ABU DHABI AIRPORTS COMPANY
CORPORATE RESPONSIBILITY REPORT 2010
Committed to developing a sustainable future in aviation
Corporate Responsibility Responsibility Report Report 2010 2 – 3Corporate
2010
Table of Contents
01 –
2–3
A WORD FROM OUR CHAIRMAN
02 –
4–5
CEO’S WELCOMING NOTE
03 – ABOUT THIS REPORT 6 – 7
04 –
COMPANY PROFILE 8 – 19 AN OVERVIEW 9 KEY MILESTONES CELEBRATED DURING 2010 10 A SELECTION OF OUR RECENT AWARDS 11 MANAGING OUR BUSINESS 12 OUR APPROACH TO MANAGEMENT 14 ENGAGING WITH OUR STAKEHOLDERS 16 SETTING HIGH STANDARDS FOR CUSTOMER EXPERIENCE 19
05 –
BUILDING ECONOMIC PERFORMANCE
20 – 21
06 –
IMPROVING ENVIRONMENTAL PERFORMANCE 24 – 25 REDUCING ENERGY CONSUMPTION 24 REDUCING WATER CONSUMPTION 24 REDUCING WASTE 25 MANAGING GREENHOUSE GAS PRODUCTION 25 NOISE MANAGEMENT 25 SUSTAINABLE CONSTRUCTION 25
07 – THE MANY ASPECTS OF SOCIAL PERFORMANCE 26 – 34 LOOKING AFTER OUR PEOPLE 27 OCCUPATIONAL HEALTH AND SAFETY 27 TRAINING AND EDUCATION 28 AN AIRPORT ACCESSIBLE TO ALL 31 AT WORK IN THE COMMUNITY 32 IN-KIND DONATIONS TO THE COMMUNITY 33 IN COMMUNITY TRAINING OPPORTUNITIES FOR STUDENTS 34 IN COMPANY INTERNSHIPS 34 SAFETY AWARENESS CAMPAIGN 34 AL AIN PRIVATE CENTRE FOR SPECIAL NEEDS 34
08 –
09 –
OTHER SIGNIFICANT INFORMATION
35
GRI DECLARATION GRI CONTENT INDEX
36 – 37
The specific purpose of this report is to demonstrate the extent to which our business is working for the greater good of the society that we serve. H. E. KHALIFA MOHAMED AL MAZROUEI, CHAIRMAN
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01 –
A WORD FROM OUR CHAIRMAN
To our valued customers, partners and stakeholders Our first Corporate Responsibility Report represents an important milestone in our aspiration not only to become the world’s leading airports group, but to attain this goal in a sustainable, environmentally-conscious and socially-responsible manner. Our commitment is based upon a far broader definition of ‘success’ than the narrow commercial one. It embraces the interests of every part of society that is touched, directly or indirectly, by our work – passengers, employees, airlines, government authorities and associations, other customers and corporations and our local communities – the very communities whose futures are inextricably linked to the fortunes of our company. We are a strong company, and we believe that we should make a correspondingly robust effort to protect and promote the welfare of the people whose lives we necessarily affect. The recent global economic difficulties are an object lesson in what follows when commercial and financial enterprises become ends in themselves, thus losing sight of their original and honourable purpose: to improve people’s lives. Of course, the aims of a business and the welfare of a society can and should coincide: the operating efficiencies for which our company strives are passed on to all of our stakeholders in the form of an enhanced quality of life. Hence, the specific purpose of this report is to demonstrate the extent to which our business is working for the greater good of the society that we serve.
First of all, it is the concrete expression of one of the four key values that underpin our corporate philosophy: the Sharing of Information. We are pledged to abide by the principles of openness and transparency – for without these, we could never hope to implement our other key values of Teamwork, Commitment and Respect. I hope you will agree as you read the following pages that these values are apparent in all of the advances we have made in the critical areas of economic, environmental and social performance. Our advances are real and tangible, and we are committed to reporting them in terms that are quantifiable and measurable. Finally, we must not forget that our business is just one part of a much broader initiative that embraces the whole economic future of the Emirate of Abu Dhabi, and indeed of the region as a whole. Abu Dhabi Airports Company is a building block in a bright future and as such it is vital that we champion the attitudes and beliefs that should infuse the entire enterprise.
H. E. KHALIFA MOHAMED AL MAZROUEI
02 –
CEO’S WELCOMING NOTE [GRI 1.1]
The role and responsibilities of Abu Dhabi Airports Company and the aviation industry are important within the Emirate of Abu Dhabi, as well as the wider community in the United Arab Emirates. Aviation plays a crucial part in providing access to the Emirate and representing the gateway to Abu Dhabi for both business and leisure travellers, and clearly Abu Dhabi Airports Company is a pivotal player in the development and operation of the infrastructure. Abu Dhabi Airports Company’s first Corporate Responsibility Report fulfils important aspects of our mission statement. The need to communicate well on the material issues under our corporate responsibility – to our people as well as our customers, business partners and stakeholders – has never been greater, and our report forms an important aspect of our commitment. Furthermore, our sustainability focus was publicly communicated during last year when we signed up to the Abu Dhabi Sustainability Group’s declaration and charter. Our stakeholders are interested to learn about the challenges that we face and how we are tackling those key issues. This report aims to give a balanced picture of our performance over the last year – acknowledging the challenges we face, but also highlighting our positive achievements and the sustainability principles that underpin them.
