Yearbook 2012 - Dubai International Airport

Yearbook 2012

Chairman’s Introduction
A Defining
Moment for
Dubai Airports
One of the defining moments for Dubai Airports
in 2012 was the completion of Concourse A, the
world’s first purpose built A380 facility, which opened
for business in early 2013.
Concourse A is one of the key elements of Dubai
Airports’ $7.8bn SP2020 expansion plan which will
provide enough capacity to accommodate the more
than 98 million passengers we expect by 2020. It is a
shining example, along with the flawless launches of
Terminal 3 in 2008 and Dubai World Central (DWC) in
2010, of Dubai’s unique ability to introduce world-class
infrastructure to meet soaring demand.
Dubai Airports has shown time and again that it is able
to lead in providing unrivalled connectivity and superb
logistics at our airports which rival the best in the world.
As a result, Dubai International has become the airport
of choice for many travellers and ended 2012 as the
world’s second busiest international airport behind
London Heathrow. Over the year more than 57.6 million
passengers passed through Dubai International, yet
another record for the airport.
As a facilitator of trade and tourism, Dubai Airports
has also again proven its importance in supporting
the economy of Dubai and the UAE. In 2012 Dubai’s
economy grew close to four per cent, an upswing that
looks set to sustain its momentum in 2013 on the back
of increasing activity across core sectors such as trade,
tourism, transport and real estate.
It is this solid foundation that has given Dubai the
confidence to launch our bid for Expo 2020 during 2012
and given Dubai the opportunity to showcase itself to
the world. Furthermore, if successful, the hosting of
World Expo 2020 will boost the emirate’s development
over the next seven years.
Looking back over the year, it has become increasingly
clear that, while Dubai’s economy is supported by
various vital sectors, at its core lies Dubai Airports and
the emirate’s vibrant aviation industry.
HH Sheikh Ahmed Bin Saeed Al Maktoum
President, Dubai Civil Aviation Authority
Chairman, Dubai Airports
Chairman and Chief Executive, Emirates Group
2

CEO’s Letter
At the start of 2012, we were expecting a
phenomenal year at Dubai Airports. We were
not disappointed. It was a year in which the global
economy finally started to emerge from the long pall
cast by the 2008 economic crisis. It was also a year in
which we collected the benefits of our hard work,
achieving the ambitious targets we had set ourselves
over the past few years.
We ended 2012 with record traffic numbers. Passenger
numbers surged 13.2 per cent to a record 57.6 million,
putting Dubai International ahead of both Hong Kong
International and Paris’ Charles de Gaulle as the second
busiest airport for international passengers. We now
have London’s Heathrow and the No 1 spot firmly in
our sights.
The traffic growth helped boost our revenue figures by
10 per cent, with a strong showing in both aeronautical
and non-aeronautical activities.
We completed Concourse A, the world’s first
purpose-built A380 facility, opening the first four gates
on January 2, 2013, and all 20 gates by the end of the
month. The opening was a timely expansion of our
facilities that increased our capacity from 60 million
to 75 million and permits the unfettered growth of
Emirates airline and our other 140 client carriers.
Our expansion plan, SP2020, also continued to gather
pace with the start of construction of Concourse D,
the new home of the more than 100 airlines that
serve Dubai International; the expansion of Terminal
2 as well as the development of new cargo facilities.
These are vital projects that will enable our airport to
accommodate the 98 million passengers we expect by
the end of the decade.
At the same time we continued to focus on improving
our commercial offerings. We want to offer our
customers a wider choice of services and products
and improve the overall passenger experience. The
revenue from these services is also vital in funding our
expansion over the next few years.
We introduced a great line-up of 16 international and
local F&B outlets in Concourse A. We also added new
retail outlets across the airport, including a new Boots
pharmacy in Concourse B. This helped drive up nonaeronautical
revenue by eight per cent in 2012.
As part of this improved passenger offering we
introduced ways in which to lift our service standards
to new heights. In 2012 we invested in new wayfinding
systems and technologies to help our passengers find
their way through our ever-expanding airport. These
included the replacement of traditional information
desks with Information Zones, where passengers can
use new touchscreens to navigate their way through
the airport.
The element that underpins everything we do at
Dubai Airports is safety and security, and over the past
12 months we continued to proactively find ways to
improve the safety of our passengers, employees and
stakeholders. In 2010 Dubai Airports introduced the
‘Safe Unsafe Acts Audit’ programme to identify and
develop safe practices within airport operations, and
in 2012, more than 10,800 audits were conducted
throughout the airport premises.
However, the successes of the past year have brought
with them a new set of challenges. Given the record
growth, there is a clear need to press on with our
expansion programme in 2013 and meet all major
milestones in that $7.8 billion plan. This means not
only the construction of new terminals on the ground
but creating capacity in the air to accommodate the
growing number of aircraft.
And as we grow, we must ensure that each and every
passenger is offered the same seamless journey from
the kerb to the gate.
In 2013 we will focus on making meaningful, longterm
improvements to our passenger proposition.
This means implementing revolutionary processes in
dealing with travel formalities, better amenities and
world-class F&B or retails outlets. Some of these will be
implemented in the short term while others will take
longer to come to fruition.
There is little time to pause and look back on our
successes in 2012. We need to press on, making certain
our successes continue to outpace our challenges.
Paul Griffiths
CEO, Dubai Airports
3

Vision
We are driven to change the course of aviation
history, and to achieve our vision to be
‘The World’s Leading Airport Company’
Mission
Our mission is to create world-leading airports to enhance
the prosperity and global standing of Dubai
Values
At the heart of our organisation are five key values that
shape and influence the way we interact with our employees,
stakeholders, industry partners and the travelling public
Proud
Aspiring to be a confident global player
Ambitious
Positioning Dubai Airports as a leader
in airport management
Caring
Striving to be earnest, genuine, honest, trustworthy
and fair in all our customer interactions
Energetic
Driven by passion to create a vibrant
and dynamic environment
Reliable
Committed to consistent delivery
and a responsible attitude
4

P32
Play Area
P41
Parking
P54
Stair (Up)
P33
Lounge
P42
Limousines
P55
Stair (Down)
P34
VIP Lounge
P43
Onward Travel
P56
Lift
Our P35 Results
Meeting Room
P44
Rent A Car
P57
Escalator (Up)
P36 Business Center
PEOPLE
P37
Unaccompanied
Minors
P38 ATM
ATM
P45
P46
P47
Taxi
Bus
Car
P58
P59
P60
Escalator (Down)
Escalator
Travelator
P39
Currency Exchange
P48
Train (APM)
P61
Accessible
P40
Telephone
P49
Bicycle (Park)
P62
Pedestrian Route
T
P50 Motorcycle (Park)
he people at Dubai Airports play a pivotal role
in achieving its vision of becoming not only the
world’s biggest airport in terms of international P51 Metro
passenger numbers, but also the best in terms of
service quality.
P52 Passenger Drop-Off
P63
Pedestrian Crossing
The Dubai Airports family brings together employees
P53 Passenger Pick-Up
from 53 countries, united in achieving this single
objective and delivered through the implementation
of the $7.8 billion SP2020 expansion plan. This Capacity
requires employees who are engaged and who pride
themselves in doing the best they can to meet the
organisation’s broader vision.
This can only be achieved by creating a workplace
where employees are given the support both
personally and professionally to thrive while
delivering the organisation’s broader goals.
Over the past few years, Dubai Airports has
continued to refine its employee offering while
putting in place initiatives that ensure the
manpower needs of the business are met in the most
efficient and effective manner.
Supplementary
P64 No Smoking
P65 Do Not Enter
P66 Mandatory
P67 Prohibited
P68 Hazard
P69 Fire Equipment
P70 Safe Condition
Dubai Airports’ progressive initiatives are already
paying dividends. During 2012 Dubai Airports
received industry recognition for its efforts by being
named, for the second consecutive year, Employer of
the Year at the Annual GCC HR Excellence Awards.
The effectiveness of these measures is also reflected
by the loyalty of its employees, recording a staff
turnover of only four per cent with the average
length of service reaching 9.2 years.
Human Resources
In 2012 Dubai Airports continued to refine its
policy and processes, particularly with regards to
manpower planning. Recruitment lead times were
dramatically shortened while more emphasis was
placed on having the right skills in the right position,
creating a workforce that is increasingly effective
and efficient.
This renewed focus on manpower planning helped
keep growth in manpower costs below revenue and
passenger growth, with manpower costs growing
10.8 per cent between 2009 and 2012, while average
revenue per employee grew 32 per cent over the same
period.
Improved manpower planning resulted in an AED18
million saving in 2012, which contributed towards the
funding of the remuneration and reward of existing
employees.
Recruitment
P71
Emergency Exit
Identifying and attracting the best talent available is
the first step to ensuring that Dubai Airports has the
right people to implement its vision.
5

