One Year, Two Airports - Dubai International Airport

One Year, Two Airports 

2010 - 2011

YEARBOOK 2010 – 2011

HH Sheikh Mohammed Bin Rashid Al Maktoum 

Vice-President and Prime Minister of the UAE and Ruler of Dubai 

2010 - 2011 Yearbook 

1

Published for Dubai Airports by 

Motivate Publishing 

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Editor-in-Chief: 

Obaid Humaid Al Tayer 

Group Editor and Managing Partner 

Ian Fairservice 

Group Senior Editor 

Gina Johnson 

Assignments Editor 

Ingrid Valles Pó 

Contributing Editor 

Dominic Ellis, Nick Cooper, Rob Morris, Sabah Haider 

Editorial Assistant 

Janelle Sabareza 

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Wayne Fernandes 

Chief Sub Editor 

Iain Smith 

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Rom Francisco, Surajit Dutta 

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S Sasidharan 

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Images 

Dubai Airports, Gulfpics, Farooq Salik 

Printed by 

Emirates Printing Press, Dubai 

Dubai Airports Contributors 

Vice President, Marketing & Corporate Communications 

Anita Mehra Homayoun 

Head of Corporate Communications: 

Lorne Riley 

Head of Marketing & Brand Management 

Lewis Naim 

Manager, Media Relations 

Zaigham Ali Baig 

CONTENTS 

04 

06 

08 

10 

16 

24 

30 

34 

40 

48 

58 

68 

70 

74 

76 

78 

80 

Organisation 

Message from the Chairman 

Message from the CEO 

Valuing Dubai Aviation 

Capacity 

Service 

Safety and Security 

Revenue and Value 

Special Report CSR 

People 

Process and Governance 

Fact File 

World Map 

Terminal Maps 

A–Z Service Directory 

Airlines Directory 

Airport Directory 


PO Box 2525, Dubai 

United Arab Emirates 

Tel: +971 4 216 1203 

Fax: +971 4 224 4703 

Website: www.dubaiairport.com 

3

4 | Organisation 

HH Sheikh Ahmed Bin Saeed Al Maktoum 

President, Dubai Civil Aviation Authority | Chairman, Dubai Airports 

CEO, Dubai Airports Paul Griffiths 

Senior Vice President, Group Services 

Senior Vice President, Human Resources & 

Amer Kazim 

Service Development Jill Nealon 

Senior Vice President, Operations Chris Garton 

Senior Vice President, Strategy & Development Jamal Al Hai 

Vice President, Airside Operations Jamal Zaal 

Vice President, Cargo & Logistics Andrew Walsh 

Vice President, Commercial Eugene Barry 

Vice President, Development Jeff Gould 

Vice President, Dubai International Cargo Village Ali Al Jallaf 

Vice President, Engineering Services Masoud Taher 

Vice President, Finance Adil Al Fahim 

Vice President, Health, Safety, Security, Environment Phil Blum 

Vice President, Human Resources Meshari Al Bannai 

Vice President, Information & Communication Technology Ghanim Al Falasi 

Vice President, Learning & Development Samya Ketait 

Vice President, Marketing & Corporate Communications Anita Mehra 

Vice President, Procurement Ali Lootah 

Vice President, Service Development Sujata Suri 

Vice President, Strategy Richard Talian 

Vice President, Terminal Operations Majed Al Joker 

DUBAI INTERNATIONAL HOTEL 

General Manager Sunil Menon


Welcome to 

Welcome to Dubai | 5

6 | Message from the Chairman 

A Global Aviation 

Phenomenon 

HH Sheikh Ahmed Bin Saeed Al Maktoum is President, Dubai Civil 

Aviation Authority; Chairman, Dubai Airports; and Chairman and Chief 

Executive, Emirates Airline & Group 

Dubai’s aviation sector is 

more than the sum of its 

parts. Together the key 

players – Dubai Airports, 

Dubai Duty Free, Emirates and 

flydubai – have combined to create 

a global aviation phenomenon. 

The emergence of Dubai as a 

leading global aviation centre is 

the result of a carefully constructed 

and well-executed model 

that effectively harnesses the 

emirate’s geocentric location and 

entrepreneurial spirit. It is a model 

that features a liberal regulatory 

climate, a tax-free business 

environment, a customer-centric 

focus that provides value for 

money, and close coordination and 

collaboration within the sector. 

The results have been nothing 

short of impressive. Over the 

past five years alone, passenger 

numbers at Dubai International 

have virtually doubled from 24.8 

million in 2005 to 47.2 million in 

2010. Dubai International ranks 

fourth globally for international 

passenger and cargo traffic. 

Emirates is the largest international 

airline in the world in terms of 

international revenue passenger 

kilometres. Dubai Duty Free has 

become the biggest single airport 

retail operation in the world in 

terms of turnover with revenues 

of US$1.27 billion in 2010. And 

flydubai is the world’s fastest 

growing start-up airline. 

Aviation has been strategically 

important to Dubai’s evolution 

and it remains instrumental 

in driving the emirate’s future 

growth. The airport has served 

as a commercial springboard 

for growing hospitality, tourism, 

shipping, trade, finance and 

industrial sectors, and a conduit 

for its numerable infrastructural 

projects. It therefore forms a 

fundamental pillar to continual 

GDP growth in the region. In 

total, Dubai’s aviation sector 

supports over 250,000 jobs and 

contributes over US$22 billion; 

representing around 19% of total 

employment in Dubai and 28% of 

Dubai’s GDP. 

The future holds even greater 

promise. Projections for growth 

are staggering. By 2020, some 

98.5 million passengers and over 

four million tonnes of air freight 

will pass through our airports. The 

fleets and networks of Emirates and 

flydubai will grow considerably to 

accommodate traffic and capture 

marketshare. The economic 

contribution of the aviation sector 

will rise to 32% of Dubai’s GDP 

and approximately 22% of its 

employment by 2020. 

Our challenge going forward is 

to ensure that our infrastructure 

expands to enable this growth and 

facilitate the trade, tourism and 

commerce that in turn will support 

the prosperity of Dubai. 

I have no doubt Dubai Airports will 

continue to rise to the challenge 

and deliver world-leading results.

8 | Message from the CEO 

Rising up the Ranks 

Paul Griffiths, CEO Dubai Airports 

In 2010, Dubai Airports continued 

to make its presence felt across 

the globe, flourishing in the 

face of stiff competition and a 

challenging business environment. 

Dubai International celebrated 

its golden anniversary by rising 

up the ranks of world-leading 

airports becoming the fourth 

busiest airport in the world for 

international passenger and cargo 

traffic, with passenger throughout 

of 47.2 million passengers and 

2.27 million tonnes of cargo. 

Another historic milestone 

occurred on June 27, 2010 when 

Dubai World Central, destined 

to one day become the world’s 

largest airport, opened its doors to 

cargo airlines. All the while costs 

were tightly controlled, revenues 

hit record highs and service levels 

increased, cementing Dubai 

Airports’ reputation as managing 

the best airport in the Middle East. 

These impressive results are 

a testament to the Dubai 

Government’s vision and support 

for aviation. They are further proof 

that we are delivering on our key 

strategic pillars of providing a safe, 

secure and responsible airport 

environment; capacity to meet 

airline and economic growth plans; 

world-class service and innovation; 

revenue and value, all underpinned 

by great people, effective systems 

and processes with sound 

corporate governance. 

While we can be proud of our past 

achievements, Dubai Airports is 

always looking forward. And 2011 

is shaping up to be our busiest and 

most important year yet, as we 

continue to raise the bar in terms of 

financial performance, operational 

efficiency and customer service while 

registering record cargo volumes 

and passenger numbers that will top 

51 million. To accommodate growth 

in the near term, construction of 

Concourse 3 – the world’s first 

dedicated A380 facility scheduled 

for completion at the end of 2012 

– continues apace. However, with 

some 98.5 million passengers 

and 4.1 million tonnes of freight 

projected by 2020, Concourse 

3 is only part of the solution. To 

bridge the capacity gap until the 

completion of phase two of Dubai 

World Central around 2025, Dubai 

Airports will embark on the most 

aggressive expansion programme in 

its 50 year history with the launch of 

Strategic Plan 2020. 

SP 2020, outlines aggressive 

expansion plans for airspace, airfield, 

stands and terminal areas at Dubai 

International that will augment 

capacity to 90 million passengers by 

2018. The plan 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. It is also 

designed to reinforce Dubai’s 

hub status and ensure a smooth 

transition to DWC in the long term. 

As we look back on our 50th 

anniversary and the remarkable 

emergence of Dubai as one of the 

most important hubs on the global 

aviation landscape, we are acutely 

aware of the fact that the journey 

has only just begun. Our vision is 

to be the world’s leading airport 

company and create world-leading 

airports that enhance the prosperity 

and global standing of Dubai. By 

embracing Dubai’s entrepreneurial 

spirit and commitment to service 

and innovation, and by working 

closely with our employees and 

stakeholders, 2011 is sure to take us 

one step closer to that goal.

10 | Valuing Dubai Aviation

Aviation is a fundamental element of Dubai’s economy. That fact was made 

glaringly evident by the results of a comprehensive study conducted in 

2010 by leading global research firm Oxford Economics that examines 

Dubai’s aviation model and finds Dubai’s aviation sector to be a consesus– 

based, consumer-centric and commercially driven enterprise which generates 

significant economic benefits for Dubai and for all countries linked to it. 

The 60-page report entitled,The Benefits of Dubai’s Aviation Model, quantifies the 

economic benefits of Dubai’s aviation sector, examines the underlying factors behind 

its success and projects ongoing growth based on industry data. 

Economic Benefits 


Special Report 

Valuing Dubai’s 

Aviation Sector 

Oxford Economics’ research calculates Dubai’s aviation sector supports 125,000 

total jobs in the emirate: including, 58,000 direct jobs that contribute US$6.2 

billion to Dubai’s GDP; 43,000 indirect jobs that generate US$3.5 billion through 

purchases of goods and services from local businesses; and a further 23,900 jobs 

that contribute US$2.0 billion through the spending of those directly and indirectly 

employed in the sector. 

The study also quantifies the wider catalytic benefits aviation generates through 

tourism and connectivity. As the overwhelming majority of foreign visitors who travel 

to Dubai arrive by air, Oxford calculates their spending supports nearly 134,000 jobs 

and contributes an additional US$7.9 billion to Dubai’s GDP. Other businesses, such 

as logistics, financial services and professional services which derive significant benefit 

from the connections created between cities and markets, contribute an additional 

US$2.5 billion to Dubai’s GDP. 

In total, aviation supports over 250,000 jobs and contributes over US$22 billion; 

representing around 19% of total employment in Dubai and 28% of Dubai’s GDP. 

These benefits extend beyond Dubai’s borders to the global economy through enhanced 

global tourism and trade via the provision of efficient and high quality air services. Air 

travellers and shippers using Dubai and Emirates Airline make an important contribution 

to many national economies. For example, associated tourism benefits contribute over 

US$1 billion to GDP for both Australia and India, while connectivity benefits a total 

US$1.4 billion for China and US$800 million each for the UK and the US. 

Valuing Dubai Aviation | 11

GDP (Billion AED) 

Sector contribution to GDP 

300 

250 

200 

150 

100 

50 

0 

1995 

Transport 

Trade & tourism 

Banking & finance 

Property 

Extraction 

1996 

Success Factors 

Dubai’s aviation sector has 

seen tremendous growth in a 

short timeframe. Over the past 

five years alone, international 

passenger numbers at Dubai 

International have virtually 

doubled from 24.8 million in 

2005 to 47.2 million in 2010. 

Dubai International ranks 

fourth globally for international 

passenger and cargo traffic. 

Emirates’ passenger numbers 

have increased six-fold over the 

course of a decade making it 

the largest airline in the world in 

terms of international revenue 

passenger kilometres. 

“In some quarters this success 

is viewed with suspicion and 

attributed to government support 

or unfair competition,” explains 

the report. “We look at this in 

1997 

Source: Dubai Statistical Centre 

12 | Valuing Dubai Aviation 

Aviation will play an increasingly significant role in Dubai’s success 

By 2020 aviation will support 373,000 jobs in Dubai 

It will contribute US$45 billion (AED165 billion at 2010 prices) 

Equivalent to 32% GDP 

Catalytic benefits will increase by over 60% 

1998 

1999 

2000 

depth and conclude this view 

is incorrect.” 

Oxford Economics notes that 

the sector’s success stems from 

government awareness of 

aviation’s economic importance, 

a collaborative approach to 

investment, open competition, 

a focus on growth and linking 

underserved markets, efficient 

operations and Dubai’s favourable 

location at the intersection of 

Europe, Asia and Africa placing it 

within eight hours flight of twothirds 

of the world’s population. 

Government 

Awareness 

The government of Dubai has 

recognised the importance of 

aviation in enabling growth 

in key sectors of its economy. 

Aviation has benefited from a 

2001 

2002 

2003 

2004 

2005 

$22 billion 

28% GDP 

250,000 jobs 

19% 

employment 

2006 

2007 

2008 

2009 

clear economic strategy which 

recognises the importance of 

the connectivity it brings. This 

awareness manifests itself in 

effective decision making that is 

results-focused and cuts across 

organisational boundaries. 