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Our mission statement highlights how we aim to fulfil our commitment: ‘To achieve our vision by being an efficient organisation with highly performing people, fully understanding our customers and stakeholders, and delivering airport services and infrastructure that exceed their expectations. We will grow our business and expand across the region and beyond, whilst embracing a culture of quality and excellence, honouring our corporate and social responsibilities, and integrating with the communities we serve.’ It has been one of our principal targets to chart our progress using the internationally recognised Global Reporting Initiative (GRI) reporting framework, and this report will present a picture of how far and fast we are moving towards accomplishing our mission through measurable achievements in the various categories covered by the GRI. Our impact is most significant in specific areas. For instance, economically, the provision of travel services is a positive factor for the Emirate by supporting tourism development and mobility of citizens and residents, as is our effect on employment. Socially, we are committed to the training, up-skilling and development of our human capital with strong performance achieved during the year. And, environmentally, we have made significant progress in our
This, ADAC’s first Corporate Responsibility Report, marks a significant point in our community commitments. JAMES BENNETT – CEO
waste management programme with the launch of a policy and five year strategy and with delivery of results well above target for 2010. As for sustainable construction, Abu Dhabi Airports Company developed the Sustainability and Environmental Construction Specifications in alignment with the Abu Dhabi Urban Planning Council Estidama guidelines and these are being incorporated into key projects. On the other hand, our use of finite resources such as water and energy presents a challenge in which we must redouble our efforts, as does the potential for noise and atmospheric pollution inherent in the aviation industry. These positive and negative influences should be viewed as aspects of our journey into the future [GRI 1.2]. We are determined to progressively reduce our negative impact on the physical environment by providing bold leadership in the realm of sustainability. Likewise, we will continue to enhance our interaction with the community and other stakeholders.
JAMES BENNETT
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03 –
About this report This report describes the company’s performance in managing Abu Dhabi Airports Company’s (ADAC) corporate responsibility issues [GRI 2.1]. It covers the calendar year 2010 [GRI 3.1] and includes all ADAC companies (see ‘managing our business’, page 12) [GRI 3.6] unless otherwise stated. The company does not have any joint ventures [GRI 3.8], nor does it believe that there are any significant limitations on the scope of the report [GRI 3.7] other than the exclusion of military and flight training activities Throughout this report, the focus of the report is on commercial and business aviation. As this is the first public report on sustainability [GRI 3.2], there are no re-statements [GRI 3.10] or other significant changes [GRI 3.11] from previous years. We intend to publish a Corporate Responsibility Report annually in the future [GRI 3.3]. The report was developed using internal workshops shaped by input from ADAC’s various stakeholders, and according to ‘best practice’ as represented by the GRI guidelines and discussions with the members of the Abu Dhabi Sustainability Group [GRI 3.5]. ADAC believes that this report deals with a number of its material issues. Materiality is defined in terms of the performance information that could reasonably influence stakeholders’ decisions about ADAC’s economic, social and environmental impact. You will find a GRI content index at the end of the report, page 36 [GRI 3.12], in which our activities and policies are related to the relevant sections of the GRI framework; these are also referred throughout in square brackets. The GRI Airport Operator Sector Specific guidelines have also been used to identify material issues.
CONTACT POINT FOR FURTHER INFORMATION Sandra Anani Senior Manager for Corporate Responsibility and International Affairs email: sanani@adac.ae telephone: +971 2505 3658 [GRI 3.4]
DESTINATIONS IN 2010 This is where you can get to – from Abu Dhabi : ADEN ALEXANDRIA ALMATY AMMAN* AMRITSAR AMSTERDAM ASHKHABAD ASTANA ATHENS BAGHDAD BAHRAIN BANGKOK BEIJING BEIRUT BELGRADE BOMBAY BRISBANE
BRUSSELS CAIRO CALICUT CAPE TOWN CASABLANCA CHENNAI CHICAGO CHITTAGONG COCHIN COLOMBO DAMASCUS DAMMAM DELHI DHAKA DOHA DUBLIN ERBIL
*We serve more than one airport in the city.
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FAISALABAD FRANKFURT GENEVA HYDERABAD ISLAMABAD ISTANBUL JAKARTA JEDDAH JOHANNESBURG KANDAHAR KARACHI KATHMANDU KHARTOUM KIEV KISH KUALA LUMPUR KUWAIT
LAHORE LAR LARNACA LONDON MANCHESTER MANGALORE MANILA MEDINA MELBOURNE MILAN MINSK MOSCOW MUNICH MUSCAT NAGOYA NEW YORK PARIS
PESHAWAR RAHIM YAR KHAN RIYADH RIYAN SANA’A SEIYUN SEOUL SIALKOT SINGAPORE SYDNEY SYLHET TEHRAN THIRUVANAT– HANPURAM TOKYO TORONTO TRICHINAPALLY
_ ADAC has 6,032 employees. The total number of people, including major suppliers, working at Abu Dhabi International Airport is _ nearly 17,000.
04 – COMPANY PROFILE
AN OVERVIEW Abu Dhabi Airports Company (ADAC), a public joint stock company, was formed by an Emiri Decree number 5 on 4th March 2006 to spearhead the redevelopment of the Emirate’s aviation infrastructure, and is an integral partner in the Government of Abu Dhabi’s Plan 2030. Owned by the Government of Abu Dhabi, the company is headquartered at its principal asset, Abu Dhabi International Airport [GRI 2.6]. ADAC operates the largest number of airports in the United Arab Emirates (UAE), and is located [GRI 2.4], and operates entirely, within the Emirate of Abu Dhabi [GRI 2.5]. It owns and operates five airports: • • • • •
Abu Dhabi International Airport Al Ain International Airport Al Bateen Executive Airport Sir Bani Yas Island Airport Delma Island Airport
In addition, ADAC comprises six operational companies [GRI 2.3] providing airport services at Abu Dhabi and Al Ain and some of the smaller airports. These services [GRI 2.2] include: • • • •
passenger and aircraft handling cargo handling in-flight catering hospitality, which includes lounges and car park management • duty free retailing • freezones and a business park (SkyCity). The Gulf Centre for Aviation Studies, owned by ADAC, also provides aviation training. ADAC has 6,032 employees. Abu Dhabi International Airport is by far the largest operation, with 70% of employees working there. The total number of people, including major suppliers, working at Abu Dhabi International Airport is nearly 17,000 [GRI 2.8].
