2018 ADNEC Annual Report - English

ANNUAL REPORTÂ

2018

adnecgroup.ae

ADNEC GROUP

ADNEC 2018 RESULTS AT A GLANCE VENUES

EXHIBITIONS

ECONOMIC

AED 3.41 BILLION 2 MILLION+ 502

VISITORS

EVENTS

19 09

HOTELS

EXCELLENCE

ECONOMIC IMPACT TO ABU DHABI

WORLD CONFERENCES NEW EXHIBITIONS

3 94.7%

ADAEP EXCELLENCE AWARDS WON CUSTOMER SATISFACTION

SERVICES

SUSTAINABILITY

776 530

TONS OF MATERIALS RECYCLED LITRES OF BIO-DIESEL PRODUCED

CONTACT DETAILS

ABU DHABI NATIONAL EXHIBITIONS COMPANY KHALEEJ AL ARABI STREET

P.O.BOX 5546, ABU DHABI UNITED ARAB EMIRATES

TEL: +971 2 444 6900 FAX: +971 2 444 6135

Acronyms used within this annual report ADCB ADIPEC ADNEC ADSG EHSMS IAPCO

Abu Dhabi Convention Bureau Abu Dhabi International Petroleum Exhibition and Conference Abu Dhabi National Exhibitions Company Abu Dhabi Sustainability Group Environment, Health and Safety Management system International Association of Professional Congress Organisers

ICCA IDEX MICE SPWLA TCA Abu Dhabi UFI WFES KM

International Congress and Convention Association International Defence Exhibition and Conference Meetings, Incentives, Conferences and Exhibitions Society of Petro-physicists and Well Log Analysts Tourism and Culture Authority of Abu Dhabi The Global Association of the Exhibition Industry World Future Energy Summit Knowledge Management

CONTENTS MESSAGE FROM THE CHAIRWOMAN...............7

ECONOMIC IMPACT........................................48

MESSAGE FROM THE GROUP CEO....................9

MARKETING...................................................50

BOARD OF DIRECTORS...................................10

SUSTAINABILITY............................................54

MANAGEMENT TEAM.....................................11

OUR PEOPLE...................................................58

ADNEC GROUP...............................................12

CUSTOMERS...................................................74

GROUP 2018 RESULTS...................................16

SERVICE PARTNERS AND SUPPLIERS ...........76

GROUP HIGHLIGHTS......................................18

COMMUNITY.................................................78

GOVERNANCE................................................28

ENVIRONMENT..............................................82

STRATEGY AND INNOVATION.........................34

HEALTH AND SAFETY....................................88

EXCELLENCE..................................................44

GROUP PHOTOS.............................................94

GROUP HIGHLIGHTS

GOVERNANCE

28

44

STRATEGY & INNOVATION

18

34

EXCELLENCE SUSTAINABILITY @ADNEC

54

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MESSAGE FROM THE CHAIRWOMAN NOURA MOHAMMED HELAL AL KAABI Chairwoman

In line with its mandate to support the development and promotion of the business tourism sector in Abu Dhabi, ADNEC and its group companies have continued to achieve outstanding results over the past year.

As we look back on 2018, we are once again reminded of how ADNEC has evolved over the past 14 years and supported the emirate of Abu Dhabi in delivering on its strategic objectives of building a diversified and knowledge-based economy.

Since its inception in 2005, ADNEC has, with the unwavering support of the visionary Abu Dhabi leadership, marked multiple achievements at the local and international levels.

We have come a long way in transforming Abu Dhabi into a major destination for some of the most attended international conferences and exhibitions.

In pursuing the emirate’s vision to boost business tourism, one of the key sectors identified by Plan Abu Dhabi 2030 and the Abu Dhabi Economic Vision 2030, we have benefitted from the government’s progressive development agenda that has provided favourable business conditions for non-oil sectors.

Our flagship venue, the Abu Dhabi National Exhibition Centre, has emerged as the destination of choice for high-calibre international events due to its state-of-the-art facilities and

convenient services that have helped boost Abu Dhabi’s credentials as one of the top business destinations globally.

Today, ADNEC Group is at the forefront of the emirate’s efforts to create an open, efficient and globally integrated business environment, and develop a highly skilled national workforce capable of driving vital economic sectors.

Our success is the outcome of our productive cooperation with our strategic partners from the public and private sectors as well as our ongoing engagement with prominent local and global industry associations. It also a proof of our continued commitment to supporting the Abu Dhabi Economic Vision 2030 through implementing a robust business strategy.

With our advanced event infrastructure and talented Emirati workforce playing a pivotal role in shaping the future of the industry, the long-term prospects for the business tourism sector in Abu Dhabi are promising.

Given the ever-evolving nature of our business, we are ready to turn the challenges lying ahead into opportunities for continued growth and innovation.

I am confident that as successful as 2018 has been, 2019 has even greater achievements in store for us.

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MESSAGE FROM THE GROUP CEO HUMAID MATAR AL DHAHERI Group Chief Executive Officer

2018 proved an exemplary year for ADNEC. We consolidated our status as a key driver of Abu Dhabi’s non-oil GDP growth.

Our robust performance translated into significant direct and indirect impact on the emirate’s economy.

ADNEC’s venues in Abu Dhabi and Al Ain hosted a record number of events, reinforcing our position as a leading destination in the burgeoning business tourism sector.

Renowned for their flexibility and efficiency, these awardwinning facilities allowed us to deliver world-class events spanning the economic, cultural, sports and social spectrums.

In parallel, ADNEC continued to leverage its growing portfolio and broad-based partnerships to drive tourism and investment in the emirate of Abu Dhabi and enable sustainable job creation for our talented Emirati workforce.

In 2018, we excelled in all areas of our core business, and explored innovative opportunities for growth in domains related to our expertise. The momentum achieved, enabled us to coordinate with leading event organisers, to further diversify our event portfolio and service offerings.

In a bid to meet the evolving requirements of our customers, our dedicated teams, led by competent Emiratis, worked hard to shape environments that elevate the quality of events hosted across our venues. In 2018, we achieved the

highest customer satisfaction rating in the global events and exhibitions industry, confirming that our efforts to provide world-class services resonated well with our clients.

In collaboration with a strong network of local and federal associations, as well as other entities, particularly in Abu Dhabi Convention Bureau, we also won the rights to host major international conferences, which have the potential to further strengthen Abu Dhabi’s MICE credentials. While attracting new international events to Abu Dhabi, we continued to promote the emirate’s advantages as a preferred business tourism destination at highly targeted global MICE forums.

What gives us at ADNEC the greatest inspiration to continue implementing our ambitious innovation roadmap, is our commitment to fulfilling the aspirations of our wise leadership and contributing to realising the objectives of Abu Dhabi Plan 2030. It was this ethos that guided us to launch the second edition of our internal excellence programme.

With yet another successful year behind us, we are filled with optimism, as we gear up to set new milestones in 2019, which complement Abu Dhabi’s cap of achievements in the MICE space. We are well placed to maintain our growth trajectory and focus on enhancing our competitiveness at the local and international level. We are confident that our sustained efforts will empower us to further strengthen our portfolio and explore new partnership opportunities.

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BOARD OF DIRECTORS

MANAGEMENT TEAM

Her Excellency NOURA MOHAMMED HELAL AL KAABI

HUMAID MATAR AL DHAHERI

Chairwoman

Group Chief Executive Officer

His Excellency DR. YOUSIF AL SHERYANI

His Excellency MOHAMMED NAJM AL QUBAISI

HAREB MUBARAK ABDULLAH AL MUHAIRI

His Excellency SAIF SAEED AHMED GHOBASH

ALI MURSHED AL MARAR

DR. OMNIYAT MOHAMMED AL HAJERI

Board Member

Board Member

Board Member

MIKE HENDERSON

Group Chief Strategy and Finance Officer

SALAH AL JAEEDI

AHMED AL OBAIDLI

Chief Financial Officer

Chief Operations Officer

Board Member

Board Member

Board Member

KHALIFA AL QUBAISI

Chief Commercial Officer (Acting)

SAEED AL MANSOORI

Executive Director - IDEX

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ADNEC GROUP

AL AIN CONVENTION CENTRE

ABU DHABI NATIONAL EXHIBITIONS COMPANY IS PLAYING A VITAL ROLE IN THE EMIRATE’S AMBITION TO BECOME A LEADING DESTINATION FOR BUSINESS MEETINGS AND EVENTS.

Al Ain Convention Centre provides the city of Al Ain with an exceptional venue for exhibitions, conferences, weddings and other special events.

It is built in a unique architectural style that is in harmony with the city’s existing architecture with a marquee-style roof.

It offers combined (indoor and outdoor) event space of 20,000 square metres.

THE GROUP IS MADE UP OF ABU DHABI NATIONAL EXHIBITION CENTRE, AL AIN CONVENTION CENTRE, EXCEL LONDON, CAPITAL GATE, ANDAZ CAPITAL GATE HOTEL, ALOFT ABU DHABI, ALOFT LONDON EXCEL, IDEX LLC AND ADNEC SERVICES LLC.

ABU DHABI NATIONAL EXHIBITION CENTRE Abu Dhabi National Exhibition Centre is a multi-award winning venue offering organisers of exhibitions, conferences and live events a total space of 133,000

square metres. This incorporates two large conference halls that can seat 1,600 people combined, 21 meeting rooms, 12 halls, a purpose-built banquet facility that can seat 700 people in a dinner setting and a multifunctional 7,920 square metres, 6,000 seat conference centre facility.

The venue also boasts a range of restaurants, cafés, shops, on-site hotels and business facilities as well as outdoor event spaces and the stunning Waterfront Quayside.