Openness 

Dubai favours open competition 

among airlines. Over 150 airlines 

operate out of Dubai International, 

benefiting from its investment 

in aviation infrastructure and 

competitive landing and fuel 

charges. Moreover, Dubai’s Civil 

Aviation Authority has pushed for 

greater freedoms for all airlines to 

enable them to operate without 

undue restrictions on their 

commercial decisions. The main 

obstacle to this is restrictive air 

access rights elsewhere and Dubai 

has sought, through negotiation

with other governments, to 

improve this situation. 

The study also clears the air on 

ownership and airport charges. 

Like many airport management 

companies around the world, 

Dubai Airports is directly owned 

by the government. Based 

on a comparison of airport 

charges among the largest 100 

international airports, including 

Dubai International, the report 

concludes competition is 

conducted on a level playing field. 

The report also compares Dubai 

International to a panel of 16 

airports chosen either because 

of their scale of operations, or 

for their proximity to Dubai. This 

panel comprises: Abu Dhabi, 

Amsterdam, Ataturk (Istanbul), 

Bangkok, Beijing, Cairo, Charles 

De Gaulle (Paris), Doha, Frankfurt, 

Hong Kong, Incheon, Jeddah, 

London Heathrow, Narita (Tokyo), 

100% 

90% 

80% 

70% 

60% 

50% 

40% 

30% 

20% 

10% 

0% 

Shanghai and Singapore. Among 

this panel of airports there is a 

disparity between the average 

airport charge (excluding taxes) 

at Tokyo and the four European 

airports compared with the 

remaining 11 airports (US$55.5 

and US$26.6 per passenger, 

respectively). Among the 11 

airports outside Europe and Japan, 

Dubai International is most similar 

to Bangkok, Incheon and Shanghai 

in its level of charges (excluding 

taxes). Excluding taxes, Dubai 

International’s airport charges are 

4% below the average charge for 

these 11 airports. 

A Consensus–based 

Approach to 

Investment 


benefited from its consensus– 

based approach to investment 

that has helped Dubai Airports 

and Emirates expand together, 

supporting each other’s growth. 

Focus on Growth and 

Underserved Markets 

Dubai’s aviation sector has benefited 

from a focus on growth that has 

allowed it to capitalise on the 

growing demand from passengers 

in Asia and Africa. In 2000, Dubai 

International had the capacity 

to handle 22 million passengers. 

Through heavy investment in 

upgrading its facilities, the airport 

had the capacity to handle 60 

million passengers in 2010. Over the 

same period, the actual number of 

passengers handled by the airport 

increased from around 12 million to 

47 million. 

Emirates has targeted underserved 

routes. Through tapping into pentup 

demand, the airline has increased 

passenger numbers six-fold over the 

course of a decade. Emirates has 

expanded its fleet almost four-fold, 

with 153 current aircraft and 200 

on order, to accommodate this 

demand. The success of this strategy 

Airport Ownership Airport Charges 

Middle 

East 

Asia 

Pacific 

14 | Valuing Dubai Aviation 

North 

America 

Europe 

Public Private 

Africa 

Cen. & 

S. America 

World 

120 

100 

80 

60 

40 

20 

USD per passenger 

is reflected by the airline’s overall 

passenger occupancy rates (load 

factor) that have remained above 

76% throughout this period. 

Efficient Operations 

Dubai’s success is exemplified by the 

efficiency of Emirates’ operations. 

Emirates operates a young and 

fully modern fleet of aircraft. This 

brings many benefits for Emirates’ 

customers and also benefits the 

airline through lower maintenance 

and fuel costs. 

Emirates has one of the highest 

operating profit margins of 

major airlines worldwide (0.6 per 

available seat kilometre). These 

profits have been sufficient to pay 

for all the investment in its fleet 

and repay its loans over the past 

decade. Moreover, contrary to 

widely held belief, Emirates does 

not receive government support 

through subsidies or other financial 

interventions, but has in fact paid 

0 

10th 9th 8th 7th 6th 5th Dubai 4th 3rd 2nd 1st 

Landing charges Passenger charges 

Source: Airport Charges.com 

(a) The chart reports the average airport charge for 10 groups of airports. The average 

charge for the 10 most expensive airports is shown by the column labeled 10th (group); 

the column labeled 9th, shows the average charge for the next 10 most expensive 

airports; and so on until, the last group (1st ) contains the six least expensive airports . 

Dubai International is shown separately.

5 

4.5 

4 

3.5 

3 

2.5 

2 

1.5 

1 

0.5 

0 

out dividends to the government 

of Dubai, its sole shareholder. 

Strategic Location 


benefited from the emirate’s 

strategic location – within eight 

hours flight of most major 

destinations and two-thirds of 

the world’s population. For many 

air travellers who do not stay in 

Dubai but instead use it as a place 

to connect as they go to other 

countries, Dubai’s location is its 

principle attraction. However, 

tourism, trade and commerce in 

Dubai depend on Dubai’s aviation 

sector, and clear synergies have 

developed as the aviation sector’s 

success has assisted the growth 

of other key sectors which in 

turn have generated additional 

demand for air transport services. 

Future Growth 

Aviation’s importance to Dubai 

is expected to continue to grow 

Airport Fuel Prices 

USD per gallon 

London 

Heathrow 

Frankfurt 

Doha 

Cairo 

Amsterdam 

Source: Airport Charges.com 

Beijing 

Charles 

De Gaulle 

Hong Kong 

over the next decade. On the 

basis of Dubai’s strengths and the 

forecasts for passenger growth 

from Airbus and Boeing, Oxford 

Economic expects the economic 

contribution of the aviation sector 

to rise to 32% of Dubai’s GDP 

and approximately 22% of its 

employment by 2020. 

“Aviation is one of the main 

engines driving Dubai’s emergence 

as a global centre for trade, 

commerce and tourism,” said 

HH Sheikh Ahmed Bin Saeed Al 

Maktoum, President of Dubai Civil 

Aviation Authority, Chairman of 

Dubai Airports and Chairman and 

Chief Executive of Emirates Airline 

and Group. “That is why we have 

created a business and regulatory 

environment that supports its 

growth by encouraging open 

competition between all airlines, 

efficient operations and customer 

satisfaction. There is no magic 

here. It’s just good business.” 

Dubai 

Abu Dhabi 

Ataturk, 

Istanbul 

Narita, Tokyo 

Incheon 

Bangkok 

Singapore 

120 

100 

80 

60 

40 

20 

0 

70 

60 

50 

40 

30 

20 

10 

0 

Airport Charges, Excluding 

Government Taxes 2010 

USD per passenger 

10th 9th 8th 7th 6th 5th Dubai 4th 3rd 2nd 1st 

Landing charges Passenger charges exluding Govt Taxes 

Passenger Traffic 

Passengers (millions) 


London (LHR) 

Paris (CDG) 

Hong Kong 

Dubai 

Frankfurt 

Amsterdam 

Singapore 

Incheon 

Tokyo 

Bangkok 

Madrid 

London (LGW) 

Munich 

Kuala Lumpur 

Rome 

Taipei 

New York (JFK) 

Zurich 

Istanbul 

Toronto 

Copenhagen 

Vienna 

Antalya 

Dublin 

Barcelona 

Milan 

Brussels (BRU) 

Miami 

London (STN) 

Los Angeles 

Valuing Dubai Aviation | 15

Capacity 


Maximising Assets 

Dubai Airports is busy juggling the needs of an everexpanding 

Dubai International, while preparing for future 

growth at Dubai World Central 

In the half-century since its opening, Dubai International has welcomed over 402 

million passengers at an impressive average annual growth rate of 15.5%, and 

handled over 3.87 million aircraft movements at an average annual growth rate of 

12.4%. The rapid expansion of air freight traffic has been equally remarkable, with 

total volumes moved between 1977 and August 2010, exceeding 17.9 million tonnes 

at an annual average growth rate of 14.3%. 

In 2010 that staggering growth continued. Passenger traffic rose to 47.2 million up 

15.3% from 2009 while air freight volumes were up 17.7% to 2.27 million tonnes. 

Aircraft movements increased to 307,286 representing an increase of 9.3% over 2009. 

As a result, Dubai International finished the year as the fourth busiest airport in the 

world for both international passenger and cargo traffic. 

Capacity Management 

Dubai Airports’ strategists, development specialists and operational experts continually 

analyse capacity and work out the best use of manpower, equipment and overall 

operational capacity to facilitate traffic flows, protect connection times and augment 

service levels. Dubai Airports operates three passenger terminals at Dubai International with 

Terminals 1, 2 and Emirates Terminal 3, as well as cargo warehouses, catering, servicing and 

maintenance facilities, and the current airshow site and exhibition centre. 

They all surround Dubai Airports’ most precious concrete assets – its two runways – and 

maximising their use remains a key priority. At its peak, the airport can currently handle 52 

movements per hour on the combined runways. One development, which has helped relieve 

pressure on the airport terminal infrastructure, is the growth of A380 business, fuelled by 

Emirates’ growing fleet of the super-jumbos. Increasingly, the number of passengers per 

movement is increasing with the arrival of more double-decker aircraft – enabling the airport 

to handle more passengers without needing to handle more planes. 

Future Growth 

Dubai Airports remains bullish on continued traffic growth. In 2011 passenger numbers 

are expected to exceed 51 million. By the end of the decade the organisation is 

projecting passenger numbers to reach 98.5 million and cargo volumes to top 4.1 

million tonnes. 

Capacity | 17

Total passenger demand 

Total passenger demand 

Due to to strong strong growth growth of Emirates of and Emirates flydubai, and demand flydubai, in Dubai demand in 

Dubai significantly significantly exceeds industry exceeds wide projections. industry wide projections. 

Annual passengers (millions) 

Year 

47.2 

2010 

Source: Dubai Airports 

Market projections and macroeconomic 

conditions strongly 

suggest that this huge growth will 

continue for the forseeable future. 

Passenger and cargo traffic growth 

is set to continue at an impressive 

rate driven by continued market 

liberalisation and highlighted by 

dramatic GDP growth in emerging 

markets which will lead to an 

expansion of the middle class 

and increased movements of 

populations. This leads to the 

expectation that local traffic 

growth will continue to outstrip 

the industry-wide projections of 

organisations such as Boeing, 

Airbus and IATA. 

According to Airbus’ 2009-2029 

Global Market Forecast air traffic 

will double in the next 15 years. 

Further, the report calculates 

emerging markets are set to 

generate the lion’s share of that 

growth. China, India, Middle 

East, Asia, Africa, CIS, Eastern 

Europe and Latin America are 

projected to see annual revenue 

18 | Capacity 

50.9 

2011 

56.5 

2012 

62.0 

2013 

68.0 

2014 

75.3 

2015 

79.6 

2016 

84.2 

2017 

88.4 

2018 

93.1 

2019 

98.5 

2020 

passenger kilometer per annum 

for the next 20 years. More 

mature markets in North America, 

Europe, Australasia and Japan are 

projected to see 3.7% average 

annual RPK expansion. That in 

turn has and will continue to 

precipitate aircraft orders to serve 

the growing demand. 

Fleet Growth 

In response to these leading 

indicators, Airbus estimates 

aircraft demand will average 

1,300 per year globally. Dubai’s 

two largest airlines, Emirates and 

flydubai, have already placed 

significant aircraft orders to meet 

the expected demand. Emirates 

currently has 153 aircraft with 200 

on order. Similarly, flydubai has 

aggressive expansion plans with 16 

aircraft and 34 on order. 

Infrastructure 

Expansion 

Accordingly, arguably the world’s 

most significant airline and 

airport expansion programme is 

SP 2020 Facts & Figures 

Passenger growth from 46.4 mppa to 

98.5 mppa 

60% increase in number of stands 

from 144 to 230 

560,000 annual movements by 2020 

Cargo growth from 2.1 million tonnes 

(2010) to 4.1 million tonnes by 2020 

30,000 sqm additional cargo 

processing capacity 

DWC passenger terminal building 

arrivals (PTB) expansion (2018) 

Concourse 4 development (2015) 

Terminal 2 expansion (2013) 

Concourse 3 (2012) 

675,000 sqm of additional 

terminal space 

taking place in Dubai. Currently, 

infrastructure enhancement is well 

underway to increase capacity from 

60 million to 75 million with the 

opening of Concourse 3 at the 

end of 2012. Additionally, phase 

1 of Dubai World Central (DWC) 

opened in June 2010 for cargo 

operations. Although DWC is 

the long-term solution to Dubai’s 

aviation needs, adequate capacity 

to house Emirates’ considerable 

operation is not expected to be in 

place until at least the mid-point 

of the next decade. Accordingly, 

and until such time that DWC 

is adequately developed, Dubai 

International must expand to 

accommodate fleet expansion 

and traffic growth and retain the 

network efficiency established by 

its main hub carriers. 

Strategic Plan 2020 

(SP2020) 

Two years in the making, SP 2020, 

Dubai Airports’ ten year master 

plan, outlines aggressive expansion 

plans for airspace, airfield, stands 

and terminal area at Dubai 

International. The plan 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. It further effectively 

balances the need for facility 

development, process improvement 

and demand management to 

ensure optimal utilisation of 

facilities and maximum return 

on investment. 

Expansion in the Air 

Dubai Airports aims to define 

and deliver the additional runway 

and airspace capacity required 

to facilitate airline growth plans. 

