Stakeholder relationships - Etihad Airways

OUR JOURNEY 

Corporate Social Responsibility Report 2010

HH Sheikh Khalifa bin Zayed Al Nahyan 

President of the UAE and the Ruler of Abu Dhabi 

HH General Sheikh Mohamed bin Zayed Al Nahyan 

Crown Prince of Abu Dhabi and Deputy Supreme 

Commander of the Armed Forces of the UAE

Report parameters 

This report is Etihad Airways’ first report on its 

Corporate Social Responsibility performance. 

In this document, we outline our policies with regard 

to the four core areas of our social responsibility efforts 

- the environment, the workplace, our community and 

our charitable efforts – and we report on our activities 

and results in each of these areas. 

The formal reporting period is from 1 January 2010 to 

31 December 2010; however, as this is our first report, 

there are a number of elements of our airline’s eightyear 

history that we also cover. 

Etihad has no subsidiaries on which to report; nor do 

we have joint ventures on which it would be relevant 

to report. 

How we have defined this report’s content 

Our CSR team members conducted a series of 

workshops and stakeholder engagement exercises 

(described in the report) to help define the scope of the 

report. 

Throughout this process, we used the Global Reporting 

Initiative (GRI) frameworks as a guide. We have 

recognised a number of principles in doing so: 

• Scope: The report aims to cover all relevant aspects 

of our operations, in the air and on the ground. In 

this first report, our main focus for the on-the-ground 

section is the hub of our operations, in Abu Dhabi. 

• Materiality: We believe the report’s scope covers the 

major issues that are recognised as important by our 

internal and external stakeholders. 

• Data collection and publication: We have aimed 

for accuracy in collection of all relevant data, 

and we aim to be as transparent as commercial 

restrictions allow in publishing such data. 

• Subsidiaries / joint ventures etc: This report covers 

the operations of Etihad Airways. 

• Reporting cycle: Our intention is to report on an 

annual basis. 

This report has not been externally assured. 

For further information on Etihad’s CSR activities, or for 

questions on this report, please contact: csr@etihad.ae 

2 Etihad Airways CSR Report 2010 

CONTENTS 

From the Chief Executive Officer 4 | Etihad today 6 | Sustainability vision 8 

Corporate social responsibility at Etihad Airways in 2010 9 | Stakeholders 10 |Together 12 

Together Greener 14 | Growing Together 22 | Working Together 26 | Giving Together 30 

Corporate governance 34 |Global Reporting Initiative 36

From the Chief Executive Officer 

Welcome to the first Etihad Airways Corporate Social 

Responsibility Report. 

Etihad is a global ambassador for the Emirate of 

Abu Dhabi, and one of its most visible brands in 

the international arena. That places a heightened 

responsibility on our business to engender and promote 

the government’s well-established sustainability agenda, 

which affords tremendous value to: 

• The preservation of the Emirate’s cultural traditions and 

natural environment; 

• Support for those suffering the effects of disease, poverty 

or natural disaster around the world; 

• The wellbeing and future prospects of the Emirati people 

and society, and 

• The diversification of Abu Dhabi’s economy to be less 

reliant on hydrocarbons and equipped to prosper in an 

increasingly energy-scarce world. 

Looking back on just our seventh year of operation, we 

have grown to this point rapidly while maintaining a strong 

focus on our social and environmental impacts, which we 

see as inextricably linked with our financial sustainability. 

The safety and wellbeing of our customers and employees 

is, at all times, our greatest concern. We allocate 

enormous resources to maintaining the highest levels of 

flying safety and we provide state-of-the-art health and 

wellbeing facilities to our more than 8,000 staff members 

and their families. 

We operate the newest, most environmentally efficient 

aircraft in the skies, while our operations teams work 

tirelessly to reduce the airline’s fuel burn and emissions 

and to identify greener suppliers and partners. 

We are founding members of the Masdar Institute’s 

Sustainable Bioenergy Research Consortium in Abu Dhabi, 

providing substantial financial and in kind contributions in 

support of research into the use of salt water tolerant plants 

as the basis for alternative aviation fuels. 

We are a major employer, directly creating opportunities 

for employees and their families from more than 120 

countries, and indirectly generating thousands of jobs 

across the UAE and our network. 

The airline gives generously to disaster relief efforts and 

third-world education initiatives while our employees 

also give generously of their own time and resources to 

those less fortunate. 

Finally, as a driver of tourism to Abu Dhabi we play a 

critical role in promoting Abu Dhabi’s rich culture and 

heritage. 

Our Emiratisation program is creating a new and 

indigenous generation of aviation professionals. They 

receive the industry’s best training, are exposed to all 

facets of the airline business, are equipped to lead Etihad 

Airways into its very bright future, and are well-placed to 

pass on their skills and experiences to future generations 

of UAE nationals. 

The publication of this report is a formalisation of Etihad’s 

suite of sustainability programs under one banner. This first 

report focuses on our efforts to date. We are committed 

to continued an open reporting on an annual basis from 

now on. 

I look forward to a continuing and open dialogue with 

our stakeholders. 

James Hogan 

4 Etihad Airways CSR Report 2010 Etihad Airways CSR Report 2010 5

Etihad today 

Etihad Airways, the national airline of the United Arab 

Emirates, is based in its capital Abu Dhabi. Etihad was set 

up by government decree to be a key driver of the Emirate’s 

economic diversification and growth program, outlined 

in the Abu Dhabi 2030 Plan, and is wholly owned by the 

government of Abu Dhabi. 

From 2003 to 2006, Etihad Airways grew faster than any 

other airline in commercial aviation history, according to a 

study by Booz & Co. As the three-year start up phase came 

to an end, the Board appointed a new management team to 

consolidate the airline’s growth and align its development 

still more closely with the Emirate’s economic aspirations and 

development strategy. 

We currently serve 72 key business and leisure destinations 

in Africa, Asia, Australia, Europe, the Middle East and North 

America, operating a young, safe and fuel-efficient fleet of 61 

aircraft comprising five fleet types. 

With 68 per cent of destinations served by at least daily 

frequencies, Etihad carried 7.3 million passengers in 2010 

with an average seat load factor of 74 per cent. The network is 

further enhanced through the airline’s 32 code-share partners. 

The airline’s average on-time performance is 87 per cent with 

a track record of 99 per cent dispatch reliability. 

In 2010 our revenues rose to USD 2.95 billion. In 2011, 

we expect continued double-digit revenue growth to reach 

break-even; a remarkable achievement in just eight years. 

Etihad is safety-certified by the International Airline Transport 

Association’s (IATA) and the General Civil Aviation Authority 

(GCAA) in the UAE. 

In July 2008, we announced a then record-breaking order 

for up to 205 new aircraft at the Farnborough International 

Airshow, including firm orders for 55 Airbus and 45 Boeing 

aircraft. The transaction remains one of the largest in 

commercial aviation history and will allow Etihad to meet 

long-term demand for the period from 2011 to 2020. 

Today, Etihad is a global business contributing in the region of 

AED 25.1 billion (USD 6.8 billion) to the economy, according 

to a study conducted by Oxford Economics in 2010. 

To deliver this performance, Etihad has a skilled management 

team and a well defined organisational structure supported by 

8,083 employees, representing 123 nationalities. 

Etihad operates under a rigorous corporate governance 

structure. The Board comprises leading figures from Abu 

Dhabi’s business community. Our Board members are HH 

Sheikh Hamed bin Zayed Al Nahyan (Chairman), HH Sheikh 

Khaled bin Zayed Al Nahyan (Vice Chairman), HE Ahmed Ali 

Al Sayegh, HE Mohammed Mubarak Fadel Al Mazrouei, HE 

Hamad Abdullah Al Shamsi, HE Mubarak Hamad Al Muhairi 

and HE Khalifa Sultan Al Suwaidi. 

Etihad Airways aims to fly 25 million passengers a year to at 

least 100 destinations by 2020. 

Etihad development 

2003-2004 2006-2007 

2008-2009 

2011 

AIRLINE START-UP 

Operational Mandate 

Current fleet 

at December 2010 

COMMERCIAL MANDATE 

• Financial 

• Reporting 

• Mitigate financial risk 

• Start up work force 

• Governance 

LARGE AIRCRAFT ORDER 

• Network/Fleet 

• Capital plan to 

accommodate fleet order 

• Linkage to Abu Dhabi Plan 

• Major hiring ramp up 

• Change in leadership 

structure 

SELF-SUSTAINABLE BUSINESS 

• Brand 

• Product and service 

• Network reach/connectivity 

• Strong growth 

• Revenue maximisation 

• Cost minimisation 

• Pay for performance 

6 Etihad Airways CSR Report 2010 Etihad Airways CSR Report 2010 7 

6x B777-300ER 

11x A340-500/600 

19x A330-200/300 

15x A319/320 

2x MD11F 

2x A330-200F 

2x A300-600F 

Aircraft on order 

at December 2010* 

10x A380 

10x B777 

25x A350 

35x B787 

3x A330 

20x A320 

* Firm deliveries, excluding 105 options and purchase rights

Sustainability vision 

To be recognised as a sustainable 

airline that operates to the highest 

standards of safety, with integrity 

and transparency. 

Sustainability mission 

Social responsibility and sustainability will be at the 

core of our business. 

We will ensure that sustainability is integrated and 

integral to our day-to-day business operations and 

practices, and is embedded in every layer of business 

thinking, planning and execution. All material financial, 

environmental and social impacts will be accounted for 

and measured and managed across our operations in 

line with international best practice. 

Objectives 

• Drive individual and corporate awareness of the 

necessity of living and working sustainably. 