ExCeL LONDON ExCeL London, London’s largest international exhibition and convention centre, was acquired by Abu Dhabi National Exhibitions Company in 2008.

It sits on a 100-acre campus alongside Royal Victoria Dock in London’s Docklands and has hosted a variety of events including the 2012 London Olympics.

The venue offers 100,000 square metres of multi-purpose, flexible event space, including the Capital’s only International Convention Centre; ICC London.

ICC London includes the UK’s largest fully-flexible auditorium for up to 5,000 delegates. There is also London’s largest banqueting hall for up to 3,000 guests and a conference suite comprising 17 individual meeting rooms, suitable for anything from 50 to 1,200 delegates.

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ADNEC GROUP IDEX LLC First held in 1993, IDEX is the largest tri-service defence exhibition in the Middle East and North Africa (MENA) region.

IDEX takes place biennially, and is organised by Abu Dhabi National Exhibitions Company in association with the UAE Armed Forces GHQ. IDEX also features the Naval Defence Exhibition and Conference (NAVDEX), that showcases naval defence systems and maritime security equipment.

ANdAZ CAPITAL GATE HOTEL - ABU DHABI

ADNEC also organises the Unmanned Systems Exhibition and Conference (UMEX), and Simulation Exhibition and Conference (SimTEX) which showcase a wide range of applications for unmanned vehicles in a range of military and civilian applications.

Located in the iconic Capital Gate tower, the five star ANdAZ Capital Gate hotel provides 188 rooms and unsurpassed views of the city and coastline. It was the first ANdAZ hotel in the emirate of Abu Dhabi.

The on-site hotel supports Abu Dhabi National Exhibition Centre’s business tourism needs, as it is directly connected to it.

(UMEX) and (SimTEX) are set to run at ADNEC from 23 to 25 February, 2020. The event will attract international delegations and decision-makers from within the defence and aerospace industries, senior government officials and key private sector individuals.

ALOFT ABU DHABI HOTEL Owned by ADNEC and operated by Starwood Hotels and Resorts, Aloft Abu Dhabi is the largest Aloft hotel in Europe, Middle East and Africa region.

The four star hotel offers 408 rooms over 12-storeys and is interconnected to Abu Dhabi National Exhibition Centre.

The Abu Dhabi International Boat Show (ADIBS) was launched in 2018 by IDEX LLC and took place at ADNEC Marina, supported by Abu Dhabi Ports, Department of Culture and Tourism, CICPA and British Marine Boat Shows.

ADIBS provided a world-class platform for UAE and international companies from the marine industry to display, discuss and demonstrate their products and services to Government officials, special guests, media, boating enthusiasts and high net worth consumers.

ALOFT LONDON EXCEL

ADNEC SERVICES LLC

In 2011, ExCeL London opened the UK’s first Starwood Aloft hotel. Aloft London ExCeL was built by Abu Dhabi National Exhibitions Company and is linked to the ICC London ExCeL.

ADNEC Services LLC launched in 2015, a fully integrated business unit of ADNEC, offering a dedicated single point of contact for organisers, exhibitors and retailers, for setting up, connecting and activating stands, exhibitions and other conferences spaces within ADNEC venues, which can be delivered seamlessly within an overall one-stop approach.

The four-star, 252 room hotel is located right next to the Prince Regent DLR station and is just minutes away from London City Airport, Canary Wharf, and from the O2 Arena on the new Emirates Air Line cable car.

CAPITAL GATE Owned and developed by Abu Dhabi National Exhibitions Company, Capital Gate is certified by the Guinness Book of World Records as the World’s furthest leaning Man-made tower.

It was built to lean 18 degrees and is the ultimate business address in the UAE capital. With far reaching views across Abu Dhabi and the Arabian gulf, the gravity defying tower accommodates approximately 15,000 square metres of exclusive office space, as well as the five star ANdAZ Capital Gate hotel.

CAPITAL HOSPITALITY Capital Hospitality, part of ADNEC Services LLC, was launched in 2015, to deliver exceptional hospitality experiences, which combines international and local knowledge, to produce a 5-star hospitality service, offering, that is second-to-none.

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GROUP 2018 RESULTS

More than

2018

2 Million Visitors

Raising the total number of visitors hosted by ADNEC, since its establishment in 2005, to more than 17.5 Million Visitors

2018

3.41

Billion Dirhams

Reaching a total economic contribution value of 32 Billion Dirhams since its establishment in 2005

2018

9

Exhibitions

Organised for the first time in the company’s centres

2018

72%

Employment rate of Emirati cadres

Compared to 69% in 2017. The percentage of nationalisation in senior positions of the company is 85%

2018

502 Events

Compared to 442 events in 2017, with a growth of 14% The number of events hosted by the company’s centres reached 3,390 since its inception 14 years ago

2018

Events

Hosted by Al Ain Convention Centre last year

57

Global and Local Exhibitions

Compared to 54 exhibitions in 2017 with a 7.4% increase

2018

2018

90

2018

5

Conference bids

2018

19

World Conferences of specialised professional associations

Which is a 35% increase, compared to 2017.

Some associations meetings were held for the first time in the Middle East in 2018

22 bids for the hosting of major international conferences were submitted in cooperation with national institutions and professional affiliations. This was an increase from 19 bids in 2017 demonstrating a growth rate of 16%

473,454 Hotel Nights

Were booked around the country in 2018, thanks to the group’s activities

2018

94.7%

Satisfaction Percentage

of ADNEC’s customers and partners in both public and private sectors

Compared to 92.6% in 2017 and is the highest Percentage in the specialised conferences and exhibitions global sector

2018

412 Events

Hosted by ExCeL London centre

2018

4

Million Visitors

Hosted by the centre last year

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GROUP HIGHLIGHTS IDEX IDEX is the only international defence and marine security exhibition in the MENA region, which demonstrates the latest technology across land, sea and air sectors of defence. It is a unique platform to establish and strengthen relationships with government organisations, businesses, as well as the armed forces.

UMEX AND SimTEX 2018 The Unmanned Systems Exhibition and Conference (UMEX), and Simulation Exhibition and Conference (SimTEX) is set to run at Abu Dhabi National Exhibition Centre (ADNEC) from 23 to 25 February, 2020. The event will attract international delegations and decision-makers from within the defence and aerospace industries, senior government officials and key private sector individuals.

UMEX AND SimTEX AT A GLANCE

Abu Dhabi National Exhibitions Company (ADNEC), is collaborating with the Ministry of Defence (MoD) and the UAE Armed Forces, to organise the silver Jubilee edition of IDEX 2019, the largest and most diverse edition of the event to date, which falls under the theme, ‘The Future of Defence.’

Live demonstrations

34+ Participating countries

120+ International Exhibitors

17,000 m² of exhibition area

300 conference Delegates

12,000+ Visitors

250+ Media Participants

ABU DHABI INTERNATIONAL BOAT SHOW 2018 The Abu Dhabi International Boat Show (ADIBS) was launched in 2018 by IDEX LLC and took place at ADNEC Marina. The show was supported by Abu Dhabi Ports, the Department of Culture and Tourism – Abu Dhabi (DCT – Abu Dhabi), CICPA and the British Marine Boat Shows. ADIBS provided a world-class platform for UAE and international companies from the marine industry to display, discuss and demonstrate their products and services to Government officials, special guests, media, boating enthusiasts and high net worth consumers.

EXHIBITION TARGET $61 bn Value of the UAE maritime industry

32 - 45 Massive expansion of marinas from

270 Exhibiting companies and brands from 25 countries

96 Boats on display at the show

21,123 visitors in 4 days

Abu Dhabi economic vision 2030

The UAE capital’s Luxury Yachts, Leisure Marine and Fishing show will return to ADNEC marina for its second edition on 16-19th October 2019

ADNEC has also entered into partnerships with leading international companies to showcase the latest defence technologies, related to enhancing global peace and security.

The International Defence Conference hosted approximately 86 distinguished international experts and decision

makers from military and defence communities, from the industry, as well as academia, for a focused and highly-engaging discussion of disruptive innovation in defence and security.

The conference welcomed around 172 delegates and more than 1000 media representatives from around the world.

NAVDEX NAVDEX is part of the world’s leading joint defense exhibition and takes place co-located with IDEX. NAVDEX demonstrates the latest technology across land, sea, and air sectors of defense. It is a unique platform to establish and strengthen relationships with government departments, businesses and armed forces.

IDEX AND NAVDEX AT A GLANCE participating companies from 57 countries

1,235 international and regional

142 UAE-based companies spanning over 133,000 m² of exhibition space

53,532 net m² of stand space

28 National Pavilions

More than 105,400 Visitors from 142 countries

172 Official Delegations

1,072 Accredited Journalists

12 Halls of indoor exhibition space

Outdoor and On-water exhibition displays

NAVDEX spanning over 3,440 m² area

20 Hospitality Suites

Opening Ceremony attended by 5,000

Daily Live Demonstrations

Daily Ship visits

VIPs and high-ranking military officials

IDEX Defence Conference with over 500 senior defence executives

133,000 gross m² of exhibition and display area

“The conference welcomed approximately

407 delegates and 30

media entities from around the world.”

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GROUP HIGHLIGHTS Union Fortress, designed and built by ADNEC Services team

CAPITAL HOSPITALITY ADNEC launched its in-house Food and Beverage service, to ensure the highest quality is granted to all visitors welcomed at ADNEC. Capital Hospitality combines international and local knowledge, to produce a 5-star hospitality service offering, which is second-to-none. It delivers premium hospitality experiences at our venues, as well as external catering solutions.

