Expo bid it, plans for building Concourse D are underway, industry, our business model and top global team The impact of the Emirates global ‘Hello committee. If Dubai is selected, many of those with completion expected in 2015. Emirates provide a distinct edge in overcoming them. Tomorrow’ campaign, launched a little more than We successfully raised US$587.5 million visitors will arrive here on Emirates flights. SkyCargo is slated to move its operations to a year ago, has already moved the needle on our financing for additional A380's with a bond Dubai World Central next financial year to ease I thank each and every member of staff for the brand value. Brand Finance, the organisation that that used the debt capital market in the United Dubai’s Expo theme, “Connecting Minds, Creating congestion. Our overriding goal is to solve these hard work they’ve done to make Emirates and ranks the Global 500 brands, estimates Emirates States, a first for a non-US airline for many the Future,” will be a platform for connectivity, capacity issues without affecting the Emirates dnata leaders in their respective industries. I have brand value in 2013 rose to US$4.1 billion from years. We also raised US$750 million with a pioneering new partnerships for growth and experience that customers have come to expect. the greatest confidence that together Emirates US$3.7 billion the year before, an 11% increase. 12-year amortised bond matched to the payment sustainability. To show our support, we have and dnata will continue to grow and prosper. Emirates is now the highest ranked, most cycle for the aircraft. And we issued a 12-year added the World Expo 2020 emblem to our entire We stay in the moment, but plan for the future valuable brand amongst all international airlines. amortised Sukuk (the Islamic equivalent of fleet of A380s. If our bid is successful, it would The Emirates business model fosters quick, bonds) for US$1 billion. be the first time ever the event would be held in decisive action. Yet it is based on taking a long- The cohesiveness of dnata’s internal brand the Middle East. range view of our markets and industry. platform – One dnata – continues to bring the Emirates Qantas partnership One thing is certain; there will always be company and its recent acquisitions together We are pleased that the Emirates and Qantas The challenges we face challenges to face – strikes, blizzards, floods, under a consistent global banner. partnership was given final approval by According to IATA forecasts, the price of jet fuel political turmoil, economic downturns and the the Australian Competition and Consumer is expected to climb higher in financial year like. The point here is that we are comfortable The perfect home for our A380’s Commission. What better way to launch it than 2013-14, reaching US$130 per barrel. Our best operating in this uncertain, constantly changing I am happy to say our fleet of A380s – the with a history-making flyover by both an Emirates mitigation strategy is to fly smarter and continue environment. In fact, we excel at it. Ahmed bin Saeed Al Maktoum 12
THE KEY TO THE EMIRATES GROUP SUCCESS HAS BEEN THE CONTINUITY OF ITS MANAGEMENT TEAM, MANY OF LEADERSHIP TEAM WHOM HAVE BEEN WITH THE AIRLINE SINCE ITS CREATION. THE LEADERSHIP TEAM ITSELF HAS 285 YEARS OF EXPERIENCE BETWEEN THEM BUILDING THE EMIRATES AIRLINE AND GROUP.
HH Sheikh Ahmed Sir Maurice Flanagan KBE Tim Clark Gary Chapman Ismail Ali Albanna Ali Mubarak Al Soori Abdulaziz Al Ali Adel Ahmad Al Redha Nigel Hopkins Thierry Antinori bin Saeed Al Maktoum Executive Vice Chairman President President Executive Vice President Executive Vice President Executive Vice President Executive Vice President Executive Vice President Executive Vice President Chairman & Chief Executive Emirates Airline & Group Emirates Airline Group Services & dnata dnata Chairman’s Office, Facilities Human Resources, Engineering & Operations, Service Departments, Passenger Sales Worldwide, Emirates Airline & Group & Project Management & Emirates Group Emirates Airline Emirates Group Emirates Airline Non Aircraft P&L OUR WORLD IS YOUR WORLD
Emirates is one of the world’s fastest-growing airlines. We fly to 132 destinations in 77 countries. Our Dubai hub is the new gateway to Asia, Europe and beyond. But that’s not what makes us global – our 48,000 people do. Representing over 135 countries, Emirates people are a microcosm of the world we serve. We like to think we exist because of them – and you. 16
FUNDING OUR WORLD
Q: HOW DO YOU FINANCE 34 A: With unconventional thinking investors showed strong interest in our bond For the 2012-13 financial year, the price of jet issues. So strong, in fact, that all three issues NEW WIDE-BODIED AIRCRAFT fuel remained well over US$127 per barrel, were oversubscribed. IN JUST 12 MONTHS? making it our largest operating expense. The picture looks even bleaker for the new financial Tapping into the US capital market year. IATA expects fuel prices to climb higher. The In June 2012, we used Enhanced Equipment economic uncertainty in the Eurozone will most Trust Certificates (EETCs) to finance the likely continue, affecting consumer confidence purchase of Airbus A380 aircraft. This gave US and demand throughout the world. Despite investors their first opportunity to invest in our DELIVERY OF AIRCRAFT 2012-13 these predictions, we will take delivery of more A380 fleet. It made us the first non-US carrier than 20 aircraft in 2013-14. It’s easy to see why to use EETCs in many years. The bond raised this defies the thinking of many in the aviation US$587.5 million. industry. But the interesting part of this story isn’t just the number of aircraft we’re purchasing Broadening our investor base – it’s how they are being financed. Rather than In early 2013, we issued two more bonds: a seek conventional bank loans, we chose to issue 12-year, US$750 million bond and a 10-year, 10 bonds. Of course, they weren’t ordinary bonds; US$1 billion Sukuk, an Islamic bond. Both AIRBUS A380 each one had a different investment strategy helped deepen our investor base throughout behind it, reflecting our diversified approach to Europe and the Middle East. Both were financing. All three were successful. amortising bonds – a first in aircraft financing – allowing us to pay the principle back in A solid reputation instalments instead of one big payoff at the Investors around the world know the Emirates end. And both were unsecured. brand. They also know our company’s solid 24 credit history, transparency and ample cash It’s this kind of innovative thinking that keeps BOEING 777 reserves. Despite volatility in the world economy, our fleet growing. 18
EXPANDING OUR WORLD
MASTERING THE Add capacity where the future business lies Aircraft optimisation is essential for profitable At the close of the financial year 2012-13, deployment and higher asset utilisation. COMPLEXITIES OF GROWTH there were 10 new international passenger Planning looks at available landing/take- destinations on our route map – Adelaide, off slots, economic forecasts and potential Algiers, Barcelona, Erbil, Ho Chi Minh profitability on a new route before making a City, Lisbon, Lyon, Phuket, Warsaw and decision. New routes and increased frequencies Washington, DC as well as six dedicated must also be balanced, complementing existing freighter routes – Chicago, Chittagong, east-west and north-south passenger flows. Djibouti, Hanoi, Liege and Tripoli. If it is a go, Planning sends out a trigger to 9 No matter how swiftly we grow, each new activate the implementation process roughly six 5 7 3 2 10 4 destination is the result of countless to eight months before the launch. Five months months of inter-departmental teamwork prior to launch, Recruitment begins to hire the 8 1 and input from hundreds of people. A lot sales team, cargo, finance and airport staff for has to happen. Planning, Engineering, the new destination’s outstation. Meanwhile, Recruitment, Training, Flight Services, Service Delivery coordinates onboard meals 6 Airport Services, Catering, Flight Operations and beverages with Flight Catering. Flight and others must work together like the Operations conducts on-the-ground inspections 10 NEW DESTINATIONS DURING THE gears of a clock. of diversion and medical emergency airports. FINANCIAL YEAR Back at headquarters, Commercial Operations 1 HO CHI MINH CITY, VIETNAM 6 ADELAIDE, AUSTRALIA Planning is the critical part aligns its sales strategy with planning’s research, 4TH JUNE 2012 1ST NOVEMBER 2012 Planners are tasked with growing the Revenue Optimisation finalises the inventory and 2 BARCELONA, SPAIN 7 LYON, FRANCE network profitably. An operating plan for fare positioning and Corporate Communications 3RD JULY 2012 5TH DECEMBER 2012 launching new routes and adding to existing works with Commercial to promote the route. 3 LISBON, PORTUGAL 8 PHUKET, THAILAND ones is the culmination of the planning 9TH JULY 2012 10TH DECEMBER 2012
8 process. Using advanced computer models Now multiply all of this by 10. 4 ERBIL, IRAQ 9 WARSAW, POLAND coupled with strategic thinking and detailed 12TH AUGUST 2012 6TH FEBRUARY 2013 on-the-ground research, Planning identifies That’s what it feels like to be one of the world’s 5 WASHINGTON, DC, USA 10 ALGIERS, ALGERIA and evaluates potential new destinations. fastest-growing airlines. 12TH SEPTEMBER 2012 1ST MARCH 2013 20
NEW WORLDS TO EXPLORE
EMIRATES AND QANTAS: EXCEPTIONAL A global partnership that benefits all Together, Emirates and Qantas adhere to the The new, five-year Emirates and Qantas global same high standards for quality and service, AIRLINES MAKE EXCEPTIONAL PARTNERS partnership is more than just a codeshare providing a seamless experience for passengers. agreement. It’s a game changer. For Emirates In recognition of that, Qantas’ fleet of A380s and Qantas, it means increased revenues and an will be joining ours as the exclusive tenants of integrated, tightly aligned network expansion. For Concourse A in Dubai. Horn Island Gove (Nhulunbuy) our passengers, it means the world. Darwin Weipa Reciprocal awards programmes Kununurra Cairns You can get there from here The Emirates and Qantas partnership offers Broome Townsville Sydney to Glasgow. Dubai to Port Macquarie. an expanded network for loyalty programme Port Hedland Cloncurry Proserpine Hamilton Island Exmouth Karratha Mount Isa Moranbah MacKay Melbourne to Erbil. Our partnership with Qantas members to earn their choice of either Qantas (Learmonth) Alice Springs Longreach Rockhampton Paraburdoo Uluru (Ayers Rock) Barcaldine Emerald Gladstone has created a destination map like none before. Frequent Flyer points or Emirates Skywards Newman Biloela Bunderberg Blackall Fraser Coast Charleville Sunshine Coast It all centres on Dubai – now the global gateway Miles when they travel on codeshare flights. DXB Roma Brisbane Geraldton DXB Gold Coast hub for both carriers. Gold members (or above) of either programme Ballina (Byron) DXB Narrabri Coffs Harbour Olympic Dam Tamworth Armidale are given access to both Qantas and Emirates Perth Kalgoorlie Port Macquarie Dubbo Lord Howe Island Mildura Together, Emirates and Qantas offer 98 weekly lounges in Australia, Europe, the Middle East and Port Lincoln Newcastle DXB Wagga Wagga Sydney Adelaide Albury Canberra flights between Australia and Dubai, including North Africa. DXB Mount Hottam Melbourne four daily A380 flights. By moving its hub for Avalon European flights from Singapore to Dubai, Qantas Moving fast Devonport Lauceston customers gain faster access to over 30 European From the first handshake on 5th May 2012 to Hobart destinations, including daily A380 flights to the inaugural flight on 31st March 2013, our London Heathrow, Paris, Rome and other major partnership with Qantas was established in weekly flights between cities, plus one-stop seamless travel to more than record time. Less than a year, thanks to the Australia and Dubai 98 30 Middle East and North Africa destinations. hands-on efforts of Emirates President, Tim Clark and Qantas Group Chief Executive Officer, Australian destinations with For our customers, the partnership opens up Alan Joyce, the teams in both companies 55 nearly 5,000 flights per week Qantas’ Australian domestic network of 55 and the support of government regulators destinations with nearly 5,000 flights per week. in the Australian Competition and Consumer Commission (ACCC) who made it happen. Two complementary products This is a partnership between peers, both It’s a win-win proposition for both airlines. focused on opening new worlds of travel, However, the real winners are Emirates and comfort and convenience for customers. Qantas customers. 22
AN EXPANDING WORLD FLEET
MEETING THE We continue to grow Every minute counts In 1985, Emirates began operation by leasing Time is money. The moment an aircraft sits DEMANDS OF THE FUTURE two aircraft. Who would have thought back idle on the ground, it becomes an expense. We then that we would become one of the world’s don’t warehouse newly delivered A380s and
= IN SERVICE fastest growing airlines? We did. Boeing 777s. We put them to work. Within 24 to 48 hours of their arrival in Dubai they’re AIRBUS A380 = ON ORDER We use the same business model now as when in the air, carrying their weight in passengers we first started. Today, we operate the world’s and air freight. largest fleet of A380s – 31 as of 31st March 2013. In the financial year 2012-13, we took Being Emirates, we like to stretch beyond delivery of 10 A380s and 24 Boeing 777s. Some what’s expected. On a single day we took were used for new routes. Some were used to delivery of two A380s and one Boeing 777, increase frequencies and passenger capacity a record for us. It was not a surprise, but on existing routes, as well as to supplement the result of advanced preparation within all airfreight capacity. For example, all five of our operational units to ensure the availability of = IN SERVICE daily flights to London Heathrow are now on the required flight crew, cabin crew, engineers
BOEING 777 = ON ORDER A380s. But our appetite for new destinations or and airport staff in time for take-off. increased frequency based on potential demand is strong and with nearly 200 wide-bodied aircraft still on order, the airline has the means to keep meeting demand.
AS OF 31ST MARCH 2013 24
THE ENGINEERING WORLD
AS OUR FLEET GROWS, Staying one step ahead The new 225,000 square feet GE Engine Engineering has a tremendous responsibility Overhaul Maintenance facility under SO GROWS EMIRATES ENGINEERING at Emirates. They keep our aircraft flying construction is being built to accommodate safely, providing maintenance, technical the growth in the fleet. When construction services and quality assurance to the entire is complete in the second quarter of 2014, Emirates fleet. To do that effectively takes the facility will be capable of performing space – lots of it. Our current Engineering up to 300 engine overhauls per year for the campus occupies 136 acres (55 hectares). GE90 and GP7000 engines fitted to Boeing Inside the main facility, there are eight 777 and Airbus A380 aircraft. For Emirates hangars, each one large enough to house an Engineering it’s another milestone in its efforts Airbus A380. There is also a separate paint to increase engine maintenance capability in hangar in addition to an engine test cell. terms of volume and repairs. Controlling these Things move fast at Emirates and agility is a processes ourselves gives us tighter control strength we pride ourselves in, so Engineering over quality, cost and time whilst expanding
HEIGHT OF THE WORLD'S TALLEST stays in a perpetual state of readiness. Dubai’s footprint in the aviation industry. BUILDING BURJ KHALIFA, DUBAI 828m x604 = 500KM OF WIRING IN EACH A380 AIRCRAFT 26 EMIRATES SKYCARGO MOVES THE WORLD
REACHING NEW A year of superlatives pump successfully transported from The If you want to know how exceptional Emirates Netherlands to Dubai. However, not all the cargo MILESTONES IN AIRFREIGHT SkyCargo is, just ask the industry. At the World we transport is dead weight. Some of it is very Cargo Symposium, Air Cargo World presented alive, like the 100-plus horses shipped to London the top Diamond Excellence award to Emirates from the Sultan of Oman’s stables to participate SkyCargo. The STAT Trade Times, organisers in Queen Elizabeth II's Diamond Jubilee. of the Air Cargo Africa 2013 event held in Johannesburg, named SkyCargo Global Cargo Carrying more, taking it further Airline of the Year. And for the 17th consecutive Emirates Sky Cargo is the largest airfreight year, it was named Best Air Cargo Carrier Middle carrier by tonnage. We’ve already passed the
= 200 TONNE BLUE WHALE East at the Asian Freight & Supply Chain Awards. two million tonne mark. The four new Boeing 777F freighters added to the SkyCargo fleet will Exceeding customers’ expectations certainly help. Awards are great. However, we would rather concentrate on staying close to our customers. Our expertise, experience and longevity allow us Our can-do spirit and expertise lets us tackle the to deploy the right capacity on the right route at jobs others can’t. Like the 36 tonne hydraulic the right time.