• Develop capability and capacity in Etihad to manage 

the ongoing sustainability agenda. 

• Meaningfully and regularly consult with and engage all 

our stakeholders at the hub and across the network to: 

– ascertain their expectations and needs, and 

– implement initiatives that show a genuine 

commitment to meet those expectations; 

• Set and manage meaningful targets to improve 

continuously our sustainability performance based 

on globally identified, material criteria, our shareholder 

mandate and stakeholder expectations. 

• Create tools and initiatives that allow our core 

stakeholders to participate: for example, staff 

participation (training & reward); customer participation 

(voluntary carbon offset); and supplier participation 

(public/website recognition of adherence to Etihad 

policies). 

• Measure and report honestly and transparently our 

performance in identified and material criteria. 

• Promote our CSR activity through the full range of 

traditional and new communications channels and in 

effective reporting. 

• Continue to align Etihad CSR and sustainability policy 

and activity with the objectives in the Abu Dhabi 

2030 Plan. 

Corporate social responsibility 

at Etihad Airways in 2010 

Etihad acknowledges its position as an integral part 

of society and its potential to have both positive 

and negative impacts on the communities in which 

it operates. Aligned with the greater ambitions 

and vision of the Emirate of Abu Dhabi, the CSR 

and sustainability policy and supporting strategy 

is designed to ensure our compliance with all 

applicable international and local regulations and 

standards; mitigate any potential risks, and enhance 

the airline’s reputation through the implementation 

of industry best practice in the fields of sustainability 

and social responsibility. 



Stakeholders 

Active and ongoing stakeholder engagement with the 

broadest range of stakeholders is essential to our CSR strategy 

and program. 

During 2010, our CSR team members conducted a series of 

workshops and stakeholder engagement exercises to identify 

our major stakeholders, to begin to understand their concerns 

and interests, and to help define the scope of the report. 

These exercises identified stakeholder audiences which we 

believed had an interest in and/or a necessity to know about 

Etihad’s CSR activities. They include: 

• Employees 

• Our shareholder 

• Customers 

• Our supply chain, in Abu Dhabi and internationally 

• Our business partners 

• The local community in Abu Dhabi 

• National and international regulatory bodies 

• The wider air travel industry 

• Channels which reach these audiences, such as 

the media and non-government organisations 

We conducted our first focus groups in June 2010, covering 

employees and our customers. 

• Corporate social responsibility 

• Environment 

• Alliance/codeshare partners 

• Manufacturers 

• Travel trade 

• Abu Dhabi service providers 

• Abu Dhabi hub operators 

• Financial institutions 

SOCIETY 

PARTNERSHIPS 

GUESTS 

SHAREHOLDERS 

ETIHAD 

OUR 

PEOPLE 

Stakeholder relationships 

The first groups included employees representing all 

disciplines and levels of staff in London, Mumbai and Abu 

Dhabi – destinations selected for their importance on the 

network and for their cultural diversity. We also held one 

group session with frequent Etihad guests in Abu Dhabi. 

The aim of these first discussions was to identify priority 

areas related to the environment, the workplace, and the 

community, and to further investigate the best ways of 

communicating information about CSR activities. 

Key issues raised included: 

• A definition of the scope of the airline’s CSR efforts 

and activities 

• The importance of environmental performance in 

our operations 

• The desire for employee engagement at all levels 

• The importance of our contribution to the national 

and local communities in Abu Dhabi 

Further activities to engage with external stakeholders, 

including the Board of Directors, the Abu Dhabi 

government, the local community and passengers. 

The outcomes of our ongoing stakeholder dialogue will 

be used in shaping and driving our CSR and sustainability 

agenda. 

• First class customers 

• Business class customers 

• Economy class customers 

• Transfer customers 

• Family group 

• Worker traffic 

• Ad hoc charters 

• Board members 

• His Highness the Crown 

Prince of Abu Dhabi 

Etihad Airways CSR Report 2010 11


We believe that CSR is a collaborative process, and one that will only succeed in 

partnership with our broad range of internal and external stakeholders. This is why we 

have called our CSR and sustainability program Together. 

Together provides a four-part policy and communications framework for engagement with 

all our stakeholders - our staff, the local community and economy, the environment, and 

the greater communities across our global network. 

• Together Greener 

• Growing Together 

• Working Together 

• Giving Together 

In these four areas, it is our aim to work collaboratively in: 

• Identifying and developing awareness of the issues and challenges; 

• Focusing action to address these challenges; and 

• Making a difference, through measurable improvement, year on year. 

Focusing on priorities 

As a leading brand and influential UAE business, and part of an industry with unique 

environmental and sustainability challenges, it is imperative that our CSR strategy is able 

to focus on areas of most concern. This needs to take account of opportunities as well as 

risks, challenges and impacts. With this in mind, materiality is high on the agenda and our 

strategic programs allow us to look at issues under four areas, and focus on these while 

continually reviewing the appropriateness of our actions. 

Etihad Airways CSR Report 2010 13

Etihad’s environmental strategy and program is implemented in conjunction with industry partners, suppliers and customers. 

While focused primarily on measuring, managing and minimising the environmental impact of our operations, it is linked to 

broader sustainability goals and includes proactive initiatives to develop cleaner technologies such as biofuels; to encourage 

environmental improvements across our supply chain; the implement a comprehensive waste management program; and 

initiatives to engage our customers in positive environmental action. 

Carbon management 

Etihad Airways Environment Policy 

As the national airline of the United Arab Emirates, wholly 

owned by the government of Abu Dhabi, Etihad Airways is 

an important driver of economic growth and diversification 

in the country. 

While operating under a strict commercial mandate from 

our shareholder, we recognise our responsibility to the 

community and are committed to mitigating the impact of 

our operations on the environment. To achieve this Etihad 

pledges to: 

• Abide by all national and international environmental 

legislation that applies to our business; 

• Put in place the measurement systems and working 

procedures to allow us to track and modify our 

environmental performance; 

• Innovate to reduce our dependency on traditional forms of 

energy and aviation fuel; 

• Train our staff on the importance of environmental 

protection in our business operations and on their 

individual responsibilities; and 

• Communicate and report openly and transparently on our 

environmental performance to all our stakeholders 

including employees, customers, suppliers and partners. 

We hold it as a fundamental principle that true success 

requires the engagement and participation of many different 

partners, within the markets in which we operate and across 

the air travel industry as a whole, and therefore aim to: 

• Encourage collaborative action and play an active role in 

industry debate on environmental issues; and 

• Work with industry bodies such as the International 

Civil Aviation Organization (ICAO), the International 

Air Transport Association (IATA), the Arab Air Carriers 

Organisation (AACO) and with local government and nongovernment 

partners on identifying issues and developing 

common solutions. 

The environment is a joint responsibility and every 

member of our workforce has a duty of care to uphold this 

policy, limit their individual impact on the environment, and 

actively work to mitigate the potentially harmful impacts of 

our business on the environment. 

Aviation features more prominently in the environmental 

debate than any other form of transport, despite the range 

and depth of improvement that has been made by the 

industry in the last 20 years. A key element of this success 

has been the involvement of a broad range of partners in 

seeking opportunities and implementing initiatives. 

Whilst contributing just two per cent of the world’s manmade 

carbon emissions, significant attention is focused on 

aviation’s contribution to the world’s carbon footprint. The 

basis for this is the increasing global demand for air travel 

with particularly heavy growth in developing economic 

regions and in the growth of the low cost airline sector. 

Demand for air travel has grown on average by five per 

cent per annum over the past 30 years and airlines now 

carry 2.2 billion passengers per year. 

Measuring emissions and materiality 

As a growing international airline, Etihad has many 

activities and operations that affect and possibly impact 

negatively upon the environment, most notably through 

our aircraft operations but also from running our 

supporting head office, outstation offices, call centres, 

sales offices, and in the provision of ground transport 

services for our staff and customers. We outsource many 

of our essential services, including aircraft maintenance, 

in-flight catering, ground handling and additional 

transportation services. 

When it comes to measuring our carbon footprint 

associated with these activities, we need to ensure we do 

this taking into account relevance, data completeness, 

consistency, transparency and accuracy. These principles 

are taken from the Greenhouse Gas (GHG) Protocol, 

which provides comprehensive guidance on accounting 

for and reporting on greenhouse gases. 

The current scope of our carbon footprinting is based on 

the direct operations of our aircraft, the electricity, chilled 

and potable water for our head offices, and our other main 

facility, Etihad Plaza, which comprises our staff housing 

and facilities complex, including shops, banks, the 

medical centre and gymnasium. 

“Since 2006, we have 

achieved a 19 per 

cent improvement in 

CO 2 emissions per 

passenger kilometre.” 

James Hogan 

Chief Executive Officer 


In addition, we track fuel use on our own fleet of 40 

vehicles, which range from saloon cars to 20-seater buses 

used primarily for the transportation of our crew to and 

from the airport. The nature of our business means that the 

operation of our aircraft represents by far the most material 

(relevant) aspect of our business, accounting for over 99 

per cent of our measured carbon footprint. 

As recommended under the GHG protocol we are 

focused on those areas that are under our control and 

are measurable. Other areas will be subject to controls, 

through policies, procedures and best practice guidelines, 

including the offices across our network. 