ADNEC SERVICES 2018 marked the third consecutive year of record revenue and accelerated growth within ADNEC Services. This growth followed strategic focus on developing our client list, realising the ambition within the department for increased financial returns and improved market share. All business lines have had a crucial role to play in delivering our commercial strategy and have contributed towards our success, during 2018, through bundling offers and competitive pricing. We have continued to prioritise investment in areas, which deliver future returns and allocate our resources in the most cost-effective way, dependent on the scale and scope of our projects.

Strong customer focus and commercial direction in managing the pipeline during 2018, expanded ADNEC Services operations outside of Abu Dhabi, with projects delivered both regionally and internationally. This is evidenced by the 49 per cent increase in projects

2018 HIGHLIGHTS 58,664 wedding guest served

1.6 milliom meals sold

2.5 milliom coffee cups served

240,000 restaurant visitors

69,556 sandwiches sold

More than 105,400 visitors from 142 countries

AED 81 milliom revenue

299 manpower

AED 12 milliom external business

and expanded market share within the industry. Major projects, such as execution of Hosn Al Etihad, a GHQ event in Fujairah and numerous Dubai Police activations during the UAE Innovation Week and GITEX, have increased visibility across the country and positively impacted the awareness and perception of ADNEC Services.

ADNEC Services was appointed as the official contractor across five major exhibitions, delivering all key services for these events. In addition, we further developed the governmental client sector, by securing bellwether entities, including the Department of Urban Planning and Municipalities, project managing their events in both the UAE and in Asia. We also designed and build the new offices for the Department of Economic Development, as well as managed the projects of all aspects of the Abu Dhabi Government Iftar, on behalf of the Crown Prince’s Court.

In Al Ain, we conducted market research and a standardized post-analysis, as

well as tailored our services to meet the market needs. This activity has had a strong focus on growing the business in the region and is anticipated to have financial impact in 2019.

Internally, ADNEC Services supported the Group by delivering key internal projects, such as The Hive, the largest innovation project to date, managing the design and the physical space, brand conception values and straplines, in alongside project managing the construction. Additional projects include staff activations, such as staff conference and National Day celebrations. Finally, ADNEC Services delivered support and technical expertise on the AV project within Hall four, which is set for completion in Q2 2019.

The forecast for 2019 looks very strong and the focus is on further positioning within the market, including the opening of our Dubai office, coupled with commercial efforts and emphasis on increasing revenue and continual improvement margins.

KEY FACTS AED 76 million revenue

Achieved 131% of targets as a result of an aggressive sales approach and disciplined cost management

49% increase in projects in 2018, with an execution of 148 projects in total

Streamlined our supply chain by signing MOU’s and SLA’s with key suppliers in the industry

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GROUP HIGHLIGHTS AL AIN CONVENTION CENTRE ww Venue began increasing its utilisation by renting the link area for various events, including the new exhibition, “Fashion Trucks” ww The ‘International Zoo Educator Conference’ was the first international conference hosted in Al Ain Convention Centre and held on October 2018

ww Suggested new locations for media sales opportunity ww Update media sales brochure columns branding ww AACC outdoor signage – Phase one ww Direction sign – Phase two ww The Year of Zayed branding ww Venue columns branding ww Enhancement of the washrooms in hall one and hall two

ExCeL LONDON In 2018, ExCel London welcomed four million visitors, from every corner of the globe, alongside 40,000 exhibiting companies, across 440 events. Statistics reveal that a whopping one million international visitors attended ExCeL London, representing 25 per cent of London’s inbound business tourists.

Events held at ExCeL, as evaluated in an independent report by Grant Thornton, resulted in an economic impact of £4.5bn for London and supported 37,600 jobs.

Venue investments We know that the success of our venue is inextricably tied to that of our customers, thus constant innovation and investment are essential. To continuously deliver the best possible event experience, the following investments were carried out in 2018: Food and drink: In 2018, we opened the Urban Garden and Brilliant Punjabi outlets on our central boulevard. The opening of these units supports our vision to deliver the best possible experience of our guests.

Technology infrastructure: In 2018, we continued to invest in our Ruckus Wi-Fi, which has increased the performance and capacity of overall Wi-Fi and the resiliency of internet provision.

Digital infrastructure: We invested in a new Content Management System (CMS), in order to support our future vision for the digital media estate at ExCeL. The new system aims to provide greater flexibility for our clients, allowing them to display more creative content, while benefiting from functionality, including day-parting.

Key event highlights in 2018 ww 21 new exhibitions were held in

2018, including several high-profile relocations Bridal Trade and White Gallery, Employee and HVAC show from the NEC and the London Motor Show from Battersea.

ww Repeating events included world-

2018 HIGHLIGHTS AED 25,435,498 YTD the value of contracted business

54 corporate events hosted in 2018

2018 753,507 visitors during 2018

renowned ICE Totally Gaming, World Travel Market, MCN ComicCon, Salon International Bett, The Vet Show and Grand Designs Live.

ww World Travel Market ran their largest show ever, in terms of space, with 76,000m2. Over the three-days, we welcomed 93,000 visitors and 7,500 exhibitions, including 120 tourism ministers from around the world.

ww In terms of corporate events, we

welcomed back the likes of Adobe, Amazon Web Services, Google, Xero, Salesforce, Microsoft and ServiceNow.

ww Associations held in 2018 included

Diabetes UL, 2018 IADR General Session and Exhibition, ACM – KDD 2018, Royal College of Physicians-

Medicine 2018, Drug Discovery, Clarion Housing Group, EAES Winter Symposium and Annual Congress EuCap PCR London Valves.

ww Significant commercial wins included EGX, (the UK’s largest gaming event), European Wound Management Association, Brand Licensing Euripe, Learning Technologies, International Liver Congress, Nutrition and Growth Conference, BluePrism World, VidCon London, IGD, UPW, Google Cloud Next, Intersport, Tableau Software and Teradata.

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GROUP HIGHLIGHTS

Marketing Highlights

Collaboration with ADNEC

At the beginning of 2018, Marketing and Communications were restructured to create a central team.

This created a platform to share resource, unify planning and consolidate communications.

In 2018, ExCeL celebrated 10 years of ownership by ADNEC. Our Marketing teams collaborated to issue a joint press release, which was complemented with social media and internal communications.

Our top line results for 2018 are as follows: ww 846 leads worth £54.9 million were generated for the C&E sales team; 121 leads converted into events worth £9.2 million ww Participation in industry trade shows, delivering a pipeline of leads worth £5.77 million

In addition, throughout 2018, ExCeL has represented ADNEC in presentations and at industry events, including IMEX, IMEX America, the ICCA Congress, the AEV Conference and the AIPC Congress.

Client hospitality was held in London in June 2018, for key association clients. This was a joint initiative organised by representatives from both the ADNEC and ExCeL sales teams.

ww A customer satisfaction rating of 90 per cent, across all events ww 156 features were placed with the industry press in the UK, Europe and North America, representing a

Corporate Social Responsibility (CSR)

ww The ExCeL website has an average of 148,639 users per month, representing a 10 per cent increase compared to last year.

In 2018, ExCeL was able to develop an even closer relationship with Community Food Enterprise (CFE) to try and address the increasing need for food donations across Newham.

ww Total channel growth, across all social media, of 26.2 per cent, representing an increase of 7,790 contacts

ExCeL also responded to the growing global crisis of managing single-use plastic; identifying ways in which the venue can reduce the amount of plastic waste generated, whilst making it easier for our guests to make sustainable choices.

reach of 1.23 million views and an estimated EAV (Equivalent Advertising Value) of £ 25,850.20

The average session duration for users is one minute 55 seconds, with visitors browsing on average 4.5 pages per session

ww Client communications delivered across all sectors, with an average open rate of 27 per cent

Looking ahead – key events in 2019

ww The introduction of new internal communications including regular company conferences, Town Hall meetings and monthly highlights posters

ww The launch of six new ways of working, designed to underpin the culture we aspire to create at ExCeL. Our ways of working are: ◊ We communicate openly ◊ We are one team ◊ We value, respect and understand each other

Key Exhibitions ww ww ww ww ww

World Travel Market ICE Totally Gaming Protection and Management Series BETT TechXLR8

ww ww ww ww ww

MCM ComicCon Salon International Futurebuild DSEI (biennial) IFE – International Food and Drink (biennial)

ww ww ww ww ww

Salesforce1 World Tour London Aviation Week MRO Europe BBP Exams Oracle OpenWorld Strata Data Conference

◊ We take pride in what we do ◊ We are trusted to make decision

Key Conferences and Events

◊ We innovate for tomorrow and the future

ww ww ww ww ww

ww Business case for ANPR approved, with completion scheduled for the end of March 2019 ww Guest insight pilot launched and due for completion by the end of March 2019

Sibos Google Cloud NEXT Adobe Summit 81st EAGE Conference and Exhibition UPW 2019

2008

2009

2010

2014

2015

2015

ADNEC acquisition of ExCeL London and the start of phase 2 construction, delivering an additional 35,000m2 of event space and London’s International Convention Centre (ICC).

ExCeL chosen as the host venue for the G20 London Summit, welcoming world leaders and Heads of State.

The opening of Phase 2 and London’s International Convention Centre at ExCeL, following £165m investment by ADNEC.

The host venue for Europe’s largest medical association, European Society of Cardiology, and one of Europe’s largest corporate events, HPE (Hewlett Packard Enterprise) Discover London.

ADNEC invests £15m in the catering experience at ExCeL, resulting in the redevelopment and opening of over new 20 retail units.

ExCeL London welcomes its 20 millionth visitor.

2011

2012

2013

2016

2017

2018

The opening of the Aloft Hotel, representing a further £50m investment, bringing ExCeL’s total onsite hotel capacity to 1,400 rooms (2,722 rooms by 2018).

The most complex venue in the history of the Olympic Games, as the host venue for 7 Olympic and 6 Paralympic events, during London 2012, including 5 arenas, a broadcast compound, volunteer recruitment centre and fleet depot.