Airspace optimisation plans 

centre around the alignment 

of ground based and airborne 

strategies and use movement 

forecasts developed by Dubai 

Airports to better balance 

demand and capacity. Through 

the use of internationally 

recognised modelling tools that 

simulate gate, taxiway, runway 

and terminal airspace activity, 

Dubai Airports has been able to 

refine capacity forecasts and is 

currently building a roadmap for 

development and deployment 

of technology and procedural 

enhancements to meet 

these forecasts. 

Within the local airport 

environment, the focus is on 

optimising runway capacity, 

increasing consistency and 

predictability as well as 

implementing efficient systems 

and processes in order to 

accommodate and manage 

growth. Beyond the vicinity of 

the airport itself, Dubai Airports 

is engaging national and regional 

civil aviation authorities and air 

navigation service providers to

ensure air routes are de-conflicted, 

bottlenecks reduced and latent 

airspace capacity unlocked. Cutting 

edge next generation technology 

concepts such as performance 

based navigation and dynamic 

airspace management are planned 

to be employed over the coming 

years to harness the capabilities 

of modern fleets such as those of 

Emirates and flydubai and increase 

airspace capacity. 

Development of a performance 

based, predictable, cohesively 

managed, regional and local 

airspace network strategy that 

promotes cross-border cooperation 

and integrates the efforts of 

civil aviation authorities and air 

navigation service providers across 

the Middle East is key to the 

expansion of airspace capacity in 

the airspace surrounding Dubai 

International and DWC. 

And on the Ground 

As the airspace opens up, the 

additional aircraft movements will 

need to be accommodated on the 

ground to ensure a smooth flow 

for arrivals and departures. On the 

airfield, that means the addition of 

new taxiway and entry/exit points on 

Dubai International’s two runways. It 

also calls for increasing the number 

of stands needed to park and offload 

the aircraft. In total, SP2020 calls for 

a 60% increase in the number of 

stands by 2015. 

Finally, the plan necessitates the 

construction of additional terminals 

and concourse areas. SP2020 calls 

for the creation of an additional 

675,000 square metres of floor 

space – twice the footprint of 

London Heathrow Terminal 5. 

Highlighting this expansion, and 

20 | Capacity 

Once fully completed, DWC will be the 

world’s largest airport with five runways 

and capacity for 160 million passengers 

and 12 million tonnes of cargo 

separate from the construction of 

Concourse 3, is the expansion of 

Terminal 2 and the construction of 

Concourse 4. Additionally, Dubai 

Airports will bolster baggage systems 

across the airport to accommodate 

the additional load. Plans include the 

construction of a remote baggage 

facility designed to provide fast and 

accurate processing of high volumes 

of luggage. Coupled with this will 

be a high speed baggage link that 

will feed the entire south side of 

the airfield and protect minimum 

connection times. 

Construction will incorporate 

sustainable processes and building 

designs to limit impact on the 

environment. The expansion 

project will be phased in over 

the next five years and carried 

out in a fashion that does not 

impede additional traffic, protects 

minimum connection times, 

improves the percentage of flights 

that are gated on contact stands, 

increases passenger circulation 

space and boosts passenger 

throughput through process and 

technology improvements. This 

efficiency, and the overall growth 

in passenger numbers, will also 

boost commercial revenues which 

can in turn be used to fund 

development. To balance demand 

with capacity, and in line with 

IATA slot coordination guidelines, 

cargo freighters will gradually 

be repositioned to Dubai World 

Central as will general aviation 

to make room for increased 

passenger traffic. 

Cargo capacity will also be 

augmented with an additional 

30,000 square metre expansion 

of the cargo mega terminal. This 

will cater for the additional belly 

cargo delivered by larger jointproduction 

(passenger and cargo) 

aircraft flying into Dubai with 

greater frequency. 

With additional facility 

enhancements and operational 

efficiencies contained in SP2020, 

Dubai International’s capacity will 

expand to 90 million passengers 

per year by 2018. 

Long-Term 

Development 

During 2018-2023, with 

construction completed at Dubai 

International, the additional 

aeronautical and non-aeronautical 

revenue generated by the higher 

traffic flows will be used to fund 

further airport development at 

Dubai World Central. Construction 

of Phase 2 of DWC will escalate 

during this period with the initial 

iteration allowing for 80 million 

passengers per year to facilitate the 

eventual relocation of the Emirates 

hub. DWC will feature a modular 

design that can be expanded 

incrementally to accommodate 

demand growth of both Emirates 

and other airlines.

Passengers (Millions) 

Annual Passengers (Millions) 

Drivers for Future Growth (Local Market) 

50 

45 

40 

35 

30 

25 

20 

15 

10 

5 

0 

110 

100 

90 

80 

70 

60 

50 

40 

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 

Sector Performance to Date: Traffic Development 

22 | Capacity 

Passenger Numbers Cargo Volumes 

Despite significant events impacting the global industry, Dubai has retained 

exceptional growth in the aviation sector 

2010 — 47.2m passengers 






Years 

1960 

Dubai International 

opens 

4.5 

4.0 

3.5 

3.0 

2.5 

2.0 

1.5 

Cargo Tonnes (Millions) 

2009 

flydubai launch 

4.1m tonnes 

98.5m passengers 

2.27m tonnes 

47.2m passengers 

2010 

Dubai World Central opens 

2008 

Terminal 3 opens First Emirates A380 

1983 

Emirates launch 

1984 

2nd Runway 

opens 

2000 

Concourse 1 

opens 

1998 

Terminal 2 

opens 

1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 

Drivers for future growth 

Enormous growth is being driven by the 

fleet expansion plans of Emirates and 

flydubai 

Unique geographical position creates 

ideal hub location 

Infrastructure supports growth 

Government support and liberal aviation 

policy provides significant benefits

Drivers for Future Growth (Global) 

Dubai International Phased Expansion 

Yearly RPK Growth 2009-2029 

5.8 billion people 2009 

1.0 billion people 2009 

+6.1% 

+3.7% 


There are significant drivers for growth 

Replacement of aircraft in service in mature markets 

Dynamic growth in emerging markets 

Continued growth of LCC’s, especially in Asia 

Greater and continued market liberalisation 

Traffic growth on the existing route network where it 

is more efficient to add capacity rather than frequency 

Maturing Regions 

Western Europe 

North America 

Japan 

Australasia 

Expanding Regions 

China 

India 

Middle East 

Asia 

Africa 

CIS 

Latin America 

Eastern Europe 

Capacity | 23

24 | Service

Service 


Delivering world class service and innovation is a strategic imperative which tasks 

each and every employee to deliver their utmost as a vital link in the wider 

chain that connects each internal department to the passenger. As such, the 

company strives for perfect scores with all its principal internal customers as 

part of an integrated and holistic approach to improving the overall customer experience. 

That includes all 150 client airlines, ground service provider Dnata, customs and 

immigration, Dubai Duty Free and other retailers, Dubai Police and ultimately every single 

one of the 47 million-plus passengers who passed through its three terminals in 2010. 

In 2010 Dubai Airports embarked on year two of its comprehensive service 

enhancement initiative that targets three levels of customer experience: the overall 

passenger experience which will be influenced through commercial and regulatory 

stakeholders; the service experience of segments which Dubai Airports directly provides 

services to (e.g. airlines, commercial tenants, government departments); and the 

internal service delivery standards between various departments. 

Dubai Airports’ Service Development unit and the Operations team, are working closely 

with all stakeholders in two distinct phases to boost service across the property. Phase one 

involves building a robust service excellence brand by creating multi-stakeholder groups at 

each passenger touch point and setting up service standards and service level agreements 

which will create a more robust passenger experience. The first of these service level 

agreements were signed in early 2011 with the Roads & Transport Authority (RTA), Dnata 

and the Dubai Police. Phase 2, which entails the implementation of an airport-wide service 

initiative and launch of a specific service brand for Dubai Airports with supporting values. 

In total, the changes will influence the way the airport operates in future – from processes 

and people organisation, to measurement and management. In the end, the big winner 

will be the customer. 

While 2009 was spent formulating a service agenda and securing stakeholder buy-in, 

2010 was focused on getting the ‘nuts and bolts’ of the service model right. A mammoth 

task, it involved looking at all aspects of service including measurement, standards and 

key performance indicators. As a result of this analysis, a clearer overview of guests’ needs 

was achieved and scorecards were developed to help assess customer service performance. 

Additionally over 1,200 staff were trained on the new service approach. 

In parallel with the new management system, Dubai Airports is investing in one of the 

largest service measurement projects ever undertaken at any airport in the world. The 

organisation has invested in a technical system that will integrate a series of what are 

known as customer ‘touchpoints’. This system will let Dubai Airports know how long 

passengers have had to wait at each touchpoint and how efficiently they were processed 

at each one in the series. Once this is implemented – and it is hoped all high-priority 

Service | 25

areas will be online later in 2011 – 

it will allow real-time measurement 

of how long the queues are and 

how quickly guests pass through 

them. Such intelligence is vital to 

ensure the best customer care in a 

dynamic environment. 

Service Awards 

Dubai Airports’ efforts to enhance 

the customer experience have been 

widely recognised. Airports Council 

International (ACI), the airport 

industry’s guiding regulatory body, 

recently voted Dubai International 

as both ‘Most Improved Airport in 

the Middle East’ and ‘Best Airport in 

the Middle East’ for 2010. The most 

important criterion for ACI awards is 

its airport quality survey programme. 

Involving a survey of 500 passengers 

each month, the feedback scores 

are constantly cross-checked to track 

improvement in service levels. Dubai 

International was also voted ‘Best 

Airport in the Middle East’ in the 

2010 Skytrax survey. The airport’s 

cargo service levels were also broadly 

recognised as Dubai International was 

named ‘Air Cargo Hub of the Year’ 

(Supply Chain and Transport Awards) 

and ‘Best Airport Middle East’ (Asian 

Freight and Supply Chain Awards). 

Silent Airport 

Airport environment is a key service 

consideration for passengers. Due 

to the nature of airport operations, 

noise in the terminal buildings is 

a fact of life. In the overwhelming 

majority of airports worldwide, 

passengers are bombarded with flight 

related announcements. Customer 

research shows that when combined 

with mandatory security and ad hoc 

broadcasts, the resulting noise serves 

more to confuse than inform as 

passengers become overloaded with 

information and consequently ‘switch 

off’ from hearing their flight call. 

26 | Service 

Dubai Airports’ efforts to enhance 

the customer experience have been 

widely recognised 

In 2010 Dubai International became 

one of few airports worldwide, 

and the first in the Middle East, 

to implement the ‘silent airport’ 

concept. Spearheaded by the Dubai 

Airports’ Operations unit, the 

programme dramatically curtails the 

number of public announcements 

made across all three terminals at 

the world’s fourth busiest airport for 

international passenger traffic. To 

ensure a smooth transition, 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. 

As a result, in 2010 Dubai 

Airports cut the number of 

daily announcements at Dubai 

International from over 2000 across 

all three terminals per day to less 

than 700 with no impact 

on departure performance. 

If anything, passengers can 

now hear their flight 

announcements more clearly, 

and they certainly appreciate 

the quieter environment. 

May I Help You 

(MIHY) 

‘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, there are now 

more than 250 staff working shifts 

at checkpoints throughout the 

airport. Wearing the distinctive 

‘May I Help You’ blue T-shirt, they 

have been trained to assist with 

everything from directions to airport 

procedures, such as check-in and 

passport control. Reflecting Dubai 

International’s role as a global travel 

hub, MIHY staff members are from 

a diverse range of cultures. They 

are supported by additional airport 

employees during the peak summer 

months, with everybody joining in, 

all the way up to senior 

management level. 

The positive customer response 

has meant that other airports 

have taken notice – recently 

representatives from other 

major international airports have 

expressed interest in paying Dubai 

a visit to find out more. 

Given the success of the Summer 

Mission, the airport is considering 

extending the service to other 

busy times of the year such as 

during Ramadan, the Eid holidays 

and New Year.

1200 staff trained on the new approach 

Better Passenger Flow 

at Immigration 

As part of its ongoing efforts to 

improve passenger flows, Dubai 

Airports is implementing a multilevel 

system designed to reduce 

the time spent at immigration. It 

will mean that the small number 

of passengers with paperwork 

queries, for example, will transfer 

to a separate customer service 

desk, thereby maintaining overall 

passenger flow. 

The E-Gate card has been 

popular with residents and more 

technological improvements, 

involving fingerprint, eye scans 

and passport chips, are also on the 

way. A new project, ‘Advanced 

Passenger Information’, is looking at 

the possibility of clearing passengers 

mid-flight. Increasingly, work is 

going on with iPhone and iPad 

applications, which will aid customer 

service and navigation. 

Al Majlis VIP Service 

Dubai Airports also offers Al 

Majlis VIP Service at their facility 

at Dubai International. The service 

offers VIPs, celebrities, corporate 

groups and families a hassle–free 

travel experience with all travel 

formalities including check in, 

immigration, and baggage handled 

by a personal assistant. It includes 

coordinated airport and hotel 

transfers, limousine pick-up and 

drop-off between aircraft and 

the VIP facility, special limousine 

door-step delivery of baggage 

upon request, special parking 

privileges at the airport, including 

airside parking and even a personal 

assistant for Duty Free shopping 

if desired. 

In 2010, there were 47,213 

customers and 13,162 reservations 

compared to 43,968 customers and 

14,896 reservations in 2009. 

