The Past, Present and Future of Aviation in Dubai - Airport Business

The Past, Present and Futureof Aviation in DubaiA publication by:

CONTENTSAirports Council InternationalEuropean Region6 Square de MeeûsB-1000 BrusselsBelgiumDirector GeneralOlivier JankovecTel: +32 (0)2 552 09 72Fax: +32 (0)2 513 26 42e-mail: olivier.jankovec@aci-europe.orgCommunications ManagerRobert O'MearaTel: +32 (0)2 552 09 82Fax: +32 (0)2 502 56 37e-mail: robert.omeara@aci-europe.orgSenior Manager Membershipand Commercial ServicesDanielle MichelTel: +32 (0)2 552 09 78Fax: +32 (0)2 502 56 37e-mail: danielle.michel@aci-europe.orgMagazine staff:PublisherDaniel ColemanEditorRoss FalconerAssistant EditorRyan GheeDesignerVictoria WilkinsonSales DirectorJenny RaynerProject ManagerJames HowsonManaging DirectorPaul J. HoganPPS Publications Ltd3a Gatwick Metro CentreBalcombe RoadHorley, SurreyRH6 9GAUnited KingdomTel: +44 1293 783851Fax: +44 1293 782959email: post@pps-publications.comThe opinions and views expressedin this publication are notnecessarily those ofACI EUROPE or the Publisher.ACI EUROPE and PPS Publicationsaccepts no responsibility or liabilitywhether direct or indirect, as to thecurrency, accuracy or qualityof the information, nor for anyconsequence of its use.© PPS Publications Ltd 2011www.anna.aero isAirline Network News & Analysis:A totally free and open newsand analysis service dedicated tooutstanding airline network planningintelligence, produced by a multidisciplinaryteam led by Ralph Anker, aformer network planner with easyJet.5HH Sheikh Ahmed Bin Saeed Al Maktoum,Chairman, Dubai AirportsProud Past, Bright Future6Paul Griffiths, CEO, Dubai AirportsThe Dubai Airports strategy12An emerging international hubJamal Al Hai, Senior Vice President, Dubai Airports18Vision and preparation key to successMohamed Ahli, Director General, Dubai Civil Aviation Authority22Dubai World CentralKhalifa Al Zaffin, Executive Chairman, Dubai Aviation CityCorporation and Rashed Buqaraa,Chief Operation Officer, Dubai World Central24Emirates – 25 years of growthTim Clark, President and CEO, Emirates27Dubai Duty Free retains No.1 positionColm McLoughlin, Managing Director, Dubai Duty Free30Attracting new air servicesRich Talian, VP Strategy, Dubai Airports32A world-class retail experienceEugene Barry, VP commercial, Dubai Airports36Enhancing the passenger experienceAmer Kazim, SVP Group Services, Dubai Airports38Delivering additional capacity in the skyJohn Reavy, Head of Operational Research, and HelenWoodrow, Head of Aeronautical Strategy, Dubai Airports4250 years of Dubai aviation48DWC Phase 1: Setting the benchmarkAndrew Walsh, VP Cargo and Logistics, Dubai Airports

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The past, present and future of Dubai aviation5Sheikh AhmedIn many ways the proudhistory and tremendousgrowth of Dubai Internationalmirrors the development ofour great city and emirate.ProudPast,BrightFutureWhen Dubai International wasBy HH SheikhAhmed Bin Saeed AlMaktoum, Chairman,Dubai Airportsofficially inaugurated on September30, 1960 it comprised an 1,800-metreairstrip of compacted sand, an apron,a fire station and a small terminalbuilding. Some 50 years later DubaiInternational is an historic milestoneDubai International has exceededsignificant contributor to the socialInternational has evolved from athat marks five glorious decadesexpectations delivering double-digitand economic development ofsmall airstrip mainly serving as aof growth and achievement, thankstraffic growth and world-class service.Dubai. To preserve and increaserefuelling stop for a few airlines toto the vision of the late SheikhAs the first point of entry for overthose contributions, and support thean international gateway for 130Rashid Bin Saeed Al Maktoum, who95% of all visitors to Dubai, Dubaiimpressive expansion of Emiratesairlines that is ranked among theunderstood the amazing potential ofInternational and the thousands ofand flydubai, Dubai International willworld’s leading hubs for internationalaviation and took the initiative to builddedicated employees who workcontinue to expand including thepassenger and freight traffic. Passengerthe airport and promote an openthere have played a pivotal roleconstruction of the world’s largestnumbers will surpass 46 millionskies policy. It is a vision that has beenin making a positive and lastingA380 dedicated facility – Concourse 3.in 2010 and approach 98 millioncarried forward strongly by our leaderimpression on the millions of visitorsIn many ways the proud historyby the end of the decade. In theHH Sheikh Mohammed Bin Rashid Alwho have passed through its doors.and tremendous growth of Dubaihalf-century since its opening, DubaiMaktoum, Vice President and PrimeEven as we begin a year ofInternational mirrors the developmentInternational has welcomed over 402Minister of the UAE and Ruler ofcelebrations to honour Dubaiof our great city and emirate. It ismillion passengers and handled overDubai, and has effectively positionedInternational’s golden anniversary, wefurther proof that through vision,3.87 million aircraft movements.Dubai at the heart of global aviation.are looking to the future. Aviationinnovation, collaboration and hardThe 50th anniversary of DubaiThroughout its proud historyhas been and continues to be awork, we can achieve great things.

6 The past, present and future of Dubai aviationThe DubaiAirportsstrategyDubai’s aviation model has been instrumental in transformingDubai International from a small single-terminal airport witha packed sand runway into a leading global gateway overthe past 50 years. A liberalised aviation policy, supportivegovernment and coordinated approach means that DubaiAirports is able to react quickly to the marketplace and makeswift decisions on major infrastructure investment, asPaul Griffiths, CEO, Dubai Airports explained to Ross Falconer.Griffiths: “We’re proactively continuing toexpand at Dubai International and DubaiWorld Central-Al Maktoum International toensure we can accommodate the massive influxof aircraft and traffic expected to inundateboth airports over the next 10 to 20 years.”Griffiths described Dubai Airportsas a conjoined organisation thatworks closely together with EmiratesAirline, the Dubai Civil AviationAuthority, Engineering Projects andother aviation stakeholders, whichgives it a distinct advantage in itsability to act quickly and efficiently.“Aviation is fundamental to theongoing prosperity and economicexpansion of Dubai. My job isto make sure that the airportinfrastructure grows to ensurethere are no constraints and thisapproach allows me to do exactlythat,” commented Griffiths. “We’reproactively continuing to expand atDubai International and Dubai WorldCentral-Al Maktoum Internationalto ensure we can accommodate themassive influx of aircraft and trafficexpected to inundate both airportsover the next 10 to 20 years.”Double-digit growth has been thenorm at Dubai International. Over thepast 50 years, passenger traffic hasincreased at an average annual rate of15.5% and the frenetic pace continues,according to Griffiths. “I’ve been hereless than three years and we haveseen growth in passenger numbers of13 million in that time. We’ve beenmobilising stakeholders and looking atinnovation in joined-up ways. US$40billion is being spent to fulfil whatwe’re doing in the next few years,”said Griffiths. “If we look back, thevision that existed in the mind of oneindividual, the late Sheikh Rashid BinSaeed Al Maktoum, was remarkable– to allocate a site for ultimately theworld’s largest airport, and an OpenSkies policy, as well as to employ andEmirates Terminal 3 opened in October 2008 and in September 2010welcomed its 50 millionth passenger. “It was a flawless opening,” said Griffiths.“We completed the transfer over four weeks and populated the terminalgradually. Our consumer research shows that the terminal is very popular.”bring in an excellent managementteam at the airport and make thathappen. The whole phenomenonhere is quite remarkable. Thereis very little bureaucracy – wecan make big decisions quickly.”Dubai Airports reached its goldenanniversary on 30 September2010, marking 50 years of smoothoperations and double-digit growth.Dubai International’s humblebeginnings began with an 1,800m air

The past, present and future of Dubai aviation7Capacity expansion plans reflect the dramatic growth that isprojected for the next 15 years. Griffiths: “The big momentwill be when Emirates relocates to Dubai World Central-AlMaktoum International at some point in the next 12-20 years.”strip of compacted sand, an apron,a fire station and a small terminalDramatic growth projectionsDubai International handled 47.2India, the UK, Iran and Germany butwe are also seeing significant increasesenhancement to increasecapacity from 60 million tobuilding. The facility was officiallymillion passengers in 2010 – upin passenger traffic to and from the75 million with the openinginaugurated on 30 September 196015.3% on the 40.9 million recordedUS, China and Australia,” said Griffiths.of Concourse 3 at the end ofand has enjoyed phenomenal growthlast year. “We are seeing expansionArguably the world’s most significant2012. With additional facilitysince then. Throughput was a fewacross the board, not only from ourairport expansion programme is takingenhancements and operationalthousand passengers in the firstusual top flight destinations such asplace in Dubai, with infrastructureefficiencies that will expandyear of operation; the one millionpassenger mark was reached in1974 and five million in 1990, whilethroughput surpassed 10 million in1999. In its 50-year history, DubaiInternational has welcomed morethan 402 million passengers at animpressive average annual growthrate of 15.5%. It has also handledover 3.87 million aircraft movementsat an average annual growth rateof 12.4%. The rapid expansion ofair freight traffic has been equallysignificant with an annual averagegrowth rate of 14.3% since 1977.“The past 50 years have beennothing short of remarkable and thefuture holds even greater promise aswe build our infrastructure to supportthe impressive expansion of Emiratesand flydubai and ascend the ranks ofglobal aviation hubs,” said Griffiths.

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The past, present and future of Dubai aviation9to 90 million in 2018. Dubai WorldCentral-Al Maktoum Internationalwill be the world’s largest airport by2030, with five runways and capacityfor 160 million passengers and 12million tonnes of cargo per year. Phase1, which features capacity for 250,000tonnes of cargo, opened its doors forcargo operation in June 2010. Some17 cargo airlines have already signedupto operate at the new airport.“A major part of the attraction is theproximity to Jebel Ali port and JebelAli Free Zone. Goods can arrive bysea, transit in a few minutes on thebonded road and be exported by airwithout duty and Customs procedures.We are delighted with the responsefrom cargo operators who are seizingthe opportunity,” explained Griffiths.The new airport is alsostrategically located between Dubaiand Abu Dhabi. General aviationoperations were launched inFebruary 2011. Initial capacity willbe 5-7 million passengers, whilethe main terminal building onceconstructed will have an initialcapacity of 80 million passengers.Capacity expansion plans reflectthe dramatic growth that is projectedfor the next 15 years. Griffiths said:“The big moment will be whenEmirates relocates to Dubai WorldCentral-Al Maktoum International atsome point in the next 12-20 years.”He added that the new airportwill slowly be populated once theEmirates transfer is complete: “Wewill be careful we don’t stretchcapacity – we will build the mainterminal as Phase 2 of the airport. Weexpect cargo traffic to grow steadilyand low-cost and charter trafficto populate the new airport. Weproject there will be steady growth– a 6.8% compound growth rate.”Expansion is assured with Emiratesgrowing its fleet with further A380and 777 deliveries. Those aircraftwill, of course, be competing forbusiness around the world. Whilemost international markets shrank in2009, all traffic flows to the MiddleEast grew in double-digits. As Griffithsputs it: “The Middle East is becomingthe epicentre of the world.”The proportion of transfer trafficat Dubai International is currentlyaround 45%. Griffiths explained thatDubai Airports had expected thatfigure to be even higher by now, butthe rapid development of commerceand tourism in the UAE has grownthe O&D market. By the timeDubai World Central-Al MaktoumInternational is at full capacity, heforecasts that 100 million of theanticipated 160 million passengersArguably the world’s most significant airport expansion programme is takingplace in Dubai, with infrastructure enhancement to increase capacity from 60million to 75 million with the opening of Concourse 3 at the end of 2012.Phase 1 of Dubai World Central-Al Maktoum International,which features capacity for 250,000 tonnes of cargo,opened its doors for cargo operation in June 2010.will be transfer passengers. Cargogrowth is also dramatic with volumesexpected to grow 48% from 2010-2015 to top three million tonnes.In addition to building the world’slargest airport, Dubai Airports is alsofurther developing Dubai International,adding new aircraft stands and openinga third concourse at the end of2012, which will be the world’s onlydedicated A380 facility. The design isa fully split double-deck concourse.Meanwhile, Emirates Terminal 3opened in October 2008 and inSeptember 2010 welcomed its 50millionth passenger. “It was a flawlessopening,” said Griffiths. “We completedthe transfer over four weeks andpopulated the terminal gradually.Our consumer research showsthat the terminal is very popular.”Aviation a strategic priorityDubai’s aviation model is clearlyworking. The impressive growth beingenjoyed by Dubai Airports can beattributed to Open Skies, supportivegovernment policies, Dubai’sattractiveness as a business and leisuredestination, and its ideal location asa convenient global transit point.The aviation sector contributes anestimated 25% of Dubai’s GDP andis, therefore, a major strategic priorityfor the emirate. As the logistics hubat Dubai World Central-Al MaktoumInternational is developed, thosecontributions will grow even further.

