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Monthly Newsletter issued by Dubai Civil Aviation Authority

www.viadubaionline.com

Volume 1 Issue 3 August 2013

Inside DCAA

DCAA to keep growth clear of crowded skies

4&5

‘Sawaheen’ to boost Emirati identity

2

DCAA to enhance air connectivity

3

MoU opens e-link with DED

3

UAE in Focus EK tops in global airline safety rankings

8

$4 million Emirates Aviation Experience opens in London

8

Emirates-CAE opens second Flight Training Centre in Dubai

8

‘Big 2’ face increasing competition at Paris Air Show

9

India is single largest market for UAE airlines

9

UAE carriers have 330 aircraft

10

Dh121 billion spent by tourists in UAE in 2012

10

New ATM systems at Dubai airports

11

Where The World Travels to Shop Dubai Duty Free (DDF) has charted an exponential growth curve till 2020. DDF revenues will reach $3 billion by 2020. In its history, DDF has never had a year

In Focus

where sales haven’t increased. Even in 2009 - the year of global recession sales increased by three per cent. Colm McLoughlin, Executive Vice-Chairman,

6&7

Interviews

Flying Beyond Your Wildest Imagination

UAE in Top 5 commercial aviation markets

An eco-friendly aircraft that has lace-like structure with wings that bend and move. By 2050, this is the plane Airbus wants you to fly in

16 & 17

shares with Via Dubai his insights into DDF operations and plans to meet high demand and even higher expectations.

12

Randy Tinseth

Arab carriers exposed to unfair liabilities

13

Abdul Wahab Teffaha

Opinion Food for thought for aviation industry

14

Technology

Daniyal Qureshi

18

Business aviation should get its rightful place in ME

14

Environment

Peter J. Bunce

19

Importance of CDM for effective ATM

15

Nils Olof Svan

Cargo & Logistics

20

Environment is a top priority for ICAO

15

Flashback

Maryam Al Balooshi

22


Message from the President In 2007, the functions of the Department of Civil Aviation were restructured. Accordingly, the Dubai Civil Aviation Authority (DCAA) was established as a regulatory body, by a decree of H.H. Sheikh Mohammed Bin Rashid AlMaktoum, Ruler of Dubai, on proclamation of law No. 21 of 2007, as amended by law No. 19 of 2010, to undertake development of Air Transport Industry in the Emirate of Dubai and to oversee all aviation-related activities.

Good News

Via Dubai is the official bilingual monthly newsletter of DCAA, designed to highlight the initiatives and developments in the aviation industry and act as a knowledge-sharing platform for all the stakeholders and aviation professionals.

General Supervision Mohammed Abdulla Ahli Coordinator Hanan Al Mazimi Executive Editor Mohammed Abdul Mannan Creative Manager Mohamad Abdulrahman E-mail: viadubai@naddalshiba.com

Legal Disclaimer The views expressed in the articles are of the writers and not necessarily belong to DCAA. We take all reasonable steps to keep the information current and accurate, but errors can occur. The information is therefore provided as is, with no guarantee of accuracy, completeness or timeliness. The DCAA or Via Dubai does not warrant or assume any legal liability or responsibility for the quality, accuracy, completeness, legality, reliability or usefulness of any information. Via Dubai does not endorse or recommend any article, product, service or information mentioned in the newsletter. Any perceived slight of any person or organisation is completely unintentional.

Editorial, Production, PR & Marketing Nadd AlShiba PR and Event Management

Tel +971 4 25 66 707 Fax +971 4 25 66 704 info@naddalshiba.com www.naddalshiba.com

Six months of hard work has gone into bringing the good news for all those working in the aviation, cargo and logistics sectors in Dubai. It is a gift that everyone has been waiting for to march forward in achieving what have been planned for through strategic projects that will eventually lead us to more success and achieve our goals in the challenging race. That good news is the stellar performance of Dubai International Airport in the first half of the current year. The number of passengers has risen to 32.6 million during the January-June 2013 period – the highest number of passengers in a six month period in the history of the airport. And this is not the only good piece of news. Cargo also fared well. Dubai International Airport handled 1,196,894 tonnes of cargo, a 10 per cent increase compared with the same period last year. The aircraft movements also rose to more than 182,000 with an increase of 7.4 per cent, bringing us closer to our goal of reaching 65 million passengers by the end of this year. We have also launched Dubai Civil Aviation Authority’s Strategic

Ahmed bin Saeed Al Maktoum Plan 2013-2015 in order to consolidate the civil aviation trajectory. Work is now being done at brisk speed through a wonderful cooperation between all our strategic partners at the highest level in order to open the passenger terminal at the Dubai World Central (DWC) on October 27. The new airport is a perfect example of the materialisation of the pragmatic vision and the inspirational leadership. October 27 will remain etched in our memories as it is an extension of 13 September 1960, the day when Dubai opened a small size airport which over the years became one the world’s important airport and is now on its way to be crowned the world’s top airport very soon. I take this occasion to express my strong appreciation for the determination and hard work of all those working in the civil aviation industry in the emirate of Dubai. The results are beneficial to one and all and could not have been achieved without their consistent efforts. We look forward to continuing our journey of excellence that we started together on the road of pioneership.

Printed by Printwell Dubai

Our Vision Dubai Civil Aviation Authority is driven by the vision of Dubai to become the global Aviation Capital contributing to prosperity and enabling growth for Dubai.

Our Mission Dubai Civil Aviation Authority is committed to support the aviation sector in:

E-mail: dcaa@dcaa.gov.ae Website: www.dcaa.gov.ae Tel: (971) 4 216 2009 Fax: (971) 4 224 4502 P.O.BOX 49888 Dubai, United Arab Emirates

u Capturing the full value potential as a global passenger, tourism, trade, cargo and logistic hub u Providing the capacity, connectivity and leveraging existing assets to meet the aviation sector and economic growth plans of Dubai u Ensuring sustainable and responsible growth committed to safety, health, environment and security u Providing and creating customer-focused services to gain competitive advantage from innovation, knowledge and efficiency u Building and retaining capabilities, for the aviation sector, while offering career opportunities for Nationals u Ensuring a transparent, effective and commercially balanced regulatory framework that reflects the interests of the aviation industry, Dubai and the UAE u Providing efficient and cost-effective services to the aviation sector

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August 2013

1


Message

from the Director General

Mohammed Abdulla Ahli

Our success formula: Create, Connect, Change Dubai is a big-league travel destination, thanks to the massive airports expansion which will enable handling of 100 million passengers by 2020. Dubai International’s global ranking has risen at an amazing speed due to significant increase in passengers and enhanced air connectivity. People ask us what is our success formula. Simply, it is Create, Connect and Change. In line with the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of UAE and Ruler of Dubai, we have been expanding aviation facilities. Dubai handled over 400 million passengers in the past 50 years. Dubai International is set to become the world’s top airport for international passengers by 2015 and this year, it will handle 65.4 million. Once fully developed, Dubai World Central, with five runways, will handle 160 million passengers a year. No mean achievement considering that Dubai Airport started operations only in 1971, with just 642,000 passengers. Four years later, it crossed its first million mark. We are working to offer more air connectivity to the world, via Dubai. Today, Emirates’ route network covers 136 destinations. The route map of flydubai has also grown phenomenally. In line with the DCAA Strategy Plan 2013-2015, we want to see passenger aircraft movement reaching 355,000 this year and 385,000 and 416,650, respectively, in 2014 and 2015. The authority is working to see new destinations join Dubai International’s route map. The Open Skies policy is the corner stone of our success story. This progressive policy drives our ambitious plans for the aviation industry, which now contributes 28 per cent to Dubai’s GDP and is likely to reach 32 per cent by 2020. Another ingredient of our success formula is enabling change. Dubai offers a plenty of choice in terms of air connectivity and facilities that meet the demands and expectations of an increasingly hyper-mobile and technology-savvy passengers. This makes Dubai truly a 320 cut above the rest global aviation hub. 2

August 2013

‘Sawaheen’ to boost Emirati identity

T

he Dubai Civil Aviation Authority (DCAA), in cooperation with Dubai Customs, Dubai Police and General Directorate of Residency and Foreigners Affairs (GDRFA), has formed a dedicated team to boost Emirati identity and culture and strengthen coordination between various government organisations working at the Dubai International Airport. The formation of ‘Sawaheen’ is in line with the directives of His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of Dubai Executive Council, to create new initiatives and projects to support the national identity and culture. The team organised a number of activities to achieve its objectives. The first campaign it conducted was ‘Ramadan Shaher Al Khair’ (Ramadan - The Month of Blessings) last year under the theme ‘Our Duty is Different During Ramadan’. Under the programme, the team carried out an email campaign and conducted health camps and religious presentations. The team also supported programmes for the 41st UAE National Day and GCC Traffic Week. The success of the DCAA has been based upon its interdepartment co-ordination and its strategic partnerships with other Dubai Government entities.


Inside DCAA

DCAA to enhance air connectivity Initiatives to meet goals defined by Strategy Plan 2013-2015 for that year – 8 and 13 respectively. Also, the 2012 figure represents an increase of 100 per cent and 185 per cent respectively, as compared to 2011. Dubai’s award-winning international airline, Emirates, alone added 13 new destinations. In addition, the DCAA succeeded in signing bilateral air service agreements with 20 countries.

Dubai International Airport offers excellent air conectivity to the world

T

he Dubai Civil Aviation Authority (DCAA) has embarked on its ambitious plans to achieve the goals as set out in its Strategy Plan 20132015 - Shaping Tomorrow’s Aviation. At the heart of the DCAA future strategy is the enhancing of air connectivity between Dubai and rest of the world, passenger aircraft movementand the launch of a portfolio of initiatives to consolidate Dubai’s position on the global aviation map. The plan, prepared at the directives of Dubai Executive Council, has been approved and endorsed by His Highness Sheikh Ahmed bin Saeed Al Maktoum, President of DCAA and Chairman of Dubai Airports. The DCAA also expressed its commitment to maintaining the

current growth rate of passengers using Dubai International Airport (DIA) and Al Maktoum International Airport (MIA) – whose passenger operations are due to commence in October 2013.

