GCAA STRATEGIC PLAN

GCAA STRATEGIC PLAN 

2011 - 2013

Contents

Message from the Chairman 4 

Message from the Director General 6 

Forward 8 

GCAA Achievements 10 

Overview of UAE Aviation Sector 13 

UAE Macroeconomic and Aviation Sector Overview 14 

Globalization and Its Impact on UAE Aviation Sector 19 

Global Financial Crisis 20 

Aviation Safety and Security 20 

Challenges 21 

State Safety Program 22 

Air Space Capacity 22 

Air Transport Bilateral Agreement 23 

Environment 23 

New Technologies 23 

Staffing and Skill Gap Issues 24 

Budgetary Constraints 24 

Strategy Development 25 

Strategic Planning Process 26 

UAE Government Strategic Priorities and Initiatives 27 

Stakeholder Expectations 28 

Benchmarking 28 

SWOT Analysis 30 

Vision 31 

Mission 32 

Values 33 

Strategic Objectives 34 

Objective 1 34 








Par Excellence 40 

Way Forward 42

Message from the 

Chairman 

The General Civil Aviation Authority’s (GCAA) fundamental 

mission is to lead the UAE Civil Aviation Sector by 

establishing and developing the policies and rules related 

to the regulation of air navigational services; raising 

safety and security standards. This industry plays a 

vital role in the economy and society through tourism, 

manufacturing and servicing. In upholding this mission, 

the Authority has focused on the future of the industry 

at large when deciding how best to promote the national 

carriers and has encouraged a healthy competitive environment 

of improved standards of safety, security and 

services. At a time when major airlines are struggling 

with decreasing load factors and increasing costs, the 

UAE carriers are expanding their fleets, hiring staff and 

increasing flight frequencies. 

While many of the legacy carriers are pushed into bankruptcy 

and cost-cutting initiatives, such as lay-offs, capacity 

reduction and cancelling plane deliveries, the UAE 

airlines are placing huge orders and looking for new 

markets. 

I believe that the keys to success in this highly competitive 

environment are technological innovation and 

management reforms. We are leveraging the combined 

strength of the UAE aviation sector without favoring or 

disfavoring any carrier. Together we will develop innovations 

aimed at taking the initiative in key areas such 

as next- generation technology, environmental sustainability 

and the highest standards of safety, security and 

services. This will be our winning formula. 

Eng. Sultan Bin Saeed Al Mansoori 

Minister of Economy Chairman of the GCAA Board 

4

Message from the 

Director General 

I am pleased to present the 2011–2013 Strategic Plan 

for the UAE General Civil Aviation Authority (GCAA). This 

strategic plan includes the Authority’s Vision for the next 

three years, its updated Mission Statement, Strategic 

Objectives and associated performance measures for 

managing the Authority’s operations. 

GCAA has been in the forefront of aviation safety and security 

issues, gaining valuable accident investigation experience 

and making considerable progress in the area 

of Air Navigation Services. Now, with this Strategic Plan 

and the process undertaken by the Authority to develop 

it, GCAA intends to be in the forefront of best business 

practices for long-term planning. 

Over the next three years, we will not only continue focusing 

on safety, security and the services we provide, 

but also improve the internal management of operations 

and staff. 

GCAA plans to integrate risk management systems and 

business practices. Through this world-leading initiative, 

the aviation industry in the UAE stands to gain better 

safety performance with less regulatory intervention. 

These are important steps towards improving safety and 

enhancing the public’s confidence in the safety of the 

UAE aviation system. 

Eight Strategic Objectives have been included in this 

plan with outcome-based performance measures for 

each Objective. The Authority is using these indicators 

to instill a performance-based culture of transparency, 

accountability and measurability of the achievement of 

its outcomes, resulting in an improved gauge of success 

for the realization of overall Strategic Objectives. 

I hope you find this Strategic Plan provides a clear understanding 

of the GCAA, its mission, mandate, and the 

strategic planning process. 

Saif Mohammed Al Suwaidi 

Director General – UAE General Civil Aviation Authority 

6

7 

Forward

GCAA’s Strategic Plan was formulated from the outcomes 

of gap analysis in three main areas: Regulatory, Support 

and Operations. The 2007–2010 Strategic Plan was 

focused on developing internal capabilities through the 

enhancement of processes and systems. Looking ahead, 

GCAA is determined to build on its past achievements 

and aims to create an environment that enables the entire 

civil aviation system to make world-class progress 

in the areas of safety, security and environmental sustainability. 

More specifically, GCAA has set its sights on 

becoming a globally recognized leader in civil aviation. 

This Strategic Plan has been developed to articulate 

GCAA’s direction from 2011 to 2013 and describes how 

GCAA will achieve desired results in line with the Strategic 

Priorities of the UAE. Appropriate Operational Plans 

have been drawn to disseminate the Strategic Objectives 

into action plans. However, due to the dynamic nature of 

this industry, changes and new challenges are expected. 

Therefore, these plans will be revised as necessary to 

reflect changing priorities and to achieve the most effective 

and efficient use of the GCAA’s resources. 