10 ADVERTISING FEATUREDar Al-HandasahConsultants (Shair& Partners) offersDubai expertise1999 marked the commencement of Dar Al-Handasah’s involvement in thePhase II Expansion Plan for Dubai International which aimed primarily atincreasing the passenger handling capacity from 20 to 60 million per yearand the cargo handling capacity from 0.5 to 2.5 million tons per year.Dar Al-HandasahConsultants (Shair &Partners) is a pioneeringforce in the developmentof projects specialisingin planning, engineeringand project managingfacilities. With more than120 airports aroundthe world, ranging frommajor internationalfacilities to localaerodromes, DAR Grouphas been instrumentalin the development ofinternational airportsto meet the dynamicaviation sector growthand demanding needs ofsome of the busiest andmost important airports.design of major international airports.One of Dar Al-Handasah’s primaryinvolvements in aviation projectsis its contribution to the masterplanning and development of DubaiInternational and Dubai WorldCentral-Al Maktoum International.1999 marked the commencementof Dar Al-Handasah’s involvementin the Phase II Expansion Plan forDubai International which aimedprimarily at increasing the passengerhandling capacity from 20 to 60million per year and the cargohandling capacity from 0.5 to 2.5million tons per year, in additionto the development of all othersupport facilities to cater for therapid growth of Dubai to its leadingrole as a world economic hub.The development works atDubai International comprisedmanagement and supervision ofconstruction of the entire project.With the aggressive growth ofthe aviation sector in Dubai andmore specifically Emirates Airline,the longer-term ambition of Dubai(DWC), which will be the world’slargest passenger and cargo hubupon its completion. The airportwill be capable of handling 160million annual passengers and over12 million tonnes of cargo per year.the improvement of the existingextends beyond Dubai International.Phase 1 construction of DWCfacilities and the development ofDar Al-Handasah was appointedis now substantially complete.Dar Al-Handasah’s inherentnew terminals, concourses and ato take the lead on the planningCargo operations started inmultidisciplinary structure and thecargo mega terminal to meet theand implementation of a newJune 2010.This first phase ofability to provide comprehensivegrowth in passenger and cargoairport as part of a major ‘Airportthe airport will operate asand integrated designs fortraffic at Dubai International, andCity’ development in the Jebel Alian integral part of Phase 1 ofcomplex projects are at the basemore particularly, the expansionarea – Dubai World Central.Dubai World Central, creatingof its successful involvement inplans of Emirates airline.The focal component of thealong with Dubai Logistics City,airport consultancy, with furtherDar Al-Handasah providedDubai World Central developmentthe nucleus of a well-foundedachievements in the planning andthe planning, design, projectis the new Al Maktoum Internationalmultimodal logistics hub.

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12 The past, present and future of Dubai aviationAn emerginginternational hubDubai is ideally locatedfour hours flying timefrom one-third of theworld’s population and12 hours from 80%of the population, anadvantage that hasplayed a significant rolein establishing it as anemerging international hub.Emirates Airline’s expansiondrive to reach 100 millionpassengers by 2020is also fuelling DubaiAirports’ growth, asJamal Al Hai, DubaiAirports Senior VicePresident, explained.The launch of Terminal 3 in October 2008 is a memorablemilestone in Dubai International’s history. It was hailed inthe aviation world and celebrated among travellers as thesmoothest launch of a state-of-the-art facility that alsohappened to be the world’s single largest terminal building.The success of the Dubai aviationmodel can be attributed to apro-aviation government policy,which is based on the long heldand proven belief that aviation ispoint for Dubai’s aviation, and the“Our growth has been closely“There is hardly any internationalan important part of a nation’sbeginning of a new era in Dubailinked with Emirates and it still amazesairport in the world that complainseconomy; a mutually beneficialInternational’s history. “The terminalme to see how fast the airline hasof extra capacity. In fact, expansionpartnership between the governmentconsiderably expanded our capacityevolved into one of the world’s mostprojects at most airports typicallyand the industry, and a vision thatand enabled us to take our customersuccessful carriers. That success is nowmaterialise only when they becomeembraces the changing industryservice quality to a totally new level,”being repeated by flydubai, Dubai’sinevitable. Dubai Airports doesdynamics driven by globalisation.explained Al Hai. “We had launchedown low-cost carrier. In less thannot believe in playing catch-up“The vision of His Highness Sheikhthe Dubai Airport Cares team ontwo years of its launch the airline isbecause we recognise the impactMohammed Bin Rashid Al Maktoum,the sidelines of the terminal’s launchalready the second largest contributorcapacity constraints can have on ourVice President and Prime Ministerto ensure passengers’ comfortof passenger traffic, after Emirates,of the UAE and Ruler of Dubai,during the transition to the newat Dubai International,” said Al Hai.places aviation at the very centreof the economy, alongside tourismand trade. Each of these sectors isfacility. It all added up in the followingthree years when we won theAirports Council International’sOptimising capacity and investmentWhen Terminal 3 opened, Dubaiinterlinked and growth in one spursairport service quality award forInternational had a capacity of justdevelopment in another. No wonderbest airport for three consecutiveover 25 million passengers pertoday Dubai International connectsyears from 2001 to 2003.”annum while the throughput had220 destinations across six continentsThe launch of Terminal 3 incrossed 34.34 million in 2007. Theon 130 airlines,” said Al Hai.October 2008 is another memorablesuccessful opening of Terminal 3He has seen Dubai Internationalmilestone in Dubai International’sincreased capacity drastically to 60grow from a small regional airporthistory. It was hailed in the aviationmillion passengers per annum, andto an international hub. There areworld and celebrated amongthat improved customer service –numerous milestones, but the onethat stands out from the past is theopening of Sheikh Rashid Terminalin April 2000; that was the turningtravellers as the smoothest launchof a state-of-the-art facility thatalso happened to be the world’ssingle largest terminal building.both in terms of the new facilitiesand technologies that T3 broughtinto play and the smoother flow ofpassengers through the airport.Al Hai: “The vision of His Highness Sheikh MohammedBin Rashid Al Maktoum, Vice President and PrimeMinister of the UAE and Ruler of Dubai, placesaviation at the very centre of the economy, alongsidetourism and trade. Each of these sectors is interlinkedand growth in one spurs development in another.”

14 The past, present and future of Dubai aviationgrowth. Our strategy is to time ourexpansion projects in such a waythat provides operational capacity ina timely and cost-effective fashion,”explained Al Hai. “The burst ofsudden growth we experiencedin the last decade, especially inthe second half, required a quickresponse. Our timely and worldrenownedresponse was the flawlessopening of Terminal 3 in 2008.”The upcoming projects –Concourse 3 at Dubai Internationaland the next phases of DubaiWorld Central-Al MaktoumInternational – are being executedas part of a master plan that willhelp deliver capacity where andwhen it is needed most and in afashion that optimises investment.Work is in progress to buildConcourse 3, which is part of theTerminal 3 complex and dedicatedfor use by Emirates Airline for itsA380 fleet. Upon completion,Concourse 3 will feature 20 A380contact gates, making it the largestfacility of its kind in the world.“With air travel across the globeforecast to double over the nextdecade and a half, constraints ontraffic rights due to congestion causedby lack of airspace optimisationand the dearth of availability oflanding slots will become morepressing than ever. Airports aroundthe world are already experiencingcongestion, on the tarmac as wellas inside the terminals, due to theimpact of growing air traffic. Theindustry is increasingly acknowledging,particularly for long haul flights onhigh density routes, that an aircraftwith significantly larger capacity doingrelatively fewer flights alleviates theseproblems,” commented Al Hai.Considered the most advanced,spacious and efficient aircraft everconceived, the A380’s size willhelp cope with growing passengernumbers without negatively impactingthe airport’s efficiency. This is verymuch in line with Dubai International’sgoal of becoming the world’sbusiest international hub, deliveringtop quality customer service.Considered the most advanced, spacious and efficient aircraft everconceived, the A380’s size will help cope with growing passengernumbers without negatively impacting Dubai International’s efficiency.Work is in progress to build Concourse 3, which is part of theTerminal 3 complex and dedicated for use by Emirates Airline forits A380 fleet. Upon completion, Concourse 3 will feature 20 A380contact gates, making it the largest facility of its kind in the world.

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16 ADVERTISING FEATUREADPI is playinga key role in theexpansion of DubaiInternational Airportand the developmentof Dubai WorldCentral-Al MaktoumInternational. ADPI’sAlain Le Pajolec,Chairman & CEO, andYann Le Page, RegionalDirector, outlinedthe developments.ArchitecturalexcellenceWhen the architectural competitionwas launched for Terminal 3/Concourses 2 and 3 at Dubaiterminal of 300m by 300mclass passenger flow from first andbox-units, which organise the space.International, of crucial importance wasunderground, while designing a façadebusiness class – a dedicated first andThe landside access and car parkshow to build a terminal, with a capacitybefitting such an iconic building.business check-in hall, along with ahave been designed to accommodateof around 20 million passengers per“As the possibility of designing roofdedicated curbside, have been built.all ground transportation modes.year, in an existing tight urban context.Le Pajolec and Le Page explained: “Thespace suggested at the time betweenthe motorway and the existing taxiwayopenings between the taxiways wasquickly discarded for obvious technicalreasons, some other ideas crossed ourminds, such as bringing daylight in withDubai World Central-AlMaktoum InternationalADPI is participating in the long-termWhen handed over it will be thelargest low-cost terminal in theworld,” said Le Pajolec and Le Page.Commenting on the evolutionbeing very limited, lower than thefibre optics, or creating a luminousDubai World Central-Al Maktoumof Dubai Airports, as the 50thavailable space in front of Terminal 1,ceiling, resembling an artificial sky,International project, which in theanniversary is celebrated, Le Pajolecwe proposed to build the terminalvarying the light intensity, hencefirst phase includes a Passengerand Le Page said: “The knowledgeunder the taxiway and to use therecreating the atmosphere of the dayTerminal Building designed for low-has commonly increased in qualityspace available for road access and theand the night, the setting sun or thecost carriers, operating flights in theand awareness between all actorscar park. As in the existing Terminal 1,clouds,” said Le Pajolec and Le Page.range of 6-7 hours. The new facilityof the development. All along thethe 300m access tunnel to ConcourseIt was also necessary to realise ais located in the cargo area and wasdesign/building/readiness/operation1 was considered a major processpassenger friendly means of crossinginitially designed to be dismantled andprocess, DCA/JV/End Users haveand commercial drawback – webetween the check-in area locatedreassigned to cargo. A strict budgetjointly progressed along the last 10proposed, for the new Terminal 3, to15m below the tarmac and theand flow optimisation have led ADPIyears in the knowledge of designing/occupy this underground length withboarding lounges located 16m above.to design a very straightforward,building the different airportall the necessary operational activities:For this, ADPI designed the ‘Skytrain’single-level terminal, based on threeequipment, taking into considerationcheck-in, passport control, baggage– a group of four elevators with abranches – departures, arrivals andthe huge scale leap from T1 to T3delivery, etc, therefore providingparticularly large capacity, which servelounges. With an annual capacity offor example, increasing the qualitythe double benefit of comfortableboth levels “like a vertical train”.six million passengers, the buildingin a loop design process, takingroad access, as well as reducing theConcourses 2 and 3 are organisedis designed for multiple airlineinto account the feedback frompassenger walking distance by 400m.”with two departure levels matchingoperation. “The architecture isexisting operations into the designFrom an architectural perspective,the two bridge levels of the A380. Thesimple and all the main operational,of new buildings, and vice versa,ADPI had to face the doubletwo levels were studied with Emiratescommercial and administrativeimplementing new techniqueschallenge of laying out an airportin order to separate the economyfunctions are gathered into internalfrom other world class airports.”