The acceleration of the migration of world leading events to ExCeL, including ICE Totally Gaming, Bett and BVE, as well as corporate events for global brands including Salesforce, Microsoft and Adobe.

The opening of CentrEd at ExCeL, a £1.5million, state-of-the-art meeting and training venue, located onsite at ExCeL.

London moves to fifth in the ICCA rankings, rising from 19th since 2010.

ExCeL prepares to open its onsite Elizabeth line station at Custom House.

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GROUP HIGHLIGHTS

2019 PLANS The new initiatives from 2019 will be diversified under multiple headings and will be working towards the “Digital Maturity“ model for ADNEC. Considering the dynamic nature of technology and the disruptive technologies impacting day to day business, ADNEC IT wishes to improve further during the year 2019 by bringing in new technologies and initiatives that will ensure higher customer satisfaction and greater visibility of ADNEC around the world. Some of the key projects that are already in the pipeline are:

ww Corporate dashboards for commercial business functions ww One platform for accessibility for all ADNEC services ww Organiser setup for IDEX and other ADNEC Events ww ISO 20000 for IT Service Management ww Enhancement of Al Ain Wireless and Infrastructure

SMART ADNEC

ww Digital Screens in Al Ain Venue

As part of the ADNEC’s SMART plan, ADNEC IT implemented a host of solutions and initiatives during 2018. All projects are focussed with the customer journey and touchpoints in perspective.

KEY ACHIEVEMENTS

Case Study: Fastest WiFi in UAE

Customer Satisfaction

ww Fastest WiFi in UAE: ADNEC introduced the fastest free WiFi in UAE at the beginning of the year by launching WiFi for all visitors to ADNEC at 150 MBPS per connection. This has been extensively covered in multiple magazines and articles.

ww Artificial Intelligence based Customer Analytics and Footfall Management System: ADNEC Management approved a footfall system, which allows the organisation to monitor and measure the movement of people, using various technologies.

ww Large Digital Screen on ADNEC Marina for ADNEC event advertisements: The first outdoor digital screen in Marina has been recently installed, which enables ADNEC to advertise events related information as well as promote ADNEC events (ongoing and upcoming), and marketing offers from ADNEC, ADNEC Services and Capital Hospitality.

ww Chatbot Implementation for ADNEC: ADNEC launched its own chatbot with the Abu Dhabi International Boat Show and this will allow an improved customer experience for its users.

ww Dynamic Digital Signage for ADNEC Way Finding Screen: This mechanism will allow the Planners and the Event Management Team to ensure any event information is projected on the Wayfinding Screens with an automated and integrated system from Ungerboeck. This will allow ease of access for visitors within the venue to attend events.

Wi-Fi is a vital part of the exhibition experience, leveraged for everything from running demos, essential services and social media engagement, to keeping international guests and visitors connected without the prohibitive cost of roaming services.

ADNEC’s legacy WiFi infrastructure presented a business risk as it inhibited the institution’s ability to correctly deliver these fundamental services. It not only adversely impacted the company’s reputation, but also resulted in revenue loss due to exhibitors looking for alternative venues with better wireless connectivity.

ADNEC introduced the fastest free WiFi in UAE at the beginning of the year by launching WiFi for all visitors to ADNEC at 150 MBPS per connection. This has been extensively covered in multiple magazines and articles.

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GOVERNANCE

Internal Audits conducted

Whistleblowing incidents

14

0

Employees received communication on the Code of Conduct

100%

Employees formally committed to the Code of Conduct

Prosecutions for noncompliance with law and regulations

100%

0

ADNEC’s management approach is based on the principles of transparency, and best practices in governance and business ethics.

ADNEC’s approach to management aims to not only enhance its corporate reputation and develop its business, but to also build trustworthy relationships with different stakeholders.

ADNEC is committed to best practices in corporate governance and benchmarks itself annually against UK’s Combined Code of Conduct and OECD Principles of Corporate Governance. ADNEC has a clear and comprehensive governance framework, documented in its Corporate Governance Approach, which is reviewed and improved on an annual basis.

COMPLIANCE AUDIT COMMITTEE The board has established an Audit Committee of three qualified members, including two independent, non-executive directors and one member fully independent of ADNEC. The Committee has a comprehensive terms of reference and its responsibilities include:

wwMonitoring and reviewing the annual financial statements and the independence and qualifications of the Company’s auditors wwReviewing the status of compliance with laws and regulatory requirements

BOARD OF DIRECTORS

The Board of Directors has overall responsibility for the leadership and performance of ADNEC and consists of the following members: Name

Role

Non-Executive Member

Independent Member

Her Excellency Noura Mohammed Helal Al Kaabi

Chairwoman

√

√

His Excellency Dr. Yousif Al Sheryani

Board Member

√

√

His Excellency Mohammed Najm Al Qubaisi

Board Member

√

√

Hareb Mubarak Abdullah Al Muhairi

Board Member

√

√

His Excellency Saif Saeed Ahmed Ghobash

Board Member

√

√

Ali Murshed Al Marar

Board Member

√

√

Dr. Omniyat Mohammed Al Hajeri

Board Member

√

√

The Board met four times in 2018 and discussed and reviewed various matters relating to strategy and company performance, budget approval, the audited annual financial statements and policies, as well as procedures. The board carried out an annual formal self-evaluation on the anniversary of their appointment in July 2018.

wwReviewing the internal systems and controls, the adequacy of risk management process, and the performance of the internal auditors and the compliance function.

wwFollowing up on the implementation plans arising from external audit and Abu Dhabi Accountability Authority (ADAA) reports.

The Committee met four times in 2018 and conducted annual self assessments.

INTERNAL AUDIT ADNEC has an independent Internal Audit function that helps to improve performance and promote accountability and transparency across the business by providing independent and objective assurance and advisory services. The Internal Audit function has the following roles:

wwReports directly to the Chairman of the Audit Committee with full time internal audit employees at both ADNEC and ExCeL London. wwIt is subject to the periodic review by the Abu Dhabi Accountability Authority (ADAA), which is an independent body established by the government.

wwReviews internal controls, including financial, operational, compliance controls and risk management to ensure practices are in line with best practice, laws, rules and regulations that follow international standards.

Board Committees

FORMAL POLICIES AND PROCEDURES

A clear and comprehensive Delegation of Authorities manual in addition to formal Policies and Procedures manual.

Board of Directors

RISK ASSESSMENT

A documented risk profile is maintained and regularly updated with management resources allocated for the identification, assessment, and appropriate treatment of business risks.

Year

2014

2015

2016

2017

2018

Number of Internal Audits conducted

12

9

14

12

14

Management Committees

INTERNAL CONTROL

A system of internal controls ensures we comply with laws and regulations, properly account for all transactions and safeguard our assets against improper or unauthorised use.

Audit Committee

Internal Audits

Executive Committee

Group CEO Strategy Management and Excellence Committee

COO

Sustainability Committee

CCO

Exhibitions Committee Recruitment Committee

CFO

Health and Safety Committee

In addition, ADNEC has established an independent whistle-blowing mechanism, through which all stakeholders and employees can raise concerns. This was launched in December 2014 with no reports recorded to date. The current mechanisms include communication through email and telephone, direct to an external independent third party, which treats the concerns confidencially and does not reveal the identity of the whistleblower.

Concerns raised are forwarded by the independent third party to both the Head of Internal Audit and the HR Director, who process it as per the documented compliance charter. A committee is formed consisting of IA, HR and Legal affairs were necessary to steer the investigation.

ADNEC is also subject to external audit of its consolidated financial reports, which ensures the accuracy of the financial reports and compliance with relevant laws, regulations and governance guidelines.

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GOVERNANCE

FRAUD CONTROL

RISK MANAGEMENT

All Organisations have a responsibility to take steps to guard against the fraudulent use of their resources, and we believe that ADNEC too has a responsibility to ensure that Government money is spent and accounted for appropriately. Any fraudulent activity relating to a Government company represents a significant risk to the reputation of the organisation, but it also endangers the on-going relationship with the Government itself.

ADNEC has developed an Enterprise Risk Management framework to establish an approach to identifying and managing key risks arising in the business in accordance with international best practices. The framework has been developed based on best practices guidance from: COSO – Committee of Sponsoring Organisations of the Treadway Commission, ISO and Guidance issued by AIRMIC and Institute of Risk Management.

As a well-managed organisation, we have ensured that our fraud management measures are robust, current and well understood across all levels of staff. ADNEC’s Fraud Control Policy which was updated and improved in 2018, is designed to assist employees and stakeholders in ensuring that they have thorough, up to-date policies and procedures in place to manage the risk of fraud occurring in ADNEC.

ADNEC’s Enterprise Risk Management framework includes clear, detailed definitions of risk appetite, including a risk appetite statement approved by the Board of Directors, and definitions and quantifications of risk tolerance limits in line with leading practices.

During 2018, ADNEC updated its Risk Management framework to be fully compliant with ISO 31000 and was confirmed as fully compliant by independent consultants in December 2018.

The Board of Directors fulfils the role of a Risk Committee by approving the risk approach, setting the risk appetite and tolerance levels, reviewing key risks on a quarterly basis and reviewing the Annual Risk Management report. The Board is supported by the Audit Committee in this role.

ADNEC follows a zero tolerance approach to fraud and takes immediate action against perpetrators of fraud and every employee is asked to sign an annual declaration of compliance to the policy.

