The Emirates Group Annual Report | 2020-2021
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October 2015
THE SOURCE FOR AIRFREIGHT LOGISTICS International Edition • AirCargoWorld.com • October 2015 IN CONTROL THE WORLD’S TOP CARGO AIRPORTS FORWARDERS UNFAZED BY LONG-HAUL EXITS AND THEIR PLANS FOR THE FUTURE p.12 p.26 BATTLE IN SEATTLE: ALASKA VS. DELTA p.16 SUNNY DAYS FOR CARIBBEAN CARGO p.32 IS RAIL A THREAT TO AIRFREIGHT? p.36 READY NOW TO TAKE YOUR 283mm in. Bleed CARGO BUSINESS FARTHER. 276mm Trim 254mm Live 777 FREIGHTER. A BETTER WAY TO FLY. The 777F is in a class by itself, providing operators the range, fuel efficiency and flexibility to deliver 102 tonnes of cargo more profitably to virtually anywhere in the world. And with the market gaining strength, now’s the time. The 777F’s low operating costs and unmatched reliability means your fleet will be in the air delivering cargo to your customers and maximizing your bottom line. That’s a better way to fly. boeing.com/freighters 8mm Gutter 386mm Live 406mm Trim 413mm Bleed Job Number: BOEG_BCAG_FRG_6424M_A_R1 Approved Client: Boeing Product: Commercial Airplane Company Date/Initials Date: 9/10/15 GCD: P. Serchuk File Name: BOEG_BCAG_FRG_6424M_A_R1 Creative Director: P. Serchuk Output Printed at: 100% Art Director: K. Hastings Fonts: Helvetica Neue 65 Copy Writer: P. Serchuk Media: Air Cargo World Print Producer: Account Executive: D. McAuliffe 3C Space/Color: Spread — 4 Color — Bleed 50K Client: Boeing 50C Live: 386mm x 254mm 4C 41M Proof Reader: 41Y Trim: 406mm x 276mm Legal: Bleed: 413mm x 283mm Traffic Manager: Traci Brown Gutter: 8mm 0 25 50 75 100 Digital Artist: Production Artist: S. -
Investment Corporation of Dubai and Its Subsidiaries
Investment Corporation of Dubai and its subsidiaries CONSOLIDATED FINANCIAL STATEMENTS 31 DECEMBER 2013 Investment Corporation of Dubai and its subsidiaries CONSOLIDATED INCOME STATEMENT Year ended 31 December 2013 2013 2012 Notes AED’000 AED’000 *(Restated) Continuing operations Revenues 39 178,262,800 150,990,148 Cost of revenues (145,651,253) (123,141,479) ————— ————— 32,611,547 27,848,669 Other income 3 5,169,751 4,459,073 Net gain from derivative instruments 48,345 181,176 General, administrative and other expenses (15,889,389) (13,881,252) Net impairment losses on financial assets 4 (4,984,691) (3,801,175) Other finance income 5 764,400 904,739 Other finance costs 6 (3,520,715) (2,496,589) Share of results of associates and joint ventures 15 2,497,841 2,620,836 ————— ————— PROFIT FOR THE YEAR BEFORE INCOME TAX FROM CONTINUING OPERATIONS 16,697,089 15,835,477 Income tax expense 7 (895,563) (984,833) ————— ————— PROFIT FOR THE YEAR FROM CONTINUING OPERATIONS 15,801,526 14,850,644 Discontinued operations Profit for the year / period from discontinued operations 23 (a) and 23 (c) 1,790,945 1,618,989 ————— ————— PROFIT FOR THE YEAR 8 17,592,471 16,469,633 ═══════ ═══════ Attributable to: The equity holder of ICD 14,591,403 13,973,267 Non-controlling interests 3,001,068 2,496,366 ————— ————— 17,592,471 16,469,633 ═══════ ═══════ * Certain comparatives as disclosed in note 2.3 have been restated due to the adoption of IFRS 10 by the Group. The attached notes 1 to 42 form part of these consolidated financial statements. -
Dubai [Metro]Polis: Infrastructural Landscapes and Urban Utopia