Initiatives ready for take-off Over the next three years, the DCAA aims to work on several new initiatives, programmes and policies as its contribution towards consolidating the aviation industry in the emirate. Among these will be the Airspace Development Programme, E-Complaint and E-Suggestion System, Aviation Consumer Protection Programme, DCAA Service Centre, Travel Agency Audit Programmes, ISO 14001Environmental Management System, ISO 18001-Occupation-

al Health & Safety Management System and E-Procurement.

Aircraft movement The DCAA aims to see passenger aircraft movement reaching 355,000 this year and 385,000 and 416,650, respectively in 2014 and 2015. The target for Cargo Aircraft Movement has been fixed at 28,250 this year and 31,500 in 2014 and 35,000 in 2015. New destinations The authority wants to see 20 new destinations from DIA this year, 22 next year and 24 in the following year. The total number of new scheduled airlines and destinations achieved in 2012 was 12 and 20, respectively, which are above the set targets by DCAA

Strengthening DCAA’s role The strategy plan identified several opportunities for growth and development for the aviation industry in the emirate. It sees prospects of growth in airport capacity and the potential to further enhance commercial operations, in addition to airspace development strategy, strengthening the DCAA’s role and enhancing its capabilities. The DCAA has also called for a long-term development plan for UAE nationals in addition to developing e-services and G2G networking and measuring customer satisfaction levels. It highlighted the impact of the new opportunities opening, thanks to the monumental growth of Emirates and flydubai and their connectivity. It underscored the benefits of strengthening and showcasing DCAA as a world-class authority involved in supporting and developing aviation in Dubai. t

MoU opens e-link with Department of Economic Development

T

he Dubai Civil Aviation Authority (DCAA) and the Department of Economic Development (DED) have signed an agreement to share information and link their respective electronic systems as part of a drive aimed at enhancing service quality and convenience. The agreement is a major step towards improving co-ordina-

tion between the government departments and promoting electronic services in Dubai. The agreement was signed by DCAA Director General, Mohammed Abdulla Ahli and DED Director General, Sami Al Qamzi, in the presence of senior officials from both departments. Under the agreement DCAA and DED will establish mech-

anisms to exchange information and integrate e-services across various levels, including registration procedures related to aviation services and airlines. The objective is to simplify procedures and facilitate business, ultimately to make a positive impact on economic development in Dubai.

Linking the e-services portals of the two departments will facilitate access to accurate information on the level of activity in the aviation sector as well as on companies operating in the sector and their service portfolio. The aviation sector accounts for 28 per cent of Dubai’s GDP and plays a leading role in connecting Dubai to the world. t August 2013

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Interview

DCAA to keep growth clear of crowded skies Short- and long-term strategies will harness latest global systems to ensure aircraft movement meets the demand On the ground, Air Traffic Management is entering a decisive phase in Dubai, and the UAE. “The GCAA has developed a plan for gradual transition to the RNAV and RNP concepts. Dubai will greatly benefit from the latest Air Travel Navigation system,” he adds. A growth rate of 8.6 per cent of aircraft movement for Dubai is tempered by the fact that nearly 50 per cent of GCC airspace has some form of restriction, much of it military. In this exclusive interview with Via Dubai, Mohammed Ahli charts the course forward as the DCAA ensures air traffic growth does not clog Dubai’s meteoric rise the top of the aviation charts. Mohammed Abdulla Ahli Director General, DCAA

ubai International Airport and Dubai World Central are on a curve of exponential growth that will see a massive surge in aircraft movement in already-crowded skies.

D

• Total aircraft movements to/from and within the

One of the biggest challenges facing the Director General of the Dubai Civil Aviation Authority (DCAA), Mohammed Abdulla Ahli, is decongesting the airspace, keeping in mind air traffic movement expected in the coming years.

• Aircraft movement in the UAE witnessed 6.7 per cent

The emirate is set to host the World Expo 2020 and Mohammed Ahli cites a DCAA forecast of 650,000 aircraft movements should that happen. In October 2013, the emirate’s second international airport, Dubai World Central, will open for passenger operations as well. Armed with the UAE Airspace Enhancement programme, due to begin this year, and guided by the Aviation Sector Strategy for Dubai, Mohammed Ahli says, “Airspace is a political issue which has to be addressed at the highest level.” 4

Crowded Skies – Key Highlights

August 2013

Middle East region are estimated to increase to 2,346,000 in 2025 at an average annual growth rate of 7.6 per cent growth in 2012

• The UAE Flight Information Region (FIR) witnessed a total of 741,450 aircraft movements in 2012

• Air traffic movement forecast for Dubai International and Dubai World Central airports: 375,000 in 2013, rising to 665,000 in 2020

• Dubai International Airport overtook Paris’ Charles

de Gaulle airport as the world’s second biggest airport for international passengers in 2013. The airport, which ranks 10th biggest in the world for total passenger numbers, handled 58 million passengers in 2012


Interview How does the DCAA evaluate the current airspace challenges considering the fast growth of Dubai Airport? What are your growth projections? We have developed short-term and long-term Air Traffic Management (ATM) strategies to increase airspace capacity keeping in mind a growth rate of 8.6 per cent in aircraft movement during the past few years, and expected future growth. The airspace has been redesigned for enhanced capacity and improved safety, which are of paramount importance to the development of the aviation industry in Dubai. Studies are being carried out by a team of experts from relevant authorities for further modernisation of ATM systems, using the most modern equipment and methodologies in order to meet the airspace challenges of the future. We are hopeful of an acceptable solution. What are the key issues if the airspace is not redesigned? The technology has developed globally in terms of Air Traffic Management and aircraft equipage. Our fundamental objective is to make use of these elements to meet the threat of capacity. The air space development strategy will be focusing on key performance areas - safety, efficien-

The forecast figures for DIA and DWC aircraft movement is 375,000 in 2013

cy, capacity and service, to meet the so-called threat. Appropriate time limits are built in to the planning process to stay ahead of threats to capacity.

How strong is the need to restructure the airspace in the UAE and GCC? Restructuring of the airspace of UAE/GCC cannot be done in isolation. We need to cooperate and collaborate with our regional neighbours and also with global authorities as it is regulated, extremely complex, safety critical and highly political. We will be addressing these issues in our long-term strategy. Restructuring of airspace is to meet future demand. What is the projected volume of aircraft movement at Dubai airports from 2015 to 2020?

Annual statistics indicates a growth rate of 8.6 per cent of aircraft movement of 450,000 by 2015 with a forecast of 650,000 by 2020, having taken into consideration the increased traffic once Dubai bags the rights to host the Expo 2020.

How do you evaluate Air Traffic Movement in Dubai and the UAE? Any particular trends and challenges? Air Traffic Management is entering a decisive phase in Dubai, and the UAE in general. The Middle East Region will be developing ICAO Performance Based Navigation Systems (PBN) to be implemented in the near future. The strategy is based on the concept of PBN, Area Navigation (RNAV) and required navigation performance (RNV),

Forecast figures for DXB and DWC International Airport until 2020

Source: DCAA/2013

which will be applied to aircraft operations involving instrument approaches. The GCAA has developed the plan for gradual transition to the RNAV and RNP concepts. This will provide enhanced safety, efficiency and optimum use of airspace. Dubai will greatly benefit from the latest ATM system.

How is the DCAA going to handle the huge growth of the aviation industry? We have addressed the issues of Landside capacity and Airside capacity by undertaking a massive infrastructure development programme that is being completed in phases. This includes construction of concourse A and expansion of apron and allied facilities. Airspace is a political issue which has to be addressed at the highest level. A strategy is in place for this purpose and we are conducting regular meetings with the relevant authorities in order to resolve these issues. We have also initiated the methodology for improving the ATM systems in order to minimise delays to aircraft movement and to ensure a smooth flow of air traffic. Growth demand is adequately met through implementation of Aviation Sector Strategy for Dubai. What are your projections for aircraft movement? The forecast figures for DXB and DWC International Airport is 375,000 in 2013, rising to 665,000 in 2020. The percentage growth is reflected in the chart. t August 2013

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Cover Story

Via Dubai Exclusive

Where The World Travels to Shop

$3 billion revenues for DDF by 2020

Colm McLoughlin Executive Vice-Chairman, DDF

T

he year 2020 looms large on the consciousness of business leaders in Dubai. The World Expo, if all goes to plan, will be hosted by the emirate. As the first-stop retail experience for the millions of passengers to come to, or pass through, Dubai’s airports, Dubai Duty Free (DDF) has a forecast for 2020 that speaks volumes of its ambitions and readiness for the future. “Our business will be in excess of $3 billion per year, our staff will have risen to over 7,600 and our retail space at Dubai International Airport will be in excess of 34,000 square metres.” That is the forecast Colm McLoughlin, Executive ViceChairman of DDF, has for 2020. It is a bullishness built on a firm foundation of record-breaking, industry-defying growth. About Dh2.7 billion in sales for the first five months of 2013 has set up an end-of-year target of $1.8 billion sales. DDF’s total turnover last year was US$1.6 billion.

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August 2013

Dubai Duty Free (DDF) has charted an exponential growth curve till 2020, based on the fact that it has already posted some very impressive numbers this year. Colm McLoughlin, DDF Executive Vice-Chairman, shares with Via Dubai his insights into DDF’s operations and plans to stay on course to meet high demand and even higher expectations In its history, DDF has never had a year where sales haven’t increased. Even in 2009 —the year of global recession — sales increased by three per cent. Speaking of firsts, McLoughlin says DDF is the first to have a retail shop in the Emirates First Class lounge in Concourse A, with some very high-end and exclusive offers in there. Looking ahead, he adds, “We are working on the expansion in Terminal 2 and planning the retail offer in Concourse D which will be operational within the next couple of years.” With the opening of Terminal 3’s Concourse A in January 2013, DDF’s retail footprint at Dubai International, now the world’s second busiest airport, grew from 18,000 square metres to the current 26,000 square metres. Sales in Terminal 3, dedicated to Emirates operations, rose by 19 per cent and Terminal 1 accounts for 31 per cent of DDF’s sales. All that adds up to Dubai Duty Free (DDF) being cited as the

world’s most successful airport retail facility and the pride of the aviation industry in general, and Dubai in particular. The pressure to keep these results coming can only entail detail planning, hard work and a vision for the future. In this exclusive interview with Via Dubai, Colm McLoughlin, explains why it will all be possible.

