building the future growing together working together greener together giving together contents...

INTRODUCTION GROWING TOGETHER WORKING TOGETHER GREENER TOGETHER GIVING TOGETHER CONTENTS

FOR A SUSTAINABLE FUTURE

Building the Future


HH Sheikh Khalifa bin Zayed Al NahyanPresident of the UAE and the Ruler of Abu Dhabi

HH General Sheikh Mohamed bin Zayed Al NahyanCrown Prince of Abu Dhabi and Deputy Supreme

Commander of the Armed Forces of the UAE BOARD OF DIRECTORS

HH Sheikh Hamed bin Zayed Al Nahyan (Chairman)HH Sheikh Khaled bin Zayed Al Nahyan (Vice Chairman)HE Mohammed Mubarak Fadel Al MazroueiHE Ahmed Ali Al SayeghHE Mubarak Hamad Al MuhairiHE Hamad Abdullah Al ShamsiHE Khalifa Sultan Al Suwaidi

ETIHAD AIRWAYS


CONTENTSINTRODUCTION

WORKING TOGETHER

GREENER TOGETHER

GIVING TOGETHER

GROWING TOGETHER


REPORTING PARAMETERS

ETIHAD AIRPORT SERVICES

Etihad Airway’s Corporate Social Responsibility report provides information on the airline’s sustainability efforts for the calendar year 2013, beginning January 1 and ending December 31.

The report is published annually in English and Arabic and covers the four elements of our sustainability framework – the environment, the workplace, the community and our charitable enterprises – collectively referred to as ‘TOGETHER’.

For more information about this report or about Etihad Airways’ CSR activities, please contact us at [email protected].

In early 2013, Etihad Airways acquired three entities from the Abu Dhabi Airports Company. The three companies, formally Abu Dhabi Airport Services (ADAS), Abu Dhabi In-Flight Catering (ADIFC) and Abu Dhabi Cargo Company (ADCC), have been renamed as Etihad Airport Services.

This report provides some coverage of the activities of these entities, with more comprehensive reporting planned for 2014.

The activities of the airline’s equity alliances, joint ventures and other subsidiaries are not included in the details of this report.


As one of the world’s fastest-growing companies, we strive to ensure our performance each year is better than the last. This was certainly the case in 2013, when Etihad Airways’ record passenger and cargo volumes led to total revenues of US$6.1 billion, resulting in our third consecutive year of net profit, up 48 per cent year-on-year to US$62 million.

The impressive results, which coincided with our 10th anniversary, were testament to the success of Etihad Airways’ strategy, based on the three fundamental pillars of organic growth, codeshare partnerships and equity investments in other airlines.

It is essential that such growth is achieved in a responsible manner and remains aligned with our sustainability vision, which incorporates the needs of our people, the communities in which we operate, and our planet. We must also deliver on our mandate to operate a safe airline that is best-in-class, profitable and supports the economic development of our home, Abu Dhabi.

At the close of 2013, Etihad Airways employed more than 13,535 people within the core airline, an increase of 27 per cent over the previous year. Almost 1,500 employees within the core airline alone are UAE nationals, 17 per cent more than 2012.

I am proud to report that, on the back of this success, our graduate manager program has been developed to reflect the growth of our equity alliance partnerships. Following the program’s extension to Air Seychelles in 2011, last year we also included Air Serbia graduates.

Supporting our employees is very important to Etihad Airways. Our ‘MyEy’ employee survey has already indicated that the vast majority of staff are proud to be part of Etihad Airways and last year we focused on areas of improvement including management training and communication.

Also as part of our CSR efforts in 2013, we worked successfully with the global airline community to influence the International Civil Aviation Organization

FROM OUR PRESIDENT ANDCHIEF EXECUTIVE OFFICER

‘Our business continues to grow and this needs to

be done sustainably.’- James Hogan,

President and Chief Executive Officer


(ICAO) Assembly debate on emissions management. Governments across the world need to understand the importance of a collaborative approach and recognise that the continuation of unilateral schemes, such as the European Union’s Emission Trading Scheme, could jeopardise progress towards a globally applied scheme.

Etihad Airways also acknowledges the significance of biofuels as a means to further decouple aviation growth from emissions and their importance in meeting the industry’s emissions reduction goals. We continue to support the Masdar Institute-led Sustainable Bioenergy Research Consortium and are committed to further action in this area in 2014.

Other high priority activities last year included the provision of much-needed humanitarian aid to Syrian refugees. Etihad Airways arranged for 40,000 blankets to be distributed to refugee camps and later in 2013, we took a group of staff and other volunteers to distribute further aid.

Our guests shared this commitment to charitable initiatives, with members of the Etihad Guest loyalty program donating 34 million miles, worth US$317 thousand, to worthy causes last year.

Etihad Airways’ CSR efforts are reviewed and driven by our Sustainability Advisory Board, which includes a number of CSR experts from Europe, the Far East

and Central Asia, as well as the UAE. A materiality assessment process was initiated in early 2013 to prioritise issues based on business and stakeholder expectations.

With Etihad Airways’ rapid global expansion we must be prepared for the sustainability challenges that lie ahead. We must ensure our activities are conducted in a way that supports and protects the environment and the communities in which we operate.

James HoganPresident and Chief Executive Officer


Corporate governance is rigorously enforced in line with the Manual of Authority through carefully defined structures and processes. The Manual of Authority outlines authority limits delegated by the Board to the Executive Committee, the executive team, management and staff in order to run the company’s affairs and operations. The organisational structure ensures transparent reporting and necessary checks and balances. Various layers of shareholder, management and regulatory oversight ensure continuous performance review against corporate strategic objectives and external standards.

CORPORATE GOVERNANCE

Government of Abu Dhabi

Board of Directors

Executive Committee of the Board

Management

Commercial Mandate

Articles of Association

Manual of Authority

Contracts Manual

Tender Board

Audit Committee

External Audit

Internal Audit

Abu Dhabi Accountability Authority


ETHICS AND COMPLIANCEBribery and Corruption Etihad Airways is committed to doing business ethically, responsibly and in compliance with local laws and has a zero tolerance towards bribery and corruption. The Ethics Committee is responsible for setting policy and overseeing the implementation of the airlines anti-corruption program. All employees are required to undergo anti-bribery and corruption training, and are encouraged to report corruption related concerns using a confidential global reporting line (Ethics Line).

We will not do business with companies that engage in corruption and will take strong action (including prosecution) against employees who are found to have engaged in such practices. The airline also actively conducts anti-corruption due diligence on prospective investment targets and is also in the process of developing a due diligence program to help reduce corruption risk presented by suppliers and agents engaged by Etihad Airways.

FraudFraud is a significant problem for any large organisation and costs global businesses billions of dollars each year. Etihad Airways is committed to preventing fraud and has in place a global fraud control policy and fraud prevention and detection program that is also overseen by the Ethics Committee. The airline is fully committed to taking robust action against instances of internal and external fraud and involves law enforcement agencies where possible. Etihad Airways reports all instances of fraud to the Abu Dhabi Accountability Authority in keeping with UAE Law Number 14 of 2008.

There is also a commitment to comply with global competition laws and the airline has put in place a robust compliance program including training to help employees avoid anti-competitive conduct.


VisionTo be recognised as a sustainable airline that operates to the highest standards of safety, with integrity and transparency.

MissionSustainability will be at the core of our business, integrated into our day-to-day operations and practices, and embedded in every layer of business thinking, planning and execution.

Objectives

What does sustainabilitymean to us?

> Sustained profitability

> Highest level of safety for employees and guests

> Maintaining a talented and healthy workforce

> Supporting communities in which we operate

> Protecting our environment

SUSTAINABILITY

> Drive individual and corporate awareness of the necessity of living and working sustainably

> Develop capability and capacity in Etihad Airways to manage the ongoing sustainability agenda

> Meaningfully and regularly consult with and engage all our stakeholders at the hub and across the network: • to ascertain their expectations and needs, and • implement initiatives that show a genuine commitment to meet those expectations

> Set and manage meaningful targets to improve our sustainability performance continuously based on globally identified criteria, our shareholder mandate and stakeholder expectations

> Create tools and initiatives that allow our core stakeholders to participate in the range of our activities and initiatives

> Measure and report honestly and transparently our performance in identified and material criteria

> Promote our activities through the full range of traditional and new communications channels and in effective reporting

> Continue to align Etihad Airways’ sustainability policy and activities with the objectives in the Abu Dhabi Plan 2030


To be effective, the airline needs to focus and prioritise those issues that are important not only to the business but also to the community and other stakeholders.