Dubai [Metro]polis: Infrastructural Landscapes and Urban Utopia When Dubai Metro was launched in 2009, it became a new catalyst for urban change but also a modern tool to interact with the city - providing a visual experience and an unprecedented perception of moving in space and time, almost at the edge between the imaginary and the real. By drawing on the traditional association between train, perception and the city we argue that the design and planning of Dubai Metro is intended as a signifier of modernity for the Gulf region, with its futuristic designs and in the context of the local socio-cultural associations. NADIA MOUNAJJED INTRODUCTION Abu Dhabi University For the last four decades, Dubai epitomized a model for post-oil Gulf cities and positioned itself as a subject for visionary thinking and urban experimentation. PAOLO CARATELLI During the years preceding 2008, Dubai became almost a site of utopia - evoking Abu Dhabi University a long tradition of prolific visionary thinking about the city – particularly 1970s utopian projects. Today skyscrapers, gated communities, man-made islands, iconic buildings and long extended waterfronts, dominate the cityscape. Until now, most of the projects are built organically within a fragmented urban order, often coexisting in isolation within a surrounding incoherence. When inaugu- rated in 2009, Dubai Metro marked the beginning of a new association between urbanity, mobility and modernity. It marked the start of a new era for urban mass transit in the Arabian Peninsula and is now perceived as an icon of the emirate’s modern urbanity (Ramos, 2010, Decker, 2009, Billing, n. -
United Arab Emirates (Uae)
Library of Congress – Federal Research Division Country Profile: United Arab Emirates, July 2007 COUNTRY PROFILE: UNITED ARAB EMIRATES (UAE) July 2007 COUNTRY اﻟﻌﺮﺑﻴّﺔ اﻟﻤﺘّﺤﺪة (Formal Name: United Arab Emirates (Al Imarat al Arabiyah al Muttahidah Dubai , أﺑﻮ ﻇﺒﻲ (The seven emirates, in order of size, are: Abu Dhabi (Abu Zaby .اﻹﻣﺎرات Al ,ﻋﺠﻤﺎن Ajman , أ مّ اﻟﻘﻴﻮﻳﻦ Umm al Qaywayn , اﻟﺸﺎرﻗﺔ (Sharjah (Ash Shariqah ,دﺑﻲّ (Dubayy) .رأس اﻟﺨﻴﻤﺔ and Ras al Khaymah ,اﻟﻔﺠﻴﺮة Fajayrah Short Form: UAE. اﻣﺮاﺗﻰ .(Term for Citizen(s): Emirati(s أﺑﻮ ﻇﺒﻲ .Capital: Abu Dhabi City Major Cities: Al Ayn, capital of the Eastern Region, and Madinat Zayid, capital of the Western Region, are located in Abu Dhabi Emirate, the largest and most populous emirate. Dubai City is located in Dubai Emirate, the second largest emirate. Sharjah City and Khawr Fakkan are the major cities of the third largest emirate—Sharjah. Independence: The United Kingdom announced in 1968 and reaffirmed in 1971 that it would end its treaty relationships with the seven Trucial Coast states, which had been under British protection since 1892. Following the termination of all existing treaties with Britain, on December 2, 1971, six of the seven sheikhdoms formed the United Arab Emirates (UAE). The seventh sheikhdom, Ras al Khaymah, joined the UAE in 1972. Public holidays: Public holidays other than New Year’s Day and UAE National Day are dependent on the Islamic calendar and vary from year to year. For 2007, the holidays are: New Year’s Day (January 1); Muharram, Islamic New Year (January 20); Mouloud, Birth of Muhammad (March 31); Accession of the Ruler of Abu Dhabi—observed only in Abu Dhabi (August 6); Leilat al Meiraj, Ascension of Muhammad (August 10); first day of Ramadan (September 13); Eid al Fitr, end of Ramadan (October 13); UAE National Day (December 2); Eid al Adha, Feast of the Sacrifice (December 20); and Christmas Day (December 25). -
Gateway 2020 Strategy and H1 2015 Results
TITLE SIZES Gateway 2020 strategy COVER TITLE and H1 2015 results Arial Headings Bold 28 point / Dark Blue / Accent 1 SUBTITLE Investors Day presentation Arial Headings Bold 18point / 80% Grey September 3, 2015 DATE Arial Headings Regular © Copyright gategroup 2015 14point / 80% Grey gategroup Investor Day Table of Contents 1 Gateway 2020 strategy 2 1H 2015 Financial review 3 Conclusions 2 PHOTO(1) SLIDE INSERT PICTURE gategroup Investor Day 3 1 Schedule Right-click on existing picture and choose Fill/ 12.30 - 14.00 Lunch gategroup team Picture or Texture Fill. 14.00 - 16.00 Presentation and Q&A Xavier Rossinyol / 2 Christoph Schmitz Choose Insert from File, find the image and click 16.00 - 17.00 Apèro & Kitchen Tour gategroup team ´Insert´ Insert 3 If needed, select picture and ‘Send to Back’ gategroup H1 Results and Strategy Review – September 2015 gategroup Investor Day Table of contents 1 Gateway 2020 strategy • gategroup Today • Key Industry Trends • 2020 Gateway Strategy 2 1H2015 Financial Review 3 Conclusions PHOTO(1) SLIDE INSERT PICTURE What is gategroup? 