KEY MILESTONES CELEBRATED DURING 2010
–
GROWTH Abu Dhabi Airports Company (ADAC) has experienced an outstanding year which included the first full year of operating the state-of-the-art Terminal 3 at Abu Dhabi International Airport. The capital’s airport welcomed, for the first time, its one millionth passenger within a calendar month, bringing total annual passenger numbers up to a record 10.9 million. Air traffic movements were 111,789 with cargo at 437,810 metric tonnes. ADAC’s airports provide flights to countries on every continent [GRI 2.7], with over 45 airlines operating at Abu Dhabi International Airport. The number of destinations served increased last year from 81 to 85. London, Bangkok, Doha, Manila and Cairo proved to be the top five routes, collectively claiming 20% of the total passenger traffic during 2010. North America has demonstrated the highest growth as a region served from Abu Dhabi International Airport in 2010, with a 70% increase in traffic, followed by Southern Africa and Europe, with an increase of 41% and 17% respectively. Meanwhile, the year-end performance report for Al Bateen Executive Airport registered 7,970 commercial aircraft movements in 2010, a 36% increase in commercial aviation movements compared with 2009.
During 2010: Abu Dhabi International Airport welcomed, for the first time, its one millionth passenger within a calendar month, bringing total annual passenger numbers up to a record 10.9 million.
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QUALITY AND SERVICE ADAC remains committed to service excellence, and therefore to continually improve passengers’ experience through a customer service focused culture that is aligned to ADAC’s vision; creating the world’s leading airports group. Against a backdrop of growth during 2010, ADAC has maintained a focus on the quality of the end-to-end passenger experience. This work has culminated in remarkable international recognition from our passengers; based on votes of 9.8 million passengers from
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100 countries - Skytrax named Abu Dhabi International Airport the ‘World’s Most Improved Airport’. Abu Dhabi International Airport also received the Airports Council International’s (ACI) ‘Most Improved Airport Award’ in 2010, as well as the prestigious Airport Service Quality assured certification from ACI. This award was made in recognition of the airport’s service quality management systems and the commitment of senior management to maintaining the highest service standards. The new Shop-Dine-Unwind brand was launched in 2010 and is an integrated consumer travel experience brand offering a truly unique airport experience. With the customer at the heart of the new brand, the services and facilities encompass a strong lineup of exclusive boutiques, diverse catering options and luxurious passenger facilities, Shop-Dine-Unwind aims to ‘put the joy back into travel’. The results of the new service offering can be seen at Abu Dhabi International Airport as the retail revenues surged by +15.2% year-on-year in 2010, against a growth of +12.2% in passenger numbers.
PLANNING AND DEVELOPMENT The year also saw ADAC undertake the refurbishment of Abu Dhabi International Airport’s Terminal 1. In alignment with Terminal 3, the suite of improvements at Terminal 1 is designed to significantly enhance the passengers experience and deliver a spacious and modern environment which is easy to use and offers world class facilities. During 2010, ADAC continued a multi - $billion capital development programme to expand its facilities and increase it services. The centrepiece of this programme is the Midfield Terminal Complex (MTC) which includes a state-of-the-art terminal building, associated aircraft parking stands and support facilities that will provide a total
A SELECTION OF OUR RECENT AWARDS ADAC has won many awards over the years, the table below highlights a selection of those [GRI 2.10]:
capacity of 27.1 million annual passengers on opening day - and will expand Abu Dhabi International Airport’s overall capacity to more than 40 million annual passengers. The Midfield Terminal Building is designed to minimise the impact on the environment, particularly focusing on ways to reduce the need for air conditioning while providing natural light for interior spaces. Other environment design initiatives include water conservation, such as using waste water for irrigation of landscaping areas.
SPECIALISED HUMAN RESOURCES FOR AVIATION SECTOR GCAS has been certified as the world’s first “TrainAir Plus” training centre by the International Civil Aviation Organization, and has partnered with internationally recognised organisations and institutes, including JAATO, ACI, IATA to deliver leading edge training for the region. Recently GCAS and the GCAA joined forces to support developing nations through sending instructors/trainers to their countries, under the umbrella of ACAC, ECAC, IAC, AFCAC, and LACAC in addition to the free placements and seats provided to delegates from developing nations in all GCAS courses. In addition, GCAS held various seminars, contributed to the ACI fund, Tawteen programme, and programmes such as introduction to aviation health and safety, environment, security and cargo, held in the developing nations.
–
ADAC remains committed to service excellence, and therefore to continually improve passengers’ experience.
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AWARD
AWARDING ORGANISATION
DATE
Best Improved Airport in the Middle East
Airport Council International (ACI)
16 Feb 2010
Best Improved Airport in the Middle East
Emerging Markets Airport Awards
10 Mar 2010
Most Improved Airport
Skytrax
24 Mar 2010
Highly Commended for Excellence in Airport Marketing for Middle East category
Routes Asia – Airport Marketing Awards
Apr 2010
Best Cargo Airport
Air Cargo News
11 May 2010
Platinum Airport Status
The International Air Transport Association (IATA)
25 Jul 2010
Highly commended for Excellence in Airport Marketing
World Routes
ASQ Assured certification
Airport Council International (ACI)
24 Oct 2010
Green Initiative of the Year (Airport)
Doha Aviation Summit
Nov 2010
Golden Award – First Prize
Zayed Higher Organization
12 Dec 2010
The Airport of the Year
ITP Publishing
20 Dec 2010
Training & Education Provider of the Year
ITP Publishing
20 Dec 2010
Sept 2010
MANAGING OUR BUSINESS
In 2009, ADAC established a Corporate Responsibility Committee composed of Vice Presidents and management representatives from nine departments, including the Supervision Committee for the Expansion of the Abu Dhabi International Airport (SCADIA).