DDF is maintaining a phenomenal performance report, year after year? How is 2013 measuring up? Yes, we have had year-on-year growth right from the start of the operation in 1983, and our sales have doubled six times since then. We expect to end the year with sales of Dh6.6 billion. Our first quarter sales reached Dh1.6 billion (US$438 million) which is a 12 per cent increase over the same period last year, and we are happy with that performance. DDF is already the world’s top airport retailing opera-

Dubai Duty Free in numbers •

Dh78 million - Highest sales generated in a single day

• 34,000 sq mts: Retail

space at Dubai International

• 2,242 sq mts: Duty free facility at DWC Airport

• 7,600: Staff members by 2020

• 90 per cent: Distribution operations are automated

tion. What are your targets for the year 2020? At present, Dubai Duty Free is one of the top two airport retail operations in the world, which


Cover Story Civil Aviation Authority and Chairman of Dubai Duty Free, as my boss and he is hugely supportive of our operation. It would be a great recognition of Dubai, and all of its achievements, should the Expo 2020 bid be successful. The subsequent influx of visitors and the business potential for the whole UAE would be remarkable as a result.

Do you think Dubai airport and Duty Free will be able to cope with the growth and expectations of passengers in the next decade?

Dubai Duty Free has forecast thats its sales will double in the next five to six years

we tend to alternate with Seoul Changi Airport. We have forecast that our sales will double once more in the next five to six years, so by the year 2020 it will be a $3 billion-plus business.

What are DDF’s expansion plans? In line with the expansion of Dubai Airports, we have very exciting expansion plans. Of course, we have just opened the retail operation in Concourse A and that has been quite a seamless operation thanks to the cooperation we experience with Dubai Airports and all of the stakeholders. Concourse A is a fantastic new addition to the airport and the retail offer that we operate covers 8,000 square metres of retail space. Given the layout and design, for which our design team and operations worked closely with the airport, we have more scope to be innovative with the retail offer and to work with our suppliers to engage passengers even more. We have also been able to introduce new brands and have doubled up on the Perfume and Cosmetics shops, which are located at either end of the retail area, with a total area of 1.629 square metres. We have also expanded our fashion offer and there are some new brands yet to come into this

category, which will really consolidate the fashion offer. As a first, we have a retail shop in the Emirates First Class lounge in Concourse A and we have some very high-end and exclusive offers in there. Looking ahead, we are working on the expansion in Terminal 2 and planning the retail offer in Concourse D which will be operational within the next a couple of years.

Passenger operations are due to start at DWC in October? What are DDF’s plans there? This is a very exciting development and Dubai Duty Free has a retail area of 2,242 square metres in the passenger terminal and 494 square metres at the arrivals’ area which is already designed and finalised, just needing some finishing touches. What are your expectations on DDF sales with Dubai projected to overtake Heathrow in 2015 and, should Dubai win the bid to host the World Expo 2020? It is incredible to think that Dubai will overtake Heathrow in 2015. When we first started Dubai Duty Free almost 30 years ago, the population of Dubai was 250,000 and traffic through the

airport was three million. Now of course the population is two million and growing, while the airport handled 57 million passengers last year. It is the attitude in Dubai, and that of the Government of Dubai in particular, which has always been to develop and to be the best. I am very lucky to have H.H. Sheikh Ahmed bin Saeed Al Maktoum, President of Dubai

Definitely. Forecasts and projections are accurate and the planning is in place to accommodate this growth. From a logistics point of view, our staffing levels will continue to increase as we expand our retail operations and the Dubai Duty Free Distribution Centre in Umm Ramoul, which covers 27,000 square metres and is now 90 per cent automated, has been designed with the expansion of business very much in mind.

What are your projections for DDF until 2020 in terms of sales, staff and space? By 2020, our business will be in excess of $3 billion per year, our staff will have risen to over 7,600 and our retail space at Dubai International Airport will be in excess of 34,000 square metres. t

Hottest selling items at DDF • In 2012, DDF sold 73 million pieces of merchandise —

including some 23,000 iPads, about two tonnes of gold and more than two million bottles of perfume — which averaged 64,300 sales transactions per day

Chanel, Rolex and Omega are some of DDF’s highest selling items. It has its own brand — Akaru — under which it sells watches, gold, clothing, travel, bags and pearls

• Perfumes are DDF’s top selling category with sales reaching $249 million and contributing 15 per cent towards total sales. DDF expects perfumes to contribute 17 per cent in 2013

• Technology shifts will change purchase trends with Samsung Galaxy, the iPad Minis and the iPhone 5 doing well

• DDF is planning to add 1,070 new staff to its payroll in 2013, including 600 Chinese speaking personnel August 2013

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UAE In Focus

EK tops in global airline safety rankings

T

he safety of an airline is back in focus after the Asiana Airline’s Boeing 777 crash landed at San Francisco Airport in July. Every incident involving the safety of a passenger airplane puts the aviation industry and airlines on the spot. How safe is the airline you are about to board? A world’s first — www.airlineratings.com — now deliv-

ers expert safety ratings for 425 airlines around the world. Emirates Airline bagged 7 stars in Safety Rating and 7/7 in Product Rating. Airlines are rated on both safety and product quality. While the safety rating is out of seven, the product rating system is on a scale of seven for premium airlines and five for low-cost and regional. Created by award-winning

Australian aviation author, Geoffrey Thomas, the site was developed by a team of aviation editors who have forensically researched airlines flying today. More than two years in development the safety rating system takes into account various factors related to audits from aviation’s governing bodies and lead associations, as well as government audits

and the airline’s fatality record. The result is a website with the most comprehensive collection of independent information about airlines, their safety ratings, product quality, aircraft types, lounge reviews and more. “British and Irish Airlines have led the way with product innovation for decades, but they are now slipping behind,” said Thomas. t

Emirates-CAE opens second Flight Training Centre in Dubai

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Mayor of London, Boris Johnson, and Tim Clark, President of Emirates Airline, at the launch of the Emirates Aviation Experience

$4 million Emirates Aviation Experience opens in London L

ondon’s latest visitor attraction, the Emirates Aviation Experience, was officially opened on July 5, by Mayor of London, Boris Johnson and Tim Clark, President of Emirates Airline, ahead of its public launch on July 6. The Emirates Aviation Experience, which cost in excess of $4 million, will take visitors on an interactive journey into the world of flight. In a UK first, it will include four commercial flight simulators under one roof, including A380s and 777 aircraft.

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Further attractions include a 3D hologram of the internal mechanisms of an aircraft, an HD video-wall and a full-size nose-cone and flight deck of an A380. “The Emirates Aviation Experience is a celebration of flight and the industry our airline serves,” said Tim Clark, President Emirates Airline. The Mayor of London, Boris Johnson, said: “The Emirates Aviation Experience is a veritable Aladdin’s cave of technological wizardry and gizmos that will give people of all ages a real

August 2013

insight into the wonders of flying.” Visitors will be able to look at a cross-section of a Rolls Royce Trent 800 jet engine partially built in LEGO, a virtual wind tunnel application, a touchscreen game explaining the turnaround process of an aircraft, and a range of aviation themed videos utilising Emirates’ ‘ice’ entertainment system. The Emirates Aviation Experience will be open to the public daily from 8am to 7pm and is located at the Greenwich Peninsular. t

mirates and CAE have inaugurated their ultra-modern pilot training facility at Dubai Silicon Oasis (DSO). This is the second training centre owned and operated by Emirates-CAE Flight Training (ECFT). The state-of-the-art facility brings Emirates and CAE’s joint investment in the region to over $260 million. The new facility will initially house five fullflight simulator (FFS) training bays with three already installed, substantially increasing the region’s vital pilot and technician training capacity and providing much-needed support for its established and in-

creasing group of airline customers. ECFT’s new 55,000 sqft facility houses industry-leading Airbus and Boeing flight training simulators with breakthrough visual realism, cockpit replication and high-fidelity avionics simulation with flight and ground-handling characteristics indistinguishable from an operational aircraft. ECFT’s Garhoud centre boasts some 13 training bays and is one of the largest pilot training facilities in the world. With this centre almost at full capacity, the need arose to expand and construct the new DSO centre. t

A pilot receives training in a CAE-built full flight simulator from a member of the ECFT training team


UAE in Focus

‘Big 2’ face increasing competition at Paris Air Show

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he 50th edition of Paris Air Show saw the world’s two giant aircraft manufacturers, Airbus and Boeing continue to dominate the headlines and order books, taking a major share of the over $100 billion worth of contracts sealed at Le Bourget in June. Airbus claimed to have bagged orders worth $68.7 billion and received commitments for 466 aircraft, 241 of which were firm purchase orders. Boeing announced orders worth $66 billion with orders and commitments for 442 aircraft. Other aircraft manufacturers, however, also made an impact at the show increasing their market presence and beginning to challenge the dominance of the ‘Big Two’. ATR, a European joint venture, won orders of 55 planes in a deal worth $2.1 billion. Brazil’s Embraer launched its new generation of regional jets at the show, gaining an order of 215 new planes and commitments for 165.

Boeing and Airbus still dominate, but the likes of ATR and Embraer are fast catching up Canadian Bombardier also announced dozens of orders in two separate deals worth $1.3 billion. Airbus used its new fuel-efficient A350s to compete with Boeing’s 787s and 777s. The A350 XWB successfully completed its second test flight at the show, which brought the company $21.4 billion worth of orders and commitments from four customers. Boeing launched its latest model, the 787-10 Dreamliner, with orders and commitments for 102 aircraft worth $34.3 billion from five customers from Europe, Asia and North America.