To meet future challenges, GCAA undertook an Overall 

Transformation Program (OTP). Some of the major 

achievements of this OTP include a new Strategic Plan, a 

Financial Plan, a new organizational structure and development 

of a Project Portfolio Management function. In 

recognition of its contribution to the International Civil 

Aviation Organization (ICAO), GCAA was overwhelmingly 

re-elected for the ICAO Council Seat in the 37th 

Assembly session in October 2010. 

Laila Ali Bin Hareb 

Director - Strategic Planning & 

Corporate Excellence 

8

9 

Our 

Acheivments

GCAA is proud to have embarked on the road to implementation 

of a State Safety Program (SSP). Once fully 

implemented, UAE will be among the very few countries 

to have established an SSP. The development and implementation 

of ROSI (Reporting of Safety Issues) and the 

automation of an oversight system through Q-pulse are 

two of the system enhancements achieved during the 

2007–2010 period. In order to support internal processes, 

the Enterprise Resource Planning system (ERP) has 

been successfully implemented. To ensure that GCAA 

processes and procedures meet world- class standards, 

it has successfully achieved ISO 27001 and ISO 20000 

certification for its IT processes and has also started the 

journey to design, develop and implement an Integrated 

Management System (IMS) through the certification of 

ISO 14001 and ISO 18001, expected to be completed in 

2011. Internal process enhancements also include the 

completion of Administration, Procurement and Finance 

Authority matrixes and manuals. 

The GCAA has updated the specifications and requirements 

to obtain the Air Operator Certificate in line with 

the standards set by ICAO (Annex 6) thus becoming 

one of the first authorities to implement this initiative. 

The implementation of ROSI has resulted in 470 reports 

since the launch of this project in January 2010. GCAA 

has also successfully implemented SAFA (Safety Audit of 

Foreign Airlines) and Q-Pulse in Flight Operations and 

Airworthiness. 

10

11 

Our 

Acheivments

GCAA carried out National Aviation Security Program for 

the industry. In order to enhance the standards and procedures 

for security of all cargo transported by air, GCAA 

has developed and implemented National Screener Certification 

Program. GCAA also presented a draft amendment 

to the procedure for the transportation of dangerous 

goods by air, which was approved by ICAO and 

implemented by the states. In line with International Association 

of Air Transport (IATA) guidelines, GCAA carried 

out a study to improve the services and procedures 

for passengers with special needs or requiring medical 

attention. 

GCAA held many successful conferences and conventions 

in the area of safety and security. One of the prominent 

conferences was Aviation Security Conference, held in 

June 2010 and resulted in Joint Abu Dhabi Declaration. 

Search and Rescue Conference (SAR) was held in Abu 

Dhabi and attended by the President of the ICAO, council 

members and more than 250 delegates from around 

the world. 

Other system implementations or enhancements that 

were focused on improving GCAA services to its customers 

included full stand-alone Online Data Interchange 

(OLDI) capability and introduction of OLDI connections 

to major domestic airports and capable adjacent centers, 

introduction of Arrival Metering and Sequencing 

(AMAN) for UAE airports and an automated Aeronautical 

Information Management (AIM) system with electronic 

Aeronautical Information Publication (AIP) and Notice 

to Airmen (NOTAM) distribution and database. To improve 

communication standards with customers, GCAA 

successfully implemented four communication channels, 

e.g. Twitter, Call Centre, and Interactive Voice Response 

(IVR). 

12

13 

Overview of 

UAE Aviation 

Sector

UAE Macroeconomic and Aviation Sector Overview 

While the Gulf Cooperation Council (GCC) makes up 9 percent of 

the total population of the Middle East and North African region, it 

captures 47 percent of the region’s GDP. Despite its small size, UAE 

is a major economic power within the GCC. 

GCC population has been increasing at 2 percent CAGR since 2000 

and is expected to reach the 47-million mark in 2020. 

1) MENA figures include Algeria, Tunisia, Sudan, Morocco, Mauritania, and Libya, and excludes Israel 

Source: Global Insights, July 2009 update; Booz & Company analysis 

GCC Geographic (1) and Economic Overview 

1779 

Total GCC Area= 2,574,942 

Syria 

Lebanon 

Iraq 

Jordan 

Iran 

Kuwait 

Egypt 

Bahrain Qatar 

Saudi 

Arabia 

UAE 

Oman 

2010 GDP 

Yemen 

- In 2005 USD Billions - 

MENA 

Km 2 47% of MENA GDP 

9% of MENA Population GCC 763 

2010 Population 

- In Millions - 

Saudi Arabia 

Booz & Company 

GCAA_selected_19h29.ppt 

0 

DATE 

415 

39.2 

Oman 

UAE 

Kuwait 

Qatar 

Bahrain 

Geographic Area 

2.1 M Km 2 

0.3 M 

Km 2 

83,600 

Km 2 

20,000 

Km 2 

11,437 

Km 2 

665 

Km 2 

29.9 

2% 2% 

8% 

7% 

11% 

69% 

2000 

34.6 

2% 3% 

8% 

8% 

12% 

68% 

2005 

GCC Region Population Trends 

- In Millions - 

(2000 - 2010F (1) ) 