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Abu Dhabi Airports Company’s Board is composed of five nonexecutive directors including the Chairman [GRI 4.2], [GRI 4.3]. ADAC’s Board members have extensive and wide-ranging experience including financial management in international markets, technical aviation expertise, tourism development and architectural engineering. ADAC’s Board governs the long-term strategies of the organisation, including sustainability impacts. No employees are formally involved in the governance of the Board of ADAC [GRI 4.4]. The six subsidiary companies – Abu Dhabi Airport Services (ADAS), Abu Dhabi In-flight Catering Company (ADIFC), Abu Dhabi Cargo Company (ADCC), Abu Dhabi Hospitality Company (ADHC), Abu Dhabi Duty Free (ADDF) and SkyCity – report to the Board [GRI 4.1]. ADAC’s vision is to be the world’s leading airports group. To achieve the sustainability aspects of the vision, and in alignment with ADAC’s mission statement, ADAC is working with several key stakeholders - including the Abu Dhabi Sustainability Group, the Abu Dhabi Environment Agency and Masdar, to agree on a collaborative approach on key sustainability issues. In addition, ADAC is a member of the Abu Dhabi Sustainability Group (ADSG) [GRI 4.13], and members of the ADSG elected an ADAC senior company manager to its General Secretariat in December 2010.
CASE STUDY
ADAC established a Corporate Responsibility Committee (CRC) in 2009 composed of Vice Presidents and management representatives from nine departments, including the Supervision Committee for the Expansion of the Abu Dhabi International Airport (SCADIA). In 2010 the CRC met regularly to progress and discuss corporate responsibility performance [GRI 4.9]. We have also adopted the standards set by the Abu Dhabi Urban Council, Estidama, as a guideline for sustainable design and construction practice as we develop and re-model our airport facilities.
“
Until I became involved in the Corporate
Responsibility Committee, sustainability was a story in the news or part of my school homework. But once I saw the direct impact of my work, I gained a much better understanding of the scale of the challenges facing sustainable development.’ – NOURA AL OBAIDLI, PRESS OFFICER
GULF CENTRE FOR AVIATION STUDIES
OUR APPROACH TO MANAGEMENT
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The company regards sustainability as a fundamental criterion for development and growth across our portfolio of airports and our other activities.
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Our corporate mission statement embodies sustainability in many ways, creating value for shareholders, customers, business partners and employees. Abu Dhabi Airports Company’s corporate responsibility approach is committed to developing a sustainable future for aviation and is based upon: • compliance with UAE laws, regulations, codes of practice and recommended good practice • alignment with UAE national guidelines, including the Abu Dhabi 2030 Plan and the Urban Planning Council • compliance with various internal policies that aim to provide a framework for excellence. SUSTAINABILITY POLICY This commitment is well described in the Sustainability Policy, which underpins the company’s resolve to operate and develop its airports in accordance with the principles of sustainable development. In selecting this path, ADAC has chosen to build a stable platform for future growth in aviation for future generations. The Sustainability Policy [GRI 5] includes: • reviewing and evaluating new programmes and projects in terms of addressing, in a balanced, holistic and measurable way, the following elements: economic viability, operational excellence, natural resources conservation and social responsibility • adopting the standards set by the Abu Dhabi Urban Council’s Estidama initiative as a guideline for achieving sustainable design and construction practice in the development and remodelling of airport facilities
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• integrating the principles of sustainable development, economic viability and operational efficiency into decision making and communicating well with stakeholders. As a result, carefully developed sustainability programmes have been put in place covering energy, water, waste, noise, pollution and health and safety for the construction of the major Midfield Terminal Complex project.
HEALTH, SAFETY AND ENVIRONMENT POLICY ADAC’s approach to management also includes the company Health, Safety and Environment Policy, re-confirming the company’s commitment to high standards for the management of health, safety and the environment. The policy outlines the company’s commitment to comply with laws and regulations that govern environmental management throughout operations, staff training and environmental management. It relates to all ADAC employees, suppliers, contractors and service business units and ensures the alignment of the business strategy and operations with the sustainability practices outlined in its terms.
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ADAC’s firm objective is to become the ‘best in class’ in green airports and to be a global industry leader in sustainable construction, airport development, operations and associated services.
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‘TURN IT OFF’ CAMPAIGN ADAC launched a one-year awareness campaign at Abu Dhabi International Airport in collaboration with the Environment Agency of Abu Dhabi which tackles energy and water consumption. The aim was to spread awareness in the community as well as internally among ADAC employees.
ENGAGING WITH OUR STAKEHOLDERS
– One of ADAC’s key strategic objectives is to ‘Actively Manage our Stakeholder Relationships’. –
To operate efficiently and to further the development of the airports, ADAC recognises it is vital that the company cooperates with partners and suppliers while forging long-term relationships with all of the company’s stakeholders. Indeed, one of ADAC’s key strategic objectives is to ‘Actively manage our stakeholder relationships’. A wide range of stakeholders has been identified by ADAC management [GRI 4.15], see table opposite. Using internal consultation and engagement, ADAC has developed and improved its engagement plans for key stakeholder groups. Communications are then tailored according to the business, the stakeholder and the nature of the relationship. The following table describes the nature of the company’s regular engagement with each stakeholder group over and above routine business channels.
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The following table describes the nature of the company’s regular engagement with each stakeholder group over and above routine business channels.