Over $100 billion contracts were sealed at the Paris Air Show 2013 in Le Bourget

One of the world’s largest aviation industry events attracted 2,200 exhibitors from 44 countries, with 2,200 companies from 144 countries on show. More than 350,000 visitors covered an exhibition space spanning 32 acres. Organised by the French aerospace industry’s primary representative body, the

Groupement des industries françaises aéronautiques et spatiales (GIFAS), the show highlights included the Super Jet 100 from Super Jet International, a 100seat commercial airliner, as well as a few military airplanes from Russia such as the Sukhoi Su 35 and the Irkut Corporation’s Yak 130 (a training aircraft). t

India is single largest market for UAE airlines

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ndia is the most important and single largest market for UAE airlines which operate more than 650 weekly flights to and from the country. Emirates enjoys the major chunk of this business as the Dubai-based carrier operates around 370 weekly flights to and from India through 10 gateways. India was the top destination country for Dubai International with 7,346,195 passengers in 2012, up 7.4% over 2011. Between January and April 2013, Indian passengers totaled 2,799,740 and were growing at 17.4 % over the same period in 2012. There are 433 flights a week to India with 99,108 seats. The airlines which operate to India are Emirates, flydubai, Indigo, Jet Airways, Air India

India is set to become the world’s third biggest aviation market by 2020

Express, Air India and Spicejet. Unfortunately, flydubai has not succeeded in getting traffic rights for several destinations in India like other UAE carriers. It operates 18 flights per week to and from India.

The budget carrier reaches three destinations in India. Air Arabia ranked second among the UAE carriers in terms of average weekly flights to India, operating more than 112 flights per week.

Etihad Airways operates more than 150 weekly flights to and from India. RAK Airways operates daily flights to Kozhikode. It is estimated that more than 15 million passengers travelled between India and the UAE in 2012. During the 2010-2011 period, Emirates Airline carried over 4.7 million passengers on its flights to Indian cities. It is estimated that UAE airlines contribute more than $2 billion to India’s economy and foreign exchange earnings per annum. The National Council of Applied Economic Research (NCAER), in a study, estimates that Emirates contributed $596 million to the Indian economy and also injected $1,153 million as Foreign Exchange Earnings to the economy during the financial year 2010-11. t August 2013

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UAE in Focus

UAE carriers have 330 aircraft

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mong the UAE carriers, Emirates Airlines has remained the largest national airline with a fleet of 195 aircraft. The UAE’s five national carriers operated 330 aircraft at the end of 2012 and Dubai-based Emirates maintained its position as the country’s largest airline. In 2012, the five companies received 53 new planes as part of previous orders within ongo-

ing expansions prompted by a steady growth in airport activity in the second largest Arab economy, the figures showed. At the end of 2012, Emirates controlled more than half the total aircraft operated by the five carriers, with its fleet peaking at 195 Airbuses and Boeings operating more than 1,800 flights a week, according to figures published by local media.

Dh121 billion spent by tourists in UAE in 2012

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oreign visitors spent a staggering Dh121.1 billion in the UAE in 2012, accounting for 42 per cent of the total spending by tourists in the Arabian Gulf. According to a report, the UAE pumped around Dh82.8 billion into the tourism sector in 2012, nearly 55 per cent of the total tourism investment in the Middle East of Dh150.8 billion. The report, citing World Travel and Tourism Council (WTTC) figures, showed the UAE is projected to attract 19 per cent of the total 10.9 million visitors expected to come to the region in 2013. According to WTTC, foreign tourists spent an estimated Dh121.1 billion in the UAE last year. It also showed the tourism sector in the UAE contributed nearly Dh193.6 billion to the GDP in 2012. t

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Last year, Emirates received 33 new aircraft, maintaining its position as one of the world’s fastest growing airlines, media reports said. Etihad Airways emerged as the second largest airline in the UAE, with a fleet of 72 aircraft. Etihad received seven new Airbus and Boeing aircraft in 2012, allowing it to push ahead with plans to expand its global flight network.

The report showed Air Arabia has 32 passenger planes, including six new Airbuses received last year as part of a deal signed in 2007 for the purchase of 44 aircraft. Six more jets are expected to be delivered this year. flydubai operates 28 aircraft, including seven new planes received in 2012, while RAK Airways operated three aircraft and is planning to boost its fleet. t

MoF introduces ‘Injaz’ e-system to Dubai Airport Police

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he UAE Ministry of Finance (MoF) has briefed a delegation from the public administration for airport security at Dubai Police about the ‘Injaz’ system, which has been adopted by the MoF for monitoring and planning purposes. This e-system is one of the latest designed by the Ministry to assist in the preparation of strategic and operational plans and to follow up on implementation progress. Younis Haji Al Khouri, Under-Secretary of the MoF and Faisal Ali Al Mansouri, Director of Strategic Planning and Perfor-

mance Department, attended the meeting on behalf of the Ministry while Major Juma Salem Al Room represented the General Department of Airports Security at the Dubai Police. The programme is considered to be a milestone in MoF’s introduction of technology to the process of preparation and adoption of actions plans, initiatives and activities for departments and employees. It is also seen as an advanced tool for updating and evaluating these initiatives and activities. The team also provided a comprehensive explanation on the other electronic

systems that are associated with the ‘Injaz’ systems such as the zero-based budgeting system and performance system for employees. The meeting shed light on the mechanisms of adding and adopting initiatives in the system. ‘Injaz’ also incorporates reports to link budgets with the completion of strategic and operational plans, which comes with an e-mail notification to the persons concerned with the specific initiative, along with a tool for assessing operational plan initiatives and for reviewing annual employee performance. t


UAE in Focus

New ATM systems at Dubai airports

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utoTrac III, a new generation of flight and surveillance data processing air traffic management (ATM) automation systems, has successfully gone into continuous operation at two of the world’s busiest airport hubs: Dallas Fort Worth in the US and Dubai, UAE AutoTrac III has now transitioned to continuous operation in Dubai, providing approach and departure services for Dubai International, Dubai World Central. Other airports in the UAE that will use the system are Sharjah International, Minhad Air Force Base, as well as air traffic control service to Ras Al Khaimah International. Raytheon Company’s latest system provides the software and hardware to ensure the safety of air traffic for Dubai

Designed to reduce delays and increase capacity and efficiency

AutoTrac III features a new generation of flight data systems

Approach Control. It can be easily expanded to accommodate anticipated air traffic growth in the region.

Joseph Paone, Director of Raytheon’s Air Traffic Systems, said: “These significant milestones have been achieved

through Raytheon’s close cooperation with the Dubai Air Navigation Services (DANS). “This modernisation ensures that the complex airspace is ready for the improved safety, capacity, efficiency and environmental benefits required to accommodate the forecast increase in global air traffic.” AutoTrac III has been in continuous operation for two years at India’s three busiest airports: New Delhi, Mumbai and Chennai. The system has also been selected by the Hong Kong Civil Aviation Department. Raytheon’s automation systems provide safe separation of arrival and departure aircraft in the tower and terminal areas and en route. The systems are fully digital and their infrastructure is scalable to meet traffic demands. t

Dubai closes 2012 with 5.4 % economic growth D

Number of hotel establishment guests during summer (million)

3.1

3.4

3.6

3.6

3.9

4.3

4.6

2021

2011

2010

2009

2008

2007

2006

ubai has recorded strong economic growth – an increase by 5.3% in Q4 2012 relative to the fourth quarter of 2011. According to a latest report issued by the Dubai Economic Council (DEC) – ‘Dubai Economic Outlook – Q4 2012’, the growth reflects the outcome of the growth across key sectors in Dubai, including tourism. On a macro-economic level, the report noted a decline in the consumer price index during the Q4 2012 by 0.14 per cent, compared to the growth in domestic liquidity which amounted to 2 per cent. The government budget deficit fell to less than $2 billion in 2012 as a result of the public spending rationalisation. Last year witnessed an unprecedented growth in the tourism sector, which saw tourism indicators increase notable gains. The number of guests in hotel establishments increased by 7 per cent compared to the summer of 2011.

Tourism continues to out-perform with record numbers each year Tourism activities have contributed in attracting hundreds of thousands of visitors from outside of Dubai and the state. It also coincided with the preparation of tourist facilities and hotels and apartments buildings which aim to increase tourist numbers, the number of buildings have increased by 200, hotel rooms increased up

to 80,000 rooms. The number of tourists has exceeded 10 million for the first time in the emirate. The average length of stay in Dubai hotels has increased by 3.77 nights, the result of the high occupancy.

Real Estate Real estate sector has witnessed significant growth during the

Q4 2012 by about 94 per cent compared to the corresponding quarter of 2011. The average price per square metre for apartments has increased to around 3 per cent compared to the corresponding 2011 quarter.

Foreign trade Dubai’s foreign trade during the Q4 2012 has also witnessed a remarkable growth, as Imports totaled Dh186 billion compared to Dh117 billion of exports. The total trade at the end of 2012 was about Dh1,234 billion, compared with Dh1,089 billion at the end of 2011. Banking The ratio of loans to deposits in Q4 2012 increased to the extent of 89 per cent compared to Q3 of the same year. The total capital adequacy ratio was at 18.6 per cent. Q4 2012 also saw profits of Dubai’s banks grow by 6.6 per cent, compared to Q3 of 2012. t August 2013

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Interview

UAE in Top 5 commercial aviation markets in the world LCC growth will result in network carriers creating multiple brands Randy Tinseth Vice-President, Boeing

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s Vice-President of Marketing at Boeing Commercial Airplanes since 2007, Randy Tinseth has a bird’s eye view on the future of aircraft sales and which countries are going to witness growth. Citing a demand forecast of 2,370 airplanes valued at $470 billion, from the Middle East over the next 20 years, Tinseth is bullish on the growth potential in the region for Boeing. A key factor moving forward, in Tinseth’s opinion, is the role Low Cost Carriers (LCCs) will play in the aviation market. “LCCs explosive growth impact on the business of the legacy carriers will cause network carriers to create multiple brands, to be successful,” industry veteran of 32 years says. Tinseth sees UAE among the top 5 aviation markets in the world, not just in the short term, but over the next 20 years. In this interview, Tinseth maps out for Via Dubai readers the major players globally in terms of commercial airplane sales.