Dream, Design... BuildADPI, founded in 2000, is a fully-owned Architecture and Engineering subsidiary of Aéroports deParis to undertake large planning schemes and complex construction projects (airports, stadiumsbuildings, opera houses, etc.). Its Architecture and Engineering activities include consulting,planning, project management and supervision of contracted work. In 2010 ADPI celebrates 10 yearsof architecture and engineering in Dubai.ADPI congratulates Dubai Airports on the occasion of their Golden Anniversary.© Boy de la TourDubai International Airport, Terminal 3 - U.A.E., Dubaiwww.adp-i.comwebsite@adp-i.com

18 The past, present and future of Dubai aviationVision andpreparation keyto successAhli: "What the airport has achieved would nothave been possible without the guidance andsupport of Sheikh Ahmed bin Saeed Al Maktoum,President of Dubai Civil Aviation Authority, andthe committed staff of Dubai Airports."from Dubai International each day.As the airport developed, sodid Ahli’s career as he gainedexperience in every departmentbefore assuming his current positionof Director General. “I am proud ofmy role in building this airport,” hesays. “I gained experience in almostevery area… cargo, passengertraffic, load and flight planninguntil I reached this position.”When Director General ofservices,” he recalls. “We had veryThe facilities were advancedAhli has always espoused aDubai Civil Aviation Authorityfew airlines operating into thefor the time and the belief wascompassionate attitude towardsMohamed Ahli joined the airportairport…Iranian and Middle East,that the new airport would lastairlines in difficulty. Over the years,in 1966 Dubai International was aKuwait Airways and British OverseasDubai for at least the next 50that approach has consolidated thefar different airport than it is todayAviation Company (BOAC).”years. Of course, the airport’sairport’s reputation for workingfeaturing a single sand runway, aFrom its humble beginnings, thepopularity, Dubai’s geo-centricityin partnership with customers.small terminal building to processairport was slowly developed andand the addition of new airlinesFor example, the airport offeredpassengers and a handful of airlines.began to come into its own during itsconspired to ensure this estimatediscounts and the use of someIt has since developed into thesecond decade of operation. “In 1971was phenomenally off-track.facilities without charge to Middleworld’s fifth busiest airport forthe new airport was opened and it“It was only one and a half yearsEast Airlines during the war in 1975international passenger traffic.started to boom from 1972,” says Ahli.later when we had to removeto help them through a challengingAnd Ahli, who began his career in“We had one runway and excellentthe garden and landscapingtime. That attitude lives on toticketing and reservations, now headsfacilities – all the runway facilitiesto build offices,” explains Ahli.this day. Most recently, during theDubai’s Civil Aviation Authority.with landing systems and navigational“Then we built another runwaydisruptions caused by the Icelandic“In those days there was noaids, not like before when we usedand started expanding.”volcano that all but shut downDubai Civil Aviation. Dnata wasto have a compacted sand runwayFinally a new terminal was built toEuropean airspace in April, Dubailooking after everything; civil aviation,and we used to light torches withaccommodate the vast number ofAirports waived parking fees forticket sales, reservations and airportgasoline for aircraft to land at night.”passengers arriving at and departingairlines with stranded aircraft.

The past, present and future of Dubai aviation19Mutual respect and understandingThroughout his career Ahli sayshis development and success hasbeen the result of the considerablecontributions of the multi-culturalteam around him. This co-operationand an atmosphere of mutualrespect and understanding havebrought Dubai Internationalto where it is today, says Ahli.The DCAA Director Generalis equally quick to lavish praiseon Sheikh Rashid bin Saeed AlMaktoum as well as Sheikh Ahmedbin Saeed Al Maktoum for theirvision, trust and leadership.“Behind this growth was thevision of Sheikh Rashid,” he says.“He used to follow everythingat this airport and when weappointed committees to lookWhen Director General of Dubai Civil Aviation Authority Mohamed Ahli joined the airportin 1966 Dubai International was a far different airport than it is today featuring a singlesand runway, a small terminal building to process passengers and a handful of airlines. Ithas since developed into the world’s fifth busiest airport for international passenger traffic.after the airport, the committeehad full authority. One thinghe always used to say was thatthis airport was built to receiveaircraft, so don’t turn anybodydown. He started the openskies policy from that day. Wecontinue to have open skies thatwelcome all airlines. We replyquickly to all airline requestsand applications,” Ahli explains.Alongside Sheikh Rashid’svision, Sheikh Ahmed’s backingand encouragement has beeninvaluable. “What the airporthas achieved would not havebeen possible without theguidance and support of SheikhAhmed bin Saeed Al Maktoum,president of Dubai Civil AviationAuthority, and the committedstaff of Dubai Airports,” he says.Whether as a result ofthe inviting open skies policy,the can-do attitude or theoutstanding team spirit, DubaiInternational is a phenomenalsuccess. But the airport’s successhas not been achieved withoutfacing difficulties. Ahli says oneof the most challenging aspectshas been managing the everincreasinglevel of passengertraffic, resulting in a constantneed to think ahead. “We handleover 47 million passengersper year,” he says. “But whilewe have the facilities, the skyis getting full and we have tore-design the airspace everyfive years to keep pace.”Ahli says vision and preparationcontinue to be key tools forsuccess. “We prepare ourselvesand think ahead,” he says. “Ourstatistics show we cannotcontinue on this site forever. Sowe started building Dubai WorldCentral-Al Maktoum Internationalwhich when it is finished itwill accommodate about 160million passengers and will bethe largest airport in the world.The government could haveinsisted the development be puton hold to save money but theydid not. This is thinking ahead.”

A C I E U R O P E & A C I A S I A - P A C I F I Cj o i n t l y p r e s e n tT H E A C I E V E N T T H A T B R I N G SE U R O P E A N D A S I A T O G E T H E R .November 28-30, 2011Abu Dhabiw w w . a i r p o r t - e x c h a n g e . c o m

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24 The past, present and future of Dubai aviationBorn into Dubai’s Open Skiespolicy, Emirates has thrived oncompetition and now flies to109 destinations in 65 countries.Tim Clark, President and CEO,outlined how the airline hasachieved 25 years of growth andits strategy for future success.Emirates – 25years ofgrowthEmirates has an all wide-body fleet of 151aircraft, including 15 A380s, and an additional200 aircraft are currently on order.Emirates was born when a chequefrom His Highness Sheikh Mohammedto create an airline that wouldEmirates and the passenger loadquality and profitable global carrierbin Rashid Al Maktoum for US$10help create an inspiring modernfactor was an impressive 78.1%.connecting six continents throughmillion enabled the lease of twocity, snatched from the desert.”Clark explained that Emirates hasour efficient hub in Dubai. Weaircraft, and on 25 October 1985 theEmirates’ standing is so mucha well thought-out strategic planbelieve air travel will grow stronglyfirst flight to Karachi took off frommore than an airline. The companyfor the future. Each of the Airbusin the next decade, and withDubai Airport. “Some 25 years later,has evolved into a travel andand Boeing jets it has ordered hasmany major airports worldwidethrough sheer determination, Emiratestourism operation on a colossalbeen carefully planned for presentoperating at maximum capacity duehas established itself as one of thescale, straddling numerous divisionsand future network requirements.to constraints on expansion, theleading airlines in the world,” saidand propelled forward under the“Emirates is committed toA380 is key to our plans to meetClark. “In the last 25 years Emirates,umbrella of the Emirates Group.maintaining a young and modernincreasing passenger demand. Thealongside Dubai, has achieved whatThe airline has an all wide-bodyfleet, which enhances our passengers’777s also form the backbone of ourmany claimed was impossible. Underfleet of 151 aircraft, including 15comfort and safety and also makesfleet, and we have configured thesethe chairmanship of His HighnessA380s, and an additional 200our fleet one of the most eco-aircraft to give us maximum flexibilitySheikh Ahmed bin Saeed Al-Maktoum,aircraft are currently on order. Inefficient in the skies,” said Clark.in terms of route deployment.”it is a story of collective wisdom,the 2009/10 financial year, some“Our strategy is to continueThe fleet comprises a numberforensic planning and the boldness27.5 million passengers flew withto progressively grow as a highof aircraft types, each with differentEmirates Terminal 3 has been an incredible success since it opened in 2008 thanksto the collaborative effort from all stakeholders. It is an invaluable asset for the airlineas it continues to leverage the airport to its full potential to fulfil its strategic plans.

