James Hogan, Chief Executive Officer

Growth and Success

World Tourism Forum Lucerne, 13 April 2011

Etihad Airways plays an integral

part of Abu Dhabi’s future

Etihad

Airways International

Business

Airport

Culture and

Sporting

Events

Tourism

Infrastructure

Transport

Infrastructure

Abu Dhabi

2030 Plan

KPIs of Abu Dhabi’s 2030 plan*

2007 2013 2020 2030

Abu Dhabi Residents (mill) 0.9 1.3 2.0 3.1

Tourist Visits (mill p.a.) 1.8 3.3 4.9 7.9

Hotel Rooms (000s) 10 21 50 75

Golf Courses 3 10 18 25

Industry Space (mill sqm) 4.0 6.5 10.0 15.0

Retail Space (mill sqm) 0.9 1.5 2.5 4.0

Office Space (mill sqm) 1.4 2.5 3.5 7.5

As part of this plan the Emirate expects the following to occur:

* Plan Abu Dhabi 2030 –Urban Structure Framework Plan

Abu Dhabi (1975)

Abu Dhabi now

Tourism

Infrastructure

• Emirates Palace (2005)

• Yas Island

- Ferrari Theme Park (2010)

- F1 Grand Prix Track (2009)

• Louvre Abu Dhabi (2012)

• Guggenheim (2012)

• Saadiyat Island

• Sir Baniyas Island (2008)

• Central Market Souk

• Qasr Al Sarab Liwa Desert

Resort (6 star)

• T3 Abu Dhabi Airport

(2009)

• Midfield Terminal Abu

Dhabi Airport

• Urban transport system

• National Rail Network

• Taweelah Port

• Road infrastructure,

tunnel and bridges

International,

Business &

Education

• International Renewable Energy

Agency (IRENA)

• MASDAR City – carbon neutral/zero

waste city, a world first

• General Electric

• Italian Ship yard

• New York Film Academy

• Sorbonne University (2006)

• Airbus & Mubadala Aerospace –

Al Ain (2009)

• Mubadala & Rolls Royce

maintenance JV in Abu Dhabi (2009)

• Largest IKEA store in the

Middle East on Yas Island`

Transport

Infrastructure

Abu Dhabi

●

New York ●

San Francisco

●

London

●

Los Angeles

●

Rio de Janeiro

●

Chicago

●

Dallas

●

São Paulo

●

Buenos Aires

● Johannesburg

●

Casablanca ●

Cairo

●

Moscow

●

Khartoum

●

Lagos

●

Nairobi

●

Toronto

●

Paris

●

Frankfurt

● Sydney

●

Jeddah

● Damascus

●

Melbourne

●

Perth

●

Mumbai ● Bangkok

● Beijing

● Hong Kong ● Katmandu

●

Jakarta

●

Tokyo

●

Milan ● Istanbul

●

Cape town

● Tehran

LONG-HAUL

ULTRA LONG-HAUL

●

Colombo

●

Seoul

●

Manila

●

Astana

●

Madrid

●

Minsk

MEDIUM-HAUL

SHORT-HAUL

Geography and technology

● Shanghai

● Guangzhou

What matters?

• Growth - Achieve critical mass

- Leverage economies of scale

• Flexibility

• Diversification

“(Etihad) has achieved similar passenger volume

in less than half the time of major competitors”

1) Etihad data

2) Literature for 2006, 2007 and 2008 data, interpolation from starting of operation

3) Emirates data from 1997 to 2010, interpolation from 1985 to 1997

Source: Airlines annual reports, Booz & Company analysis

Passenger Growth

Etihad vs. Emirates vs. Qatar Airways

Awards and recognition

WORLD'S BEST

FIRST CLASS

BEST FIRST CLASS

AIRLINE SEAT

BEST FIRST CLASS

ONBOARD

CATERING

Cabin 2009 Ranking 2010 Ranking

First 7th 2nd

Business 4th 3rd

Economy 9th 6th

2008 to 2011 capacity and cask (fils/ask)

10.0

15.0

20.0

25.0

30.0

35.0

40.0

20,000

25,000

30,000

35,000

40,000

45,000

50,000

55,000

2008 2009 2010 2011

ASK CASK (all) CASK (excl fuel)

Fils/ASK ASK 'm

22% reduction

over 2008 CASK

Forecast passenger fleet based on announced orders,

assumed growth rates and retirement policies

Cathay Etihad Qatar British Airways

Lufthansa Emirates Air France/KLM

United American Delta

Forecast Passenger Fleet at 2020

2011 2020

51 Aircraft (excl Freighters)

152 Aircraft

12.5% Growth

Options

Purchase rights

Type

substitution

Slide and assignment

rights

Accelerate retirement plan

Not extend leases

Type substitution

100 Aircraft

<10% Growth

200 Aircraft

>15% Growth

Fleet flexibility

Fleet flexibility – A380 & B787 delay

2011 2016

12.5% CAGR

Delay in A380 & B787

2013 2012 2014 2015

Type swap - B777

A320 delivery acceleration

Options - B777s

Extension of leases

Delay in A380 & B787

Exit of leased aircraft

Retirement of older aircraft

Slide Rights in order

Type swap

Enriched business model

New Abu Dhabi Aviation, Travel and Aerospace Governance Model

Contribute to Abu Dhabi 2030

Be World’s Best Airline

Be Profitable

Mandates

Passenger

Air Transport

Distribution (in partnership

with AD

entities)

Air Cargo

Operations

Abu Dhabi

Hub

Operations

Etihad 2020 projections

• Etihad Airways will be a major global business

25 million passengers a year

• Up to 100 major business and leisure destinations

• 27,000 employees

• 155 aircraft (without exercising options

or purchase rights)

• Profitable and sustainable