x 10,430 = 2,086,000 TONNES EMIRATES SKYCARGO CARRIED FOR 2012-13 28
HELLO WORLD, HELLO TOMORROW
A BRAND THAT SPEAKS TO Defining a new culture The fast lane April 2012. The message was everywhere around What better way to underscore the lifestyle THE NEW WORLD the world. All announced the launch of our new aspect of 'Hello Tomorrow' than with brand platform: 'Hello Tomorrow'. It marked sponsorships, they help to connect us to our Emirates’ evolution from a travel brand to an passengers, even when they’re not flying. inclusive global lifestyle brand. In December 2012, we renewed our The launch added a new word to the travel sponsorship deal with Arsenal FC, extending lexicon: “globalista.” Globalistas are people who and deepening one of the strongest and APRIL 2, 2012 EMIRATES live for new experiences, people for whom the most recognisable partnerships in world FACEBOOK LAUNCHES world is getting smaller. They are well-travelled, sport. The new £150 million deal grants us or have aspirations to become well-travelled. a five-year extension to our shirt partnership JUNE 1, 2012 = 100,000 For them, travel is about connectivity – a bridge plus an additional seven years for stadium 500,000 FANS between people and cultures, places and naming rights. ideas, imagination and exploration. Put simply, globalistas view travel as an essential part of This year, we also renewed our involvement their lifestyle. As a lifestyle brand, Emirates is in in Formula 1® racing, a high-profile, the best position to meet their needs. And earn international sport which aligns well with NOVEMBER 21, 2012 their loyalty. our global network. 1,000,000 FANS Innovation and accessibility make us different. We’ve increased our tennis portfolio to encompass more competitions, including As a lifestyle brand, we’re focused on making the Emirates Airline US Open Series, which our products and services more accessible culminates in the US Open. As part of our MARCH 29, 2013 to everyone, whilst maintaining our high partnership with the US Tennis Association, 1,500,000 FANS standards of quality. To make this work, we’re Emirates is the Official Airline of the US Open. creating innovative products and ways to touch customers’ lives beyond the airport. Sport is not the only thing we sponsor; we also support cultural events. In 2012-13, that 'Hello Tomorrow' is already proving effective. In included the San Francisco, Melbourne and the Brand Finance 2013 ranking of the Global Sydney Symphonies, Dubai International Film 500 Brands, our brand value jumped to US$4.1 Festival, Emirates Airline Festival of Literature billion, an 11% gain over last year’s ranking. and the Emirates Airline Dubai Jazz Festival. 30
A WORLD OF SERVICE
SMALL DETAILS MAKE A An exceptional experience on comfort, innovation and getting the details What defines the Emirates experience? It’s a right. For example, the tray linens used in First BIG DIFFERENCE distinctive combination of our unique product, Class and Business Class are stored flat, so our cabin crew and the Emirates “service there are no creases when presented. Our wine personality” they reflect. However, it does not cellar has won international acclaim, selecting CABIN CREW NATIONALITIES AND LANGUAGES happen by chance. It’s the result of a recruiting great varieties from regions of the world and training programme unmatched in the renowned for wine at an early stage, so we can industry. Our cabin crew are chosen to embody get the best value for money whilst offering our 137 the spirit of Hello Tomorrow. customers some of the finest choices. CABIN CREW NATIONALITIES The right people Still, we’re never satisfied. We constantly add to 58 LANGUAGES Our recruiters travel all over the world to find the customer experience, like installing larger the right people. They seek globalistas, people personal HDTV screens in our new A380 and CHANNELS ON ice DIGITAL WIDESCREEN = 100 who want to explore new places, cultures and Boeing 777 aircraft. All A380 cabins, including ideas. We often recruit for fluency in a specific Economy Class, are now Wi-Fi enabled. We language to match the demographics of a introduced the “Fly With Me Monster” collection 1,441 route, such as Mandarin on flights to Africa. – playful monster characters for pre-school CHANNELS The reason: as trade and tourism increases children to collect. between China and Africa, so does the number potential Cabin Crew of Chinese passengers. Superlatives from the industry 50,000 interviewed. 4,000 recruited = 5,000 We continue to win travel accolades. The We look for people with exceptional customer readers of Travel Weekly in the USA, rated service skills, cross-cultural sensitivity and good Emirates the Best Business/First Class Airline. attention to detail. They are not that easy to find. We won the CAPA Airline of the Year award as Last year, our recruiters interviewed more than the carrier that has had the greatest impact MOVIES ON ice DIGITAL WIDESCREEN = 10 50,000 people to find 4,000 suitable candidates. on the development of the airline industry. Our 323 ice inflight entertainment system was once MOVIES The right details again voted the “World's Best Airline Inflight There is one guiding principle shared by all at Entertainment” at the 2012 SKYTRAX World Emirates: never do anything to compromise the Airline Awards, for a record-setting eighth quality of the customer experience. We focus consecutive year. 32
A WHOLE NEW WORLD
THE FUTURE OF AIR Redefining the airport experience rooms; business centres; entertainment Not only do we operate the world’s largest zones; a variety of seating areas – from cosy TRAVEL IS HERE fleet of A380s, we have a dedicated home to open; a cigar lounge; enclosed play areas for them: the newly opened Concourse A at for children and duty-free shops. A staff Dubai International Airport, an extension of more than 1,200 people from Emirates DUBAI INTERNATIONAL AIRPORT CONCOURSE A of Terminal 3, 11 floors high with a total Flight Catering and Emirates Airport Services built-out area of 528,000 square metres. attend to passengers’ needs. 528,000 A380 square metres Concourse A’s passenger capacity is 15 GATES total built-out area 20 million global customers per year, which There’s something else unique about our FLOORS 11 HIGH PLAY boosts overall capacity at Dubai International lounges. Each features a Timeless Spa. With AREAS Airport to 75 million passengers per year. 72 therapists, 15 treatment rooms in First 15 First Class lounge Class and 14 in Business Class, they offer MILLION DUTY-FREE PASSENGERS One word describes the new concourse best: our customers far more than the traditional CAPACITY SHOPS incredible. Unlike any other airport facility 15-minute neck rub. AIRPORT LOUNGES in the world, the First Class and Business 29,000 2 FOOD COURTS Class lounges in Concourse A are on The main level of Concourse A presents SQUARE METRES 1,200 separate floors and extend the entire length travellers with a mesmerising array of SHOWCASE STAFF KITCHENS of the concourse. Each lounge offers direct, shopping and dining options. There’s world- 72 convenient access to aircraft boarding gates. class shopping in the many duty-free stores, SPA THERAPISTS They are the largest airport lounges in the enhanced with specially-selected products CONFERENCE world, occupying 29,000 square metres. not offered elsewhere. For dining, Concourse 3 ROOMS TIMELESS SPA TREATMENT A offers a range of tempting restaurants, 29 ROOMS BUSINESS FIRST CLASS What makes each lounge special isn’t just its bistros and cafés including a top-brand 3 CENTRES BUSINESS CLASS size; it’s what inside it. champagne bar. Best of all, there’s an even better experience waiting for you on board ENTERTAINMENT 14 ZONES RESTAURANTS Amenities include fine dining, complete with your Emirates flight. 1,491 2,552 table linens; showcase kitchens; conference First Class Business Class lounge seats lounge seats
HELPING LIFT THE WORLD OF AVIATION OFF THE GROUND
dnata's business encompasses ground and cargo handling, inflight catering, travel and technology. We employ more than 20,000 people and have businesses in 38 countries across five continents. We’re an essential part of aviation, although our horizon is strictly a ground view. But even from that perspective, we see unlimited opportunities ahead. 36
ONE WORLD, ONE DNATA
BECOMING THE WORLD’S MOST ‘One’ for all uniforms for our staff were rolled out world- Launched in 2011, our ‘One dnata’ programme wide. The uniforms added cohesive meaning and ADMIRED AIR SERVICES PROVIDER is an internal initiative that has helped unify and value to the brand for all of our staff, serving connect our company. Guided by our Vision – to as tangible proof of our strong commitment to be the world’s most admired air services provider supporting ‘One dnata’. – the programme has energised the workforce to strive towards a clearly defined common purpose. Common ground The ‘One dnata’ programme has helped create Revenue in the 2012-13 financial year rose to a common mindset for all our employees. 20,229 US$1.8 billion, exceeding the 2011-12 financial Building on this commonality, we launched a STAFF year, which up until now was the most successful renewed internal communications programme in our 53-year history. that includes a global newsletter and a new employee portal to help engage, inform and Safety first inspire the workforce. 923 A prominent feature of our new mindset and CARGO HANDLING identity is a continuous focus on safety and Training a leading team 8,327 security. Our recently developed internal To get new employees off to a common start, we AIRPORT OPERATIONS campaign ‘One Safety’ will define and reinforce have standardised our first-day training. Every our attitude and approach to safety. The goal of newly-recruited dnata employee, regardless the initiative is to develop a strong safety culture, of location or company, now receives identical 1,438 moving it from a corporate issue to a personal induction training on their first day. INFORMATION TECHNOLOGY one which resonates with all of our employees 889 across all our businesses. Our culture will be Investing in world-class training will enable TRAVEL AGENCIES benchmarked against 3,000 global organisations the company to deliver world-class service. 8,168 to help create specific action plans to reduce risk Just ask the team in Singapore. Disney is and improve safety performance. renowned for its excellence in customer SUBSIDIARIES service and since January all staff in dnata The message is a simple one: safety is Singapore have been put through an innovative everyone's business. two-day Service Excellence training course 484 in partnership with the Disney Institute for GROUP SERVICES One uniform for all Service Excellence Training to help the staff A highly-visible manifestation of the new brand learn how to interact with customers in a fun, taking shape was introduced this year. New personable way. 38
WORLD-CLASS GROUND OPERATIONS
What you don’t see On average it moves 90,000 bags per day and is capable of moving 150,000 bags per day. AN INCREDIBLE INFRASTRUCTURE To Emirates passengers, the new dedicated A380 Concourse A at Dubai International Airport FOR AN AMAZING PLACE is a shining example of a modern air terminal. Airport-wide, dnata handles 170,000 bags per Little do they realise that below their feet is day, on average. What’s beyond average is our another marvel – one of engineering. performance. Mishandled bags per 1,000 is the top key performance indicator (KPI). Last year, 62m It is the world’s largest, most technologically that number was down below 1.5, compared to BAGS HANDLED PER YEAR = 10,000,000 advanced underground baggage handling IATA’s industry average of 8.99. system – designed, installed and managed by us. Extending a welcoming hand to Bahrain marhaba, the familiar meet-and-greet service The biggest challenge in construction was for passengers at Dubai International Airport, distance, as the terminal buildings and announced its first international venture and concourses at Dubai International Airport are commenced operations for a dedicated meet laid out in a straight line. At peak time in the and greet service at Bahrain International morning, Emirates has approximately 60 inbound Airport (BIA). and 70 outbound flights. A single Emirates A380 arriving from the US carries approximately 1,000 An Olympic performance
EVERY bags; of these, approximately 75% are bags When the Summer Olympics and Paralympics 90,000 in transit. They must be immediately routed to came to London in 2012, ‘Team dnata’ handled connecting flights throughout Dubai International the arrival and departure of all of the athletes, BAGS HANDLED DAILY IN HOURS CONCOURSE A AT DUBAI Airport’s 120 gates – all within Emirates along with their baggage and equipment. INTERNATIONAL AIRPORT 75-minute minimum connection time. To minimise confusion and bottlenecks at The solution was to tie in the baggage flow the airport, we set up a check-in station for from Concourse A with the existing system Heathrow inside the Olympic Village and by eight high-speed extended tracks. It takes worked through the night for three nights 92 kilometres of baggage tracks; travelling at running to ensure a smooth service on arrival speeds of more than 25 kilometres through an and departure. 800 metre long underground tunnel and 3,000 people working 24/7 to make it happen. No equipment or baggage was lost or damaged. 40 OUR CARGO BUSINESS DELIVERS THE WORLD
GROWING BY THE Setting new records warehouses and includes a transportation facility, In 2010 we expanded our operations to Dubai an in-house transport department to manage TONNE AT DWC World Central – Al Maktoum International Airport cargo flows and a yard for airside operations. (DWC). The dnata-operated air cargo terminal at DWC – known as FreightGate-8 – handles local Two of the buildings currently handle 21 wide- and sea-air export and import cargo as well as body flights daily for a British-based carrier. transit cargo. Another 60,000 square foot facility nearby is dedicated to an Asian carrier’s passenger and In 2012-13 we handled a total of 222,894 tonnes freighter cargo operations. Three additional of air cargo at DWC, representing an increase of facilities will provide 206,000 square feet of new = 7 TONNE 75% over the previous period. The total number cargo space and feature fully automated cargo of active cargo flights we handled on the ramp handling systems, as well as chiller rooms. All and in the FreightGate-8 was 4,650 for the same in a paperless, e-freight environment. Call it a financial year, having grown by 71% from the prototype for the future of all cargo business. previous period. Air cargo minus the paperwork In fact, activity levels at FreightGate-8 in terms of Calogi is the world's leading paperless air monthly cargo tonnage handled now matches that cargo solutions portal, designed to simplify the of the more established dnata cargo terminals at cargo business. x 31,842 Dubai International Airport (DXB). In 2012-13, Calogi gained sizeable Our numbers across our combined seven momentum, increasing the number of = 222,894 FreightGates at DXB and DWC continued to climb subscribing companies to 639, a 25% TONNES OF DNATA AIR CARGO HANDLED in the 2012-13 financial year. The Cargo handled increase. The total number of transactions AT DWC FOR 2012-13 rose to 790,856 tonnes, a 13% increase over the soared from 3 to 4 million. Calogi’s global previous year. Flights handled climbed to 96,170, presence also expanded. It’s now used in a 5% increase. the Philippines, UK, Canada, Sri Lanka, Bangladesh, Pakistan, China, India, Indonesia, Redefining cargo handling at Heathrow Malaysia and Vietnam. We’re leading the way to an improved cargo service at Heathrow by developing a cargo In 2012-13, enhancements included logistics centre. With a project name of significant upgrades to its e-booking system, “dnata City” the development is an expansive which allows forwarder subscribers to grow 20-acre cargo complex centred on five air freight their e-cargo capabilities. 42
CATERING TO THE WORLD