During 2013 Etihad Airways started a process to assess the most significant social, environmental, economic and governance issues from the perspective of our business and key stakeholder groups. The aim of this materiality assessment was to review the areas where Etihad’s sustainability resources are currently focused and to provide direction for a more strategic approach going forward. This formed part of the agenda for the internal CSR Committee. To help determine the most significant issues from a broader stakeholder perspective, the Stakeholder Advisory Board (SAB) meets with twice every year and consists of a number of senior employees from across the business, including representatives from corporate affairs, HR, corporate strategy, risk and advisory services, treasury, international affairs, procurement and supply management, and environmental affairs.

Four external stakeholders sit on our SAB from the National Bank of Abu Dhabi, Magic Bus (a community-focused charity), CSR Asia and an independent UK-based consultant. The group was presented with a long list of sustainability issues identified through a review of our business, industry frameworks, the Abu Dhabi Vision 2030 and reporting by a selection of our peers. Initial prioritising was undertaken by considering the potential impacts on cost, revenue, compliance and reputation, and from a stakeholder perspective, where relevant. The resulting data will be used to rank the issues from highest to lowest significance from the perspective of the business and stakeholders, and as a basis to inform internal discussions, ongoing stakeholder engagement and strategy decisions.

CORPORATE GOVERNANCE MATERIALITY


The reporting of annual CSR initiatives is aligned with our four-part communications and reporting framework, known as ‘TOGETHER’.

CORPORATE GOVERNANCE TOGETHER

Supports the growth and economic development of Abu Dhabi in line with

the Abu Dhabi Plan 2030.

Key Achievements• Quantified growth of the business and sustained profitability• Increasing the UAE national workforce• Supporting and promoting Arabic culture internationally

Encompasses Etihad Airways’ charitable giving programs to nominated charities across the network.

Key Achievements• Supporting UAE communities and local traditions• Providing humanitarian support with a focus on the Philippines and Syria• Over 34 million miles donated by our loyalty members to charity and humanitarian aid programs

Embodies Etihad Airways’ commitment to working with its industry partners, suppliers and customers to manage and minimise the environmental impact of the

airline’s operations.

Key Achievements• Since 2006, the airline has achieved a 24 per cent reduction in emissions per passenger kilometre across the passenger fleet• Fuel Optimisation Week to highlight and encourage fuel saving measures• Continued support for aviation biofuels development• Reduced water use at main airline facilities

Encompasses investment in the training, development and wellbeing of its multicultural workforce of more than 17,500 employees from over 140 nationalities.

Key Achievements• Extending the UAE national training program, including collaboration with schools and colleges• Responding to the staff opinion survey with management effectiveness workshops• Commitment to staff wellness through preventive medical care• Ensuring safety remains our number one priority


GROWING TOGETHER>> Safety certified by IOSA and GCAA>> Operational excellence>> Best in class>> Flagship carrier for Abu Dhabi

>> Economic contribution>> Abu Dhabi suppliers>> Excellence in governance>> Future leadership program>> National workforce

>> Profitable and sustainable>> Strong governance>> Global network>> Strategic equity and codeshare partnerships>> Integrated business model

MANDATE

COMMERCIALLY VIABLE BEST AIRLINE ABU DHABI 2030

ENABLER

Etihad Airways was established in 2003 by Government decree as the national airline of the UAE. The mandate tasks the airline’s management with three key tasks;

>> The establishment of a commercially viable business entity>> The creation of an award-winning, best in class airline; and>> The development of the airline to enable and drive the Abu Dhabi 2030 Plan.

Whilst there remains a significant reliance on oil revenue in Abu Dhabi, Etihad Airways, through the implementation of its mandate, has ensured its support of diversified economic development of the UAE and Abu Dhabi and in particular the development of tourism and trade in the Emirate.


OUR GROWTH

EUROPEAN NETWORK

MAP KEY

AUSTRALIA / NEW ZEALAND

Etihad Airways DestinationsCodeshare Partner Destinations

To support the economic and social development of the UAE, the airline continued to grow in 2013, as reflected in the growth of its aircraft fleet, passenger and cargo volumes and workforce.

The Etihad Airways fleet increased by 19 aircraft, from 70 to 89 aircraft, with the addition of 16 passenger aircraft and three freighters, including two Boeing 747s. The airline carried 11.5 million passengers in 2013, 12 per cent more than the 10.3 million flown in 2012.

Revenue Passenger Kilometres (RPKs) – representing passenger journeys and influenced by journey length - increased by 16 per cent to 55.5 billion (47.7 billion), while Available Seat Kilometres (ASKs) – representing capacity - grew by 17 per cent to 71.1 billion (61 billion).

Cargo volumes increased by a solid 32 per cent to 486,753 tonnes, reflecting increased belly capacity available on additional passenger flights and expanded operations with freighters.

A key measure of the airline’s continued growth was an increase in employee numbers, with staff numbers in the core airline rising to 13,535, 27 per cent higher than the 10,656 in 2012.

In addition, the acquisition of the three businesses from Abu Dhabi Airports Company, covering ground handling, catering and cargo added over 4,000 more employees to the group, taking total staff numbers to 17,593 from over 140 nationalities.


“Aviation’s role as a catalyst for economic growth has never been clearer. Aviation is a critical link to facilitate trade with those economies that are expanding.” Tony Tyler,

Director General and Chief Executive Officer, IATA

Indirect economic contribution: Etihad Airways made an indirect economic contribution of US$1.7 billion and supported an additional 23,373 jobs in 2013 through expenditure including fuel purchases, maintenance and repair, airport rental and landing fees, marketing, advertising, IT ventures and communications.

Induced economic contribution: An induced GDP contribution of US$2.6 billion and 22,296 additional jobs can be attributed to money spent during 2013 by employees of Etihad Airways and its suppliers.

Catalytic economic contribution: Etihad Airways played an important role in improving air links between Abu Dhabi and the rest of the global economy, and the airline’s expanding network was a key factor in encouraging businesses to invest in the Emirate and the UAE. These activities provided a catalytic economic contribution of nearly US$9 billion, and supported nearly 118,484 jobs.

Supporting the economic growth of Abu Dhabi

The Etihad Airways group of companies contributed a total of US$15.6 billion to Abu Dhabi’s GDP in 2013. This represents 12.8 per cent of the non-oil GDP of the Emirate. The Group supported 181,852 jobs in total, or 11.9 per cent of non-oil jobs, supporting Abu Dhabi’s commitment to diversify its economy beyond the oil industry.

The economic contribution is classified into four key areas: direct (within Etihad Airways), indirect (suppliers to Etihad Airways), induced (spending of direct and indirect employees) and catalytic (impacts on other industries).

Direct economic contribution: The airline contributed US$3.2 billion to Abu Dhabi’s GDP in 2013.


BUILDING A NATIONAL WORKFORCEEmiratisation is a strategic initiative in Etihad Airways and forms part of the organisation’s mandate to support the Abu Dhabi 2030 Plan. A specific target of 33 per cent UAE national workforce by 2017 has been agreed with the Crown Prince of Abu Dhabi and is tracked and reported on a regular basis.

The core airline employed 1,468 UAE nationals by the end of 2013, 17 per cent more than 2012, with schemes for cadet pilots, engineers and graduate managers helping to extend the reach for UAE nationals throughout the business. UAE national employment plans are based on the business needs as evidenced

by the airline’s most significant Emiratisation initiatives: the establishment of the all-female, all-Emirati contact centre in 2011. The initiative aligned the two objectives of business growth and Emiratisation by creating this call centre rather than expanding existing facilities.


SUPPORTING A GROWING TOURISM INDUSTRYEtihad Airways continued to be a key contributor to the development and growth of tourism in the UAE in 2013, carrying 11.5 million passengers through its hub in Abu Dhabi, and supporting the capital with sponsorship and marketing investments around the world.

These figures reaffirm the economic development strategy outlined in the Abu Dhabi Plan 2030, in which aviation is recognised as a critical industry and a fundamental driver of global economic growth.

COMMUNITY SPONSORSHIP AND SUPPORTEfforts continued throughout 2013 to leverage the sponsorship opportunities to support community events within the UAE and across the Etihad Airways network.

Manchester City soccer schoolsInternational sports sponsorship plays a central role in the global marketing strategy of the airline and also provides a positive channel for local community engagement.