+2% 

39.2 

2% 

4% 

7% 

8% 

12% 

67% 

2010F 

1) Forecast developed by the United Nations Population Division 

Source: United Nationas Population Division, World Population Prospects, The 2008 Review; Booz & Company analysis 

43.2 

2% 

4% 

7% 

47.1 

2% 

4% 

7% 



1 

DATE 

8% 

12% 

% of Expatriates in Population: 

GCC (including KSA): ~ 33% 

GCC (excluding KSA): ~ 60% 

KSA: ~ 20% 

67% 

2015F 

8% 

12% 

67% 

2020F 

Bahrain +2% 

Qatar +5% 

Oman +2% 

Kuwait +3% 

UAE +3% 

Saudi Arabia +2% 

14

Population growth is expected to maintain a healthy growth trend 

for GCC in general and UAE in particular. This is coupled with a 5 

percent annual GDP growth, which is expected to reach US$1.2 trillion 

in 2020. 

GCC population has been increasing at 2 percent CAGR since 

2000 and is expected to reach the 47-million mark in 2020. 

478 2% 

6% 

11% 

5% 

21% 

55% 

623 

5% 2% 

7% 

13% 

22% 

51% 

GCC Region GDP Trends 

- In 2005 USD Billion - 

(2000 - 2010F (1) ) 

+5% 

763 

5% 2% 

9% 

12% 

23% 

48% 

955 

2% 

5% 

9% 

12% 

23% 

48% 

1,158 

2% 

5% 

9% 

12% 

23% 

49% 

Bahrain +5% 

Oman +5% 

Qatar +7% 

Kuwait +5% 

UAE +5% 

Saudi Arabia +4% 

500 

400 

300 

200 

Real GDP 

UAE Real GDP per Capita Evolution 

- Index Base 1980- 

(1980-2008) 

Population 

Real GDP Per Capita 

CAGR 

(1980-2008) 

6% 

5% 

Rank 

out of 205 

(2010) 

1 

3 

4 

5 

6 

7 

8 

11 

13 

25 

Liechtenstein 

Luxembourg 

Switzerland 

GDP per Capita in the UAE vs. Other Countries 

– in USD Thousands - 

(2010) 

0 40 80 120 

Norway 

Denmark 

Qatar 

Cayman Islands 

UAE 

USA 

Singapore 

2000 

2005 

2010F 

2015F 

2020F 

100 

-1% 

31 

54 

Kuwait 

KSA 

113 

China 

GDP/Capita 

- In Thousands - 

(2010) 

16.6 19.9 47.4 36.9 19.2 

56.8 

Saudi Arabia Oman UAE Kuwait Bahrain Qatar 

0 

1980 2008 

155 

India 

OECD ~ 35’ 

GCC 

Source: Global Insights, July 2009 Update; Booz & Company analysis 



2 

DATE 



3 

DATE 

15

Figure 1: Real GDP Growth Evolution 

(Percentage Growth Rate 2010–2013) 

DP Growth Evolution 

Figure 2: Propensity for Air Travel 

Departing Passengers 2009 vs. Real 

GDP per Capita in US$ 2009) 

The UAE has witnessed 9 million tourist arrivals in 

2009, which is expected to grow at 7.2 percent per 

year in the next three years, particularly in the leisure 

market. The main driver for tourism is key landmark 

developments across the country. 

UAE Tourists Growth 

7% 

6% 

5% 

UAE 

MENA 

Trips per capita 

12 

11 

10 

Propensity for Air Travel 

Departing PAX 2009 vs. Real GDP per capita in USD 2009 

UAE 

Bermuda 

8.8 

25% 

9.0 

25% 

9.6 

24% 

7.2% 

10.2 

24% 

11.0 

25% 

11.9 

24% 

4% 

3% 

N. America 

2% 

Europe 

1% 

2010 2011 2012 2013 

9 

8 

7 

6 

5 

4 

3 

2 

1 

0 

Bahamas 

Macao 

Singapore 

Malta Hong Kong 

Bahrain Cyprus Ireland 

Qatar 

Maldives 

Belgium Denmark 

Switzerland 

Spain Barbados Austria Netherlands 

Oman 

Brunei 

Norway 

Italy 

Sweden Luxembourg 

Australia 

Saudi Arabia 

Kuwait US 

0 

10,000 20,000 30,000 40,000 50,000 70,000 80,000 90,000 

2009 Real GDP per capita (USD) 

75% 75% 

76% 

2008 2009 2010 

76% 

2011 

75% 

2012 

76% 

2013 



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DATE 6 


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Prepared for Etihad 

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Driven by economic growth, UAE airlines such as Emirates 

Airlines 

UAE 

have 

Fleet 

greatly expanded their network and 

fleet as shown in Figure 4. 

As a result, overall aircraft movements in the UAE are expected to grow to 

663,000 by 2013, including local and foreign airlines, general aviation, private 

operators and freighters. 