The search for this talent begins from within Dubai
Airports. In 2012, 55 per cent of all positions were filled
internally, up from 51 per cent in 2011. Only where no
suitable candidates were found were vacant positions
advertised externally in the UAE, then regionally and
internationally.
Overall, 348 positions were filled in 2012. By the end
of 2012, Dubai Airports employed 3,348 people, with
157 new employees joining the company during a year
that saw passenger numbers at Dubai International
increase from 51 million to 57.6 million. Of these new
employees 92 were UAE Nationals.
To ensure that the best talent available was recruited,
Dubai Airports broadened its search for candidates
through the use of social media platforms such as
Linkedin and Twitter. The use of social media not
only gave Dubai Airports a greater presence in
the employment marketplace but ensured that it
communicated directly with potential candidates who
have the right skills and experience. The year 2012 also
saw the shortening of the recruitment cycle.
Overall, the result of the initiatives introduced during
the year was a more effective recruitment process,
which benefited both the organisation through
operational efficiencies and enhanced the reputation
of Dubai Airports as an employer of choice.
In Numbers
3,348
Employees at Dubai Airports
at the end of 2012
9.2 years
Average length of service of a
Dubai Airports employee
10.8%
Growth in manpower costs
32%
Rise in revenue
per employee
4%
Staff turnover
at Dubai Airports
55%
Of positions in 2012
were filled internally
92
Emiratis hired in 2012
Learning and Development
Dubai Airports is fully committed to nurturing the
personal growth of its people by ensuring they have
the skills and knowledge to carry out their duties with
confidence and pride.
In 2012, a new comprehensive portfolio of training and
development courses was launched aimed at catering
for all training needs across the organisation.
In addition to homegrown programmes, Dubai
Airports partnered with globally recognised
educational institutions. These included a range
of Airport Management Programmes, which were
developed for the various categories of management,
from supervisors through to Senior Vice Presidents and
the CEO.
The programmes for middle management are
all recognised by the Institute of Leadership and
Management (ILM), the UK’s largest awarding body
for leadership and management qualifications, while
the Senior Executive Development Programme is
being conducted by the Weatherhead School of
Management from Case Western Reserve University in
the United States.
In parallel to the development of leadership
capabilities at every level, new skills programmes were
also launched in 2012.
In light of the continuous and aggressive expansion DA
is undergoing, developing certified project managers
has been a necessity. Working with the Airport
Council International Dubai Airports has identified 75
employees who will undergo the Project Management
Professional programme certified by the Project
Management Institute, one of the world’s largest
membership associations for the project management
profession.
6

The language of aviation is English. The ability to
communicate in English for those employees working
on the airfield is mandatory according to of the
International Civil Aviation Organisation regulations.
For this reason 1,000 employees working airside will
attend an English language training programme in
2013.
Several talent development programmes – which
target high-performing and high-potential employees
– were also launched in the past year, including:
n Danaat:
Development programme for talented
female employees
n Jaheez:
Succession development programme
n Masaar:
Graduate programme for UAE Nationals
n Qaa’ed:
Development programme for middle management
n Tatweer:
Postgraduate programme for high-performing
UAE employees
More than just providing the skills needed to tackle the
challenges at Dubai Airports, a new way of working
and culture change was needed. Together with the
launch of a new internal brand, the Create the Future
programme encouraged Dubai Airports employees
to change the way they worked by focusing more on
providing a better service not only to our passengers,
but to our stakeholders and colleagues too.
During the first half of 2012, 17 Create the Future
sessions were held with 2,701 employees – or 81 per
cent of the workforce – taking part in nine languages.
Training activities are set to reach new heights in
2013 following the completion of a state-of-the-art
training and development facility. Upon completion,
the learning centre will provide an ideal environment
to stimulate interaction, encourage self-study and host
a wide variety of training courses across a range of
disciplines and in various languages including Urdu,
Hindi, Arabic and English.
National Identity
UAE Nationals are playing an increasingly influential
role in the success of Dubai Airports. According to
2012 staff statistics, 45 per cent of all employees in
supervisory and management grades are Emiratis.
Further, some 61 per cent of executive-level managers
are Emiratis while 22 per cent of the total employee
base comprises UAE Nationals.
Training, development and recruitment policies
and targeted development programmes, such as
Masaar, Tatweer and Qaa’ed, have played a vital role
in creating a committed, efficient workforce. They
have also helped identify qualified UAE Nationals for
valuable training slots.
Launched early in 2012, Masaar recruited seven
highly talented Emirati students for the yearlong
graduate programme. The graduates, selected through
a stringent merit-based process, were given an
opportunity to acquire skills and hands-on experience
in fields as varied as airside operations, engineering
services, corporate communications, terminal
operations, human resources and finance.
The graduates worked through a development
schedule that was industry-relevant and involved
external workshops and on-the-job training.
Also in 2012, Dubai Airports announced the
sponsorship of five top-performing Emirati employees
to pursue part-time education in aviation at the
Emirates Aviation College in the 2012-14 academic
years through the Tatweer initiative. The employees
Training statistics 2012:
2,701
Attended Create
the Future
186
Employees attended
induction training
7Attended SVP Executive
Development programme
54 Attended Airport Management
Programme level 1
34 Attended Airport Management
Programme level 3
50
Participants
Attended Airport Management
14 Programme level 4
7
62
Attended Airport
Management
Programme level 2
in English
language training

underwent a rigorous selection and interview process,
which took into account their current performance
in the work place and determined whether they had
the dedication needed to complete their studies.
Four of the employees will be studying towards MBA
qualifications while the fifth will complete a Bachelor
of Aviation.
Reward and Recognition
Dubai Airports’ reward and recognition schemes are
designed to improve employee engagement, inspire
the workforce, drive productivity and raise morale.
The accolades linked to the scheme include the
Mega Star Performer Award (annual), Star Performer
Award (quarterly) and Shooting Star Award Dubai
(spontaneous), all of which recognise outstanding
employee achievement and dedication. The scheme
also features the Government Excellence Programme,
which recognises and rewards employee ideas that
improve health, safety and security; customer service
and business development; operations and policies,
as well as training initiatives and knowledge sharing
in the public service.
The Shooting Star Award, originally introduced
in 2010 as a method of recognising exemplary
performance in a timely fashion, was given to
207 employees in 2012. Some 17 employees
were designated Star Performers and three were
recognised as Mega Star Performers.
Ibdaa, an initiative launched in 2011, also continued
to gain in popularity. It encourages employees
to submit suggestions on how to improve the
airport and, if the suggestion is recognised, the
employee receives a financial reward. A total of
232 suggestions were received, of which seven
were implemented during the year. These include
a new trolley bay for passengers using the metro
and new dynamic signage directing passengers
to their baggage carousel, both providing vital
enhancements to our passenger service.
Recognition efforts are not restricted to the
company’s employee base. During 2012 Dubai
Airports organised and hosted a number of events
to recognise the valuable contributions and support
of its stakeholders and suppliers. These included
HSSE contractor awards for excellence, Clean-up Day,
Safety Day and National Customer Service Week.
Employee Events
Dubai Airports recognises that maintaining its
position as an employer of choice requires that it go
that extra mile and find new and innovative ways to
add value for each of the employees in the family.
Creating an environment where employees look
forward to being part of Dubai Airports is integral
to its success, and the company continues to add and
refine its initiatives, which include events, seminars
and special offers.
During the past year, Dubai Airports hosted an array
of successful events, including numerous sports
tournaments and cultural tours. Each of these events
brought the entire organisation closer together and
embodied each of the values Dubai Airports prides
itself on: pride, ambition, energy, reliability and caring.
Additionally, the employee relations team continued
to provide special offers through a new online
employee discount portal launched in 2012, which
features deals from more than 200 companies.
8