in for the futurePlanning for the future, todayWhether you’re designing a new airport facility or enhancing an existing one, work with a partner that can provide a total solutionfor your current and future needs. Honeywell offers products and services that are easily scalable for future expansions andcan seamlessly integrate both the Air-side and Building-side operations. With a strong combination of global expertise and localdelivery, Honeywell ensures on-time delivery and innovative approaches for international airports around the world includingDubai, Seoul, Kuala Lumpur, New Delhi, Al Maktoum, Adam (Oman) and Hyderabad. Keep your facilities safe, secure, productiveand efficient. Work with Honeywell to design, integrate and maintain the systems and applications you need to keep your airportrunning at its optimal and keep it competitive.Congratulations to our partner, Dubai Airport, on 50 years of continuous forward-thinking.Contact Honeywell to start your future journey today. Call +41 (0) 44 943 4300or fax +41 (0) 44 943 4398 Website : www.honeywell.de/airportsystems© 2010Honeywell International Inc. All rights reserved.Lead IntervIews aIrport Case studIes poLICy and LegIsLatIon seCurIty safety It passenger proCessIngCommerCIaL retaILIng prIvatIsatIon eConomICs aIrfIeLd wInter servICes envIronment pLannIng desIgnM a g a z i n e o n l i n e e - n e w s l e t t e r M o b i l eConstruCtIon ground HandLIng Baggage HandLIng network pLannIng atm proCurement Industry newsLead IntervIews aIrport Case studIes poLICy and LegIsLatIon seCurIty safety It passenger proCessIngCommerCIaL retaILIng prIvatIsatIon eConomICs aIrfIeLd wInter servICes envIronment pLannIng desIgnConstruCtIon ground HandLIng Baggage HandLIng network pLannIng atm proCurement Industry newsLead IntervIews aIrport Case studIes poLICy and LegIsLatIon seCurIty safety It passenger proCessIngCommerCIaL retaILIng prIvatIsatIon eConomICs aIrfIeLd wInter servICes envIronment pLannIng desIgnConstruCtIon ground HandLIng Baggage HandLIng network pLannIng atm proCurement Industry newsLead IntervIews aIrport Case studIes poLICy and LegIsLatIon seCurIty safety It passenger proCessIngCommerCIaL retaILIng prIvatIsatIon eConomICs aIrfIeLd wInter servICes envIronment pLannIng desIgnConstruCtIon ground HandLIng Baggage HandLIng network pLannIng atm proCurement Industry newsLead IntervIews aIrport Case studIes poLICy and LegIsLatIon seCurIty safety It passenger proCessIngCommerCIaL retaILIng prIvatIsatIon eConomICs aIrfIeLd wInter servICes envIronment pLannIng desIgnConstruCtIon ground HandLIng Baggage HandLIng network pLannIng atm proCurement Industry newsLead IntervIews aIrport Case studIes poLICy and LegIsLatIon seCurIty safety It passenger proCessIngCommerCIaL retaILIng prIvatIsatIon eConomICs aIrfIeLd wInter servICes envIronment pLannIng desIgnConstruCtIon ground HandLIng Baggage HandLIng network pLannIng atm proCurement Industry newsLead IntervIews aIrport Case studIes poLICy and LegIsLatIon seCurIty safety It passenger proCessIngCommerCIaL retaILIng prIvatIsatIon eConomICs aIrfIeLd wInter servICes envIronment a n i n vpLannIng a l u a b ldesIgneConstruCtIon ground HandLIng Baggage HandLIng network pLannIng atm r eproCurement f e r e n c e sIndustry o r c e newsLead IntervIews aIrport Case studIes poLICy and LegIsLatIon seCurIty fsafety o r t oIt d apassenger y ’ s a i r proCessIngp o r te x e c u t i v eCommerCIaL retaILIng prIvatIsatIon eConomICs aIrfIeLd wInter servICes envIronment pLannIng desIgnConstruCtIon ground HandLIng Baggage HandLIng network pLannIng atm proCurement Industry newswww.airport-business.comLead IntervIews aIrport Case studIes poLICy and LegIsLatIon seCurIty safety It passenger proCessIngCommerCIaL retaILIng prIvatIsatIon eConomICs aIrfIeLd wInter servICes envIronment pLannIng desIgnConstruCtIon ground HandLIng Baggage HandLIng network pLannIng atm proCurement Industry news

26 The past, present and future of Dubai aviationThe first live flight into Dubai WorldCentral-Al Maktoum Internationaltook place on 20 June 2010.a decision for the Governmentof Dubai, which is also the ownerof the airline,” explained Clark.ranges, and a varying number and mixof seats. Coupled with the networkof more than 100 destinations inover 60 countries, this gives Emiratesthe flexibility to adjust its operationand ensure that the appropriateaircraft type is used on routesaccording to levels of demand. Thisoperational efficiency is a key factorin Emirates’ continued profitability.Emirates Terminal 3The airline worked extremely closelywith Dubai Airports on the design ofthe highly lauded Emirates Terminal3, and continues to work with theairport team to plan for Concourse3. “We have always had a very openand close relationship with DubaiAirports. This is helped significantly bythe fact that our Chairman and ChiefExecutive Sheikh Ahmed bin SaeedAl-Maktoum is also the Chairman ofDubai Airports,” commented Clark.Emirates Terminal 3 has been anincredible success since it openedin 2008 thanks to the collaborativeeffort from all stakeholders. It is aninvaluable asset for the airline as itcontinues to leverage the airport toits full potential to fulfil its strategicplans. “Our customers continue tobenefit from the ease, convenienceand luxury the terminal represents.Having our own dedicated facilityhas allowed us to imprint our ownpersonal style on it, replicating thecomfort and convenience of flyingEmirates on the ground,” said Clark.“Emirates Terminal 3 is a testamentto our corporate values that seeour passengers enjoy ease of travel,home comforts and refined luxuriesboth in the air and on the ground –helping us to deliver on our promiseand fulfil customer expectationsfrom the Emirates brand.”Meanwhile, Dubai World Central-Al Maktoum International is beingdeveloped to cater to the futureaviation and logistics needs ofDubai. While Dubai International issufficient for Emirates’ immediateneeds, and with a certain amountof investment will be able toaccommodate the airline’s fleetgrowth for the next 12 years,there is no doubt that the newairport will play an increasinglyimportant role in the long-term.“Emirates aims to move to thenew airport between 2022 and2030. Any relocation of Emirates’operations to Dubai World Central-Al Maktoum International, and theconcrete timing of such a shift, isClark: “Our strategy is to continue to progressively grow as a high quality and profitable global carrierconnecting six continents through our efficient hub in Dubai. We believe air travel will grow stronglyin the next decade, and with many major airports worldwide operating at maximum capacity dueto constraints on expansion, the A380 is key to our plans to meet increasing passenger demand.”Strategic planEmirates has a very specific longtermstrategic plan to grow andexpand its business. With a totalof 90 A380 aircraft ordered, it isset to become the world’s largestoperator. The A380 is an integralpart of the airline’s growth strategyand the aircraft is pegged tobecome the backbone of its longhaul operation. Clark commented:“The A380 is our flagship in termsof passenger comfort, innovation,operating and environmentalefficiency, and revenue generation.”The airline is constantlyassessing and reviewing new routeopportunities. While it never commitsto markets in which it does notsee long-term potential, Emiratesis known for entering marketsnot previously served by largeinternational carriers. For instance,it sees incredible opportunitythroughout Africa and currentlyserves 19 African destinations –Dakar, Senegal being the most recentaddition on 1 September 2010.Dubai has become a significanttourism and business destinationin its own right. The hub model iskey; Dubai is located at a strategiccrossroads between Europe, Asiaand Africa. “Nearly two billionpeople live within four hours’ flyingtime of the Gulf and more thantwice as many within eight hours.Our business model relies onbringing people from one cornerof the world to another, via ourefficient Dubai hub,” said Clark.“We are committed to promotingDubai alongside Emirates andeach year implement a numberof initiatives that are designedto bring further traffic to theemirate. Such initiatives includestopover incentives and large scaletrade and media familiarisationtrips to increase word-of-mouthexposure in the market.”

The past, present and future of Dubai aviation2720.5 million sales transactions were recorded at Dubai Duty Free in2010 – an 11% increase year-on-year. Perfumes remain the number onecategory with a 16% increase to sales of US$180.3 million in 2010.In many ways DubaiDuty Free’s meteoricrise on the globalaviation stage parallelsthat of its home base– Dubai International.Since its creation in1983, Dubai DutyFree has establisheditself as the biggestsingle airport retailoperation in theworld, according toGeneration Research,with sales figures ofUS$1.27 billion in2010. The operationachieved double-digitgrowth for 2010, asColm McLoughlin,Managing Director, DubaiDuty Free, explained.DubaiDuty Freeretains No.1positionDubai Duty Free’s strategy isto try to increase spend perdeparting and arriving passenger.The penetration level for departingpassengers is extremely good,currently standing at around 45%.“We want to push that higher andwe will do this in a variety of ways:ensuring that our products are visible,accessible and in demand, ensuringthat our staff continue to offer a highlevel of service which in turn resultsin sales, to ensure that we continue towork with our suppliers to offer thelatest products or exclusives whereverpossible and to make sure that weoffer value for money. Now more thanever, the traveller is looking for addedvalue and we will continue to worktowards providing that,” explainedMcLoughlin. “We are also looking atour arrivals offer more and more, andhave tried to create greater visibility andunderstanding of the arrivals offer forpassengers, particularly in Terminal 3.”The operation saw an increasein consumer spending across allcategories in 2010. Indeed, Decembersaw a new monthly sales recordwith turnover reaching US$136million – 13% higher than themonthly record set in December2009. Meanwhile, on 20 December,when Dubai Duty Free celebratedits 27th anniversary, sales reachedan impressive US$18.5 million.Dubai Duty Free, as a singleoperator, now accounts for 3.3% ofglobal duty free and travel retail sales(which includes airports, airlines,ferries and other shops) and 5.5%of the airport duty free business.McLoughlin said: “We are thrilledto have posted such a positiveyear in 2010. Our sales have beenconsistently buoyant throughoutthe year and we are pleased to seethat our penetration level continuesto be high and that we sell toaround 45% of all passengers, whilethe average spend per departingcustomer is around US$46.”20.5 million sales transactionswere recorded at Dubai Duty Free in2010 – an 11% increase year-on-year.Perfumes remains the number onecategory with a 16% increase to salesof US$180.3 million in 2010. Liquorand gold retained the No. 2 and No.3 positions with increases of 13% and11% respectively. Significant growthwas also seen in watches, which roseby 26%, cosmetics, which were up by23%, and cameras, which rose by 19%.Increases were seen across allDubai Duty Free retail areas, withTerminal 3 sales increasing by 20%overall, including an 11% increasein arrivals sales. Terminal 2 salesalso rose by an impressive 24%; arevamp of the retail operation inTerminal 2 is planned for 2011.

28 The past, present and future of Dubai aviationMcLoughlin: “We are thrilled to have posted such a positive year in 2010. Our sales have been consistentlybuoyant throughout the year and we are pleased to see that our penetration level continues to be high and thatwe sell to around 45% of all passengers, while the average spend per departing customer is around US$46.”First class retail experienceCommenting on the 50th anniversaryof Dubai International, McLoughlinsaid: “To begin with, I would like tocongratulate H.H. Sheikh Ahmedbin Saeed Al Maktoum, President ofDubai Civil Aviation Authority andChairman of Dubai Duty Free, andDubai Airports, in celebrating 50fruitful years. It has been a remarkablestory of growth and developmentand one that is integral to thegrowth of Dubai itself. I know thatover the past 27 years of operationat Dubai Duty Free, we have beenextremely fortunate to work closelywith Dubai Airports (formerlyDubai Civil Aviation) and that thepartnership between Dubai Airportsand Dubai Duty Free continues togrow from strength-to-strength. Wehave also been extremely fortunateto have had H.H. Sheikh Ahmedas such a supportive and centralfigure for Dubai Airports and DubaiDuty Free. We look forward toworking with Dubai Airports onthe expansion plans and to rollingout the Dubai Duty Free retail offerboth at Dubai World Central-AlMaktoum International and at DubaiInternational with Concourse 3.”Dubai Duty Free is continuouslyreviewing the retail offer both interms of providing customers with afirst class shopping experience andfrom the point of view of workingclosely with its suppliers and partnersat Dubai International Airport.“The choice and quality ofproducts are key factors thatinfluence our customers and wethink that we have most elementsright and are continually strivingto improve,” said McLoughlin.Terminal 3, which opened inOctober 2008, is doing extremelywell. Dedicated to Emiratespassengers, Terminal 3 accountsfor almost 60% of Dubai DutyFree’s total sales. The averagevalue per transaction is alsohigher in the terminal and theaim is to increase penetration inboth departures and arrivals.Once passenger operationscommence at Dubai WorldCentral-Al Maktoum International,Dubai Duty Free’s retail offer inthe passenger terminal will beon par with the facilities at DubaiInternational, with a full rangeof merchandise presented in anextremely attractive and convenientshopping environment. The focalpoint of the retail offer in thedepartures area is a 1,150sqmcentral retail outlet that incorporatesperfumes and cosmetics, luxurygoods, fashion, confectionery andelectronics. On either side of thiscentral area are two 300sqmretail areas, featuring liquor andtobacco in one outlet and foodand confectionery in the second.“The positioning of the retail offeris excellent and will be visible topassengers immediately after theyenter the departures hall, once theycomplete immigration and securityprocedures,” said McLoughlin.In the arrivals hall, Dubai DutyFree will offer a convenientlylocated 350sqm outlet locateddirectly in front of the baggagereclaim belts. In total, DubaiDuty Free’s retail area will cover2,250sqm and be supported bya further 1,150sqm of back-ofhousearea. At present, DubaiDuty Free operates 15,000sqm atDubai International Airport acrossthe three terminals and with theopening in 2012 of Concourse 3,it will have a further 8,000sqm.“So we are continuing toconsolidate our existing operationwhile keeping an eye firmly on thegrowth plans ahead. I think that withthe size of operation in the future,the prospect of us remaining thesingle largest airport retailer is prettygood,” concluded McLoughlin.McLoughlin: “We are also looking at our arrivals offer more andmore, and have tried to create greater visibility and understandingof the arrivals offer for passengers, particularly in Terminal 3.”