Our carbon footprint 

Scope 1 Conversion Factor CO 2 total (kg) % Total 

Aircraft (1) 3.15 kg/CO 2 4,504,022,226 99.7o% 

Ground vehicles (Petrol) (2) 10.4 kgCO 2/gal 962,342 0.02% 

Ground Vehicle (Diesel) (2) 12.2 kgCO 2/gal 5,719,559 0.13% 

Scope 2 

EY Complex electricity (3) 0.863 kgCO 2/kWh 1,215,852 0.03% 

EY Plaza electricity (3) 0.863 kgCO 2/kWh 569,890 0.01% 

EY Complex district cooling water (4) 0.674 kgCO 2/tonne of cooling 2,937,504 0.06% 

EY Plaza district cooling water (4) 0.674 kgCO 2/tonne of cooling 2,207,080 0.05% 

EY Complex potable water (5) 1.68 kgCO 2/m3 137,021 ≥0.01% 

EY Plaza potable water (5) 

(Excluding residential) 

The Protocol covers three types of emissions, defined as 

Scope 1, Scope 2 and Scope 3. 

Scope 1 – Direct emissions from burning fossil fuel, such 

as jet fuel, gasoline and diesel. 

Scope 2 – Indirect emissions such as those associated with 

electricity and chilled water production. 

Scope 3 – Emissions from other sources, including 

outsourced transportation services, aircraft maintenance, 

catering services and services provided by third parties. 

The carbon emissions associated with material activities both in the air and on the ground are measured 

according to multipliers available from suppliers and international data publications, such as the Greenhouse 

Gas Protocol. 

We continue to develop the scope of our greenhouse gas measurement and reporting, based on the principles 

of the Protocol and ensuring that such activities are relevant within the scope of our operations. In particular 

we are looking at potential ‘Scope 3’ activities, as defined by the Protocol, such as additional transportation 

services and ground handing activities. While we outsource major activities such as aircraft catering and 

maintenance services, we will work with these organisations to ensure environmental best practice. 

1.68 kgCO 2/m3 4,949 ≥0.01% 

TOTAL CO 2 emissions 4,517,776,423 100.00% 

Sources: 

1. As per EU Emission Trading Scheme 

2. Petrol and diesel: http://timeforchange.org/what-is-a-carbon-footprint-definition 

3. Includes electricity used by heat pumps and electricity used by electric boilers. 

Main source: http:// www.iea.org/Textbase/stats/electricitydata.asp?COUNTRY_CODE=AE 

4.Estidama Credit RE-R1 Minimum Energy Performance : COP (Coefficient of Performance of 4.5 for District Cooling Plant) 

5.Average benchmark data for desalination (http://www.ecobuild.co.uk/var/uploads/exhibitor/3862/pkwybghq5k.pdf) 

In the air 

Aircraft emissions are by far the most material environmental 

factor for Etihad, accounting for 99.7 per cent of the airline’s 

currently quantified carbon footprint. 

We track the total carbon dioxide (CO 2) emissions from 

our aircraft operations and, to more realistically monitor 

efficiency improvements, we track emissions per passenger 

kilometre and per tonne kilometre on all routes. Our 

comprehensive fuel measuring systems allow us to track and 

report on specific routes, per aircraft type, or by region. 

While the total emissions are growing in line with our 

fleet expansion, the emissions per Revenue Passenger 

Kilometre (RPK) show a clear downward trend since the 

commencement of operations. This is influenced by measures 

to improve operational efficiency, the introduction of more 

efficient aircraft, technological improvements to our existing 

fleet, and improved load factors. 

These key areas of investment and technical and operational 

controls have together led to a significant improvement 

in fleet efficiency and, since 2006, a 19 per cent 

improvement in CO 2 emissions per passenger kilometre. 


Investment 

Investment plays an essential role in the sustainability 

of aviation. Operating new and efficient aircraft directly 

contributes to managing emissions and provides a long-term 

win-win situation from both financial and environmental 

perspectives. Etihad has invested substantially in the 

development of its fleet and the current fleet has an average 

aircraft age of less than four years, as compared to the global 

industry average aircraft age of 13 years. 

Introduction of a new aircraft can result in immediate and 

substantial emissions reduction. The replacement of the 

MD11 freighter with our new A330-200F freighter has 

reduced carbon dioxide emissions. On the Abu Dhabi to 

Frankfurt flight this has been calculated to result in an average 

reduction of 14,800 kilograms of CO 2 for the entire flight. 

Tonnes CO 2 

5,000 

4,500 

4,000 

3,500 

3,000 

2,500 

2,000 

1,500 

500 

*Passenger aircraft only 

% improvement in CO 2 /RPK 

2006 2007 2008 2009 2010 

100 

95 

90 

85 

80 

75 

65 

60 

55 

Technology and operations 

Initiatives such as weight reduction on aircraft, 

implementing optimal fuel uplift, stringent engine washing 

schedules, comprehensive maintenance programs and 

making full use of the operational ability of our aircraft all 

contribute to ensuring fuel efficient flights. 

At Etihad: 

• Using LIDO, our improved flight management 

system, an estimated 18,000 tonnes of fuel are saved 

annually, equating to a reduction of 56,000 tonnes of 

carbon dioxide. These savings are achieved as a result of 

shortened routes and improved flight fuel calculations. 

• The ‘Permagard’ coating on all our aircraft reduces 

drag and has also led to wash water savings in the 

region of 10 million litres per year as a result of less 

frequent aircraft wash requirements. 

Nitrous Oxide NOx 

NOx is a local air pollutant and one of the gases emitted by 

aircraft engines. Etihad tracks the NOx emissions associated 

with the landing and take-off (LTO) cycles which cover 

emissions below 3,000 feet. This can be done with a high 

degree of accuracy using industry data provided by ICAO 

for each engine type. Whilst our total NOx emissions have 

increased in line with airline growth, we have achieved 

a significant reduction in emissions per LTO cycle. As 

we have introduced new aircraft into our fleet with latest 

technology engines, we have seen a 41 per cent reduction 

in NOx per LTO on average across our fleet since 2007. 

Regulatory compliance - the European Union Emissions 

Trading Scheme (EUETS) 

Etihad has taken steps to ensure its compliance with the 

requirements of the EU emissions trading scheme, which 

requires the monitoring and verification of emissions and 

traffic data for all our flights into and out of Europe. The 

scheme also required Etihad to submit third party verified 

emissions and tonne kilometre reports for 2010 to the UK 

Environment Agency by the end of March 2011. 

Tonnes NOx (

On the ground 

The company’s ground-based energy consumption 

initiatives are focused on raising staff awareness and 

encouraging energy saving initiatives throughout its 

facilities. Green Office Champions are staff volunteers who 

help to support and educate staff in best practices such 

as recycling, switching off office equipment and lighting 

when not needed, and using office resources wisely. 

Electricity consumption is measured and tracked at both 

headquarters (inclusive of the Etihad Training Academy) 

and the offices at Etihad Plaza. We use CO 2 conversion 

factors to track emissions associated with electricity use. 

The total electricity consumption at Etihad Complex for the 

year was 1.4 GWh, with a peak in July. 

Most of the building’s energy use is from the fan coil units 

and air handling units associated with the air-conditioning 

and ventilation systems, and to a lesser extent, the 

lighting system. The extensive IT and supporting electrical 

equipment in the office areas and the simulators at the 

Training Academy are also major contributors to energy 

consumption. The high summer temperatures result in 

significantly higher cooling water requirements with 

almost 50 per cent more energy being consumed in the 

hottest month compared to the coldest month. 

The district cooling system is an energy intensive process 

resulting in one of the highest energy requirements for our 

ground facilities in Abu Dhabi. 

Etihad Complex: 2010 Electricity consumption 

160,000 

140,000 

120,000 

100,000 

80,000 

60,000 

40,000 

20,000 

Etihad Plaza (office only): 2010 Electricity consumption 

70,000 

60,000 

50,000 

40,000 

30,000 

20,000 

10,000 

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 


600,000 

500,000 

400,000 

300,000 

200,000 

100,000 

Noise management 

Whilst emissions concerns are high on our environmental 

agenda, noise affects many communities that live close 

to airports. The International Civil Aviation Organisation 

(ICAO) developed a ‘balanced approach’ to control 

noise for the industry that focuses on four key aspects 

of noise management namely, reducing the noise at 

source; controlling land use around airports to prevent 

noise sensitive development; enforcing noise reducing 

operational procedures for aircraft; and implementing 

operational restrictions, such as banning noisier aircraft. 

In terms of operational control, our young aircraft are all 

in compliance with the ICAO Chapter 4 Noise Standards - 

the highest noise standard currently imposed by ICAO on 

new engines types. 

Waste management 

Internally, Etihad has implemented best practices to 

reduce the amount of waste material sent to landfill with a 

program in the head office complex to segregate plastics, 

aluminium, paper and cardboard from the general waste 

streams for recycling. The ground-based recycling program 

will be extended to more Etihad facilities in 2011. 

Working with Abu Dhabi Airports Company (ADAC) 

and other airport partners, we are developing a series 

Etihad Complex: 2010 District cooling consumption 

Total KWh Carbon emission kg Total cooling tonne/hour Carbon emission kg 

500,000 

450,000 

400,000 

350,000 

250,000 

200,000 

150,000 

100,000 

50,000 


Etihad Plaza office/residential: 2010 District cooling consumption 

Total KWh Carbon emission kg Total cooling tonne/hour Carbon emission kg 


of tangible waste management initiatives for our airport 

ground operations and in-flight services. 

A total of 731,850 kilograms of waste was collected during 

2010. Of this, 2.2 per cent was recycled. In a typical 

commercial office, paper waste would represent 50 per 

cent of all waste generated. Our aim during 2011 is to 

significantly increase the amount of recyclable material 

segregated for recycling to at least 10 per cent of our total 

waste. 