Executive Flight Service 

Launched in April 1988, the 

Executive Flight Service (EFS) is 

the largest dedicated business 

aviation terminal of its kind in 

the Middle East. It is located at 

the Dubai Airport Free Zone close 

to Dubai International’s Terminal 

2. It is the first terminal in the 

region to feature e-Gates for quick 

immigration clearance. It features 

a Dubai Duty Free outlet, a fully 

equipped business/conference 

centre, eight luxury private 

lounges and a limousine service 

between aircraft and the terminal. 


The terminal’s ramp area can 

accommodate up to 22 small-sized 

private jets, eight to 12 medium 

sized jets, or up to three large 

sized jets. 

During 2010 there were 7,889 

movements and 25,177 passengers 

up significantly from 6,060 flight 

movements and 19,797 customers 

in 2009. 

Al Majlis Reservation revenue 

25.61% 

Service | 29

30 | Safety and Security


Safety and Security 

Safety and security is Dubai Airports’ top priority. The organisation takes 

every precaution to ensure robust measures, which comply with UAE 

national legislation and international standards, are in place to ensure all 

travellers enjoy a safe, comfortable and pleasant passage when entering 

and leaving Dubai’s gateway. The hub operator works closely with Dubai Police, 

General Civil Aviation Authority (GCAA), Dubai Civil Aviation Authority (DCAA) 

and all key stakeholders to ensure the safety and security of air travellers and 

employees throughout the airports. 

Raising awareness among staff is of the upmost importance, with Dubai 

Airports putting measures in place to ensure its procedures are communicated 

effectively. In 2010, the Health Safety Security Environment (HSSE) unit launched 

a comprehensive security awareness programme designed to raise security 

awareness among airport staff and partners. More than 800 people from 31 

stakeholder groups attended awareness sessions conducted at the airport, 

including representatives from Dubai Police, State Security and Dubai Customs. 

The stringent security measures in place at Dubai International were recognised by 

a high committee in Abu Dhabi, which awarded the hub the 2010 gold standard 

for Best Airport Security in the UAE. Other accolades include internal excellence 

awards given out by Dubai Airports, with departments responsible for security and 

safety receiving special praise for their efforts. 

Safety Management System 

To enforce safety measures across the airports, a unified safety management 

system, complete with a revised safety policy, was introduced in 2010. The policy 

satisfies all international standards, corporate environment and health and safety 

targets and is the benchmark by which all practices will be measured. It further 

recognises safety is a shared responsibility among the employees, customers, 

stakeholders and strategic partners. The safety management system effectively 

ensures adherence to policies and regulations and that all departments throughout 

the airport follow the same processing and reporting procedures. In addition, 

the 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. 

Since revising its safety policy, Dubai Airports has identified key areas that 

can be modified to improve efficiency. Among them are the regulatory and 

control authorities, whose policies and investments with stakeholders can be 

aligned to mitigate any business risks. Establishing closer relations and working 

practices between these two disciplines also enhances their inspection and audit 

capabilities, while ensuring broader and simpler policy coverage. 

Safety and Security | 31

The implementation of effective 

recording and reporting systems 

has supported the hands-on 

professional workforce to improve 

health, safety, security and 

environmental service. In addition, 

the authority is tightening 

restricted zones throughout 

the airport, strengthening the 

capabilities of its ID centres, and 

improving security search and 

screening techniques. 

Introducing these new 

procedures and embedding 

HSSE into Dubai Airports’ 

work culture by delivering 

policies, standards, auditing 

and performance monitoring, 

ensures widespread safety and 

security for both employees and 

airport passengers. 

Environmental 

Management Plan 

In 2010, Dubai Airports also 

introduced an environmental 

management plan which dictates 

related policies and processes 

throughout the airports. A 

corporate social responsibility 

group has been introduced to 

32 | Safety and Security 

751 

audits 

conducted 

establish a programme that relies 

on airport stakeholders and Dubai 

residents creating green initiatives. 

The focus on eco-friendly practices 

is already underway with Dubai 

Airports working with Masdar – a 

renewable energy and sustainable 

development company based in Abu 

Dhabi. The collaboration is driven 

towards finding and establishing 

working practices that have little to 

no impact on the environment. 

As part of its eco-friendly 

approach, Dubai Airports is looking 

to reduce C02 emissions, introduce 

energy-saving technology such as 

power conserving light bulbs, and 

organise environmental awareness 

initiatives. Programmes such 

as ‘Earth Day’ where airport staff 

learn about protecting 

the environment. 

For security, safety and 

environmental measures, multistakeholder 

governance bodies 

and sub-committees have been 

put in place to ensure all actions 

are carried out. There are also 

safety and environmental review 

boards to monitor developments 

and initiatives in these 

respective fields. 

Safety Auditing 

A programme introduced to 

identify and develop practices 

within both airports’ operations, 

Dubai Airports’ safety auditing 

initiative is proving a successful 

venture. Departments such 

as Engineering Services and 

Terminal Operations have taken 

the lead by producing quality 

reports into their respective 

safety procedures, with 

managers from each completing 

at least one audit per month. 

In the rolling year starting 

in February 2010, some 751 

audits were completed, helping 

identify any areas that needed 

developing to ensure the highest 

safety levels throughout 

the airports. 

In line with this approach, Dubai 

Airports has introduced key 

personnel to oversee health, 

safety and environmental 

practices. A manager is assigned 

to each area to introduce policies 

for the hubs, to make sure 

regulations set by the GCAA are 

met and to carry out audits. 

Other initiatives falling under the 

audit programme remit include 

mandatory safety and security 

programmes for employees, 

carried out via e-learning on a 

yearly basis. These cover several 

topics, such as medical and 

general airport safety. To enhance 

medical awareness, Dubai Airports 

is training staff on how to use 

defibrillators, electrical impulse 

generators used to resuscitate 

people who suffer a cardiac arrest. 

This is to ensure all employees 

are aware of how to use the 

equipment prior to receiving 

several defibrillators in 2011. 

With such stringent health, 

safety and security practices in 

place, Dubai Airports has shown 

its dedication to providing a 

comfortable, safe environment for 

travellers. This has been achieved 

by going above and beyond the 

GCAA legislation that governs 

safety and security measures in 

the emirate’s airports. 

Dubai Airport’s focus on the 

environment and safety auditing 

is also paying dividends, with staff 

training initiatives and training 

days in place to raise awareness 

of these extremely important 

issues. The organisation will 

continue to dedicate all of its 

energy to these areas – much to 

the benefit of passengers and 

employees alike.

34 | Revenue and Value

Non-Aeronautical Revenue 

4% 

Aeronautical Revenue 

17% 


Revenue and Value 

Dubai Airports’ had a solid financial year propelled by rising passenger 

numbers, additional aircraft movements and robust cost control measures. 

In total, the company’s non-aeronautical revenue increased by 4% from 2009, 

while its aeronautical revenue increased by 17%. The total revenue increase at 

Dubai Airports from operations in 2010 was 10%, exceeding the target by 2%. 

Increasing the contribution of non-aeronautical revenue streams to the bottom line 

is a fundamental focus of Dubai Airports’ commercial strategy. Revenues help fund 

airport development, keep service levels high and allow the company to offer airlines 

competitive rates. Attractive aeronautical charges, combined with a liberal Open Skies 

policy and Dubai’s attractiveness as a centre for commerce and tourism, are compelling 

reasons why over 150 airlines and 47 million passengers chose to fly into Dubai 

International in 2010. 

Dubai Airports’ Commercial unit is tasked with optimising non-aeronautical revenue at 

Dubai International and Dubai World Central. The primary success indicator is financial 

performance underpinned with disciplined governance. 

The unit’s brief is all-encompassing and diverse, and oversees the selection and/or 

supervision of frontline retail services, property leasing, advertising, food and beverage, 

hotels and lounges, and car parks. As well as such traditional revenue channels, 

Dubai Airports is engaged in innovative partnerships in order to maximise commercial 

opportunities and enhance service levels, in particular with stakeholders. 

The core commercial strategy is to generate long-term sustainable revenue from concepts 

and services that meet both customer expectations and key airport stakeholder requirements. 

This is an evolving strategy, and is aligned with rapidly changing passenger profiles and 

behaviour and increasing passenger volumes. 

A cornerstone of the Dubai Airports’ commercial success is to position world-class 

and trusted revenue-generating concepts in front of a global audience, delivered 

with local knowledge of the airport’s unique operating environment. 

A managed increase in non-aeronautical revenue is instrumental in delivering Dubai 

Airports continued development. Commercial growth will be derived from organic 

means — passenger-indexed and incremental — and the acquisition of airport space for 

commercial use. 

Property 

Dubai Airports’ wide property portfolio includes aviation and commercial tenants, and 

comprises terminal, airfield, and cargo territories. The organisation’s objective is to maximise 

commercial returns from the company’s property assets, and to ensure that a range of 

Revenue and Value | 35

36 | Revenue and Value 

processes, including Service Level 

Agreements, exist in order to build 

sustainable agreements with tenants. 

In 2010, some of the major 

achievements at Dubai 

International include the conclusion 

of a new lease with Emirates 

SkyCargo, which involves one 

million square feet of space, and 

a new lease for Fedex’s regional 

facility. Dubai World Central’s 

cargo building space was leased 

to Dnata’s operations, and a 

fuel concession agreement was 

successfully concluded with 

multiple operators. 

Retail Gains 

Throughout 2010, a steady 

upgrade of retail and food and 

beverage concepts took place, 

with resulting gains in revenue 

and service levels for passengers. 

The acquisition, or conversion, 

of terminal space for commercial 

purposes is part of an ongoing 

process, and is contributing to the 

development of retail revenues. 

Changes in the tendering and 

selection process have led to 

a rise in quality standards, as 

well as progressive partnerships 

with commercial operators. The 

expansion of financial services 

like Travelex, Emirates NBD, and 

Al Ansari Exchange outlets, as 

well as new food concepts such 

as Café Nero, Pinkberry and 

O’Briens Sandwich Bar serve to 

broaden customer choice through 

established and trusted brands. 

The opening of Emporium in 

Concourse 2, a venture with 

Diageo, Moet Hennessy, Dubai 

Duty Free and Dubai International 

Hotels, has led to new possibilities 

for the convergence of luxury retail 

and consumption.

Concourse 3, which is currently 

under construction, presents a 

blank canvas for higher standards 

and new thinking, and Dubai 

Airports is targeting operators 

who will meet this opportunity 

to operate in the world’s first 

purpose-built A380 terminal. 

Advertising 

JC Decaux Dicon is the 

advertising concessionaire 

at Dubai International, and 

38 | Revenue and Value 

throughout 2010 a diversification 

programme, combined with 

an investment in new media 

sites, secured new investment 

at the airport. The year saw 

the successful conclusion of a 

major agreement with HSBC 

for branding of airbridges and 

airside shuttle buses. Major gains 

were also made with advertising 

opportunities for travel-retail 

consumer brands. In 2011, 

a branded smoking lounge 

programme will be rolled out 

across all terminals, as well 

as continued investment in 

digital platforms. 

Stakeholder 

Relationships 

By working in partnership 

with key stakeholders – e.g. 

Dubai Duty Free, Emirates 

Airline, and Dubai International 

Hotel – Dubai Airports’ has 

facilitated new opportunities 

to deliver relevant projects which 

have had a significant business 

impact. Approval to develop of a 

third catering facility for Emirates 

Flight Catering has been made 

possible through a carefully 

managed master plan process, 

Dubai Duty Free has partnered 

with Dubai Airports for new 

retail opportunities, and Dubai 

International Hotel continue to 

deliver exceptional service for the 

airport’s transit population.

40 | Special Report CSR


Special Report CSR 

Air transport is fundamental to the social and economic development 

and welfare of Dubai and the United Arab Emirates. As a vital and 

growing sector that contributes 28% of Dubai’s GDP and 19% of 

employment, aviation links local businesses to global markets and has 

powered the emirate’s emergence as a global centre for trade, commerce and 

tourism. Accordingly, aviation’s environmental and financial sustainability 

is crucial. 

As such, Dubai Airports strives to set a positive example by adopting a business 

model that effectively attracts and retains customers and employees, stimulates 

growth and enhances the standing and reputation of the sector, Dubai and the UAE 

through ethical and responsible actions that support the community, protect the 

environment and nurture a safe and productive workplace. 

Dubai Airports’ corporate social responsibility platform rests on five pillars, 

Community Service, Employee Care, Customer Service, Ethical Conduct and 

Environment & Sustainability. 

Community Involvement 

In the local community, Dubai Airports provides both direct and indirect support to 

a number of local foundations 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. 

In 2010, Dubai Airports continued its support for the Al Amal Camp for Children 

– a Sharjah City charity with a mission to help children with disabilities develop 

social skills and self-confidence, conducted an airport-wide blood donation drive 

and provided local schools with computer equipment. Dubai Airports 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 UAE National Day which celebrated this annual national milestone 

with colourful cultural displays and events to the delight of employees 

and passengers. 

In early 2011, the organisation continued its national development efforts by 

sending two Emirati employees on polar explorer Robert Swan’s expedition 

to Antarctica. Dubai Airports’ two ‘environmental ambassadors’ will conduct 

information sessions within the organisation and across the community to 

raise awareness about the importance of conservation and renewable energy. 