STAKEHOLDER
[GRI 4.14]
FORM OF DIALOGUE
[GRI 4.16]
Airlines
Airline operators’ committee, airport facilitation committee, direct communication, meetings
Airport governmental agencies
Direct communication, meetings, surveys, participation in committees
International and local aviation associations
Direct communication and meetings, participation in committees
Aviation regulators
Direct communication, meetings, surveys
Business partners
Direct communication, meetings
Employees
Direct communication through the intranet and direct meetings, internal bulletins, staff surveys
Local community
Direct communication, participation in events
Passengers and airport customers
Information desks and customer service agents throughout the airport, call centre, surveys, ADAC feedback forms
Service providers and suppliers
Surveys, information meetings and presentations for vendors Meetings and briefings for service providers and suppliers and suppliers
The government of Abu Dhabi
Direct communication, meetings
– ADAC is focused on providing the highest standards of customer care across our portfolio of airports and operations. –
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The company continually works to improve customer service by providing modern and efficient services and facilities. For example, off-airport check-in at the City Terminal facility in the capital city of Abu Dhabi provides an easily accessible and convenient option for travellers as they can check in both themselves and their baggage as early as 24 hours before a flight, safe in the knowledge that their bags will be securely transferred to the airport. Off-airport check-in is a service that ADAC intends to expand in 2011. To improve customer service, the company is also refurbishing Terminal 1, a project that started in October 2010 with a completion date in mid-2011. Ranking / total airports in ASQ Survey world-wide
2006 2007 2008 2009 2010
24 / 80 39 / 110 51/ 127 45 / 140 29/ 154
ADAC is focused on providing the highest standards of customer care across its portfolio of airports and operations. This can only be achieved through listening to customers’ feedback about what works and what needs improvement. ADAC participates in the Airport Service Quality (ASQ) survey, an independent benchmarking carried out by Airports Council International, and during 2010 the results were regularly integrated into management decision making. As a direct result of ADAC employee efforts, Abu Dhabi International Airport was certified as the ‘Best improved airport in the Middle East’, and was awarded with an ASQ certification. The customer feedback results of the survey for 2010 can be seen in the following table. The survey ranks, on a quarterly basis, airports around the world on a 5-point scale. For example, in 2007 ‘Overall satisfaction with the airport’ was 3.91, in 2008 it was 3.94, in 2009 it was 4.10 and in 2010 was 4.31.
SETTING HIGH STANDARDS FOR CUSTOMER EXPERIENCE
Overview of the Airport Service Quality Scores 2006 – 2010 (Abu Dhabi International Airport)
10.86 9.70
ASQ Category (5-15 milli.)
9.02 4.31
4.32
4.31
4.00
4.10
6.90
4.13
3.92
3.94
3.76
3.91
3.96
3.67
3.87
5.30
3.94 3.81
2006
2007
2008
2009
2010
Overall satisfaction with the airport Source: ADAC Operations, Quality Assurance, Jan 2011
2006
2007
2008
Business passengers
2009
2010
2006
2007
2008
Leisure passengers
2009
2010
2006
2007
2008
Passengers/mill.
2009
2010
05 – BUILDING ECONOMIC PERFORMANCE
A key economic impact of the company is derived from its provision of transport services. These are vital both in terms of the employment they generate and to the economy of the Emirate of Abu Dhabi in general. In the long term, the airport’s development should also contribute to reducing the Emirate economy’s dependence upon oil. By 2030, the direct economic impact of Abu Dhabi International Airport alone is forecast to be AED 27.3 billion. A breakdown of its economic impact in 2009 is given in the chart below, [GRI EC9]. Abu Dhabi Airports Company is a major employer in the Emirate. In 2009, Abu Dhabi International Airport alone employed, directly and indirectly, about 60,000 people, of whom nearly 17,000 were direct employees of ADAC and its suppliers. The scale of ADAC’s market presence can also be gauged by the volume of passengers [GRI AO1] and cargo and aircraft movements [GRI AO2] provided in the chart below.
Total movements in Abu Dhabi Airports in 2010: 122,632
Economic Impact (AEDm) [GRI EC9]
Direct operations On-airport employment Direct construction Mid-field terminal complex
_
Indirect impacts Off-airport supported employment
By 2030, the direct economic impact of Abu Dhabi International Airport alone is forecast to be AED 27.3 billion
6,400
1,700
111,789
Abu Dhabi International Airport
3,900
Induced impact Consequent economic activity
8,120 4,800
Al Bateen Executive Airport
1,282 Total 2009: 16,800
Delma Island Airport
1,168
Al Ain International Airport
_
273 Sir Bani Yas Island Airport These figures exclude military and training flights
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Abu Dhabi International Airport handles over 90% of total ADAC passenger movements.
Passengers (000s) 10,855
+12.2 %
9,672
Aircraft movements Passenger
CASE STUDY 86,145 76,373
Cargo
5,543
+12.8 % 76,373
20,101
and China.
-4.9 %
“
I attended a course organised by GCAS and hugely enjoyed meeting and networking with my international colleagues. There were people from airports from around the world that I am still regularly in touch with today.’ – MUNA AL GHANIM, EXCELLENCE SPECIALIST
Cargo (tonnes) 437,810 378,746
2009
in support of the development of national airports, which focused on safety representatives from airports in Iran, Zimbabwe, Indonesia, Ethiopia, Thailand
21,145
2010
successfully sponsored its first Airport Council International Fund seminar management and emergency readiness in airports globally. Participating were
+20.5 %
4,600
Other
During 2010 our training division, the Gulf Centre for Aviation Studies (GCAS),
+15.6 %
– While the company is a significant consumer of energy and water, it recognises the importance of the conservation of these precious resources. –
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_
06 –
IMPROVING ENVIRONMENTAL PERFORMANCE
We exceeded our waste target for 2010 by 3%. ... By 2015 the company aim is to recycle 45% of all waste.
_
_ In 2010 our electricity consumption fell slightly to 121,295 MWh despite the growth of the airports.