Etihad co-chairs the waste management taskforce set 

up by the Abu Dhabi Sustainability Group to improve 

communication of waste management initiatives in 

Abu Dhabi, driving best practice and the more effective 

implementation of waste reduction practices across the 

Emirate. 

Water consumption 

Water is a scare resource in the Gulf region, and the 

widely used desalination method for the production of 

drinkable water is a highly energy intensive process. 

In 2010 the Abu Dhabi Environment Agency (EAD) 

initiated an Emirate-wide program of fitting water-saving 

devices to water taps in all domestic and commercial 

premises. Etihad was one of the first Abu Dhabi 

companies to support this initiative by instigating the early 

Etihad Complex: 2010 Water consumption 

* Installed the water fittings in August 2010 

Etihad Plaza Office: 2010 Water consumption 

implementation of water saving devices in Etihad offices and 

residential premises. Over 14,000 devices were installed 

between July and September 2010. 

The existing water consumption monitoring programs in key 

Etihad offices allow for the gathering of quantitative data 

on water savings in order to monitor the effectiveness of the 

program. 

We are able to calculate the carbon emissions associated with 

the production of potable water using conversion factors from 

the water providers. 

Immediately following the installation of the tap devices in 

mid 2010, water usage dropped significantly. This may also 

have been due to heightened staff awareness following the 

water saving campaign. 

We will continue to promote staff water use awareness and 

will be looking to reduce water consumption further during 

2011. 

Education and communication 

Several ground-based initiatives were implemented towards 

the end of 2009 and were supported by regular education 

and awareness campaigns during 2010, including: 

• Recycling of paper, aluminium cans, plastic bottles and 

printer cartridges throughout the Etihad Complex; 

Etihad Complex: 2010 General waste production and recycling 


18,000 

16,000 

14,000 

12,000 

10,000 

8,000 

6,000 

4,000 

2,000 

450 

400 

350 

300 

250 

200 

150 

100 

50 

Carbon emission kg 


* Installed the water fittings in July 2010 

Carbon emission kg 

Total cubic metres 

Total cubic metres 


12,000 

10,000 

8,000 

6,000 

4,000 

2,000 

800 

700 

600 

500 

400 

300 

200 

100 

Plastic 

Cans 

Card 

board 

Paper 

General 

waste 

Quantitative reduction targets for 2011 

compared to 2010 

• 5 per cent reduction in potable water consumption 

at Etihad Complex 

• 5 per cent reduction in energy consumption at Etihad 

Complex and the Etihad Plaza offices 

• 10 per cent reduction in the volume of waste to 

landfill from Etihad Complex 

• 10 per cent improvement in waste segregation and 

recycling in Etihad Complex 

• 10 per cent reduction in copy paper use in Etihad 

Complex and Etihad Plaza offices 

28 AED 

90 kg 

112.25 AED 

240 kg 

1,303 AED 

3,425 kg 

3,620 AED 

13,425 kg 

Recovery cost 

731,850 kg

• Internal communications, including a new environment 

site on the staff intranet; office signage; regular features 

in Etihad Today, our monthly staff newsletter, and the 

launch of the Green Office Champions staff volunteer 

program; 

• Replacement of disposable polystyrene cups with 

recyclable paper cups, and a reduction in the size of the 

annual order; 

• Replacement of paper bags with bio-degradable plastic 

bags in Etihad shops; 

• A Paperless Office Day, which resulted in a saving of 

more than 1,000 sheets of paper; 

• Masdar City visit with Green Office Champions as part 

of a staff awareness campaign; and 

• Support for the Emirates Environment Group beach 

cleanup campaign. 

Abu Dhabi Environment Heath and Safety Management 

System 

Led by the Etihad safety and quality department, action is 

underway to ensure compliance with the new legislation 

in Abu Dhabi for the development and implementation of 

an environmental health and safety management system 

for Etihad operations and facilities. All documents were 

submitted by the end of December 2010 deadline. 

Working in partnership 

Working closely with business partners, the aviation 

industry, governments, community groups and other local 

and international stakeholders is essential for effecting 

positive and sustainable change in environmental 

practices. 

In the global arena, Etihad is represented on the 

Environmental Committee of lATA and the Environmental 

Policy Group of the Arab Air Carriers Organisation 

(AACO). We also work closely with industry associations 

and other airlines to help influence and shape future 

regulatory measures to ensure they are appropriate, fair 

and consistently applied. 

Etihad is also a member of the Abu Dhabi Sustainability 

Group and the UAE General Civil Avaiation Authority 

Aviation Environmental Working Group. 

Our ongoing partnership with Masdar includes a service 

agreement, signed with the Masdar carbon management 

unit, for the purchase of carbon credits for a future 

voluntary offset program. 

In January 2010, Etihad committed to becoming a 

founding partner of the Masdar Institute-hosted and led 

Sustainable Bioenergy Research Consortium and is also 

a member of the Sustainable Aviation Fuel Users Group 

(SAFUG). 

Biofuels 

Etihad acknowledges that alternatives to traditional fossil 

based fuels are fundamental to the sustainable future of 

aviation. With this in mind, Etihad is demonstrating its 

support directly through an Abu Dhabi based initiative 

and by virtue of its commitment to a comprehensive set of 

sustainability principles for alternative fuels. 

The Sustainable Bioenergy Research Consortium 

Alongside Boeing and Honeywell subsidiary UOP, Etihad 

is a founding member of the Masdar Institute Sustainable 

Bioenergy Research Consortium, a dedicated resource 

investigating the viability of sustainable biofuels in 

Abu Dhabi and the potential for wider application and 

commercialisation. 

The consortium is working on an integrated seawater 

agriculture system, which will use the arid saltwater 

landscape around Abu Dhabi’s coastline to develop 

not just aviation fuels but other forms of biofuel and 

aquaculture products without the need for freshwater. 

An early sustainability assessment has provided positive 

indications that this system is feasible and commercially 

viable on a large scale. The next stage is a pilot study. 

Research and development of sustainable biofuels 

is a priority for Etihad. Not only would biofuels be 

commercially beneficial as an alternative fuel supply, but 

the future regulatory landscape for aviation is likely to 

favour their use. 

Sustainable Aviation Fuel Users Group (SAFUG) 

SAFUG is an airline-led industry working group 

established in 2008 to accelerate the commercialisation 

and availability of sustainable biofuels. 

Members are bound by stringent criteria in the 

development of non-fossil biofuels. The development of 

plant sources must be undertaken in a manner that is noncompetitive 

with food, minimises biodiversity impacts, and 

does not jeopardise drinking water supplies. Furthermore, 

the total lifecycle greenhouse gas emissions from plant 

growth, harvesting, processing and end-use should be 

significantly less than those from fossil sources. 

In developing economies, projects should include 

provisions or outcomes that improve socio-economic 

conditions for small-scale farmers and their families and 

that do not necessitate the involuntary displacement of 

local populations. High conservation value areas and 

native eco-systems should not be cleared and converted 

for jet fuel plant source development. 

Each SAFUG member has pledged to work through the 

Roundtable for Sustainable Biofuels (RSB), a global multistakeholder 

initiative consisting of leading environmental 

organisations, financiers, biofuel developers, petroleum 

companies, NGOs, research entities and governments. 

“Etihad is a founding 

member of the Masdar 

Institute Sustainable 

Bioenergy Research 

Consortium, a dedicated 

resource investigating the 

viability of sustainable 

biofuels in Abu Dhabi 

and the potential for 

wider application and 

commercialisation.” 


Growing Together is a collection of initiatives to support 

the growth and development of Abu Dhabi and its citizens. 

It demonstrates our ongoing commitment to work as a 

catalyst for trade and tourism in Abu Dhabi, and support 

national and regional development initiatives. 

Economic contribution 

Etihad plays a fundamental role in driving the economic 

diversification and growth envisaged in the Abu Dhabi 

2030 Plan. 

A study by UK think tank Oxford Economics was 

commissioned to quantify the overall economic 

contribution of Etihad Airways to the Emirate of Abu 

Dhabi now and in the future. The study, which is refreshed 

annually, uses data from Etihad and the Abu Dhabi 

government and incorporates the results of a survey of 210 

companies in Abu Dhabi, as well as in depth case study 

interviews with a number of key business leaders. 

Detailed examination of the economic contribution 

framework shows the airline is playing an increasingly 

important role in many diverse areas of local economic 

endeavour, including trade, tourism, location investment, 

labour supply and productivity. 

According to the 2011 study, overall, the airline 

contributed USD 6.1 billion (9.1 per cent) of Abu Dhabi’s 

non-oil GDP (3.7 per cent of total GDP) in 2010, and 

helped generate and support a total of 97,472 non-oil jobs 

throughout the Emirate, employing 6,631 people directly. 

Etihad made a further ‘indirect’ economic contribution of 

Direct 

(within Etihad) 

Airline 

Passenger services 

Air cargo services 

Airport services 

Maintenance 

Hotels 

Travel network 

Indirect 

(suppliers to Etihad) 

Airport and services 

• Fuel on site 

• Aircraft Maintenance 

• Air traffic control 

• Retail and catering 

Induced 

(spending of direct and indirect employees) 

• Food and Beverage 

• Recreation 

• Clothing 

• Household goods etc. 

Suppliers 

• Offsite fuel suppliers 

• Manufacturing 

• Computers/electronics 

• Retail goods 

USD 763 million and supported an additional 14,235 jobs 

in 2010, when taking into account the money spent by 

the airline through commercial interactions with a wide 

range of Abu Dhabi businesses, including fuel purchases, 

maintenance and repairs, airport rental and landing fees, 

marketing and advertising, IT and communications. 