Figure 4: UAE Fleet Growth 

425 

Aircraft Movements 

118.5 

Figure 5: Aircraft 10.4% Movements (thousands) 

Figure 6: Air Crew Licensing 

16.2% 

270 

350 

481 

531 

+5% 

580 585 590 

620 

660 

165 

185 

Fleet Size 

53.7 

95 

2007 2008 2009 2010 2011 2012 

2013 

2004 

2006 

2008 

2010 

2012 

2014 

2008 

2016 




7 


There has been a noticeable growth in the number of airline personnel 


which has resulted in approximately 33% increase in the number of licenses 

issued by the Authority. 



5 


17

Middle East has the highest international and domestic growth 

of passenger traffic among other all regions. The international 

growth reached 10, and 10.3 for domestic growth. 

Figure 8: Regional passenger traffic overview 

(% change 2009 vs 2008) 

Table 7 Regional yearly traffic growth and market shares in 

percent (In terms of Passenger Kilometres Performed – PKPs) 

Passenger Traffic International Domestic Total 

Region Growth Market Share Growth Market Share Growth Market Share 

Africa -8.9 3 -13.4 1 -9.6 2 

Asia/Pacific -7.1 25 7.6 31 -1.2 27 

Europe -4 41 -10.5 8 -4.8 28 

Middle East 10 11 10.3 1 10 7 

North America -5.5 16 -5.5 54 -5.5 31 

Latin America -2.9 4 1.9 5 -0.7 5 

/Caribbean 

World -3.9 100 -1.8 100 -3.1 100 

North America 

• Traffic: -5.5% 

• Capacity: -6.1% 

• Load Factor:+0.5 PT 

Latin America 


• Capacity: +0.4% 

• Load Factor:-0.8 PT 

Europe 



• Load Factor:+0.6 PT 

Middle East 

• Traffic: +10.0% 

• Capacity: +12.9% 


Africa 




Asia/Pacific 



• Load Factor:0 PT 

World 2009 



• Load Factor:0 PT 

Source: ICAO 

18

Globalization and its impact on UAE Aviation Sector 

To accommodate the airlines’ ambitious growth plans, airports 

have embarked on expansion plans to upgrade their infrastructure. 

UAE airports are investing up to US$50 billion in new and 

expanded projects over the next 15 years, which will provide capacity 

for an additional 200 million passengers per annum. A map 

of UAE airport locations is shown in Figure 7. 

Figure 3: UAE Airport 

Abu Dhabi Airport 

Dubai 

Airport 

Al Maktoum 

Airport 

Al Ain 

Airport 

Ajman 

Airport 

Sharjah 

Airport 

Ras Al 

Khaimah 

Airport 

Fujairah 

Airport 

Air travel remains a large and growing industry. It 

facilitates economic growth, world trade, international 

investment and tourism and is therefore central to the 

globalization trend worldwide. In the past decade, air 

travel has grown by 6 percent per year 

UAE airlines have taken full advantage of this trend 

through two relatively new airline models in the region. 

The first is the hub carriers, such as Emirates Airlines 

and Etihad Airways that have been developing their 

business model around the geo-centricity of the region 

and the 4 billion people that live within an eight-hour 

flying zone. The second model is the budget carriers, 

such as Air Arabia and Fly Dubai that have been taking 

advantage of the unprecedented boom in point-to-point 

travel within the region. 

United Arab Emirates 




0 


19

Global Financial Crisis 

While most regions across the world have experienced 

slow growth in air travel over the past two years, the 

growth of the UAE aviation industry has been notable. 

During the economic crisis, continuous investments in 

aviation infrastructure and modern aircraft supported 

the continued expansion of the sector. The elements intrinsic 

to the market in the UAE that likely have led to 

this growth are: 

1. Business travel, given that the UAE economy is the 

business hub of the region 

2. Large population of expatriates, generating VFR traffic 

(Visiting Friends and Relatives) 

3. Religious traffic around Hajj and Umrah 

4. Labor traffic within the Arab world, and between the 

Gulf and Asia 

5. Low average age of the fleets, leading to somewhat 

lower operating costs 

Aviation Safety and Security 

Even though the UAE has an enviable aviation safety 

and security record, the country must continue to strive 

for the highest standards of safety and security. To satisfy 

the demands for improved standards of safety and 

tighter security, the regulatory bodies are working in 

conjunction with the aviation industry however, industry 

is driven by commercial interests. These economic pressures 

can affect all sectors of the civil aviation industry 

and could have an adverse impact on safety and security. 

It is, therefore, of crucial importance to the whole 

civil aviation community that the GCAA remains focused 

on aviation safety. 

Around the world, governments and airlines are regularly 

engaged in discussions on a wide range of significant 

regulatory issues addressing different aspects of airline 

operations, the largest being safety and security. However, 

approaches to managing these issues must be proactive 

rather than reactive. The focus to ensure sustainability 

must be directed on oversight and accountability. 

Without frequent and thorough auditing of the safety 

and security programs, even the best-laid plans can fail. 

6. Modern airport infrastructure encouraging hubbing 

operations between the East and the West 

20

21 

Challenges

State Safety Program 

The State Safety Program (SSP) is a relatively new concept and introducing 

this in the UAE presents challenges on all levels i.e. system, 

process, and people. GCAA, like any other civil aviation authority 

(CAA), supports its Safety Management Systems (SMS) through 

effective oversight activities, rulemaking and policy development. 