The all-Emirati female contact centre commenced operations in early 2011 and by the end of 2013 it was close to employing 200 agents and managers.

The contact centre in Al Ain, within the Emirate of Abu Dhabi, not only provides culturally sensitive surroundings for an important sector of the growing local community, it also offers the opportunity for continued training and promotion for the contact centre agents. Since its inception 56 ladies have been promoted internally within the centre to floor assistants and team leaders, performance managers, business support staff and trainers.

Mahra Salem Al Ahbibi – the global contact centres agent of the yearFor six months out of 12 in 2013 Mahra was the top performing sales agent at the Al Ain Contact Centre. This accolade allows Mahra to have a say in choosing her shift pattern and gives her weekends off.

Mahra joined the centre in early 2011 and immediately felt at home in the all-women work environment. She consistently generates the highest revenue and has developed a great rapport with the guests who deal with her.

The Al Ain Contact Centre


In early 2013, the Manchester City Soccer Schools program was run in Abu Dhabi, Dubai and Al Ain, providing coaching to over 800 children in 12 schools.

Following the same model, Etihad Airways worked with the Soccer School to replicate this success in both India and the Seychelles.

In India, Etihad Airways collaborated with Jet Airways and with Magic Bus, a non-governmental organisation that uses sports-based activities to create positive social change and improve the lives of youth in marginalised areas of India.

Bollywood stars Ranbir Kapoor and Abishek Bachchan supported the event in Mumbai and Baichung Bhutia supported the activities in Delhi.Altogether 800 children were involved and benefitted

from this activity.

In the Seychelles, Patrick Vieira, the legendary player and Manchester City Football Club Football Development Executive, accompanied the team of coaches to the Seychelles. He led a series of football clinics to 1,000 local children aged seven to 16 from 500 schools.

Supporting junior rugby

As part of the sponsorship of the Harlequins rugby clubs in the UK and in the UAE, Etihad Airways supports annual junior tournaments in bothAbu Dhabi and London.

In Abu Dhabi the airline supported the UAE’s premier Junior Rugby Tournament which brings over 2,000 participants from the UAE and wider GCC region.

Etihad Airways was for seven years the title sponsor of the Harlequins Rugby Football Club’s ‘Curtain Raiser Cup’. This involves the participation of over 600 children from rugby clubs in the Greater London area.

Raise the bar Etihad Airways extends its sporting support to Ireland through the sponsorship of the GAA Hurling.

One of the community projects that Etihad supports is ‘Raise the bar’. This incentive program offers EURO10, 000 to the hurling club that submits the best application as to how these funds will be used to support the growth of the sport of hurling.


Essential to supporting the growth and development of the UAE is supporting international events to promote Arabic culture. Etihad Airways engaged in a number of events and initiatives in 2013.

Mosaic International Leadership Programme

Mosaic is an initiative founded by HRH The Prince of Wales in 2007.

The Mosaic International Leadership Program begins with a residential summit that reaches 80 young people from 16 countries, with the following aims:

> Develop leadership ability and an aspiration to be agent of change;

> Develop understanding of key global issues and inspire positive thinking to address; and

> Equip delegates to become an active and positive part of their community.

In 2013 the two week Summit was held in the UK, with Etihad providing 57 airline tickets to support this event. The international delegates convene for intensive leadership skills training and to hear from high profile speakers on global issues such as poverty, sustainability and cultural understanding.

Australian Arab EmergingWomen Leaders Dialogue This dialogue-focused event in 2013 served to bring together women leaders from diverse backgrounds, who are making significant contributions to their emerging communities. The women from countries including Egypt, Morocco, Lebanon, Jordan, Iraq, Libya, the UAE and Saudi Arabia all occupy positions

of leadership in areas such as the media, human rights, politics, NGOs, business, film-making and medicine.

Etihad Airways supported this dialogue by providing the travel for key delegates to Australia from the Middle East and North Africa region.

Arab Film Festival AustraliaTo assist in the connection of Arab culture in other regions of the world, Etihad Airways continued its sponsorship of the Arab Film Festival Australia for the sixth year.

With a tour of Sydney, Canberra and Melbourne, the program showcased diverse stories from the Arab world with screenings of 11 high-quality films by Arab filmmakers countries including Algeria, Australia, Bahrain, Egypt, Iraq, Jordan, Lebanon, Morocco, Palestine and Saudi Arabia.

International Prize forArabic FictionThe International Prize for Arabic Fiction (IPAF) is one of the most prestigious and important literary prizes in the Arab world.

Its aim is to reward excellence in contemporary

EXTENDING THE REACH


Arabic creative writing and to encourage the readership of high quality Arabic literature internationally through the translation and publication of winning and shortlisted novels in other major languages.

To support this event, Etihad provided tickets to the shortlisted writers and the judges to attend the event in Abu Dhabi.

Edge of ArabiaEdge of Arabia was founded by British artist Stephen Stapleton and Saudi artists Ahmed Mater and Abdulnasser Gharem in the mountains of South Western Saudi Arabia. What began as an unlikely friendship and artistic collaboration is now an internationally recognised platform for dialogue and exchange between the Middle East and western world. As a non-profit social enterprise, Edge of Arabia is committed to reaching new audiences and improving understanding through free exhibitions, publications and public programming.

This collaboration was supported by Etihad Airways through airline tickets for the artists.


The core business had 13,535 employees at the end of 2013, up 27 per cent on the 10,656 at the end of 2012.

With the acquisition of the Etihad Airport Services (EAS) entities, the total at the end of 2013 was 17, 593.

Our hub location and the international nature of the aviation business creates a wide cultural diversity. At the end of 2013, Etihad Airways employed over 140 nationalities.

Bringing the right people into the business, and providing training, mentoring and other support services to enable our employees to carry out their duties to the best of their ability is essential to ensure the successful sustainable growth of the airline.

WORKING TOGETHER

High School Cadets

Bachelor’s Degree Cadets

Second Ocers

First Ocers

Trainee Engineers

Graduate Managers

Corporate Trainees

IT Development Program

Airport Operations Program

Sales Program

Finance Program

HR Program Guest Service Agent

200

65

38

103

120

153

43

13

50

55

7 6 48

TRAININGPROGRAMS

UAE NATIONAL TRAINING PROGRAMS

In 2013, 901 UAE nationals were on training programs provided by Etihad Airways, or as part of supported school or college programs.

Within the airline, these programs include cadet pilot programs, engineering, IT, Operations, Finance, Sales and HR programs.


Shehab’s training began in Australia in 2007 with an intensive two-year training program in aircraft mechanical engineering. Several years of on-the- job training back in Abu Dhabi followed and led to Shehab’s obtaining all the qualifications needed to certify an A320 aircraft for service.

A typical dayAn early shift for Shehab starts at 5.30am atAbu Dhabi International Airport and covers the first peak period of the day. Once assigned to his first aircraft, he prepares the tools, equipment and manuals required before making his way to the aircraft.

First Shehab conducts an external check of the aircraft, whilst the arriving passengers are disembarking. During this time Shehab will talk directly through his headset with the cockpit crew that has just flown the aircraft into Abu Dhabi, to identify any engineering issues that need to be addressed.

Shehab will then board the aircraft to confirm and clarify the issues reported by and logged by the crew during the previous flight.

Each situation is different, but in most cases any engineering issues are quickly and effectively resolved, the paperwork is completed and Shehab certifies the aircraft ready for its next flight.

Shehab Al Shehhi – our first emirati aviation engineer to obtain the airbus 320 authorisation certificate

ETIHAD AIRWAYS - HIGHER COLLEGES OF TECHNOLOGY CENTRE FOR EDUCATION AND PROFESSIONAL DEVELOPMENT In collaboration with the Higher Colleges of Technology (HCT) in Abu Dhabi, Etihad Airways supports a training program specifically for UAE nationals to improve their English language capabilities.

Commencing in 2013, this program provides English language teaching and other basic employability training including computer literacy and customer skills. In 2013, 27 UAE nationals joined this program and many more are expected to join in 2014.

“We are once again collaborating with the Higher Colleges of Technology to develop the capabilities, expertise and knowledge of young UAE nationals wishing to build a career in the aviation industry.” Ray Gammell, Etihad Airways’ Chief People and Performance Officer


Rashed AhmadManchester

“It’s been almost six months since I came to Manchester and I have never been happier in my life! I love working here, the team is very helpful and most importantly I have a very supportive Airport Manager.”