A further ‘induced’ GDP contribution of USD 661 million 

and 12,339 additional jobs can be attributed to money 

spent during 2010 by people working for Etihad Airways 

and its suppliers. 

Travel and tourism 

The impact of Etihad Airways economic contribution to Abu Dhabi 

Hala Abu Dhabi 

Part of Etihad Holidays, Hala Abu Dhabi, was launched in 

March 2010 as Etihad’s destination management company. 

It provides business and leisure visitors to Abu Dhabi and 

the UAE with a wide range of unrivalled products, services 

and activities. 

essential abu dhabi 

Etihad Airways designated 2011 as “the year of Abu 

Dhabi” and launched its “essential abu dhabi” destination 

marketing campaign to enhance Abu Dhabi’s standing 

as a top tourist and MICE destination through a range of 

promotional activities across its network. 

A campaign with community stakeholders, the campaign 

draws together all major tourism operators in the Emirate 

of Abu Dhabi for the first time to showcase the best the 

capital has to offer. 

Business services 

• Call centres 

• Accountancy 

• Travel agents 

Catalytic Effects 

(impacts on other 

industries) 

Trade 

Tourism 

Local/Investment 

Labour supply 

Productivity 

“The progress the company has 

achieved since its launch and 

the projected growth constitute 

an effective contribution to 

the growth and boom being 

witnessed by the UAE. Such 

contribution will also boost the 

tourism sector in the country.” 

HH Shaikh Khalifa bin Zayed Al Nahyan 

President of the UAE 


“We are proud to 

support programs 

that promote 

the richness and 

diversity of modern 

Arabic cultural 

life.” 

Etihad plays a crucial role in bringing visitors to Abu 

Dhabi, and essential abu dhabi will give extra momentum 

to its efforts to promote the capital as one of the world’s 

best destinations. 

essential abu dhabi is being promoted in all of our 

overseas destinations, as well as online and in-flight. 

A new Etihad Airbus A330 aircraft painted in a striking 

“Visit Abu Dhabi in 2011” livery is carrying the message to 

many destinations around the world. 

The campaign is supported by the Abu Dhabi Tourism 

Authority as a major partner, demonstrating the 

commitment of the entire local tourism industry to work 

effectively together. 

Sougha – embracing our heritage 

A unique collaboration with Sougha, a Khalifa Fund 

initiative, is working with women in the western region to 

preserve traditional crafts in a range of modern products 

that are included in the duty free selection on board Etihad 

flights. 

This project supports the economic inclusion and 

development of an otherwise marginalised rural 

community, the enhancement and creation of employment 

opportunities for women, and the Emirate’s overall goal of 

economic diversification. 

PROGRAMS Graduated 


Etihad Airways CSR Report 2010 25 

Emiratisation 

One of our primary contributions to the local economy 

is through our Emiratisation program. Since its 

commencement, Etihad has been invested a significant 

amount in the three main streams of the Emiratisation 

endeavour; the cadet pilot program, the graduate 

management development program, and the trainee 

engineering apprenticeship scheme. A total of 100 Emirati 

nationals have graduated from the programs so far. (See 

also Working Together) 

Emirati percentage of workforce 

(excluding flight crew) 

16% 

12% 

8% 

4% 

0% 

2009 2010 

Sponsorship 

Etihad sponsorship covers arts, community, cultural 

and sporting activities which promote and enhance its 

brand and profile locally and in key markets across the 

network. We also engage in strategic regional and national 

sponsorships which allow for grassroots activities that 

engage the local community. 

Sport in the community 

We work with our sports partners to develop Emirati and 

international sporting talent and support grass roots sport 

in the UAE. 

The inaugural Etihad Airways Manchester City FC Soccer 

Schools took place in April 2010 following the highly 

successful Harlequins Rugby Schools and Chelsea FC 

Soccer Schools held previously. Players and coaches from 

the club flew to Abu Dhabi and Al Ain to train more than 

400 young sportsmen in the Emirate and to help develop 

youth football in the region. 

Etihad picked up top honours at the Arabian Sponsorship 

Awards 2010 for its partnership with English Premier 

League team Manchester City Football Club, winning the 

‘International Sponsorship’ category. Etihad was credited 

for its activation of the partnership in areas that included 

competitions and promotions in the local market as well 

as the highly popular Etihad Airways Manchester City FC 

Soccer Schools during the winter months. 

Etihad conducted a tour of local schools and malls in the 

UAE with a giant replica of the Manchester City FC shirt 

that gained over 5,000 signatures and messages of good 

luck for the club ahead of the 2010/2011 English Premier 

League season. 

Etihad was also closely involved with the “Our Country 

versus Our City” match, which saw many of the 

Manchester City FC star players take on the UAE national 

team in an exhibition match. 

2011 Participants 

Existing New 

Cadet pilot 60 80 100 

Graduate management development 31 30 50 

Technical engineering 9 37 50 

Contact centre - 80 80 

VEDC - 7 40 

Emirati development career n/a 30 - 

Program support and overheads n/a 15 8 

Total 100 249 328

Our people 

Since 2005, the number of Etihad employees has grown 

fourfold, with the greatest increase occurring in the period 

from 2007 to 2008. 

Finding and attracting talent locally and globally is 

imperative to the success of our organisation. High calibre 

candidates are sourced a range of other professional 

sectors depending on the nature of the role. 

As of December 2010, Etihad employed 7,855 people 

worldwide, representing 123 different nationalities 

and creating a unique cultural diversity. UAE nationals 

currently comprise 13 per cent of the workforce (excluding 

cabin crew and outstations). 

Emiratisation 

The Board’s directive to source and develop young 

Emirati nationals is seen as a key management priority 

and Etihad is committed to providing real and meaningful 

employment opportunities and career paths for Emiratis. 

An Emiratisation policy and strategy were formally 

implemented in 2007 when the first programs were 

launched. 

The core initiative comprises three schemes - the cadet 

pilot program, the graduate management development 

program and the trainee engineering apprenticeship 

scheme. 

Employee growth 

9,000 

8,000 

7,000 

6,000 

5,000 

4,000 

3,000 

2,000 

1,000 

Number of employees 

2005 

2006 

2007 2008 2009 2010 

Etihad has invested significantly in the Emiratisation 

program, which is now in its fourth year, a fact endorsed 

by the growing number of applicants and the positive 

market perception of Etihad as an employer. 

In September 2010, Etihad’s largest graduate group of 

77 received certificates of achievement from the Chief 

Executive Officer at a ceremony in Abu Dhabi. 

Al Ain contact centre 

As part of our continuing efforts to focus on opportunities 

for Emirati women in the workforce, planning began in 

2010 for the opening of a unique all-women contact 

centre at Al Ain. Employment and training of the Emirati 

staff commenced in the third quarter of 2010 to ensure 

that the 85 women would be fully equipped to take on 

their new roles. The contact centre was opened in March 

2011. 

Internship and mentoring 

Etihad offers internships to UAE nationals providing 

on-the-job opportunities to gain work experience while 

completing their studies at several tertiary educational 

institutions in the UAE. 

Vocational education 

In 2010 Etihad employed the first team of students from 

the Vocational Educational Development Centre (VEDC). 

Having gained work experience at Abu Dhabi Airport 

during the previous year, the 2009 class of 11 students 

graduated and joined Etihad as permanent employees of 

the airport services team. 

AS AT 31 DECEMBER 2009 2010 

Total staff 7,828 7,855 

Head office staff - headquarters 6,605 6,631 

Outstation staff 1,223 1,224 

Flight attendants 3,031 2,783 

Flight deck crew 829 982 

Number of Emiratis 316 484 

2010 PROGRAM Places Applicants 

Graduate management program 15 430 

Cadet pilot program 24 449 

Engineering 24 225 

We are committed 

to achieving 

full sustainable 

employment and 

development of the 

national workforce. 


Productive partnerships 

Etihad has an agreement with Zayed University in Abu 

Dhabi to develop and train Emiratis who want to pursue 

a career in the airline industry, and works closely with 

Abu Dhabi University, UAE University, Higher Colleges of 

Technology, IAT, ILM, the British Council and the Horizon 

Flight Academy. 

We also partner with local institutions such as the Abu 

Dhabi Tawteen Council, the Abu Dhabi Education Council 

and the Institute of Applied Technology to broaden and 

enrich the scope of our Emiratisation program. 

in 2010, Etihad’s Emiratisation team participated in 

the ‘Quadurat’ research project conducted by Hewitt 

Associates and Stanford University to improve their 

understanding of the strengths, capabilities and aspirations 

of Arab nationals across the region. The survey was open 

to all Emirati employees during August and September 

2010. A total of 80 staff responded and the report has been 

published. 

Training and development 

Given the regulated nature of the aviation industry, a high 

level of technical competency is essential to business 

operations, delivery and safety. To meet this requirement, 

Etihad opened its own state-of-the-art training academy in 

2008 to offer a positive learning environment and provide 

classroom-based and technical training. 

With the introduction of e-learning in 2010, the training 

academy has been able to increase its productivity. 

E-learning now comprises 67 per cent of the total training. 

Training on cultural diversity and Islamic culture is 

embedded in many of the academy’s training programs, 

including management development, group dynamics, 

performance feedback communication and coaching. 

Induction program 

A new, mandatory induction program called ‘Marhaba’ 

was introduced in September 2010. The program provides 

all the tools, information and support new joiners need 

as they take up their roles in Etihad. Marhaba includes a 

cultural awareness seminar to help employees integrate 

into life in the UAE. There is also a ‘buddy’ system, which 

teams existing employees with new joiners to ensure they 

are assisted in every way possible in the first stage of their 

journey as an Etihad employee. 