OUR CATERING OPERATIONS Alpha LSG joint venture packaged food solutions with operations in the In 2011 we acquired Alpha Catering S.p.A., a UK, the UAE and the USA. HEAT UP BUSINESS leading inflight caterer that provides quality service to airline clients from 62 airports En Route provides a range of premium quality across 12 countries. Building on the success products and serves many of the world’s top of that acquisition, in 2012 we formed an airlines, including Emirates. En Route also equal-share joint venture in the UK with LSG operates key distribution centres at two of the Sky Chefs. Named Alpha LSG, it includes world’s busiest airports – London Heathrow and all existing Alpha and LSG Sky Chefs airline Hartsfield-Jackson Atlanta International Airport in catering, airline retail and ancillary services in the USA. the UK (with certain exceptions). Alpha LSG operates in 16 airports throughout the UK and Strengthening customer relationships serves more than 75 airlines. We are relationship builders - with an eye on the future. So while we focus on taking care of our Growing in South Africa customers’ immediate needs, we look after their In another region, our inflight catering expanded long-term ones as well. its presence in South Africa in 2013 by forming dnata Newrest RSA – an inflight catering services For example, Alpha Flight Group dutifully group formed when Wings (jointly owned by dnata services Britain’s flagship carrier at Gatwick and Mentor Africa) merged with the catering Airport, providing delicious meals for passengers services business of Newrest First Catering. travelling in all cabins. What is unexpected in that arrangement is the impressive test kitchen Alpha Meeting customers' specific requirements just completed for the carrier at Gatwick. It not and needs at a competitive cost is what dnata only allowed us to strengthen our bond with the Newrest is all about. We offer a range of choices, airline, but also helped the British carrier solidify from fresh and authentic world class cuisine to relationships with their own customers. 28.6m = 1,000,000 MEALS MEALS DNATA SENT INTO THE SKIES 2012-13 innovatively developed, sourced and packaged fresh, frozen or ambient products, competitively Actually, the term ‘test kitchen’ belies the delivered by state-of-the-art provisioning and upscale tone of the facility. The showcase logistics services. kitchen recreates that of a five-star restaurant. Guest chefs are often brought in. It’s the perfect Also in 2013, we acquired a majority stake in En place for the airline to entertain and impress Route International Ltd, a supplier of bakery and their customers. 44
TRAVELLING THE WORLD
OUR TRAVEL TEAMS Travel Republic takes off Travel Counsellors’ track record in recruiting The 2012-13 financial year marked the first full- and supporting the very best home-based travel GO THE DISTANCE year revenue contribution from Travel Republic, professionals. our online travel agency in the UK, acquired in December 2011. Buoyed by its highly successful India celebrates one year anniversary “Secure a Hotel with a one Pound deposit” In November 2012 we celebrated a year of promotion, travel played a significant role in successful performance with our partner, Hogg
= 10,000 CALLS HANDLED fuelling dnata’s record year in 2012-13. Now, Robinson Group (HRG), after introducing its travel MONTHLY CALLS HANDLED BY DNATA'S TRAVEL ADVISORS we are replicating Travel Republic’s success with products and services to corporate customers in online sites in Italy, Ireland, Spain and Germany. India. With offices in Delhi (Noida) and Mumbai, HRG India serves more than 75 global and Travel Republic contributes a lot to dnata, not national corporate clients in eight cities across just revenue, but knowledge and experience. Its India, with a travel staff that has grown from 100 online systems capability and expertise in pay- at opening to 165 now. per-click search is helping our travel business in the Middle East accelerate their own online plans. Corporate travel customers who adopt the online travel management platform can book We also broadened the local market with a travel from the comfort and convenience new joint venture. Travel Counsellors started of their offices, using a single screen. operating in the UAE in summer 2012. The Even better, their companies will save partnership combines our market experience, money through better compliance, supplier industry contacts and supplier relationships with negotiations and timely purchasing. 300,000 calls 46
A WORLD OF EFFICIENCY
AIRLINES RUN BETTER ON Smooth, efficient travel ahead and equipment; and, predictably, improves mercator is a provider of business technology operational performance. Following the success MERCATOR TECHNOLOGY solutions and services to the global airline of the system at Emirates, mSID has been made industry. Its value proposition is a compelling available to the industry. one: reduced costs, improved processes and increased performance. In 2012, mercator Where is my bag? 18 introduced a new logo and brand – establishing According to SITA, 25.8 million pieces of its place among the industry leaders in airline baggage were mishandled in 2012. Delayed bags IT. The new brand reflects mercator’s mission to were 85% of that total. Damaged or lost bags 18 MILLION bring its airline clients and passengers closer to accounted for the remaining 15%. The cost to the AIRFREIGHT the technology solutions they need for smooth, aviation industry is staggering: US$2.58 billion SHIPMENTS PER YEAR efficient travel. in 2012. MANAGED BY 250 OUR CARGO Safety management and compliance made easy Thanks to mercator’s newly-developed baggage SOLUTIONS mercator’s new safety and compliance tracking and management technology, mBELT, management system, mSID, is now live and it no longer has to be that way. The baggage OVER 250 running at Emirates, its pilot customer. The management suite gives ground handlers MILLION and airports an end-to-end tool to help them TRANSACTIONS system is focused on ensuring that standards MANAGED YEARLY FOR of safety are continually improved across the manage the entire lifecycle of their passengers’ AIRLINES ACROSS Emirates Group. It also protects the welfare bags, adding high visibility and transparency to 19 THE GLOBE BY and safety of Emirates’ customers, colleagues baggage movement. MERCATOR’S REVENUE ACCOUNTING SERVICES (mRAS) TEAM 19 MILLION AIRLINE LOYALTY MEMBERS AND OVER 366 MILLION TRANSACTIONS MANAGED EACH YEAR BY OUR LOYALTY & CRM SOLUTIONS 48
08 JULY 1ST For the fourth year in a row, mercator's customer contact 2ND QUARTER 26 MAY centre is named '2012 Best Call Centre Help Desk of the QUARTER mercator introduces its Year' at the Annual Middle East Call Centre Awards new logo and brand 29 APRIL 09 JULY 12 AUGUST 13 SEPTEMBER Emirates SkyCargo is voted Cargo First daily Emirates Emirates services to Erbil marhaba celebrates the launch of Airline of the Year at the prestigious flights to Lisbon commence, becoming the its first international venture with Cargo Airline of the Year 2012 awards airline’s third gateway into Iraq commencement of services at APRIL MAY JUNE JULY AUGUST SEPTEMBER Bahrain International Airport (BIA)
Hello Hello Vietnam Barcelona
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15 JULY 26 APRIL dnata’s newest cargo Emirates inflight entertainment, ice wins terminal, FreightGate-8, 22 MAY the World's Best Inflight 23 AUGUST located at Dubai World Emirates becomes the Entertainment award at the Emirates is awarded the Central-Al Maktoum official airline of the 2012 World Airline Awards Jon C. Long Fly Quiet International Airport Irish Open (DWC), unveils an for eighth consecutive year 'Chairperson's Award' by increase in air cargo 16 MAY San Francisco International 5 JULY 12 SEPTEMBER volumes of 700% for the dnata, announces acquisition Airport for demonstrating dnata is appointed Emirates launches its daily non- 02 APRIL 2011-12 financial year of a majority stake in En significant efforts in reducing as a Passenger stop service to Washington, DC, Emirates launches a new Route International Ltd, aircraft noise impact Sales Agent (PSA) its seventh US gateway global brand platform themed a supplier of bakery and 04 JUNE for Costa Cruises 'Hello Tomorrow' packaged food solutions Emirates commences flights 01 AUGUST to Ho Chi Minh City 10 MAY Emirates launches A380 03 JULY The Emirates Group announces its 24th service to Amsterdam First daily Emirates consecutive year of profit and company-wide flights to Barcelona growth amidst unprecedented economic pressure and record high fuel prices 50
3RD 12 DECEMBER 4TH dnata is announced as ‘World’s Leading Air Travel QUARTER Service Provider’ at the World Travel Awards Grand 19 FEBRUARY QUARTER Final Gala Ceremony 2012, Delhi Transguard Group and Swiss Post Solutions (SPS) sign a 11 NOVEMBER Joint Venture Agreement towards a strategic alliance to JW Marriott Marquis Dubai, the create ‘Transguard SPS;’ the new UAE-based mailroom and 25 MARCH world's tallest hotel, owned by 01 DECEMBER document management solutions provider dnata, the Newrest Group and Mentor Africa announce the Emirates Group opens Emirates launches a daily 27 DECEMBER the formation of a new, jointly-owned inflight catering A380 service to Moscow Emirates welcomes its services group in South Africa. OCTOBER NOVEMBER DECEMBER 30th A380 to the fleet JANUARY FEBRUARY MARCH
Hello Adelaide
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05 MARCH 01 NOVEMBER Emirates opens its 35th Emirates launches 13 FEBRUARY dedicate airline lounge at flights to its fifth Toll dnata commences Milan Malpensa airport Australian destination 02 JANUARY Double daily A380 handling services for Air New 01 OCTOBER with the inaugural 10 DECEMBER services to Paris Charles Zeland across Australia Alpha and LSG Sky Chefs flight to Adelaide Flights to Phuket, Emirates joint venture in the UK second Thai destination, commence de Gaulle and New York JKF are introduced becomes effective 20 MARCH 05 FEBRUARY Emirates announces five year
05 DECEMBER Emirates signs a five year sponsorship of Barcelona Open tennis Daily service to Lyon is launched agreement to become a Global ® 25 OCTOBER 02 JANUARY Partner of Formula 1 Emirates launches Concourse A opens at Dubai 25 NOVEMBER 31 MARCH its Google + page International – the world’s first Emirates Group Security becomes Qantas and Emirates partnership dedicated A380 facility and the first aviation and airline security 01 FEBRUARY commences, offering 98 weekly flights home of the Emirates A380 London Heathrow becomes a organisation in the world to be between Dubai and Australia an all A380 route, following awarded the ISO 28000 certification the launch of the fifth daily A380 service 52
OUR WORLD TODAY
EMIRATES DESTINATIONS = 30 136* AIRPORTS * INCLUDES 3 FUTURE DESTINATIONS
DNATA PRESENCE WORLDWIDE = 30 103 LOCATIONS
DNATA PRESENCE EMIRATES PRESENCE EMIRATES DESTINATIONS
Aberdeen Bergamo Coolangatta Genova London Gatwick Pisa Tehran Abu Dhabi Seychelles Abidjan Basra Colombo Entebbe Istanbul Lisbon Mumbai San Francisco Tripoli Abu Dhabi Birmingham Cork Glasgow London Heathrow Prague Townsville Adelaide Sharjah Accra Beijing Copenhagen Erbil Jakarta London Heathrow Munich Sanaa Tunis Adelaide Bologna Damascus Guangzhou Luton Prestwick Tunis Bengaluru Singapore Addis Ababa Beirut Dakar Frankfurt Jeddah London Gatwick Muscat São Paulo Venice Al Ain Brindisi Dammam Islamabad Manchester Ras Al Khaimah Turin Brisbane Sydney Adelaide Bengaluru Dallas Geneva Johannesburg Los Angeles Nairobi Seattle Vienna Al Khobar Brisbane Darwin Jeddah Manila Riyadh Venice Canberra Wolgan Valley Ahmedabad Beunos Aires Damascus Glasgow Karachi Luanda New York Seoul Warsaw Al Medinah Bristol Delhi Johannesburg Melbourne Rome Verona Dar es Salaam Zanzibar Al Medinah Birmingham Dammam Gothenburg Khartoum Lusaka Newcastle Seychelles Washington, DC Alghero Bucharest Dhaka Jubail Milan (Malpensa & Salalah Yanbu Dubai Algiers Brisbane Dar es Salaam Guangzhou Kochi Lyon Nice Shanghai Zaragoza Amman (Marka) Cagliari Doha Kabul Linate) Sanaa Zurich Fujairah Almaty Cairo Delhi Hamburg Kolkata Madrid Osaka Singapore Zurich Ancona Cairns Dubai Karachi Mumbai Sanford Hobart Amman Campinas Dhaka Haneda Kozhikode Malé Paris Stockholm Bahrain Cairo Dublin Kathmandu Muscat Sharjah Launceston Amsterdam Cape Town Djibouti Hanoi Kuala Lumpur Malta Perth St. Petersburg Bangkok Canberra East Midlands Khartoum Naples Singapore Malé Athens Casablanca Doha Harare Kuwait Manchester Peshawar Sydney Barcelona Cape Town Edinburgh Kuwait Newcastle Sofia Melbourne Auckland Chennai Dubai Ho Chi Minh City Lagos Manila Phuket Taipei Bari Cardiff Erbil Lahore Olbia Stansted Muscat Baghdad Chicago Dublin Hong Kong Lahore Mauritius Prague Tehran Beirut Casablanca Florence Lamezia Terme Palermo Suva Perth Bahrain Chittagong Durban Houston Larnaca Melbourne Rio de Janeiro Thiruvananthapuram Belfast Catania Fujairah Leeds Perth Sydney Phuket Bangkok Christchurch Düsseldorf Hyderabad Liege Milan Riyadh Tokyo Bengaluru Colombo Geneva Liverpool Peshawar Taif Ras Al Khaimah Barcelona Clark Eldoret Islamabad Lilongwe Moscow Rome Toronto 54
CONTENTS
FINANCIAL INFORMATION
EMIRATES FINANCIAL The Emirates Group sees the world without COMMENTARY 58 boundaries; a world that gives us and our DNATA FINANCIAL COMMENTARY 66 customers the space to grow and connect with each other. EMIRATES INDEPENDENT AUDITOR’S 71 REPORT AND CONSOLIDATED At Emirates and dnata, we are people from FINANCIAL STATEMENTS over 130 countries working together for our customers to open up the world and all the DNATA INDEPENDENT AUDITOR’S 115 opportunity it brings. REPORT AND CONSOLIDATED FINANCIAL STATEMENTS
ADDITIONAL INFORMATION
EMIRATES TEN-YEAR OVERVIEW 152
DNATA TEN-YEAR OVERVIEW 154
GROUP COMPANIES OF EMIRATES 156
GROUP COMPANIES OF DNATA 157
GLOSSARY 158 58
Profit margin in % Return on shareholder’s funds in % Available seat kilometres (ASKM) in millions Passenger seat factor in % EMIRATES 80.0 80.0 79.7 2012-13 236,645 9.9 28.4 78.1 FINANCIAL 8.1 21.6 75.8 2011-12 200,687 3.1 COMMENTARY 2.4 10.4 4.4 7.2 1.6 2010-11 182,757
2009-10 161,756
134,180
2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13
Emirates continued with its growth plan Profit attributable to the Owner in AED m REVENUE Passenger yield in fils per RPKM year which underlines Emirates growth Geographical revenue in AED m and the financial year 2012-13 has 6000 and expanding network. 5,375 2012-13 2011-12 % change 32.1 seen the largest increase in capacity in 5000 AED m AED m 30.5 30.5 East Asia West Asia the airline’s history with the addition of 28.3 Cargo revenue continued to grow, up and and Indian Gulf and 4000 Passenger 57,477 48,950 17.4 34 wide-body aircraft to its fleet where 3,538 26.1 8.4% over last year, to AED 10,346 Year Australasia Europe Americas Ocean Middle East Africa Total Cargo 10,346 9,546 8.4 added capacity measured in ATKM by 3000 million (2011-12: AED 9,546 million). 2,283 2012-13 20,884 20,140 8,275 8,031 7,117 6,712 71,159 5.5 billion tonne-kilometres. Emirates Excess baggage 388 332 16.9 Cargo tonnage increased significantly 2000 2011-12 18,227 17,058 6,696 7,083 6,314 6,130 61,508 launched 10 new destinations across 1,502 by 16.1% over the previous year and for Transport revenue 68,211 58,828 15.9 % change 14.6% 18.1% 23.6% 13.4% 12.7% 9.5% 15.7% six continents, shipped more than 2 686 1000 the first time, SkyCargo carried more million tonnes of cargo for the first time Sale of goods 2,181 2,017 8.1 than 2 million tonnes (2,086 thousand 0 Emirates continued to benefit from its regions for Emirates in terms of geographical and carried an additional 5.4 million tonnes) in a financial year. A strong Destination and leisure 226 245 (7.8) strategy of having a diverse revenue base, revenues reflecting the added destinations passengers, the highest increase in a performance against an adverse and
Others 541 418 29.4 2008-09 2009-10 2010-11 2011-12 2012-13