Marwa AbdullaDűsseldorf

“My assignment in Dűsseldorf demonstrates to the world that Etihad Airways is truly the national airline of the UAE. Initially the main challenge was the language barrier, but I have been able to prove that I am capable of performing my operational duties and tasks despite that barrier.”

Mohammed Al FalasiKuwait

“The Sales team here is very welcoming and helpful and they received me warmly as a new member of the Etihad Kuwait family. I’m looking forward to an interesting and productive 11 months ahead.”

Raya Al Kaabi Tokyo

“I’ve been learning a lot from my team members. It’s encouraging to work in such a motivating environment.”

Ali Al FalahiDoha

“Every day is a new experience in Doha. The market here is rich and challenging and with the right tools we can achieve success.”

Amel Al BaroutAthens

“Yasas from Greece! Arriving in Athens at the beginning of winter was a new experience for me after the hot weather in Abu Dhabi. It’s a pleasure to be part of the active, enthusiastic and energetic sales team in Athens.”

On the move - graduate managers from airport and sales programs


As part of our extended reach, the Omani and Moroccan recruitment program continued in 2013.

Etihad Airways hosted 40 recruitment events in Oman in 2013 and employed 184 Omanis over the course of the year, bringing the total to 444.

The Etihad Airways’ Omani recruitment campaign won the Recruitment Program of the Year Award at the Middle East HR Excellence Awards.

In Morocco, 40 recruitment events supported the recruitment of 187 Moroccan nationals into the business in 2013 to bring the total to 366.

The Finance Department has welcomed Omani nationals into its team as part of the airline’s extensive recruitment drive in Oman. The new Omani employees have taken up positions ranging from cashiers to more senior officer positions.

Ali Al Abrawi, one of the new joiners, said: “Working in the Financial Reporting department has been both challenging and enjoyable. I am constantly confronted with new tasks that I have to tackle and new skills that I have to gain. “I look forward to building my career in such a challenging environment and consider myself lucky to be part of an organisation which is expanding rapidly and building a solid image for itself in the market.”

OMANI AND MOROCCAN RECRUITMENT Finance welcomes Omani nationals


EXTENDING THE GRADUATE MANAGER PROGRAM TO EQUITY PARTNERS

In 2011, the airline’s graduate manager program for UAE nationals was extended to graduates from Air Seychelles. In 2013 the program was extended further to include those from Air Serbia.

This initiative is intended to develop young Seychellois

and Serbs, to prepare them as effective managers within their respective airline’s leadership team, and ultimately play a key role in the future growth.

Eight Serbs joined the program’s first intake in 2013 and have been seconded to Etihad Airways where they will experience formal classroom learning and hands-on experience in a global high performing organisation.

This program will be further developed in 2014, with a plan to recruit at least 20 more graduates from Serbia and the Seychelles.

GAUGING EMPLOYEE OPINION

A company-wide opinion survey, ‘MyEY’, was undertaken in late 2012, with the results analysed and acted upon throughout 2013.

Two thirds of the employees within the business responded to the survey and 93 per cent indicated they were proud to be a part of the Etihad Airways workforce. In addition, 92 per cent indicated that they would be willing to go beyond normal requirements to help Etihad Airways succeed.

Three areas for improvement were identified; improvement of managerial skills, employee recognition mechanisms and internal communication. These were addressed through HR-led initiatives in 2013.


MANAGEMENT EFFECTIVENESS WORKSHOPS

Workshops were held to develop more than 1,200 people managers in 20 countries.

Launched in 2013 in response to the MyEY employee opinion survey, the workshops were designed to bolster managerial skills by providing a solid foundation in the fundamentals of effective people management.

A strong emphasis was placed on the importance of coaching, feedback, objective-setting, meetingeffectiveness, and an overview of people processes.

Feedback from managers across the globe was overwhelmingly positive, with 95 per cent of

participants agreeing or strongly agreeing that it was worthwhile.

A total of 98 per cent of participants rated their facilitator as effective, citing the use of internalline managers as adding meaningful context and credibility.

In addition, the program won the Gulf Cooperation Council (GCC) HR Excellence Award for ‘Leadership Program of the Year’ in 2013.

RECOGNITION AND REWARDTo assist in managing and rewarding performance, Etihad Airways uses the iAchieve program to review employees’ progress and identify staff for promotion to larger roles.

Performance-based salary increases were used in 2013 to recognise achievement, and 30 per cent of management roles during the year were filled by internal candidates.

To further recognise a ‘can do’ attitude amongst the staff, and building on the MyEy feedback from employees, the global ‘Shukran’ scheme was introduced to recognise outstanding performance in the key values of Etihad Airways.

‘Shukran’ - Arabic for ‘thank you’ – recognised 2000 employees in 2013. This program, developed following the results of the MyEy survey, encourages managers to nominate other employees for special recognition.

“I was delighted to receive a

Shukran for my efforts. It

really made me feel like my contributions were appreciated and pushed me to go the extra mile. It made me feel a part of the Etihad family in my first few months here.”

Verica Bogdanovic,Office Coordinator, Belgrade

Shukan Awards


EMPLOYEE WELLNESSAs well as providing access to extensive healthcare facilities in the event of illness, the airline is also committed to preventive health care, which includes quarterly wellness days at Etihad Airways facilities throughout 2013.

The first of these in 2013 focused on men’s health issues, with over 180 staff attending this event. Experts were on hand as a wide range of medical and health issues were examined and staff received free individual assessments such as blood sugar, cholesterol checks, blood pressure and body mass index measurements.

The second was focused on the female employees with the theme ‘good health begins with good choices’. The event considered a wide range of medical and health issues and offered free health and fitness assessments, as well as information on exercise and diet.

As the temperature and humidity rose during the summer months, the third wellness day of the year provided information on staying healthy during the hot summer months. Fitness was assessed through weight and body measurements, followed by advice

on how to set and achieve goals through diet, exercise and massage.

Record numbers of visitors turned out for the final wellness day of the day, with over 500 staff attending

the winter-themed event. This again provided free health advice, focused on a range of medical and health issues, including cardiovascular, metabolic, eye, and respiratory disorders.


SAFETY MANAGEMENTSafety, our priorityAt Etihad Airways safety has the highest priority and receives the primary focus of our attention, from passengers in their seats to staff members in their workplaces. This principle is at the heart of our business, and is a core value across the entire organisation. The statement of commitment, policy and procedures are outlined in the airline’s Corporate Safety & Quality Policy which supports the requirement for a company-wide Safety Management System and helps to embed safety in our working procedures and processes.

The safety management systemA Safety Management System (SMS) encompasses the policies, responsibilities and processes required for a structured approach to managing safety risk to an acceptable level. An embedded safety culture provides the foundation, supporting the four pillars of our SMS.

PILLAR ONE

Safety PoliciesSafety policies define the value of safety in the overall business and performance framework of the organisation.

PILLAR TWO

Risk ManagementRisk management enables us to identify hazards associated with our operations, analyse and assess the risks associated with those hazards, and to implement controls, to prevent future accidents and incidents.

PILLAR THREE

Safety AssuranceSafety assurance is a coordinated program of oversight and planning around safety issues and regulatory changes.

PILLAR FOUR

Safety PromotionSafety promotion is the publication of safety lessons and key messages throughout the organisation, training, seminars and conferences. Exchange of safety issues is encouraged and changes are systematically made to improve safety.

THE SAFETY MANAGEMENT SYSTEM


Safety performance measurement Regulatory oversightEtihad Airways is subject to regular audits and inspections by the General Civil Aviation Authority (GCAA) and frequent inspections by civil aviation authorities in all countries to which it operates.

The annual 2013 GCAA Base Inspection again resulted in zero non-conformance findings in connection with the company’s Safety Management System.

CertificationsEtihad Airways maintains an IOSA certification (IATA Operational Safety Audit) an internationally recognised and accepted evaluation system designed to assess the operational management and control systems of an airline aiming to ensure safe operations. It requires bi-annual audits to be conducted by approved independent third party auditors.

Occupational Safety & Health CertificationIn 2013 the Corporate Safety and Quality system was re-certified to the OHSAS 18001:2007 certification standard, the world’s most highly recognised

standard in this business area. The OHSAS 18001 provides a framework to control occupational safety and health risks and supports the airline’s current health and safety management system. Both are geared to minimise risks to employees and others.

Etihad Airways currently maintains its Environmental Health and Safety Management System approval under the Abu Dhabi Environmental Health and Safety Regulation, which requires annual audits to be conducted by approved independent third party auditors.