Additionally, Dubai Airports promoted local art and culture through the 

sponsorship of the Emirati stream in the internationally acclaimed Emirates 

Festival of Literature in February 2011. 

Special Report CSR | 41

42 | Special Report CSR 

Environmental 

Policies 

Dubai Airports is committed to 

the sustainable development of its 

airports to preserve the significant 

economic and social benefits air 

transport provides with minimal 

impact on the environment. There 

is clear scientific consensus that the 

generation of CO2 from human 

activities is contributing to global 

warming. The UN’s International 

Panel on Climate Change (IPCC) 

estimates that the aviation industry 

contributes 2% of total global 

CO2 emissions and 8% of global 

GDP. The vast majority of aviationrelated 

CO2 is caused by aircraft in 

flight. Airport activities represent 

only 0.1% to 0.2% of emissions. 

Dubai International is an efficient 

hub, whose two largest airlines, 

Emirates and flydubai, have 

young, fuel-efficient fleets 

featuring the latest aircraft 

technology. That, combined 

with its geocentric location that 

effectively reduces the number 

of required connecting flights, 

reduces associated emissions. 

Dubai Airports continually strives 

to mitigate its impact on the 

environment. As a member of 

the Airports Council International 

(ACI), Dubai Airports supports the 

ACI policy on climate change and 

industry targets for carbon-neutral 

growth by 2050. Additionally, 

activities to minimise environmental 

impact in the short and long term 

are being managed by a crossfunctional 

working group which 

sets goals, monitors performance 

on a number of areas including 

waste disposal, energy efficiency 

(electricity and fuel), noise and 

other potential contaminants. 

Dubai Airports’ Environment 

Management Plan and efforts 

target 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/ life animals/perishables. 

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 

which features: 

Energy efficient lighting 

control systems 

Use of occupation sensors 

Standby power systems make 

use of sealed DC batteries 

Elimination of diesel 

powered systems 

Use of non-hazardous 

refrigerant products 

Use of clean agent fire 

protection systems 

Filtering of kitchen waste and 

other areas 

The construction of Concourse 

3, Dubai World Central and 

additional facilities associated 

with Dubai Airports’ Strategic 

Plan 2020 will continue to 

incorporate designs, working 

in conjunction with developer 

Engineering Projects, 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 environmental impact. That 

includes the recycling of paper and 

plastic bottles. In 2010, efforts in 

this area were stepped up with the 

placement of additional collection 

bins across the property. Efforts 

to segregate hazardous and nonhazardous 

waste, the segregation 

of waste water and waste water 

testing also continue. 

Energy Efficiencies 

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 reducing energy and 

resource consumption as well as 

cutting costs. 

In 2010, Dubai Airports, led by 

its Engineering Services unit, 

continued its aggressive campaign 

to conserve water and reduce power 

consumption across the airport 

property. Actions included raising air 

conditioning control settings from 

21 to 24 degrees Celsius which 

maintains an acceptable level of 

comfort but significantly reduces 

power consumption. Electricity 

usage has been curtailed through 

the installation of manual and 

timer-operated switching schemes, 

replacement of normal lamps 

to energy-saving lamps and the 

commissioning of occupancy sensors 

in Terminal 1 food court, arrival area 

and airline offices. Further, water 

saving measures were implemented 

in restrooms across the property. 

Most recently, Dubai Airports 

joined the world to mark 

Earth Hour on March 26 by 

switching off all non-essential 

lights across Dubai International’s 

three terminals and at Dubai World 

Central for one hour starting 

2030hrs saving a total of 12,329 

KWH of energy at the two airports 

2010 Savings 

Electricity 13.1 m KWHr 

AED 4.34 m 

during the one hour event this 

year. During the Earth Hour, Dubai 

International’s demand for electricity 

dropped by 11 Megawatts from 80 

MW to 69 MW. 

In total these initiatives limited the 

airport’s environmental footprint 

and saved 13.13 million kilowatt 

hours (KWHs) worth AED 4.34 

million and 98.6 million gallons of 

water worth AED 3.94 million. 

Water 98.6 m Gallons 

AED 3.94 m 

The organisation’s engineering 

team will continue efforts in 2011 

in four areas. 

Convert to LED lamps for 

indoor and outdoor lighting 

Reduce water bills by using 

effluent water for chillers 

Reduce electricity bills 

by implementing Chiller 


Management Systems 

Save potable water by using 

treated water for irrigation in 

C2T3 areas 

Fuel Efficiency 

Dubai Airports has a goal to 

develop air traffic services, aircraft 

and ground operations which 

maintain safe, cost effective and 

environmentally sustainable air 

transport whilst 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 leading a project to optimise 

Special Report CSR | 45

the region’s airspace structure 

in conjunction with CANSO and 

civil aviation authorities across 

the Middle East. The initiative is 

in support of the UAE Declaration 

issued by Civil Air Navigation 

Services Organisation (CANSO) 

which proposes a joint Middle 

East Airspace Study to optimise 

46 | Special Report CSR 

the region’s airspace structure. 

Additionally, Dubai Airports SP2020 

delineates aggressive plans to 

leverage technology and optimise 

airspace capacity and efficiency. 

Additionally, Dubai Airports, 

in collaboration with the 

Collaborative Environment 

Gate hold policy 

saved 

6 million 

gallons of fuel and 

69,552 tonnes 

of CO2 

Management (CEM) partnership, 

supports airline fuel efficiency 

drives and Air Navigation Service 

Providers (ANSPs) airspace change 

requirements. Initiatives in 

progress include: 

The phase in of Performance 

Based Navigation (PBN) from 

2010 to 2015 to facilitate 

more efficient use of airspace 

and more flexibility of 

airspace design. 

Implementation of a next 

generation ATM system 

to pave the way for 

implementing environmental 

concepts and initiatives in air 

traffic management. 

Airspace Advisory Committee 

membership – development 

of collaborative 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. 

Another successful initiative 

which continues to yield 

substantive fuel and CO2 savings 

is the airport’s stand hold policy 

which limits the number of 

aircraft taxiing and queuing at 

the runway. The intention is to 

absorb delay time on the stand 

whilst the aircraft engines are 

shut down. This contributes to a 

fuel saving in addition to keeping 

the airfield free of congestion 

whilst providing an optimal 

flow to the runway. During 

2010 this policy generated an 

approximate 610,000 minutes 

of reduced engine run time and 

saved 6 million gallons of fuel 

and reduced CO2 emissions by 

69,552 tonnes. The organisation 

conservatively estimates saving 

an additional 6.5 million gallons 

of fuel and reduction of 75,348 

tonnes in CO2 emissions in 2011. 

Air Quality 

In 2010, Dubai Airports, in 

conjunction with the Dubai Civil 

Aviation Authority, implemented 

a policy that significantly reduced 

noise and emissions with the 

phase out of Chapter 1 and 2 

aircraft. The ban was effective 

from October 2010 in Dubai 

International and will begin 

in April 2012 in Dubai 

World Central.

48 | People

People 

In order to help Dubai Airports achieve its vision to be the world’s leading airport 

company, its Human Resources & Development team has two clear goals: 

to be the employer of choice in the UAE and to deliver ‘competent people 

thriving in a great place to work’. The past year has seen the HR team build this 

foundation with an aggressive strategy that resulted in the implementation of a 

broad number of people initiatives. 

The results of that strategy are already begining to show with Dubai Airports’ 

winning the Employer of the Year (AGCC) at the 3rd Annual HR Excellence 

Awards in May 2011. Dubai Airports’ CEO Paul Griffiths was declared the 

Preferred CEO of the Year at the same event. 

Any successful organisation is built on hard-working, dedicated and skilled 

staff, which Dubai Airports has in abundance. The company prides itself on 

hiring the best of the best, with each employee embodying Dubai Airports’ 

brand values, vision and mission. Every person in the company is responsible for 

maintaining these values when interacting with stakeholders, passengers and 

each other. 

A number of activities and programmes were delivered in 2010 that cement 

these principles and enhance Dubai Airports’ employee 

value proposition. 

Recruitment 

Getting the right people into the organisation is the first step. 


Dubai Airports’ recruitment supports the emergence of home-grown talent from 

across all cultures, with vacancies usually advertised externally only if no suitable 

candidates are found following an internal search. In this situation, vacancies are 

first advertised in the UAE, then regionally 

and internationally. 

In 2010, 55% of the vacancies at Dubai World Central were filled internally, 

putting Dubai Airports on course to reach its target of filling 80% of all positions 

from within the organisation by 2012. 

People | 49

Reward and Recognition 

In 2010, the HR&D unit developed 

and implemented a unified 

reward and recognition scheme 

that shows appreciation for the 

continued efforts and hard-work 

put in by staff. The aim of the 

programme is to improve employee 

engagement, inspire the workforce 

and raise morale to new heights. 

It will also help foster innovation, 

identify talent, promote a healthy 

workplace, maintain strong 

retention levels and encourage clear 

and open communications across 

all departments. 

The scheme is in place to 

motivate, recognise, and award 

employees who display exceptional 

50 | People 

competencies or identify 

organisational improvements while 

carrying out their daily duties. 

It is aligned to Dubai Airports’ 

pillars and values, which form the 

basis for all awards. This enables 

employees to ‘live the brand’ and 

understand how their initiative and 

achievements play a role in running 

one of the world’s busiest airports. 

The accolades linked to the scheme 

include the Mega Star Performer 

Award (MEGA), Star Performer 

Award (SPA), and Shooting Star 

Award Dubai (SSAD), all of which 

recognise outstanding achievement 

and dedication displayed by 

particular staff members. The 

SPA is awarded on a quarterly 

basis, while MEGA is given out 

once every year to an exceptional 

person of high standing who 

proves invaluable to the team by 

displaying complete dedication 

to their role. The reward and 

recognition scheme also carries 

the Government Excellence 

Program and Employee 

Suggestion Scheme. 

Established to give employees a 

platform to offer constructive ideas 

for developing Dubai Airports, the 

Employment Suggestion Scheme 

is making positive changes across 

several areas. With employees’ 

help, the scheme will help further 

improve health, safety and 

security; customer service and 

business development; operations 

and policies and training initiatives 

and knowledge sharing. 

Employees recognised for their 

sterling efforts are awarded 

credits, which can be swapped for 

gift vouchers of varying amounts. 

All initiatives and programmes 

under the reward and recognition 

scheme are communicated to 

staff via their line managers, 

internal communications such as 

newsletters and intranet sites and 

advertisements, and campaigns 

and competitions.

Learning and Development 

Dubai Airports is 

committed to nurturing 

its staff across the 

organisation, helping 

develop and educate 

them through a series of 

training initiatives. 

Additional training was highlighted 

as a key area for development in 

the 2009 Employee Survey, where 

staff were asked what could be 

changed or modified to help them 

achieve their business objectives. 

In response, Dubai Airports 

Learning & Development team 

has introduced a wide variety of 

additional training courses 

to support employee 

ongoing development. 

All employees are on a continuous 

journey whether in their personal or 

professional lives and Dubai Airports 

is trying to facilitate that journey. To 

that end, the organisation’s ’I AM’ 

initiative closely links learning to 

employee pride and empowerment 

and serves as a compelling common 

theme which is used throughout all 

available courses. 

Launched in 2010, training 

covers four specific areas – 

leadership, service, talent and 

business critical/technical skills. 

Together, they help boost 

Dubai Airports’ ability to meet 

increasingly challenging business 

targets as the company strives to 

deliver more to its people and to 

airport passengers. 

To support the new training push, 

L&D is making use of best practice 

1400 attended My Airport, Our Journey 

269 attended e–Learning 

training techniques to create 

an exciting environment in the 

training halls. Airport Management 

Programme Level 1 was one 

such course introduced, helping 

employees develop their supervisory 

skills. The course utilises relevant 

case studies, enabling participants 

to become increasingly familiar with 

their roles and responsibilities when 

managing staff. 

A unique training intervention 

launched in 2010 by Dubai 

Airports’ Service Development 

unit, is the ‘My Airport, Our 

Journey’ programme which 

AMP Level –1 860 attendees 

Qaa’ed graduates –15 

Taly graduates – 9 

engages every single staff 

member on the organisation’s 

brand journey. The course 

effectively demonstrates that 

each employee can bring the 

brand to life by upholding our 

values and by demonstrating 

pride, ambition, caring, energy 

and reliability in our day to day 

roles. The training program brings 

together representing different 

departments, job roles, and 

grades. Ultimately the course 

is designed to improve service 

standards and enusre employees 

deliver world class service to all 

customers and partners when 

Qaa’ed and Taly help prepare leaders for tomorrow 


performing their daily duties. A 

derivative of this program will be 

rolled out to multi-stakeholders by 

end of 2011. 

The department will continue with 

its impressive slate of leadership 

development courses, such as 

TALY and Qaa’ed, and establish 

new ones, like Danaat, to build 

leadership skills across all employee 

grade levels within the airport. 

Specialty training is another 

integral facet of L&D, emphasising 

the importance of safety and 

security with some very specific, 

technical training courses. 

People | 53

Employee Events 

Happy Employees = Happy Customers 

Dubai Airports 

understands that it 

needs to go above and 

beyond in delivering to 

its employees to accomplish its 

goal of being the employer of 

choice. The Employee Relations 

team continues to find alternative 

ways to deliver added value to 

each Dubai Airports employee 

through events, awareness 

seminars and special offers. 