However, instead of reacting to the most recent accident, SSP rulemaking 

is based on the comprehensive analyses of the State’s aviation 

system. Regulations are based on identified hazards and analysis 

of the safety risks and related consequences. 

As part of the UAE SSP, the SMS requirements will be circulated 

to all service providers, requiring them to demonstrate their Safety 

Management capabilities up front, rather than waiting for accidents, 

incidents, or assessing non-compliance with safety standards. This 

will allow both GCAA and the service providers to proactively deal 

with safety risks. 

There are four components of the State Safety Program: 

1. State Safety Policy and Objectives: Development of a Safety Legislative 

Framework, Safety Responsibilities and Accountabilities, Accident and 

Incident Investigation and Enforcement Policy. 

2. State Safety Risk Management: Establishment of safety requirements 

for the service provider’s SMS and agreement on the service provider’s 

Safety Performance Standards. 

3. State Safety Assurance: Development of a Safety Assurance System 

that would consist of Safety Oversight activities, data collection, analysis, 

exchange and data-driven targeting of oversight of areas of greater concern 

or need. 

4. State Safety Promotion: Implementation of internal training programs, 

communication and dissemination of safety information and training to 

service providers. 

This is an enormous undertaking and a huge challenge, not only for 

the UAE GCAA but for every constituent of UAE Civil Aviation System. 

Air Space Capacity 

UAE Airspace 

(Commercial Corridors vs. Military Areas) 

UAE Airspace 

Restricted Areas 

The UAE has a total of 120,000 square 

kilometers of airspace, with 35 international 

air corridors. Today, more than 50 

percent of UAE airspace is comprised of 

aerial exclusion zones restricted to military 

use. To compensate for this shortage 

and the rapid growth of aircraft 

movements in the UAE airspace, the 

GCAA has heavily invested in adoption 

of new technologies to optimize use of 

available airspace capacity including: 


GCAA charts.ppt 

0 


• A state-of-the-art air traffic control center, the Sheikh Zayed 

Centre, was launched in 2009. 

• A new area navigation system, RNAV 1, was adopted. 

22

Air Transport Bilateral Agreement 

To date, the UAE has established 51 Open Skies agreements, 

through several opportunities for growth still remain. 

ral Agreements 

Environment 

The aviation industry has realized the importance of 

global environmental challenges and the need for direct 

actions. Aviation is responsible for about 2 percent of 

CO2 emissions, but it is widely accepted that the impact 

of aviation emissions is substantial. 

134 51 

38 

45 

In this context, the European Union (EU), followed by 

other states, is introducing an Emission Trade Scheme 

(ETS), which will be applicable to all airlines flying to, 

from, or within the EU. The ETS will have a substantial 

impact on the operations and financials of UAE airlines, 

particularly the new processes and tools that monitor 

carbon emissions. Additionally, there are ongoing discussions 

at the International Civil Aviation Organization 

(ICAO) and the Conference of the Parties (COP) of 

the United Nations Framework Convention on Climate 

Change (UNFCCC) to adopt an international framework 

applicable to aviation emissions. Accordingly, GCAA must 

gear up to actively participate in the ongoing discussions 

to implement and oversee the new policies. 

Total 

Open Sky 

Liberal 

Limited 

New Technologies 

Golden Horizon Charts.ppt Prepared for Etihad 

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Technological developments in the aviation industry pose 

a significant challenge in the achievement of our vision. 

Dramatic technological developments could outstrip our 

ability to train staff and redeploy resources. Among the 

developments we expect are increased use of composite 

23

materials to enhance fuel efficiencies, increasingly complex 

avionics and increased ultra long range operations 

(ETOP). 

As these and other technologies become widely used, 

GCAA staff will need to be fully engaged in learning 

about developments in these areas in order to effectively 

exercise their regulatory role and produce recommendations 

that continue to raise the bar on safety. 

Staffing and Skill Gaps Issues 

The Authority has been unable to meet its Emiratization 

targets for the last strategic planning period. This 

was primarily due to its requirements for staff to possess 

broad aviation industry knowledge in addition to investigative 

or related skills. Developing this diverse skill set 

takes years of experience. The Authority recruits staff 

from a talent pool consisting of three national carriers or 

from international sources. In either case, it is becoming 

increasingly difficult for the Authority to attract sufficient 

numbers of UAE nationals who posses adequate managerial 

and technical expertise to meet the ambitious 

Emiratization targets for this very exclusive industry. 

Inspectors, investigators and air traffic controllers are 

highly specialized and technical staff. The time needed to 

cultivate future leaders and technical expertise warrants 

serious attention to the development of human capital 

and succession planning to ensure continuity of leadership 

and availability of skill sets. 

Moreover, to function successfully, the existing workforce 

will require updated training to close the skill gap 

in a future environment that includes advanced management 

tools, new hardware and software platforms and 

updated rules and regulations. Aggressive training, development 

and recruitment initiatives will be necessary 

to attract highly skilled and diverse candidates to staff 

the growing needs of the Authority. Competency-based 

Job Description initiatives will allow us to identify a number 

of competency and skill gaps that would need to be 

closed through training and recruitment efforts. 

