Emirates reaffirms commitments to sustainability & wildlife
While people continue to mitigate the impact of COVID-19, Emirates believes there is also a call to pause and reflect on environmental goals during this time. Emirates showcased its environmental performance in its annual finance report for 2019 to 2020, detailing a holistic picture and context for its achievements.
Underpinned by its young, and technologically advanced fleet, Emirates is committed to reducing its carbon emissions, a central goal to the airlines environmental sustainability strategy.
Delivering a 1.9% improvement in passenger fuel efficiency for the year, the airline has been harnessing a comprehensive fuel efficiency programme which analyses and implements ways to reduce unnecessary fuel burn and emissions wherever it is operationally feasible.
In addition to these efforts, the airline has been working to optimise its flight plans and fuel uplifts - all the while maintaining safety and operational integrity - saving an estimated 38,000 tonnes of fuel, equal to 120,000 tonnes of CO2 emissions. These efforts made by the airline were supported by data-driven methodologies and awareness programmes for its pilots.
Emirates is also committed to environmental stewardship, as well as the use of collaboration, consensus and change along its entire ecosystem. This ranges from framing internal policies to empowering employees and mandating standards with partners and vendors.
The Emirates Group’s leadership team - last year - also approved an updated environmental framework, and throughout the year Emirates has taken positive action to progress against the environmental framework.
An important cause for the airline is keeping wildlife in the wild. With this in mind, Emirates is committed to tackling illegal trading and selling of wild animals either for pets or use in food, medicine, exotic leather, jewellery or ornaments.
Across the industry, Emirates is actively fighting this cause both locally and internationally. The airline is currently a part of United for Wildlife, Reducing Opportunities for Unlawful Transport of Endangered Species (ROUTES), and the World Travel and Tourism Council (WTTC).
When it comes to carrying banned species, hunting trophies or products associated with illegal wildlife activities, Emirates has a zero tolerance. With its ground-handling team trained in IATA’s Live Animal Regulations and its internal policies. In addition over 2,500 employees were trained in 2019 to recognise and report suspicious cargo.
The airline has also been helping protect Australia’s flora and fauna for more than 10 years at Emirates Wolgan Valley, a conservation resort in New South Wales, in addition to working with the Dubai Desert Conservation Reserve (DDCR) for more than 20 years, and will continue to build on its successful programmes to track, maintain and reintroduce native wildlife species.
For more information on business topics in Europe, Middle East and Africa please take a look at the latest edition of Business Chief EMEA
5 minutes with... Janthana Kaenprakhamroy, CEO, Tapoly
Founder and CEO of award-winning insurtech firm Tapoly, Janthana Kaenprakhamroy heads up Europe’s first on-demand insurance platform for the gig economy, winning industry awards, innovating in the digital insurance space, and leading with inclusivity.
Here, Business Chief talks to Janthana about her leadership style and skills.
What do you do, in a nutshell?
I’m founder and CEO of Tapoly, a digital MGA providing a full stack of commercial lines insurance specifically for SMEs and freelancers, as well as a SaaS solution to connect insurers with their distribution partners. We build bespoke, end-to-end platforms encompassing the whole customer journey, but can also integrate our APIs within existing systems. We were proud to win Insurance Provider of the Year at the British Small Business Awards 2018 and receive silver in the Insurtech category at the Efma & Accenture Innovation in Insurance Awards 2019.
How would you describe your leadership style?
I try to be as inclusive a leader as possible. I’m committed to creating space for everyone to shine. Many of the roles at Tapoly are performed by women and I speak at industry events to encourage more people to get involved in insurance/insurtech. Similarly, I always try to maintain a growth mindset. I think it’s important to retain values to support learning and development, like reliability, working hard and punctuality.
What’s the best leadership advice you’ve received?
Build your network and seek advice. As a leader, you need smart people around you to help you grow your business. It’s not about personally being the best, but being able to find resources and get help where needed.
How do you see leadership changing in a COVID world?
I think the pandemic has proven the importance of inclusive leadership so that everyone feels supported and valued. It’s also shown the importance of being flexible as a leader. We’ve had to remain adaptable to continue delivering high levels of customer service. This flexibility has also been important when supporting employees as everyone has had individual pressures to deal with during this time. Leaders should continue to embed this flexibility within their organisations moving forward.
They say ‘from every crisis comes opportunity’, what opportunities do you see?
The past year has been challenging, but it has also proven the importance of digital transformation in insurance. When working from home was required, it was much harder for insurers to adjust who had not embedded technology within their operating processes because they did not have data stored in the cloud and it caused communication delays with concerned customers at a time when this communication should have been a priority, which ultimately impacts the level of customer satisfaction. This demonstrates the importance of what we are trying to achieve at Tapoly in driving digitalisation in insurance and making communication between insurers and distribution partners seamless.
What advice would you give to your younger self just starting out in the industry?
Start sooner, don’t be afraid to take (calculated) risks and make sure you raise enough money to get you through the initial seed stage.