The key components of the risk management approach are:

wwRisk identification

CODE OF CONDUCT AND BUSINESS ETHICS ADNEC has implemented a Code of Conduct and Business Ethics, in order to safeguard business and professional ethics, which is reviewed annually. This framework ensures that ADNEC continues to uphold the highest standards of ethical behaviour in all business activities inside and outside UAE.

wwRisk analysis and assessment wwRisk treatment A sample of ADNEC declaration of compliance to fraud control policy form

wwRisk reporting

The code applies to all ADNEC’s employees at all levels, including employees on a temporary or outsourced basis. It is also applicable to employees who are seconded to other entities.

The document’s scope covers: compliance with laws, rules and regulations, protection of environment, employment, harassment and the disciplinary policy. All employees sign a Compliance and Acknowledgement Certificate when they first join the company.

The government regulations chapter covers: General Compliance, Occupational Health and Safety, Fraudulent Activities, Supplier and Consultant Screening, Intentional Misconduct, Media and Public Relations, Conflict of Interest, Conflict of Commitment, Business Gifts and Hospitality, Protection of Organisation’s Assets, Usage of Communication Methods.

Compliance Description

wwRisk monitoring

2016

2017

2018

Percentage of employees the code of conduct has been communicated to

100%

100%

100%

Percentage of employees formally committed to the code of conduct by signing it

100%

100%

100%

Number of prosecutions against ADNEC for non-compliance with law and regulations

0

0

0

Amount of fines for non-compliance with laws and regulations

0

0

0

Number of non-monetary sanctions for non-compliance with laws and regulations

0

0

0

As a result of our practices, there were no recorded incidents of corruption within 2016, 2017 or 2018 or pending lawsuits related to corruption, while no relevant fines or sanctions were imposed by the respective authorities on ADNEC managed businesses.

For a business that operates in a low-regulated, non-complex industry, ADNEC has a comprehensive, high effective Risk Management approach that is benchmarked against leading practices.

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GOVERNANCE BUSINESS RESILIENCE Since 2012, ADNEC has operated a Business Continuity Management System (BCMS) aligned to the requirements of both National Emergency Crisis and Disasters Management Authority (NCEMA) and ISO 22301:2012 (Societal security - Business continuity management systems).

ADNEC’s continued efforts in this areas were recognised in 2017 with the awarding of the prestigious ADEAP Award for Risk Management and Business Continuity.

Building on this success, ADNEC further developed its BCMS during 2018 in key areas:

ww ww ww ww

Certification of ADNEC’s BCMS to ISO 22301:2012 – An independent assessment of the BCMS, gives ADNEC’s stakeholders internationally-recognised assurance that ADNEC has the capabilities and processes to maintain critical business activities and services in response to a business disruption.

Expansion of BCMS Scope – To include Capital Hospitality and ADNEC Services into the overall BCMS framework.

IT Disaster Recovery – A major revision overhaul of ADNEC’s approach to its IT DR Strategy was undertaken during 2018.

Having now been approved, this will be implemented during 2019.

Duty Management Enhancements - Improving the provision of support to operational emergencies, by including more people into the duty roster and providing additional training to the team.

BUSINESS RESILIENCE – AN INTEGRATED APPROACH

ADNEC has long recognised its duty to secure its information (and the systems that process it) in order to protect its own interests, as well as those of its stakeholders. Accordingly, ADNEC has operated a range of information security controls across its business since its inception, in order to align with the requirements of Abu Dhabi and UAE governments, as well as internationallyrecognised best practice.

Furthermore, ADNEC recognises that the effective delivery of its services is reliant on accurate information being readily available to staff and other authorised parties. The availability of critical information and information systems is also essential in supporting an effective business continuity response.

In this respect, ADNEC took the decision in 2018 to begin aligning its business continuity and information security management systems. This alignment of management systems is intended to consolidate common resilience objectives and improve utilisation of ADNEC’s resources.

To enable this alignment ADNEC took the following steps in 2018:

ww ww ww ww

Establishment of a Business Resilience function – To ensure aligned, integrated and consistent operation of both management systems.

Recruitment of dedicated resource – A BC and IS Manager has been appointed, to support the business with specialist knowledge in both business continuity and information security domains.

Major revision to ADNEC’s Information Security Policy - To enable alignment of management systems, as well as state ADNEC management’s commitment to operating an Information Security Management System (ISMS), in conformance with, and certified to, the ISO 27001:2013 standard.

Appointment of “Business Resilience Champions” - These are individuals from each department, who will support senior management in achieving resilience objectives within their respective business units.

BUSINESS IMPACT ANALYSIS (BIA)

Within the defined scope of its management systems, ADNEC identifies its products and services, as well as the activities and assets that support them. For BCMS, a business impact analysis (BIA) is then undertaken to determine the impact of disruptions on essential services.

During 2018, the BIA was reviewed and updated to include new and changed activities within the BCMS scope. As a result of this BIA, recovery objectives were updated and formally reviewed with directors and Top Management, to ensure that the business continuity planning remained appropriate to ADNEC’s needs.

RISK MANAGEMENT

Both BCMS and ISMS integrate with ADNEC’s Enterprise Risk Management framework, in order to ensure that risks are consistently identified, owned, assessed and treated.

During 2018, as part of ADNEC’s ERM framework refinement, a unified risk register was developed for each department. This saw risks and their treatment plans being recorded, managed and reported in one place, including risks related to business continuity and information security.

Risk treatment activities coordinated across departments by the BC and IS Manager, and departmental actions are incorporated into the departmental work programmes, and managed by Business Resilience Champions.

BUSINESS CONTINUITY STRATEGY, PLANNING AND TESTING

ADNEC revised its Business Continuity Strategy and Business Continuity Plan in 2018 to reflect the revised scope of the BCMS. A greater level of detail was introduced into departmental planning through increased table-top testing at the local-level.

At the higher level, the overarching Business Continuity Plan revised elements around crisis communications and responsibilities and criteria for invoking business continuity and resumption of normal operations at the end of a business continuity phase.

AWARENESS AND TRAINING

BUSINESS RESILIENCE ELEMENTS

All ADNEC staff received an updated briefing on business continuity arrangements during 2018. ADNEC also established a detailed training and awareness plan for the Business Resilience Champions to be deployed during 2019, This will provide them with the knowledge to undertake routine management system tasks, as well as give them more insight as to how to champion business continuity and information security best practice within their department’s normal operations.

GOVERNANCE

INCIDENT MANAGEMENT, CONFORMANCE AND CONTINUAL IMPROVEMENT

ADNEC has appointed its Chief Financial Officer as the Top Management representative for its BCMS and ISMS. The BC and IS Manager supports the CFO by operating both management systems on his behalf.

The CFO and BC and IS Manager liaise with ADNEC’s Top Management to determine management system objectives that align with and support ADNEC’s strategic objectives. These along with relevant policies are reviewed and approved by the CEO every year.

From this, departmental objectives are derived and agreed with ADNEC’s directors. A work programme to achieve these objectives is developed by directors, with the support of their Business Resilience Champion, and approved by the BC and IS Manager.

The BC and IS Manager maintains oversight of implementation of work programmes, providing support and guidance as required.

The BC and IS Manager then reports progress and issues back to Top Management on a quarterly basis, with a full Management Review conducted at the end of each management system cycle.

Continual Improvement is core to a successful management system and also a resilient business. The revision of Business Continuity and Information Security Policies during 2018 is designed to ensure that ADNEC identifies all incidents and areas of non-conformance as they arise, and ensure that appropriate actions are taken to limit their impact to the business and prevent reoccurrence.

Besides routine internal audits of its management systems, ADNEC also undertake a range of compliance checks on various controls to assure their effectiveness. Key controls are routinely monitored to measure performance over time. Deficits in controls are considered as non-conformities.

All identified non-conformities, whether they arise from incidents, audits, compliance checks or performance management, are recorded within a Continual Improvement Framework. Root causes for non-conformance are identified and resultant improvement actions and managed through a Continual Improvement Plan, overseen by the BC and IS Manager.

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STRATEGY AND INNOVATION VALUES OUR VALUES SHAPE THE CULTURE OF OUR COMPANY AND GUIDE US IN EVERYTHING WE DO. THEY STEER OUR BEHAVIOURS AND INSPIRE WORK ACCOUNTABILITY

WORK TOGETHER WE partner with stakeholders, we value their opinions and work with them as one team WE act with integrity and value all our employees and stakeholders WE share information to enable knowledgeable business decisions WE enable our employees and equip them with a motivating working environment, opportunities, a rewarding professional experience and respect

STRIVE FOR EXCELLENCE WE aim for perfection

Abu Dhabi National Exhibitions Company (ADNEC) is a contributor to the development of business tourism sector in Abu Dhabi (MICE Sector) and contributes to the emirate achieving its long term goals of economic growth and diversification, through hosting a series of world class exhibitions, conventions and events, which assist business tourism and generate non-oil related economic impact

WE are committed to growing our business and exceeding stakeholders expectations WE believe in continuous improvement WE aim to lead the region and be the “choice”

CREATIVE and INNOVATIVE WE encourage and adopt creative thinking WE support innovative and creative ideas WE reward creativity

VISION

TO BECOME THE LEADING EVENTS DESTINATION FOR RENOWNED INTERNATIONAL EXHIBITIONS AND CONFERENCES IN THE MENA REGION.

MISSION TO INCREASE BUSINESS TOURISM FOR ABU DHABI BY CREATING A PLATFORM THAT ENABLES EVENT ORGANISERS TO REALISE THEIR GOALS OF CONNECTING PEOPLE VIA WORLD-CLASS EVENTS AND VENUES AND DELIVERING BEST-IN-CLASS SERVICES TO EXCEED STAKEHOLDER EXPECTATIONS.