Where does the Middle East figure in terms of commercial aviation markets? We see continued strong growth in the Middle East. In fact, over the next 20 years we see demand for 2,370 airplanes valued at $470 billion. That means the Middle East, though it’s a relatively small market on the global stage, accounts for seven per cent of the

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total demand. Moving forward, it’s a market for great growth. About 70 per cent of the demand in this market is growth and the rest replacement. It’s also a market where we see great potential for wide-body airplanes like the 787, the 777 and bigger airplanes like the 747-8. It’s a market that exceeded our expectations in the last nine years, and we see a big role for this region in the global aviation market over the next 20 years.

Which do you think will be the next growth market — the Middle East, China or India? If you look at 2012 vs. 2011, the Middle East was the fastest growing market at about 15 per cent in terms of passenger growth year over year. This was followed by China with a little over 10 per cent. So this was the fastest growing market last year and we will see another good year with a market growth in excess of 14 per cent. When you see those types of numbers plus the big backlog that the airlines in this region have, this is going to be one of the leading markets for several years to come. Long-term, where do you place the UAE aviation sector? When we look at the UAE’s place over the next 20 years, it is going to be in the top five country markets in terms of

worldwide demand. So it’s going to be in the league of places like the US, China, Indonesia and India. This would be one of the biggest markets — no question — not only today and tomorrow, but also over the next 20 years.

Is the Low Cost Carrier (LCC) concept the way forward? We have seen in the US as well as Europe that both models have succeeded. In the US, we saw dynamic growth of LCCs in the 1980s as the market continued to liberalise. It put great pressure on the network carriers, but what they found over the time was that it made them better. We saw that happen in Asia.

We have started to see the growth of LCCs in the Middle East. Today, about 10-12 per cent of the seats available in this market are provided by LCCs. We see them as a great solution for regional and domestic travel. This is a market of young population with rising incomes and a guest worker population who have to fly frequently. All those things support LCC growth in the region. As LCCs expand domestically and regionally, their explosive growth impacts the business of the legacy carriers. So the network carriers are creating multiple brands, including LCCs, to segment the market so that they can be successful. That trend will continue. t


International

EU Court’s compensation ruling leaves Arab carriers exposed to unfair liabilities AACO fears end of interlining Abdul Wahab Teffaha AACO Secretary General

Overall, AACO member-airlines offers 2,873 daily flights to 356 airports in 107 countries. About 11.7 per cent of AACO carriers’ flights are between the Arab World and Europe

IATA endorses key rights for airline passengers

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he International Air Transport Association’s (IATA) 69th Annual General Meeting (AGM) has unanimously endorsed a set of core principles for governments to consider when adopting consumer protection regulation. The resolution addresses a proliferation of uncoordinated and extra-territorial passenger rights legislation and regulation that is the cause of confusion among passengers. Some 50 countries have passenger rights requirements affecting air transport and several more are considering imposing them. The core principles call on governments to develop consumer protection regulations

that are clear, unambiguous, aligned with international conventions, without extraterritorial implications and comparable with regimes in place for other modes of transport. It calls for allowing airlines the ability to differentiate themselves through their customer service offerings above a basic common standard and ensure passenger access to information concerning their rights, fares, including taxes and charges (prior to purchasing a ticket), the actual operator of the flight, and regular situational updates in the case of service disruptions. It also underscores the need for having in place efficient complaint handling procedures, clearly communicated. t

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European Union (EU) Court ruling that airlines must compensate passengers for transfer delays, will affect members of the Arab Air Carriers Organisation (AACO) as about 11.7 per cent of AACO carriers’ flights are between the Arab World and Europe. The EU’s highest court recently ruled that airlines must compensate passengers on connecting flights who arrive at least three hours late at their final destination. Speaking to Via Dubai about the ruling, Abdul Wahab Teffaha, AACO Secretary General, said: “A serious harm to interlining and unfair treatment to carriers are some of the results of the ECJ ruling that airlines must compensate passengers on connecting flights who arrive at least three hours late at their final destination.” Air France is appealing an earlier compensation order and the German tribunal handling the case has asked the EU court whether the compensation still applied if the first leg of the flight was only delayed by 2.5 hours and as a result, the passenger missed the connecting flight. Teffaha added: “An example of unfair treatment: If the first part of the journey starts with one carrier and the second part is operated by another carrier and the delay happens in the second part of the journey, the first carrier is liable and should compensate the passenger although it is not fair to the first carrier.

“While an example of bringing harm to interlining: if the first part of the journey is a short haul segment and the flight arrives with a short delay and the passenger misses his connection on the long-haul flight and accordingly arrives late to the final destination, the first carrier would have to pay the compensation for the whole journey which is very high. “This would potentially destroy the appetite for interlining as no airline would accept such liability.” AACO, established in 1965 within the framework of the Arab League of States, is the Regional Association of the Arab Airlines who have their home base in country members of the Arab League. AACO serves, represents and defendsthese Arab airlines’ common interests, regionally and globally. AACO has 27 member-airlines: Air Arabia, Afriqiyah Airways, Air Algerie, Air Cairo, EgyptAir, Emirates, Etihad Airways, Felix Airways, Gulf Air, Iraqi Airways, Jordan Aviation, Kuwait Airways, Libyan Airlines, Middle East Airlines, Nouvelair, Oman Air, Palestinian Airways, Qatar Airways, Rotana Jet Aviation, Royal Air Maroc, Royal Jordanian, Saudi Arabian Airlines, Sudan Airways, Syrian Arab Airlines, Trans Mediterranean Airways, Tunisair, Yemen Airways. Overall, AACO member-airlines offers 2,873 daily flights to 356 airports in 107 countries. t August 2013

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Opinion

Focused flight catering food for thought for aviation industry

Daniyal Qureshi Event Director Airport Show

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ith regional airport expansion estimated atalmost $100 billion and over 1,000 aircraft on orderby regional airlines over the next decade, the Middle East is projected to handle 400 million air passengersby2020. This huge surge is passenger numbers will create a sig-

nificant growth in the region’s travel catering requirements and the products, services and solutions it will require. While European and North American markets are dominated by internationalcatering companies, the Middle East has preferred to establishin house capabilities and has benchmarked these against the best suppliers globally. For example, Emirates Flight Catering in Dubai is on track to produce over 50 million meals in 2013 and runs the largest catering facility of its kind in the world in terms of volume throughput. Next door, Abu Dhabi InFlight Catering has won many prestigious awards including the IATA In-flight Catering Gold and Silver Awards, while

its biggest customer, Etihad Airways, has won Skytrax’ award for ‘Best First Class Catering’. It is against this backdrop that Reed Exhibitions Middle East will launch of the Travel Catering Expo in May 2014, alongside the Airport Show, one of the region’s leading aviation events. As the regional catering industry continually upgrades facilities to match passenger growth, the sector also faces several challenges. Research shows that customers are becoming much more fickle in their choice for airport catering – comparing price and quality with options outside the airport, demanding more healthy choices and prioritising convenience, e.g.

outlets that offer kids’ menus or flight updates so that passengers don’t miss their planes. Likewise, catering contributes significantly to the airline passenger experience and airline costs and there is increasing pressure on the airline catering segment of the business to further innovate menus, improve food quality and lighten packaging – yetreduce costs at the same time. The Travel Catering Expo will gather leading global suppliers, caterers and experts to provide a dedicated platform for the region to discuss these challenges and opportunities, thus ensuring the sector mirrors the growth and success of the region’s thriving aviation industry. t

Business aviation should get its rightful place in Middle East

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ost general aviation aircraft flying in the world today were built by GAMA member-companies. In 2012, airplane deliveries stood at 2,133. For aircraft manufacturers, the Middle East is one of the most dynamic aviation markets in the world. A significant number of new aircraft will be entering the Middle East markets in the coming years. Our membercompanies see tremendous opportunities for growth in the coming years. In November 2012, General Aviation Manufacturers’ Association (GAMA) and the Middle East Business Aviation Association (MEBAA) announced a joint initiative to develop common principles for business aviation operations and to work with regional regulatory authorities.