Succession planning 

A formal methodology for identifying and managing talent, 

called Talent Watch, was introduced in the first quarter of 

2010 with the aim of recognising and developing internal 

talent; identifying critical roles in the organisation and 

creating succession plans for those roles. 

This process uses the nine-box model first used by 

General Electric, which assesses people on two matrices – 

performance and potential. In 2010, senior and mid-level 

managers were evaluated by the Talent Board, which 

met six times during the year. A number of key talent 

placements were made as a result. 

Remuneration 

Etihad offers employees a wide array of financial and nonmonetary 

benefits including a home ownership scheme; 

living and education allowances; supplementary flight 

tickets for friends and family, and annual leave tickets for 

employees and their immediate family members anywhere 

on the Etihad network. 

iachieve and pay for performance 

Etihad believes that rewarding organisational and 

individual performance is crucial in retaining high 

performing staff, and in ensuring that remuneration is 

competitive regionally and internationally. 

Continuously benchmarked against and informed by 

market and industry trends, the Etihad reward approach 

has evolved from annual cost of living increments to one 

that links and differentiates pay based on performance. 

In 2010, 100 per cent (7,119) of all eligible staff 

underwent the annual performance appraisal and rating 

on which the approved range of salary adjustments was 

based. 

Academy resources Number 

Classrooms 32 

Computer-based training rooms 6 

Auditorium 1 

Flight simulators 4 

Cabin emergency evacuation 1 

Real fire fighting trainer 1 

Door trainers (Boeing and Airbus) 4 

Pool for emergency training 1 

AS AT 30 DECEMBER 2005 2006 

Total number of courses 

offered by Etihad 

1,107 1,320 

Number of training hours 23,833 27,672 

A holistic approach to employee wellbeing 

Our main staff accommodation complex, Etihad Plaza, 

offers a community-based environment with access to 

grocery shopping, a pharmacy, a medical centre, a spa, 

banking and money exchange services and restaurants. 

Etihad Medical Centre 

Opened in May 2010, Etihad’s state-of-the-art medical 

centre is accredited by the GCAA and the Health Authority 

of Abu Dhabi. It offers a broad range of medical services 

free of charge to employees, with plans in place to extend 

these services to their families. An average of 500 people 

visit the clinic, which is located in Etihad Plaza, each 

week. 

Fit-2-Fly 

All Etihad employees and their families have free access 

to the airline’s Fit-2-Fly gyms and swimming pools in five 

locations in and around Abu Dhabi. Personal trainers are 

on hand to guide and support employees with individual 

nutrition and fitness programs. The facilities record an 

average of 9,000 visits per month. 

Staff conference 

Etihad held its Worldwide Staff Conference at the Yas 

Marina Circuit in January 2011. The two-day conference, 

attended by over 500 staff from around the world, was 

addressed by the Chief Executive Officer and Etihad’s 

senior management team. The Chairman of the airline’s 

Executive Committee, His Excellency Mubarak Al Muhairi, 

also made a special address to Etihad staff to thank them 

for believing in Abu Dhabi and its vision for the future, 

pointing out that the growth and future success of both 

Etihad and Abu Dhabi is interwoven. 

The CEO and senior executives also update all staff 

on developments across the business at bi-annual staff 

roadshows. 

Health and safety 

Safety lies at the heart of our business and is a core value 

across the company. The statement of commitment, policy 

and procedures, reinforced by practice and training, 

demonstrates management’s commitment to safety. 

Environment, health and safety legislation 

2010 we engaged with authorities in Abu Dhabi to ensure 

compliance with new environment, health and safety 

legislation. Internal resources have been put in place to 

implement the system by the end of 2011. 

Safety management system (SMS) 

The implementation of a Safety Management System was 

a major project for the safety and quality team and will 

allow Etihad to manage safety proactively. The SMS is a 

comprehensive system designed to manage health, safety 

and general risks, providing a systematic way of identifying 

hazards to control and reduce risks to acceptable 

levels. It enables goal setting, planning and measuring 

performance, communication with staff, training, safety 

assurance and safety culture and reporting. 

The organisation of the safety action group, accountable 

for follow up and corrective action, was also improved 

during the implementation of the SMS, and training in 

safety management was conducted for the management 

team. Online courses, available on the intranet, have 

facilitated a smooth implementation process. 

First Etihad safety manual 

In 2010 we published the first safety manual. Structured as 

a cross-departmental manual, it supports the requirement 

for a company-wide SMS and helps to embed safety in 

Etihad’s working procedures and processes. 

Quality and safety training 

Key to establishing consistency will be the continuing 

design and implementation of standards, documented 

processes and procedures, enforced through ongoing 

training. Safety and quality support operational 

departments in their training requirements. An audit 

system allows measuring and qualifying needs of the 

organisation to maintain regulatory compliance. 

IOSA renewal 2010 with zero findings 

All IATA member airlines are required to pass the IOSA 

(IATA Operational Safety Audit) audit, which is conducted 

every two years by an externally accredited audit 

organisation. During 2009 and 2010, Etihad’s operations 

quality team worked on the implementation of new IOSA 

standards. In 2010 Etihad passed a major UAE GCAA 

audit and the IOSA 2010 renewal, the latter being the 

most recognised operational safety accreditation in the 

airline industry. The program is comprehensive, consisting 

of 966 standards subdivided into eight operational areas. 

Passing this with zero findings is a significant achievement 

demonstrating the very highest levels of safety. 


Corporate and individual philanthropy is an important 

part of Etihad’s CSR strategy. We enjoy a high degree of 

recognition among our diverse stakeholders in the UAE 

and the communities in which we operate. This brings 

with it a corresponding expectation and responsibility of 

involvement in these communities through philanthropic 

and charitable projects and activities that enhance the 

social and economic wellbeing of the people. 

We manage our philanthropic giving and community 

involvement ethically and transparently to meet our 

corporate governance criteria and the expectations of our 

stakeholders. 

Crisis and humanitarian aid 

Etihad staff responded with compassion and energy to 

several successive natural disasters in 2010, donating 

money and crisis aid items for distribution to communities 

in Haiti, Chile, Pakistan and Australia. 

Haiti 

In January 2010 Etihad Crystal Cargo operated a special 

Red Crescent and Khalifa Welfare Foundation charter 

flight to Haiti carrying more than 80 tonnes of medical 

and humanitarian supplies, while staff donated money and 

relief items which were sent to Médecins Sans Frontières 

and SOS Children’s Villages. 

Pakistan 

Due to the proximity and scale of the flood disaster 

in Pakistan, the country’s close ties with the UAE and 

its importance on our network, we undertook several 

humanitarian initiatives to assist the affected communities 

across the country. 

Etihad staff and our brand ambassadors in Pakistan, the 

pop-rock band Strings, visited the Sajawal relief camp 

and also worked with the Emirates International Mobile 

Humanitarian Hospital for Children (EIMHH) to distribute 

more than 1,000 Eid gift packs to displaced children living 

in the Razzakabad relief camp in Karachi. 

In August 2010, we launched our new A330 freighter 

aircraft carrying 59 tonnes of aid to assist the humanitarian 

effort in Pakistan and also carried medical supplies from 

Italy to Pakistan for the EIMHH. 

Etihad also sponsored volunteers from the Pakistan Flood 

Relief Dubai (PFRD) agency to visit the north-western 

regions of Pakistan, where they distributed donated food, 

clothing, and household items to families that were left 

destitute by the floods. 

In the last quarter of 2010, we took part in HRH The 

Prince of Wales’ ‘Seeing is Believing’ program, which, 

following damage and need assessment, is to fund and 

implement a long-term and holistic reconstruction in the 

country. 

Queensland flood disaster 

In response to the devastating flood that engulfed a 

vast area of Queensland, Australia, and affected at least 

200,000 people, companies in Australia and around the 

world rallied to provide support to the government and 

affected communities. 

With the strong endorsement of our Board, and in addition 

to initiatives by the UAE government, Etihad pledged 

AUD 1 million in aid to the Queensland government in 

recognition of the close ties between Australia and the 

UAE. 

Care by Air 

Etihad is a founding signatory and member of Care by Air, 

a humanitarian and relief aid initiative from Abu Dhabi 

together with Maximus Air Cargo and Abu Dhabi Airport 

Services. Care by Air provides cargo space at cost price 

to deliver relief aid to disaster stricken areas around the 

world. 

Airlink 

Etihad is a registered member of the International Society 

of Transport Aircraft Trading (ISTAT) Airlink, which 

provides and promotes a free web-based portal aimed at 

addressing developmental and emergency humanitarian 

air transportation needs. The system connects charities 

and non-government organisations with airlines that can 

provide passenger or cargo transportation for free or at 

reduced cost to meet humanitarian and emergency relief 

aid requirements. 

Etihad operates in a 

unique multicultural 

environment. Promoting 

cultural exchange and 

connecting people and 

places is part of our 

business as an airline, 

and an obvious area 

of focus in our CSR 

program. 


Community engagement 

One of our key areas of focus is human empowerment 

and development. In the workplace this manifests in our 

Emiratisation program and a range of training and career 

development programs for all staff. Externally, we work in 

a variety of communities and with accredited programs to 

deliver opportunities, education and vocational training 

that have the potential to drive employment and enhance 

the quality of life in the community. [See also Working 

Together.] 

Mosaic 

Founded by His Royal Highness the Prince of Wales, 

Mosaic has two key priorities - to create opportunities for 

young people of all backgrounds, and to promote cultural 

understanding between different people and groups. 

Etihad has a longstanding relationship with Mosaic, 

and over the last three years has sponsored numerous 

initiatives, including the Mosaic International Summer 

School and the Mosaic International Awards. 