2008-09 2009-10 2010-11 2011-12 2012-13 with no region contributing more than 30% and increased frequencies on these routes. financial year, despite the challenges shrinking (1.5% in 2012) air cargo of revenues. Robust growth in revenue has The change in revenue by geographical area faced by the aviation industry in an Total 71,159 61,508 15.7 transportation market. FTKM increased been witnessed across all geographical is generally in line with the overall revenue uncertain global economic environment. Premium class seat factor remained by 15% to 9,270 million tonnes while regions lead by Europe (up AED 3,082 million growth, reflecting the introduction of ten new Emirates’ operating profit increased As a consequence, the return on Passenger revenue (including excess stable compared with the previous the yield per FTKM declined by 6.1%. or 18.1%), East Asia and Australasia (up AED destinations spread across all the continents PROFITABILITY by 56.6% to AED 2,839 million, an shareholder’s funds stood at 10.4%, baggage) grew at a remarkable rate of year and the economy class seat Cargo revenue continues to constitute an a healthy increase of 3.2 percentage 17.4% or AED 8,583 million over the factor remained unchanged at 83.1% 2,657 million or 14.6%) and the Americas (up as well as the significantly increased In its 25th consecutive year of profitable increase of AED 1,026 from last year’s important 15.2% (2011-12: 16.2%) of points compared with the previous year previous year to AED 57,865 million, the (2011-12: 83.3%). The impressive AED 1,579 million or 23.6%). The Americas frequencies and capacity to a large number operations, Emirates profit attributable operating profit of AED 1,813 million. Emirates transport revenue, aligned with (2011-12: 7.2%). result of a 17.6% growth in RPKM and passenger seat factor over an expanded has further climbed one place and is now of existing destinations. to the Owner is AED 2,283 million, is a This resulted in an enhanced operating the expanded revenue base. a stable yield per RPKM. Passenger seat capacity has resulted in the number ranked amongst the three most important substantial increase of 52% from last margin of 3.9%, 1 percentage point REVENUE factor at 80% for the third consecutive of passengers carried exceeding 39 year’s profit of AED 1,502 million. High higher compared to the previous year year was an achievement in itself million, an increase of 15.9% or 5.4 jet fuel prices and pressure on yield have (2011-12: 2.9%). Revenue crossed the AED 70 billion against a backdrop of a significant million passengers over the previous continued to impact the results despite the mark growing by a robust 15.7% to AED Geographical revenue 17.9% increase in ASKMs. in % sustained increase in the revenue base. 71,159 million (2011-12: AED 61,508 Passenger numbers in ‘000 Cargo carried in tonnes ‘000 million). Transport revenue stood at Operating profit in AED m Development of revenue in AED bn 39,391 Emirates improved profit margin at 3.1% AED 68,211 million, an improvement of 2,086 29.3% East Asia and Australasia (2011-12: 2.4%) represented a positive 5,443 15.9% over the previous year (2011-12: 71.2 33,981 1,796 31,422 1,767 result in yet another challenging year, AED 58,828 million) mainly supported 61.5 1,580 28.4% Europe marked by a weak economic environment, by an increase in passenger revenue. 52.9 27,454 3,565 1,408 continued political crises in the Middle Transport revenue continued to 42.5 42.5 22,731 2,839 11.6% Americas East region, volatile exchange rates for 2,278 account for 95.9% (2011-12: 95.6%) major currencies and continued high 1,813 of total revenue. 11.3% West Asia and Indian Ocean fuel prices. 10% Gulf and Middle East
9.4% Africa 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 60
EMIRATES Employee cost as % of total Unit costs in fils per ATKM operating costs Aircraft departures Destination cities 159,892 163 167 142,129 160000 147 2012-13 12.8 87.2 166 133,772 142000 2012-13 132 136 123,055 124000 2011-12 13.1 86.9 109,477 2011-12 122 104 106000 94 95 97 99 2010-11 15.6 84.4 88000 2010-11 111
2009-10 15.9 84.1 2009-10 102
99
2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 14.3 85.7 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 Unit cost Employee cost Unit cost excluding jet fuel Operating costs EXPENDITURE Total unit cost per ATKM is largely up 13.8% or AED1,093 million. This phase out activities. The 11.4% increase CAPACITY, TRAFFIC AND LOAD FACTOR Aircraft departures increased by 12.5% unchanged compared to last year and second largest cost element of Emirates in in-flight catering costs was mainly a to 159,892 (2011-12: 142,129) with the Emirates operating costs rose marginally marginally up by 0.8% to 167 fils per ATKM constituted 12.8% of the operating result of higher passenger numbers. increase in traffic coming principally from: higher than the growth in revenue mainly 2012-13 2011-12 % change (2011-12: 166 fils per ATKM) reflecting the costs (2011-12: 13.1%). due to investment in new fleet, reflected ss s s continuing high jet fuel costs. The higher depreciation charge at AED Capacity (ATKM) million 40,934 35,467 15.4 in higher depreciation and operating lease to 10 new destinations – Ho Chi Minh The rise in other direct operating costs 5,046 million is up AED 993 million Load carried (RTKM) million 27,621 23,672 16.7 costs as well as an increased spend on City, Barcelona, Lisbon and Erbil Excluding jet fuel costs, unit costs have (handling, in-flight costs, overflying, or 24.5%, mainly on account of an Load factor % 67.5 66.7 0.8 pts sales & marketing in strengthening launched in the first half; Washington, increased 1.7% to 99 fils per ATKM (2011- landing and parking and aircraft increase in owned or finance leased its brand. Break even load factor % 66.9 65.9 1.0 pts DC, Adelaide, Lyon, Phuket, Warsaw 12: 97 fils per ATKM), and this compares maintenance) of AED 1,796 million or aircraft fleet and related assets. Aircraft and Algiers launched in the second half well with the general price increases. 16.8% was on account of rate increases operating lease cost substantially grew For the first time in the history of the The opening of the new dedicated Operating costs at AED 70,274 million of the financial year. and an increase in activity levels. Aircraft by AED 1,128 million or 23.6% due to airline, capacity measured in terms Emirates A380 concourse in Dubai were up by 16.2% or AED 9,800 Airline employee numbers grew 13.2% maintenance costs increased by 44% an increase in the number of aircraft on of ATKM crossed the 40 billion tonne- during the year, the first facility of its s s s million. Jet fuel cost continues to be the on the back of a strong 15.4% increase or AED 569 million on account of an operating leases. kilometre mark with a further growth kind has set new standards for the existing destinations, including single largest cost element of the total in capacity. Overall employee costs were increase in scheduled maintenance and by 15.4% to 40,934 million tonne- industry in terms of customer service. Jakarta, Glasgow, Paris, Hong Kong, operating cost. In addition, sales and marketing kilometres (2011-12: 35,467 million The A380 fleet now serves a total Doha, Milan, Jeddah, Manila and Madrid. Operating costs in AED m expenses were up AED 889 million or tonne-kilometres). The resultant traffic of twenty one destinations across s s s 70,274 Operating costs 20.3% because of the brand re-launch or RTKM showed an even stronger our network. destinations with larger aircraft mainly 2012-13 2011-12 % change 2012-13 60,474 “Hello Tomorrow”, higher spend on increase of 16.7% to 27,621 million operating to London, Copenhagen, % of sports sponsorship events and higher tonne-kilometres (2011-12: 23,672). Two new lounges were opened in the Accra, Abidjan, Durban, Dublin, operating 48,788 sales and distribution expenses in line Consequently the overall load factor new A380 concourse in Dubai and one Manchester as well as new A380 AED m AED m costs 40,988 39,890 with growth in operation. achieved was 67.5% which is 0.8 in Milan. This takes the total number of services to Amsterdam, Moscow, Jet fuel 27,855 24,292 14.7 39.6 percentage points higher than the Emirates dedicated airport lounges to 35. Melbourne, Narita and Singapore. Employee 9,029 7,936 13.8 12.8 previous year (2011-12; 66.7%) Aircraft operating leases 5,916 4,788 23.6 8.4 reflecting a healthy growth in passenger Available tonne kilometres (ATKM) Sales and marketing 5,270 4,381 20.3 7.5 Jet fuel cost as % of operating cost carried and cargo tonnage. in millions and number of aircraft Depreciation 5,046 4,053 24.5 7.2 35.2 29.9 34.5 40.2 39.6 169 Handling 4,073 3,584 13.6 5.8 With 31 flagship A380 aircraft in the Overall and breakeven load factor in % 197 fleet at 31 March 2013, Emirates 142 148 40,934 In-flight catering and 68.9 70 127 35,467
2008-09 2009-10 2010-11 2011-12 2012-13 70.1 continues to be the largest operator of 67.5 related costs 3,159 2,836 11.4 4.5 64.8 65.5 66.8 66.7 32,057 Overflying 2,086 1,878 11.1 3.0 59.8 60.4 this aircraft. With the aircraft returning 65.1 28,526 healthy load and seat factors well 66.9 65 24,397 Jet fuel costs at AED 27,855 million Aircraft maintenance 1,865 1,296 43.9 2.7 65.9 above the network average, both in the 64.1 64.4 63.6 (2011-12: AED 24,292 million) Office accommodation and IT costs 1,649 1,450 13.7 2.4 60 premium and economy cabins, the A380 comprised a significant 39.6% of the Landing and parking 1,335 1,128 18.4 1.9 remains the aircraft of choice amongst total operating costs, only slightly 55 Cost of goods sold 1,042 926 12.5 1.5 our discerning customers. reduced from 40.2% in the previous Amortisation 90 81 11.1 0.1 year. The increase in absolute cost is a 2008-09 2009-10 2010-11 2011-12 2012-13 Corporate overheads 1,859 1,845 0.8 2.6 2008-09 2009-10 2010-11 2011-12 2012-13 result of a 15.7% increase in quantity 2008-09 2009-10 2010-11 2011-12 2012-13 uplifts and a marginal 0.9% decrease in Jet fuel cost Breakeven load factor Available tonne kilometres (ATKM) average jet fuel price per US gallon. Total operating costs 70,274 60,474 16.2 100.0 Other operating cost Overall load factor Number of aircraft in operation 62
EMIRATES Effective interest rate on borrowings Net debt (including aircraft operating Operating cash margin in % EBITDAR margin in % and lease liabilities in % leases) equity ratio in %
25 186.4 19.2 20.3 24.5 24.8 167.0 158.5 162.1 17.5 20 3.5 19.2 19.0 15 127.6 17.2 3.1 3.0 13.0 11.6 10 2.7 2.5 5 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13
CASH POSITION in the last quarter of the financial year substantial 29.4% up over last year, the CAPITAL EXPENDITURE FLEET ACQUISITION AND FINANCING The year started with the issuance refinanced one of its A380s through the Net debt (including aircraft operating have been invested in short term bank highest level ever achieved by Emirates. of a uniquely structured Enhanced first ever capital market bond backed leases) and cash assets in AED m Emirates generated AED 12,814 million Emirates continued to invest heavily During the financial year Emirates deposits for financing aircraft deliveries EBITDAR margin at 19% was up by 1.8 Equipment Trust Certificate (EETC) by a COFACE (the French Export Credit of cash from operating activities which in its revenue generating assets with took delivery of a record 34 wide- 42,943 in the year 2013-14. percentage points over last year. funding four A380s. This deal won Agency) guarantee. This trend-setting is the highest level ever achieved capital expenditure during the year body aircraft – the highest number of several accolades across the industry transaction has paved the way for others and reflects a very strong increase of Cash assets in AED m amounting to AED 13,378 million (2011- deliveries the airline has taken in any 34,791 As a result, cash assets which include including the prestigious ‘Innovative in the industry to follow, just as the 58.1 % over last year (2011-12: AED 24,572 12: AED 13,644 million). Primary capital single year, which comprised of 20 short term bank deposits were up Deal of the Year’ from both Airfinance Emirates first US Ex-Im Bank guaranteed 27,695 26,556 8,107 million). As a consequence, the expenditure consisting of the spend on B777-300ERs and 4 B777-200LRFs substantially by AED 8,985 million or Journal and Global Transport Finance. Bond did in 2009. 26,009 operating cash margin stood at 17.5% aircraft, major overhauls, spare engines from Boeing and 10 A380s from 57.6% to a healthy AED 24,572 million 24,572 (2011-12: 13.0%). Operating activities 15,587 and parts comprised 90% (2011-12: Airbus. Emirates continues to remain at 31 March 2013 and are expected to In early 2013 the airline issued two DEBT 15,587 continue to provide sufficient cash 13,973 91%) of the total capital expenditure the world’s largest B777 operator with 13,973 be sufficient to cover all requirements amortising bonds – a conventional 10,511 to support the growth of the airline, 10,511 including disbursements for aircraft 126 aircraft comprising all variants of Emirates total borrowing and lease 7,368 due in the next financial year when ‘144A / Reg S’ and a Sukuk, to raise investment activities and service its delivered during the year and progress the B777 family and the largest A380 liabilities increased to AED 40,525 supplemented by our aircraft and 7,368 USD 1.75 billion in less than six weeks. financing obligations. payments for future deliveries. In total, operator with 31 twin deck units in million, up AED 9,645 million or 31.2% corporate financing programme. The These issuances were pioneering and led secondary capital expenditure amounted service. Emirates total order book size, over the previous year mainly on account 2008-09 2009-10 2010-11 2011-12 2012-13 available cash balance represents a the way with several firsts - first senior Cash generated from operations was to AED 1,324 million (2011-12: AED excluding options, is 193 aircraft as at of an increase in lease liabilities and the Net debt (incl. aircraft operating lease) healthy and stable ratio of cash assets unsecured amortising bond issued used to finance the investment in 1,257 million) of which AED 617 million 31 March 2013. issuance of two new bonds (‘144 A / Cash assets to revenue and other operating income 2008-09 2009-10 2010-11 2011-12 2012-13 by an airline and first ever amortising property, plant and equipment of AED (2011-12: AED 802 million) has been Reg S’ and Sukuk) totaling AED 6,428 at 33.6% (2011-12: 25%). Excluding the Sukuk in the international market. The 5,773 million, repay a AED 2,020 million spent on building construction projects Emirates raised a total of AED 28.6 million (USD 1.75 billion), partially bond proceeds, the ratio remained at a EBITDAR for the year equated to conventional bond is listed on the Irish During the year, Emirates repaid a Sukuk Sukuk bond and settle loan and lease including the new Emirates owned JW billion (USD 7.8 billion) in aircraft offset by Sukuk repayments of AED healthy 24.9% in line with previous years. more than 14 months of debt service Stock Exchange whilst the Sukuk is listed of USD 550 million in full on its maturity liabilities of AED 2,985 million with the Marriott Marquis Hotel in Dubai. financing during the financial year 2,020 million. As a result, the ratio of Emirates cash profit from operations and lease rentals, including periodic on NASDAQ Dubai. Emirates received an date. The bond, listed on the DFM Stock balance invested in short term bank 2012-13 (funded through finance and borrowings and lease liabilities to total (or EBITDAR) for the year ended 31 principal and interest payments on overwhelmingly positive response to Exchange, was issued in 2005 with a deposits. The proceeds from USD and operating lease including bonds), and equity at 31 March 2013 was at 176% March 2013 was AED 13,891 million, a aircraft financing and bond issues. these issues, indicative of its financial seven year term. Sukuk bonds of AED 6.4 billion issued has received offers of finance covering (2011-12: 143.9%). strength and high level of investor Fleet and other capital expenditure in AED m the high level of deliveries due in the confidence on its successful business model 12,387 forthcoming financial year, in addition Emirates net debt equity ratio at Cash generated from Cash flow in AED m EBITDAR in AED m 12,054 and growth plans. These bonds are in line 11,385 to the proceeds from the issuance of 31 March 2013 improved to 69.3% operating activities in AED m with Emirates strategy of diversification 13,891 bonds during the final quarter of the (2011-12: 71.2%) as the increase in 8,400 of financing sources and they allowed Net cash generated from 13,437 financial year 2012-13. borrowings was offset by an increase in 12,814 12,814 the airline to tap a deeper and wider operating activities 6,675 cash assets and equity. After capitalising 11,004 geographical investor base than previously. 10,735 This financial year has seen Emirates aircraft operating leases, the same ratio Net cash used in 10,638 8,328 8,107 15,061 achieve several significant ground- at 31 March 2013 was 186.4% (2011- investing activities Another major landmark was achieved breaking financing milestones. 12: 162.1%). 5,016 8,286 in February 2013, when Emirates Net cash used in 1,240 1,778 financing activities 1,378 853 1,257 1,324
Net increase in cash 1,007 and cash equivalents and
short term bank deposits 2008-09 2009-10 2010-11 2011-12 2012-13 Fleet capital expenditure 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 Utlisation Inflow Other capital expenditure 64
EMIRATES Capacity per airline employee in ATKM ‘000 Revenue per airline employee in AED ‘000 Number of aircraft Average fleet age in months 197 2012-13 1,075 2012-13 1,868 169 2012-13 72 142 148 2011-12 1,054 2011-12 1,796 127 2011-12 77
2010-11 1,059 2010-11 1,738 2010-11 77
2009-10 994 2009-10 1,459 2009-10 69
870
2008-09 2008-09 1,492 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 64