P7
Baggage Information
P19
Female Toilet
P38
ATM
P8
Trolleys
P20
Baby Care
P39
Currency Exchange
P9 Oversized Baggage
SERVICE
P10 Check In
P11 Passport Control
P21
P22
P23
Water Fountain
Prayer
Men Prayer
P40
Telephone
DP12
Customs
P24 Women Prayer
ubai International is the leading hub for the
Middle East and second largest worldwide for
P25 Ablution
international passenger traffic, as reported by Airports
Council International. It is home to more than 140
airlines serving some 260 destinations on six continents, P26 Lost Property
providing consumers with unparalleled network reach
and choice.
P27 Restaurant
It is also home to Emirates airline, one of the world’s
P28 Coffee Shop
leading international carriers. The size and scale of the are known as customer ‘touchpoints’. This system will
operation is matched by the quality of infrastructure, enable Dubai Airports to more accurately plan the
which is highlighted by the award-winning Emirates P29 Retail deployment of operational resources to ensure that
Terminal 3 and the recently opened Concourse A. passengers are efficiently processed at each touchpoint
P30 Hotel in the series.
Despite the size of the operation and rapid traffic
growth, service remains a high priority and Dubai Once this is implemented – and it is hoped all highpriority
areas will be online by 2013 – it will allow
P31 Showers
International is uniquely able to benefit from the
unified and co-ordinated approach across the sector Dubai Airports to respond proactively in managing
under the leadership of His Highness Sheikh Ahmed queuing times at key touchpoints such as check-in
Bin Saeed Al Maktoum, Chairman of Dubai Airports, and security. Such intelligence is vital to ensure the
President of the Dubai Civil Aviation Authority and best customer care in a dynamic environment and will
Chairman and CEO of Emirates Group.
afford the service department a large advantage.
All major stakeholders and their employees are united
in the pursuit of a common goal – to better the social
and economic standing of Dubai by providing highquality
products and service, which in turn will grow
the industry.
Aviation supported some 250,000 jobs (19 per cent
of Dubai’s workforce) and $22 billion (28 per cent of
GDP) in 2010. That is set to grow to 22 per cent of
employment, or 372,900 jobs, and 32 per cent of GDP,
or $45.4 billion, by 2020. This in turn cements aviation’s
importance and fuels the sector’s commitment to
providing top-flight products and services.
Accordingly, the company strives for top scores
with its principal internal customers as part of an
integrated and holistic approach to improving the
overall customer experience. That includes all 140
client airlines, ground services provider dnata, Customs
and Immigration, Dubai Duty Free and other retailers,
Dubai Police and, ultimately, every single one of the
57.6 million passengers who passed through Dubai
International’s three terminals in 2012.
During 2012 Dubai Airports undertook of one of the
largest service measurement projects at any airport
in the world. A large sum has been invested into a
technical system that will integrate a series of what
Innovations
During the period under review, Dubai Airports
continued its aggressive service innovation programme,
including several new technologies and systems that
either improved processing time at key touchpoints or
helped passengers navigate their way through Dubai
International.
Virtual Assistants
During 2012 Dubai Airports introduced the next
generation of interactive ‘virtual assistants’, which are
able to respond to passengers’ queries for information
in English and Arabic.
The new technology is a world first for Dubai
International and an upgrade to the virtual assistants
introduced in 2011. The new virtual assistants are
programmed to answer frequently asked questions
such as the location of departure gates, washrooms
and check-in areas, rather than just providing a static
message.
The state-of-the-art assistants, which use the very latest
in rear-projected audio visual technology to create the
illusion of a real person, have been deployed across the
airport.
9

Augmented Baggage Scanning Machines
Following a successful trial of new automated tray
return machines at security points in Terminal 3, Dubai
Airports decided to purchase 116 of the new machines,
which will be installed across Dubai International
during 2013.
The machines automatically circulate and queue the
security trays, allowing quicker passage of passengers
through the security check points and increasing by 42
per cent the number of passengers that be processed
per hour from the current 280 to 400.
Not only will trays be always available to passengers
approaching security points, but the screening tables
on either end will be extended to allow them more
time to prepare for baggage screening. This will ensure
a steady flow of trays through the x-ray machines,
eliminating delays.
The trays are also sized closer to the x-ray image size,
allowing a greater volume of bags and personal items
to be scanned in each tray while providing security
personnel with better quality images.
Silent Airport
In 2012 Dubai International continued the
implementation of its ‘silent airport’ concept. The
programme dramatically curtails the number of public
announcements made across all three terminals at
the world’s second busiest airport for international
passenger traffic.
Dubai Airports, along with its strategic partners and
valued passengers, have witnessed a major drop of
85 per cent in the noise level at all terminals since
June 2010 with the introduction of the new Public
Announcement Policy in terms of the silent airport
concept. The number of announcements has dropped
22.8 per cent over the past two years, from 205,456 in
2010 to 167,263 in 2012.
At the same time Dubai Airports has enhanced the
quality and presentation of data on flight information
display screens located throughout the airport. Airline
and airport ‘May I Help You’ staff are also actively
reminding passengers to arrive at their gate on time.
Local announcement devices have been withdrawn
from all areas across all terminals except in transfer
areas where they are used during disruptions to normal
flight schedules.
Info Zones
During 2012 Dubai International’s traditional
information desks were replaced with state-of-theart
Information Zones, a one-stop shop that instantly
provides information on all the airport’s services and
facilities as well as assists with boarding and security
procedures. The zones house wayfinding touchscreens
in addition to staff trained to deal with all passenger
queries.
The 40-inch LCD touchscreens used in the Information
Zones boast new technology that allows passengers to
scan their boarding passes and get directions directly
to their gate. The simple-to-use screens allow those
passengers with even the most basic computer skills to
navigate them with ease.
The Information Zones also have new static maps
where passengers can familiarise themselves with the
layout of the terminals and locate all retail, food and
beverage and entertainment services. Printed map
cards are available at these kiosks, which passengers
can take away with them.
In addition to the Information Zones, separate
touchscreens and terminal maps have been installed at
standalone kiosks located across the airport property.
10

May I Help You
May I Help You is an initiative that aims to assist
passengers from the moment they set foot in the
terminal, all the way through to the boarding gate.
Originally launched in 2008, MIHY service has become
a permanent fixture and a global benchmark. Wearing
the distinctive ‘May I Help You’ blue T-shirt, the staff
have been trained to assist with everything from
directions to key airport procedures. More than 850
May I Help You staff are now deployed across the
airport.
Signage
Simple, easy-to-understand signage is fundamental to
passengers navigating their way through an airport
the size of Dubai International. Based on this simple
premise and industry best practice, Dubai Airports last
year introduced a new alpha-numeric system for gate
numbering and wayfinding at the airport.
The change impacted everything from flight
information display screens to boarding cards and
airport reservation systems, and required that more
than 750 signs be changed.
While Dubai International terminals retain their current
numbering, all concourses and their corresponding
departure gates were renamed.
Concourse 1, which houses over 100 international
airlines, became Concourse C with gates numbered C1
to C50. Concourse 2 became Concourse B with gates
B1 to B32, and Concourse 3 became Concourse A,
featuring gates A1 to A24. On the other side of the
airfield, gates in Terminal 2 have been numbered F1 to
F6. The remaining alpha numeric sequences are being
reserved for future airport facilities that are part of
the Dubai Airports’ $7.8 billion expansion programme,
including Concourse D, for which excavation work
commenced in June 2012.
The updating and conversion of existing signage
was the first phase of a longer-term project. With
Concourse A now open, a second round of upgrading,
which will feature the use of colour-coding and
internationally recognised icons in addition to the use
of alpha-numeric gate numbering to further simplify
the wayfinding process, will be rolled out in 2013.
Cargo
In a bid to improve service to its customers, Dubai
Airports has converted its cargo division into a 24- hour,
seven-days-a-week operation.
New food and beverage facilities were also introduced
at Dubai Cargo & Logisitics centre to provide its
customers with a greater level of choice. Dubai Airports
has also made significant progress in finalising new
service standards with key stakeholders Emirates
airlines and dnata.
Al Majlis VIP Service
In October 2012, Al Majlis, Dubai Airports’ VIP
passenger service, opened its new, modern facility in
Dubai International’s Terminal 3, providing a more
central location, making connecting either to a
commercial or private flight far more convenient.
The new facility is also able to better accommodate
big groups with three large lounges in addition to six
smaller, more intimate lounge spaces. The building has
been given a fresh, more modern look while retaining
all the comfort and service that customers have come
to expect from Al Majlis.
While part of Terminal 3, Al Majlis will remain an
exclusive service that adheres to the same privacy and
security levels that were available in the past.
Launched in 1998, Al Majlis helps VIPs, celebrities,
corporate groups and families ensure all travel
formalities including check in, immigration and
baggage are handled by a personal assistant. It coordinates
airport and hotel transfers, limousine pickup
and drop off between aircraft and the VIP facility,
special limousine door-step delivery of baggage upon
request, and special parking privileges at the airport.
Even a personal assistant for Duty Free shopping is
available if desired.
In 2012 the number of customers using Al Majlis rose
57 per cent to 66,300, up from 42,218 in 2011, while
reservations rose 30.5 per cent to 17,186, up from
13,162 in 2011.
11