30 The past, present and future of Dubai aviationDubai offers a compelling businessproposition for airlines fromaround the world. It is a growingtourist destination and regionalbusiness centre offering world-classamenities and a tax-free businessenvironment. When combined withan open skies policy and affordable,top-notch infrastructure it’s nosurprise that Dubai Internationalhas 130 airlines flying to some 220destinations on six continents.Still Dubai Airports strives todo more to grow its airline androute offering. Most recently theorganisation has launched a marketingassistance programme for all airlinesflying to Dubai, to help themgain access to advertising space,influential local media and othersuppliers and stakeholders that canserve to boost their exposure inthe market particularly during thelaunch of new or start-up routes.“It’s a comprehensive schemethat enables airlines to enjoy specialrates while dealing with DubaiAirports’ media and marketingpartners,” said Rich Talian, VP Strategy,Dubai Airports. “Our BusinessDevelopment team offers tailor-madeincentive schemes considering theroute and airline requirements.”Inaugural flight ceremoniescan also be arranged, with keystakeholders invited. Dubai Airports’Corporate Communications teamcan advise airlines on suitablevenues for hosting launch events.It can also provide complimentaryconsultation to develop the mostefficient approach in dealingwith local and regional media,particularly Arabic media tomaximise coverage and exposure.Talian explained that DubaiAirports’ Business Developmentteam works closely with the airlinesfrom the route planning stage untilthe airline begins operations.“In promoting a route, theBusiness Development teamsupplies all necessary information,facts and figures to the airline toassist their marketing initiative,”Attractingnew air serviceshe said. “The Conditions of Usedocument assists the airline inconducting operational studieson Dubai routes and the BusinessDevelopment team participatesin press conferences and mediaevents that the airline hosts topromote the route. It also supportsairlines in increasing frequencyand adding new destinations.”Different incentives will beoffered for Dubai World Central-Al Maktoum International Airportonce that airport opens forpassenger operations. The DubaiAirports master plan for DubaiInternational and the new airportis based on the requirement toachieve throughput to accommodatethe 150 million annual passengersthat are anticipated to fly into,out of or through Dubai by2030. Upon completion, DubaiWorld Central-Al MaktoumInternational will have capacityfor 160 million passengers and 12million tonnes of cargo per year.James Robinson, Head ofStrategic Planning, said: “Developingappropriate facilities that will copeDubai International has 130 airlines flying to some 220 destinationson six continents. Still Dubai Airports strives to do more to grow itsairline and route offering. Most recently the organisation has launcheda marketing assistance programme for all airlines flying to Dubai.with the magnitude of an airportthis size is a significant challenge. Assuch, Dubai Airports has initiated theAirport Innovation and TechnologyWorking Group, which involvesall key stakeholders, to developsolutions for Dubai World Central-Al Maktoum International that willachieve the required throughputwhile maintaining a high level ofcustomer service. This will be anongoing integrated approach lookingat ways to improve processes,deploy new technologies anddevelop world-class facilities.”

ADVERTISING FEATURE31Arup’sORATserviceArup’s Operational Readiness Activation& Transition (ORAT) team managed everystep of Emirates’ and Dubai Airports’ moveinto this massive new facility – taking itfrom a $4bn USD construction projectto a fully operational airport terminal.Having worked on a number of large scaleactivation projects, Arup recommendedusing its ORAT approach at T3/C2. ORATprovides a detailed process of operationalassessment, independent of contractualobligations. It creates the opportunity tomake corrections to facilities and processesprior to opening and ensures that bythe time of opening, staff are trained andequipped to respond to any situation.One of the critical modules of Arup’sORAT service is the Trials Programme. Trialsare the mechanism by which the team canaccurately assess the state of readiness of staffand facilities. Arup designed an extensive trialsprogramme comprising of the execution ofover 60 trials over a six month duration, inaddition to nearly 100 different ‘fit-checks’ atgates, check-in counters and baggage belts.Arup also introduced its web basedelectronic Facilities Activation SupportTools (eFAST). The dynamic, scalable andsingle platform nature of eFAST allows allmembers of a project team real-time accessto information and facilitates resourcemanagement and real-time communication.Arup’s understanding of major capitalprojects and their transition into operationalenvironments, specialist technical knowledgearound IT, logistics and terminal operations,and understanding of Dubai Airports’operational requirements were absolutelykey to the success of the project.Arup has been involved in aviationdevelopment for over 50 years. In that timeour teams have worked on more than 100airports across the world. Few firms canmatch our 2008 record for completing sixmajor airport projects in a year, spanning theglobe from Beijing to London, New York toNorth Carolina, and Hyderabad to Dubai.© Dubai International AirportTurning a building into a businessOperational, Readiness, Activation & Transition (ORAT)For further details please contact Tara Durninon +971 4501 3346 or tara.durnin@arup.comwww.arup.com“This was the largest operationaltrial to be carried out in any recentairport openings and demonstratedthe unparalleled ability of Arup tomanage and deliver complexsophisticated solutions.”Paul Griffiths, Chief Executive, Dubai Airports

32 The past, present and future of Dubai aviationA world-classretail experienceDubai International’s ascendancy in the global rankings in its brief but colourfulhistory has been due in no small part to the provision of first-class facilitiesat competitive rates to airlines. To maintain this competitive advantage, nonaeronauticalrevenues are increasingly important to Dubai Airports and areexpected to see the biggest growth over the coming decade. Eugene Barry, VPCommercial, outlined the Dubai Airports vision for a first class retail environmentat both Dubai International and Dubai World Central-Al Maktoum International.Barry: “I see more integration of retail and food concepts in the future,thereby maximising commercial opportunities for Dubai Airports, butalso ensuring a more efficient use of customers’ time at the airport.”Evolution of the retail offer meansopposed to operational needs.International and its retail offerprocess which never seems tothere is an ongoing process ofRelationships with existing valuedhave evolved. “I first came to workhave ended! Dubai Duty Freeimprovement in line with enhancingconcessionaires also evolve as theirin the Gulf region in January 1996already had an excellent globalthe overall passenger experience.concepts expand, or are upgradedwith Aer Rianta International, andreputation for shopping, and itsNew brands are introduced whento reflect changing business needs.passed through Dubai Internationalshops were located in the originalsuitable space becomes available, orAs the landmark 50thshortly afterwards. At that time,area at that time. During thewhen vacant space is categorisedanniversary is reached, BarryDubai International was undergoingsubsequent five years I passedas suitable for commercial ascommented on how Dubaian expansion programme – athrough the airport regularly as

The past, present and future of Dubai aviation33Non-aeronautical revenues are increasinglyimportant to Dubai Airports and are expected tosee the biggest growth over the coming decade.Barry:“I see moreintegration of retailand food conceptsin the future,thereby maximisingcommercialopportunities forDubai Airports, butalso ensuring amore efficient useof customers’ timeat the airport,”a passenger and witnessed theevolved considerably in recent times,From day one of passengerpassenger numbers over time. Thephased development of newdue to the expansion of routes andoperations at Dubai Worldkey is to ensure that those servicesfacilities. I joined Dubai Duty Freeservices provided by Emirates Airline,Central-Al Maktoum International,and concepts put in place mostin 2000, the year in which theflydubai and other internationalessential services will be in placeclosely match customer demandsSheikh Rashid Terminal opened,carriers as well as changing passengeracross all categories, includingand fulfil commercial expectations.which was a big step forward inbehaviour and tastes. A priority isfinancial services, car rental, hotel“As the world is becomingairport commercial design for thisto continue to predict and meetreservations, advertising, and amore global in its outlook, thereregion. The challenges which 9/11customer expectations within thischoice of leading food concepts,is a prevalent and growingand other global events broughtvery dynamic landscape, and buildwhile Dubai Duty Free will provideexpectation that leading brandsto the region also remain in mysustainable, flexible business modelsdepartures and arrivals dutyare available at internationalmemory, but Dubai proved to be awith concessionaires and stakeholders.free shopping. Dubai Airports, ofairports. Dubai is an importantresilient and attractive destination“I see more integration of retailcourse, interacts very closely withbusiness gateway and tourism hubfor many reasons. There is noand food concepts in the future,Dubai Duty Free. “We share realand our services should matchdoubt that the airport undergoesthereby maximising commercialestate and we share customers,this,” said Barry. “Nevertheless,a constant evolution. That in itselfopportunities for Dubai Airports,so there are many occasionsinternational or originatinghas brought many opportunitiesbut also ensuring a more efficientwhere we connect with eachpassengers expect to see a flavourto introduce retail concepts whichuse of customers’ time at theother, particularly in planning. Theof the country which they arereflect the diverse and changingairport,” said Barry. “By beingobjective is to ensure that overallentering or leaving, whether thatprofile of our customers.”involved much earlier in the designcategory management appearsis destination merchandise orMaximising commercial opportunitiesDubai Airports aims to continueand delivery of new infrastructure,there is an opportunity for usto create an environment whichseamless from a customer’spoint of view,” explained Barry.Retail services at both airports arefood. It is important to reflect thepulse of a host country in terms ofarchitecture or other means, anddeveloping from the strongis customer-focused and qualitymade available in accordance withcommercial activities usually tryfoundation that retail currentlydriven, and reflects Dubai’scustomer expectations and volumes,to find the right balance whereverenjoys at Dubai International. Bothstatus as a significant globaland the range of services is expectedthat is possible. It is certainly anpassenger profiles and volumes havedestination and transfer point.”to increase in line with growth inarea for further development.”