CURRENCY, INTEREST RATE RISK AND At 31 March 2013, Emirates borrowings EMPLOYEE STRENGTH AND with the main growth coming from Fleet Information FUEL PRICE RISK and lease liabilities carried an effective PRODUCTIVITY cabin and flight deck crew, the result of interest rate of 3.1% (2011-12: 3.0%). adding 34 aircraft to the fleet including Emirates continued to target a balanced The average workforce rose by 5,256 or At 31 March 2013 the additional crew complement portfolio approach, whilst still taking 12.4% to 47,678. Emirates proactively managed its necessary to operate to two new ultra- of which on of which on Change advantage of market movements, with currency exposure by using prudent Average workforce long haul destinations. The growth in In operating finance of which from On firm Additional a long-term view to hedging around half hedging solutions including currency airline staff based at the outstations was Aircraft operation lease lease owned 31-Mar-12 order options of its interest rate and currency risk 9,611 swaps, options and natural hedges 8,788 primarily the result of adding ten new A330-200 23 18 5 -3 exposures and using prudent hedging 8,539 through outflows denominated in 7,966 38,067 destinations during the year. solutions including swaps and options. 7,775 A340-300 5 5 -3 Pounds sterling, Euro, Australian dollars, 33,634 Emirates borrowings and lease liabilities 28,686 30,258 A340-500 10 8 2 New Zealand dollars, Japanese yen, 28,037 Improvements are recorded in (net of cash) including aircraft operating Chinese yuan and South African rand. the airline’s employee related key A350-900/1000 XWB 70 50 leases, at 31 March 2013, comprised For the year ended 31 March 2013, performance indicators: Employee A380-800 31 14 17 +10 59 90% on a fixed interest rate basis hedging coverage in these currencies productivity for the airline, measured B777-200 3 2 1 with the balance 10% on floating were between 42% and 77%. in terms of revenue per employee rose interest rates. B777-200ER 6 6 by 4% to AED 1.9 million (2011-12: B777-200LR 10 4 6 Jet fuel cost is Emirates’ most AED 1.8 million), while capacity per 2008-09 2009-10 2010-11 2011-12 2012-13 B777-300 12 12 Fixed vs floating interest rate ratio in % significant operating cost, accounting for airline employee grew at 2% at ATKM 39.6% and 40.2% of the total operating Employees in Emirates 1,075 thousand (2011-12: ATKM 1,054 B777-300ER 87 49 38 +20 64 20 costs in its 2012-13 and 2011-12 Employees in subsidiaries thousand). The load carried per airline 39 17 11 11 10 financial years respectively. Emirates employee also increased by 3.1% to Passenger 187 118 63 6 +24 193 70 89 89 90 The average number of employees in the 83 has a dynamic approach to managing RTKM 726 thousand (2011-12: RTKM fuel price risk based upon a continuous airline grew by 4,433 (13.2%) to 38,067 704 thousand). B777-200LRF 8 8 +4 61 assessment of the market. During the 2012-13 financial year the strategy was B747-400ERF 2 2 Employee strength to remain un-hedged, reflecting a view that the balance of risk was considered 2012-13 2011-12 Total 197 128 63 6 +28 193 70 greater to the downside given historically UAE high price levels and the backdrop of Cabin crew 15,892 13,277 global economic uncertainty. Flight deck crew 3.336 2,845 Emirates also has one B747 freighter on Emirates currently has 3 Airbus A340 of 72 months (2011-12: 77 months) 2008-09 2009-10 2010-11 2011-12 2012-13 Engineering 2,322 2,241 wet lease for its cargo operation as at 31 aircraft on operating lease which have with an industry average of 137* months Fixed interest debt Other 10,981 9,911 March 2013. been removed from service for final for wide bodied aircraft in service. Floating interest debt 32,531 28,274 inspection before return to the lessor at Overseas stations 5,536 5,360 In addition to the above, Emirates the end of the lease period. *Source: WATS report dated June 2012 has contracted for five B777-200LRFs Total Emirates 38,067 33,634 for delivery from Dubai Aerospace Emirates operates one of the youngest Subsidiary companies 9,611 8,788 Enterprise (DAE) on operating lease. fleet in the industry with an average age Average employee strength 47,678 42,422 66
Profit margin in % Return on shareholder’s funds in % Aircraft handled Cargo handled in tonnes ‘000 dnata 2012-13 264,950 19.4 23.7 2012-13 1,570 FINANCIAL 15.9 21.4 21.3 21.4 14.0 2011-12 253,434 COMMENTARY 13.1 12.4 18.2 2011-12 1,543 2010-11 232,585 2010-11 1,494
2009-10 192,120 2009-10 1,121
2008-09 177,495
2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 1,003
dnata continues to deliver record profits PROFITABILITY dnata’s operating profit grew to AED REVENUE Airport operations recorded AED 2,474 The number of meals uplifted at 28.6 Information technology services revenue Geographical revenue in % and consolidated its position as one 815 million (2011-12: AED 784 million), million (2011-12: AED 2,321 million) million (2011-12: 26.7 million) is 7% was up 16.3% to AED 755 million of the world’s largest combined air dnata generated a profit attributable to an increase of 4% over the previous dnata’s revenue grew considerably to in revenue. The growth of AED 153 higher than the previous year. The (2011-12: AED 649 million) mainly on 22 23 38 45 services providers through organic the Owner of AED 819 million (2011- year. The operating margin dropped AED 6,536 million up 15.3%, compared million is mainly from the Dubai and growth in revenue is higher than the account of increased demand from 46 growth and a strategy of acquisitions. 12: 808 million), up by 1.4%, which slightly to 12.3% (2011-12: 13.6%) to AED 5,670 million in the previous Erbil operations which registered volume volume growth primarily coming from airlines for support, development, 78 77 In May 2012, dnata acquired an 80% is in line with last year’s record profit. mainly on account of higher growth in year. All major revenue streams recorded growth, in terms of aircraft handled, high-yield long haul flights. hosting and revenue accounting services. stake in En Route International Ltd., This is mainly attributed to a very solid costs relative to revenue in the ground an increase with the highest growth of of 8.2% and 22.5% respectively. The 62 55 54 a company providing premium quality performance of ground handling and handling business. Additional costs 72.2% coming from Travel services, number of aircraft handled by dnata Cargo handling revenue increased to Travel services revenue recorded a bakery products. cargo business in Dubai, the ground were incurred to further enhance service mainly due to the full year impact of worldwide during the year was 264,950, AED 1,077 million (2011-12: AED significant growth of 72.2% to AED 544 handling business in Erbil, Iraq and the quality to customers. dnata’s profit Travel Republic. dnata’s share of revenue an increase of 4.5% compared with 1,006 million). The 7.1% growth rate million (2012: AED 316 million) mainly On 1 October 2012 dnata transferred its inclusion of full year results from Travel margin for the year was lower at 12.4% from its international operations in the 2011-12. dnata, the world’s largest came predominantly from Dubai, driven by the full year results of Travel in-flight catering business in the UK to Republic, a testimony to dnata’s strategy (2011-12: 14%). current year is nearly unchanged at 46% ground handler of the A380, handles particularly due to a significant increase Republic. The underlying travel services form a 50:50 UK-only joint venture with of growth through acquisitions. (2011-12: 45%). close to 250 airlines at 20 airports in in operations at Dubai’s second related turnover, measured by sales LSG Sky Chefs Europe. The strategic aim eight countries across the globe. airport, Dubai World Central (DWC) value, at AED 5.4 billion (2011-12: AED 2008-09 2009-10 2010-11 2011-12 2012-13 was to combine the catering operations Return on shareholder’s funds at 21.4%, As a result of the discontinued catering and operations in Erbil. Cargo volumes 2.7 billion) doubled compared to the covering 16 airports and bringing although lower by 2.3 percentage points operations in the UK and Netherlands, Revenue from in-flight catering grew handled at 1,570 thousand tonnes have previous year due to the full year impact International together the rich history, experience and compared with previous year, remains Airport operations becomes the largest substantially by 15.8% to AED 1,407 grown by 1.7% compared to last year. of Travel Republic. UAE benefits of two leading companies to healthy and in line with the past five revenue contributor this year with 38% million (2011-12: AED 1,215 million), For the past two years DWC has grown provide enhanced services to customers years average. of dnata’s total revenue. with the majority of the growth coming steadily and now accounts for 29% at competitive prices in the UK. In from in-flight catering operations in (2011-12: 18%) of dnata’s the same month, dnata disposed its Australia and the acquisition of En Route cargo handling activities in Dubai, subsidiary in the Netherlands. International Ltd. Catering operations in reflecting a gradual shift from Dubai other countries like Singapore, Jordan International Airport. The transferred business and disposed and UAE also witnessed positive growth. Revenue by line of business in % subsidiary are classified as discontinued operations in the consolidated Profit attributable to the Owner in AED m Operating profit in AED m Development of revenue in AED bn financial statements, with restatement 37.9% Airport operations 815 Revenue of previous year’s figures (including 784 808 819 2012-13 2011-12 % change operational statistics) for better 6.5 21.5% In-flight catering AED m AED m comparison. dnata’s share of results 559 5.7 613 in the Alpha LSG Ltd. joint venture, for 576 500 Airport operations 2,474 2,321 6.6 16.5% Cargo 467 4.3 the six months from 1 October 2012 to 507 In-flight catering 1,407 1,215 15.8 3.2 11.5% Information technology 31 March 2013, is included in Share of 3.1 Cargo 1,077 1,006 7.1 results in associates and joint ventures Information technology 755 649 16.3 8.3% Travel services in the consolidated income statement. Travel services 544 316 72.2 This year’s financial statements also 4.3% Other include the full year impact of Travel Other 279 163 71.2 Republic Ltd. UK, which was acquired in December 2011. 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 Total 6,536 5,670 15.3 68
dnata Operating costs in AED m Employee costs as % of total operating costs Operating cash margin in % Revenue per employee in AED ‘000
2012-13 5,807 2012-13 47.7 52.3 24.2 2012-13 327 20.4 20.3 2011-12 4,971 2011-12 50.1 49.9 17.5 2011-12 322 15.1 2010-11 3,906 2010-11 52.0 48.0 2010-11 323
2009-10 2,601 2009-10 53.3 46.7 2009-10 266
2008-09 2,714 2008-09 49.6 50.4 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 256 Employee cost Operating costs EXPENDITURE This included for example at Dubai of AED 283 million or 11.4% over the Cost of goods sold at AED 601 million, CASH POSITION Cash assets increased substantially by EMPLOYEE STRENGTH AND A breakdown of the average number of International Airport the introduction previous year is mainly attributable to a increased by AED 150 million or 33.3% 19.9% to AED 2,396 million (2011- PRODUCTIVITY employees by category is as follows: dnata’s operating costs at AED 5,807 of self-service kiosks for higher check- 10.9% increase in employee strength in over the previous year, mainly due to dnata’s cash generated from operating 12: AED 1,999 million) despite cash million (2011-12: AED 4,971 million) in efficiency and the commencement Dubai, acquisition of En Route and the acquisition of En Route, growth in business activities remained stable at AED 1,162 outflows of AED 439 million towards During the year, the average workforce Employee strength were up 16.8% or AED 836 million. The of handling operations at the Emirates full year impact of Travel Republic. volume in Australia and other locations. million (2011-12: AED 1,167 million) and capital expenditure, AED 20 million increased by 1,873 or 10.2% to 20,229. increase mainly came from the full year dedicated Concourse A, purpose-built The increase in sales and marketing cost is in line with the unchanged level towards En Route acquisition and The average staff count of the Dubai 2012-13 2011-12 impact of Travel Republic, acquisition of for A380 aircraft. The AED 99 million or 14.2% increase in of profitability. dividend of AED 350 million for the operation rose 10.9% to 12,061 (2010- by AED 127 million, primarily stems again Airport operations 8,327 7,461 En Route and growth in costs in line with airport operations and cargo – other direct from the full year impact of Travel Republic. previous year to the Owner. 11: 10,879) while the average number of Information technology 1,438 1,214 the growth in operations and business Employee costs at AED 2,771 million costs to AED 798 million primarily comes The AED 68 million increase in corporate Operating cash margin remained strong employees in the subsidiaries grew 9.2% volumes. The increase in operating costs (2011-12: AED 2,488 million) continued from Dubai where the increase is in overheads corresponds to the increase at 17.5%, though lower than the previous to 8,168. As a consequence, 40.4% Cargo handling 923 914 is also due to additional costs incurred to be the single largest element of line with the growth in revenue and in revenue and also includes the launch year (2011-12: 20.3%) on account of the (2011-12: 40.7%) of the workforce is Travel services 889 790 in line with dnata’s commitment to dnata’s operating costs comprising business volumes. costs of the new uniforms unveiled as part strong top line growth in revenues. based internationally, outside Dubai. Others 484 500 47.7% (2011-12: 50.0%). The increase enhance service quality to customers. dnata’s corporate rebranding. Productivity measured in terms of revenue per employee has risen 1.6% to AED 327 Total dnata (parent co.) 12,061 10,879 thousand from AED 322 thousand in Subsidiaries 8,168 7,477 Operating costs 2011-12. Operating costs in % Average employee 2012-13 2011-12 % change 47.7% Employee strength 20,229 18,356 AED m AED m 13.7% Airport operations and cargo - other direct costs Employee 2,771 2,488 11.4 The number of aircraft handled during Airport operations and cargo - other direct costs 798 699 14.2 10.4% Cost of goods sold the year increased 4.5% to 264,950 Cost of goods sold 601 451 33.3 7.5% Corporate overheads (2011-12: 253,434). The growth stems Depreciation and amortisation 328 302 8.6 Average workforce from an 8.2% growth in aircraft handled 5.7% Depreciation and amortisation Cash generated from Cash assets in AED m 22000 Office accommodation 317 284 11.6 2,396 at Dubai. Productivity measured in operating activities in AED m 8,168 terms of man hours per aircraft turn Information technology infrastructure costs 308 257 19.8 5.5% Office accommodation 2,083 17600 1,167 1,162 1,982 1,999 8,427 7,477 remained unchanged at 132 (2011-12: Sales and marketing expenses 194 67 189.6 132) mainly impacted by the additional 5.3% Information technology infrastructure costs 13200 901 3,673 Operating lease rentals 55 56 (1.8) 2,580 12,061 work force required in Dubai ahead of 1,350 10,879 Corporate overheads 435 367 18.5 3.3% Sales and marketing expenses 764 9,854 9,625 9,544 8800 the new concourse A going live.
4400 0.9% Operating lease rentals 481 Cargo handled during the year was up Total 5,807 4971 16.8 1.7% to 1,570 thousand tonnes (2011- 0 12: 1,543 thousand tonnes) mainly from increased volumes in Dubai and Erbil.
2008-09 2009-10 2010-11 2011-12 2012-13 Productivity measured in terms of cargo Employees in dnata handled per man hour is marginally lower
2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13 Employees in subsidiaries by 1% to 286 kgs (2011-12: 289 kgs). EMIRATES
INDEPENDENT AUDITOR’S REPORT TO THE OWNER OF EMIRATES
Report on the consolidated financial statements In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the consolidated financial statements in We have audited the accompanying consolidated financial statements of Emirates and order to design audit procedures that are appropriate in the circumstances, but not for its subsidiaries (together referred to as “Emirates”), which comprise the consolidated the purpose of expressing an opinion on the effectiveness of the entity’s internal control. statement of financial position as of 31 March 2013 and the consolidated income An audit also includes evaluating the appropriateness of accounting policies used and statement, consolidated statement of comprehensive income, consolidated statement of the reasonableness of accounting estimates made by management, as well as evaluating changes in equity and consolidated statement of cash flows for the year then ended, and the overall presentation of the consolidated financial statements. a summary of significant accounting policies and other explanatory notes. We believe that the audit evidence we have obtained is sufficient and appropriate to Management’s responsibility for the consolidated financial statements provide a basis for our audit opinion.