Working with stakeholders
Integrating the entire passenger experience remains
a key challenge given Dubai International’s ongoing
growth. As part of its efforts to improve passenger
flows, Dubai Airports finalised several initiatives that
will help ease passage through immigration over the
coming years.
Over the past few years, the E-Gate card has been
popular with residents, and during 2012 a new Smart
e-Gate was tested at Dubai International. The Smart
e-Gate is equipped with a high-accuracy camera,
which will eliminate the need for an eye scan as well
as the need for an e-Gate card. All holders of modern
passports with barcodes that can be read by the
e-reader can use the e-Gate, including children above
the age of seven.
The new technology paves the way for a faster and
more efficient movement of the growing number
of passengers travelling through the world’s second
busiest airport for international passengers. The
system takes only a few seconds to process each
passenger.
The new Smart e-Gates are expected to be rolled out
across Terminal 3 during 2013.
Dubai Airports also played an instrumental role,
together with Dubai police and immigration and
Emirates airline, in adopting Advance Passenger
Information System (APIS) whereby airlines process
their passengers’ immigration details before their
arrival or departure in a country.
APIS has been introduced for arriving passengers at
Dubai International and will be implemented for
departing passengers by the end of 2013.
The system, once fully in place, will help ease the
processing times at the airport’s immigration counters.
Customer Service Week
Achieving the service level to which Dubai Airports
aspires requires the co-operation of its numerous
stakeholders, including Emirates airline, flydubai, Dubai
Police as well as Dubai Customs and Immigration.
For the second consecutive year, Dubai Airports took
part in Customer Service Week, a global event that
saw 57 volunteers, including CEOs and other highranking
officials from 14 stakeholders, come together
to personally welcome more than 2,300 passengers to
Dubai International.
The event not only allows us to showcase our
commitment to service delivery, but creates a platform
that unites Dubai Airports and its partners in their
focus to provide the best possible service to our
passengers.
Service Awards
Dubai Airports’ efforts to enhance the customer
experience have been widely recognised.
During 2012 Airports Council International, the airport
industry’s guiding regulatory body, voted Dubai
International as both ‘Most Improved Airport’ and ‘Best
Airport in the Middle East’, the second consecutive
year that it has won both awards. The most important
criterion for ACI awards is its Airport Service Quality
survey programme. Involving a survey of around
400 passengers each month, the feedback scores are
constantly crosschecked to track improvement in
service levels.
Dubai International was also named ‘Air Cargo Hub of
the Year’ (Supply Chain and Transport Awards), ‘Best
Airport Middle East’ (Business Traveller), ‘Best Airport’
(Asian Freight and Supply Chain Awards), ‘Airport of
the Year’ (Aviation Business Awards) and ‘Best Airport
for Cargo in the Middle East’ (Air Cargo Excellence
Awards).
In Numbers:
372,900
Jobs expected to be supported
by the aviation sector by 2020
250,000
Jobs supported by the aviation
sector in Dubai in 2010
12

P51
P52
Metro
Passenger Drop-Off
P53 Passenger Pick-Up
CAPACITY
Capacity
Supplementary
P64 No Smoking
P65 Do Not Enter
The year 2012 was characterised by robust growth
in virtually all markets served by Dubai Airports,
avoiding the traffic fluctuations experienced by other
airports due to flagging consumer confidence and
economic uncertainty.
P66
P67
P68
Mandatory
Prohibited
Hazard
This was due to the growing attraction of the
expanding network and enhanced connectivity
offered by the hub, and in particular its two largest
carriers Emirates airline and flydubai. The expansion of
Emirates’ network in North and South America, as well
as Australia, and flydubai in the Russia and CIS region
supported the increase in passenger numbers in those
markets.
P69
P70
P71
Fire Equipment
Safe Condition
Washington,
Emergency
Dallas
Exit
Fort Worth and Seattle during the
year saw North American passenger traffic grow 18.6
per cent, making it the fifth fastest growing region.
Most Middle Eastern destinations, many of which
dropped in 2011, bounced back sharply last year as the
political instability related to the Arab Spring receded.
Iran and Syria were the exceptions where ongoing
geopolitical instability in the region and the current
global tensions with Iran resulted in a decline in traffic
numbers.
Record Passenger Traffic
Dubai International ended 2012 on a high note, taking
over as the world’s second ranked airport in terms of
international passenger numbers, vaulting ahead of
Hong Kong International and Paris’ Charles de Gaulle
in the global rankings.
Dubai International welcomed a record 57,684,550
passengers during the year, up 13.2 per cent from
50,977,960 in 2011. The traffic also exceeded Dubai
Airports’ forecast at the start of 2012 by more than one
million.
Passenger traffic is forecast to reach 65.4 million in
2013 and more than 70 million in 2014, which could
place Dubai International at the top of the list of the
world’s busiest airports, ahead of London Heathrow,
within two years.
Top Spots
Regionally, South America was the fastest expanding
market in terms of percentage growth in 2012 (+99.4
per cent) due to the introduction of Emirates flights
to Buenos Aires and Rio de Janeiro. The Russia and
CIS region followed in second place (+36.9 per cent),
Australasia (+21.9 per cent) in third spot and the GCC
in fourth (+19.4 per cent). New Emirates flights to
India remained Dubai International’s single biggest
destination country in terms of passenger numbers. The
passenger traffic between Dubai and India continued
to show robust growth during the past year, with
traffic rising 7.4 per cent year-on-year to 7.34 million
in 2012. Traffic was bolstered by the introduction of
Spicejet, which added flights from Delhi, Mumbai,
Kochi and Ahmedabad to Dubai. Air India Express,
Indigo and Emirates also added flights and destinations
during the year.
Saudi Arabia also emerged as major growth market
for Dubai International, with passenger numbers
rising 35 per cent to 3,557,502 in 2012. This increase
was driven by expanding air links between Dubai and
Saudi Arabia, with Emirates, flydubai, Nasair and Saudi
Arabian Airlines all adding flights in 2012.
During the year Emirates added flights to Jeddah,
Dammam and Riyadh, while flydubai expanded its
network to include Jeddah, Dammam, Riyadh, Taif,
Yanbu and Tabuk. Saudi Arabian Airlines, meanwhile,
added flights from Medina and Riyadh to Dubai and
low-cost airline Nasair introduced links between Riyadh
and Dubai.
Saudi Arabia is now Dubai International’s third-biggest
country-specific market behind the UK.
Doha remained the top city destination, recording an
18 per cent growth to 2,225,648 passengers. London
followed it with 2,009,660 passengers in 2012, up two
per cent.
Overall Dubai International grew its network in 2012
with more than 140 airlines serving more than 260
destinations.
13