34 The past, present and future of Dubai aviationInnovations such as the FIFA World Cup live updateshave created maximum impact. Around 90 screens inTerminals 1 and 3 at Dubai International provided livematch result updates and daily game highlights.Jcdecaux’s ExperientialApproach At DubaiInternationalJCDecaux Airports is the largest airport advertisingcompany in the world. It has a truly global platform,being present in 184 airports worldwide, across allcontinents, including Dubai International.Jean-Charles Decaux, Group Chairman, JCDecaux,outlined the company’s strategic vision to Ross Falconer.JCDecaux currently reaches 34%of the world’s 4.5 billion travellersper year. Its Transport Division,which includes airports and railways,has performed strongly in 2010,with double-digit growth. It is thefastest-growing segment for theJCDecaux Group and robust growthis forecast to continue in 2011.“We remain confident because ofthe organic growth of the business,growth in passenger numbers andbecause of our innovations. It is avery promising environment and avery dynamic industry,” said Decaux.“From a JCDecaux perspective,airports are a key focus for thegrowth of the company – we wantto continue to be the preferredadvertising company for airports.We view airports as a businesswith a lot of growth to come.The industry is accelerating ingrowth in most markets aroundthe world, with major airportdevelopments across all regions.”JCDecaux already operatesat 7 of the world’s top 10hub airports and has the clearcapability to innovate with newproducts and services in theairports industry. “We can serveclients across the world withairport advertising proposals.Airports are truly a global businessand we offer a global mediacoverage,” continued Decaux.Entertainment andexperiential servicesA key area of focus in the airportenvironment is what Decauxdescribes as a “less is more”approach – fewer units whileensuring the biggest impact. “Thisis the way to go forward for highstandards and quality across theportfolio,” he said. JCDecaux isknown for its innovation throughthe development of new products;among the most iconic mediadevelopments in recent years

The past, present and future of Dubai aviation35Decaux:“Our focus in the airport team is second tonone. We are deploying our knowhow acrossthe world. The Middle East is a strong growthplatform and a place we can deploy newproducts – we are engaging with travellers.”Jean-Charles Decaux, Group Chairman, JCDecaux: “From a JCDecauxperspective, airports are a key focus for the growth of the company – wewant to continue to be the preferred advertising company for airports.We view airports as a business with a lot of growth to come.”has been the HSBC jet bridges atairports around the world – theseare seen as a major brand driverfor HSBC. Another major leveris digital technologies. “We’vebeen pushing boundaries, withplasma screens and LED screens.Big is beautiful – enlarging themessage for consumers andpassengers,” commented Decaux.JCDecaux adopts an analyticalapproach when it beginsworking with an airport. DubaiInternational, for example, isTotal – a partner of the Renault F1 team – rolled out a wide-ranging advertising campaign at DubaiInternational Airport to reach the large influx of visitors attending the Formula 1 Abu Dhabi Grand Prix.The centrepiece of the campaign was a 35sqm experiential space in Terminal 3, featuring a real Formula1 race car, two interactive video game stations and a scalextric track for radio-controlled car races.a key transit hub bridging eastand west. As 50% of Dubai’spassengers are in transit, JCDecaux’sstrategy at the airport is to haveimpactful areas, with an offerfocused on entertainment andexperiential services. “We’re themost experienced company toserve the fast-growing passengerbasedairports,” said Decaux.Total – a partner of the RenaultF1 team – rolled out a widerangingadvertising campaign atDubai International to reach thelarge influx of visitors attendingthe Formula 1 Abu Dhabi GrandPrix. Throughout November, Total’sbranding could be seen on over160 faces of columns, light boxesand wall wraps in Terminals 1 and3. The centrepiece of the campaignwas a 35sqm experiential space inTerminal 3, featuring a real Formula1 race car, two interactive videogame stations and a scalextrictrack for radio-controlled carraces. The experiential spacewas the biggest stand that DubaiInternational has ever had.JCDecaux has been working withDubai Airports since 2008 andhas developed a tailor-made offer.A unique product developmentis the world’s largest LED screen– 32sqm – in Terminal 3 at DubaiInternational. There is also a‘welcome corridor’ in Terminal1, which has digital screens formaximum impact. “It is an amazingairport and a great organisation,dealing with tremendous growth.Our team and myself are workingvery closely with the managementteam at the airport. We have tobe able to create new innovationsfor maximum impact, such as theFIFA World Cup live updates.All of these initiatives have beenmore than welcomed by theDubai Airports team, whichcomes from the strong support ofthe Chairman,” explained Decaux.The JCDecaux brand isexpanding rapidly in the MiddleEast region. It first beganworking in Terminal 3 at DubaiInternational before expandinginto the airport’s other terminals.It subsequently won the contractat Sharjah and was recentlyawarded the contract to operateat 26 airports in Saudi Arabia.“Our focus in the airport teamis second to none. We aredeploying our knowhow acrossthe world. The Middle East isa strong growth platform anda place we can deploy newproducts – we are engaging withtravellers,” concluded Decaux.

36 The past, present and future of Dubai aviationAmong the innovativeIT solutions beingexplored are self-servicekiosks, with a numberof functionalitiesbeing tested forcommon use kiosks.Kazim: “Self-service is something that we willdefinitely continue to explore. Smartphonesare also becoming far more popular andwe’re looking at providing a platform forusers to be able to download up-to-theminuteinformation on flights, delays, retailoffers, processing times and so on.”Enhancingthe passengerexperienceIT innovations have a key role toplay in Dubai Airports’ focus onenhancing the passenger experience,as Amer Kazim, SVP Group Services,Dubai Airports, explained.Dubai Airports provides theinfrastructure and the backboneof the IT systems across DubaiInternational. While variousstakeholders may have their ownIT infrastructure, the backboneinfrastructure is in place to caterfor the airport’s growth.Among the innovative IT solutionsbeing explored are self-service kiosks,with a number of functionalitiesbeing tested for common use kiosks.“The main thing that these kiosksare used for now is to issue theboarding pass, but we’re exploringoffering seat selection, re-bookingand so on. What we’re aiming to dois offer a convenient, one-stop-shopfor the passenger,” explained Kazim.“We’re also looking at their location,specifically at having common usekiosks located across the city toreduce the bottlenecks at the airportitself. Self-service is something thatwe will definitely continue to explore.Smartphones are also becoming farmore popular and we’re looking atproviding a platform for users to beable to download up-to-the-minuteinformation on flights, delays, retailoffers, processing times and so on.”Dubai International hasexperienced an unprecedentedgrowth rate, so Dubai Airports isincreasing the capacity of the airportand, at the same time, is striving toensure a smooth transition whennew technologies are implemented.“We’re continuing to review all ofthe data on the airport operatingsystems so that all of the flightinformation can be based on realtime aircraft movements – thisensures a smoother transition forthe transfer passenger,” said Kazim.Multi-Airport Operating SystemAt Dubai World Central-Al MaktoumInternational, Dubai Airports willimplement a Multi-Airport OperatingSystem, which will allow it to managethe operations of both airports fromone central system by generatingaccurate forecasts based on real-timedata. “This will help to reduce thepassenger transition time throughthe airport and the passenger willhave more time to explore theretail opportunities on offer, ratherthan spending a lot of their timestuck in queues,” explained Kazim.Dubai Airports is exploring theintroduction of open platformsso that a number of airlines willbe able to use common systems.These open platforms will helpto make the experience of theairlines as well as the passengersmuch more efficient. All of theseenhancements will be scalableand Kazim emphasised that theseimprovements will not just be for the5-10 years ahead, but far beyond that.He explained: “The technologythat we have access to makes theintegration of the systems possible.When we are integrating the twoairports, we have a ‘live’ airportand an airport that’s starting fromscratch, so it gives us the opportunityto grow the IT system gradually.The systems need to be compatiblebecause of the Multi-AirportOperating System that we will use.”Commenting on the 50thanniversary of Dubai International,Kazim added: “I’ve been involved inmy current capacity since July 2009,but prior to that I was with Emiratesfor eight-and-a-half-years so I haveseen Dubai International growenormously. At a point in time, Dubaicould have been measured againstregional airports in terms of what itoffered. The introduction of DubaiDuty Free was a big moment for theairport because it was a new conceptin this region and since then, theairport has progressed in leaps andbounds and we can now compareourselves to international airports. Wehave seen the airport grow in frontof our eyes and the airport can nowhelp to connect the whole world.”

38 The past, present and future of Dubai aviationReavy: “Aircraft technology has outpaced air traffic management technology over time and we arenow looking to harness aircraft-centric communication, navigation and surveillance capabilities toaddress airspace capacity issues and pull air traffic management from the analog to the digital age.”Delivering additionalcapacity in the skyThrough the strategic planningprocess, Dubai Airports aims toidentify and remove constraints togrowth whether they be constraintsto passenger growth, such asterminal capacity, or constraintsto aircraft movement growth –for example, runway capacity.John Reavy, Head of OperationalResearch, and Helen Woodrow, Headof Aeronautical Strategy, outlined theair traffic management strategy.Capacity enhancements deliveredon the ground must be matched bydevelopment of additional capacity inthe sky, and for this reason the DubaiAir Traffic Management StrategicPlan (Air Traffic Control’s planningand development roadmap) isclosely aligned with Dubai Airports’Master Plan. “Our collaboration withAir Traffic Control is a continuousdemand/capacity balancing exercise.Landside, airside and airspace capacityare aligned wherever possible toensure that additional capacityis released in time to facilitateincreasing demand,” said Woodrow.“Of course at every airport therecomes a point where the top of thecapacity staircase is reached andyet demand continues to grow, andthis is where our second airport,Dubai World Central-Al MaktoumInternational (DWC), will in futurebe critical to our continued success.”The continued growth ofaviation in Dubai brings with itthe challenge of ensuring thatbest practice Communication,Navigation, Surveillance and AirTraffic Management (CNS/ATM)technologies are incorporatedinto the ATM strategy.“We are continuously assessingnew technologies to determine wherethese might fit into the long-termstrategy and quantify what benefit interms of safety, capacity or efficiencythey might offer,” explained Reavy.“Several major projects are alreadyunderway, such as the introductionof Electronic Flight Progress Strips(EFPS), the implementation of a newapproach radar system and transitionto a new air traffic control centre atDWC and further enhancements toour already robust surface movementguidance and control system.”

“Cavotec delivers completesystems for complete solutions.”Integrated solutions that drive effi ciency gainsOur unique underfl oor ground support system consists of pop-up unitslocated near or under parked aircraft – and can be connected to undergroundtunnels for truly effi cient delivery of water, air, power, fuel and other services.The result? Clearer tarmac, cleaner air, and a substantial improvement inturn-around times. For more about our ground support solutions, please visitwww.cavotec.comCavotec’s pop-up units can deliver any range ofservices – from air and water, to fuel and power– and then retract back into the tarmac when notin use.

40 The past, present and future of Dubai aviationDubai Airports is also looking into‘next generation’ technologies thatharness the advanced navigationalcapabilities of modern fleets suchas those of Emirates and flydubai.Reavy added: “Aircraft technologyhas outpaced air traffic managementtechnology over time and we arenow looking to harness aircraftcentriccommunication, navigationand surveillance capabilities toaddress airspace capacity issues andpull air traffic management fromthe analog to the digital age.”Unlocking airspace capacityDubai Airports and Dubai AirNavigation Services (DANS)use key air traffic managementperformance areas such as safety,efficiency, capacity and environmentas the focal points of future airspacemanagement strategy. Movementforecasts produced by DubaiAirports are used as the start pointfor demand and capacity balancingactivities. “Our operations researchand aeronautical strategy teamswork very closely with DANS toarrive at capacity declarations forthe short-term (1 to 2 seasonsahead) and agree a roadmapfor targeted development anddeployment of capacity enablersto deliver additional runway andairspace capacity, and facilitateour airline stakeholders’ growthplans in the medium to longterm,”said Woodrow. “Locallyour focus is on optimising runwaycapacity, increasing consistency andpredictability and implementingefficient systems and processesin order to accommodate andmanage growth. We are also lookingto deliver tangible environmentalbenefits in terms of reducednoise, fuel burn and emissions.”Dubai Airports is currently involvedin several Middle East initiativestaking a whole system approachto collaboratively de-conflict airroutes, reduce bottlenecks andunlock latent airspace capacity.Tower simulatorPrior to June 2010, Dubai WorldCentral-Al Maktoum Internationalwas classified as a ‘greenfield’ airportin a new location without anylegacy of prior operations. One ofthe many challenges, therefore, wasthat live “on-the-job” training in theoperational environment, which isnormally provided to new airportstaff by their experienced peers,was not possible. However all staffhad to be fully trained and certifiedas competent prior to the airport’sHis Highness Sheikh Ahmed bin Saeed Al-Maktoumand Paul Griffiths, CEO, Dubai Airports, at the DubaiWorld Central-Al Maktoum International ATC tower.first flight movement. “In the caseof the air traffic controllers, whoperform a highly regulated, safetycritical role, this was accomplishedby use of a 360° virtual realitytower simulator,” explained Reavy.At Dubai World Central-AlMaktoum International, where thelive elements of the normal trainingprocess were not possible prior toaircraft operations commencing,the General Civil Aviation Authority(GCAA) approved a comprehensivegreenfield training plan which hadbeen compiled by the DANS ATCtraining unit. Reavy said: “The purposebuilt tower simulator onsite broughtvirtual reality to ATC training in thatit achieved a level of realism so closeto the live operational environmentthat controllers were fully competentto handle any scenario that mightoccur from the minute the firstaircraft movement touched down atDWC. The simulator replicated theview, equipment and layout of thenew control tower and was designedto enable controllers to practicein a realistic environment as theyprepared for a safe and seamlesscommencement of operations.”The simulator remains onsitetoday and continues to be utilisedfor ongoing ATC training tasks. Itprojects a panoramic 3-dimensional360° visual representation ofthe airport’s airside layout andsurrounding areas of Dubai withthe runway, taxiways, terminals andparking stands depicted exactlyas they are in real life. “Over 100different aircraft can be depictedduring simulation, from an A380 toa single engine light aircraft, as wellas a variety of airport operationsvehicles,” explained Reavy. “As wellas day and night scenarios, wind, fog,rain, thunderstorms, emergenciesand unusual occurrences,equipment and system failuresare all able to be simulated.”Woodrow: “Our collaboration with Air Traffic Control is a continuous demand/capacitybalancing exercise. Landside, airside and airspace capacity are aligned wherever possibleto ensure that additional capacity is released in time to facilitate increasing demand.”