WE find solutions and welcome suggestions WE are agile and flexible WE take informed risks and champion new ideas

PASSIONATE ABOUT WHAT WE DO WE put our heart into it WE are committed and dedicated WE enjoy and have fun at what we do WE make people happy WE exceed expectations and delight stakeholders WE are self-motivated WE believe in sustainable growth and Emiratisation

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STRATEGY AND INNOVATION

STAKEHOLDERS ENGAGEMENT

25 GOALS 83 PROGRAMS

1

Promoting and developing the touristic areas

2

Developing the cultural tourism

3

Improving the tourist experience in shopping centres

4

DEVELOPING BUSINESS TOURISM

5

Developing events and major festivals

6

Promoting tourism marketing in the emirate of Abu Dhabi

Stakeholders are defined as all those who are, directly or indirectly, associated, or are affected by our activities. For example, at local level ADNEC works closely with Department of Culture and Tourism, while internationally we partner with renowned organisers to develop international exhibitions and congresses. Since 2015, ADNEC is classifying its stakeholders as per the classification of the European Foundation for Quality Management (EFQM), as it is described below in ADNEC’s stakeholders wheel.

I AT

O

NA

AR LP

TNE

RS

ST

RA TE

GI

C R PA

Agilityl l

TN

34 KEY PERFORMANCE INDICATORS

6 PROGRAMS

A secure and confident society that aims to develop a competitive, sustainable and globally open economy

DCT ROLE

VISION

We contribute to the Emirate’s economic diversity by hosting and developing international and local events and we aim to increase the number of international and regional visitors attending these events. To do so, we partner and collaborate with different stakeholders and partners both locally and internationally.

ER

GOAL

ABU DHABI AS AN ORIGINAL AND ATTRACTIVE TOURISM DESTINATION

OP

HOW WE ALIGN WITH THE ABU DHABI PLAN

EES

E M P LO Y

llEvents Patrons

Employeesll

llLocal Community Associations and NGOs

ww ww

llConference Associations

llExhibitors llProfessional Conference Organisers PCOs

llService Providers llContractors

Y

llOffice Tenant

llSubcontractors

S

ww

llVendors

IE T

ww

llVisitors llDelegates

llLocal Community

SOC

ww

llOrganisers

llConsultants

SU

ER

To achieve this, strategically we aim:

To contribute in developing business tourism growth in the Emirate of Abu Dhabi To continue being a financially sustainable company To lead the regional market To support a sustainable community To become a group of world-class venues and services To be an attractive place to work at

llAbu Dhabi Development Holding Company llGeneral Headquarter llDepartment of Culture and Tourism

ADNEC STRATEGIC GOALS ww

ll Abu Dhabi Police

M

To increase business tourism for Abu Dhabi through creating a platform that enables event organisers to realise their goals of connecting people via world-class events and venues and delivering best-in-class services to exceed stakeholder expectations

llCentral Intelligence Department

S

ADNEC CONTRIBUTION ADNEC ROLE

ER

Hotels Operators Marriottl l and ANdAZ Capital Gate

S CU

PPL

IERS ADNEC's stakeholders Wheel

TO

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STRATEGY AND INNOVATION DEFINING SOLUTIONS FOR EACH CONCEPT

OUR FUTURE FORESIGHT STRATEGY MODEL ADNEC enhanced strategy management model capitalises on the synergy between the three frameworks (strategy, future foresight and innovation), and the result is a six step model which drives ADNEC’s strategy and business goals.

For each future foresight concept, we identified business solutions to further align our service offering and value proposition to future trends. The steps we followed to identify the solutions are:

1

6

Monitor and Adapt

5

Strategic and Operational Alignment

Strategic Visioning

FUTURE FORESIGHT STRATEGY MODEL

4

Future Concepts and Innovative Solutions

2

1.What is it?

Horizon Scanning and Landscape Analysis

8. What is the contribution and do-ability?

3

2. For whom?

3. For what?

7. What will we need?

Scenarios and Objectives

Alignment

4.What are the pros and cons?

6. How can we do it?

Innovation Management Process

5. Who can help?

ADNEC FUTURE FORESIGHT CONCEPTS

Creative meeting and working spaces

Intelligent ADNEC

HOW WE OPERATE Abu Dhabi Government

Board of Directors

Environmentally Sustainable ADNEC

Department of Culture and Tourism, Executive Council, Department of Finance, Crown Prince Court, Abu Dhabi Municipality, AIAin Municipality, Abu Dhabi Police, Abu Dhabi Media Company (ADM), General Headquarter, Central Intelligence Department

Logistics

Department of Transport, Abu Dhabi International Airport, Transport Providers (ETIHAD AIRWAYS)

Events Patrons

Support

ADNEC 365

Smart Mobility for ADNEC

Ideation ADNEC

Commercial

Event Cycle

Supplier

Customer 1

Customer 2

Customer 3

Organiser

Exhibitor

Visitor

Association / PCO

Association / PCO

Delegate

Event at ADNEC

Organiser

Local Community

Supplier

Buyer

Hotel Operators

Enablers Service Partners

Employees

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INNOVATION ADNEC SEES INNOVATION AS A KEY BUSINESS DRIVER TO HELP RESPOND TO CHANGES IN THE INDUSTRY ENVIRONMENT, BOTH REGIONALLY AND GLOBALLY. IN LINE WITH THE UAE NATIONAL POLICY AND THE ABU DHABI ECONOMIC VISION 2030, ADNEC HAS INVESTED IN DEVELOPING INTERNAL INNOVATION CAPABILITIES THOUGH ITS OWN INNOVATION LAB, IN ADDITION TO FURTHER DEVELOPING INTERNAL INNOVATION INITIATIVES AND PARTNERSHIPS.

Innovation Vision and Mission VISION To become the most innovative group of world class venues and services in the MENA Region

MISSION To create a culture of innovation and creativity with the philosophy of happy minds within ADNEC through promoting awareness among ADNEC employees and equipping them with tools and best practices enabling ADNEC to become an innovative group of world class venue and services

FIKRA LABS The 2018 year saw successful execution of the first FIKRA Labs acceleration programme – a joint initiative between the Founding Partners ADNEC, Miral, the Department of Culture and Tourism – Abu Dhabi and Etihad Aviation Group; and WAMDA (an entrepreneurship platform).

The programme was aimed at driving innovation and fostering entrepreneurship within the MENA region, with particular focus on Abu Dhabi’s Travel and Tourism sector. Over 200 startup applications were received in response to specific challenges set by the Founding Partners. Applications were reviewed by a screening committee and judged according to pre-defined criteria.

Following this initial screening and review, 32 startups were chosen to take part in a two-day mini-bootcamp, after which each Founding Partner selected three final teams to take part in a four-week accelerator programme. The accelerator programme offered start-ups unparalleled access to partners, workshops, training, external speaker sessions and further mentorship opportunities. Startups were able to refine their ideas and business plans, and develop prototypes, before pitching to the partners in a final day Pitch Event. The programme concluded with an Awards ceremony, in which one winning start-up was selected by each Founding Partner for equity investment or commercial partnership agreements.

As a result of this initiative, ADNEC successfully launched a new Chatbot in November 2019 and have been able to benefit from a vast learning experience with regards to entrepreneurship and integrating innovation within our business.

Looking forward to 2019, ADNEC will continue to support entrepreneurship within the region, in collaboration with the Founding Partners, with a number of enhancements expected to the programme, in the aim of developing a year-round innovation hub for Travel and Tourism in Abu Dhabi.

The Hive One of the most exciting developments of 2018 has been the completion of the Hive – ADNEC’s new and innovative meeting space. The Hive has been designed to foster co-operation and collaboration in an environment that enhances energy levels and face-to face engagement, and breaks down traditional meeting concepts.

The idea of the Hive was conceived as a result of internal innovation training, iterating the concept of ADNEC’s own Innovation Lab into a proposed solution that we could offer to our clients.

The space will incorporate all components of the Innovation Lab, in addition to new additions and technologies – including an amphitheatre-style collabotorium, fully-flexible seating arrangements, a variety of private meeting spaces with original designs and a grazing catering offering.

The Hive will be officially launched to clients in January 2019 with the aim of delivering re-imagined meeting spaces and enhancing output.

OurIdea During 2018, the ADNEC Innovation team made a number of enhancements to the automated OurIdea employee suggestion scheme.

Initially set up to encourage and enable all ADNEC employees with regards to ideation, the scheme has grown to achieve a record number of ideas submitted in 2018. ADNEC Executive Management helped to guide and direct ideation by setting challenges to encourage employees to submit ideas focused on relevancy and impact for the business.

2018 saw the implementation of three innovative ideas, including the new and exciting meeting space The Hive.

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INNOVATION

Tanfeeth – winning concepts

International attestation

In co-operation with SIA Partners, ADNEC launched its internal innovation accelerator, Tanfeeth. Employees from across all business units were selected to participate in teams, experiencing and end-to-end innovation journey - from applying frameworks, brainstorming and ideation through to business feasibility and, finally, to MVPs.

In 2017, ADNEC became the first company within MICE sector in MENA Region to build the Innovation Lab and first to be awarded international attestation for Innovation Management (CEN/TS 16555-1:2013). We are also proud to have successfully passed the Innovation Managements audit for the second year in 2018, which reflects our commitment towards maintaining a robust innovation management framework and ensure practicing an innovative culture.

A key success story in ADNEC’s innovation journey, Tanfeeth saw the approval of three ideas at the final presentation day by the judging committee – comprised of Executive Management including the Group CEO. 2019 will see the Innovation Team and project teams work together to implement these ideas.

Innovation week 2018 In February of each year, the country celebrates UAE Innovation Month, which aims to strengthen the country’s position as a global innovation hub and recognise innovators across the nation.

In support of Innovation Month, ADNEC’s Innovation Team hosted a number of workshops with organisers and clients to share innovation knowledge beyond ADNEC itself, and to further develop innovation awareness and capabilities within the industry. These workshops included Business Model Canvas training, as well as other innovation processes and activities to highlight how these frameworks can be used to achieve innovation within organisations. ADNEC also ran an innovation workshop for Government stakeholders, in co-operation with Innoway Consultants.