Dubai World Central
Some 40 kilometres away from Dubai International,
Dubai World Central (DWC) – the emirate’s second
airport and the global hub of the future – continues to
grow and expand its cargo business rapidly.
Cargo has been the mainstay for DWC since its
opening in 2010. In the past three years the airport
has experienced a steady growth in cargo volumes,
and 2012 was no exception. Sea to air freight traffic
growth was particularly robust as airlines took
advantage of the DWC’s bonded link to the Jebel Ali
port. Additionally, the road feeder service operating
between Dubai International and DWC facilitated the
smooth flow of transit air freight.
During 2012, DWC handled 219,092 tonnes of air
freight, with average monthly air cargo volumes
totalling 18,257 tonnes, compared to 7,477 tonnes per
month in 2011. Cargo transit traffic comprised 44,052
tonnes, or 20.1 per cent of volume.
Aircraft movements for the year came in at 16,317,
with more than 30 airlines operated from DWC,
predominantly as cargo charter operations.
A key milestone for the airport in 2012 was the
opening of the new Al Majlis facility for general and
business aviation.
The facility offers a viable alternative to business
travellers by providing greater flexibility in terms
of general aviation departures and arrival slots. Its
proximity to the fast-growing business area of “new”
Dubai is an added attraction. The new Al Majlis has
six lounges capable of accommodating 80,000 VIP
passengers a year.
Once complete, DWC will become the world’s largest
airport with an ultimate capacity of 160 million
passengers and 12 million tonnes of cargo per annum.
The airport forms the heart of a greater project also
called Dubai World Central.
Facility Expansion Plans
In order to accommodate the anticipated growth over
the next decade, Dubai Airports in 2011 launched
its Strategic Plan 2020, a 10-year master-plan that
outlines an aggressive expansion programme for
airspace, airfield, stands and terminal areas at Dubai
International. Endorsed by HH Sheikh Mohammed Bin
Rashid Al Maktoum, Vice President and Prime Minister
of the UAE and Ruler of Dubai, in July 2011, the $7.8
billion plan envisages increasing the total capacity of
the airport from the current 60 million passengers per
year to 90 million by 2018.
SP2020 takes into account the need to minimise
constraints on growth by delivering timely capacity,
while improving service levels and generating strong
cash flow to maximise capital investment. Further, it
effectively balances the need for facility development,
process improvement and demand management to
ensure optimal utilisation of facilities and maximum
return on investment. SP2020 is also designed to
reinforce Dubai’s hub status and ensure a smooth
transition to DWC in the long term.
The plan involves a 60 per cent increase in the number
of aircraft stands at Dubai International. Dubai Airports
will commission the construction of additional terminal
space and concourse areas, comprising an extra
675,000sqm of floor space.
During 2012 several milestones towards achieving the
goals outlined in SP2020 were achieved.
Concourse A
The highlight of the year was the completion of
construction and operational readiness testing of
Concourse A – the world’s first purpose-built A380
facility. Following an extensive testing and trial period,
the facility was opened on January 2, 2013, with
Emirates’ EK003 to London Heathrow being the first
flight to use the new building.
The facility features 20 A380 capable gates, 13 remote
stands, 29,000sqm of lounge space, 11,000sqm of retail
space and 4,800sqm of F&B, all of which will serve to
boost service and increase non-aeronautical revenue in
2013 and beyond.
The new concourse has been well received by the flying
public and provides a timely boost to Dubai Airports’
passenger capacity, rising from 60 million to 75 million.
New SP2020 projects under development
Elsewhere on the airport property several other key
elements of SP2020 also began to take shape. Early
enabling works in preparation for the construction
of Concourse D, which will become the new home of
the more than 100 international airlines that currently
operate from Dubai’s Concourse C, were completed.
Construction is expected to begin in earnest in 2013
with completion expected in 2015.
14

Phase 1 of Terminal 2’s expansion – which includes
the doubling of the footprint of the terminal building
and providing new check-in and retail areas – also
progressed significantly during the year and is on track
for opening in the middle of 2013. Once the first phase
is complete, Phase 2 – which includes refurbishment of
the existing building – will get under way.
The airport’s cargo facilities are also undergoing
an expansion and modernisation programme and
construction is set to begin on a 30,000sqm addition
to Dubai International’s 1.2 million tonne Cargo Mega
Terminal (CMT), increasing capacity by 25 per cent
to 1.5 million tonnes a year. Dubai International’s
original cargo facilities, Hall A and Freight Gate 1,
located adjacent to the CMT, are also undergoing a
complete refurbishment. Together these facilities will
be dedicated for the sole use of Emirates airline.
Work on a new cargo centre, which will facilitate the
transport of freight between Dubai International and
DWC, got under way on the former site of the Airport
Expo building, which was partially demolished earlier
in the year to make way for the new facility. The new
cargo centre is expected to be completed by April
2014 when the corresponding facilities at DWC are
complete.
Air Navigation Services
Recognising that capacity constraints in the air can limit
growth, Dubai Airports is committed to working with
its industry partners to manage growth and provide air
traffic capacity wherever and whenever it is needed,
through infrastructure expansion, the application of
technology and process optimisation. Accordingly a
number of initiatives are in progress to tackle the issue
at multiple levels.
During 2012 Dubai Airports brought to fruition several
of these initiatives to address the airspace constraints.
Key among them was the redesign of all standard
arrival and departure routes in Dubai airspace to
accommodate the increased volumes of aircraft flying
to and from Dubai International. The new designs
increase the airspace capacity and in-flight efficiency,
enhance safety, save fuel and reduce CO2 emissions.
Following a rigorous validation process and a thorough
air traffic controller training programme, the new
procedures were implemented in August 2012.
Part of this expansion included Dubai Air Navigations
Service’s (DANS) decision in April to move ATC staff
controlling flights in Dubai airspace (departing from
and arriving to both Dubai airports) to the spacious
ATC radar facility at DWC.
The move to DWC took place as part of the phased
conversion to a more advanced ATC system (Raytheon
AT3) which, when fully installed, will become the
backbone of ATC operations in Dubai. To ensure a
smooth transition, and following a thorough planning
process based on international best-practice, DANS
installed, tested and commenced radar control
operations at DWC using equipment identical to that
which controllers were using in Dubai International
prior to the move.
The move is paying dividends with staff located there
handling some 1,200 flights per day. ATC staff in Dubai
International’s tower continues to control all aircraft on
the surface and in the close vicinity of the airport.
The second and final phase saw the installation of
the new air traffic control system (AT3). In the final
months of 2012 the system underwent the last stages
of system configuration and fine-tuning, with the
system becoming operational in February 2013. The
new system has improved safety nets and is better able
to cope with the significant increase in traffic volumes
expected at both of Dubai’s airports in the years ahead.
Another key milestone was the adoption of a new
Electronic Flight Progress Strip (EFPS) system, which
replaced traditional paper flight strips and enabled the
provision of a dynamic flow of information between
stakeholders.
There are several further phases of airspace
development planned over the coming years. These
will focus not only on process change but also
on capitalising on emerging technologies such as
performance-based navigation. At a broader level,
Dubai Airports is also actively participating in several
national and regional forums to optimise the region’s
airspace structure and support the growth of aviation,
and as a result, the on-going prosperity of Dubai.
In Numbers:
70 million
Passengers expected in 2014
65.4 million
Passengers expected in 2013
57.6 million
Passengers in 2012, a record
50.9 million
Passengers passed through
Dubai International in 2011
15

P9
Oversized Baggage
P21
Water Fount
P10
Check In
P22
Prayer
Safety and security
P12 Customs
Safety and security are Dubai Airports’ top priorities.
They are central to the success of any responsible
airport operator and considered vital to every decision
or action we take.
Dubai Airports consistently reviews how to improve
the delivery of a safe, secure and environmentally
responsible airport for passengers, stakeholders and
employees. The hub operator’s safety and security
experts work closely with their counterparts at
Dubai Police, General Civil Aviation Authority, Dubai
Civil Aviation Authority and other key stakeholder
organisations, in compliance with national and
international regulations, to ensure the safety and
security of air travellers and employees throughout
both of Dubai’s airports.
In 2012, Dubai Airports continued to make progress
on a number of programmes designed to improve
prevention, reporting and mitigating of any accidents
or incidents in order to drive a shared responsibility for
safety management among all stakeholders working at
both airports.
P11
Passport Control
P23
P24
P25
P26
P27
P28
P29
P30
P31
Men Prayer
Women Pra
Ablution
Lost Property
Restaurant
Coffee Shop
Retail
Hotel
Showers
The safety management system introduced in 2011,
and maintained in 2012, effectively ensures adherence
to policies and regulations and that all departments
throughout the airport follow the same processing and
reporting procedures.
Safety Audits
During the year under review, General Civil Aviation
Authority (GCAA), the UAE’s aviation regulatory body,
carried out audits at both Dubai International and
Dubai World Central to make sure an established
regulatory structure is in place. Results yielded during
airside safety audits involving foreign object debris
(FOD) showed that Dubai Airports continued to
maintain a superior safety record.
Additionally the organisation dramatically increased
participation in its Safe Unsafe Acts Audit (SUSA)
programme, which was introduced in 2010 to identify
and develop safe practices within airport operations.
In 2012, more than 10,800 audits were conducted
throughout the airport premises.
A new safety e-learning training programme was also
finalised in 2012 to ensure effective and timely training
can be achieved by all airport teams. The new safety
training will be rolled out in 2013.
The annual Dubai Internal HSSE Compliance audit was
conducted in 2012 and the initial target was exceeded
by a 40 per cent drop in findings, showing the journey
to achieving a world-class safety compliance process is
firmly on track.
Due to all the relevant efforts from the teams within
Dubai Airports, overall lost-time injuries exceeded the
25 per cent reduction target set at the start of the year
by a further 53 per cent. The organisation has now
set a new target to reduce to zero lost-time injuries
and incorporate through the Dubai Airports HSSE
Management System reduction targets for accidents by
all airport stakeholders.
Safety Awareness
Multilevel and multilingual communication and
awareness was a key element of Dubai Airports’
Safety Awareness Programme for 2012. Specific safety
awareness programmes were communicated to an
overall audience of 1,620 participants, including
stakeholders from across the airport. The hub
operator also again held its annual HSSE Excellence
Awards event, which recognises and celebrates the
achievements of its key suppliers in terms of security
and safety.
16