Management is responsible for the preparation and fair presentation of these Opinion consolidated financial statements in accordance with International Financial Reporting Standards, and for such internal control as management determines is necessary to In our opinion, the accompanying consolidated financial statements present fairly, in enable the preparation of consolidated financial statements that are free from material all material respects, the financial position of Emirates as of 31 March 2013, and its misstatement, whether due to fraud or error. financial performance and its cash flows for the year then ended in accordance with International Financial Reporting Standards. Auditor’s responsibility
Our responsibility is to express an opinion on these consolidated financial statements PricewaterhouseCoopers based on our audit. We conducted our audit in accordance with International Standards 5 May 2013 on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected Warwick Hunt depend on the auditor’s judgement, including the assessment of the risks of material Registered Auditor Number 643 misstatement of the consolidated financial statements, whether due to fraud or error. Dubai, United Arab Emirates 72
EMIRATES CONSOLIDATED STATEMENT OF FINANCIAL POSITION Emirates EmiratesAS AT 31 MARCH 2013 CONSOLIDATED STATEMENT OF FINANCIAL POSITION CONSOLIDATED INCOME STATEMENTCONSOLIDATED INCOME STATEMENT FOR THE YEAR ENDED 31 MARCHFOR 2013 THE YEAR ENDED 31 MARCH 2013 AS AT 31 MARCH 2013
Note 2013 2012 Note 2013 2012 Note 2013 2012 Emirates AED m AED m AED m AED m AED m AED m CONSOLIDATED INCOME STATEMENT ASSETS EQUITY AND LIABILITIES Revenue 4 71,159 61,508 FOR THE YEAR ENDED 31 MARCH 2013 Non-current assets Capital and reserves Other operating income 5 1,954 779 Property, plant and equipment 10 57,039 49,198 Capital 17 801 801 Note 2013 2012 Operating costs 6 (70,274) (60,474) Intangible assets 11 910 902 Other reserves 18 (768) (833) AED m AED m Operating profit 2,839 1,813 Investments in associates and joint ventures 12 485 430 Retained earnings 22,729 21,256 RevenueFinance income 47 71,159 406 61,508 414 Advance lease rentals 13 807 370 Attributable to Emirates' Owner 22,762 21,224 Non-controlling interests 270 242 OtherFinance operating costs income 57 1,954 (900) (657) 779 Loans and other receivables 14 508 917 Derivative financial instruments 34 92 69 Total equity 23,032 21,466 OperatingShare of results costs in associates and joint ventures 126 (70,274) 127 (60,474) 103 Deferred income tax asset 28 15 10 OperatingProfit before profit income tax 2,4722,839 1,6731,813 59,856 51,896 Non-current liabilities FinanceIncome taxincome expense 78 406 (64) 414 (53) Current assets Trade and other payables 29 269 - FinanceProfit for costs the year 7 2,408 (900) 1,620 (657) Inventories 15 1,564 1,469 Borrowings and lease liabilities 19 35,483 26,843 ProfitShare attributableof results in toassociates non-controlling and joint interests ventures 12 125127 118103 Trade and other receivables 16 8,744 8,126 Deferred revenue 26 1,460 1,074 Deferred credits 27 294 350 Profit attributablebefore income to taxEmirates' Owner 2,4722,283 1,6731,502 Derivative financial instruments 34 67 8 Short term bank deposits 32 18,048 8,055 Derivative financial instruments 34 1,016 957 Income tax expense 8 (64) (53) Cash and cash equivalents 32 6,524 7,532 Provisions 23 1,930 1,350 ProfitCONSOLIDATED for the year STATEMENT OF COMPREHENSIVE INCOME 2,408 1,620 34,947 25,190 40,452 30,574 Profit attributable to non-controlling interests 125 118 FOR THE YEAR ENDED 31 MARCH 2013 Total assets 94,803 77,086 Current liabilities Profit attributable to Emirates' Owner 2,283 1,502 Trade and other payables 29 25,013 19,882 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME Profit for the year 2,408 1,620 Income tax liabilities 24 36 FOR THE YEAR ENDED 31 MARCH 2013 CurrencyCONSOLIDATED translation STATEMENT differences OF COMPREHENSIVE INCOME 18 9 (9) Borrowings and lease liabilities 19 5,042 4,037 Deferred revenue 26 1,147 915 CashFOR THEflow hedges YEAR ENDED 31 MARCH 2013 18 56 (259) Deferred credits 27 87 136 Actuarial losses on retirement benefit obligations 24 (70) (116) Derivative financial instruments 34 6 40 ProfitOther comprehensivefor the year income 2,408(5) 1,620 (384) 31,319 25,046 CurrencyTotal comprehensive translation differences income for the year 18 2,403 9 1,236(9) Total liabilities 71,771 55,620 CashTotal flowcomprehensive hedges income attributable to non-controlling interests 18 125 56 (259) 118 Total equity and liabilities 94,803 77,086 ActuarialTotal comprehensive losses on retirement income attributablebenefit obligations to Emirates' Owner 24 2,278 (70) 1,118 (116) Other comprehensive income (5) (384) The consolidated financial statements were approved on 5 May 2013 and signed by: Total comprehensive income for the year 2,403 1,236 Total comprehensive income attributable to non-controlling interests 125 118 Total comprehensive income attributable to Emirates' Owner 2,278 1,118 SheikhSheikh AhmedAhmed bin Saeed Al-Maktoum Timothy Timothy Clark Clark NotesNotes 1 1to to 38 38 form form an anintegral integral part part of the of theconsolidated consolidated financial financial statements. statements. Notes 11 toto 38 38 form form an an integral integral part part of ofthe the consolidated consolidated financial financial statements. statements. ChairmanChairman andand ChiefChief ExecutiveExecutive President President
Notes 1 to 38 form an integral part of the consolidated financial statements. 74
EMIRATES CONSOLIDATED STATEMENT OF CHANGES IN EQUITY CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2013 FOREmirates THE YEAR ENDED 31 MARCH 2013 CONSOLIDATED STATEMENT OF CASH FLOWS Emirates FOR THE YEAR ENDED 31 MARCH 2013 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 31 MARCH 2013 Note 2013 2012 Note 2013 2012 AED m AED m AED m AED m Attributable to Emirates' Owner Operating activities Investing activities Non- Other Retained Total Profit before income tax 2,472 1,673 Proceeds from sale of property, plant and equipment 439 223 Note controlling Capital reserves earnings Total equity Adjustments for: Additions to intangible assets 11 (119) (83) interests AED m AED m AED m AED m AED m AED m Depreciation and amortisation 6 5,136 4,134 Additions to property, plant and equipment 33 (5,773) (6,800) 1 April 2011 801 (565) 20,370 20,606 207 20,813 Finance costs - net 7 494 243 Investments in associates and joint ventures 12 (29) (23) Currency translation differences 18 - (9) - (9) - (9) Gain on sale of property, plant and equipment (10) (52) Movement in short term bank deposits (9,993) (4,278) Cash flow hedges 18 - (259) - (259) - (259) Share of results in associates and joint ventures 12 (127) (103) Interest income 312 312 Net provision for impairment of trade receivables 16 (2) 24 Dividends from associates and joint ventures 12 102 83 Actuarial losses on retirement benefit obligations 24 - - (116) (116) - (116) Provision for employee benefits 6 510 430 Net cash used in investing activities (15,061) (10,566) Other comprehensive income - (268) (116) (384) - (384) Net movement on derivative financial instruments (1) 27 Profit for the year - - 1,502 1,502 118 1,620 Employee benefit payments (442) (394) Financing activities Total comprehensive income - (268) 1,386 1,118 118 1,236 Income tax paid (112) (82) Proceeds from bonds and loans 6,382 3,706 Dividends - - (500) (500) (83) (583) Change in inventories (95) (179) Repayment of bonds and loans (2,165) (885) Transactions with owners - - (500) (500) (83) (583) Change in receivables and advance lease rentals (521) (738) Aircraft financing costs (689) (500) 31 March 2012 801 (833) 21,256 21,224 242 21,466 Change in provisions, payables, deferred credits and revenue 5,512 3,124 Other finance charges (83) (40) Currency translation differences 18 - 9 - 9 - 9 Net cash generated from operating activities 12,814 8,107 Repayment of lease liabilities (2,068) (1,899) Cash flow hedges 18 - 56 - 56 - 56 Dividend paid (40) (500) Actuarial losses on retirement benefit obligations 24 - - (70) (70) - (70) Dividend paid to non-controlling shareholders (97) (83) Other comprehensive income - 65 (70) (5) - (5) Net cash generated from / (used in) financing activities 1,240 (201) Profit for the year - - 2,283 2,283 125 2,408 Net decrease in cash and cash equivalents (1,007) (2,660) Total comprehensive income - 65 2,213 2,278 125 2,403
Dividends - - (740) (740) (97) (837) Cash and cash equivalents at beginning of year 7,527 10,187 Transactions with owners - - (740) (740) (97) (837)
31 March 2013 801 (768) 22,729 22,762 270 23,032 Cash and cash equivalents at end of year 32 6,520 7,527
Notes 1 to 38 form an integral part of the consolidated financial statements. NotesNotes 1 1to to 38 38 form form an anintegral integral part part of the of theconsolidated consolidated financial financial statements. statements.
Notes 1 to 38 form an integral part of the consolidated financial statements. 2. Summary of significant accounting policies (continued) Revenue
The acquisition method of accounting is used to account for the acquisition of Passenger and cargo sales are recognised as revenue when the transportation is subsidiaries. The consideration transferred for the acquisition of a subsidiary is the provided. Revenue documents (e.g. tickets or airway bills) sold but unused are held in fair values of the assets transferred and the liabilities incurred to the former owners of the consolidated statement of financial position under current liabilities as passenger the acquiree. Acquisition-related costs are expensed as incurred. Identifiable assets, and cargo sales in advance. Unused flight documents are recognised as revenue based including intangible assets acquired, liabilities and contingent liabilities incurred or on their terms and conditions and historical trends. assumed in a business combination, are measured initially at their fair values at the acquisition date. Any non-controlling interest in the acquiree is recognised on an Revenue from the sale of goods is recognised when risks and rewards of ownership are acquisition-by-acquisition basis, either at fair value or at the non-controlling interest’s transferred to the customer and are stated net of discounts and returns. Other revenue proportionate share of the recognised amounts of acquiree’s identifiable net assets. is recognised net of discounts when services are rendered.
Interest income is recognised on a time proportion basis using the effective interest Transactions with non-controlling interests that do not result in loss of control are method. accounted for as equity transactions – that is, as transactions with the owners in their capacity as owners. The difference between fair value of any consideration paid and Liquidated damages the relevant share acquired of the carrying value of net assets of the subsidiary is recorded in equity. Gains or losses on disposals to non-controlling interests are also Income from claims for liquidated damages is recognised in the consolidated income recorded in equity. statement when a contractual entitlement exists, amounts can be reliably measured and receipt is virtually certain. When such claims do not relate to a compensation for Associates are those entities in which Emirates has significant influence but not loss of income or towards incremental operating costs, the amounts are taken to the 76 control, generally accompanying a shareholding between 20% and 50% of the voting consolidated statement of financial position and recorded as a reduction in the cost of rights. Investments in associates are accounted for by applying the equity method and the related asset. include goodwill (net of accumulated impairment loss, if any) identified on acquisition.
Joint ventures are contractual arrangements which establish joint control. Investments in jointly controlled entities are accounted for by applying the equity method and include goodwill (net of accumulated impairment loss, if any) identified on acquisition.
EMIRATES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS All material unrealised gains and losses arising on transactions between Emirates and FOR THE YEAR ENDED 31 MARCH 2013 its associates and joint ventures are eliminated to the extent of Emirates’ interest.
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS Accounting policies of subsidiaries, associates and joint ventures have been changed FOR THE YEAR ENDED 31 MARCH 2013 where necessary to ensure consistency with Emirates’ accounting policies.
2. Summary of significant accounting policies (continued) Revenue 1. General information Standards, interpretations and amendments to published standards that When control, significant influence or joint control ceases, the retained interest in the entity is remeasured to fair value as at that date, with the change in the carrying are not yet effective, have not been early adopted and are relevant to Emirates comprises Emirates and its subsidiaries. Emirates was incorporated, with The acquisition method of accounting is used to account for the acquisition of amountPassenger recognised and cargo in profitsales or are loss. recognised The fair value as revenue is the initial when carrying the transportation amount for the is Emirates’ operations limited liability, by an Emiri Decree issued by H. H. Sheikh Maktoum bin Rashid Al- subsidiaries. The consideration transferred for the acquisition of a subsidiary is the purposesprovided. Revenueof subsequent documents accounting (e.g. tickets of the or retainedairway bills) interest sold butas anunused associate, are held joint in fair values of the assets transferred and the liabilities incurred to the former owners of venturethe consolidated or financial statement asset. Inof financialaddition, positionany amounts under previouslycurrent liabilities recognised as passenger in other Maktoum on 26 June 1985 and is wholly owned by the Investment Corporation of At the date of authorisation of these consolidated financial statements, certain new the acquiree. Acquisition-related costs are expensed as incurred. Identifiable assets, comprehensiveand cargo sales incomein advance. in respect Unused of flight that documents entity are areaccounted recognised for asas revenueif the related based Dubai, a Government of Dubai entity. Emirates commenced commercial operations on standards, interpretations and amendments to the existing standards have been including intangible assets acquired, liabilities and contingent liabilities incurred or assetson their or terms liabilities and conditions have been and directly historical disposed trends. of. This could result in amounts 25 October 1985 and is designated as the International Airline of the UAE. published that are mandatory for accounting periods commencing after 1 April 2013 assumed in a business combination, are measured initially at their fair values at the previously recognised in other comprehensive income being reclassified to profit or or later periods, but have not been early adopted. Management is currently assessing acquisition date. Any non-controlling interest in the acquiree is recognised on an loss.Revenue If the from ownership the sale inof angoods associate is recognised is reduced when but risks significant and rewards influence of ownership is retained, are Emirates is incorporated and domiciled in Dubai, UAE. The address of its registered the following standards, interpretations and amendments which are likely to have an acquisition-by-acquisition basis, either at fair value or at the non-controlling interest’s onlytransferred a proportionate to the customer share and areof statedthe amounts net of discounts previously and returns.recognised Other in revenue other office is Emirates Group Headquarters, PO Box 686, Dubai, UAE. impact on Emirates’ operations: proportionate share of the recognised amounts of acquiree’s identifiable net assets. comprehensiveis recognised net income of discounts is reclassified when services to profit are or rendered.loss.
The main activities of Emirates comprise: IAS 1 (revised), Presentation of Financial Statements (effective from 1 July 2012) Interest income is recognised on a time proportion basis using the effective interest IAS 19 (revised), Employee Benefits (effective from 1 January 2013) 2. Summary of significant accounting policies (continued) Revenue Transactions with non-controlling interests that do not result in loss of control are method. commercial air transportation which includes passenger, cargo and postal carriage IAS 28 (revised), Investments in Associates and Joint Ventures (effective from 1 accounted for as equity transactions – that is, as transactions with the owners in their services January 2013) The acquisition method of accounting is used to account for the acquisition of Passenger and cargo sales are recognised as revenue when the transportation is capacity as owners. The difference between fair value of any consideration paid and subsidiaries. The consideration transferred for the acquisition of a subsidiary is the provided.Liquidated Revenue damages documents (e.g. tickets or airway bills) sold but unused are held in wholesale and retail of consumer goods IFRS 10, Consolidated Financial Statements (effective from 1 January 2013) the relevant share acquired of the carrying value of net assets of the subsidiary is 6 fair values of the assets transferred and the liabilities incurred to the former owners of the consolidated statement of financial position under current liabilities as passenger IFRS 11, Joint Arrangements (effective from 1 January 2013) recorded in equity. Gains or losses on disposals to non-controlling interests are also in-flight and institutional catering the acquiree. Acquisition-related costs are expensed as incurred. Identifiable assets, andIncome cargo from sales claims in advance. for liquidated Unused damages flight documents is recognised are recognised in the consolidated as revenue income based IFRS 12, Disclosure of Interest in Other Entities (effective from 1 January 2013) recorded in equity. hotel operations IFRS 13, Fair value Measurement (effective from 1 January 2013) including intangible assets acquired, liabilities and contingent liabilities incurred or onstatement their terms when and a conditionscontractual and entitlement historical exists,trends. amounts can be reliably measured and receipt is virtually certain. When such claims do not relate to a compensation for IFRS 9, Financial Instruments (effective from 1 January 2015) assumed in a business combination, are measured initially at their fair values at the Associates are those entities in which Emirates has significant influence but not loss of income or towards incremental operating costs, the amounts are taken to the 2. Summary of significant accounting policies Annual Improvements 2009-2011 Cycle (effective from 1 January 2013) acquisition date. Any non-controlling interest in the acquiree is recognised on an Revenue from the sale of goods is recognised when risks and rewards of ownership are control, generally accompanying a shareholding between 20% and 50% of the voting acquisition-by-acquisition basis, either at fair value or at the non-controlling interest’s transferredconsolidated to statement the customer of financial and are positionstated net and of recorded discounts as and a reduction returns. Otherin the revenue cost of rights. Investments in associates are accounted for by applying the equity method and A summary of the significant accounting policies, which have been applied consistently proportionate share of the recognised amounts of acquiree’s identifiable net assets. isthe recognised related asset. net of discounts when services are rendered. Basis of consolidation include goodwill (net of accumulated impairment loss, if any) identified on acquisition. in the preparation of these consolidated financial statements, is set out below.