ADNEC see the development of an innovation ecosystem as a key success factor for the country’s innovation target and is committed to supporting the target through continued efforts and initiatives.

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EXCELLENCE “Congratulations to our colleagues at ADNEC for this tremendous achievement which wouldn’t have been possible without your treasured contributions and steadfast efforts over the past four years. For that, you deserve this coveted honour and appreciation” Humaid Matar Al Dhaheri ADNEC Group CEO

THE JOURNEY Our first success was when we won the gold category as part of our SKEA participation in 2011. The second milestone was when we achieved a score of 369 as part of ADAEP 2015 version and we were ranked 9th out of 54 participants.

ABU DHABI EXCELLENCE IN GOVERNMENT PERFORMANCE (ADAEP) In 2017, we participated in the fifth cycle of Abu Dhabi Excellence in Government Performance cycle. The assessment took place early October and final results were announced end of Jan 2018. ADNEC was ranked third according to the overall score (out of 52 participants). A remarkable achievement for the company and big jump compared to 2015 cycle. Additionally, ADNEC was shortlisted in the Top 10 in 7 main sub-categories out of 9, winning three awards: Customer Happiness, Business Continuity and Risk Management and Corporate Communications.

To ensure successful deployment of our excellence efforts: ww

We conducted an awareness session

ww

We provided specific training

ww

We conducted gap analysis and identified areas for improvements

ww

We then developed detailed action plans

ww

We established approaches and processes to help execution and follow-up

ww

We adopted a regular mechanism for monitoring and review

EXCELLENCE IMPACT The culture of excellence has been adopted across ADNEC’s units, services, products and staff. We are a more customer focused organisation at the moment. We apply the concepts of positive forward thinking more than a negative reactive approach. We put the customer’s needs at the heart of what we do and try to exceed their expectations.

CUSTOMER HAPPINESS

CORPORATE COMMUNICATIONS

RISK MANAGEMENT and BUSINESS CONTINUITY

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EXCELLENCE The Capital Awards

CAPITAL AWARDS 2018 CEREMONY

OBJECTIVES

ADNEC honoured the winners of the 2018 edition of Capital Awards. Winners were awarded for their commitment and excellence in their dedicated areas of expertise by Humaid Matar Al Dhaheri, ADNEC GCEO at a special ceremony held at ADNEC in November 2018.

(ADNEC Internal Excellence Program) – 2018 Cycle ww ww ww ww

To instil a culture of excellence To boost performance To recognize and appreciate high performers To assist in exceeding stakeholders’ expectations

CATEGORIES 1. The Exemplary Department 2. In Achieving ADNEC’s Strategy 3. In Process Management 4. In Customers’ Happiness

Distinguished Department

ADNEC Stars

5. In Innovation Management 6. In Happiest Work Environment 7. In Financial Management

ww Best Chief ww Best Director ww Best Customer Happiness (Supervisory Level) ww Best Sales Manager/Executive ww Best Admin Support ww Best Specialist ww Best Technical/Technological

Best Service

ww Best Customer Happiness (Non-supervisory Level) ww Best Field Work (Outdoor/Indoor) ww Best New Joiner ww Best Long-serving employee ww Innovative Employee ww The Distinguished Individual in voluntary work

Best Service

TROPHIES

Distinguished Department

Exemplary Department

ADNEC Star

Golden Award

Golden Medal

Distinguished Department

ADNEC Star

Silver Award

Silver Medal

ADNEC launched its Internal Excellence Awards in late 2014 and totally revamped the program in July 2018 as part of sustained efforts to adopt and instil a culture of excellence in alignment with the UAE’s latest 4th Generation Model, which focuses on highest standards of results and innovation.

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ECONOMIC IMPACT

ADNEC PLAYS AN ESSENTIAL ROLE IN HELPING THE EMIRATE ACHIEVE ITS LONG TERM GOALS OF ECONOMIC GROWTH AND DIVERSIFICATION

Economic Impact

TO THE EMIRATE OF ABU DHABI

AED

3.41 Billion

Number of events

Number of visitors

502

More than

2 Million

ADNEC’s economic impact is calculated using a model developed by an independent, third party consultant. Through a series of world class exhibitions, conventions and events, ADNEC assists in growing the business tourism (MICE sector) and generating non-oil related economic impact.

The key metric used to measure ADNEC’s economic impact is the Gross Value Added (GVA), which is equivalent to GDP adjusted for taxes and subsidies.

ADNEC’s core business is staging international exhibitions and conferences, in addition to providing planning support for event organisers. ADNEC also generates revenues from a number of ancillary sources, including catering, leasing of retail units and serviced offices across its venues and premises.

Other parameters that we also measure as part of our economic impact formula are the number of jobs supported in the UAE, hotel room nights generated through our hosted international exhibitions and conferences and the economic output generated.

The economic impact calculation depends on key variables and parameters, including the number of visitors, type (domestic and international), length of stay, average spend, services and goods involved, as well as hotels and airlines.

The model considers various types of affected sectors, such as wholesale, retail trade, repairing services, restaurants, hotels, transport, storage and communication.

For 2018, ADNEC’s activities generated

As shown in the chart, ADNEC’s Gross Value Added (GVA) has improved and increased during the last five years, benefiting from the growth in hosted international events like IDEX, ADIPEC, SIAL and many others.

473,454 room nights and supported 19,348 jobs.

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51

Marketing: External Communications & PR

Value ADNEC’s performance during 2018 projected an increase in prominent local and international coverage and reached the target audiences.

The total international coverage crossed AED 137,155,569 in advertising value. The original target of 2018 was AED 107 million, which puts us 28.18 per cent above target.

Hits

total international coverage crossed

AED 137,155,569

Prominent international magazines and portals that covered ADNEC’s press releases include, The Business Year, Business World, Yahoo, Wallstreet, Google News, CMW, World of Yachts, Travel Talk, UAE Insight, Asia Pacific Boating, IBI magazine, FOX News, Exhibition World, Kongres and many more.

in advertising value

512 per cent

increase in total impressions

Influencers ADNEC established a new relationship with key social media influencers.

We did not only collaborate with influencers to cover our own events, but we also promoted their collaboration as a new offering presented to our clients. Their participation in the following events ranged between 25 to 30 influencers per event: ADIBS, ADIPEC, Tilal Swaihan, SIAL.

highest organic engagement rate on Twitter at

14,654

followers’ base growth

66%

External Communications – Social Media ADNEC has enhanced its global ranking on social media platforms, by retaining its position as No.1 on Instagram, No. 2 on Facebook and to No. 2 on Twitter, with the highest organic engagement rate on Twitter at 66 per cent.

In 2018, ADNEC witnessed a huge leap in its social media platforms with a total of 14,654 followers’ base growth, 23 per cent surge in number of posts and 512 per cent increase in total impressions.

No. 1 on Instagram, No. 2 on Facebook No. 2 on Twitter

25 to 30

influencers per event

The tables below show the growth between 2017 and 2018:

2017

2018

Interactions

Impressions

Posts

Interactions

Impressions

Posts

New Followers

11,478

1,123,200

371

7,847

15,480,662

616

3,172

6,366

1,300,685

1,681

5,096

2,620,100

1,752

1,686

44,612

692,550

729

55,173

978,000

1,069

9,796

3,437

14,654

Grand Totals

44,612

3,116,435

Grand Totals

2,781

68,116

19,078,762

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53

Marketing: Department Summary In 2018, the Marketing Department focused its efforts to achieve four objectives:

1. Increase the brand awareness of ADNEC in the international market and position ADNEC as the venue of choice An international advertising campaign was launched from April through May and then continued from September through December at key trade publications websites and prints: Exhibition World; Exhibition News; AMI; CMW; M⁢ C⁢ Time.

2. Provide marketing support to events’ organisers to increase the awareness of their shows, increase attendees and increase the perceived value of ADNEC. In 2018, a valuable channel was added to the marketing support that is offered to organisers, which is the double-sided marina screen at Al Khaleej Al Arabi Street - one of the busiest streets of Abu Dhabi. The organisers are entitled to promote their shows eight weeks before its launch date with a high frequency leading up to the show. It is worth mentioning that ADNEC has been offering events’ organisers different channels to promote their shows as well from the 23 onsite digital screens, sending emails to ADNEC’s 200,000 database on behalf of the client, sending SMS to ADNEC’s 23,000 contacts, and provide support to customers through various channels.

Furthermore, directional signage software was deployed with the collaboration of IT Department to show visitors how to arrive to their event easily. The directional signage start from different entrances to ensure optimum experience.

Moreover, a new chatbot – Jawab – was launched and deployed on three key channels: adnec.ae website, alaincc.ae website and ADNEC’s Facebook messenger. The chatbot aims to provide a seamless experience for visitors and provide them with information about ADNEC, AACC and the events taking place at both venues.

Chatbot character, Jawab

3. Measure the brand perception In 2018, a brand perception survey was conducted for three purposes: 1) measure the perception of ADNEC amongst its customers 2) measure the awareness of the services offered 3) identify the brands’ attributes associations. An action plan followed the results to capitalise on the positive associations of the brands, and at the same time to increase the awareness of certain services. This brand perception survey will be treated as a baseline, and will be measured every two years to measure the progress of the brand and the awareness of ADNEC’s offerings.

