Assessment of Emirates Airline's Strategic Goals and Objectives

This report provides an assessment of Emirates Airline's strategic aims and objectives, focusing on its financial performance, stakeholder expectations, and market position. It highlights the airline's revenue growth, passenger and cargo increases, and its significant presence in the Middle East and international markets. The report also addresses stakeholder interests, including financial returns and engagement in decision-making processes. Furthermore, it examines Emirates Airline's commitment to environmental sustainability, citing the publication of an Environmental report, which details fuel efficiency, noise performance, and other sustainability metrics. The analysis references key publications and studies related to Emirates Airline's strategies and performance, offering a comprehensive overview of its business operations and strategic direction. The report includes the analysis of the airline's financial data for the year 2014-15 and its growth prospects, as well as its commitment to sustainability through environmental reporting to the Global Reporting Initiative (GRI).

Assessment
of progress
towards
existing
strategic
aims and
objectives of
EMIRATES
AIRLINES

 Emirates Airline is the national
airline of UAE with over 100
destinations and a massive fleet
of 137 aircrafts.
 It is a young booming
organization existing for over 25
years.
 In the financial year of 2014-15,
the company has witnessed
revenue of over $24.2 billion,
thereby incrementing 7.5
percent over the previous year
revenues (Stacey 2017).

 The passengers has also
grew over 11 percent in
this period. The company
targets to grow more than
20 percent every year.
 The cargo has also been
improved over this period
of time .
 Accounting for 5.6% which
is targeted to further jump
to over 10 percent in a
phased manner.

 Accounting for seventh largest
airline in terms of international
passengers across the globe, the
airline has immense potential to in
terms of both passengers and
freight.
 Emirates stands at the pedestal in
the Middle East and have tapped
major market in the airline
business.
 Increasing demand for air travel in
Middle East, Africa and Asia
(Sundarakani, Abdul Razzak and
Manikandan 2018).

Assessment and expectations
of the stakeholders
 The stakeholder expect to know
the company’s annual, quarter, as
well as monthly profits, the
adequate returns on the
investment made in the company.
 A greater say in the management
of the company enables the
organization to retain them more
promptly.
 They need to be well informed of
the decisions taken by the
organization on the crucial issues
which eases the decision making
process

 Emirates to comply the emission norms have
published its Environmental report in accordance
with the Global Reporting Initiative (GRI) following
the G3 principles of materiality, stakeholder
inclusiveness, sustainability context and
completeness(Squalli 2014).
 A detailed analysis of the fuel efficiency, noise
performance, energy procurement, water
efficiency, water management, green
infrastructure has been presented.
 Emirates stakeholders are well informed of the
detailed information report ensures the due
interests of the stakeholders are maintained
which enhances the sustainability of the business
and retain the interests of the investors.

References
 Redpath, N., O'Connell, J.F. and Warnock-Smith, D., 2017. The strategic
impact of airline group diversification: The cases of Emirates and
Lufthansa. Journal of Air Transport Management, 64, pp.121-138.
 Squalli, J., 2014. Airline passenger traffic openness and the performance
of Emirates Airline. The Quarterly Review of Economics and
Finance, 54(1), pp.138-145.
 Stacey, R.D., 2017. Strategic management and organisational dynamics:
The challenge of complexity to ways of thinking about organisations.
Pearson education.
 Sundarakani, B., Abdul Razzak, H. and Manikandan, S., 2018. Creating a
competitive advantage in the global flight catering supply chain: a case
study using SCOR model. International Journal of Logistics Research and
Applications, pp.1-21.