Events are scheduled on a monthly 

basis and range from football, 

cricket, bowling, and a sports day 

that features different sporting 

events. The Employee Relations 

team also delivers discounts and 

54 | People 

benefits that employees can take 

advantage of in the community. 

An employee discount booklet that 

features more than 200 companies 

is given to each employee; a 

partnership with BMW Middle 

East provides each employee 

a discount on any vehicle and 

most recently Dubai Airports has 

partnered with one of the leading 

telecommunications companies in 

the region to provide special rates 

and offers for mobile users. 

Health Awareness is another 

added value that employees 

can take advantage of to help 

promote a healthy lifestyle both 

professionally and personally. 

Throughout the year there are 

dedicated health awareness 

events for all staff to attend. 

As an organisation Dubai 

Airports understands that 

providing its people with 

added value and creating 

a family atmosphere is an 

integral part to having an 

environment that employees 

look forward to being a part 

of. Establishing itself as a 

company that manages the 

world’s leading airports and 

putting its imprint on the 

aviation industry begins and 

ends with the people of 

Dubai Airports.

National Identity 

UAE Nationals are playing 

an increasingly influential 

role in the success of 

Dubai Airports. According 

to 2010 staff statistics; since 

2008, 116 UAE nationals have 

taken up management or senior 

management level positions. Of the 

18 Dubai Airports executive level 

employees, ten are Emirati. Overall, 

39% of all employees in supervisory 

and management grades are UAE 

Nationals, in line with the 40% 

target set by the Dubai government, 

while 24% of the total employee 

base comprises locals – a figure that 

exceeds the national average. 

“I endorse the approach we 

are taking by focusing on the 

development of UAE Nationals at 

the management level to ensure a 

strong pipeline of talent is available 

to become our leaders of the 

future. I am equally pleased with the 

progress to date,” said HH Sheikh 

Ahmed Bin Saeed Al Maktoum, 

Chairman of Dubai Airports. 

Training, development and 

recruitment policies and programmes, 

such as TALY and Qaa’ed, have played 

a crucial role in creating a committed, 

efficient workforce. They have 

also helped identify qualified UAE 

Nationals for valuable training slots. 


Most recently, Dubai Airports 

entered a partnership with 

human resource specialists 

TANMIA (The National Human 

Resource Developement and 

Employment Authority) to recruit 

and train UAE Nationals for 

roles in the Dubai Airports Fire 

& Rescue Service at both Dubai 

International and Dubai World 

Central, which should boost 

numbers further. 

Training, development and recruitment policies and programmes, such as TALY and 

Qaa’ed, have played a crucial role in creating a committed, efficient workforce 

People | 57

58 | Process and Governance

Process and 

Governance 


Delivering lean, efficient and customer focused business 

processes and systems is fundamental to success in the 

diverse and complex airport environment 

With that objective in mind, Dubai Airports’ Group Services division made 

significant progress in the implementation of standards and systems that 

boosted overall efficiency, accuracy and quality while cutting costs across 

the organisation via its multiple units: assurance, finance, information 

communication technology, purchasing and risk management. 

Assurance 

The Assurance unit ensures regulatory requirements are identified and complied with, 

efficient and lean business processes are in place, operating procedures are documented, 

and an effective mechanism is in place to ensure continuous improvement while assessing 

compliance, driving efficiency, contingency planning, and benchmarking with leading 

practices. In 2010 the team worked closely with all business units documenting the endto-end 

process flows to evaluate resources, boost efficiency and help mitigate risks. The 

unit also helped steer the company successfully through the Dubai Government Excellence 

Programme. (see results next page). 

Process and Governance | 59

In 2010 Dubai Airports documented the end-to-end process flows to evaluate 

resources, boost efficiency and help mitigate risks 

60 | Process and Governance 

Dubai Government Excellence Programme 

(DGEP) Results 2010 

As part of Dubai’s efforts to create a sound working environment, 

excellent investment conditions, support the private sector and 

promote entrepreneurship, HH Sheikh Mohammed Bin Rashid Al 

Maktoum, UAE Vice President and Prime Minister, and Ruler of 

Dubai, established the Dubai Government Excellence Programme 

to develop the Government sector and improve its performance 

through moral incentives, motivational working environment, 

constructive cooperation and positive competition. Dubai Airports 

fared well in the 2010 competition. 

Employee Categories 

Distinguished Government Employee 

Jamal Zaal 

Creative Employee 

Tariq Siddique 

Unsung Heroes 

Hameed Kandy and Sheikh Alaudin 

Corporate Categories 

Customer Satisfaction: Dubai Airports scored 83.4% a marked 

improvement from the 79% score recorded in 2009. As a result 

of this score, Dubai Airports ranked 10th out of 21 government 

departments compared to 20th out of 21 in 2009. 

Employee Satisfaction: Dubai Airports scored 72.8% in 2010 

compared in to 70.9% in the previous year. The organisation is 

now ranked 13th. 

Distinguished Joint Project: Dubai Airports was also recognised 

in this category joining Dubai Police, Immigration, Customs, 

Engineering Projects and Department of Health as part of the 

winning team for the joint project “ORAT” submitted by Dubai 

Aviation City Corporation.

Finance 

In 2010, Dubai Airports 

established tight budgetary 

controls on expenditures and 

enhanced its efficiency by 

automation to reduce man-hours. 

Through impressive technology 

development and implementation, 

Dubai Airports, supported by its 

Finance team, beat its original costreduction 

targets and exceeded 

financial targets for the year across 

both its aeronautical and nonaeronautical 

streams. 

In total, Dubai Airports’ nonaeronautical 

revenue increased 

by 4% from 2009, while its 

aeronautical revenue increased by 

17%. The total revenue increase at 

Dubai Airports from operations in 

2010 was 10% from previous year, 

exceeding the target by 2%. 

In the non-aeronautical revenue 

stream, high demand for rental 

spaces across the airport property 

led to higher occupancy and revenue 

increase. As a result there is now a 

waiting list as the airports experience 

a strong demand for rental spaces. 

With stringent cost control 

measures, Dubai Airport was able 

to achieve an overall cost saving of 

15% from the already conservative 

targets set for the year and was still 

able to surpass its revenue targets. 

Additionally, the integration of 

budget tools with other operational 

New systems, 

combined with 

increased traffic, 

have helped 

overall revenues 

10% 

from the previous 

year. 


and financial systems increased 

control and facilitated more 

accurate and timely planning 

and reporting. A new monthly 

accounts closing system, 

established in order to monitor 

monthly profit and loss, was put 

in place in 2010, and segment 

reports showing revenue from the 

different business activities in the 

airports were introduced. 

New systems, combined with 

increased traffic, have helped 

overall revenues increase by 10% 

from the previous year linked to 

increased passenger movements, 

aircraft movements and cargo 

traffic, the trend is expected to 

continue in 2011. 


Information Communication Technology 

The revolutionary impact 

from technology has 

resulted in heightened 

customer expectations 

on the overall performance of all 

government departments. With 

e-Government, it is now almost 

an accepted norm for customers 

to expect easy and expeditious 

access to information and services 

anytime anywhere. 

To meet these expectations, 

Dubai Airports Information 

Communication Technology 

(ICT) unit was actively engaged 

in developing, launching and 

refining systems across the 

operations of Dubai Airports 

to enhance productivity and 

improve service delivery. Major 

projects included: 


Launching the “TETRA 

Enhanced Data Service” 

(TEDS) which enables users to 

receive two services: live flight 

information upon request, and 

auto broadcast updates of 

particular flight information or 

schedules to registered users of 

a group. 

Integrating the SITA Type 

B Messaging Service – a 

message switching service 

which enables Dubai Airports 

to exchange electronic 

messages with its business 

partners worldwide through 

one connection. The service 

facilitates the fast and easy 

exchange of documents 

that are critical to the 

efficient running of functions 

such as flight operations, 

passenger service and 

aircraft maintenance. 

Launching a new Mini Airport 

Operation System (Mini 

AOS System), an in-house 

operation system to manage 

the cargo operation in 

terms of Flight Information 

Management Services, and 

other critical functions. 

Upgrading Flight Information 

Display Systems in all 

terminals, and separately 

introducing Najm, the new 

corporate wireless service for 

Dubai Airports staff, which 

uses the latest standards 

to ensure security while 

accessing 

the network. 

Working closely with the 

Procurement and Risk 

27% 

procurement 

steps 

69% 

days to deliver 

Management units, ICT 

developed an improved 

technology procurement 

process to reduce time and 

enhance service through 

process management and 

technology. As a result, it 

achieved a 27% reduction in 

number of steps required in 

the procurement process and a 

69% reduction on number of 

days taken to deliver. 

In 2011, Dubai Airports will 

continue to review and improve 

its information technology 

processes and service delivery 

mechanism, and focus on delivering 

a holistic ICT master plan that 

will be formulated after careful 

consideration of the total spectrum 

of the Strategic Plan 2020.

Procurement 


Efficient procurement is 

vital to safeguard quality 

and control costs. In 

2010, Dubai Airports’ 

Procurement unit implemented 

dramatic changes which 

effectively transformed its role 

from dealmaker to strategic 

partnership manager, focusing on 

establishing collaborative working 

relationships with key suppliers 

leading to generate significant 

cost and lead-time savings. 

Compared to 2009, the number 

of purchase orders rose 19%, 

contracts increased 110% and 16 

tenders were floated with local 

and international companies. 

Notably, the organisation also 

secured significant cost reductions 

in five different types of insurance. 

These results have not gone 

unnoticed. In 2010, Dubai 

Airports’ was recognised by 

Tijari.com as having one of the 

best purchasing sections among 

Dubai government departments. 

The organisation received yet 

another award from the same 

establishment, for purchasing 

items from member companies 

of the Sheikh Mohammed 

Establishment (SME). Effective 

supplier management requires 

timely and accurate information to 

keep the purchase-to-delivery cycle 

short, make orders easy to track 

and contract compliance simple to 

verify. In 2011, Dubai Airports will 

strive to streamline its procurement 

processes and integrate its systems 

to ensure efficiency and effective 

customer service delivery. 

Dubai Airports won awards from 

Tijari.com as having one of the best 

purchasing sections in Dubai government

Risk Management 

Introduced in January 

2010, Dubai Airports Risk 

Management unit defines 

the overall risk management 

framework for the airport; helps 

internal departments determine 

how to mitigate and measure 

business risks; and compiles and 

consolidates unit risk registers 

and reports material changes 

to Dubai Airports’ risk profile to 

senior management. The goal 

is to instill a risk management 

culture within the organisation to 

increase preparedness and identify 

opportunities to improve quality, 

generate revenues or cut costs. 

In 2010, Dubai Airports took 

significant steps forward through 

the issuance of a Risk Management 

Policy and Manual and the 

delivery of risk management 

workshops and training, including 

induction courses. 



68 | Fact File 

Fact File 2011 

LOCATION, INDICATOR AND NAME 

OMDB – Dubai International 

REFERENCE POINT 

25° 15’ 10” N; 55° 21’ 52” E 

SITE 

Mid-point of runway 12R/30L, on CL 

DISTANCE AND DIRECTION FROM CITY 

2.5 nautical miles east of Dubai 

ELEVATION 

59 feet 

REFERENCE TEMPERATURE 

41°C 

MAGNETIC VARIATION 

1.3°E (2000) 

REGULATORY AUTHORITY 

Dubai Civil Aviation Authority 

Government of Dubai 

P. O. Box 49888 

Dubai. United Arab Emirates 

Tel. - 00971 4 2162009 

Fax – 00971 4 2244502 

AFS – OMDBYAYX 

SITA – DXBAPYF 

Email – dcaa@dcaa.gov.ae 

Website – www.dcaa.gov.ae 

ADMINISTRATIVE AUTHORITY 

Dubai Airports, PO Box 2525 

Dubai, United Arab Emirates 

TYPES OF TRAFFIC PERMITTED 

IFR.VFR 

SEASONAL ABILITY 

All seasons 

CLEARING 

Nil requirement 

CARGO HANDLING FACILITIES 

Complete semi-automatic facilities 

LOCATION AND ELEVATION OF 

ALTIMETER CHECK LOCATIONS 

Middle of main apron: 10 feet 

Main pad on freight apron: 9 feet 

LOCATION OF VOR AND INS POINTS 

Check locations are depicted on 

aerodrome chart 

OPERATIONAL HOURS 

Aerodrome administration 24 hours 

Customs and Immigration 24 hours 

Health and sanitation 24 hours 

AIS briefing office 24 hours 

ATS reporting office 24 hours 

MET briefing office 24 hours 

Air traffic services 24 hours 

Fuelling 24 hours 

Handling 24 hours 

Security 24 hours 

FUEL GRADES 

Jet A1, AVGAS 100LL 

OIL GRADES 

BP and Caltex – D120; Shell and Emojet 

– all grades except 100 and 120 

FUELLING COMPANIES 

Enoc, Eppco, Emarat, Shell, AirBP 

FUELLING FACILITIES 

Hydrants available on bays A11-A13, 

B1-B13, C1-C17, E1-E10, F1-F14, 

Airshow apron Browser elsewhere 

DE-ICING FACILITIES 

Nil requirement 

HANGAR SPACE AVAILABLE 

FOR VISITING AIRCRAFT 

Nil 

REPAIR FACILITIES FOR 

VISITING AIRCRAFT 

Emirates Airline by arrangement 

FIRE-FIGHTING SERVICES 

Category required: CAT9; available: CAT 10. 