5 1 gategroup is the leading global, independent airline caterer and on board passenger experience Right-click on existing picture and choose Fill/ gategroup is the leading… Picture or Texture Fill. …global … specialized in: …independent ▶ catering and hospitality ▶ provisioning and logistics …airline caterer ▶ on board products and services …and on board passenger experience 2 Market Share Customer Segmentation Product and Segmentation Choose Insert from File, find the image and click ´Insert´ gategroup, 21% Retail on Non-Aviation, Board, 8% Other, 2% 2% Equipment, Insert 9% Other, 37% 3 If needed, select picture Flying Food, 1% and ‘Send to Back’ SATS, 2% LSG, 20% Catering and Do & Co, 2% Handling, Dnata, 6% Hospitality, Newrest, 5% Servair, 6% 26% Aviation, 98% 56% Source: gategroup gategroup H1 Results and Strategy Review – September 2015 PHOTO(1) SLIDE INSERT PICTURE What is gategroup? 6 1 Key Figures Right-click on existing picture and choose Fill/ Picture or Texture Fill. -
Investigation Future Planning of Railway Networks in the Arabs Gulf Countries
M. E. M. Najar & A. Khalfan Al Rahbi, Int. J. Transp. Dev. Integr., Vol. 1, No. 4 (2017) 654–665 INVESTIGATION FUTURE PLANNING OF RAILWAY NETWORKS IN THE ARABS GULF COUNTRIES MOHAMMAD EMAD MOTIEYAN NAJAR & ALIA KHALFAN AL RAHBI Department of Civil Engineering, Middle East College, Muscat, Oman ABSTRACT Trans-border railroad in the Arabian Peninsula dates back to the early 20th century in Saudi Arabia. Over the recent decades due to increasing population and developing industrial zones, the demands are growing up over time. The Gulf Cooperation Council (GCC) is now embarking on one of the largest modern cross-border rail networks in the world. This is an ambitious step regarding the planning and establishment of the rail network connecting all the six GCC countries. This railway network will go through at least one city in each country to link the cities of Kuwait in Kuwait, Dammam in Saudi Arabia, Manama in Bahrain, Doha in Qatar, the cities of Abu Dhabi and Al Ain in the United Arab Emirates and Sohar and then Muscat in Oman in terms of cargo and passengers. The area of investigation covers different aspects of the shared Arabian countries rail routes called ‘GCC line’ and their national rail network. The aim of this article is to study the existing future plans and policies of the GCC countries shared line and domestic railway network. This article studies the national urban (light rail transportation (LRT), metro (subways) and intercity rail transportation to appraise the potential of passenger movement and commodity transportation at present and in the future. -
Fairness Opinion – Gategroup Holding AG
Fairness Opinion – gategroup Holding AG Fairness Opinion on the public tender offer by HNA Group Co., Ltd. to acquire gategroup Holding AG 19 May 2016 Fairness Opinion – gategroup Holding AG Contents . Introduction . Company . Valuation Considerations . Result of the Fairness Opinion . Appendices Private & confidential 2 Fairness Opinion – gategroup Holding AG Introduction . Background . Mandate of N+1 . Evaluation Procedure . Information Basis Private & confidential 3 Fairness Opinion – gategroup Holding AG Introduction Background Background . gategroup AG (“gategroup” or the “Company”) is listed on the SIX Swiss . On 11 April 2016, HNA Group Co., Ltd. (“HNA Group”) published a pre- Exchange with a market capitalization of CHF 1,172m as at 8 April announcement stating its intention to submit an all-cash public tender 2016. gategroup specializes in catering and hospitality; provisioning and offer to the gategroup shareholders to purchase all publicly held logistics; and onboard solutions for major airlines and other companies registered Shares for a price of CHF 53.00 per Share. In addition, the around the world public tender offer will allow for non-dilutive dividend payments to gategroup shareholders of CHF 0.30 per gategroup share which have . gategroup employs approx. 