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ADAC’s Health, Safety and Environment Policy outlines the company’s commitment to high standards and improved performance in the management of health, safety and the environment. The company strives to implement its stated policy of reducing its environmental impact and complying with relevant laws. In 2010, the company was not fined or found to be in breach of any regulations [GRI EN28], [GRI SO8], [GRI PR9]. Abu Dhabi Airports Company continued to improve its environmental performance during 2010 including the development and launch of a waste management and recycling strategy that aims to reduce consumption while increasing the volume of total waste recycled. The company has made significant inroads into delivering sustainable airport operations and development, supported by effective stakeholder engagement and Memoranda of Understanding on a business-to-business, as well as on a business-to-community, level. While the company is a significant consumer of energy and water, it recognises the importance of the conservation of these precious resources. Waste, emissions and noise are also significant environmental aspects that are managed by ADAC. REDUCING ENERGY CONSUMPTION In 2010, ADAC’s electricity consumption fell slightly to 121,295 MWh [GRI EN4], despite the growth of the airports. During 2011-12, the company is planning to develop further its focus and communication on the consumption of energy, as well as developing an energy and carbon strategy that will outline a series of measures to lower the airports’ energy consumption levels. REDUCING WATER CONSUMPTION In 2010, ADAC’s water consumption decreased to 1,438,900 m3 [GRI EN8]. There are also plans to promote further efficiencies in 2011-12 through water conservation schemes and initiatives including the introduction of water efficient taps, and awareness campaigns.
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ADAC Electricity Consumption (MWh)
2008
83,730
2009
123,479
2010
121,295
ADAC Water Consumption (000’s m3)
2008
1,362
2009
1,446
2010
1,439
REDUCING WASTE ADAC has a policy of actively managing and reducing its waste through pro-active waste management practices. During 2010, of the 11,253 tonnes of waste produced at Abu Dhabi International Airport, 18% was diverted from landfill [GRI EN22]; this exceeded the company’s waste reduction target for 2010 of 15% diversion from landfill. Using the waste hierarchy (reduce, reuse, recycle), ADAC will promote the reduction of waste generated with a target of diverting 25% of waste away from landfill, and by 2015 the company aims to recycle 45% of all waste. The recycled material includes timber, cardboard, plastics, paper and aluminium cans. Recycling facilities were introduced at Al Ain Airport in 2010 and it is planned to introduce these to the rest of the airports in 2011. The company is also reviewing its procurement strategies with a view to reducing waste. MANAGING GREENHOUSE GAS PRODUCTION Operation of the company’s facilities produces greenhouse gases. Carbon dioxide and other greenhouse gases arise from the use of electricity and from the energy needed to desalinate our water. In 2010 ADAC was responsible for the production of 64,194 tonnes [GRI EN16] of carbon dioxide or equivalent gases, of which water desalination accounted for 3,547 tonnes. ADAC is developing carbon and energy management strategies and policies for 2011-12. NOISE MANAGEMENT Air Navigation Services (ANS) at Abu Dhabi International Airport is compliant with local rules and regulations relating to the management of noise in the vicinity of ADAC’s airports. ANS applies procedures for noise abatement including the recording of suspension and infringement in the Air Traffic Control Watch Log. No complaints have been received regarding noise from Abu Dhabi International Airport. SUSTAINABLE CONSTRUCTION ADAC has developed the Sustainability and Environment Construction Specifications, through which the company requires the contractor to consider sustainability at every stage of a project. To minimise the negative impact of construction, the contractor is required to follow the specifications to ensure and confirm that construction activities consistently protect site, local and regional resources from avoidable impacts. The sustainability and environmental procedures required for the construction works include contractor’s commitments to: • • • • • •
protect water resources protect site and soil resources protect ecological resources promote sustainable material resources promote social and cultural responsibility ensure sustainability compliance.
CASE STUDY
In continued support of sustainability and environmental initiatives, Abu Dhabi International Airport joined Earth Hour 2010 on 27th March 2010, by switching off its second runway’s lighting system. In addition ADAC management either dimmed or completely switched off non-essential lighting in the terminal buildings, management offices and other selected airport
“
locations. I helped coordinate the operational elements
of Earth Hour. It was a challenging task to ensure safety, compliance and clear communication, but the event went smoothly on the day. The best part was making the public announcement in the terminal building and sharing the experience with our passengers!’ – MOHAMMED AL KATHEERI, VP QUALITY ASSURANCE
EARTH HOUR
Corporate Responsibility Responsibility Report Report 2010 26 – Corporate 27
2010
07 – THE MANY ASPECTS OF SOCIAL PERFORMANCE
LOOKING AFTER OUR PEOPLE ADAC employs 6,032 people [GRI LA1], of whom about 29% work at company headquarters. Emiratis make up 24.8% of employees (excluding subsidiaries), about 14% of whom are female, giving a male: female ratio of approximately 7:1 [GRI LA14]. ADAC has a clear objective and strategy to increase the proportion of UAE nationals in alignment with the Government of Abu Dhabi’s objectives [GRI EC7]. All staff positions have detailed job descriptions. The company complies with all UAE regulatory and legislative requirements relating to the workforce. To incentivise high performance, ADAC operates a discretionary annual bonus plan based on performance. This is designed to recognise and reward good working practices and drive short and long-term results. In July 2010, the company launched its first employee survey, ‘Have your Say’ with the assistance of third party facilitators, to reassure employees about confidentiality and unbiased results. It was available online in both Arabic and English. Fifty-eight per cent of staff participated, following a series of focus groups. The results provided ADAC management with a better understanding of employee expectations.
Occupational health and safety [GRI LA8]:
PROGRAMMES TOTAL ATTENDEES Advanced first aid
69 First aid 132
Forklift safety
34 Hazard identification 22 and control Heat stress 177
Total 434
Rates of accidents and injury in 2010 [GRI LA7]:
OCCUPATIONAL HEALTH AND SAFETY The health and safety of the workforce is vitally important to ADAC and is included in the induction programme for new employees. In addition, during 2010, 434 people received health and safety-related training [GRI LA8]: see the table opposite.
NUMBER Injuries
20 Fatalities
ADAC employs 6,032 people of whom about 29% work at company headquarters.
0
During 2010 ADAC commenced the detailed work of implementing an Environment, Health and Safety Management System, expected to launch in 2011.