GREENER TOGETHERAs an airline, we recognise our potential impact on the environment and are committed to taking responsibility towards reducing that impact.

One of the most significant issues relates to the emissions of carbon dioxide (CO2) from our aircraft. We need to reduce these emissions, recognising that the benefits extend to reduced fuel consumption and reducing our potential emissions liability. Ensuring fuel efficiency across our fleet is a priority.

OUR CARBON FOOTPRINTThe carbon associated with the main activities of the core business is calculated each year and reported under Scopes 1, 2, and 3 in accordance with the Greenhouse Gas Protocol.

This year we have expanded our Scope 3 reporting with the inclusion of the transportation services provided for our guests, specifically the chauffeur driven services for First and Business Class passengers and the coach services for passengers between Abu Dhabi and Al Ain and Abu Dhabi and Dubai.

The nature of the business means that the operation of our aircraft will always account for the majority of CO2 emissions.

SCOPE 1 TOTAL USAGE UNIT CONVERSION FACTORTONNES

OF CARBON DIOXIDE

% OF TOTAL

Aircraft 2,300,493,960 kg 3.15t CO2/t fuel 7,246,556,000 93%

Ground Vehicle (Petrol) 544,273 Litre 2.3kg CO2/litre 1,252 <0.1%

Ground Vehicle (Diesel) 1,813,375 Litre 2.7kg CO2/litre 4,896 0.1%

SCOPE 2

EY Complex Electricity 1,888,435 kWh 0.700 kg CO2/kWh 1,322 <0.1%

EY Plaza Electricity 871,896 kWh 0.700 kg CO2/kWh 610 <0.1%

Total 2,760,331

EY Complex District Cooling Water 13,334,804 tonnes/hr 0.674 kg CO2/tonnes 8,988 0.1%

EY Plaza District Cooling Water

(residence incl)2,864,920 tonnes/hr 0.674 kg CO2/tonnes 1,931

<0.1%

Total 16,199,724

EY Complex potable water 67,886 m3 15kg CO2 /m3 1,018 0.1%

EY Plaza potable water /

Commercial Area1959 m3 15kg CO2 /m3 29

<0.1%

Total 69,845

SCOPE 3

Waste to Landfill 814,800 kg 1 tonne CO2/tonne 815 <0.1%

Etihad Coach Service ( Prime Limo) Diesel

14,280,000 Litre 2.7kg CO2/litre 38,5561%

Etihad Chauffer Service (Audi 6) Petrol

224,640,000 Litre 2.3kg CO2/litre 516,6726%

TOTAL CO2 EMISSIONS 7,822,645 100.00%


REDUCING OUR CARBON DEPENDENCE

7,000

8,000

TOTAL CO2 pax (tonnes)

6,000

5,000

4,000

3,000

2,000

1,0002008 2009 2010 2011 2012 2013

500

550

600

650

700

750

800

850

CO2 Emissions (Total fleet)

gCO2/TK

7,000

TOTAL CO2 pax (tonnes) gCO2/PK

6,000

5,000

4,000

3,000

2,000

1,0002006 2007 2008 2009 2010 2011 2012 2013

50

70

90

110

130

150

170

CO2 Emissions (Passanger Fleet)

The fuel efficiency of our aircraft is managed by the Fuel Saving Steering Committee. This group brings together key business units including operations, technical, finance and environment to identify and ensure accountability for a dynamic list of fuel saving initiatives.

Investment, efficient flight paths, optimising operational procedures and ‘lightweighting’ are essential elements of a sustainable business strategy, to ensure continued profitability as well as emissions reductions.

We have achieved a 24.5 per cent reduction in our carbon dioxide (CO2) emissions since 2006 across our passenger fleet and a 14% improvement in our CO2 emissions across our total fleet since 2008.

InvestmentIn 2013, Etihad Airways made substantial investments in new aircraft and engines, taking possession of 19 additional aircraft. The airline’s fleet at 31 December comprised 89 Airbus and Boeing jets.

Etihad Airways signaled its long-term growth intentions when, in November 2013, it announced firm orders for 87 Airbus and 56 Boeing aircraft, with a total of 56 options and purchase rights to support additional growth opportunities.

Continued investment in efficient aircraft and engines is a major contributor to our annual efficiency improvements.


Effective and efficient routingEtihad Airways continues to explore opportunities to maximise fuel efficiency through sophisticated flight planning techniques.

In 2013, the airline developed a new satellite-based procedure, which can shorten the approach paths of flights into its home base of Abu Dhabi by up to 16 kilometres, substantially reducing fuel consumption, carbon emissions and noise of its aircraft descending into Abu Dhabi.

With more than 100 flights each day into the city, Etihad Airways has the potential to save up to 150 flight hours per month, equal to a fleet-wide fuel saving of five million litres and a 12 million kilogram reduction in CO2 emissions.

A whole new approach to flight planning has also been introduced, replacing fixed ‘company routes’ with a new strategy of optimised routes.

Each Etihad Airways flight is now planned using software which assesses and selects the best of 1.5 million routes available worldwide, and takes into account tailwinds and headwinds, the shortest flight paths, and en-route fees.

The airline now optimises every flight on every route in its network.

Route optimisation Every day, at 10.20am, Etihad Airways flight EY 151 departs Abu Dhabi, bound for the US city of Chicago. This flight, one of the longest in the airline’s network, is operated by a three-class Boeing 777-300ER seating 328 passengers.

Typically, a Boeing 777-300 following a “fixed route” will take 14 hours and 30 minutes to fly betweenAbu Dhabi and Chicago. This flight will consume 113,350 kilograms of fuel.

However, by optimising the Abu Dhabi – Chicago route, Etihad Airways can shorten the journey by

up to 20 minutes in each direction, reducing the journey time to 14 hours, 10 minutes and cutting fuel consumption in each direction by 2,308 kilograms, or two per cent. This reduces CO2 emissions by 7,000 kilograms.

In a full year, this program would reduce the cost of roundtrip flights between Abu Dhabi and Chicago by more than US$3 million.

Extended across its entire network, and still considering variables including weather and air traffic delays, route optimisation offers substantial savings to the airline and greater convenience to passengers.

ROUTE A

ROUTE B

Fixed routeFuel: 113,350 kilogramsFlight time: 14 hours, 30 minutes

Optimised routeFuel: 111,042 kilogramsFlight time: 14 hours, 10 minutes

FLIGHT EY151ABU DHABI TO CHICAGO

• Flight time: Up to 20 minutes shorter• Fuel saving: 2,308 kilograms• Carbon emissions reduction: 7,000 kilograms• Annual saving US$3 million

CHICAGO

ABU DHABI


Following the transition in 2012 of nearly 3000 baggage and cargo containers to a lighter more durable type for our aircraft, in 2013 the replacement began for additional flight cargo units that reduce the aircraft weight even further.

The original container replacements reduced the weight on a wide body aircraft by about 200 kilograms, which amounted to savings of around 5,000 tonnes of CO2 in a year. The new Jettainer cargo units resulted in a further 116 kilogram reduction per flight and in fuel savings in 2013 of 340 tonnes and in a CO2 emission reduction of almost 1,100 tonnes. For 2014, with the full introduction, and taking account of our fleet growth, the projected reductions are estimated to be 4,000 tonnes of CO2.

The teams responsible within the airline for aircraft interior product design take weight into consideration when fitting or retrofitting the interiors of new and existing aircraft.

Just one kilogram of additional weight a year across our fleet costs over US$14,000

Lightweighting


FUEL OPTIMISATION

ETIHAD AIRWAYSwith

How we save fuel and reduce emissions every minute of every day...

SAUDI ARABIA

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SUDANCHAD

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LET’S LOOK AT THE LONGEST ROUTE IN OUR NETWORK

Average fuel burn: 115,060 kilos, 147,500 litres

Average CO Production : 362,400 kilos

EY 191AUH 08:30

GRU 16:35BRAZIL

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Throughout a flight, the flight crew try to apply a range of efficiency techniques resulting in minimizing our fuel burn and maximizing our efficiency

We maximize the use of ground support equipment in turn minimizing the use of aircraft systems such as the auxiliary power unit (APU)

The APUs in Etihad aircraft will end up burning in excess of 30 million kilos of fuel during 2013. Improved airport infrastructure will help reduce our reliance on these small engines to power our aircraft and provide the necessary and adequate cooling of our cabins

Etihad Airways will burn in excess of 2 billion kilos of fuel during 2013. This is more than 2.5 billion

litres. A 1% reduction in fuel consumption will result in a 6.3 million ton CO2 reduction.