As the official airline for the Mosaic International Summit, 

Etihad flies delegates from across the Muslim world 

to attend the program which, in addition to providing 

opportunities for delegates to develop leadership skills, 

offers a multicultural perspective of key global issues 

and works with students to address these in positive and 

creative ways. 

Three Etihad employees participated in the Mosaic 

International Summit in 2010. The delegates, members 

of Etihad’s Emiratisation program, were Aisha Al Ameer, 

Shaeb Alnajjar and Najla Al Nahdi. 

In November 2010, Etihad continued to celebrate the work 

of young Muslims through its sponsorship of the Mosaic 

Talent Awards 2010 in London. The International Award 

recognises a young Muslim individual or group which 

delivers significant social benefit to their community. 

The winner of the International Award for 2010 was Korvi 

Rakshand Dhrubo, a 25 year old Bangladeshi who was 

credited by Mosaic for dedicating his life to breaking the 

cycle of poverty through education in the Dhaka slums. 

Summit delegates flew with Etihad from Bahrain, 

Bangladesh, Indonesia, Malaysia, Oman, Pakistan, Qatar, 

Saudi Arabia and the UAE to spend two weeks hearing 

from expert and inspirational speakers, taking part in 

discussions and debates, and finally, planning how they 

will put their learning into effect on their return home. 

Offscreen 

Offscreen is an award-winning social enterprise promoting 

cross-cultural understanding among young people. This 

not-for-profit initiative specialises in building creative 

bridges and improving relations and perceptions across 

economic and geographical borders, especially between 

the UK, Middle East and the wider Islamic World. 

It covers all forms of artistic expression and endeavour, 

such as photography, film, fine art and fashion design, and 

empowers young people to inspire their peers through the 

creative communication and expression of other cultures, 

ultimately building an educational legacy that is used in 

various forums, including schools and public venues such 

as museums. 

Etihad was the official airline for two 2010 Offscreen 

expeditions that took place in the UK and Pakistan. 

Child Welfare Scheme 

The Child Welfare Scheme (CWS) is a British charity 

dedicated to improving the lives of vulnerable children 

and their families in Nepal. CWS targets the most remote 

or marginalised children with health, education and 

protection initiatives. CWS reached in excess of 200,000 

people in 2010. 

Etihad Airways supported CWS, providing flights and 

saving the organisation thousands of dollars in airfares. 

These savings helped CWS to support emergency transport 

schemes that include cycle ambulances in the Terai region 

of Nepal. The ambulances help women from remote rural 

areas to reach hospital safely and ensure they give birth 

with medical support. 


Associations 

Abu Dhabi Sustainability Group 

The Abu Dhabi Sustainability Group (ADSG) aims to 

promote sustainability management in Abu Dhabi by 

providing learning and knowledge sharing opportunities 

for government, private companies and not for profit 

organisations. 

All members are required to sign the ADSG Declaration, 

committing to adopt best practices of sustainability 

management and reporting and to actively participate in 

ADSG activities, which focus on achieving economic, 

environmental and social sustainability, and strengthening 

inter-cultural dialogue around global and local 

sustainability trends. 

In addition to participation in the quarterly group 

meetings, Etihad chairs the waste management taskforce 

and participates in the supply chain and sustainable labour 

practices taskforce groups. 

Business in the Community 

In 2010 Etihad signed up to become a member of Business 

in the Community (BITC), one of the Prince of Wales’ 

charities. This business-led charity boasts 850 member 

organisations that work together to define and implement 

best practice in the workplace while creating a sustainable 

future for people and the planet and improving business 

performance. 

We work with BITC to implement our sustainability 

strategy and in finding new ways to play a meaningful 

and responsible role in the workplace, marketplace, 

environment and the community. 

Looking ahead 

While we will continue to sponsor initiatives that 

empower and develop young and disaffected people in 

Abu Dhabi and across our network, and provide support 

for ad hoc philanthropic activities, we will look to select 

a single philanthropic project that will draw together 

the efforts of our staff and customers in the provision of 

financial and other meaningful support. 

Other objectives for 2011 include the implementation of a 

staff volunteer program that will build on the present work 

of the IFS volunteer group to facilitate and assist voluntary 

participation in projects with NGOs across our network.

Corporate governance 

Articles of Association 

Manual of Authority 

Contracts Manual 

Tender Board 

Etihad Airways operates under a rigorous organisational 

structure, established in 2007 in line with the revised 

Manual of Authority, which outlines authority limits 

delegated by the Board to the Executive Committee, 

management and staff in order to run the company’s 

affairs and operations. 

Etihad’s governance framework is as follows: 

Government of Abu Dhabi 

Board of Directors 

Executive Committee of the Board 

Management 

COMMERCIAL MANDATE 

Shareholder Management Regulatory 

Board Meeting – Quarterly 

Executive Committee – Monthly 

Audit Committee – Quarterly 

Manual of Authority 

Tender Board Meetings 

Internal Audits 

Audit Committee 

External Audit 

Internal Audit 

Abu Dhabi Audit 

Authority 

The organisational structure ensures transparent reporting 

and sufficient checks and balances. A 2009 report by 

leading global management consulting firm Oliver 

Wyman, for the Abu Dhabi Audit Authority, concluded 

that Etihad had “established strong corporate governance 

and process redesign”. 

Various layers of shareholder, management and regulatory 

oversight ensure continuous performance review against 

corporate strategic objectives and external standards. 

External Audit – KPMG Annual 

Financial Review – KPMG Quarterly 

Government Audit – ADAA Periodic 

Operations Audit – GCAA Annual 

Safety Audit – IOSA Biennial 

Etihad’s management reporting framework is as follows: 

Name of Meetings Objective Frequency Attendees 

Board Meetings The board meets the management of the company 

to ensure that shareholder mandates are effectively 

implemented. The Board receives its authority from 

the shareholder and effectively delegates that to the 

management via the manual of authorities. 

Executive Committee 

Meetings 

The Executive Committee meets management to 

discuss and authorise the carrying out of any activity 

deemed necessary to enable the company to achieve 

its commercial objectives and operational activities, 

and to review risks and formulate actions to address 

such potential risks. 

Audit Committee To provide assurance to the Board over the qualification, 

independence, and performance of the 

registered public accounting firm (external auditor), 

and to seek advice from the company’s internal audit 

function as to the adherence to relevant governance 

standards. 

Chiefs Meetings The Chief Officers of the company meet to discuss 

and review performance to ensure the company 

achieves its commercial objectives. At this meeting 

the CEO updates his direct reports on issues affecting 

the company and feedback of Board, Executive 

Committee and other meetings. The Chief Officers 

update the CEO on issues and focus areas relating to 

their divisions. 

Performance Review 

Prioritisation Meeting 

Divisional Business 

Review Meetings (BRM) 

Divisional Organisational 

Review Meetings 

(ORM) 

These meetings focus on the performance of the 

company including planned initiatives and continuous 

improvement. Included in this review is the 

BSC/ PMO/CAPEX 

VMC (Value Management Committee) 

The CEO meets with the management teams on a 

monthly basis to ensure the organisation’s performance 

is aligned to strategic objectives and a healthy 

operational environment exists. This is done through 

updating the CEO and other members of the BRM 

on initiatives, projects, risks and critical performance 

indicators and focus areas of the division 

Divisional Organisational Review Meetings (ORM) 

are held to review the divisional organisation structure 

and identify resource needs, gaps, efficiency 

measures, career plans and succession planning 

Quarterly Board members, CEO, 

CFO and Chief Officers as 

required 

Monthly A subcommittee of Board 

members, CEO , CFO and 

Chief Officers as required 


At least 5 

times a year 

Two members of the Board 

– CEO and CFO 

Two independent members 

including representatives of 

Abu Dhabi Accountability 

Authority 

Audit Committee Secretary 

(VP IA) 

Monthly CEO, Chief Officers 

Quarterly or 

as required 

CEO, Chief Officers, PMO 

Cross functional VPs, FP 

Monthly CEO, Chief Officers, VPs, 

Departments Heads and 

Divisional Financial Controllers 

Twice 

Quarterly 

CEO, Chief Officers, CPPO 

and HR Business Partners 

In addition to the various layers of shareholder, management and regulatory oversight, Etihad employs a centralised 

project management office (PMO) and value management committee (VMC), and operates an ethical and objective 

process for the procurement of goods and services, managed by a tender board.

Global Reporting Initiative 

cross reference and index 

Etihad is fully committed to using the Global Reporting Initiative (GRI) and the application of GRI inidicators in 

developing its CSR report. We have reported on material environmental and social indicators, either fully or partially 

this year and will look to improve on this as we widen the scope of our reporting in future years. 

