Sustainable Business: How Green has Emirates been in 2014?
Emirates Group has published its fourth annual Environmental Report which measures and tracks its environmental performance across the business comprising a 75,000 strong workforce.
Covering the 2013-2014 fiscal year, the report, audited by PricewaterhouseCoopers, presents environmental performance data from a range of Group activities, including airline operations, dnata’s cargo and ground handling businesses and a wide range of commercial activities on the ground – from engineering to catering.
Unsurprisingly, airline operations constitute the main environmental impact of the company, and the latest report highlights ongoing improvements in Emirates’ fuel efficiency as the airline continued to add new aircraft to its fleet and prioritise fuel-saving operational techniques.
The airline’s eco-efficient fleet, among the leaders worldwide in terms of fuel efficiency and environmental performance, has helped improving performance.
The improvements have been driven by deliveries of 24 new passenger aircraft and freighters, and the removal from service of four older aircraft, together with ongoing efforts to drive operational efficiencies across the existing fleet.
With an average fleet age of only 6.2 years versus the global IATA wide body fleet average of 11.7 years, Emirates’ fuel efficiency results are 14.5 percent better than the IATA average.
Total fuel efficiency for all passenger and freighter flights improved by 0.5 percent, dropping to 0.3089 litres per tonne kilometre (L/TK). Similarly, carbon dioxide emissions dropped to 0.764 kilograms of CO2 per tonne kilometre (gCO2/TK), improving efficiency by 0.4 percent.
His Highness Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive, Emirates Airline & Group, said: “As the Emirates Group continues to expand its global operation and build its workforce, we endeavour to meaningfully fulfil our environmental responsibility wherever we operate.
“The Environmental Report is a report card for our continuing efforts in this regard, and also a performance benchmark against the previous year and with the industry. It illustrates our successes, as well as areas for improvement.”
Emirates also saw improvements in noise pollution, recycling and conservation efforts, which saw the company plant 15,000 ghaf trees in Dubai’s Desert Conservation Reserve.
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.