The Fuel Efficiency Team continuously looks for initiatives which will help to reduce consumption and emission production, and in this respect work with internal and external partners to facilitate such optimisations

Reducing the weight of each and every Etihad aircraft by 1 kilo on every flight during the year would reduce fuel consumption by 12,000 kilos, and would reduce emissions by almost 38,000 kilos

ON THE GROUND

POWER FACT

FUEL FACT

WEIGHT FACT

IN THE AIR

OUR FUEL FACTS

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Distance: Abu Dhabi – Sao Paulo 6545 nautical miles (12,122 kilometres)

Average flight time: 14hrs 26mins (August 2013)

CO2

Every kilo counts!

Every minute of flight time saved means burning 120 kilos/154 litres less fuel and 380 kilos less CO

DISTANCE FLOWNPotential savings on this route are 12-15 minutes or 96-120 nautical miles (178-222 kilometres)

FLIGHT TIME

AUH GRU

WHAT MAKES US ECO EFFICIENT

WHAT CAN BE OPTIMISED?

2

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Fuel optimisation week in September 2013 highlighted specific activities to reduce the consumption of aircraft fuel, both on the ground and in the air, while maintaining the airline’s high levels of safety and comfort. Etihad Airways coordinated its fuel optimisation efforts on a global scale during an ultra-long haul flight from Abu Dhabi to São Paulo, Brazil, the airline’s longest route. Working with civil aviation authorities and air navigation service providers along the entire flight of over 12,000 kilometres, Etihad Airways maximised the use of a

range of initiatives in reducing the use of fuel from departure gate to arrival gate, including optimised ground handling at both ends of the journey and maximising efficiency opportunities in route and altitude selection. During the week, the airline also worked more closely with various operational stakeholders, including civil aviation authorities, air navigation service providers and airport ground service providers to further optimise the efficient use of fuel on flights into and

out of Abu Dhabi. Examples include promoting the use of efficient continuous descent operations, as well as the application of a specially designed arrival procedure (RNP-AR) which ensures an optimum and more efficient flight track during approach and landing for the airline’s flights into its hub. On the ground the focus was on working with ground handling services to further reduce the use of the onboard Auxiliary Power Units (APU). All of these procedures help reduce emissions.

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Managing pilot extra fuelEducation and building flight crew confidence in pre-flight planning assessments has driven down the average amount of discretionary fuel carried. Compared to the same period in 2012, discretionary fuel carriage was reduced by 74 per cent.Saving: 1,407 tonnes fuel / 4,431 tonnes CO2

Fuel for taxiing outPlanned amounts of taxi-out fuel (fuel required to taxi to the runway) were evaluated and adjusted based on actual statistical values. This action resulted in a clear lowering of the amount of fuel burned in flight by avoiding the carriage of additional fuel weight.Saving: 469 tonnes fuel / 1,477 tonnes CO2

Reduced engine taxiOnce a flight has landed, cleared the runway, and the engines have had a few minutes to cool down, switching off one or more engines is encouraged as a fuel burn reduction measure. 2013 saw a significant increase in the application of this practice, which has resulted in lower fuel burn. Saving: 1,869 tonnes fuel / 5,886 tonnes CO2

Auxiliary Power UnitThe Auxiliary Power Unit (APU) provides air conditioning and electricity when the main aircraft engines are turned off. Flight crew and ground crew

are encouraged to use alternative means of power such as external power from either a cart of the gate and mobile air conditioning units which reduces noise as well as emissions. Compared to 2012, the average use of APUs was reduced significantly in 2013.Saving: 3,830 tonnes fuel /12,065 tonnes CO2

Contingency fuelAs a strictly regulated safety measure, pre-flight fuel planning requires a standard extra amount of extra fuel to cover unforeseen circumstances en-route. Reduced contingency fuel planning for ultra-long haul routes was approved by the regulators and introduced during 2013. Full-year results for 2013 show significantly reduced fuel burn.Saving: 3,913 tonnes fuel / 12,326 tonnes CO2

Potable water adjustmentsMore than two years ago the ground services team investigated actual water needs on flights. It was found that the potable water tanks did not necessarily need to be filled to capacity. Accordingly, measures were taken to ensure that water needs were revised, depending on variables such as routing and historic data. Following the introduction of measures to calculate water requirements depending on the routes flown, in 2013 further refinement of these water needs were planned and resulted in significant fuel burn reduction.Saving: 1,261 tonnes /3,973 tonnes CO2

SPECIFIC EXAMPLES OF FUEL SAVING INITIATIVES IN 2013


GLOBAL EMISSIONS MANAGEMENT Aviation has come together unlike any other industry to address collaboratively the issue of emissions management and identify solutions that are fair and equitable.

The commitment of the industry has been apparent in recent years through the following collective industry targets:

> Improve fuel efficiency by an annual average of 1.5 per cent until 2020,

> Cap the growth of its net CO2 emissions from 2020 (CNG2020),

> Halve its net CO2 emissions by 2050, compared to 2005 levels.

At a global level, the industry played an essential role at the 38th ICAO Assembly in Montreal in October 2013. After years of debate, the ICAO States adopted a resolution committing to the development of a global market-based measure (MBM) to manage the growth

of international aviation emissions. Following the ICAO resolution, the industry will continue to help support and guide the development of the details for the global measure, which will be presented back to the Assembly in 2016.

SUSTAINABLE ALTERNATIVE FUELS Etihad Airways recognises the role alternative fuels will play in the future sustainability of the airline industry, a view that is gaining wider recognition not only within the aviation sector but also with policymakers. Etihad Airways is at the forefront of the regional movement towards alternative sustainable fuels.

The airline is a founding partner of the Sustainable Bioenergy Research Consortium (SBRC). Led by the Masdar Institute for Science and Technology and in conjunction with Boeing, Honeywell’s UOP, the aircraft engine manufacturer SAFRAN and the Abu Dhabi Government, the SBRC is tasked with identifying commercially viable options for the production of sustainable alternative fuel. Etihad Airways has committed over US$2 million to support this initiative.

The SBRC’s flagship project is the Integrated Seawater Energy Agriculture System (ISEAS), which focuses on the development of a potential plant-based

feedstock, making use of nutrient-rich effluent from fish and shrimp farms. Local pollution problems are reduced by not disposing of this waste water directly to sea, diverting it instead through an oil-producing and saltwater-tolerant plant called Salicornia. The seeds of this plant produce oil which could be used to produce alternative fuel for aircraft. Extensive research led by the Masdar Institute includes consideration of energy options, such as aviation biofuel from other parts of this plant.

In early 2014, a pilot scale ISEAS will be constructed at Masdar City in Abu Dhabi. This two hectare site will be used to trial the process and showcase the technology prior to the development of a larger commercial facility.

Our aim is to match the industry target of 1.5 per cent efficiency gain across our fleet every year.


Electricty use Electricity consumption in the main Etihad Airways complex (the headquarters and training academy) increased by 22 per cent in 2013, compared to 2012. This is a reflection of the increased number of employees in the main offices and in particular the extensive use of the training facilities.

In addition the training academy was expanded in 2013, with the construction of a six-simulator bay extension. This became operational in November 2013.

At the offices in Etihad Plaza an electricity consumption increase of 19 per cent, was partly accounted for by increased employee numbers,

but was also due to significant construction and renovation works. The electricity consumption per employee also increased by 13 per cent.

Etihad Complex Electricity Consumption

2013

2012

1,888,435 kwh

1,534 kwh/employee

1,549,373 kwh

1,711 kwh/employee

FACILITIES MANAGEMENT

Etihad Plaza Electricity Consumption (O�ces)

2013

2012

871,896 kWh

1,675 kWh/employee

735,173 kWh

1,895 kwh/employee


Cooling waterAir conditioning demand in the main complex increased the district cooling water consumption in 2013 by 23 per cent compared to 2012 and by 10 per cent per employee. The construction and use of the new simulator bay contributed to this.

At Etihad Plaza a six per cent reduction in cooling water demand was achieved mainly through an improved building management system, able to regulate temperature throughout the facility more effectively.

Water consumptionDespite the increased occupancy of the main offices and training complex in 2013 compared to 2012, efforts to reduce the water demand lead to a reduction in total water consumption of 19 per cent and a 26 per cent reduction per employee. Efforts to raise awareness included emphasising the importance of water saving in a water scarce region during the induction program for new employees, minimal water use training for all the cleaning staff, and also through water saving signage throughout the Abu Dhabi facilities.