Interest income is recognised on a time proportion basis using the effective interest Subsidiaries are those entities (including special purpose entities) in which Emirates TransactionsJoint ventures with are contractualnon-controlling arrangements interests thatwhich do establish not result joint in control. loss of Investmentscontrol are method. Basis of preparation has the power to govern the entity’s operating and financial policies generally in jointly controlled entities are accounted for by applying the equity method and accounted for as equity transactions – that is, as transactions with the owners in their accompanying a shareholding of more than one half of the voting rights. Subsidiaries capacityinclude goodwill as owners. (net Theof accumulated difference between impairment fair loss,value if ofany) any identified consideration on acquisition. paid and Liquidated damages The consolidated financial statements have been prepared in accordance with are consolidated from the date on which control is transferred to Emirates and are de- the relevant share acquired of the carrying value of net assets of the subsidiary is International Financial Reporting Standards (IFRS) and IFRIC interpretations. The consolidated from the date that control ceases. Inter-company transactions, balances All material unrealised gains and losses arising on transactions between Emirates and recorded in equity. Gains or losses on disposals to non-controlling interests are also Income from claims for liquidated damages is recognised in the consolidated income consolidated financial statements are prepared under the historical cost convention and unrealised gains and losses arising on transactions between Emirates and its associates and joint ventures are eliminated to the extent of Emirates’ interest. recorded in equity. statement when a contractual entitlement exists, amounts can be reliably measured except for those financial assets and financial liabilities that are measured at fair value subsidiaries are eliminated. as stated in the accounting policies below. and receipt is virtually certain. When such claims do not relate to a compensation for Accounting policies of subsidiaries, associates and joint ventures have been changed Associates are those entities in which Emirates has significant influence but not loss of income or towards incremental operating costs, the amounts are taken to the where necessary to ensure consistency with Emirates’ accounting policies. control, generally accompanying a shareholding between 20% and 50% of the voting consolidated statement of financial position and recorded as a reduction in the cost of Provision for maintenance amounting to AED 719 m has been restated in the rights. Investments in associates are accounted for by applying the equity method and the related asset. comparative consolidated statement of financial position from 'Trade and other When control, significant influence or joint control ceases, the retained interest in the include goodwill (net of accumulated impairment loss, if any) identified on acquisition. payables' in current liabilities to 'Provisions' in non-current liabilities to appropriately entity is remeasured to fair value as at that date, with the change in the carrying reflect the nature of the balance and expected settlement pattern. amount recognised in profit or loss. The fair value is the initial carrying amount for the Joint ventures are contractual arrangements which establish joint control. Investments purposes of subsequent accounting of the retained interest as an associate, joint in jointly controlled entities are accounted for by applying the equity method and venture or financial asset. In addition, any amounts previously recognised in other include goodwill (net of accumulated impairment loss, if any) identified on acquisition. comprehensive income in respect of that entity are accounted for as if the related
assets or liabilities have been directly disposed of. This could result in amounts All material unrealised gains and losses arising on transactions between Emirates and previously recognised in other comprehensive income being reclassified to profit or its associates and joint ventures are eliminated to the extent of Emirates’ interest. loss. If the ownership in an associate is reduced but significant influence is retained,
only a proportionate share of the amounts previously recognised in other Accounting policies of subsidiaries, associates and joint ventures have been changed comprehensive income is reclassified to profit or loss. where necessary to ensure consistency with Emirates’ accounting policies.
5 When control, significant influence or joint control ceases, the retained interest in the entity is remeasured to fair value as at that date, with the change in the carrying amount recognised in profit or loss. The fair value is the initial carrying amount for the
purposes of subsequent accounting of the retained interest as an associate, joint 6 venture or financial asset. In addition, any amounts previously recognised in other comprehensive income in respect of that entity are accounted for as if the related assets or liabilities have been directly disposed of. This could result in amounts previously recognised in other comprehensive income being reclassified to profit or loss. If the ownership in an associate is reduced but significant influence is retained, only a proportionate share of the amounts previously recognised in other comprehensive income is reclassified to profit or loss.
6 78
EMIRATES
2. Summary of significant accounting policies (continued) Income tax 2. Summary of significant accounting policies (continued) Borrowing costs
Foreign currency translation The tax expense for the period comprises current and deferred tax. Property, plant and equipment Borrowing costs directly attributable to the acquisition, construction or production of qualifying assets are added to the cost of the assets until such time the assets are Emirates’ consolidated financial statements are presented in UAE Dirhams (AED), Taxation is provided for as and when the liability arises except where management is Property, plant and equipment is stated at cost less accumulated depreciation. Cost substantially ready for their intended use. Where funds are borrowed specifically for which is also the parent company’s functional currency. Subsidiaries determine their of the opinion that exemption from such liability will ultimately be granted by the consists of purchase cost, together with any incidental expenses of acquisition. the purpose of obtaining a qualifying asset, any investment income earned on own functional currency and items included in the financial statements of these relevant authorities in the countries concerned. temporary surplus funds is deducted from borrowing costs eligible for capitalisation. companies are measured using that functional currency. Subsequent costs are included in the asset’s carrying amount or recognised as a In the case of general borrowings, a capitalisation rate, which is the weighted average The current income tax charge is calculated on the basis of the tax laws enacted or separate asset, as appropriate, only when it is probable that future economic benefits rate of general borrowing costs, is applied to the expenditure on qualifying assets and Foreign currency transactions are translated into the functional currency at the substantively enacted at the end of the reporting period in the countries where associated with the item will flow and the cost can be measured reliably. Repairs and included in the cost of the asset. exchange rates prevailing at the transaction dates. Monetary assets and liabilities Emirates’ subsidiaries operate and generate taxable income. maintenance are charged to the consolidated income statement during the period in denominated in foreign currencies are translated into the functional currency at the which they are incurred. All other borrowing costs are recognised as an expense when incurred. exchange rates prevailing at the end of the reporting period. The resultant foreign Deferred income tax is provided in full, using the liability method, on temporary exchange gains and losses, other than those on qualifying cash flow hedges deferred in differences arising between the tax bases of assets and liabilities and their carrying Land is not depreciated. Depreciation on other items of property, plant and equipment Manufacturers' credits other comprehensive income, are recognised in the consolidated income statement. amounts in the consolidated financial statements. However, deferred income tax is is calculated using the straight-line method to allocate their cost, less estimated not accounted for if it arises from initial recognition of an asset or liability in a residual values, over the estimated useful lives of the assets or the lease term, if Emirates receives credits from manufacturers in connection with the acquisition of transaction other than a business combination that at the time of the transaction Income and cash flow statements of subsidiaries are translated into UAE Dirhams at shorter. certain aircraft and engines. Depending on their nature, these credits are either affects neither accounting nor taxable profit or loss. Also deferred tax liabilities are not average exchange rates for the year that approximate the cumulative effect of rates recorded as a reduction to the cost of the related aircraft and engines or reduced from recognised if they arise from the initial recognition of goodwill in a business prevailing on the transaction dates and their assets and liabilities are translated at the The estimated useful lives and residual values are: ongoing operating expenses. Where the aircraft are held under operating leases, these combination. Deferred income tax is determined using tax rates (and laws) that have exchange rates ruling at the end of reporting period. The resulting exchange credits are deferred and reduced from the operating lease rentals on a straight-line been enacted or substantially enacted at the end of reporting period and are expected differences are recognised in other comprehensive income. Aircraft – new 15 years (residual value 10%) basis over the period of the related lease as deferred credits. to apply when the related deferred income tax asset is realised or the deferred income Aircraft – used 5 - 8 years (residual value 10 - 20%) tax liability is settled. Aircraft engines and parts 5 - 15 years (residual value 0 - 10%) Share of results in associates and joint ventures are translated into UAE Dirhams at Finance and operating leases Buildings 15 - 40 years average exchange rates for the year. Translation differences relating to investments in Deferred income tax assets are recognised only to the extent that it is probable that Other property, plant and 3 - 20 years or over the lease term, if subsidiaries, associates, joint ventures and monetary assets and liabilities that form Where property, plant and equipment have been financed by lease agreements under future taxable profit will be available against which the temporary differences can be equipment shorter part of a net investment in a foreign operation, are recognised in other comprehensive which substantially all of the risks and rewards incidental to ownership are transferred utilised. income. When investments in subsidiaries, associates or joint ventures are disposed to Emirates, they are classified as finance leases. Finance leases are capitalised at the of, the translation differences held in equity are recognised in the consolidated income Major overhaul expenditure is depreciated over the shorter of the period to the next commencement of the lease at the lower of the present value of the minimum lease statement as part of the gain or loss on disposal. major overhaul, the remaining lease term or the useful life of the asset concerned. payments or the fair value of the leased asset. The corresponding lease obligations are included under liabilities. Lease payments are treated as consisting of capital and Goodwill and fair value adjustments arising on the acquisition of a foreign entity are The residual values and useful lives are reviewed, and adjusted if appropriate, at the interest elements. The interest element is charged to the consolidated income treated as assets and liabilities of the foreign entity and translated at the exchange end of each reporting period. statement over the lease term so as to produce a constant periodic rate of interest on rates prevailing at the end of reporting period. the remaining balance of the liability. Property, plant and equipment acquired under During the year, the useful lives of certain buildings have been revised from 20 years finance leases are depreciated in accordance with Emirates’ policies. to 40 years.
Capital projects are stated at cost. When the asset is ready for its intended use, it is transferred from capital projects to the appropriate category under property, plant and equipment and depreciated.
Gains and losses on disposals are determined by comparing proceeds with the carrying amount and are recognised in the consolidated income statement.
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2. Summary of significant accounting policies (continued) Goodwill is tested for impairment annually or more frequently if events or changes in 2. Summary of significant accounting policies (continued) Emirates’ criteria to account for a derivative financial instrument as a hedge include: circumstances indicate a potential impairment and is carried at cost less accumulated Leases, where a significant portion of risks and rewards of ownership are retained by impairment losses. For the purpose of impairment testing, goodwill is allocated to Impairment of non-financial assets formal documentation of the hedging instruments, hedged items, hedging cash generating units or group of cash generating units that are expected to benefit the lessor, are classified as operating leases. Lease rental charges, including advance objective, strategy and basis of measuring effectiveness all of which are prepared from the business combination in which the goodwill arose. An impairment loss is rentals in respect of operating leases, are charged to the consolidated income Goodwill is not subject to amortisation and is tested annually for impairment. Other prior to applying hedge accounting; and statement on a straight-line basis over the period of the lease. recognised when the carrying value of the cash generating units or group of cash non-financial assets are reviewed for impairment whenever events or changes in documentation showing that the hedge effectiveness is assessed on an ongoing generating units exceeds its recoverable amount. Impairment losses on goodwill are circumstances indicateindicate that that the thecarrying carrying amount amount may not may be recoverable.not be recoverable. An impairment An basis and is determined to have been highly effective in offsetting the risk of the Gains and losses arising on sale and leaseback transaction resulting in operating lease not reversed. lossimpairment is recognised loss is forrecognised the amount for theby whichamount the by asset’s which carryingthe asset’s amount carrying exceeds amount its hedged item throughout the reporting period. and where the sale price is at fair value, are recognised immediately in the recoverableexceeds its amount.recoverable The amount.recoverable The amount recoverable is the amount higher ofis anthe asset’shigher fairof anvalue asset’s less consolidated income statement. Where the sale price is below fair value, any gains and Gains and losses on the disposal of an entity include the carrying amount of goodwill costsfair value to sell less and costs value to sell in anduse. valueFor the in uspurposee. For the of purposeassessing of impairment,assessing impairment, assets are Changes in the fair value of derivatives that are designated and qualify as fair value losses are immediately recognised in the consolidated income statement, except relating to the entity sold. groupedassets are at groupedthe lowest at levelsthe lowest for which levels there for which are separately there are identifiableseparately identifiablecashflows (cashcash hedges and that are highly effective are recorded in the consolidated income where the loss is compensated for by future lease payments at below market price, it generatingflows (cash units).generating Non-financial units). Non-financial assets other assets than goodwillother than are goodwill reviewed are at reviewedthe end ofat statement, along with any changes in the fair value of the hedged asset or liability that is deferred and amortised in proportion to the lease payments over the period for Other intangible assets eachthe end reporting of each period reporting for possibleperiod for reversal possible of reversalthe impairment of the impairment loss. loss. are attributable to the hedged risk. This accounting treatment is discontinued when which the asset is expected to be used. Where the sale price is above fair value, the the fair value hedging instrument expires or is sold, terminated or exercised, or the excess over fair value is deferred and amortised over the period for which the asset is Intangible assets are capitalised at cost only when future economic benefits are Loans and receivables hedge no longer meets the criteria for hedge accounting. expected to be used. probable. Cost includes the purchase price together with any directly attributable
expenditure. Loans and receivables are non-derivative financial assets with fixed or determinable Changes in the fair value of derivatives that are designated and qualify as cash flow In the case of profits arising on sale and leaseback transactions resulting in finance payments that are not quoted in an active market. Such amounts are initially hedges and that prove to be highly effective in relation to the hedged risk, are leases, the excess of sale proceeds over the carrying amount is deferred and amortised Intangible assets are amortised on a straight-line basis over their estimated useful recognised at fair value including transaction costs and carried at amortised cost using recognised in other comprehensive income. When the forecasted transaction results in over the lease term. lives which are: the effective interest method. The amounts are derecognised when rights to receive the recognition of an asset or of a liability, the gains and losses previously recognised
cash flows have expired or have been transferred along with substantially all the risks in other comprehensive income are transferred from equity and recognised in profit or Lease classification is made at the inception of the lease. Lease classification is Service rights 15 years and rewards of ownership. loss in the same period during which the asset or liability affects profit or loss. In all changed only if, at any time during the lease, the parties to the lease agreement agree Trade names 20 years other cases, amounts previously recognised in other comprehensive income are to change the provisions of the lease (without renewing it) in a way that it would have Contractual rights 15 years At the end of each reporting period, an assessment is made whether there is any transferred to the consolidated income statement in the period during which the been classified differently at inception had the changed terms been in effect at that Computer software 5 years objective evidence of impairment. Where necessary, the carrying amount is written forecasted transaction affects the consolidated income statement and are presented in time. down through the consolidated income statement to the present value of expected the same line item as the gains and losses from hedged items. future cash flows discounted at the effective interest rate computed at initial The revised agreement is considered as a new agreement and accounted for recognition. prospectively over the remaining term of the lease.
Derivative financial instruments Goodwill
Derivative financialfinancial instruments instruments are are initially initially recognised recognised at fair at value fair onvalue the dateon thea derivative date a Goodwill represents the excess of the consideration transferred over the fair value of contractderivative is contract entered isinto entered and are into subsequently and are subsequently remeasured remeasured at their fair value. Derivatives the share of the net identifiable assets at the date of acquisition. areat their designated fair value. either Derivatives as a hedge are of thedesignated fair value either of a recognisedas a hedge asset of the or liabilityfair value or of a firmrecognised commitment asset or(fair liability value hedge)or of a or firm a hedge commitment of the exposure (fair value to variability hedge) or in a cash hedge flows of thatthe exposureis attributable to variability to a particular in cash risk flowsassociated that withis attributable a recognised to asset a particular or liability risk or aassociated highly probable with a forecastrecognised transaction asset or liability(cash flow or ahedge). highly probableFair values forecast are obtained transaction from quoted(cash flow market hedge). prices Fair or valuesdealer quotesare obtained for similar from instruments, quoted market discounted prices orcash dealer flow modelsquotes andfor similaroption pricinginstruments, models discountedas appropriate. cash All flow derivatives models areand carried option as pricingassets whenmodels fair as value appropriate. is positive All and derivatives as liabilities are whencarried fair as value assets is negative.when fair value is positive and as liabilities when fair value is negative.