29,000 people and generated revenues of been approved by the ordinary general shareholder meeting of CHF 3.0bn in financial year 2015. The Company has its global gategroup on 14 April 2016. Both elements (the offer price of CHF 53.00 headquarter and headquarter for Europe in Zurich Kloten, Switzerland, per Share and the dividend payment of CHF 0.30 per Share) are with regional headquarters for North America in Reston, Virginia (USA), considered integrated and are hereinafter together referred to as “HNA for Latin America in Miami (USA), for Middle East in Abu Dhabi and for Group Offer” Asia pacific in Singapore. -
10 Apr 2020: Global Logistics Operations COVID-19 Update
10 Apr 2020: Global logistics operations COVID-19 update Today, the WHO reported 1,650,210 confirmed cases of the COVID-19 virus in 185 countries/regions worldwide. Supply chain is an essential service and critical to support the infrastructure for our communities. Government agencies and health organizations around the world continue to adjust guidelines as the situation evolves. The challenges supply chains are facing (e.g., transport, manufacturing, cost, etc.) in this environment are changing daily. We are adapting solutions to mitigate the impact of these changes to supply chain operations. Below are updates on operations and carriers regarding COVID-19 impacts. Today’s changes are highlighted yellow. Contents Summary ................................................................................................................................................. 2 Ocean Operations ..................................................................................................................................... 2 Middle East/India Sub/Africa ...................................................................................................................... 2 United States: .......................................................................................................................................... 3 Asia/Oceania: ........................................................................................................................................... 3 Canada: .................................................................................................................................................. -
Emirates Group Announces Half‐Year Performance for 2019‐20, with AED 1.2 Billion Profit, 7.9% Increase in Passengers Carried to Dubai
Emirates Group announces half‐year performance for 2019‐20, with AED 1.2 billion profit, 7.9% increase in passengers carried to Dubai Group: Revenue down 2% to AED 53.3 billion (US$ 14.5 billion), and profit of AED 1.2 billion (US$ 320 million), up 8%. Results impacted by Dubai International Airport (DXB) runway closure, decline in fuel cost, unfavourable currency movements, and bankruptcy of Thomas Cook. Emirates: Revenue down 3% to AED 47.3 billion (US$ 12.9 billion), and profit increase of 282% to AED 862 million (US$ 235 million). Improved seat load factor of 81.1%, up 2.3%pts, with 29.6 million passengers carried. Dubai’s strong attraction as a destination sees the airline carrying 7.9% more customers to its hub city compared to same period last year dnata: Revenue up 5% to AED 7.4 billion (US$ 2.0 billion), profit down 64% to AED 311 million (US$ 85 million), reflecting impact of Thomas Cook bankruptcy and last year’s one‐ time transaction. 51.9m meals uplifted, up 67% due to major business expansion. DUBAI, U.A.E., 7 November 2019: The Emirates Group today announced its half‐year results for its 2019‐20 financial year. Group revenue was AED 53.3 billion (US$ 14.5 billion) for the first six months of 2019‐20, down 2% from AED 54.4 billion (US$ 14.8 billion) during the same period last year. This slight revenue decline was mainly due to planned capacity reductions during the 45‐day Southern Runway closure at Dubai International airport (DXB), and unfavourable currency movements in Europe, Australia, South Africa, India, and Pakistan. -