Trained personnel: 149 

RESCUE EQUIPMENT 

To ICAO requirements for category 

REMOVAL OF DISABLED AIRCRAFT 

By arrangement

70 | World Map


World Map | 71

Destinaions Served 

Destinaions Served 

ALEXANDRIA BORGALRAB 

FARNBOROUGH 

ABADAN, IRAN 

ABHA, SAUDI ARABIA 

ABIDJAN 

ABU DHABI 

ACCRA, GHANA 

ADDIS ABABA, ETHIOPIA 

ADEN, YEMEN 

AHMEDABAD 

AHWAZ 

AL NAJAF INTL APT 

AL UDEID AB-QATAR 

ALEPPO 

ALEXANDRIA 

ALGIERS 

ALMATY, KAZAKHSTAN 

AMMAN 

AMRITSAR 

AMSTERDAM- SCHIPOL 

ANTANANARIVO 

ARAR 

ARLANDA 

ASALOUYEH -IRAN 

ASHKHABAD-TURKMENISTAN 

ASMARA 

ASSIUT EGYPT 

ATHENS 

ATLANTA HARTSFIELD, GEORGIA, USA 

AUCKLAND, NEW ZEALAND 

BAGHDAD 

BAGRAM AIR BASE-AFGHANISTAN 

BAHAWALPUR 

BAHRAIN 

BALAD,IRAQ 

BANDAR LENGEH 

BANDAR SERI BAGHWAN 

BANDERABBAS 

BANGKOK 

BASRAH INTL AIRPORT 

BEIRUT 

BELGRADE 

BENGALURU/BANGALORE 

BENINA INTL AIRPORT -BENGHAZI 

BERBERA 

BIRMINGHAM, UK 

BISHKEK- Kyrgyzstan 

BOMBAY/MUMBAI 

BRISBANE 

BRUSSELS 

BUSHEHR 

CAIRO 

CAMP BASTION AIRFIELD 

(AFGHANISTAN) 

CAPE TOWN 

CASABLANCA -MOHAMMED V 

CHAHBAHAR 

CHENNAI/MADRAS 

CHITTAGONG 

CHRISTCHRUCH 

COLOGNE 

COLOMBO 

DAKAR-SENEGAL 

DAMASCUS 

DAMMAM 

DAR ES SALAAM 

DELHI 

DERA GHAZI KHAN 

DHAKA 

72 | World Map 

DJIBOUTI 

DOHA 

DON MUANG INTL APT 

DURBAN 

DUSHANBE 

DUSSELDORF 

EKATERINBURG-RUSSIAN 

FEDERATION 

ELDORET 

ENTEBBE 

EREVAN 

FAISALABAD 

FRANKFURT 

FRANKFURT HAHN 

FUJEIRAH 

GASSIN 

GENEVA 

GHESHM 

GHURAF 

GLASGOW INTL AIRPORT 

GOA 

GOTHENBURG 

GUANGZHOU 

GUARULHOS, SAO PAULO 

HAMBURG 

HARGEISA 

HEYDAR ALIYEV INTL APT 

HONGKONG 

HOUSTON 

HURGHADA 

HYDERABAD 

IMAM KHOMEINI 

IRBIL - ECHO BAY AIRPORT -IRAQ 

ISFAHAN 

ISLAMABAD 

ISTANBUL 

JAIPUR 

JAKARTA 

JEDDAH 

JOHANNESBURG 

KABUL 

KANDAHAR 

KANSAI 

KARACHI - JINNAH INTL APT 

KARAJ, PAYAM AIRPORT 

KATHMANDU 

KATOWICE POLAND 

KERMANSHAH IRAN 

KHARTOUM 

KIEV BORISPOL 

KIGALI 

KISH ISLAND 

KOCHI/COCHIN 

KOLKATA/CALCUTTA 

KOZHIKODE/CALICUT AIRPORT 

KUALA LUMPUR 

KUNMING 

KUWAIT 

LAGOS 

LAHORE 

LAMERD 

LAR 

LARNACA 

LATAKIA SYRIA 

LEIPZIG -GERMANY 

LIEGE BELGIUM 

LILONGWE 

LONDON GATWICK 

LONDON HEATHROW 

LORIENT-FRANCE 

LOS ANGELES 

LUANDA 

LUCKNOW 

LUXEMBOURG 

LUXOR 

MADRID -SPAIN 

MALDIVES 

MALTA 

MANCHESTER INTL AIRPORT 

MANGALORE 

MANILA 

MASHAD 

MAURITIUS 

MEDINA 

MEHRABAD INTL APT 

MELBOURNE 

MEMPHIS 

MILAN 

MOGADISHU 

MOMBASA 

MOSCOW-DME 

MOSUL -IQ 

MULTAN 

MUNICH 

MUSCAT 

NAIROBI 

NALCHIK -RUSSIAN 

FEDERATION 

NARITHA AIRPORT 

NAVOI, UZBEKISTAN 

NEW YORK 

NEWCASTLE UK 

NICE 

OSH -KYRGYZSTAN 

OTOPENI 

PARIS 

PEKING-CHINA 

PERTH -AUSTRALIA 

PESHAWAR 

PORT SUDAN 

PRAGUE 

PUNE/POONA 

QUETTA 

RAS AL KHAIMAH 

RIYADH 

RIYAN MUKALLA 

ROME 

SABIHA GOKCEN INTL APT (TURKEY) 

SALALAH 

SAMARA 

SAN FRANCISCO 

SANA'A 

SEOUL 

SEYCHELLES 

SHANGHAI 

SHARJAH 

SHENZHEN 

SHEREMETYEVO MOSCOW 

SHIRAZ 

SIALKOT 

SINGAPORE 

SOHAG 

SULAIMANIYAH INTL AIRPORT 

SYDNEY 

SYLHET 

TABRIZ 

TAIPEI-TAIWAN 

TASHKENT 

TBILISI 

TEGEL BERLIN 

THIRUVANANTHAPURAM/ 

TRIVANDRUM 

TIENTSIN, CHINA 

TIRUCHIRAPALLI 

TORONTO 

TRIPOLI 

TSELINOGRAD 

TUNIS 

VENICE 

VIENNA 

WARSAW 

WASHINGTON DULLES INTL 

YANBU 

ZAHEDAN 

ZARAGOZA 

ZURICH

Terminal 1 

Terminal 2 

Terminal 3 

74 | Terminal Map Maps 

EMIRATES FLIGHT ONLY 

Gate 103 

Gate 101 

Gate 105 

Gate 102 

Terminal Maps 

Gate 104 

Gate 107 

Gate 101-160 

23 mins to last gate 

Gate 106 

Gate 211 

Gate 109 

Gate 108 

Gate 111 

Gate 110 

Departure Public Hall Departure Public Hall 

Gate 212 

Gate 204 

Gate 213 

Gate 203 

Gate 214 

Gate 112 

Gate 113 

Gate 202 

Gate 215 

Gate 114 

Gate 1 

Gate 115 

Escalators to lower leve 

VVIP Lounge 

Gate 2 

Gate 201 

Gate 216 

Gate 3

Gate 117 

wer level DDF 

Gate 116 

Gate 4 

Gate 232 

Gate 217 

Gate 118 

Gate 119 

Gate 5 

Gate 231 

Gate 218 

Level 4 – Emirates Lounges 

Level 5-6 – Hotel 

Gate 120 

Gate 121 

Food Court Female Toilets Customer Services 

Dubai Duty Free 

Cafe 

Lounges 

Gate 123 

Air France 

Lounge Business Class Lounge 

Gulf Air Lounge 

Gate 6 

First Class Lounge 

Gate 230 

Gate 219 

Gate 229 

Gate 220 

Irish 

Pub 

Gate 124 

Male Toilets 

Female Prayer Room 

Male Prayer Room 

Medical Assistance 

Gate 228 

Gate 221 

Gate 125 

Star Alliance 

Lounge 

Escalator 

Travelator 

Money Exchange 

Public Telephone 

Food Court Female Toilets Showers Customer Services 

Dubai Duty Free 

Male Toilets 

Escalator 

Money Exchange 

Pharmacy 

Female Prayer Room 

Travelator 

ATM 


Male Prayer Room 

Information 

Public Telephone 

Gate 126 

Gate 222 

Gate 227 

Gate 223 

Gate 127 

Gate 128 

Gate 226 

Gate 225 

Gate 224 


Terminal Maps Map | 75

B 

baggage 

• Storage 

Store your bag, explore Dubai 

freely and return to pick it up 

when you are ready Dhs20 per 

bag / Dhs25 per oversized bag for 

12 hours t3 a 

• Additional Allowance 

Can be purchased online/at airport 

t3 c 

• Delayed/Damaged 

Assistance available at Baggage 

Services t1 a , t2 a & t3 bc 

banks 

Emirates NBD t1 d , t2 d & t3 d 

Noor Islamic Bank t3 d 

buggies 

Free rides for passengers who need 

assistance 

– After Immigration t1 d 

– Before Immigration t1 a 

bulk purchases 

Dedicated desk at Dubai Duty Free 

t2 d 

business Facilities 

• 

• 

atms 

Connect Business Centre 

Dubai International Hotel t1 

Business Centre 

– Airport Hotel t3 

– Business Class Lounge 

t3 l 

76 | A – Z Service Directory 

Major international and regional 

banks represented t1 t2 t3 

– First Class Lounge t3 l 

C 

D 

E 

A-Z Service Directory 

• 

Conference Rooms 



t3 l 


car rental 

Over 15 leading companies 

including Avis, Hertz and Europcar 

t1 a , t2 a & t3 Car Park 

children’s play area 

– Business Class Lounge t3 l 


courier 

24-hour DHL Service Point offering 

domestic and international shipping 

Dubai Duty Free t1 d 

currency exchange 

24-hour facilities t1 t2 t3 

dubai duty Free 

Discover the world’s single largest 

duty-free shopping destination. The 

award-winning retailer features a 

wide selection of leading brands 

in electronics, fashion, jewellery, 

cosmetics, perfumes and more t1 

t2 t3 

egate card 

Frequent travellers can accelerate 

immigration formalities with a 

smart card. For instant access, UAE 

residents can register at the Dept. 

of Naturalisation & Residency Dubai 

office. Each card is Dhs200 and valid 

for two years t1 d , t2 d & t3 d 

etisalat payment machines 

Accepts payments for Etisalat 

telephone, TV and Internet service 

bills 

t1 d 

etisalat outlet 

A 24-hour service booth that 

F 

H 

provides services such as prepaid 

SIM cards, 

paying fixed lines, postpaid GSM 

mobile or Internet bills, recharging 

credit and annual renewal. 

– Baggage claim area t1 a 

– Besides Customs t3 a 

Food & beverages 

• 

• 

• 

• 

Food Court (Regional & 

international fast food outlets) 

t1 t2 t3 

Bars 

t1 t3 

Cafes (Regional & 

international coffeehouses) 

t1 t2 t3 

Restaurants (specialty & fine 

dining) 

t1 t3 

health clubs & spas 

• 

• 

G-Force Health Clubs 

Open to all passengers / hourly 

rates apply 

– Gymnasium 

– Swimming pool & shower stalls 

– Jacuzzi, steam room and 

sauna for ladies & gents 

– Massage services 


Airport Hotel T3 t3 

Timeless Spa 



t3 l 


hotels 

Two hotels offer travellers a 

wealth of amenities and are 

located within the airport. 

Facilities include rooms & 

suites (available hourly/nightly), 

conference rooms, a business 

centre, a health club, bars, 

restaurants and Timeless Spa. 