Budgetary Constraints 

Civil Aviation is a technology- and skill-intensive industry. 

To be in the forefront in a region that is home to some 

of the fastest growing and largest international carriers, 

GCAA must continuously invest in developing, upgrading 

or acquiring resources. At the same time, GCAA is committed 

to maintain its financial independence. Any major 

decrease in resources devoted to the GCAA will have a 

negative impact on its ability to achieve the strategic 

objectives for this planning period. 

24

25 

Strategy 

Development

Strategic Planning Process 

GCAA adopted a structured approach to define its Strategic Plan, 

starting with the definition of its vision and mission then describing 

the strategic imperatives and goals and how to achieve and track 

them. 

The Strategic Planning process kicked off with communication 

of the process to the different stakeholders, with 

an understanding of the Strategic Priorities of the UAE 

Government, a detailed baseline of the current situation, 

a stakeholders’ survey and a benchmark study. 

Planning 

horizon 

10-15 yrs 

3-5 yrs 

1-2 yrs 

What do we 

want to be? 

What will 

we do? 

How will 

we do it 

Steps 

Vision 

and Mission 

Development 

Strategic 

Imperatives 

Goal 

Setting 

Execution 

Planning 

Resource 

Allocation 

Questions Answered 

• What do we aspire to be? 

• Where do we want to go? 

• What are the “make or break” 

business issues? 

• What will we do to address these? 

• What are the specific targets that we 

need to fulfil in order to make our strategic 

imperatives happen? 

• What are the specific actions to reach 

these goals? 

• What are the deliverables and who is 

responsible? 

• What resources are required to achieve 

action plans? 

Based on the initial studies and through a series of workshops 

with GCAA’s senior executives, vision, mission and 

value statements were drafted by the Strategy and International 

Affairs Department and then approved by 

the Board of Directors. 

GCAA’s Directors, with the support of the Strategic Planning 

team, conducted a SWOT analysis and identified 

key strategic objectives, targets and initiatives to be implemented 

in the 2011–2013 period. For each initiative, 

a set of KPIs were defined to monitor the execution of 

the 2011–2013 Strategic Plan. 

monthly 

How will 

we track it 

Performance 

Measurement 

• What will we measure to track progress ? 

• What are the target results for each measure? 

React 

Management 

Reporting 

• What should be reported, how often and 

to whom? 

26

UAE Government Strategic Priorities and Initiatives 

In 2010, the UAE Government defined its Vision for the fifth year and its 

strategic objectives. 

In a strong and safe union, knowledgeable and innovative Emiratis will 

cofidently build a competitive and resilient economy. They will thrive as a 

cohesive society bonded to its identity, and enjoy the highest standards of 

living within a nuturing and sustainable environment. 

7. Enhance transparency and accountable governance mechanisms 

throughout Federal Entities 

Seven Strategic Priorities, directly linked to the UAE 

Vision themes, and seven key enablers were defined for the 

2011-2013 planning cycle. 

UAE Vision 2021 would be achieved through a roadmap of four 

consecutive UAE Government Strategy cycles. 

Seven General Principles were defined for the 2011–2013 cycle, 

which will ensure an accountable, lean, innovative and forwardlooking 

government: 

1. Enhance the role of Federal Entities in devising effective 

regulations and integrated policies by successful planning 

and enforcement 

2. Enhance effective coordination and cooperation among 

Federal Entities and with Local Governments 

3. Focus on delivering high-quality, customer-centric and 

integrated government services 

4. Invest in human resource capabilities and develop leaders 

5. Promote efficient resource management within Federal 

Entities and leverage dynamic partnerships 

6. Pursue a culture of excellence through strategic thinking, 

continuous performance improvement, and superior results 

UAE VISION 

(VISION 2021 SUMMARY) 

1 2 3 4 

Ambitious 

and Confident 

Nation Grounded 

in its Heritage 

Cohesive Society 

and Preserved Identity 

Competent 

Human Capital 

Customer 

Centre Service 

A Strong Union 

Bonded by a 

Common Destiny 

Safe Public and Fair 

Judiciary 

Strong Global Standing 

Efficient 

Financial 

Management 

Good 

Institutional 

Governance 

A Competitive 

Economy Driven by 

Knowledgeable 

and Innovative Emiratis 

Competitive Knowledge 

Economy 

Dynamic 

Government 

Networks 

First-Rate Education System 

World-class Healthcare 

Sustainable Environment 

and Infrastructure 

Effective 

Legislative 

Process & 

Integrated Policy 

Making 

A Nurturing 

& Sustainable 

Environment 

for Quality 

Living 

Effective 

Government 

Communication 

The Vision and the strategic direction of the UAE Government were 

adopted by GCAA’s management as key guiding principles and objectives 

to draft the GCAA’s Strategic and Operational plans for the 

2011–2013 cycle. 

27

Stakeholder Expectations 

A stakeholder study was carried out to gain a broad understanding 

of the key industry requirements and key areas for improvements. 