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Business aviation is growing fast throughout the Middle East because it is recognised as an essential tool for businesses to respond with agility to opportunities in an increasingly global marketplace. Business aviation is not like commercial aviation and civil aviation regulations should recognize that “one size does not fit all.” Business aviation should have the freedom to fly within and between any points in all countries of the region. Airports should allow for the development of independent fixed-base operators (FBOs) that offer the types of services, from flight planning to fueling, maintenance and others that allow business aviation to operate efficiently. Manufacturers, operators and authorities must be part-

ners in the development and enforcement of a safety and economic regulatory structure that is appropriate, transparent, clear and strong. GAMA is prepared to work with all stakeholders in the region to ensure that business aviation takes its rightful place as an integral part of the transportation infrastructure of the Middle East. GAMA represents over 80 of the world’s leading manufacturers, general aviation airplanes and rotorcraft, engines, avionics, components, and related services. It engages with the International Civil Aviation Organization (ICAO) process on behalf of its members and works with national and international industry groups to promote the interests of general aviation worldwide. t

Peter J. Bunce President and CEO GAMA


Opinion

Importance of CDM for an effective ATM

Nils Olof Svan Head of Aviation Regulation and Safety, Standards & Regulations Department Dubai Civil Aviation Authority

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s air traffic demand increases and the use of available capacity becomes more problematic; as users and community expectations for flight efficiency, predictability, flexibility and environmental effectiveness grow, the management and integration of the ‘entire network’ will become

increasingly critical to effective air traffic management, as well as airport and airline operations. Over the next 10 years, UAE air traffic demand is expected to increase by about 100 per cent — effectively a doubling of current demand, placing strain on both airport and terminal airspace capacity, as well as enroute airspace capacity – particularly when disruptive events such as adverse weather or runway closures occur. Whilst initiatives are underway to increase capacity, it will become increasingly necessary to develop capabilities to both balance available capacity against demand, ensuring that the user community has equitable and consistent access to all potentially available capacity in the system — and to fully utilise

new capacity, as and when created. The balancing of demand and capacity has traditionally been the unilateral domain of the Air Navigation Service Provider (ANSP) and the air traffic flow management function. The existing capability for managing the network must evolve from its current focus on demand management, to one encompassing ‘whole of business trajectory’ and ‘cross stakeholder’ collaborative capacity and network efficiency management – using Collaborative Decision Making (CDM) across all phases of flight, from Strategic Planning to Tactical and Dynamic Operations. CDM will enable aircraft operators to: improve planning and resource utilisation through better (and more accurate) in-

formation sharing; recover more quickly from adverse conditions; save costs through reduced fuel burn and aircraft maintenance and improve planning at a network level. CDM will enable airports to: reduce tarmac and terminal congestion; improve planning and resource utilisation through better (and more accurate) information sharing and increase airport capacity. CDM will enable ATC to: improve planning and resource utilisation through better (and more accurate) information sharing; recover more quickly from adverse traffic management conditions; enhance trust and understanding with partners; handle a more predictable workload; increase airspace capacity and efficiency.

Why environment is top of priority list for International Civil Aviation Organisation

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hen people think about the effects of civil aviation on the environment - climate change, carbon tax and carbon emissions always jump to mind, because of the hue and cry are being made in the media and the political arena. But, does the reality in the civil aviation sector attest to this? Of course not. Simply because environmental issues - regardless of the sector or the industry - have something in common. The simplest definition of the environment is all that surrounds and affects us and our natural resources - economically, socially and politically. What most people miss is the fact that environment is a fundamental factor that determines all the subsequent stra-

tegic planning for any project since day one. It goes without saying that we cannot look at the complex relationship between environment and civil aviation without shedding light on the International Civil Aviation Organisation (ICAO), considered the main platform for civil aviation legislations. The strategic goals of the organisation aim at reducing gas emissions, noise and improving air quality for those living near airports, in addition to all political and technical aspects of the United Nation’s ‘Framework on Climate Change Convention’. The organisation cooperates with the concerned parties on airports planning and airport operational planning to protect the environment.

To achieve these goals the ICAO has established in 1983 the Committee on Aviation Environmental Protection. Currently, the organisation is working on a number of environmental activities, including helping in drafting new policies, and adopting and approving new criteria about noise and aircraft engine pollution. The committee now compromises nine teams from different member states, observers, manufacturers and non-governmental bodies to help states take an active role to ensure balanced new legislations are adopted. Through its Technical Cooperation Bureau, the ICAO is coordinating with member states on a number of green airport projects.

Eng. Maryam Al Balooshi Environment Manager General Civil Aviation Authority (GCAA)

These projects aim at exploring a near and far-term green future for airports. t

August 2013

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Flying Beyond Technology and virtual reality seamlessly morph into the ultimate passenger experience in this concept aircraft of the future The aircraft has lace-like structure and takes inspiration from the human skeleton

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ay goodbye to your poky, cubby-hole of an Economy seat. Even say goodbye to your spacious sleeper in First Class, or your ‘internet’ access in Business.

If you have not imagined how air travel is going to change in the future – then don’t bother.

ground. The Airbus Concept Plane gives life to the phrase - beyond your wildest dreams.

Airbus has done the imagining for you.

The plane brings together a package of technologies, which although currently not feasible, challenges designers, engineers and technology wizards to tackle major challenges and changes that lie ahead for air travel- in the most creative, experience-enhancing manner possible.

Technology and virtual reality are seamlessly integrating in our normal lives, everything now individually tailored and environmentally friendly. All of this will now be just as true in the air, as it is on the

Print a plane

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ccording to Airbus, some of the elements could be created using additive layer manufacturing, which is a bit like printing in 3D. The process repeatedly prints very thin layers of material on top of each other until the layers form a solid object in materials ranging from highgrade titanium alloys to glass and concrete. As well as making it simpler to produce very complex shapes, this form of production wastes a lot less material than cutting shapes out of bigger blocks. While this technique is already being tested for small aircraft parts today, in the future, its use could be widespread - not only in industry but in people’s homes!

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By 2050, 70 per cent of the world’s population will live in cities or towns and more of them will want and need to travel. The futuristic aircraft will help meet the ever-evolving demands and aspirations of hypermobile air passengers whose number is projected to reach 10 billion by the year 2050, up from the current 3 billion. Other issues like fuel efficiency, noise and spaciousness are only likely to continue to be major hindrances. “Our research shows that passengers of 2050 will expect a seamless travel experience while also caring for the environment,” remarked Charles Champion, Airbus’ Executive Vice-President, Engineering. A third of the people who took part in Airbus’ global Passenger 2050 survey of 10,000 people said that they want the flight itself to feel like a holiday experience and to be able to access all the technological

advances which fill their daily lives during the flight. On its website Airbus asks a significant question -Who will these people be and how will they want to fly? Anticipating changes that include an increase in female travelers and an increase in the proportion of older passengers, by more than three times to nearly two billion in 2050, the aircraft of the future has more than just fuel efficiency to consider. The company says some of the technologies are already in the development phase and the ideas presented in the concept will influence future designs. Airbus engineer Bastian Schaefer told BBC: “Flying in the future must remain affordable for both, people, and from an environmental perspective.” Let us board the future then.

I Believe I Can Fly Themodel of the concept aircraft was displayed at the TEDGlobal conference in Edinburgh. The aircraft has lace-like structure and takes inspiration from the human skeleton. The design is both strong and relatively lightweight. The wings will bend and move, instead of using flaps. Longer and slimmer wings will

better glide through the skies, as the flow of air over the wing surface reduces drag and in turn, improves fuel efficiency. A bionic structure and biopolymer membrane will make the aircraft lighter and more fuel-efficient, create the perfect combination of strength, light and space, but most importantly offer panoramic views of the world outside through large areas where the lining can become transparent at the wave of a hand. Morphing materials are likely to be used - metals or polymers that have a ‘memory’; or are covered with a ‘skin’ that will instigate a shape change. The memory is created using sensor and activator systems that give materials a certain level of artificial intelligence. The cabin electrical system will be like the human brain. This network will be absorbed into the structure, making the hundreds of kilometres of cables in today’s aircraft a thing of the past.

Boarding Now Entrance/exit doorways are double doors to allow for faster, easier boarding. That seamless relationship between people and technology will be evident from the moment passengers’ board. Touch sensitive panels will download the passenger pro-


In Focus

Your Wildest Imagination Pop-up pods for a virtual romantic meal; Gaming walls; Seats that automatically adjust to your frame; Access all flight and destination information at the wave of a hand. All this in an eco-friendly aircraft that has lace-like structure with wings that bend and move. By 2050 this is the plane Airbus wants you to fly in file and guide them through their bespoke experience. The crew will ensure that everything runs smoothly and provide that all important human touch. Intuitive technology will allow passengers to access all flight, destination and environmental information at the wave of a hand.

Welcome aboard: Zone in, zone out In the plane of the future, there are no cabins. Only zones. Inside the aircraft, Airbus engineers envisage new “zones” to replace the traditional seating, with “morphing” seats that are able to harvest energy from those sitting in them as well as change shape to fit the size of passengers. The aircraft will be divided into zones that create and offer different moods – so the Interaction Zone, the Smart Tech Zone and the Vitalising Zone. While F&B areas on the aircraft are currently only found in certain parts of a few A380s, these will be much more common in the future, providing lively areas for people wishing to interact with fellow travellers.

Flying experience? Virtually as good as home (or a luxury resort) Pop-up pods will offer more private spaces that can be used for anything from virtual

business meetings or lectures to a romantic meal or reading a bedtime story to the kids back home, with global connectivity and holographic projections adapted to the needs of each user.

The more adventurous will be able to try out newer options like the Airbus Fusion Ball game, which lets you play catch across the skyscrapers of New York, or the peaks of the Himalayas!

A virtual shopping wall will project clothes directly on to passengers and the virtual gaming wall will let tennis, baseball and even golf fans get in a bit of practice.

At the front of the plane, the team suggests seating with integrated sensors that would be able to monitor health. And there could even be a gaming

Smarter Skies

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f Air Traffic Management systems and technology on board aircraft were optimised (assuming around 30 million flights per year), Airbus research suggests that every flight in the world could on average be around 13 minutes short-

er, saving approximately nine million tonnes of excess fuel annually, which equates to over 28 million tonnes of avoidable CO2 emissions, and passenger savings of over 500 million hours of excess flight time on board an aircraft.

zone, where passengers could play virtual sports. Fittings and furnishings will take care of their own cleaning and repairs thanks to innovations inspired by nature, like dirt repellent coatings and self-healing covers.