Security
Dubai Airports works closely with the GCAA, Dubai
Police and other key stakeholders to ensure all
regulatory requirements are being met as a minimum
standard.
There are monthly governance meetings held for
security and safety to ensure a multi-stakeholder
approach is taken to provide a safe and secure
environment.
As well as supporting the daily operations from a
regulatory perspective, the team completed a number
of aviation security audits from foreign governments
and airlines, which were supported by Dubai
Airports Aviation Security Internal Quality Assurance
Programme. The GCAA also conducted its six-monthly
audits at both Dubai’s airports.
One of the priorities for Dubai Airports in 2012 was
to work closely with Dubai Police, GCAA and other
internal stakeholders in delivering key elements of
Dubai Airports’ SP2020 expansion plan in a safe and
secure manner. This included the successful opening of
Concourse A at the start of 2013.
Dubai Airports continues to improve its compliance
of its own, federal and international regulations and
make sure that the correct governance processes are in
place.
At the same time, a full review of new technology
solutions, especially for security, is under way to
improve the passenger process and experience. This
included the trialling of new automatic tray return
machines which will dramatically improve passenger
flow in 2013 while providing Dubai Police with
improved tools with which to carry out baggage
screening.
In Numbers:
10,800Audits conducted in 2012
17

PROCESS AND GOVERANCE
Delivering efficient and customer-focused business
processes is fundamental to becoming an agile
global competitor that is able to respond to any
changes in its trading environment, particularly for a
business as complex as airport management.
As Dubai Airports continues to grow, the organisation
has again demonstrated its innovativeness by finding
ways of providing more and better services with the
same resources.
This past year marked another milestone in Dubai
Airports’ continued transformation into a leaner
organisation, with the adoption of new processes that
have helped improve overall efficiency, quality and
accuracy, while driving down costs across numerous
departments, including information communication
technology, finance, legal, risk management and
procurement.
Information Communication Technology
During the past year, Dubai Airports completed the
initial scaling of an IT master plan that will rationalise
and optimise IT systems, functions and processes to
support smooth delivery of SP2020, the organisation’s
$7.8 billion expansion plan. Ultimately it will see several
ICT functions grouped together with those of other
key stakeholders. The projects will improve system
availability, reliability, efficiency, and reduce costs.
One of the key initiatives that began to be rolled out
during 2012 was the development of the Campus Area
Networks (CAN). The main objective of the CAN project
was to deliver organisation-wide connectivity that
was scalable, robust and provided the infrastructure
that supports an application and system agnostic
communication backbone. The project is expected to
be completed by 2014.
In 2012 Dubai Airports also continued to roll out inhouse
applications and tools that added value to the
business. This included the enhancement of a new
budgeting tool designed to deliver more accurate and
efficient financial planning; the refinement of the new
interactive Performance Management System (PMS)
tool launched in 2011; as well as the introduction
of Aeronautical Billing Services to enhance the
billing accuracy, reconciliation and forecasting for all
aeronautical services.
On the operational side of the business, the
introduction of the Aircraft Stand Planning
Automation system during the year has brought
about increased efficiency and cost savings at Dubai
International. The system optimises the use of available
aircraft stands and facilitates the smooth rotation of
arriving and departing aircraft. Similarly, the successful
introduction of a data interface with Emirates airline’s
and dnata’s operation systems, which permits key
operational information to be exchanged between
the three stakeholder groups, has resulted in improved
operational responsiveness at Dubai International.
In a bid to further secure Dubai Airports’ corporate
infrastructure and digital assets, an incident
management and events monitoring system was
introduced to improve the identification and response
times to security threats.
Further enhancing data security was the initiation of
the first phase of a Data Loss Prevention system, which
will put the business in line with globally accepted data
protection practices and minimise the risk of corporate
data leaking into the public domain. The second phase
is expected to be implemented in late 2013 with the
third and final phase expected to complete in 2014.
18

Procurement
As the airport continues to expand, Dubai Airports has
successfully faced an increasingly complex procurement
programme while still safeguarding quality and
keeping costs under control.
The number of purchase orders rose to AED750
million in 2012 from AED701 million in 2011. Yet
through proactive negotiations on new purchases,
the organisation managed to save AED7.5 million
while reducing costs by about AED28 million through
contract negotiations for existing orders.
This growth in purchase orders was handled without
increasing the headcount and without compromising
quality – testament to the organisation’s ability to
continually improve.
Finance
Dubai Airports’ overall revenue rose 10 per cent
year-on-year in 2012, in line with forecasts. Based on
forecast growth in passenger numbers, cargo and
aircraft movements, a similar trend in aeronautical and
non-aeronautical revenue growth is expected in 2013.
The introduction of new processes and standards
played a significant role in improving the financial
health of the organisation in 2012.
A new budgeting tool, developed in-house in 2011,
brought increased clarity to the budgeting process
and streamlined the approval of payments. This,
together with greater transparency introduced across
the business, has gone a long way to improving
stakeholder relationships.
Corporate Processes
The introduction of a Corporate Portfolio Office (CPO)
in 2011 to oversee the approval and implementation of
all projects across the business has had a tremendous
impact in improving efficiency, cutting costs and
providing better visibility on organisational priorities
and the budgeting process across the company.
The CPO not only assists in the drawing up of business
cases for projects, but also aligns them with the
goals, demands and requirements of the business.
It has provided senior management the ability to
categorise all projects across the organisation in terms
of importance, provide more flexible budgeting and
streamline the implementation of projects. Through
regular monitoring, the CPO is able to avoid costly
delays and provide assistance where needed to ensure
deadlines are met.
The overview the CPO has over the business has
allowed Dubai Airports the flexibility to launch
new projects when they are required without being
hamstrung by budgetary cycles. It has resulted in
significant savings in both money and time.
Risk Management
With airports being such dynamic environments, it is
only appropriate Dubai Airports regularly updates its
risk register and puts in place plans to mitigate those
risks.
Dubai Airports continuously updates the risk
management register, its centralised information
model allowing each business unit to handle its risks
independently while providing management with a
consolidated corporate risk register.
The maturing of Dubai Airports’ risk management
policy over the past few years has already resulted in
reduced insurance premiums across the organisation.
In 2012, Dubai Airports saved a further AED2.5 million
on its aviation insurance after the insurance policy was
transferred from ATC provider Serco to Dubai Airports.
Dubai Airports also conducted an insurance and risk
benchmarking study to ensure Dubai International
continues to rank alongside or above its international
peers as well as adhering to industry best practice.
19

Legal
The reputation and good-standing of Dubai Airports
is a vital asset that must be safeguarded at all costs. It
was for this reason that a new in-house legal team was
appointed in 2011, providing more flexibility and costsavings
on a wide range of legal matters.
The team has brought legal clarity to the organisation’s
contracting process and reduced risks and costs by
eliminating potential pitfalls in the wording of all
contracts. It has also given Dubai Airports more
flexibility to appoint external legal advisors only where
specific expertise is required and is best suited for each
individual case.
In the past year all laws and legislation at both federal
and local level issued in 2012 were reviewed to
ensure that all Dubai Airports’ policies and decisions
were aligned and compiled with the changes as
well as ensure that the organisation’s interests were
safeguarded from a legal perspective.
Through co-operation, co-ordination and exchange
of experiences and information in various areas of
legislative and legal studies, the legal unit has provided
various departments across Dubai Airports with legal
peace of mind in their day-to-day business activities.
Quality Assurance
During 2012 Dubai Airports enhanced its business
process framework, allowing the company to better
integrate all new business processes by identifying
the impact of process changes in each and every
department and across all systems. The framework
prevents the introduction of new bottlenecks along the
process chain, allowing a seamless implementation of
any process. The tool also identifies the complexity and
feasibility of implementing any changes.
The company also conducted a number of internal
reviews to ensure that Dubai Airports’ numerous
divisions continue to maintain the high standards
of and adherence to the organisation’s aerodrome
manual, a document that prescribes the airport’s
operating procedures and standards. Meeting the
manual’s requirements is vital to the safety and proper
functioning of the airport.
Operating at the highest standards is second nature for
a company that aims to own the world’s largest and
best airports.
20