Similarly, an 11 per cent improvement in water consumption was seen across the common areas and office facilities of Etihad Plaza, amounting to a 14 per cent reduction per employee. The modification of water features and regular water tank maintenance contributed to this improvement.

REDUCING WASTE TO LANDFILLIn the airThe EAS Catering facility at Abu Dhabi International Airport has procedures in place to collect a number of recyclable items generated through the preparation of onboard food and from the separation of items coming off the aircraft.

Etihad Airways’ crew are encouraged to assist in the recycling effort by placing empty cans and bottles in carts or other areas so that they are more easily identified and separated. As a result of this initiative, the crew now collects over 2,500 plastic bottles and 300 aluminium cans for recyclingeach day.

Etihad Complex District Cooling

2013

2012

4,450,541Tonne/hr

3,607,829Tonne/hr

4,031 Tonne/hr/employee

3,572 Tonne/hr/employee

Etihad Plaza Water Consumption

2013

2012

1,959 m3

2,187 m3

4 m3/employee

5 m3/employee

Etihad Plaza District Cooling (Residence & O�ces)

2013

2012

2,864,920Tonne/hr

3,052,799Tonne/hr

Etihad Complex Water Consumption

2013

2012

67,886 m3

83,196 m3

61 m3/employee

82 m3/employee


EAS Catering employs over 2,000 people to provide catering, beverage, amenity and laundry services to over 20 scheduled customers as well as many individual catering requests at Abu Dhabi International Airport, Al Ain International Airport and Al Bateen Executive Airport.

The business’ major customer is Etihad Airways which accounts for more than 85 per cent of the overall airline business.

2013 saw EAS Catering produce around 15.5 million meals specifically for inflight consumption, and

services for over 63,000 flights. This production and servicing accumulated in excess of 110,000 tonnes of waste of which approximately 11.5 per cent was segregated for recycling.

The recycling levels from within the catering facility increased significantly during 2013 with the recovery of 1,284 tonnes of recyclable material. Compared to 2012 this was an increase of 50 per cent, attributable mainly to glass recycling which commenced in early 2013. This amounts to over 25 tonnes per month.

Cardboard and paper accounts for over 85 tonnes per

month. Approximately 60 tonnes of this is cardboard from the outer packaging of delivered goods.

Approximately 15 tonnes per month is plastic, including the plastic bottles segregated from flights and product wrappers.

The next area of focus is wet waste, comprising vegetable peelings and scraps from the vegetable cleaning and processing, and amounts to approximately 2,200 kilos per day. Composting of this vegetable matter is one solution which will be considered in 2014.

EAS catering excels at recycling


On the groundThe amount of waste generated in the main complex reduced by 5 per cent per employee in 2013 compared to 2012. The total amount of waste disposed of at landfill rose, by 4 per cent in 2012, a reflection of the increased capacity of the offices.

The recycling in our main office premises included paper, cardboard, plastics and aluminium cans. In 2013 an average of over one tonne of material was collected for recycling each month. Cartridges from office laser printers were collected and returned to the suppliers, totaling 205 in 2013.

The reduction in recycled material is partly a reflection of the reduction in paper usage in these facilities.

In 2013 the environment team launched the campaign for zero cans to landfill. This ‘YES WE CAN’ initiative is an acknowledgment of the fact that recycling aluminium cans has a very clear positive effect on the environment – 95 per cent less energy is required to manufacture a can from an old can than from raw material. This initiative was encouraged both in the office and at home, with all staff being given a fridge magnet to remind them to recycle aluminium cans.In 2013, 72.3kg of aluminum cans were collected in the airlines’ office facilities.

Yes we can

PRINT SMART CAMPAIGN This program began in mid-2012 to monitor the printing habits of our employees in all departments. Whilst the growth of the business has resulted in additional printing throughout our premises in the UAE, the number of printouts per person was reduced by 14 per cent in 2013 compared to 2011.

With the introduction of new printing services throughout the UAE premises in 2014, further improvements are expected.

Etihad Complex General Waste

2013

2012

816,900kg

784,350kg

740 kg/employee

777 kg/employee

Etihad Complex - Paper & Cardboard collected for recycling

2013

2012

12,667 kg

14,548 kg

Etihad Airways Printing Consumption (UAE)

2013

2012

2011

30,841,718

Total no of printouts (sheet)

No of printouts/sta�

2683

24,503,649

2736

3124

4 m3/employee


Green ChampionsThe number of Green Champion volunteers increased in 2013 with double the number compared to 2012. By the end of 2012, 100 Etihad Airways employees were serving as Green Champions across the business.

In 2013, a focus was placed on engaging volunteers from outside of the UAE. Now 15 Champions are based in other locations such as New York, Kathmandu, Seoul, Dublin, Manchester, London,

Khartoum, Milan, Bahrain, Mumbai, Dhaka, Bangkok, Tokyo and Nairobi.

The Green Champions perform a vital role within Etihad Airways by helping to promote and communicate environmentally-aware behaviour among their colleagues. They also run ‘green’ initiatives and programs in their own offices.

We also have Green Champions serving in the skies. These environmental ambassadors are volunteer cabin crew who teach their fellow workers to act

more responsibility at home while encouraging waste segregation onboard the aircraft.

Lights out for Earth HourEarth Hour is the most popular environmental awareness event in the world, with hundreds of millions of people turning off their lights for an hour to cut carbon emissions.

THE GREEN CHAMPIONS

CREATING AWARENESS AND RESPONSIBILITY


Etihad Airways has taken part for a number of years, including in 2013 on Saturday March 23. Non-essential lighting in the Head Office and the Training Academy was switched off for one hour.

Organised in the UAE by the Emirates Wildlife Society – World Wild Fund (EWS-WWF), the event encourages people to turn off all non-essential lighting to raise awareness of climate change.

World Environment Day On June 5 the Environment team launched a company campaign to mark World Environment Day. This United Nations Environment Program event contributes to increased global awareness and the need to take positive steps to protect our planet.

Etihad Airways used the day to educate and inform employees of the various steps everyone can take to adopt a ‘greener’ lifestyle.

The airlines ‘Yes we Can’ aluminium can recycling campaign was a key theme of this event. More than 1,200 cans were collected throughout the day.

Employees were also invited to participate in a photo competition promoting the three Rs – Reduce, Re-use and Recycle. Children of employees submitted art projects using recyclable materials to a “Kids CAN Too” art competition and the winner received a flight simulator experience.

Cabin crew member Yo Misaki helped celebrate the day by creating an original comic book called “Saif the Green Champion” which tells the story of a young boy who learns how to manage waste and educate his family to be more responsible.

Green Bazaar

The environment team ended the year by bringing smiles to almost 20 children born with facial deformities by raising enough money to pay for their surgery during December’s Green Bazaar.

The Green Bazaar invited vendors, including charitable organisations, to Etihad Airway’s main offices to raise funds through table sales and a staff raffle.


Responsible disposal of electronic wasteEtihad Airways and UAE e-waste handling company EnviroServe continued to work together in the collection and disposal of e-waste in a responsible manner.

In 2013, a total of 12 tonnes of e-waste was collected for recycling by the EnviroServe team. Using the ‘All

Green Electronics Recycling’ calculator the responsible recovery and recycling of this e-waste prevented 14,249 kilograms of carbon dioxide from entering the atmosphere.

Carbon offsettingEtihad Guest offers a carbon offsetting program that allows members to donate miles to carbon reduction

projects around the world. In 2013, air miles donations from Etihad Guest members donated 937,437 miles to offset approximately 699 tonnes of carbon dioxide.

Numerous environmental projects have benefitted from this initiative, including a biomass scheme in India, wind farms in China and others in Cambodiaand Uganda.

The e-waste recycling process

COLLECTION DISMANTLING SORTING ANDSEGREGATION

RECOVERY OFRECYCLABLEMATERIALS

RECYCLING OF ELECTRONICCOMPONENT


Community support and humanitarian aid are key aspects of our CSR strategy.

As an airline, we have the ability to provide travel assistance to many volunteer workers and also encourage our employees to support local efforts around our global network. In 2013 we engaged with community groups, governments, local businesses and charities to support a wide range of humanitarian and other efforts.

We provided 374 tickets on a free of charge basis to transport people to help and assist those in need. We also gave over 200 passengers more than 3,000kg of additional luggage allowance on a by-request basis when on charity missions.