Page Yes Section 

A. Formal CSR reporting 

Publication of CSR policy ü Sustainability vision 

Formal annual reporting of CSR performance 

Other 

1. Strategy 

ü 

1.1 Senior management statement of vision for CSR / sustainability 

1.2 Description of key impacts, risks and opportunities 

5 ü From the Chief Executive Officer 

2. Organisational profile 

3. Report parameters 

6 ü Etihad today 

3.1 Reporting period 2 ü Report parameters 

3.2 Date of recent previous report Not relevant 

3.3 Reporting cycle 2 ü Report parameters 

3.4 Contact point for questions regarding report 2 ü Report parameters 

3.5 Process for defining report content 2 ü Report parameters 

3.6 Boundary of report ü 

3.7 Statement of limitations on scope or boundary ü 

3.8 Basis for reporting on JVs, subsidiaries, etc Not relevant 

3.9 Data measurement techniques and basis of calculations x 

3.10 Explanation of effect of any restatements of information from earlier reports Not relevant 

3.11 Significant changes from previous reporting periods in scope, boundary, measurement 

etc 

Not relevant 

3.12 Table identifying standard disclosures x 

3.13 Assurance x 

4. Governance, commitment and engagement 

4.1 Governance structure ü Partial Corporate Governance 

4.2 Chair of highest Governance body an executive officer ü Partial Corporate Governance 

4.3 # of members of Governance body who are independent X 

4.4 Mechanisms for shareholders / employees to provide recommendations to Governance 

body 

X 

4.5 Linkage between compensation and organisation’s performance (inc social and environmental 

performance) 

4.6 Process for Governance body to avoid conflicts of interest X 

4.7 Process for determining qualifications of highest Governance body X 

4.8 Internally developed statement of mission or values ü 

4.9 Process for Governance body to identify management of performance x 

4.10 Process for evaluating Governance body’s own performance x 

4.11 Explanation of whether and how precautionary approach is addressed x 

4.12 Externally developed charter, principles etc to which organisation adheres x 

X 


4.13 Membership in relevant associations 19, 20 ü Working in partnership 

4.14 List of stakeholder groups engaged by organisation 11 ü Partial Stakeholders 

4.15 Basis for identification and selection of stakeholders 11 ü Partial Stakeholders 

4.16 Approaches to stakeholder engagement 11, 13 ü Partial Stakeholders; Together 

4.17 Key topics and concerns raised through stakeholder engagement 

Other 

Performance indicators: Environmental 

Materials 

11 ü Partial Stakeholders 

EN1: Materials used by weight or volume x 

EN2: Percentage of materials used that are recycled input materials X 

EN3: Direct energy consumption by primary energy source 14, 16 ü Measuring emissions and materi- 

17 

ality; In the air 

EN4: Indirect energy consumption by primary energy source 14, 16 

18 

EN5: Energy saved due to conservation / efficiency improvements 14, 16 

17, 18 

ü Measuring emissions and materiality; 

On the ground 

ü Measuring emissions and materiality; 

In the air; On the ground; 

Education and communication 

EN6: Initiatives to provide energy-efficient products and services 20 ü Working in Partnership; Biofuels 

EN7: Initiatives to reduce indirect energy consumption x 

Other: 

Water 

EN8: Total water withdrawal by source 19 ü Water consumption; Education 

and communication 

Other 

Biodiversity 

EN11: Location and size of land owned, leased etc in or adjacent to protected areas and 

areas of high biodiversity value 

EN12: Description of significant impacts of activities x 

Emissions, effluents and waste 

EN16: Total direct and indirect greenhouse gas emissions by weight 14, 16 ü Measuring emissions and materiality; 

Our carbon footprint; 

EN17: Other relevant indirect greenhouse gas emissions by weight 14, 16 ü Measuring emissions and materiality; 

Our carbon footprint; 

EN18: Actions to reduce greenhouse gas emissions and reductions achieved 14, 16 

17 

EN19: Emissions of ozone depleting substances by weight x 

EN20: NO, SO and other air emissions by weight 14, 16 

17 

EN21: Total water discharge by quality and destination x 

EN22: Total weight of waste by type and disposal method 18, 19 

20 

EN23: Total number and volume of significant spills x 

Products and services 

EN26: Initiatives to mitigate environmental impacts of products and services, and extent of 

mitigation 

EN27: Percentage of products sold and packaging materials that are reclaimed by category x 

Compliance 

EN28: Monetary value of significant fines and total number of non-monetary sanctions for 

noncompliance with environmental laws and regulations 


Transport 

x 

ü Measuring emissions and 

materiality; Our carbon footprint; 

In the air; Education and communication 

ü Partial Measuring emissions and 

materiality; Our carbon footprint; 

In the air; Education and communication 

ü Waste management; Education 

and communication 

14 to 21 ü Together Greener 

x

EN29: Significant environmental impacts of transporting goods, materials and members of 

the workforce for the organisation’s operations 

Performance indicators: Human rights 

Investment and procurement practices 

HR1: Percentage of significant investment agreements that include human rights clauses or 

have undergone human rights screening 

HR2: Percentage of significant suppliers and contractors that have undergone screening on 

human rights and actions taken 

Non-discrimination 

Total number of incidents of discrimination and actions taken x 

Freedom of association and collective bargaining 

HR5: Operations taken in which right to exercise freedom of association and collective 

x 

bargaining might be at risk, and actions taken 

Child labour 

HR6: Operations identified as having significant risk for incidents of child labour and measures 

taken to contribute to elimination of child labour 

Forced and compulsory labour 

HR6: Operations identified as having significant risk for incidents of forced and compulsory 

labour and measures taken to contribute to elimination of forced and compulsory labour 

Security practices 

HR8: Percentage of security personnel trained in organisation’s policies concerning aspects 

of human rights that are relevant to operations 


Performance indicators: Labour practices and decent work 

Employment 

LA1: Total workforce by employment type, employment contract and region 26 ü Our people 

LA2: Total number and rate of employee turnover by age group, gender and region x 

LA3: Benefits provided to full-time employees that are not applied to temporary or part-time 

employees, by major operations 

26 to 29 ü Working together; Emiratisation 

Labour / management relations 

LA4: Percentage of employees covered by collective bargaining agreements x 

LA5: Minimum notice periods regarding operational changes, inc whether specified in col- 

x 

lective agreements 

Occupational health and safety 

LA7: Rates of injury, occupational diseases, lost days and absenteeism x 

LA8: Education, training, prevention programme to assist workforce members and families 

x 

regarding serious diseases 

Training and education 

LA10: Average hours of training per year per employee by employee category 

Diversity and equal opportunity 

ü Partial Our people 

LA13: Composition of governance bodies and breakdown of employees per category according 

to gender, age group, minority group membership and other indicators of diversity 

x 

LA14: Ratio of basic salary of men to women by employee category x 

Performance indicators: Society 

Community 

SO1: Nature, scope and effectiveness of programmes and practices that assess and manage 

the impacts of operations on communities 

Corruption 

SO2: Percentage and total number of business units analysed for risks related to corruption x 

SO3: Percentage of employees trained in organisation’s anti-corruption policies and proce- 

x 

dures 

SO4: Actions taken in response to incidents of corruption x 

x 

x 

x 

x 

x 

x 

ü Noise management 

Public policy 

SO5: Public policy positions and participation in public policy development and lobbying 20, 28 ü Partial Working in partnership; Health 

and safety 

SO6: Total value of financial and in-kind contributions to political parties, politicians and 

related institutions by country 

Anti-competitive behaviour 

SO7: Total number of legal actions for anti-competitive behaviour, anti-trust and monopoly 

practices and their outcomes 

Compliance 

SO8: Monetary value of significant fines and total number of non-monetary sanctions for 

noncompliance with laws and regulations 

Performance indicators: Product responsibility 

Customer health and safety 

PR1: Life cycle stages in which health and safety impacts of products and services are assessed 

for improvement, and percentage of significant products and services categories 

subject to such procedures 

PR2: Total number of incidents of non-compliance with regulations and voluntary codes 

concerning health and safety impacts of products and services 

Product and service labelling 

PR3: Type of product and service information required by procedures, and percentage of 

significant products and services subject to such information requirements 

PR5: Practices related to customer satisfaction, including results of surveys measuring 

customer satisfaction 

Marketing communications 

PR6: Programmes for adherence to laws, standards and voluntary codes relations to marketing 

communications, including advertising, promotion and sponsorship 

Customer privacy 

PR8: Total number of substantial complaints regarding breaches of customer privacy and 

losses of customer data 

Compliance 

PR9: Monetary value of significant fines for noncompliance with laws and regulations 

concerning the provision and use of products and services 

Performance indicators: Economic 

Economic performance 

EC1: Direct economic value generated and distributed, including revenues, operating costs, 

employee compensation, donations and other community investments, retained earnings, 

and payments to capital providers and governments 

EC2: Financial implications and other risks and opportunities for the organisation’s activities 

due to climate change 

EC3: Coverage of the organisations defined benefit plan obligations x 

EC4: Significant financial assistance received from government x 

Market presence 

EC5: Range of ratios of standard entry level wage compared to local minimum wage at 

significant locations of operation 

EC6: Policy, practices and proportion of spending on locally-based suppliers at significant 

locations of operation 

EC7: Procedures for hiring and proportion of senior management hired from local community 

at locations of significant operation 



x 

x 

x 

x 

x 

x 

x 

x 

x 

x 

22 ü Partial Economic contribution; Giving 

together 

x 

x 

x 

26 ü Emiratisation 

Other 

Indirect economic impacts 

EC8: Development and impact of infrastructure investments and services provided prima- 22, 30 ü Economic contribution; Giving 

rily for public benefit through commercial, in-kind or pro bono engagement 

Performance indicators: Logistics and transportation 

together 

LT2: Breakdown of fleet composition 7 ü Our fleet 

LT3: Description of policies and programmes on the management of environmental im- 14 to 17 ü Etihad airways Environment 

pacts, including sustainable transportation, modal shift and route planning 

Policy; In the air 

LT4: Description of initiatives to use renewable energy sources to increase energy efficiency 20 ü Biofuels 

LT7: Description of policies and programmes for noise management / abatement. 18 ü Noise management

Etihad Airways PJSC 

Airport Road, P O Box 35566, 

Abu Dhabi, United Arab Emirates 

Licence No. with the Department of Economic 

Development - 1002105 

Tel +971 2 511 0000 

40 Etihad Airways CSR Report 2010

Stakeholder relationships - Etihad Airways

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?