Hosted byIndustry Keynote Announced:Carolyn McCall, CEO,21st ACI EUROPE Annual General Assembly Congress and Exhibition15-17th June 2011, Estoril Congress Center“Overcoming new economic and operational realities,while improving the passenger experience”Bringing the leading airport industry figures fromEurope together in LisbonGold SponsorsConfirmed speakers include:• António Guilhermino Rodrigues, Chairman of the Board of Directors,ANA Aeroportos de Portugal SA• Fernando Pinto, CEO, TAP• Jos Nijhuis, President and CEO, Schiphol Group• Colin Matthews, CEO, BAA• Max Moore-Wilton, Chairman, Sydney Airport and Chairman,Airports Council International• Torborg Chetkovich, CEO, Swedavia• Dr Michael Kerkloh, CEO, Munich Airport• Kerrie Mather, CEO, MAp Airports• David McMillan, Director General, EUROCONTROL• Stewart Wingate, CEO, Gatwick Airport• Andrew Haines, Chief Executive, UK Civil Aviation Authority• Dr. Stefan Schulte, CEO, Fraport AG, Vice President, ACI EUROPEwww.aci-europe-events.com

42 The past, present and future of Dubai aviation50 yearsof DubaiaviationThe inauguration of DubaiInternational in 1960 marked theentry of Dubai onto the world’saviation stage and has sinceproved to be the catalyst for theemirate’s unprecedented aviationgrowth, which now spans halfa century. Ryan Ghee explores50 years of Dubai aviation.By 1986, the airport’s annual capacity was 8.5 million passengers and 200,000 tonnes ofcargo. By 2018, the airport will be able to handle 90 million passengers, while 2030 will seethe completion of the 160 million capacity Dubai World Central-Al Maktoum International.The history of aviation in Dubaidates back to 1937 when the firstImperial Airways flying boat landedon the Dubai Creek, but it wasnot until more than 20 years laterthat the ambitious vision of SheikhRashid bin Saeed Al Maktoum,then Ruler of Dubai, shaped thefuture of the emirate’s role as aglobal player in the industry.As described by Graeme Wilson,author of ‘Flight into the Future’: “InJune 1959, Sheikh Rashid receivedin his small office, in CustomsHouse, a delegation from IAL(International Aeradio Limited).The team were there to present aplan for Dubai Airport, around twomiles from the town. Soil surveyshad been successful. IAL projected a1,500-metre to 2,000-metre runway,a small terminal, and planned acomprehensive technical specification.The runway was estimated to cost£16,000 (the equivalent of £260,000today), the terminal £2,500 (£40,000)and equipment £17,000 (£275,000).IAL estimated annual running costsof £20,000. Sheikh Rashid had alsorequested IAL to plan a fully airconditioned 30-room hotel, adjacentto the airport, which would adda further £100,000 (£1.6 million)to the Dubai government’s bill.”From conception to completion,the construction of the airportwas fast-moving and followinga groundbreaking ceremony inSeptember 1959, on 30 Septemberthe following year, the airport wasofficially inaugurated, heralding ina new era for aviation in Dubai.Throughout the 1960s, thegrowth pattern that was to set

The past, present and future of Dubai aviation43The Short Kent Flying Boat was the first aircraft toland in Dubai, on the Creek, in 1937 – 23 yearsbefore the inauguration of Dubai International.the trend for the remainder of themillennium quickly emerged and1965 in particular proved to be amilestone year. A one-third increasein traffic was complemented by anexpansion to the runway and apron,while the airport was included inthe Regional Air Navigation Planof the International Civil AviationOrganization (ICAO) for the firsttime. In each of the next threeyears, passenger numbers increasedby two-thirds. As the growthcontinued, by 1969, the airporthandled more than 6,500 annualscheduled traffic movements.Aggressive growthThe same year as the officialformation of the United ArabEmirates, 1971 saw the introductionof Dubai International’s newThe growth of Dubai International continued throughoutthe 1960s and by 1969, the airport handled morethan 6,500 annual scheduled traffic movements.$10 million passenger terminal,leading to an increase in totalair traffic movements of 53%over the following 12 months.After another decade of sustainedgrowth, the 1980s continued in thesame manner, despite the globaleconomic recession that had takengrip at the very end of the 1970s.The announcement of a new $55million investment, which includedan arrivals terminal, a secondrunway, and a purpose-built freightterminal in 1982 was followedby the inception of Dubai DutyFree a year later, the arrival of theConcorde to Dubai in 1984 andthe handover of the new secondpassenger terminal in 1986. Bynow, the airport’s annual capacityextended to 8.5 million passengersand 200,000 tonnes of cargo.Dubai International in 1971: In the sameyear as the formation of the United ArabEmirates, Dubai International’s new $10million passenger terminal was unveiled.With Dubai International by nowfirmly established as an aviation forcein the Middle East, the $150,000Dubai Cargo Village was unveiled in1991. By the middle of the decade,the airport was handling 6.5 millionannual passengers and 300,000tonnes of cargo and by 1999,throughput in excess of 10 millionwas achieved for the first time. Asthe turn of the century approached,the airport’s growth, in terms of bothpassenger numbers and facilities onoffer, continued to gather pace.21st Century global hubOn 15 April 2000, the Sheikh RashidTerminal was unveiled, aptly namedafter the visionary Dubai Rulerwho had passed away a decadeearlier. Wilson explained: “[T]helate Dubai Ruler’s legacy has neverbeen forgotten. Aviation had beenone of Sheikh Rashid’s tools forprogress… (his) contribution wasrecognised at the airport site he hadhimself inaugurated 41 years earlier.“It fell to Sheikh Mohammed,whose own years in charge of DubaiInternational almost stretched toa quarter of a century, to overseecompletion of one of the MiddleEast’s most ambitious design andconstruction projects. At the root ofthe $540 million expansion at DubaiInternational was its new terminal.”The 118,000sqm terminalincreased the airport’s capacity from10 million to 25 million and in justits third full year of operations, ithandled some 18 million passengers.Having grown at an annual rateof 15% in the eight years from2000 onwards, 2008 marked DubaiAirports’ true statement of intentto establish Dubai International asa leading global hub. The openingof Terminal 3, for the exclusive useof Emirates, increased the airport’scapacity to 60 million passengers.Just two years later – the year thatmarked the 50th anniversary – DubaiInternational handled 47.2 millionpassengers, a 15.3% increase on theprevious 12 months, and with thegrowth of aviation in the emirateexpected to continue at such pace,the addition of Concourse 3 willextend the capacity to 75 millionby 2012. By 2018, this will increaseby a further 15 million, beforethe completion of Dubai WorldCentral-Al Maktoum International in2030 will see it become the world’slargest airport, capable of handling160 million passengers and 12million tonnes of cargo per year, thuscementing Dubai Airports’ positionat the very heart of global aviation.

44 The past, present and future of Dubai aviationConsistentpassengergrowthBy Andreas Akerman,Assistant Editor, anna.aeroCelebrating the much anticipated Emirates route between Dubai and Tokyo wereHisashi Kataoka, Japanese Transport Ministry Administrator; Richard Vaughan, Emirates’Divisional SVP Commercial Operations Worldwide; Saeed Ali Al Nowais, UAE Ambassadorto Japan; and Kosaburo Morinaka, President & CEO of Narita International Airport.From modest beginnings, DubaiInternational has become a globalplayer among airports. With apassenger throughput of over 47million in 2010, the airport ranksin the world’s top 15 as a result ofremarkably consistent growth.In the early 1990s, the airportbroke through the 5-million passengerbarrier and numbers have grownevery year since, even at times ofglobal economic and political turmoilthat have made other global airportssee passenger numbers decline. Forthe most part, Dubai International’sgrowth has been in double-digits andin 2010 alone, it grew by over 15%.A key contributor is of coursethe fast-expanding locally basedairline Emirates, which has turnedthe strategically located airport intoa major transfer hub. According toschedule data provided by OAG,more than 58% of available seatsin and out of the airport wereon Emirates in February 2011.Ten years ago, the airline’s sharewas only 41% of Dubai’s total.In 2010, Emirates launched sixSource: OAG Schedules iNETWhen flydubai began serving the Russian city ofYekaterinburg in October 2010, the airline’s CEOGhaith Al Ghaith was welcomed by Miss Russia 2010,Yekaterinburg local Irena Antonenko, and Natalia Vorobieva,Director General of the airline’s GSA Natalie Tours.

alasKa airlines’Bellingham tohonolulu, January 2011Xiamen airlines’Fuzhou tolongyan,august 2010The first and best inoutstanding airline networkplanning intelligence.molDavian airlines’chisinau to istanBulsaBiha göKçen,sePtemBer 2010hong Kong airlines’ arrival in singaPore, January 2011air France’s PariscDg to cologne/Bonn, January 2011hainan airlines’hangzhou-shenzhen-syDney,January 2011Once upOn a time an ex-easyJet network planner who was teaching at CranfieldUniversity’s Department of Air Transport decided to take all his great wealth of routeplanning skills and create a huge source of intelligence for all the world to share– online. Airline Network News and Analysis (anna.aero) was born and has beenpublished every week since July 2007.www.anna.aero www.anna.aero www.anna.aero

an anna.aero partnership with:Back in 2008 we decided to open our ownstore – The Route Shop – where airports couldplace all their desired routes in our fantasticanna.aero shop window.Now over 230 airports stretching from LondonGatwick all around the world to Christchurchon the other side of the Pacific use The RouteShop to advertise to airline planners thoseroutes they believe have the most potential –over 230 airports stocking an inventory of over1,500 routes (January 2011).8%anna.aeronewsletterOver 10,000visits to The Route Shopevery month25%from anna.aero10%otherreferringwebsites42%search engines15%direct trafficwww.therouteshop.com