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2. Summary of significant accounting policies (continued) Provisions 2. Summary of significant accounting policies (continued) Cash and cash equivalents
When a cash flow hedging instrument expires or is sold, terminated or exercised, or Provisions are made when an obligation exists for a future liability in respect of a past Frequent flyer programme Cash and cash equivalents comprise cash and liquid funds with an original maturity of when a hedge no longer meets the criteria for hedge accounting under IAS 39, any event and where the amount of the obligation can be reliably estimated. Provision for three months or less. Other bank deposits with maturity less than a year are classified cumulative gain or loss existing in equity at that time is retained in equity and is maintenance represents the estimate of the cost to meet the contractual return Emirates operates a frequent flyer programme that provides a variety of awards to as short term bank deposits. Bank overdrafts are shown within current borrowings and ultimately recognised in the consolidated income statement when the forecasted conditions on certain aircraft held under operating leases. The present value of the programme members based on a mileage credit for flights on Emirates and other lease liabilities in the consolidated statement of financial position. transaction occurs. If a forecasted transaction is no longer expected to occur, the expected cost is recognised during the lease term considering the existing fleet plan airlines that participate in the programme. Members can also accrue miles by utilising cumulative gain or loss that was reported in equity is immediately transferred to the and long-term maintenance schedules. the services of non-airline programme participants. Dividend distribution consolidated income statement. The gain or loss on the ineffective portion is recognised in the consolidated income statement. Retirement benefit obligations Emirates accounts for award credits as a separately identifiable component of the Dividend distribution to Emirates’ Owner is recognised as a liability in the consolidated
sales transaction in which they are granted. The consideration in respect of the initial financial statements in the period in which the dividends are approved. Changes in the fair value of derivative instruments that do not qualify for hedge Emirates operates or participates in various end of service benefit plans, which are sale is allocated to award credits based on their fair value and is accounted for as a accounting are recognised immediately in the consolidated income statement. classified either as defined contribution or defined benefit plans. liability (deferred revenue) in the consolidated statement of financial position. The fair Segment reporting value is determined using estimation techniques that take into account the fair value of Inventories A defined contribution plan is a pension scheme under which Emirates pays fixed awards for which miles could be redeemed. Miles accrued through utilising the Operating segments are reported in a manner consistent with the internal reporting contributions and has no legal or constructive obligation to pay further contributions if services of programme partners and paid for by the participating partners are also Inventories are stated at the lower of cost and estimated net realisable value. Cost is provided to the chief operating decision maker. The chief operating decision maker the fund does not hold sufficient assets to settle the benefits relating to the employees accounted for as deferred revenue until they are utilised. In these instances, a liability makes strategic decisions and is responsible for allocating resources and assessing determined on the weighted average cost basis with the exception of consumer goods service in the current and prior periods. Contributions to the pension fund are charged is not recognised for miles that are expected to expire. inventory which is determined on a first-in-first-out basis. performance of the operating segments. to the consolidated income statement in the period in which they fall due. Revenue is recognised in the consolidated income statement only when Emirates fulfils Trade receivables A defined benefit plan is a plan which is not a defined contribution plan. The liability its obligations by supplying free or discounted goods or services on redemption of the recognised in the consolidated statement of financial position for a defined benefit miles accrued. Trade receivables are initially recognised at fair value and subsequently measured at plan is the present value of the defined benefit obligation at the end of the reporting amortised cost using the effective interest method, less provision for impairment. period less the fair value of plan assets at that date. The defined benefit obligation is Trade payables Where there is objective evidence of amounts that are not collectible, a provision is calculated by independent actuaries using the projected unit credit method. The made for the difference between the carrying amount and the present value of the present value of the defined benefit obligation is determined by discounting estimated Trade payables are recognised initially at fair value and subsequently measured at estimated future cash flows, discounted at the original effective interest rate. future cash outflows using market yields at the end of the reporting period of high amortised cost using the effective interest method.
quality corporate bonds that have terms to maturity approximating to the estimated Borrowings term of the post-employment benefit obligations. Derecognition of financial assets and financial liabilities
Borrowings are recognised initially at fair value, net of transaction costs incurred. Actuarial gains and losses arising from changes in actuarial assumptions and Borrowings are subsequently stated at amortised cost with any difference between the experience adjustments are recognised in equity through consolidated statement of Financial assets are derecognised only when the contractual rights to the cash flows proceeds (net of transaction costs) and the redemption value recognised in the comprehensive income in the period in which they arise. expire or substantially all the risks and rewards of ownership are transferred along consolidated income statement over the period of the borrowings using the effective with the contractual rights to receive cash flows. Financial liabilities are derecognised only when they are extinguished i.e. when the obligations specified in the contract are interest method. discharged or cancelled or expire.
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3. Critical accounting estimates and judgements Provision for maintenance 4. Revenue 6. Operating costs 2013 2012 2013 2012 In the preparation of the consolidated financial statements, a number of estimates and The measurement of the provision for maintenance return conditions includes AED m AED m associated assumptions have been made relating to the application of accounting assumptions relating to expected costs, escalation rates, discount rates AED m AED m policies and reported amounts of assets, liabilities, income and expense. The commensurate with the expected obligation maturity and long-term maintenance Services estimates and associated assumptions are assessed on an ongoing basis and are schedules. An estimate is therefore made at each reporting date to ensure that the Jet fuel 27,855 24,292 Passenger 57,477 48,950 based on historical experience and other factors, including expectations of future provision corresponds to the present value of the expected costs to be borne by Employee (see (a) below) 9,029 7,936 events that are believed to be reasonable under the circumstances. The following Emirates. Cargo 10,346 9,546 discussion addresses the accounting policies that require subjective and complex Aircraft operating leases (see (b) below) 5,916 4,788 Excess baggage 388 332 judgements, often as a result of the need to make estimates. A significant level of judgement is exercised by management given the long-term Sales and marketing 5,270 4,381 nature and diversity of assumptions that go into the determination of the provision. It Hotel operations 234 155 Depreciation of property, plant and equipment is also difficult to present the sensitivity of a change in the value of the assumptions Depreciation (Note 10) 5,046 4,053 given the complexity of the workings. Destination and leisure 226 245 Handling 4,073 3,584 Management assigns useful lives and residual values to property, plant and equipment Others 307 263 based on the intended use of assets and the economic lives of those assets. Frequent flyer programme In-flight catering and related costs 3,159 2,836 68,978 59,491 Subsequent changes in circumstances such as technological advances or prospective Overflying 2,086 1,878 utilisation of the assets concerned could result in the actual useful lives or residual Emirates accounts for award credits as a separately identifiable component of the Sale of goods values differing from initial estimates. Management has reviewed the residual values sales transaction in which they are granted. The consideration in respect of the initial Aircraft maintenance 1,865 1,296 and useful lives of major items of property, plant and equipment and determined that Consumer goods 1,196 1,081 sale is allocated to award credits based on their fair value and is accounted as a Office accommodation and IT costs 1,649 1,450 no significant adjustments are required. liability (deferred revenue) in the consolidated statement of financial position. Food and beverage 502 454 Landing and parking 1,335 1,128 Estimation techniques are used to determine the fair value of mile credits and reflect In-flight catering 483 482 Income tax Cost of goods sold 1,042 926 the weighted average of a number of factors i.e. fare per sector, flight upgrades and 2,181 2,017 partner rewards. A rolling 12 month historical trend forms the basis of the Amortisation (Note 11) 90 81 Income tax liabilities are not provided for when management is of the opinion that 71,159 61,508 calculations. Adjustments to the fair value of miles are also made for miles not exemption from income tax will ultimately be granted by the relevant authorities in the Corporate overheads (see (c) below) 1,859 1,845 concerned jurisdictions. In making its judgement, management considers the status of expected to be redeemed by members and the extent to which the demand for an discussions with the relevant authorities in different countries, the existence of award cannot be met for the dates requested. 5. Other operating income 70,274 60,474 reciprocal exemptions or of a memorandum of understanding. The resolution of A level of judgement is exercised by management due to the diversity of inputs that go issues is not always within the control of management and is often dependant upon Other operating income includes AED 1,098 m (2012: AED 194 m) from liquidated (a) Employee costs include AED 510 m (2012: AED 430 m) in respect of post- external parties. When, due to a change in circumstances, it is unlikely that a tax into determining the fair value of miles. It is also difficult to present the sensitivity of a damages and other compensation received in connection with aircraft, AED 25 m employment benefits. exemption will be obtained, the income tax liability is fully provided for on a change in the value of the assumptions given the complexity of the workings. conservative basis until a resolution is reached or the final tax outcome is determined. (2012: AED 69 m) being the gain on sale and leaseback of aircraft, aircraft engines and parts, and income of AED 831 m (2012: AED 516 m) from ancilliary services and (b) Aircraft operating lease charges include AED 160 m (2012: AED 361 m) in activities incidental to Emirates' operations. respect of "wet" leases of freighter aircraft.
(c) Corporate overheads include non-aircraft operating lease charges amounting to AED 544 m (2012: AED 474 m) and a net foreign exchange loss of AED 244 m (2012: AED 356 m).
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7. Finance income and costs 8. Income tax expense 9. Segment information The segment information for the year ended 31 March 2013 is as follows: 2013 2012 2013 2012 Emirates' management monitors the operating results of its business units for the AED m AED m AED m AED m In-flight All other Recon- purpose of making decisions about resource allocation and performance assessment. Finance income Airline catering segments ciliation Total The components of income tax expense are: The airline business unit, which provides commercial air transportation including Interest income on short term bank deposits 341 336 passenger and cargo services, is the main reportable segment. In-flight catering is AED m AED m AED m AED m AED m Current tax expense 68 65 another reportable segment which provides in-flight and institutional catering Related parties (Note 36) 65 76 Deferred tax credit (Note 28) (4) (12) services. Total segment revenue 69,169 1,814 1,825 (274) 72,534 Other finance income - 2 64 64 53 Inter-segment revenue - 1,331 44 - 1,375 Other segments include wholesale and retail of consumer goods, food and beverage 406 414 Revenue from external customers 69,169 483 1,781 (274) 71,159 operations and hotel operations. As none of these segments meet the quantitative Finance costs Emirates has secured tax exemptions by virtue of double taxation agreements and thresholds for determining reportable segments under IFRS 8, Operating segments, airline reciprocal arrangements in most of the jurisdictions in which it operates. Segment profit for the year 1,951 244 213 - 2,408 Aircraft financing costs (717) (559) these are categorised as "all other segments". Therefore, the income tax expense relates only to certain overseas stations where Interest charges and other finance costs (183) (98) Emirates is subject to income tax. Providing information on effective tax rates is The performance of airline, in-flight catering and other segments is evaluated based Finance income 419 5 1 (19) 406 (900) (657) therefore not meaningful. on net profit or loss and is measured consistently with profit for the year in the consolidated financial statements. Finance costs (897) (3) (19) 19 (900) Income tax (expense) / income (99) - 35 - (64) Segment revenue is measured in a manner consistent with that in the consolidated Depreciation and amortisation (4,925) (75) (136) - (5,136) income statement, with the exception of notional revenues and costs in the airline segment arising from the usage of transportation services e.g. leave passage of staff Share of results in associates and and duty travel of staff and consultants that are eliminated when preparing the joint ventures - - 127 - 127 consolidated financial statements. This adjustment is presented in the reconciliation. The breakdown of revenue from external customers by nature of business activity is Segment assets 88,740 1,786 5,068 (791) 94,803 provided in Note 4. Investments in associates and Segment assets include inter-segment loans and receivables, which are eliminated on joint ventures consolidation. This consolidation adjustment is represented in the reconciliation. - - 485 - 485 Additions to property, plant and equipment 12,535 70 654 - 13,259 Additions to intangible assets 118 - 1 - 119 Additions to advance lease rentals 617 - - - 617
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9. Segment information (continued) Geographical information 10. Property, plant and equipment 2013 2012 AED m AED m The segment information for the year ended 31 March 2012 is as follows: Other Revenue from external customers: Aircraft Land property, East Asia and Australasia 20,884 18,227 engines and plant and Capital In-flight All other Recon- Europe 20,140 17,058 Aircraft and parts buildings equipment projects Total Airline catering segments ciliation Total Americas 8,275 6,696 AED m AED m AED m AED m AED m AED m AED m AED m AED m AED m AED m West Asia and Indian Ocean 8,031 7,083 Cost Total segment revenue 59,596 1,733 1,596 (124) 62,801 Gulf and Middle East 7,117 6,314 1 April 2011 24,979 3,378 6,447 8,358 7,093 50,255 Inter-segment revenue - 1,251 42 - 1,293 Africa 6,712 6,130 Additions - 201 16 1,629 11,715 13,561 Revenue from external customers 59,596 482 1,554 (124) 61,508 71,159 61,508 Transfer from capital projects 8,069 312 970 408 (9,759) - Disposals / write off (459) (23) (1) (586) - (1,069) Segment profit for the year 1,176 301 143 - 1,620 Revenue from inbound and outbound airline operations between the UAE and the overseas point are attributed to the geographical area in which the respective Currency translation differences - - 3 1 (5) (1) overseas points are located. Revenue from other segments are reported based upon 31 March 2012 32,589 3,868 7,435 9,810 9,044 62,746 Finance income 438 4 1 (29) 414 the geographical area in which sales are made or services are rendered. Depreciation Finance costs (651) (6) (29) 29 (657) The major revenue earning asset is the aircraft fleet, which is registered in the UAE. 1 April 2011 3,951 911 1,359 4,186 - 10,407 Income tax (expense) / income (93) - 40 - (53) Since the aircraft fleet is deployed flexibly across Emirates' route network, providing Charge for the year 1,698 211 349 1,795 - 4,053 Depreciation and amortisation (3,949) (68) (117) - (4,134) information on non-current assets by geographical areas is not considered Disposals / write off (345) (16) (1) (552) - (914) Share of results in associates and meaningful. joint ventures Currency translation differences - - - 2 - 2 - - - 103 - 103 No single external customer contributes 10% or more of Emirates' revenues. 31 March 2012 5,304 1,106 1,707 5,431 - 13,548 Segment assets 71,908 1,789 4,385 (996) 77,086 Net book amount 31 March 2012 27,285 2,762 5,728 4,379 9,044 49,198 Investments in associates and joint ventures - - 430 - 430 Additions to property, plant and equipment 12,955 120 486 - 13,561 Additions to intangible assets 79 - 4 - 83 Additions to advance lease rentals 93 - - - 93
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10. Property, plant and equipment (continued)
10. Property, plant and equipment (continued) 11. Intangible assets Other Aircraft Land property, engines and plant and Capital Service Trade Contractual Computer Aircraft and parts buildings equipment projects Total Goodwill rights names rights software Total AED m AED m AED m AED m AED m AED m AED m AED m AED m AED m AED m AED m Cost Cost 1 April 2012 32,589 3,868 7,435 9,810 9,044 62,746 1 April 2011 564 162 19 27 539 1,311 Additions - 254 157 2,377 10,471 13,259 Additions - - - - 83 83 Transfer from capital projects 9,135 886 1,726 733 (12,480) - Disposals / write off - - - - (1) (1) Disposals / write off (30) (490) - (1,300) - (1,820) 31 March 2012 564 162 19 27 621 1,393 Currency translation differences - - 2 1 7 10 Amortisation and impairment 31 March 2013 41,694 4,518 9,320 11,621 7,042 74,195 1 April 2011 7 65 2 4 332 410 Depreciation Amortisation for the year - 11 1 2 67 81 1 April 2012 5,304 1,106 1,707 5,431 - 13,548 31 March 2012 7 76 3 6 399 491 Charge for the year 2,241 251 374 2,180 - 5,046 Net book value Disposals / write off (30) (115) - (1,293) - (1,438) 31 March 2012 557 86 16 21 222 902 31 March 2013 7,515 1,242 2,081 6,318 - 17,156 Net book amount 31 March 2013 34,179 3,276 7,239 5,303 7,042 57,039
The net book amount of property, plant and equipment includes AED 32,593 m (2012: AED 25,479 m) in respect of aircraft held under finance leases.
The net book amount of aircraft, aircraft engines and parts includes an amount of AED 1,042 m (2012: AED 1,125 m) in respect of assets provided as security against term loans.
Land of AED 396 m (2012: AED 306 m) is carried at cost and is not depreciated.
The net book amount of land and buildings include assets amounting to AED 155 m (2012: Nil) purchased under a deferred payment scheme. The legal titles will be transferred upon settlement of the obligations.
Property, plant and equipment includes capitalised interest amounting to AED 218 m (2012: AED 209 m). The interest on general borrowings were capitalised using a weighted average capitalisation rate of 4.3% (2012: 4.1%).
Capital projects include pre-delivery payments of AED 5,137 m (2012: AED 6,165 m) in respect of aircraft (Note 30) due for delivery between 2013 and 2024.