IT TAKES a WORLD the EMIRATES GROUP ANNUAL REPORT 2012-13 HIS HIGHNESS SHEIKH MOHAMMED the United Arab Emirates Attaches Great and Patriotic Spirit
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. -
The New Dubai World Central-Al Maktoum International
’ EmiratesBy Capt. Scott Stratton (FedEx Express), Master Executive Council ChairmanGrowing Hold on Air Cargo he explosive passenger growth as Saudi Arabia and Qatar. As a result, of Emirates and the other Dubai’s leaders for decades have used Persian Gulf carriers regularly the Emirates’ policies and pocketbook to hits the headlines, but less well drive economic diversification in trade, known is that these airlines financial services, and tourism. are also carrying more weight In describing the vision for Dubai in cargo. The new Dubai World Central (DWC), Dubai’s plan for a World Central–Al Maktoum global center for logistics, tourism, and International Airport states that commerce, the emirate’s leaders see by the mid-2020s it will have the it as a gateway—some say a “new Silk capacity to handle a staggering Road”—to emerging markets in Africa, 12 million tons of cargo annu- ally. To serve as perspective, the Airports Council International reports n Tthat Memphis International, FedEx’s The new Dubai World Central-Al Maktoum main hub, currently the world’s busiest cargo airport, handled 3.91 million tons International Airport states that by the mid- of cargo in 2011. Dubai’s ambitious plan for Emirates Airline and its potential to move the 2020s it will have the capacity to handle a world’s cargo reflect a commitment from all corners of the emirate. A survey of the state-of-play shows the resounding staggering 12 million tons of cargo annually. support that the aviation sector enjoys in Dubai—and across the United Arab Australasia, Europe, and the Middle East. -
Everything but Fly the Planes Our Company
Everything but fly the planes Our services on the ground keep the world in the air. In 1959, dnata began ground-handling operations with just five staff members. Today, we‟re the world‟s fourth largest combined air services provider with over 20,000 employees across five continents. We provide everything an airline needs beyond its planes, pilots and crews. Our Company - dnata In 1959, dnata was a small ground-handling operation with just five staff members. Today, we‟re one of the largest combined air services providers in the world with over 20,000 employees across the globe. Our vision for the future is to be the most admired - admired for our excellent customer service, our dedication to safety, and our imagination in developing innovative products. Today, our business can be found in 38 countries offering customers our expertise in ground handling, cargo, travel, and flight catering. Our Businesses The dnata group covers just about every aspect of the travel and aviation industry. We don‟t just deliver your baggage or the holiday of a lifetime – we help keep the promises you make to your family, clients and business partners. Ground handling Cargo Travel Flight Catering Careers at dnata India Are you keen to work for an organisation that aims to provide quality products and services to its customer? dnata may be the place for you. As a Group we are successful because we hire, engage and retain talented employees from around the world who match the „people‟ capabilities we need. However, equally important is that these talented employees have their own priorities and career aspirations met as individuals.