TRAINING AND EDUCATION
_
The company recognises that it can only realise its corporate vision and aspirations with the cooperation of a motivated and empowered workforce. It therefore strives to ensure that employees receive the right support and that there are policies and processes in place to motivate employees and help them achieve their true potential. As part of ADAC’s commitment to provide employees with the skill set and support they need to deliver effective results, the company undertook the development of a comprehensive training programme [GRI LA11]. This is to ensure that employees’ training needs are met, succession planning is structured and development plans are in place. The programme ranges from a two-week induction for every employee to full executive development and leadership training, ensuring that ADAC is managed to world-class standards. On average in 2010, 12 hours of training were provided per person
As part of ADAC’s commitment to provide employees with the skill set and support they need to deliver effective results, the company undertook the development of a comprehensive training programme.
_
[GRI LA10].
EMPLOYEE PERFORMANCE MANAGEMENT To promote a high-achieving organisation, targets are set regularly and the company has put in place processes that enable it to assess the performance of employees and provide useful feedback. Those processes are designed to aid the delivery of the strategic objectives while ensuring that employees receive the right support, development and training.
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Corporate Responsibility Report
2010
WORLD CLASS TRAINING SOLUTION ADAC’s Gulf Centre for Aviation Studies (GCAS) is an International Civil Aviation Organisation-endorsed training centre of excellence. GCAS provides much-needed world-class training solutions in the Middle East, helping a new generation of aviation and airport professionals to address the challenges of the modern aviation industry. During 2010, it delivered 84 aviation-centric courses to regional industry stakeholders. GCAS courses cover a wide-range of aviation topics and fields, including: • aviation safety • aviation and environmental impacts • Airport Management Professional Accreditation Program.
People trained
2010
4,500
2009
4,015
Training days 2010
6,200
2009
6,000
Training hours
2010
56,000
2009
50,000
Training Courses
2010
450
2009
400
30 – 31
AN AIRPORT ACCESSIBLE TO ALL
Terminal 3 at Abu Dhabi International Airport was audited for accessibility for people with reduced mobility. The company implemented the necessary modifications to enable access to facilities for employees and passengers with special needs and provided a training programme for 20 customer service representatives on how to handle passengers with reduced mobility as they travel through Abu Dhabi International Airport.
_ ADAC year-on-year has made commitments and sought to improve community engagement through a vast array of events, donations and activities.
–
AT WORK IN THE COMMUNITY Abu Dhabi Airports Company is an active corporate citizen and an integral part of its local community and society. We are partners with the Emirates Foundation (EF), a relationship that started in 2007 with commitment from ADAC and a donation of USD 5 million. Together, we aim to engage with community stakeholders and work in collaboration with designated organisations. As part of this commitment and contribution to community initiatives and in support of activities that link Abu Dhabi to the world, ADAC played a vital role in the 2009 and 2010 Formula 1 Etihad Airways Abu Dhabi Grand Prix. To achieve the successful results, the company consulted and collaborated with a wide array of stakeholders, partners and government entities throughout Abu Dhabi. In collaboration with EF, Takatof, a UAE national volunteering programme, provided 100 volunteers to support ADAC’s Customer Service Agents in assisting travellers wishing to attend the Grand Prix. Besides this collaborative and engagement work, ADAC also seeks to invest in the community through a range of charitable programmes and donations. The table opposite shows charitable donations for 2010. ADAC, in the spirit of community engagement, has worked in collaboration with the Abu Dhabi Environment Agency
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Corporate Responsibility Report
2010
on an environmental awareness campaign called ’Turn it off!’, the objective was to reach out to more than 11 million passengers, as well as airport based employees with clear messages about energy and water conservation. In addition, ADAC collaborated on similar initiatives with Abu Dhabi Police to provide valuable advertising space at ADAC airports using multi-media as a platform for communicating important messages to the community. ADAC has, year by year, made commitments and sought to improve community engagement through a vast array of events, donations and activities. For example, Bridge Work Readiness Training, a programme designed and developed by ADAC, was successfully launched during 2009 and continued in 2010. The programme, lasting six weeks, targets people with reduced mobility and special needs, providing basic skills and rehabilitation to help their integration into the corporate work environment. ADAC also sought out various stakeholders to join in the delivery of and share the benefit from this training including Zayed Higher Organization for Humanitarian Care, Ministry of Labour, Ministry of Justice, Department of Economic Development and Abu Dhabi Commercial Bank. The programme was entirely funded by ADAC, at a cost of AED 300,000.
IN-KIND DONATIONS TO THE COMMUNITY (AED) The value of ADAC’s in-kind contributions and sponsorships can be estimated as:
7,000,000 Community Engagement, Turn it Off campaign - EAD
5,000,000 Community Engagement, Safety on the Road Abu Dhabi Police
500,000
Red Crescent
400,000
Ramadan Iftar
300,000
Ramadan Events Football Tournament
300,000
National Day Celebration
147,000
Smile Train
100,000 Fund-raising for Al Ain Special Needs Centre
30,000
Pink Polo, Ghantoot Polo Club
30,000
Thimar El Kheir donation
CASE STUDY
Breast cancer is one of the biggest killers of women in the UAE and here it commonly afflicts women aged 40-45, 10 years younger than in Europe and America. Only 30% of cases in the Emirates are diagnosed in the crucial early stages. Our campaign at ADAC was aimed at raising awareness of the disease, and particularly the importance of screening and early detection. We also sponsored a Pink Polo Tournament to further
“
raise awareness of the problem.
Breast cancer is a major killer of women in the UAE, and while I felt it might be a bit of a sensitive topic, I was really passionate about raising this issue and making sure that we take action to save lives’ SANDRA ANANI,
SENIOR MANAGER FOR CORPORATE RESPONSIBILITY AND INTERNATIONAL AFFAIRS
IN COMPANY INTERNSHIPS ADAC provides internship and work experience opportunities annually for college and university students. The internships provide insight and teach the interns about business management in various departments, as well as the challenges of managing 24-hour airport operations.
