Etihad Airways today heralded a successful first year of its equity alliance strategy, after a financial reporting season which saw each of the five airlines within the alliance – airberlin, Air Seychelles, Virgin Australia, Aer Lingus and Etihad Airways – announce profitable performance.
The airlines’ individual and collective results were boosted by a number of measures, including growing codeshare traffic between their networks, successful joint sales and marketing efforts, and a range of increasing business and cost synergies.
James Hogan, Etihad Airways’ president, welcomed the success of the airlines.
He said: “Last year was a year in which the global economy remained very tough and in which airline industry profits as a whole shrank, for the second successive year.
“Yet each of the airlines in our equity alliance showed strong financial performance with each reporting a profit.
“That broadcasts two messages, loud and clear.
“First, we have invested in businesses and in management teams which have the vision and focus to outperform the wider industry.
“Second, the ‘win-win’ of more passengers and shared cost synergies that our alliance brings to each member is having a positive effect on performance.”
The airlines’ results included:
Etihad Airways’ equity alliance model has seen increasing cooperation with each of its equity investment airlines.
It has codeshare relationships in place with each of the other four airlines, adding to its 38 other codeshares around the world, which together delivered more than 1.2 million passengers onto the virtual network.
airberlin, Virgin Australia and Air Seychelles have also already launched new services to Abu Dhabi from their respective markets.
In 2012, Etihad Airways and its equity partners carried 76 per cent of all passengers at Abu Dhabi airport.
With the addition of the airline’s remaining codeshare partners, the combined passenger number amounted to 83 per cent.
Etihad Airways also initiated a range of business and cost synergy programs, covering fleet and engine acquisition, maintenance, recruitment and training, and joint marketing.
It is working with its equity alliance partners to develop ‘centres of excellence’ in which operational and commercial expertise is pooled to deliver best practice across the group.
Hogan added: “Because we’ve got ‘skin in the game’, we go much, much further than the legacy alliances.
“Our new model gives benefits on both sides of the equation – revenue and costs.”