The Emirates Group
2010-11 Annual Report
2010-11 Annual Report
In finacial year 2010-11, Emirates became the world's most profitable international carrier. Its success is rooted in a proven business model based on an international “open skies” policy. Staring with that policy, this annual report shows how the word OPEN applies to virtually every facet of the Emirates Group.
OPEN For BUSINESS
Indeed. For the Emirates Group, the skies are always open for business. And competition.Our record performance for the financial year 2010-11 proves the point. Combined revenue for Emirates and dnata totalled AED 57.4 billion (US$15.6billion), an increase of 26% over the previous year. And operating profit rose to AED 5.9 billion (US$1.6 billion), a 44% increase.
OPEN is the watchword of all we do at Emirates and dnata. We operate in an open manner, as we believe in corporate transparency. We’re also big believers in an open skies environment, one free of route and airport restrictions, where every airline can compete fairly. In fact, open skies is the underlying tenet of our business model. Most of all, we remain continually open to new opportunitieOPEN FOR BUSINESS
What’s considered“growth” at the Emirates Group? For Emirates Airline, it’s more long-rangeaircraft and an expanded route map. For Dnata, our air services provider, it’sincreasing our presence in key markets through strategic acquisitions. Theresult of which has placed the company, as the fourth largest combined airservices provider in the world. In recognition of Dnata’s emerging globalfootprint, a brand review was initiated, culminating in ‘One Dnata’. Freshvisual branding, including a new logo, was developed signalling the newphilosophy to customers. A new vision, mission and set of values wereestablished to unify the nearly 20,000 employees worldwide, more than half basedoutside Dubai.