Dubai International Hotel t1 a 

Airport Hotel t3 Level 5 

I 

L 

M 

inFormation desks 

• Dubai Airport t1 t2 t3 

• Dubai Duty Free t1 t2 t3 

• 

• 

Baggage Services 

Tourist 

t1 a and t3 bc 

• Special Needs t1 d 

t1 a and t3 bc 

• Unaccompanied Minors t3 c 

• Emirates Customer Service t3 bc 

• Arabian Adventures t3 bc 

• Emirates Arrivals t3 bc 

• Skywards t3 l 

internet 

• 

Connect Business Centre 


• Near Gate 108 and Gate 123 t1 d 

• Business Centre 



lost & Found 

lounges 

t1 d 

• British Airways Gate 122 t1 d 

• Gulf Air Gate 120 t1 d 

• Star Alliance Gate 126 t1 d 

• 

• 

• 

• 

Other airlines 

– Business Class Gate 108 t1 d 

– First Class Gate 114 t1 d 

Quiet Lounge 

Near Gates 109 and 123 t1 d 

Special Needs & Unaccompanied 

Minors Lounge 

Near Gates 109 and 122 t1 d 

Marhaba Lounge 


– First/Business Class Check-in t3 c 

• VIP Lounge t3 l 

medical 

• 

• 

24-hour fully equipped medical centre 

Between Gate 120 and 124 t1 d 


t3 c & t3 d 

metro 

• 

Two stations offer access

P 

Q 

R 

• 

to the airport t1 t3 

Emirates self-service check-in 

kiosks are located at selected 

metro stations: 

– Mall of the Emirates 

– Burj Khalifa/Dubai Mall 

– Financial Centre 

parking 

• Car Park A 

Short-term – hourly charges apply 

t1 t2 

• Car Park B 

Long-term – Dhs100/day t1 t2 

• 

Car Park 

Short-term – hourly charges apply 

Long-term – Dhs480/day t3 

post oFFice 

24-hour facility 

Near Gate 118 t1 d 

prayer rooms 

Separate facilities for men and 

women 

t1 t2 t3 

public telephones 

t1 t2 t3 

Quiet lounge 

Free of charge / reclining chairs 

available 

– Near Gates 109 and 123 t1 d 


t3 l 


recharging Facilities 

For laptops and mobile phones 

t1 t2 t3 

reservations 

Book hotel/tour packages at 

Central Reservations Centre 

t1 a & t3 bc 

S 

T 

shoe shine service 




showers 




skytrain 

47-person capacity elevators that 

connect concourse with terminal 

t3 d & t3 a 

smoking rooms 

• 

Near Gates 109, 110, 111, 120 

and 121 t1 d 

special needs 

• 

• 

Dedicated lounges and assistance 

– t1 a 

– Near Gates 109 t1 d 

– Near Gate 205 t3 d 

Dedicated rooms at the Dubai 

International Hotel t1 d 

• Porter assistance t1 t2 t3 

• 

• 

• 

• 

• 

24-hour wheelchair-accessible 

transport to and from Dubai Airport 

t1 t2 t3 

Free parking and valet parking for 

disabled parking permit holders 

24-hour wheelchair provision 

and assistance 

Extra baggage allowance 

Buggy rides for transport within 

terminals 

strollers t3 c & t3 a 

telecom 

• 

• 

Du 

Etisalat 

t1 a , t2 a & t3 a 

t1 a , t1 bc & t3 a 

themed seating areas 

Arabian, Mughal and 

Asian-inspired decor 

First Class Lounge t3 l 

T1 terminal 1 T2 terminal 2 T3 terminal 3 D departures A arrivals C check-in BC baggage claim L lounges 

U 

V 

tourist assistance 

• 

• 

Tourist Information Desk 

t3 bc 

24-hour service is provided by 

Dubai Department of Tourism 

and Commerce Marketing office 

t3 a 

+971 4 282 1111/224 5252 

www.dubaitourism.ae 

transportation 

• 24-hour metered taxis 

Fares start at Dhs25 

• Ladies taxis available from 6am 

to 2am Fares start at Dhs25 

• Airport shuttle bus runs between 

t1 & t3 

• City bus service stops outside 

each terminal 

• Airport buses serve over 80 

hotels and furnished apartments 

in the city centre 

• Emirates Transit Passenger Hotel 

Transport (marked Emirates 

Customer Service) t3 a 

tv areas 


t3 l 

– First Class Lounge 

t3 l 

unaccompanied minors 

(ages 5-12) 

• Dedicated lounges and 

assistance 

– t1 a 

• 

– Near Gates 109 

– t3 bc 

– Near Gate 209 

t1 d 

t3 d 

Personalised services are 

available upon request | 

+971 4 216 2016/2244 

valet parking 

Dhs20 for the first hour then Dhs7 

for every additional hour t1 t2 t3 

vip services 

Access to luxury lounges, food and 

beverages, fast track immigration 

W 

Zen gardens 

Two lush gardens, complete with 

fountains, create a soothing 

ambience to help you de-stress 

while travelling 

Between Gates 204 & 213 

and 228 & 221 d 


clearance, porter services, business 

facilities, transport between/within 

terminals and more 

• Ahlan t1 

From Dhs100 per person 

+971 4 216 4196/220 0285 

ahlan@ahlan-dia.com 

• Marhaba t1 t2 t3 

From Dhs75 per person 

+971 4 224 5780/216 2630 

marhaba@marhabaservices. 

com 

• Al Majlis (VVIP) t1 t3 

From Dhs1,500 per person 

Exclusive services for affluent 

corporate/individual travellers 

like businessmen and celebrities. 

Additional amenities include 

secured parking, limousine 

service, personal assistant, 

doorstep delivery of baggage 

and more 

+971 4 216 5287/299 7006 

almajlis.reserv@dubaiairports.ae 

visa services 

• 

Visa Cancellation 

& t3 d 

t1 d , t2 d 

• Visa Collection t1 a , t2 a & 

t3 bc 

wi-Fi 

Free internet access for users of 

laptops, PDAs and smart phones 

t1 t2 t3

Aeroflot Don (chArter) www.aeroflot-don.ru 

Aeroflot russiAn Airlines www.aeroflot.ru 

Aerosvit ukrAniAn Airlines www.aerosvit.com 

Aerosvit Airlines 

www.aerosvit.com 

AfricAn express 

www.africanexpress.co.ke 

Air AlGerie 

www.airalgerie.dz 

Air ArmeniA 

www.airarmenia.net 

AirbAltic (chArter) 

www.airbaltic.com 

Air berlin 

www.airberlin.com 

Air chinA 

www.airchina.com.cn 

Air frAnce 

www.airfrance.ae 

Air GAruDA 

www.garuda-indonesia.com 

Air inDiA 

www.airindia.com 

Air inDiA express 

www.airindiaexpress.in 

Air itAly (chArter) 

www.airitaly.it 

Airblue limiteD 

www.airblue.com 

AlbAniAn Airlines 

www.albanianair.com 

AlitAliA 

www.alitalia.com 

AfriqiyAh AirwAys 

www.afriqyah.aero 

AriAnA AfGhAn Airlines www.flyariana.com 

ArmAviA Airline (chArter) www.armavia.am 

AurelA Airlines (chArter) www.aurela.lt 

AustriAn Airline 

www.aua.com 

Ave.com 

www.flyave.com 

bAhrAin Air 

www.bahrainair.net 

bimAn bAnGlADesh Airlines 

bombAsA Airline 

www.biman-airlines.com 

bulGAriA Air (chArter) 

www.air.bg 

british AirwAys 

www.britishairways.com 

cAspiAn Airlines 

www.caspian.aero 

cAthAy pAcific AirwAys www.cathaypacific.com 

chinA eAstern 

www.flychinaeastern.com 

chinA southern Airlines www.csair.com 

conDor Airlines (chArter) www.condor.com 

DAAllo Airlines 

www.daallo.com 

DeltA Airlines 

Djibouti Air 

www.delta.com 

DonbAss eAstern ukrAniAn Airline www.donbass.aero 

78 | Airlines Directory 

Airlines Directory 

eGypt Air 

emirAtes Airlines 

enter Air 

eritreAn Airlines 

ethiopiAn Airlne 

fArs Air qeshm 

finn Air (chArter) 

flyDubAi 

freebirD (chArter) 

hAmburG internAtionAl (chArter) 

hApAG-lloyDs express (chArter) 

hAinAn Airlines 

GeorGiAn AirwAys 

GlobAl jet limiteD 

GmG Airlines 

Gulf Air 

inDiAn Airlines 

irAn Air 

irAn AsemAn 

irAqi AirwAys 

jAt AirwAys 

jAZeerA AirwAys 

jet AirwAys 

jorDAn AviAtion 

kAlittA Air 

kAm Air 

kAZAkhstAn Airlines 

kenyA AirwAys 

kish Air 

klm 

koreAn Air 

kuwAit AirwAys 

kinGfisher Airlines 

kyrGystAn Air 

libyAn ArAb Airlines 

lufthAnsA 

m.e.A 

mAhAn Air 

www.egyptair.com 

www.emirates.com 

www.flyeritrea.com 

www.ethiopianairlines.com 

www.farsairqeshm.com 

www.finnair.com 

www.flydubai.com 

www.freebirdairlines.com 

www.hamburg-international.de/en 

www.hlx.com 

www.georgian-airways.com 

www.gmgairlines.com 

www.gulfair.com 

www.indianairlines.in 

www.iranair.com 

www.asemanbooking.com 

www.iq-airways.com 

www.jat.com 

www.jazeerairways.com 

www.jetairways.com 

www.jordanaviation.jo 

www.kalittaair.com 

www.flykamair.com 

www.airkaz.com 

www.kenya-airways.com 

www.kishairline.com 

www.klm.com 

www.koreanair.com 

www.kuwait-airways.com 

www.flykingfisher.com 

www.air.kg 

www.libyanairlines.aero 

www.lufthansa.com 

www.mea.com.lb 

www.mahan.aero

mAlAysiA Airlines 

mihin lAnkA 

nAtionAl Air services (nAs) 

nAft Air 

norweGiAn Air shuttle (seAsonAl) 

omAn Air 

pAkistAn intl Airlines 

privileGe style (chArter- ADhoc) 

qAtAr AirwAys 

royAl brunei Airlines 

royAl jorDAniAn Airlines 

royAl nepAl Airlines 

sAfi AirwAys 

sAuDi Airline 

shAheen Air intl 

siberiA Airlines 

sinGApore Airlines 

skylink AviAtion 

somon Air 

srilAnkAn Airlines 

suDAn AirwAys 

swiss intl Airlines 

syriAn ArAb Air 

tAAG AnGolA Airlines 

tAbAn Air 

thAi AirwAys 

tAtArstAn Air 

trAnsAero AirwAys 

tuifly norDic (chArter) 

tunis Air 

turkish Airlines 

turkmenistAn Airlines 

ukrAine intl Airlines 

uniteD Airlines 

uniteD AirwAys 

uniteD nAtions 

uniteD pArcel service 

uZbekistAn Air 

virGin AtlAntic 

yemeniA yemen 

www.malaysiaairlines.com 

www.mihinlanka.com 

www.flynas.com 

www.norwegian.com 

www.omanair.com 

www.piac.com.pk 

www.emptyleg.com 

www.qatarairways.com 

www.bruneiair.com 

www.rj.com 

www.nepalairlines.com.np 

www.safiairways.aero 

www.saudiairlines.com 

www.shaheenair.com/sai1/home 

www.s7.ru 

www.singaporeair.com 

www.skylinkaviation.com 

www.somonair.com 

www.srilankan.aero 

www.sudanair.com 

www.swiss.com 

www.syrianair.com 

www.taag.com.br 

www.tabanair.ir 

www.thaiairways.com 

www.avia-tatarstan.ru 

www.transaero.ru 

www.tuiflynordic.se 

www.tunisair.com.tn 

www.turkishairlines.com 

www.turkmenistanairlines.com 

www.flyuia.com 

www.united.com 

www.uabdl.com 

www.uzairways.com 

www.virgin-atlantic.com 

www.yemenia.com 

2010 - 2011 yearbook 

Airlines Directory | 79

80 | Airport Directory 

airport Directory 

the international dial code for the united arab Emirates is +971 and 

the local area code for Dubai is (04) 

Dubai airports 

ExEcutivE officEs 

Switchboard 216 1199 

Commercial 216 1217 

Cargo 211 1111 

Engineering Services 216 2199 

Finance 216 2018 

HR & D 216 2275 

Internal Audit 216 1154 

IT 216 1355 

Marketing & Corporate 

Communications 216 1203 

Procurement 216 2114 

Strategy 216 1106 

Terminal Operations 216 2007 

Dubai intErnational 

airport sErvicEs 

Switchboard 224 5555 

216 6333 

Help Desk 216 2016 

Airport Customs 702 3520 

702 3521 

Airport Immigration 216 2572 

Dnata Airport Operations 216 2604 

DCA Public Relations 216 2016 

Airport Security 216 1233 

Duty Manager 216 2646 

Executive Flight Services 224 5195 

Airport Fire Services 216 6290 

Flight Information 216 6666 

Police Duty Officer 216 2509 

Meteorological Office 216 2218 

Medical Centre 216 4953 

passEngEr sErvicEs 

Airport Customer Service 216 2116 

Customer Service 224 5004 

(Toll Free) 800 4443 

Transfer Desk 216 5686 

Executive Flight Centre 216 5295 

Passenger Services 216 2607 

Passenger Services 

Terminal 2 612 5652 

VIP Pavilion 216 1112 

Visa Section Terminal 1 216 1713 

Visa Section Terminal 2 216 5030 

Emirates 216 1616 

Emirates Baggage Services 224 5748 

Emirates Information Desk 216 2363 

Dnata Baggage Services 224 5383 

216 2622 

Dubai Duty Free 224 5004 

Customer Service 800 4443 

Catering Services 282 3171 

Marhaba Services 216 2630 

224 5780 

Ahlan Services 216 6540 

Ahlan Services (Terminal 2) 612 5030 

Al Majlis VIP Facility 216 8156 

Village Café 216 2757 

shEikh rashiD tErminal 


VIP Lounge 216 4090 


First Class Lounge 216 4061 


Business Class Lounge 216 4060 

Emirates Bank International 224 5327 

224 4554 

National Bank of Dubai 216 4946 

International 

Telephone/Telex 216 4015 

Medical Centre 216 4950 

Post Office 216 4945 

Thomas Cook Exchange 224 4292 

Dubai International Hotel 216 4300 

Connect Business Centre 216 4278 

Emirates Flight Catering 282 3171 

EmErgEncy numbErs 

Fire 216 2999 

Police 216 2508 

Ambulance/Medical 216 1999 

othEr numbErs 

Dubai Aviation Club 282 4122 

Dubai Aviation College 282 4000 

Dubai Civil Aviation 

Authority 216 2009 

Dubai Duty Free 216 6444 

Emirates Flying School 299 5162

One Year, Two Airports - Dubai International Airport

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