REVENUE AND COMMERCIAL
Dubai Airports had another strong financial year in
2012 with a record 57.6 million passengers passing
through Dubai International and a renewed focus on
developing non-aeronautical commercial services to
provide a fillip to revenue growth. Overall revenue rose
11 per cent year-on-year in 2012, in line with forecasts.
A focus on cost containment, particularly manpower
costs, resulted in operating expenses rising only four
per cent in 2012, well below that of overall revenue
growth.
Aeronautical revenue rose 11 per cent, reflecting the
strong growth of Dubai International’s two home
airlines, Emirates and flydubai, which recorded doubledigit
increases in passenger numbers during the year.
The growth in passenger and aircraft movements also
slightly augmented yields from a moderate pricing
increase on aircraft parking charges, an adjustment
necessitated by inflationary pressures. The increase was
line with the average UAE inflation rate of 3.3 per cent
for the past two years and was the first in 19 months.
Despite this adjustment in airport tariffs, Dubai
Airports continuously strives to keep its airports as
competitive as possible and its charges remain among
the lowest in the world. It is, therefore, not surprising
that more than 140 airlines have chosen to fly from
Dubai International.
Also driving aeronautical revenues was a significant
increase in traffic at Dubai’s second airport, Dubai
World Central (DWC), fast emerging as a preferred
cargo hub. Aircraft movements virtually doubled from
8,198 in 2011 to 16,317 in 2012 while cargo volumes
surged 144 per cent to 219,092 tonnes.
An impressive performance from Dubai Airports’
commercial activities saw non-aeronautical
revenue grow 11 per cent in 2012. In addition to a
broad portfolio of commercial activities at Dubai
International, new revenue opportunities were
identified at DWC in the past year, something Dubai
Airports will continue to expand as passenger and
cargo operations are ramped up.
The increase in commercial revenue was attributed
to a relentless focus on building sustainable longterm
concession agreements with specialist operators,
the continued recovery of the on-airport advertising
business, and the upgrade in quality and performance
of food outlets as well as selective retail services.
Dubai Airports’ focus on developing non-aeronautical
revenue streams is fundamental to ensuring sustained
corporate stability and profitability, and is vital for
funding future airport development as well as reducing
dependence on government funding, while keeping
aeronautical charges competitive.
In 2012, Dubai Airports’ commercial unit optimised
results by identifying a disciplined and growthorientated
strategy for each revenue category. These
sources include property leasing within terminals and
on the airfield, retail services, food and beverage, onairport
advertising, parking and transport, hotels and
lounges, and concessions for inflight catering, groundhandling
and fuel with key stakeholders.
One of the key commercial developments was the
successful opening of Concourse A early in 2013,
which included an innovative mix of 16 regional and
internationally renowned F&B brands, as well as several
high-profile concepts such as a luxury wine and spirits
outlet called Le Clos and global foreign currency
specialist Travelex. The new concourse also provided
28,000sqm of Emirates-dedicated lounges and a 200-
room hotel managed by Dubai International Hotels.
ADVERTISING
Dubai Airports continued to work successfully with
global advertising specialist JCDecaux Dicon. An
investment in digital infrastructure and the growing
contribution of global luxury brands to the advertising
portfolio helped boost advertising revenue 24 per cent
in 2012 over the previous year.
21

This resulted in several partnerships with global brands,
including one with Japan Tobacco International to
open seven branded smoking lounges across Dubai
International, including two in Concourse A. These
innovative and spacious lounges not only provide
smokers with an ideal place in which to relax but also
benefit non-smokers who can experience a smoke-free
airport environment.
RETAIL AND FOOD AND BEVERAGE
The food and beverage division reviewed its business
strategy and direction in 2011, resulting in several new
brands being introduced, which not only enhanced
revenue in 2012 but boosted customer service as well.
During the year under review Dubai Airports
also introduced an impressive list of regional and
international F&B concepts as part of the line-up
in Concourse A, making the home of the A380 a
destination in its own right. Ranging from Giraffe – the
popular international family restaurant, which opened
its first outlet in the Middle East at Dubai International
– to trusted brands such as Paul, Dubai Airports has
assembled a portfolio of 16 world-class food outlets
and bars for Concourse A.
Selected through a highly competitive process, which
involved local and global operators, the successful
brands were challenged to deliver outlets that exceed
the norm. This has resulted in new design standards,
which offer functional but visually appealing outlets,
bringing Concourse A in line with the cosmopolitan
profile of passengers expected to use the facility.
The full list of concessions includes Paul, Umaizushi
Bistro, Picnic, Wafi Gourmet, Carluccio’s, Cho Gao,
Pulp Juice Bar, McDonald’s and McCafe, Shake Shack,
Costa Metropolitan, Starbucks, Le Pain Quotidien,
Giraffe, Heineken Lounge, Jack’s Bar & Grill and Moet
& Chandon Champagne Bar. In addition, the facility will
have a non-branded food court, to cater for all budgets
and tastes.
finalised and Dubai Airports will soon commence the
competitive selection of operators and service providers
to populate commercial spaces, including lounges in
Concourse D.
The early involvement of the commercial leadership in
planning new terminal spaces at Dubai International
has allowed Dubai Airports to better integrate the F&B
and retail elements into the design of the building, and
therefore enhance the overall passenger experience.
Nowhere is this more evident than in Concourse
D, which will become home to more than 100
international airlines when it opens in 2015. This
integrated approach will provide passengers more time
to dwell in a relaxed environment while waiting for
their flight.
PROPERTY
In a drive to achieve maximum revenue generation
from the property assets, Dubai Airports renegotiated
or signed several new lease agreements in 2012,
increasing property revenue 10 per cent year-onyear.
Dubai Airports also managed to increase utility
recovery from third parties.
Dubai Airports continued to expand its range of
internationally recognised outlets, opening the first
Boots Pharmacy in Dubai International’s Concourse C
late in 2012.
Dubai Airports also made significant strides towards
revamping outlets elsewhere across Dubai International
to ensure that the airport’s commercial activities were
aligned with passenger requirements and demands,
while from a revenue point they were commercially
viable.
Plans for new terminal spaces expected to open in
the near future – including Terminal 2, the revamped
Terminal 1 as well as the new Concourse D – were
In Numbers:
8,198
Aircraft movements
at DWC in 2011
11%
Rise in aeronautical
revenue
11%
Rise in overall revenue
16,316
Aircraft movements at
DWC in 2012
22

Special Report: CSR
As a vital and growing sector that contributes $22
billion of economic activity, equivalent to 28 per
cent of Dubai’s GDP, and supports 250,000 jobs, or
19 per cent of the emirate’s employment, aviation’s
environmental and financial sustainability is crucial to
the ongoing development of Dubai and the UAE.
Accordingly, Dubai Airports strives to set a positive
example through ethical and responsible actions that
support the community, deliver superior customer
service, protect the environment and nurture a safe
and productive work place.
In 2012 Dubai Airports continued to forward its
corporate social responsibility platform that rests
on five pillars: Community Service, Employee Care,
Customer Service, Ethical Conduct and Environment &
Sustainability.
Community involvement
Dubai Airports provides both direct and indirect
support to a number of local foundations, community
groups and events that promote the education,
health and well-being of local youth as well as the
preservation and promotion of national heritage and
the arts.
During the year under review the company also
collected and contributed more than AED448,774
from ‘Dubai Cares’ donation boxes across Dubai
International. Dubai Airports has supported the charity
– which strives to improve access to primary education
in 28 countries – since its inception in 2007. Proceeds
go towards the charity’s efforts to improve children’s
access to quality primary education in developing
countries. Over the past five years, Dubai Cares has
helped more than seven million children and built or
renovated more than 1,500 schools and classrooms.
Dubai Airports also plays an increasingly important and
positive role in the emirate’s cultural and creative life.
The organisation has created a National Identity Team
to celebrate local culture and history in conjunction
with the broader airport community. The team
organised a number of events highlighted by the
UAE’s 41th Anniversary National Day, which celebrated
this annual national milestone with colourful cultural
displays and events to the delight of employees,
business partners and passengers. Other related events
included National Identity lectures to seniors and the
airport community and the hosting of the annual date
festival.
Dubai Airports is also an enthusiastic sponsor of the
Emirati Writers Stand at the annual Emirates Airline
Festival of Literature. During 2012, Dubai Airports
expanded its support of the festival by funding the
publication of two children’s books, which were
launched at Lit Fest in March 2013. The books, titled
I Don’t Want to Shower and Mahra’s Magical Tree,
were written and illustrated by Fatma Ibrahim,
Hamda Al Bastaki, Reem Ahli, Fatema Al Kamali and
Wafa Al Marzougi.
Environment and Sustainability
Dubai International is an efficient hub, whose two
largest airlines, Emirates and flydubai, have young,
fuel-efficient fleets featuring the latest technology.
That, combined with its geocentric location, which
effectively reduces the number of required connecting
flights, limits associated emissions.
23