Seats for every shape and size Intelligent organically grown seats will sense your needs and adapt for the perfect fit, offering massage, F&B or vitamins as required; a gentle sea breeze or the soft aroma of a pine forest wash over you; sound showers will ease you into the perfect sleep, snug in the warm embrace of holographic shades, while the heat given out from your body is unobtrusively collected to power the cabin facilities. t August 2013 August 2013

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Technology

New taxiing systems to cut fuel consumption

TaxiBOT is a semi-robotic tow-bar less tractor

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reduction of fuel consumption by over 50 per cent, along with the environment protection and boosting profitability of operations, have been on the wish list of airlines worldwide since a long time, but it will soon become a reality. Huge volumes of costly jet fuel are used by aircraft to taxi into necessary bays on the ground. Now Airbus, is piloting a partnership that will offer a possible solution. Meet the TaxiBOT. An aircraft tractor that is remotely

Electric Green Taxiing System A new French-American joint venture also offers a taxiing system that, apart from cutting noise

and fuel pollution at airports, also saves on time, money and space. The Electric Green Taxiing System (EGTS) is being developed by France’s Safran and Honeywell of the US. The first demonstration of this electric taxiing system for passenger aircraft was given at the Paris Airshow 2013 in June. The system,demonstrated on an Airbus A320, taxis with virtually no noise, and consists of an electric motor powering the aircraft’s under-wing wheels. The EGTS allows a fuel consumption drop from 600kg per hour to virtually nothing while the aircraft is on the tarmac, which in turn lightens the aircraft’s fuel load by 300kg. EGTS promises great benefits to short-haul carriers for whom a 30-minute wait on the runway is disproportionately long compared to actual flight time. The new system is likely to be marketed from 2016 with the scope of covering 2,600 aircraft. t

AIS market size to rise to $422m

New bomb-sniffing technology

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report by Research and Markets has projected that the market size for Airports Information Systems (AIS) would to be $421.78 million in 2018, with eight major market players, mainly originating in the US and Europe. Apart from the major players, the AIS market is supported by unorganised players who provide ancillary systems to complete the functions of Airport Operations Control Centre. The market is expected to grow at a CAGR of six per cent during the period 2013-2018. The Airport Information Systems (AIS) which mainly focuses on the end to end information exchange processes including the arrival and departure of flights, op-

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controlled by the pilot and adds no weight to the plane itself. Valentin Schmitt, CEO, TLD Europe, manufacturers of the device, told Via Dubai during a demonstration at the Airport Show-2013 in Dubai, that TaxiBOT was a semi-robotic towbar-less tractor designed for Dispatch Towing from gate to runway, allowing taxiing with jet engines stopped. Fitting right in with TLD’s Green philosophy, TaxiBOT is a perfect encounter between eco-

logical and economical interests for its customers, with global taxiing costs (fuel, FOD, carbon taxes) being reduced from $8.7 billion to $2.9 billion yearly globally, and CO2 emissions being cut by 20 million tonnes. The TaxiBOT solves the problems of NLG fatigue loads and pilot verses driver liability during taxi towing, thanks to its innovative ‘Pilot in Control’ concept. The taxiing operation will be transparent for pilots and fully automatic for the driver, who will be only in charge of pushback and return back to the gate after disconnection. The fuel-saving could be tremendous, given that all aircraft on an average spend 21 minutes taxiing along the runway, saving maybe 16 to 17 minutes using TaxiBOTS.

August 2013

erational fitness check, cargo operations and aircraft turn around. The study also focuses on Airport Operational Control Centre (AOCC) which acts as the focal point of information exchange. The major industry players in this segment include Inform Software, Siemens, Gentrack, Ikusi, Neuropie, UFIS Airport Solutions, ARINC and IBM. t

echnology being developed at Pacific Northwest National Laboratory could put explosivesniffing dogs out of business. It shows promise to provide a quick, accurate and highly sensitive evaluation process to detect minute amounts of explosives. Just like real canines, the technology can “sniff” the air to detect vapors from explosives. That includes explosives such as RDX, a commonly used military explosive that is very dense and powerful, but does not easily vapourise. Unlike dogs, the technology does not need to be fed, exercised regularly, rested and given breaks from searching for explosives. Also it does not expose real dogs to harmful chemicals. PNNL’s technology eliminates the need for surfaces to be wiped to collect a sample and the sample to be heated or preconcentrated.

The technology collects a sample of air and converts the sample to ions within a reaction tube. The ionised sample then moves to a mass spectrometer for ion detection and identification, which takes about one second. The system works on samples of what are considered “low-volatility compounds”. It can easily detect vapors from a contaminated fingerprint with RDX at levels below 25 parts per quadrillion, according to PNNL. t


Environment

Desert algae could be biofuel powering jets

New noise standard from 2017

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educing the carbon footprint is one of the big challenges and aims for airlines across the world and biofuels are increasingly seen as one major means to achieving this. According to a report by Clean Edge Inc, of the cheapest of three feed-stocks studied, sugar cane, would be competitive for the airline industry to use if crude oil was priced at $301 a barrel. However, this increases to $374 for oil-producing seeds from the pongamia tree and a massive $1,343 with microalgae. This has not deterred the industry from looking at microalgae as an alternative to traditional aviation fuels. The Algae Research Laboratory and Microbial Environmental and Chemical Engineering Laboratory (MECEL) at UAE’s Masdar Institute of Science and Technology, are looking at

Algae from the UAE can withstand high temperatures

making new types of fuels that could be used for specialised high-end aviation and jet fuel. Dr Hector H Hernandez of Masdar Institute, said: “The algae available in the UAE desert is unique because it is local to the UAE, and can stand a wide change in temperature. “Algae from the UAE and from deserts are a very new area of research and we are still working with industrial partners to identify the upper limit of how much algae we

can grow in the UAE.” The first places that started the use of algae for biofuels were the US, EU and Australia.The global biofuels market alone is projected to grow to $139 billion by 2021. Researchers at the Queensland University-based Australian Institute for Bioengineering and Nanotechnology said the study showed innovation and research were still needed to make biofuels economically viable for use in jets compared with existing fuels. t

High performance jet oil reaches new heights

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ir BP Lubricants’ Turbo Oil (BPTO) 2197 has passed a milestone that very few products in commercial aviation can claim – clocking up its 250 millionth successful hour of on-wing service. The milestone, which coincides with the oil’s 15th anniversary, effectively means that BPTO 2197 has lubricated engines travelling the equivalent distance of six million trips around the world. There are currently over 11,000 engines being flown by 94 leading airlines, globally, that are lubricated by BPTO2197. BPTO 2197 was developed in the early 1990s to address

the problem of oil-related carbon deposits (aka “coking”), which can restrict or block oil flow and lead to engine shutdowns and failures. BPTO 2197 was the first oil approved as a High Performance Capability (HPC) oil to the SAE AS5780 specification and is relied upon by many of the world’s leading airlines for their most demanding applications. Built on more than 40 years of experience with leading industry products, BPTO 2197 is designed to exceed the demands of current and future jet engines. It is by far the most widely used HTS fleet oil in the world. t

he ICAO has adopted a new noise standard with more stringent requirements for future commercial aircraft. The Committee on Aviation Environmental Protection agreed to lower the current standard by seven Effective Perceived Noise Decibels, compared to the current Chapter 4 Standard, which became effective in 2006. The stringent new noise standard will apply to new-design aircraft entering service from 2017 and for lower weight aircraft entering service from 2020. The new standard will be presented for approval by the ICAO Council and will come into force December 31, 2017. Airbus said new standard is another major step in how the global commercial aviation industry is proactively addressing environmental protection. All its development aircraft—the neo and A350 XWB—are designed to be compliant with the new noise standard. IATA Director General and CEO Tony Tyler said: “Air transport is already 75 per cent quieter than it was four decades ago and the industry will continuously pursue cost-effective noise management options.” t

Radiation exposure from security scanners negligible E xposure to ionising radiation from airport security scanners is negligible unless people travel frequently or work for the aviation industry. Not all security scanners rely on x-rays, the University of Crete in Iraklion, Crete, Greece has reported. When used in airport security, they are designed to detect the presence of suspicious or concealed items hidden under clothes. During a single backscatter scan, a traveller will be exposed to between 0.05 to 0.1 microsievert of radiation. According to US standards, the maximal permissible dose per screening is a dose of 0.25

microsievert.By way of comparison, radiation received during a standard chest x-ray is almost 100 times higher than from a single backscatter scan. Backscatter scanners improve security by detecting the presence of plastic explosives and other concealed weapons, but are not necessarily effective at detecting plastic explosives that have been ingested or hidden in body cavities. The European Union banned backscatter x-ray scanners and now use non-ionising microwaves. Similarly, major US airports have also decided to switch from backscatter x-ray scanners to microwave systems. t August 2013

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Cargo & Logistics

Global Air Freight Logistics revenue to surge to $75.4 bn Expected to grow at 2.1% for next five years

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new study has revealed that the global air freight logistics industry revenue is expected to grow at an annualised rate of 2.1 per cent in the next five years. Revenue is expected to rise in the five years to 2018. Currently, the study by industry research firm IBISWorld put the industry’s revenue at $75.4 billion. The total revenue for this industry is expected to continue rising through 2018, as expansion continues in newly industrialised economies. The air freight logistics industry primarily transports commercial cargo as well as time-sensitive freight and mail.

enue plummeted 24.6 per cent that year. However, companies around the world replenished their inventories in 2010, causing a dramatic rise in cargo demand, enabling revenue and profit margins to rebound. In 2013, the four largest players, which are

Best logistics hubs in Europe: Antwerp, Rotterdam and Dusseldorf

IATA, FIATA deal for electronic Air Waybill

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lobal real estate advisors Colliers International has named Antwerp, Belgium; Rotterdam, Netherlands and Dusseldorf as the best logistics hubs in Europe. Kiev (Ukraine), Istanbul (Turkey) and Bratislava (Slovakia) were the top three ideal locations for cost-driven manufacturing activities, according to its Logistics Cities report. The report examined both mature and emerging logistics and industrial centres across Europe and ranks them based on two main criteria: distribution and manufacturing. From a distribution perspective, cities in Belgium, the Netherlands and Germany dominate the report’s Top 10. These cities form part of the Blue Banana, a corridor of cites located at the economic heart of Europe.