The study captured the 2010–2013 development plans of 

the GCAA’s stakeholders and the expectations in terms of GCAA’s 

services, regulations and modus operandi. Through interviews 

and meetings, GCAA was able to build a better understanding of 

stakeholders’ concerns, issues and proposed solutions. 

The major areas of interest for the stakeholders included: 

• Development of the UAE aviation sector 

• UAE National Aviation Policy 

• UAE regulations and their alignment with best practices 

• Capacity improvement of the UAE air space 

• Systematic Risk and Economic Impact Assessment for new regulations 

• Consultation process for new regulations 

• Outsourcing some non-core activities to specialised technical or shared 

services companies in order to free capacity for key regulatory functions 

• Technical skills of GCAA staff 

• Customer Oriented Culture 

Benchmarking 

A benchmarking exercise was carried out to derive key lessons 

from countries with a mature civil aviation system. The benchmark 

exercise focused on the following areas: 

1. Institutional set-up and regulatory system: Understand the air transport 

institutional set-up and the regulatory framework. 

2. CAA governance: Understand the governance system of the National 

Aviation Authority and the roles and responsibilities of the Board and 

Executive Management 

3. Operating model and Organization: Understand the operating 

model, the organization structure and the manpower requirements 

4. Financial: Understand the financial policies and funding mechanisms 

for the regulatory and operational aviation entities 

28

Benchmarking 

The benchmark study resulted in a set of principles that guided 

the formulation of the GCAA Strategic Plan: 

• National Aviation Policies (including Safety, Security, Airspace, Air 

Transport, Economic, Environment and Consumer Protection) as a key 

reference for development of the civil aviation sector 

• Clear and simple legal system frameworks to ensure clarity of roles, 

responsibilities and authority 

• A proper regulatory framework that ensures that the CAA remains 

independent vis-à-vis other institutions and aviation operators, in effect 

freeing them to focus on their core regulatory responsibilities 

• Lean organizational structures with a clear focus on the safety and 

security regulatory functions 

• A structured consultation process with stakeholders supporting the 

regulatory functions 

• A funding strategy based on a variety of fees and charges compatible 

with the International Civil Aviation Organization’s principles of costrelatedness, 

non-discrimination and transparency to minimize the requirement 

of state subsidies to CAAs 

29

SWOT Analysis 

The SWOT analysis enabled the GCAA’s management to rationalize the results of the initial studies and consequently to derive key 

strategic priorities. 

Strengths 

• GCAA has established strong relationships with the international aviation 

community through its presence at ICAO and its support to emerging 

economies. 

• GCAA board and management have launched an Overall Transformation 

Program (OTP) to align its operations to best practices. 

• GCAA has invested in IT technologies to improve the efficiency of some 

enabling and regulatory processes. 

• Senior and highly qualified 

technical experts are available at the GCAA to support the transformation 

program. 

Weaknesses 

• Comprehensive National Aviation Policies are not mature. 

• Comprehensive safety, security, and risk oversight systems require 

constant updating to ensure they are relevant. 

• Some of the core regulatory and enabling processes could be more 

efficient and effective. 

• Some new regulatory activities and capabilities still need time to 

become fully effective. 

• GCAA has both regulatory and operational roles. 

• GCAA fee structure requires revision 

to ensure its future costs are covered. 

• Organizational structure and 

staffing levels require constant 

review to ensure they meet future industry growth. 

• UAE Middle East air traffic has been resilient to the global economic crisis. 

• Current federal laws are in the process of being updated to clarify the UAE 

institutional setup and GCAA mandate. 

• UAE airlines are well regarded in the global aviation industry. 

• Stakeholders are supportive of the Overall Transformation Program. 

• Industry can undertake some of the GCAA activities to reduce the 

manpower requirements at the GCAA. 

Opportunities 

• Changes to the Civil Aviation Law have been proposed but are yet to 

be ratified by the Cabinet. 

• UAE and GCAA are subjected to audits from international authorities; 

adverse reports can affect the UAE aviation system and its growth 

plans. 

• Stakeholders find the responsiveness and quality of the GCAA services 

inconsistent. 

• Uncompetitive wages, in some areas, decrease availability of highly 

qualified employees to the GCAA. 

• EU emission trading scheme is not balanced by UAE emission 

requirements. 

Threats 

30

Vision 

A leading, safe, secure and 

sustainable civil aviation system 

31

Mission 

To regulate and oversee aviation 

safety, security and environment; 

deliver air navigation services; and 

facilitate air connectivity through 

international collaboration in order 

to serve the general public and the 

civil aviation industry in a responsive 

and cost-effective manner 

32

Values 

Safety and Security: 

Promoting a culture of safety and security at the individual and 

corporate level. 

People: 

Developing people to the highest standards and level of expertise 

in technical and non-technical areas. 

Stakeholder Focus: 

Promoting healthy dialogue and partnership with stakeholders. 

Integrity: 

Applying the highest legal, ethical and moral standards to our 

work and with each other. 

