Emirates plans for growth at the double

Iain Lachlan, divisional senior vice president Emirates Engineering, looks remarkably relaxed for a man whose workload is about to more than double. Over the next seven years the Emirates fleet will grow from the current 151 to more than 350 aircraft, 77 of which will be the Airbus A380.

“We have mapped out the deliveries and growth for the next five to seven years. Currently we can fit in all our maintenance requirements, but we will eventually need to build another four hangars, which will be done in phases,” he said. “By late 2013 or early 2014 we will build two bays and then wait to see when we need the next two. 

“In addition, we are continually reviewing internal processes and working practices to drive further efficiencies and removing non-added value. This allows us to enhance support while working closely with manufacturers and suppliers in on-going reliability improvements for the operation.”

While categorically stating that Emirates will not be outsourcing its maintenance or moving from the Dubai hub, Iain states that the group is flexible and will adapt to needs.

“We could sub-contract pneumatics or hydraulics, as we do not have the capabilities, or we could develop them. We built our engine test cell as it was justified by the time and money spent. Emirates Engineering will always consider the options available to ensure the operation and fleet receive the best support possible. We are continually reviewing our existing capabilities and are already planning further expansion in line with fleet growth.”

While Emirates has the space to expand physically and is willing to invest in new facilities, the group will need to find skilled labour to man the hangars. Again, Iain is unruffled.

“The combination of training and recruitment will enable us to fully staff our facilities, based on the deliveries schedules and the checks that are required,” he said.

“Two to three years ago it was difficult to find good engineers in the outside market. Many aviation engineers are nomadic and will go where the highest salaries are paid. This is not healthy for the company, so we have concentrated on organic growth and internal development.”

Emirates Engineering has its own training programme, which will produce 50 qualified staff this year, rising to 75 next year. The apprentices progressing through the training school currently are all UAE nationals, part of Emirates’ commitment to national development and Emiratisation, although the school has previously taken on expatriate trainees and may do again. Iain said: “We took on two batches of 25 expatriates as apprentice mechanics and technicians. It helps to keep a good mixture of nationalities in the workforce.”

The group is also recruiting hard with regular global recruitment drives – recently visiting Canada, Singapore and the Philippines. They are not only filling vacancies, but building talent pools that will act as feeders when new positions arise.

Iain said: “Many challenges exist in recruiting and developing staff; ranging from availability of existing qualified staff in the external market that wish to live and work in the UAE, to encouraging people to work in aviation rather than other fields of opportunity. We must never forget that to train new entrants to become fully-qualified and competent engineers, for example, can take as long as it takes to study medicine or finance, which makes the choice of a career in engineering more of a challenge.”

He added: “As well as taking on new staff and trainees, we ensure the development of existing staff, such as bringing the technicians up to engineers. We also support the technical side – training our staff in support, maintenance planning, supply chain and other areas to develop their skills and abilities.

“Training is essential once anyone joins Emirates, whether it be technical continuation, familiarisation, personal development of soft skills or processes. There is an on-going need for training for our staff to continue to contribute their very best in the roles they perform now and in the future. Aircraft maintenance and engineering is not a discipline that is supported by a one-off training opportunity, but by a continuous process.”

It is not just Emirates that is expanding rapidly in the region. The wider Middle East is experiencing above average growth in passenger and cargo traffic, with around 20 per cent of the future orders for wide-bodied and narrow-bodied aircraft originating in the region. These deliveries will require MRO support.

Iain said: “Airlines in the Middle East and the sub-continent are expanding, thereby offering huge opportunities for MRO expansion. There is, and continues to be, large scale investment from companies with modern facilities being expanded and developed to accommodate the growth of MRO requirements in the region. The original equipment manufacturers (OEMs) have shown a great deal of interest in working with us and we have formed partnerships. I believe that the MRO support companies should be bringing more industry into the region.

“With ourselves, Etihad, Qatar Airways and the rising new airlines in India, the order books are full and this is where the opportunities are.”

He praised the role of Abu Dhabi-based Mubadala, with the development of both civilian and military MRO facilities.

“The Middle East is strategically placed geographically and is willing to actively pursue growth in the support of maintenance overhaul through investment in the infrastructure required to challenge existing suppliers. Opportunities to work with suppliers through partnerships and working relationships are also available for those willing to consider assisting in enhancing the capabilities that currently exist."