SAFETY AWARENESS CAMPAIGN Working in partnership with Abu Dhabi Police (ADP), ADAC provided key locations where ADP could communicate with the community on the subject of road safety.
AL AIN PRIVATE CENTRE FOR SPECIAL NEEDS ADAC was the main sponsor for this family day, where the main activity was to raise funds for construction of a school library at the Al Ain Special Needs Centre. The event raised AED 150,000.
34 – 35
Customer Service Ambassador programme Total Students
2009
100
2010
45
Total Number of Internship Students
–
IN COMMUNITY TRAINING OPPORTUNITIES FOR STUDENTS During 2009, as part of providing work experience to Abu Dhabi’s young people, ADAC employees were offered the opportunity to register high-schoolage members of their families in a summer training programme. This involved working at Abu Dhabi International Airport in customer facing roles and dealing with customer queries. In 2010, there was a review of the programme which identified quality of outputs and a more structured approach as priorities. As a result, a new programme, Customer Service Ambassador, was developed and launched.
Corporate Responsibility Report
2010
2008
9
2009
26
2010
12
08 – OTHER SIGNIFICANT INFORMATION
• There have been no recent significant changes to ADAC’s structure [GRI 2.9]. • We do not give donations to any political party [GRI SO6] or undertake political lobbying [GRI SO5]. • Thanks to Abu Dhabi’s climate, ADAC does not make use of harmful de-icing fluids [GRI AO6]. • U nfortunately, as part of daily operations in any airport, aircraft can strike birds and other wildlife in and around the airport. ADAC works diligently and consistently to reduce these strikes. In 2010 we achieved a strike rate of less than 1 per 10,000 aircraft movements [GRI AO9]. • ADAC does not employ any workers below the legal age for work and does not believe that there is a risk of either child labour [GRI HR6] or forced labour [GRI HR7] in any of its operations. • No people have been displaced by ADAC projects or construction [GRI AO8]. • There have been no reported incidents of non-compliance with communications regulations [GRI PR7] or substantiated complaints concerning customer privacy [GRI PR8]. • ADAC complies with relevant laws and best practice guidelines on marketing communications [GRI PR6].
INDICATOR
GRI
09 –
P R O F I L E
GRI DECLARATION
Strategy and Analysis
PAGE
statement from executive
1.1
4
key impacts, risks and opportunities
1.2
5
OrganiSational Profile name
2.1
7
primary brands, products and services
2.2
9
operational structure
2.3
9
location
2.4
9
countries
2.5
9
ownership and legal form
2.6
9
Mandatory self-declared
markets served
2.7
10
Optional
3rd party checked
scale - employees, sales, etc
2.8
9
GRI checked
significant recent changes
2.9
35
awards received
2.10
11
STATUS OF THIS REPORT ADAC believes that this report has achieved GRI level C. This report is self-declared.
2002 in accordance C
C+ B B+ A A+
Report Profile
GRI CONTENT INDEX The following table provides an index for the location of all the GRI indicators within the report. [GRI 3.12]. This report is based on the G3 Guidelines together with the Airport Operator Specific Guidelines.
Corporate Responsibility Responsibility Report Report 2010 36 – Corporate 37
2010
3.10
7
significant changes of above
3.11
7
content index
3.12
36
Governance governance structure
4.1
13
role of chair
4.2
13
independence of board
4.3
13
shareholder and employees in governance
4.4
13
oversight of sustainability performance
4.9
13
External Commitments membership in associations
4.13
13
Stakeholder Engagement list of stakeholders engaged
4.14
17
basis for identification of stakeholders
4.15
16
approach and frequency of stakeholder 4.16 engagement
17
Management Approach
reporting period
3.1
7
date of most recent previous report
3.2
7
reporting cycle
3.3
7
contact point
3.4
7
Report Scope AND Boundary
Printed on FSC Mixed Source paper. Product group from well managed forests, controlled sources and recycled wood and fibre.
re-statements
management approach
5
14
E C O N O M I C Market Presence total number of passengers annually, analysed
AO1
20
process for defining content
3.5
7
total aircraft movements, analysed
AO2
20
boundary
3.6
7
employment from local community
EC7
27
limitations
3.7
7
Indirect Economic Impacts
basis for reporting joint ventures
3.8
7
indirect economic impacts
EC9
20
Human Rights Management Approach
E N V I R O N M E N T A L
Child Labour
Energy indirect energy consumption
EN4
24
EN8
24
total greenhouse gases
EN16
25
total waste by type, etc
EN22
25
aircraft and pavement de-icing fluid used
AO6
35
Compliance – value of fines AND sanctions EN28
operations where risk of forced labour
HR7
24
people displaced by development
AO8
SO5
35
political donations
SO6
35
SO8
24
Compliance - fines/sanctions for unlawful behaviour
Labour Management Approach
Product Responsibility Management Approach
Employment
Customer Health & Safety 27
Occupational Health & Safety
total number wildlife strikes per 10k movements
AO9
rates of injury, disease, etc
LA7
27
Marketing Communications
education on serious disease and risks
LA8
27
programs for adherence to regulations and good practice
Training AND Education average hours training
LA10
28
programs for skills & learning
LA11
28
Diversity AND Equal Opportunity men to women employee ratio
LA14
35
public policy positions & lobbying
value of fines, etc
LA1
35
Public Policy
S O C I A L
total workforce analysis
35
Community
Emissions, Effluents, and Waste
value of fines, etc
HR6
Forced AND Compulsory Labour
Water total water withdrawal
operations where risk of child labour
incidents of non-compliance on communications
PR6
35
PR7
35
Customer Privacy substantiated complaints on privacy
27
35
PR8
35
Compliance – Fines & sanctions for products/services provision value of fines, etc
PR9
24
Corporate Responsibility Report
2010