However, Dubai Airports continually strives to further
mitigate its impact on the environment. Our ultimate
goal is to contribute to the development of a clean,
sustainable future in which airports, aircraft and all
ancillary services are carbon-neutral.
The organisation’s environment policy and plan targets
six key areas: sustainable design, waste management,
energy efficiency, fuel efficiency (air and ground
traffic management), air quality (indoor and outdoor
emissions and noise) and transportation of dangerous
goods/animals/perishables.
Activities to minimise environmental impact in the
short and long term are being managed by a crossfunctional
working group that sets goals and monitors
performance in a number of areas, including waste
disposal, energy efficiency (electricity and fuel), noise
and other potential contaminants.
Environmental Management
In 2012 Dubai Airports continued on its journey
towards improved environmental management and
sustainability. The airport operator worked closely
with the federal and regional governments, attending
key environmental committees. Dubai Airports also
attended the United Nations Conference of Parties
(COP 18) held in Qatar in December 2012, supporting
the General Civil Aviation Authority as part of the UAE
delegation and participating in the ICAO Aviation and
Climate Change Seminar.
During the year under review, Dubai Airports
undertook an in-depth review of the existing
Environmental Management Plan to ensure its
effectiveness. The review will be finalised in 2013
and shows Dubai Airports’ commitment to limiting
both its airports’ impact on the environment while
maintaining efficient operations. In addition, Dubai
Airports continues to work with our stakeholders
in implementing the requirements of its Corporate
Social Responsibility policy and encourages all staff to
implement sustainable approaches to work, including
energy-saving measures, recycling and efficient and
effective use of resources.
Dubai Airports also supports the Supreme Council of
Energy in implementing the Dubai Integrated Energy
Strategy 2030.
Sustainable Design
Dubai Airports considers the sustainable design of its
facilities an integral part of its CSR responsibilities.
These efficiencies are already visible in Terminal 3, and
the recently completed Concourse 3, which feature:
n Energy efficient lighting control systems
n Use of occupation sensors
n Standby power systems making use of
sealed DC batteries
n Elimination of diesel powered systems
n Use of non-hazardous refrigerant products
n Use of clean agent fire protection systems
n Filtering of kitchen waste and other areas
The construction of additional facilities associated
with Dubai Airports’ Strategic Plan 2020 will continue
to incorporate designs, working in conjunction with
developer DAEP, which limit environmental impact.
Waste Management
As the owner and operator of one of the largest
international airports worldwide, Dubai Airports is
committed to ensuring waste disposal is conducted
with best practices in mind. As such the company is
actively pursuing plans to adopt procedures that limit
its environmental impact. That includes efforts to
segregate hazardous and non-hazardous waste; the
segregation of waste water; and waste water testing.
24

During 2012, Dubai Airports stepped up its efforts to
limit the environmental impact of solid waste, recycling
more than 1,144 tonnes of paper, carton and plastic
collected across Dubai International. During the year
the recycling programme was expanded to include the
collection of empty plastic bottles and aluminium cans
across all three terminals for the first time.
In all, 903 tonnes of carton, 106 tonnes of plastic
wrappings, 82 tonnes of paper and 53 tonnes of plastic
bottles and aluminum cans were collected for recycling.
Energy efficiencies
As is so often true on the journey towards
sustainability, transformation is the sum of myriad small
but significant changes. Improving energy efficiency
is a high priority and Dubai Airports is committed to
upholding excellent service levels for airport users
while maintaining the same or a lower level of energy
consumption per passenger over time. Many initiatives
designed to minimise emissions have the additional
benefit of not only reducing energy and resource
consumption but cut costs too.
Green business is good business and in 2012, Dubai
Airports continued its aggressive campaign to conserve
water and reduce power consumption across the
airport properties.
Dubai Airports managed to cut its total electricity
consumption by 6.5 per cent in 2012, saving 36,000
Megawatts hour (MW), or more than AED15 million,
through numerous energy saving initiatives. This
amounted to an annual CO2 saving of 16,812 tonnes.
The initiatives included:
n Converting to LED lamps for indoor and outdoor
lighting in all public areas of Dubai International,
resulted in a 753,5MW drop in consumption and a
saving of AED316,000 and 0.352 tonnes of CO2;
n A pilot project to retro fit LED lighting in stop bars
and taxiway guidance signs cut consumption by
4,200MWh and saving more than AED1.8 million and
1,9614 tonnes of CO2;
n The use of a new water treatment regime and online
monitoring of water quality provided to chillers
to improve efficiency reduced consumption by
4,536MWh and cut annual power costs by AED1.9
million or 2,118 tonnes of CO2;
At Dubai International the installation of flow arrestors
and better monitoring across all Dubai International’s
toilets cut water consumption by a third, saving 1.69
million gallons of water and AED7.8 million in 2012.
Dubai Airports joined other energy-conscious
organisations across the world on March 31, 2012 to
mark Earth Hour by switching off all non-essential
lights across Dubai International’s three terminals and
at Dubai World Central. During the one-hour event,
Dubai International’s demand for electricity dropped
by 16MW Megawatts from 81MW to 65MW, improving
on the saving of 11MW in 2011.
In 2011 the company set a new standard in the
region with the installation of the largest solar panel
array for any airport in the Middle East. Thanks
to the considerable contributions and support of
longstanding partner Air BP, the array consists of 92
panels of high efficiency photovoltaic cells providing
a 21.6KW capacity. Located atop the airport’s Terminal
1 Car Park B, it provides enough power to offset fully
the energy consumed by the lighting and plasma
displays in the airport’s historical photo exhibition. The
installation has a lifespan of 25 years, and will continue
to provide free, clean energy to Dubai International
during its lifetime.
On the back of this success, Dubai Airports continues to
explore ways to further make use of solar power and
will roll out new solar initiatives in 2013.
25

Fuel Efficiency
Dubai Airports has a goal to develop air traffic services,
aircraft and ground operations that maintain safe, costeffective
and environmentally sustainable air transport
while minimising the adverse environmental impact.
The success of the aviation industry in the Middle
East depends on accommodating strong demand
growth within an already extremely complex air traffic
environment. In order to avert the capacity bottlenecks
looming on the horizon, airspace constraints must be
addressed through the development of a performance
based, cohesive regional network strategy which
enhances predictability and commonality amongst the
Middle East’s air navigation service providers.
Dubai Airports continues to take a leading role in this
area. Aside from its ongoing efforts to optimise air
traffic flows and efficient operations, Dubai Airports
is participating in initiatives to optimise the region’s
airspace structure in conjunction with industry bodies
across the Middle East. Additionally Dubai Airports’
SP2020 expansion programme delineates aggressive
plans to leverage technology and optimise airspace
capacity and efficiency.
In 2012 as part of these efforts and in conjunction
with Dubai Air Navigation Services, Dubai Airports
introduced enhanced arrival and departure routes
to Dubai International using the RNAV-1 navigation
standard to facilitate improved flight efficiency. Dubai
Airports continues to work with our industry partners
on further reducing the impact of aircraft operations
on the environment.
Initiatives in progress include:
n The phase in of Performance Based Navigation (PBN)
to facilitate more efficient use of airspace and more
flexibility of airspace design.
n Implementation of a next generation ATM system
to pave the way for implementing environmental
concepts and initiatives in air traffic management.
n Initiatives to manage the flow of aircraft to
improve predictability, optimise sequencing and
minimise impact on the environment such as Airport
Collaborative Decision Making, Arrival Management
and Departure Management.
n Through membership of the National Airspace
Advisory Committee develop initiatives with other
industry stakeholders across the UAE to strategically
redesign airspace in order to cope with forecast
demand as well as making airspace more efficient.
In 2013 and beyond we will further enhance flight
efficiency by defining targets and measuring progress
towards optimisation of aircraft profiles. We aim to
begin calculating fuel burn and emissions and report
on the benefits of our ongoing airspace enhancement
projects.
Towards a carbon-neutral future
Airports themselves contribute only 0.1 per cent
to 0.2 per cent of all man-made carbon emissions.
Nevertheless, we heartily endorse and support the
Airports Council International policy on climate
change and our industry’s target of carbon-neutral
growth by 2020. Every day, through our Environment
Management Plan, we strive to mitigate our impact
on the environment – introducing technologies and
processes to minimise our use of water and energy, to
reduce our use of hazardous chemicals, and to replace
diesel-powered installations with less harmful systems.
In Numbers:
903 tonnes
Of carton recycled in 2012
82 tonnes
Of paper recycled
106 tonnes
Plastic wrappings
recycled in 2012
53 tonnes
Of plastic bottles and
aluminum cans recycled.
26