Annual Report 2008-2009 - Emirates.com

Creation of the Customer Knowledge Warehouse
enables business units to obtain real-time
customer information from a central source.
The Customer Scoring Model has driven a
stronger customer focus to ensure consistency
and delivery to key segments. In addition, the
Customer Journey Viewer, KIS tablet, and similar
systems drive customer and business knowledge
to the service front line to provide more tailored
and enhanced customer experiences.
The Strategic Research and Innovation Group
(SRIG) specialises in strategic planning methods.
The Business Performance Management (BPM)
programme allows departments to develop a
three- to five-year strategic plan that is now
rolling out across the group. Aligned with this,
the Corporate Key Performance Indicators
(CKPI) programme is providing an online
dashboard of performance for all levels of
management to access.
More than 3,000 Najms (for new staff ideas
and performance) were awarded for generating
validated savings of AED 22 million and being
recognised internationally by Ideas UK and
Ideas Arabia.
The Process and Organisation teams check
the operations and structure of businesses
across the Emirates Group. The Supply Chain
Management team (SCM) for example, is
currently collaborating with P&L on spending
across the company while LEAN techniques
have been applied for the removal of activities
or tasks that do not add value to the customer or
end-user in several departments.
The department was involved in the programme
to enhance the on-time performance of Emirates
aircraft and after successful work on potable
water, is looking at other ways to reduce fuel
consumption.
The team has continued to upskill and build
an Operations Research capability. This has
been applied to complex data analytics in crew
rostering and computer simulation to solve
transportation and process problems.
Finally, a flight diversion analysis was submitted
to International Civil Aviation Organisation
(ICAO) to request the review of proposed
regulations affecting the long-range operation of
four-engine aircraft. The report was compelling
enough for the organisation to reconsider
and overturn the proposal even though the
regulation had been published and distributed.
Central Services
The mailing section installed an advanced and
innovative machine to sort high volumes of
mail, the addresses being read automatically in
order to allocate the letters to the appropriate
department.
To reduce the carbon footprint of group staff as
they move between Dubai offices for meetings,
Central Services launched an inner city bus
shuttle.
Every day the department transports 2,200
flight deck crew and around 10,000 cabin crew
from their homes to the new crew centre located
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Central Services
Najm Chairman’s Awards