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During the global economic downturn of 2008 and 2009, demand for goods and services weakened worldwide. Overall, demand for air freight declined considerably because of poor economic conditions in 2009. As a result, the Global Air Freight Logistics industry’s rev-

Air France-KLM, Deutsche Lufthansa AG, Cathay Pacific Airways and Korean Air Lines, will account for slightly more than 20 per cent of industry revenue. Faster growth is expected, mainly due to expansion in newly industrialised economies. Manufacturing output in China and other Asian countries is anticipated to increase during the period, which will contribute to growth in freight volume transported in the next five years. Demand for merchandise is expected to increase considerably in newly industrialised economies, and this demand will continue to grow across developed countries, boosting demand for air freight logistics. It is expected that freight service providers will also increase the average fare for their services, which will add value to sales. t

August 2013

Colliers’ ranking of Logistics Cities Outside Western Europe, Prague and Bratislava obtained the best score for distribution. The report expects Central and Eastern European hubs to gain further importance across the European distribution landscape as the center of Europe gradually shifts east. Kiev occupies the highest spot in this ranking, followed by Istanbul, Bratislava, Katowice, Poland and Sofia. Istanbul stands out for relatively lower labour costs compared to most of the other cities and good levels of infrastructure. Turkey and Russia will gain further importance as trade links with the Far and Middle East. t

he International Federation of Freight Forwarders Associations (FIATA) and the International Air Transport Association (IATA) have announced that the Multilateral electronic Air Waybill (e-AWB) standard has been approved, removing the need for bilateral e-AWB agreements between airlines and freight forwarders. Airlines will have a single agreement with IATA that enables them to accept e-AWBs from all participating freight forwarders, while freight forwarders will have a single agreement that will allow them to tender e-AWB shipments to multiple airlines at numerous airports worldwide.

IATA and FIATAdeveloped and tested the multilateral e-AWB standard last year. Trials confirmed the value of the new agreement, endorsed by the IATA/ FIATA Consultative Council in February 2013.Final consent was reached with the approval by the IATA Cargo Services Conference of the Multilateral e-AWB as the new IATA Resolution 672 in March. FIATA and IATA expect the multilateral e-AWB agreement to be well received by airline and freight forwarding communities and will play a major role in increasing acceptance of the e-AWB to reach the industry target of 100 per cent penetration by 2015. t


Cargo & Logistics

Over 19,000 pallet spaces on offer at DWC New facility to become operational in Q1 2014

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ubai World Central (DWC) has announced that a new state-of-the-art storage facility, owned by RSATALKE, is being constructed in DWC’s Logistics District. Built to international safety and quality standards and equipped with separate sections for chemical storage, the new facility will offer definite logistical advantages to the Arabian Gulf region with more than 19,000 pallet spaces. It is expected to be operational by the first quarter of 2014. The facility provides direct connections not only to regional and international road and sea routes, but also to Al Maktoum International Airport. The project is expected to reaffirm the reputation of DWC

as a lucrative destination for logistics companies looking to establish a strong presence in the UAE and regional markets.

Qatar Airways aims to land bigger market share with new cargo airport

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atar Airways will receive seven new freight aircraft this year, as it expands its cargocarrying capacity by 40 per cent. The airline has already received a new Airbus A330, Chief Executive Officer Akbar Al Baker said. Two more A330s will be delivered in the coming weeks and three additional by the end of the year. The company will also receive a Boeing 777 freighter by the middle of the year and will phase out three A300s. “We look forward to being among the top five air cargo operators in the world within the next five years,” Al Baker said. Cargo transport, which is growing at 20 per cent a year, accounts for 28 per cent of Qatar Airway’s revenue, Al Baker said. The airline will start using a new $1 billion cargo complex at the new $16 billion Hamad International Airport. The carrier’s cargo capacity will rise

by 530 tonnes a day when the seven planes are received, Al Baker said. “Our vision is clear. We know where we are heading - ultimately to be among the top five air cargo operators in the world within five years,” Al Baker told the World Cargo Symposium. “Qatar Airways cargo is increasing by 20 per cent a year, so with the opening of our new cargo airport in April we expect a huge increase.” IATA says air cargo is vital to the global economy, transporting more than $5 trillion worth of goods annually, or more than a third of world trade by value and for airlines, it accounts for about 12 per cent of industry revenues. Last year saw a two per cent decline in both air cargo demand and yields. The current top five airlines for freight, by tonnes carried, are Korean, Emirates, Cathay Pacific, United and China Airlines. t

RSA-TALKE is a 50:50 joint venture between RSA Logisticsheadquartered in Dubai, and TALKE, a German chemical

logistician based in Hürth near Cologne. Dubai World Central consists of eight fully integrated districts, helping drive business in different industries, including aviation, logistics, commercial, real estate and exhibitions. DWC occupies an area of 140 square kilometres in Jebel Ali and is in close proximity to Jebel Ali Sea Port, the sixth largest container terminal in the world. In addition to the dedicated link to Jebel Ali Sea Port, DWC’s unique multimodal capabilities are supported by links to all main motorways in the country and the Al Maktoum International Airport, which once complete will handle up to 160 million passengers and 12 million tonnes of air cargo per year. t

ICAO, TIACA to strengthen technical cooperation

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he International Civil Aviation Organisation (ICAO) and the International Air Cargo Association (TIACA) have signed a Declaration of Intent to strengthen their cooperation on technical matters. Under the terms of the new agreement, ICAO and TIACA will work more closely on air cargo and mail security and facilitation, accelerating the evolution from paper-based to electronic practices, environmental stewardship, and the liberalisation of market access for air cargo services and air cargo safety. Raymond Benjamin, ICAO Secretary General, said: “ICAO has been grateful for the input and advice received by TIACA as we have begun

to develop closer ties with the air cargo sector. With this agreement now supporting our future cooperation across a wide-range of shared priorities, ICAO will be focusing its nearterm efforts on evolving our regulatory frameworks with States and industry stakeholders, including TIACA, toward the greater liberalisation of air cargo services.” ICAO and TIACA have agreed to consult, confer and cooperate on a continuous basis, over and above attendance at formal meetings. They will keep each other informed of projected activities and programmes of work in the areas identified in the Declaration of Intent. t

August 2013

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Flashback

Department of Civil Aviation 37 years of remarkable achievements

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n March 18,1971, two months before the May 15, 1971 inauguration of a new Dubai Airport, the late Sheikh Rashid bin Saeed Al Maktoum issued a decree setting up the Department of Civil Aviation (DCA). The new department was assigned to look after the aviation sector in the emirate and to supervise the implementation of the agreement for Dubai Airport management between the Dubai government and Britain’s International Aeradio Limited (IAL). The department was also given the larger role of enhancing the aviation sector’s contribution to the emirate’s economy, and as such, it replaced the Dubai Airport’s committee formed in 1966 to supervise the airport’s affairs.

December 2, 1971 - A turning point in Arab history

On December 2, 1971, after the British withdrew from the Gulf, the Trucial states became a federation called the United Arab Emirates. The Ministry of Transport, created in 1972, had a major role in completing the vital initial projects, and signed tens of bilateral agreements for air transport with the world’s most important countries. Mohammed Ahli, Director General of DCAA, said: “Britain used to conclude agreements on behalf of Dubai, while BOAC was responsible for granting landing and take-off permissions at Dubai Airport. The responsibility was transferred to Dubai government after the British withdrew in late 1971”. In 1996, the UAE established the General Civil Aviation Authority (GCAA) to look after the aviation sector in the UAE and coordinate with aviation authorities in each of the seven emirates.

Expansion of DCA’s role

It was also in 1972 that Dubai Airport had the fourth largest growth rate in its history in terms of number of planes landing and taking off, with a 38 per cent increase. The year 1972 was exceptional in the history of the DCA, as passenger numbers increased by 40 per cent to 900,000, compared to 1971. At the beginning, the DCA did not have a clear-cut organisational structure,

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August August2013 2013

Via Dubai brings exclusive excerpts from Ghassan Amhaz’s authoritative book, From the Creek to the Skies – History and Future of Civil Aviation in Dubai

as technical divisions were run by IAL and the ground handling services by Dnata, while administrative and legal affairs were run by the DCA which had a workforce consisting of just four employees (in the main office). Mohi-din BinHendi became the first Director General of the DCA in June 1979. A major decision was made by BinHendi in 1979 to transfer most of the IAL employees, around 600, and some national professionals working for Dnata, to the DCA to upgrade its performance. Until 1979, there were no female employees at the department. The number of female employees gradually increased to 442 by 2010.

Gulf Air management crisis

One of the most difficult challenges faced by the DCA was in 1985, when Gulf Air’s management decided to stop the majority of its flights through Dubai Airport and refused to carry transit passengers coming from Europe to Qatar, Bahrain and Oman, the other major shareholders of Gulf Air aside from Abu Dhabi. Gulf Air wanted to be treated as the national carrier of Dubai in a fashion that contradicted with Dubai’s Open Skies policy. In 1991, a Federal Law was issued specifying the role and responsibilities of the ministry, and organise its relations with all the emirates on aviation issues. The ministry took other steps after that date, which culminated in the formation of the GCAA in 1996.

Pioneering excellence in government performance

In 1996, DCA took a decision to boost its organisational structure and the number of its divisions was increased from sevento 12. After 37 years of operating as a government agency, the DCA became a corporate body in 2007.

Restructuring

The idea of establishing the Executive Board was proposed to Sheikh Ahmed and he issued a decree on May 13, 2000. In September 2006, the board revised the idea of restructuring not only the DCA, but the entire aviation sector in the emirate.

The project was approved by Dubai Executive Council. Jamal AI Hai presided over the Executive Board in its first year of operations, and the presidency was later occupied by other team members till the year 2007, including Mohammed Ahli, KhalifaAI Zafeen, HuraizAI Murr (secretary-general), Mohammed AI Tayer and Abdullah Al Ansari. Among the most prominent results of the restructuring process was the distribution of authority and specialisations between two major entities: the Department of Civil Aviation in Dubai (DCA) and the Dubai Airports Company (DAC). On September 30, 2007, the Ruler’s Office issued decree number 24 of 2007, cancelling the DCA. Four laws were promulgated to reorganise the aviation sector in Dubai. They covered the setting up of Dubai Aviation City Corporation, Dubai Airports Company(DAC), Dubai Civil Aviation Authority (DCAA) and Dubai Air Navigation Services (DANS). There were additional amendments made to the organisational structure of DAC in July and November 2007. t


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