Professionalism: 

Encouraging an atmosphere of mutual respect, responsiveness 

and teamwork with our stakeholder community, general public 

and with our colleagues. 

Efficiency: 

Committing to continuous improvement in operations and costs 

through responsible management. 

33

Strategic Objectives 

Objective 1 – 

Strategic Objective 

Description / Rationale 

Key Results 

To ensure safe and secure operations 

of the aviation industry in compliance 

with ICAO standards and best 

practices 

As UAE Aviation regulator, GCAA’s primary focus 

is on ensuring safe and secure operations of the 

aviation industry through a set of policies and 

regulations and an active oversight. 

Support the UAE Federal Government 

in drafting UAE Aviation Policies (Safety, 

Security, Airspace, Environmental, Air 

Transport, and Consumer Protection) 

Draft and Implement a Safety Management 

System, Risk Oversight Plan, and State Safety 

Plan 

Draft and Implement a Security Risk 

Oversight Plan 

Update Safety and Security regulations 

Implement a Safety and Security Promotion Plan 




Key Results 

To facilitate global connectivity 

GCAA will support the UAE aviation 

industry in increasing the level of connectivity. 

Convert existing MoUs into Air Service 

Agreements 

Introduce new Air Transport regulations 

34





Key Results 

To develop UAE aviation environmental 

regulations and influence global 

policies to balance the needs of 

all stakeholders and international 

commitment of environment 

sustainability 

GCAA is committed to addressing global 

environmental challenges by drafting new 

environmental regulations and plans and by 

playing an active role in influencing global 

policies. 

Draft and implement new 

environmental regulations 

Support the UAE Government to 

draft an Aviation Environmental Sustainability 

Plan 




Key Results 

To provide support services 

in the civil aviation sector 

GCAA aims to improve the quality 

of the service currently provided to 

the aviation industry. 

Complete the Separation and Enhance Plan 

of the Air Accident Investigation unit 

Set up a training centre 

Enhance ANSP services 

35





Key Results 

To position the UAE to be globally 

recognized as a major shaping 

force in aviation 

In line with the direction of the UAE 

Government, GCAA aims to play a leading 

role in shaping the global civil aviation sector 

by becoming a key member of regional and 

international committees and by cooperating 

with international institutions. 

Implement international cooperation 

initiatives 

Become a key member of regional and 

international committees 




Key Results 

To strengthen the internal processes, 

develop capabilities, and instill a 

culture of excellence in line with the 

best practices and the growth of the 

aviation industry 

As a best-in-class aviation authority, GCAA 

aims to deploy efficient and effective processes 

and to build a work environment able to attract 

and retain Emiratis. 

Achieve an high employee 

satisfaction rate 

Review and deploy internal processes 

Reduce the overall cost per employee 

Increase the number of Emiratis 

Adopt electronic services 

Improve the quality of external services 

36





Key Results 

To be communicative and responsive 

with national and international 

stakeholders 

GCAA aims to be more communicative 

and responsive to the stakeholders’ 

requirements and to have a systematic 

approach to monitor its performances 

Improve responsiveness in 

addressing complaints 

Increase stakeholder satisfaction 

with GCAA communication approach 




Key Results 

To be financially self-sustainable 

GCAA aims to become a self-sustainable 

authority in line with the ICAO principles and 

UAE Federal Government direction. 

Design and Implement Activity-Based Costing 

to align cost of service to fees 

Reduce operational costs 

37

39 

Par 

Excellence

Already in 2010, GCAA has launched key initiatives to meet its strategic 

goals and achieve excellence: 

1. Drafting of the national aviation policies will be kicked off before 

the end of 2010. In line with the UAE Government’s objectives and 

civil aviation best practices, a structured process will be designed to 

engage all stakeholders in defining the UAE National Aviation Policies. 

Once the consultation process is completed, the policies will be 

submitted to the UAE Cabinet for approval and ratification. 

2. The Air Accidents Investigation Unit is expected to be separated 

from the GCAA in 2011. GCAA has already started the ring-fencing 

process of the Air Accident Investigation Unit in order to ensure independence 

from the regulatory activities, and a decree has already 

been prepared. 

3. ICAO members recognized the leading role UAE played in shaping 

the global and regional aviation sector and hence have decided 

to re-elect GCAA as a member of the ICAO Council in October 2010. 

4. In September 2010, GCAA kicked off the drafting of the State 

Safety Program. 

5. In October 2010, the new organizational structure of GCAA was 

finalized, approved and communicated to all GCAA staff. The new organization 

ensures accountability, efficiency and effective operations. 

The new structure shall be effective 1 January 2011. 

40

41 

Way 

Forward

Going forward, the Strategic Planning team will lead the execution 

and monitoring of the GCAA Strategic Plan. In collaboration with the 

department heads, the Strategy and Performance Management Unit 

will identify risks and interdependencies to facilitate the Operational 

Plan management processes. 

Through a rigorous performance management system, progress of 

all projects will be monitored to reconcile progress and performance 

review to identify trends and challenges. The Strategy and Performance 

Management Unit will measure and report KPIs by collecting, 

verifying, and reporting business unit KPIs. 

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GCAA STRATEGIC PLAN

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