80 | Developing Leaders Issue 31: 2019 Corporate Practice Developing High Flyers at Emirates Warwick Business School brings greater intensity to Emirates’ senior leadership development S ince the 2008 financial crisis the airline and travel industries have been under unprecedented pressure, characterized by intense competition, fuel price volatility, and the need to keep pace with rapid technological change. Yet during this period the Emirates Group has maintained solid growth and evolved as a globally influential travel and tourism organization supported by an Executive Leadership Development Program (ELDP) designed and delivered in partnership with Warwick Business School. Launched in 1985, Emirates was the fastest growing airline of the 1990s, and now has more than 265 aircraft which fly to over 155 destinations in more than 80 countries. The Emirates Group which comprises dnata, an aviation services company providing ground handling services at 130 airports, Emirates airline, and other significant businesses in logistics, hotels and retail, has a turnover of approximately US$27.9 billion and employs over 100,000 employees. In this era of budget airline carriers, the basis for Emirates’ success has been strategically different, with its commitment to providing high- quality services and customer experience. “They’re not just selling you the seat, they’re making sure you’ve got the best seat, you’ve got the best in-flight entertainment, fantastic catering and great staff to look By Peter Chadwick