Tickets were also provided for numerous auctions and raffles to provide direct cash benefit for charities.

Our guests have also demonstrated considerable support. Members of our Etihad Guest loyalty program have the opportunity to donate miles to a number of different charity organisations.

In 2013, over 34 million miles were donated by loyalty

program members. This equated to over US$217,000.

The donations were made to nearly 20 charities, with the top recipient being the emergency appeal for Typhoon Haiyan, which raised over US$100,000.

‘Our guests truly demonstrated the spirit of giving by donating 34 million miles for charitable causes in 2013.’Peter Baumgartner, Chief Commercial Officer

SUPPORTING THE UAE COMMUNITYAt our home base of Abu Dhabi, Etihad Airways supports many local initiatives including clinics and hospitals providing special needs support, as well as supporting rural social development programs.

Donation of ultrasound machineCancer is the second-leading cause of death for women in the UAE, with breast cancer the most

common. Following fund raising during breast cancer awareness month in October 2012, Etihad Airways used the funds to purchase and donate an ultrasound machine to the Red Crescent in Abu Dhabi in 2013 to assist the organisation’s efforts to promote early detection and treatment of breast cancer among Emirati women.

Fun run for local autism centreA five kilometre fun run organised by Etihad Airways and supported by the Abu Dhabi Sports Council, Abu Dhabi City Municipality and others raised Dhs 18,045 for the Abu Dhabi Autism Centre. The donation was

GIVING TOGETHER

“The donation of this machine that works toward the early detection of breast cancer will help us to reach those who are in remote areas of the country and do not have immediate access to these kinds of vital healthcare services.”His Excellency Rashed Mubarak Al Mansouri, Deputy Secretary General for Local Affairs of the Red Crescent and the Red Crescent delegation.


used to fund a special vocational arts and crafts workshop to develop the children’s abilities. Etihad Airways also donated iPads to be used as teaching aids for children with high functioning autism.

Charity iftar meal for workersDuring Ramadan the Etihad Sports and Social Committee organised a charity Iftar meal as part of the airline’s 10th anniversary celebrations, distributing meals to 3,500 people in the workers village in Abu Dhabi’s Mussafah district.

Donation to elderly care centreAs part of the 42nd National Day celebrations Etihad Airways made a donation to the Zayed Higher Organization’s Al Modheef Centre for elderly people with special needs. A delegation of senior staff and volunteers visited the centre to deliver care parcels, comprising blankets and electronic equipment for the elderly. The Centre is equipped to offer a range of specialised medical, educational, rehabilitation and psychiatric services to patients between the ages of nine and 70 and is operated in collaboration with the Abu Dhabi Health Authority

Supporting local traditionsIn 2013 the airline continued its support of Sougha, a Khalifa Fund initiative supporting the preservation of Emirati heritage and providing social and economic support to rural areas of Abu Dhabi.

In addition a second initiative, again supporting the local community is the Al Ghadeer candle. This traditional souvenir supports the Al Ghadeer project operated under the Red Crescent authority, helping to empower under privileged UAE national women.


Etihad Airways Medical Centre provided free mammography and screenings for women over 40, as well as women with a high risk or family history of breast cancer, in partnership with Burjeel Hospital. As part of its commitment to advancing medical understanding of breast cancer, Etihad Airways also sponsored the first International Oncology conference in Abu Dhabi. Guest Services held a pink-themed bake

sale at Head Office and the Training Academy where sweet treats, all baked by members of staff, raised Dhs35,000 for breast cancer charities. In addition, the sale of pink ribbon pins, balloons, armbands and bracelets organised jointly by the CSR team and Guest Services throughout October raised a total of Dhs30,500.

Throughout our network we support many local efforts to provide a better life for poorer communities.

Essential support for SyriansFollowing initial support efforts in 2012 to help those affected by the Syrian crisis, further support was provided by Etihad Airways as the situation worsened in 2013.

The efforts were centred on assistance for displaced

Syrian refugees living in camps near the Jordanian-Syrian border.

The airline donated 40,000 blankets and other supplies, collaborating with the UAE Red Crescent to distribute these to the refugee camps.

Later in the year, volunteers from Etihad Airways and the UAE Red Crescent visited the Emirati Jordanian field hospital in Al Mafraq and the Muraijeb-Al-Fhood camp to distribute more humanitarian relief to Syrian refugees.

October campaign raises vital research funds

ASSISTANCE ACROSS OUR NETWORK

“I am especially proud of our staff both from the UAE and Jordan who have committed their time to provide ongoing help to alleviate the stress and suffering in this crisis.” - James Hogan,

President and Chief Executive Officer


The Pakistan Deaf Reach School The Etihad Airways team in Pakistan supported the Deaf Reach School and Training Centre in Karachi though direct donations, the provision of tickets and through an opportunity for Etihad guests to donate loyalty miles. The schools and centres offer academic and vocational skills training for deaf children, teenagers and young adults in urban and rural areas. As well as Karachi, sites are located in Hyderabad, Sukkur, Nawabshah and Lahore, with a new large campus for 500 children under construction in Rashid-Abad.

Miles equivalent to over US$13,000 were donated to the charity by Etihad Airways guests.

Pakistan team rewarded for community efforts

Etihad Airways won the Global Corporate Social Responsibility Leadership Premium Award at the 2013 CSR Business Excellence Awards in Pakistan for the second year running. The award recognises the airline’s ongoing commitment to incorporating ethical values and respecting individuals, communities and the environment. Etihad Airways’ CSR initiatives in Pakistan during 2013 included food relief efforts, sponsorship of the Special Olympics team and support for Deaf Reach Schools and Training Centres.

“In Pakistan, we will continue our ongoing corporate social responsibility programs that focus on human development and economic empowerment in support of underprivileged communities.” Amer Khan, Area General Manager for Pakistan, Bangladesh, Nepal, Sri Lanka and the Maldives

Educational support in India

Etihad Airways and its guests are changing the lives of young Indian children through their support for a charity called the Venkatraman Memorial Trust. Donations from the guest loyalty miles donation program have enabled significant improvement to local education including the construction of a new school with general school attendance and literacy rates increasing considerably.

Thanks to the generosity of the Etihad Guest members who donated their Etihad Guest Miles to the Trust, the Etihad Sports Ground will soon be built where the students will be able to play cricket, volleyball, football and basketball. The airline has also helped the charity with tickets and excess baggage.


CONTINUED SUPPORT FOR THE SMOKEY MOUNTAIN COMMUNITY

A small group of Etihad Airways employees and volunteers travelled to the Philippines with 150 used blankets as well as toys, clothes, school uniforms, books and food to donate to the Philippine Community Fund (PCF) School at the Smokey Mountain dumpsite.

The school was founded by the PCF charity ten years ago to offer a brighter future to children who live in the dumpsite area. Before it was built, children forged out a dangerous living by scavenging for recyclable waste from the piles of rubbish.

The PCF initiative has provided essential resources

and an education for over 750 children aged six to 13, giving them a chance to escape poverty.

In addition the PCF has established a livelihood program for parents, who operate sewing machines to make handbags, purses and fashion accessories from soft drink cans, ring pulls and crisp packets. Etihad Airways employees continued to collect ring pulls which cabin crew regularly take to the PCF in Manila to support this livelihood program and PCF volunteers were invited to sell the products made by the Smokey Mountain community at several staff events at Etihad Airways offices in Abu Dhabi during 2013.


Etihad Airways has worked with the Monyati initiative, a not for profit social development organisation, since 2011, providing support in rural areas in many countries. In 2013 this included the following support from the airline and its employees;

> In New Delhi, India, blankets and warm food parcels were distributed to three shelters housing orphans and abandoned street children, as well as to farmers and their families, day labourers and the city’s destitute street people. Organised in association with Monyati, along with Ammucare

Charitable Trust, four volunteers completed this distribution.

> Working again with support from Monyati, Etihad Airways donated sewing machines and sewing packages to a vocational sewing centre for women in Kashmir Pakistan. Using these materials, sewing courses are provided to young women and upon the successful completion of their six-month training the women are given a certificate and a sewing machine to embark on their own business venture. More than 500 young

women have benefited from the course to date.

> Etihad Airways provided travel support to a group of volunteers under a Monyati initiative to build new homes in the slums of Saõ Paolo in conjunction with Habitat for Humanity.

“Small acts of kindness can and do make a huge impact on the lives of people in underprivileged communities.”Monja Wolf, founder and managing director of Monyati Initiatives

Monyati – a key community partner

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