The past, present and future of Dubai aviation47new routes out of Dubai: TokyoNarita, Amsterdam, Prague, Medina,Madrid and Dakar. The addition ofthe Japanese capital was notablefor being a much-anticipated routethat was finally enabled by theextension of the Japanese capitalairport’s second runway. To half ofthese new destinations – Amsterdam,Prague and Dakar – Emirates isthe only Gulf carrier to operate,showing how the airline maintainsits dominant status in the region.Other airlines double presenceEmirates’ large share of Dubai’s trafficdoes not, however, mean that it hasconsumed other airlines’ markets. Onthe contrary, growth at the airport asa whole has been even greater andairlines other than Emirates have morethan doubled their capacity in Dubaiduring the same ten-year period.In 2010, 108 scheduled airlinesserved Dubai non-stop from 186global destinations. Of these, 93– exactly half – were served byEmirates. The other locally basedscheduled passenger airline, thelow-cost carrier flydubai, has grownto a 7% share of Dubai’s availableseats since it launched operationsin June 2009 and by the end ofFebruary 2011 was already serving33 destinations. In the last year, thelow-cost airline has even addedmore seat capacity to Dubai than itsfull-service counterpart Emirates. 13of the airline’s routes are additionsto Dubai International Airport’snetwork, whereas the other 20 of itsroutes are operated in competitionwith other airlines. The destinationsadded by the airline are three SaudiArabian, three Egyptian, two Iraqiand two Syrian airports, all regionaldestinations, as well as Kathmandu inNepal and Ashgabat in Turkmenistan.Growth does, however, also comefrom foreign carriers. India’s KingfisherAirlines has more than trebled itsDubai capacity in the last year, as itadded daily Delhi and Mumbai servicesto its previous Bangalore route. Thisputs the airline among the airport’s top30. Notable new entrants in the lastflydubai’s expansion has brought low-cost competition to routes within the Gulf region. On flights toKuwait, which flydubai began operating at the end of March 2010, there are now seven airlines operating120 flights a week, 25 of which are operated by the Dubai-based low-cost carrier. Arriving on the firstflight, Jamal Al Hai, Dubai Airports’ SVP Strategy and Development (left), and Ghaith Al Ghaith, flydubai’sCEO (right), presented a gift to Bader Bou Taiban, Director General of Civil Aviation in Kuwait (centre).year include airberlin, which connectedDubai with the German capital Berlinin November, and Rwandair, which thesame month began operating a routeto Dubai from Kigali via Mombasa onthe Kenyan coast – the airline’s firstservice outside the African continent.Asian traffic dominates airportAn analysis of Dubai InternationalAirport’s route network showshow the Asian market dominateswith almost a third of the airport’stotal seat capacity, followed byflights within the Middle East andEurope both of which grow athigher rates. The fastest growth inthe last year – over 33% – does,however, come from the Americas,although these markets aregrowing from much lower levels.Further growth at the ratesexperienced in Dubai should seemore and more carriers discoverthe destination, increasing theairport’s status as a world hub.Cutting the ribbon for airberlin’s route between the German capital and Dubai were JoachimHunold, CEO, airberlin; Mohammed Ahmed Al Mahmood, UAE Ambassador to Germany; and RainerSchwarz, CEO, Berlin Airports. The November launch marked the first regular scheduled servicebetween the two cities since the East German airline InterFlug suspended operations in 1991.

48 The past, present and future of Dubai aviationPhase 1:Setting thebenchmarkDubai World Central-Al Maktoum International’s cargofacility has an initial annual capacity of 250,000tonnes of freight, rising to 600,000 tonnes by 2012.The opening of the first cargo terminal on 27 June2010 marked a key milestone in the developmentof Dubai World Central-Al Maktoum International, asPhase 1 of the project came to fruition. While attentionsremain firmly placed on the continuation of smoothcargo operations, preparations are now ongoing for theopening of the first passenger facilities. Ryan Ghee spoketo Andrew Walsh, VP Cargo and Logistics, Dubai Airports.As the first step in thelong-term development ofthe world-class Dubai WorldCentral-Al Maktoum International,Phase 1 has set an impressivebenchmark for the remainder ofDubai Airports’ major investment.Featuring a 4,500m Code Fcompliant runway, 64 aircraftstands – 10 of which are capableof serving new generationaircraft – and a cargo facilitywith an initial annual capacity of250,000 tonnes of freight (rising to600,000 tonnes by 2012), the firstphase of the project epitomisesthe operator’s vision to deliveran airport complex capable ofcompeting on the world stage.“The airport is very muchdesigned to be a globalcompetitor,” Walsh said. “We’realways very mindful of our localThe opening of the first cargo terminal on 27 June2010 marked a key milestone in the developmentof Dubai World Central-Al Maktoum International.competition, but Dubai WorldCentral-Al Maktoum International isbeing developed to be a global huband it’s fundamentally important aspart of the economy for Dubai.”Geographical advantageMuch of the airport’s potential isderived from its geographical position– located within close proximity tothe Jebel Ali Sea Port and benefitingfrom top class road connections.Walsh explained: “A major part of theairport’s success will be its locationand the meeting of multi-modalstrategic needs to provide a hub forcargo and logistics. For passengeroperations, the location will also allowfor a larger catchment, extendingto Abu Dhabi as well as Dubai.“With Dubai International, the cityhas been built up around the airportand while capacity will be boostedto ensure it operates as Dubai’shub over the next decade, DWC’slocation enables us to develop theairport and the city together.”He continued: “Developing agreenfield airport also allows youto implement best practice andworld-class facilities from day one,and we wanted to make sure thatit’s future proof. You have to makesure that everything you provide isseamless and state-of-the-art. Wedon’t want this to be the last of theold generation of airports, we want itto be the first of the new generation.”Operational readinessWith 19 cargo airlines alreadysigned-up to operate from the newairport, Walsh explained that the earlystages of air freight operations havegone “smoothly”. In order to achievethis, however, the facilities werestringently tested over an extensiveperiod to ensure that each of thesystems was sufficiently prepared.“Of course, before we could putthe systems into service, we did theoperational readiness testing whichstarts from small trials right up tosimulating regular day-to-day operationof the airport,” Walsh explained.“We went through a series of testsand slowly built up the complexity ofeach one and then, on 20 June 2010,we simulated a full operation witha live aircraft landing at the airport.Once all of that was successfullycompleted, we could then say thatwe were operationally ready.”In addition, all of the supportinginfrastructure – including theairfield, air traffic control, fire and

The past, present and future of Dubai aviation49Walsh: “Dubai World Central-Al Maktoum International isbeing developed to be a global hub and it’s fundamentallyimportant as part of the economy for Dubai.”rescue facilities and the fuel farm –underwent thorough testing, whileDubai Airports also ran an emergencyexercise in which an aircraft incidentwas simulated to test the response ofthe emergency services and the abilityof the airport and its staff to handle,and recover from, such a situation.As part of his responsibilities, Walshwill also oversee the operationalreadiness testing of the passengerterminal, ahead of the commencementof passenger services. The first ofthese terminal facilities will enable theairport to handle as many as 7 millionpassengers per year, a figure that willgrow incrementally throughout thecontinued development of the airport.Walsh explained: “The focus onthis front will initially be on point-to-point business. As you wouldexpect, we’re unlikely to attract apassenger hub operator in the earlystages, therefore we need to haveoperators with a high O&D business.“The early operations willprobably be based around regionalcharters, general aviation, privatejets and low-cost carriers if wecan attract them to the airport.As part of the operational readiness preparations, on 20June 2010, a full operation was simulated with a live aircraftlanding at Dubai World Central-Al Maktoum International.Further down the line, though,we will look to get the networkcarriers operating at the airport.”Rapid growthWhile Walsh has been directlyinvolved in the Phase 1 project sinceAugust 2008, his experience ofDubai’s aviation infrastructure extendsback to the early 1990s and he hasfirst-hand experience of the drasticchange in the emirate’s aeronauticallandscape. He said: “1992 was the firsttime I came to Dubai and that wasabout the time it was just starting togrow as a hub. I was also here as acustomer about ten years ago, so Iremember the old airport way beforeConcourse 1 was even complete.“When I came to the DubaiWorld Central-Al MaktoumInternational site a couple of yearsago, it had already been underconstruction for about two yearsand the ATC facilities were inthe early stages and the cargoterminal building had only just hadthe roof put on. It’s developedso much since then and it willcontinue to do so in the next fewyears. It has been amazing towatch Dubai World Central-AlMaktoum International grow.”

50 The past, present and future of Dubai aviationShell partners withAl Jaber GroupSince 1993, CavotecMiddle East (CME), theUAE-based subsidiaryof Cavotec MSL, hasdeveloped a great numberof important referenceswithin the region. CMEhas supplied DubaiInternational Airportwith 400Hz cable coils,power caddies, pop-upand hatch pits, refuellingsystems (fuel hydrantpits & valves, loadingarms) and Wibe cablemanagement system.Cavotec equipmentis also installed in theairports of Sharjah, AbuDhabi, Ras al Khaimah,Jordan, Qatar, KSA,Oman, Kuwait and Iran.Cavotecin actionIn December 2009, Cavotec’s AirportMarket Unit was awarded with alandmark order in Bahrain whereits airport systems were selectedto supply and integrate a range ofenvironmentally friendly groundservice equipment for remote aircraftaprons at Bahrain International Airport.The product and technologicalscope of this particular order isespecially broad. With 18 of Cavotec’spre-conditioned air (PCAir) systemsforming the centrepiece of theproject, Cavotec will also deliverand install pop-up units, transformersub-stations, 400Hz power supplysystems, a Vacuum Evacuation System,a blue water supply system anda potable water supply system.More recently, Cavotec receiveda large order to install 53 advancedfuel hydrant systems and relatedmaterial at Mumbai’s ChhatrapatiShivaji International Airport(CSIA) as part of the airport’smodernisation programme.Cavotec ME has launched anew gate concept designed topresent significant improvements inenergy efficiency, fuel cost savings,decreased usage of auxiliary powerunits (APU) and reductions incarbon footprint within airportoperations across the region. Thisconcept promises operationalefficiency by allowing the provisionof up to six aircraft ground services(400Hz - PCAir - Blue Water -Potable Water - Sewage - Air Start)through the firm’s proprietaryunderground pop-up pits. Theinnovative process eliminates theneed for ground support equipment(GSE) mobile vehicles, translatingto a lower risk of accidents andlower maintenance and repair costsof support vehicles. The solution isintended to address cost reductionvia a multipronged approach,which will give airlines and airportauthorities the opportunity to savemillions of dollars every year.Shell Aviation supplies high qualityproducts and services to the globalaviation industry. Every day, atover 800 airports across some 50countries, Shell Aviation providesfuel for around 7,000 aircraft,refuelling a plane every 12 seconds.Its customers range from the privatepilot to the largest global airlines.In October 2009, a Qatar Airwaysaircraft travelling from Londonto Doha completed the world’sfirst commercial passenger flightpowered by a fuel from natural gas.Shell developed and produced the50-50 blend of synthetic Gas toLiquids kerosene and conventionaloil-based kerosene fuel.Shell Aviation is focusedon providing flyers with acomprehensive and reliable supplynetwork and the best possiblecustomer service. At the DubaiAirport Expo in May 2010, itwas named the best aviationfuel provider in the inauguralEmerging Markets Aviation Awards(EMAA), which includes fuelprovision to the Middle East.With over a century of innovationin aviation, Shell Aviation offers arange of aviation lubricants designedto fill almost every lubrication needin the aviation industry. In the UAE,its recent partnership agreementwith Abu Dhabi-based Al JaberGroup has made it possible to focuson the distribution of the full rangeof Shell Aviation lubricants productsto Shell customers at UAE airports.Shell Aviation is constantlyworking on research anddevelopment into fuels, lubricantsand greases in Shell’s researchlaboratories at Cheshire InnovationPark, UK and Westhollow TechnologyCentre, USA. It also participates inand cooperates with leading industrybodies to refine fuel specificationsand improve test methodology.

© 2009 northrop Grumman corporationSafe flight.www.northropgrumman.com/parkairsystemsNEXT GENERATIONNorthrop Grumman Park Air Systems is theworld’s leading and most trusted supplier forthe development and delivery of communication,navigation, and surveillance technologiesfor integrated air traffic management solutions.With an installed base encompassing 170countries, and facilities in the USA, Europe,and Asia, we are dedicated to developing andimplementing advanced safety critical airtraffic control systems.