Furthermore, the Marketing Department scheduled event marketing to promote ADNEC internationally, where the Sales Team communicated with our target audience directly at the right place and the right time. The events calender and selection were arranged by the Sales Department to be aligned with the Sales objectives and plans: Exhibitions

Corporate

Conferences

Sponsorship of SISO CEO Summit

M&IT Awards and Sales Call

PCMA Convening Leaders

Exhibition News Awards

IBTM Arabia

AIPC S&M Summit

Sponsorship of AEO Award and a table

Imex Frankfurt

Imex Frankfurt

Attendance of AEO Conference

M&I Forum

ICCA AMP

Attendance of UFI Global Conference

C&IT Agency Forum

AIPC Congress

M&I Forum Abu Dhabi

Imex Vegas

IBTM World

PCMA European Summit ICCA Congress IBTM World The ICCA Client - Supplier Workshop

Moreover, in 2018 the Marketing Department launched a series of testimonial videos from renowned international organisers that had events at ADNEC such as Informa, Reed Exhibitons, Ascentials Events and published them on ADNEC’s social platforms, and at industry publications’ websites.

4. Launching internal initiatives and celebrating international and national occasions The Marketing Department launched different initiatives with the collaboration of the relevant department such as Happiness Day; Hayakum – ADNEC’s Annual Staff Conference; ADNEC Talks; Capital Awards; Emirati Women’s Day; Breast Cancer Awareness Month; National Day. Looking ahead to 2019, we will start a new year with new products and activities that aim to build ADNEC’s image, increase the awareness of ADNEC internationally, support the Sales Department with the needed resources, and support organisers to increase the perceived value of ADNEC.

The highlights of 2019 marketing updates Appointment of a new international marketing manager who will maintain ADNEC’s news and image with trade publications and tap into new markets that are aligned with sales plans.

The launch of ADNEC’s business content library that will include valuable, relevant and informative pieces for maximum audience impact.

The launch of a new benefit program rewarding ADNEC’s visitors and exhibitors with a wide array of discounts and offers to encourage them to explore the city.

Revamp all of ADNEC’s assets and content from photo library, footage, and sales kits.

Aligning ADNEC’s brands and rebrand some of them.

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OUR APPROACH TO SUSTAINABILITY SUSTAINABILITY CHAMPIONS In order to institutionalise sustainability within ADNEC and to gradually adopt this cultural shift, ADNEC leadership represented by its executive committee created an internal sustainability committee chaired by the Group CEO to lead the efforts and ensure proper execution of internal initiatives.

Additionally, ADNEC has developed a sustainability team supported by CSR and ADNEC Green Team.

SUSTAINABILITY @ADNEC

MATERIALITY ASSESSMENT To ensure that content of this sustainability report reflects ADNEC’s most material issues, the core sustainability team conducted a materiality assessment.

The assessment process involved individual assessment, quantitative assessment and group discussions.

We identified a list of potential issues based on the following sources: ww Specific discussion with ADNEC’s senior management ww Stakeholder views and feedback based on stakeholder workshops and organiser survey feedback ww Communication from Executive Council regarding specific trends or areas of focus Potential issues were then prioritised and rated according to: ww Importance for Abu Dhabi ww Importance for ADNEC ww Importance for our Stakeholders

increasing the interest of this topic. This can be done through the Executive Council circulars or verbal directions during meetings and workshops, or through public interviews.

IMPORTANCE FOR ADNEC: ww This topic is part of ADNEC’s Strategy plan either as an objective or an initiative

ww If we don’t focus on this topic, we won’t be able to achieve our long-term goals and objectives

ww There has been financial allocation within ADNEC’s annual budget to execute activities related to this topic

ww ADNEC’s senior management continuously focuses on this topic

IMPORTANCE FOR STAKEHOLDERS (ORGANISERS, PCOs, SUPPLIERS, EMPLOYEES): ww This topic is important for our organisers (in case of exhibitions)

and for Professional Congresses Associations (PCOs - in case of conferences) ww The more we focus on this, the more able we are to attract exhibitions or conferences ww This topic is important to suppliers, employees, subcontractors etc. ww This topic is significant for business growth To ensure comparability and build trends, our materiality assessment has remained the same since 2014.

Based on the assessment, we applied a scoring methodology to rate each issue and position each issue in a materiality matrix, using a scale of 1-5, with any issue scoring a total score of 10 or more being included in this report.

IMPORTANCE FOR ABU DHABI: Abu Dhabi’s Leadership, focuses on this topic and has issued clear directions to governmental institutions towards

Case Study: Sustainability at ADNEC: from “good to have” to “strategic imperative” To sustain growth and to act in a more responsible way; ADNEC is intensifying its efforts to Institutionalise sustainability at the heart of its strategy. The company is shifting its way of managing sustainability from “good to have” to “strategic imperative”. To achieve this, it has:

wwEnhanced its sustainability policies and practices

ww Developed a detailed CSR Strategy

wwWorked on its reporting frameworks

ww Developed and documented a detailed CSR approach

wwEmpowered the sustainability team and gave them continuous support

wwDeveloped a strategic theme for sustainability as part of the company’s strategy map

(methodology)

wwInvested in adopting international practices and attaining global recognition through regular participation in sustainability related awards

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57

SUSTAINABILITY SUSTAINABILITY MEMBERSHIPS

Materiality Matrix - This matrix has been presented to and approved by ADNEC’s senior leadership team.

Importance for Abu Dhabi*

Importance for ADNEC*

Importance for Stakeholders*

Total

MANAGEMENT 1

Governance

4

4

3

2

Methods

3

3

3

11 9

3

Legal Compliance

5

5

5

15

4

Investments

1

2

1

4

5

Financial Impact

4

4

4

12

6

Business Continuity

4

4

4

12

7

Indirect Economic Impact

4

4

4

12

8

Grievance Mechanisms

1

1

1

3

9

Anti-Corruption

4

4

4

12

EMPLOYEES 10

Job Positions

2

4

1

7

11

Training and Development

3

4

3

10

12

Diversity and Equal Opportunity

3

4

3

10

13

Occupational Health and Safety

5

5

5

15 12

14

Human Rights

4

4

4

15

Work Arrangements

2

2

2

6

16

Emiratisation

5

5

1

11

17

Child and Forced Labour

1

1

1

3

SERVICE PARTNERS AND SUPPLIERS 18

Responsible Buying

4

3

2

9

19

Operational Support

2

2

1

5

20

Sustainability Awareness

3

5

2

10

21

Supplier Environmental Assessment

3

5

2

10

4

4

2

10

CUSTOMERS 22

Responsible Communication

23

Sustainability Awareness

3

5

2

10

24

Health, Safety and Security

5

5

5

15

25

Product/Service Quality

3

4

5

12

26

Service Labelling

1

1

1

3

4

5

3

12

COMMUNITY 27

Positive Support

28

Negative Impact

4

5

3

12

29

Sustainability Awareness

3

5

2

10

30

Minority Support

1

1

1

3

4

5

4

13 14

ENVIRONMENT 31

Materials

32

Energy

5

5

4

33

Atmospheric Emissions

3

1

1

5

34

Water

5

5

4

14

35

Biodiversity

3

1

1

5

36

Transportation

2

1

1

4

37

Compliance

2

1

1

4

* Scale used is 1-5

ABU DHABI SUSTAINABILITY GROUP (ADSG) The Abu Dhabi Sustainability Group (ADSG) promotes sustainability management in Abu Dhabi by providing learning and knowledge sharing opportunities for government, private companies and not for profit organisations in a spirit of cooperation and open dialogue.

ADNEC formally joined ADSG in 2012, and since then we have actively participated in a number of development workshops.

In addition, ADNEC is represented in the Facilitation and Coordination Committee which reports directly to the ADSG Management.

ABU DHABI SUSTAINABILITY WEEK (ADSW) An Abu Dhabi government initiative (ADSW), is the ground-breaking global forum that unites thought leaders, policy makers and investors to address the challenges of renewable energy and sustainable development.

ADNEC as a venue and services provider is proud to work closely with Masdar (the key owner of this event) to make ADSW and its World Future Energy Summit as the largest gathering on sustainability in the Middle East and a significant forum in stimulating the international dialogue and action.

UFI SUSTAINABILITY DEVELOPMENT COMMITTEE ADNEC is a member of the UFI Sustainability Development Committee. The UFI Committee on Sustainable Development was formally established in 2008 to support UFI as it focuses on the issue of Sustainable Development in the Exhibition Industry.

ADNEC was one of six members who actively helped the UFI Sustainability Development Committee create the Sustainability Reporting Framework for the exhibition industry.

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OUR PEOPLE ADNEC IS COMMITTED TO DEVELOPING OUR TALENTED EMPLOYEES. ONE OF OUR FOUR CORE VALUES IS TO WORK TOGETHER. WE BELIEVE IN SUSTAINABLE GROWTH AND EMIRATISATION. WE ARE DEDICATED TO ATTRACTING AND NURTURING THE BEST TALENT AND WE MAINTAIN A COLLABORATIVE, ENGAGING AND CREATIVE ENVIRONMENT, WHICH EMPOWERS OUR PEOPLE TO THRIVE AND GROW.

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61

OUR PEOPLE

Employees

186

Emiratisation rate

2018 HIGHLIGHTS

Gender ratio Females 33% Male 67%

72%

Employee turnover rate Less than

Participation in Employee Satisfaction Survey

6.0%

Employee Satisfaction Survey level

91.5%

80%

We know that talent will determine our ability to achieve our vision and strategic goals. It is only by allowing all our people to reach their full potential, which helps us reach our objectives and vision. We believe in sustainable growth and Emiratisation, we are dedicated to attracting and nurturing the best talent, as well as maintain a collaborative, engaging and creative environment, in which our people can thrive and grow.

EMPLOYEES HAPPINESS

EMIRATISATION 2018 TARGET

80%

TRAINING

69%

Internal

EMPLOYMENT

ACHIEVED

Total number of ADNEC staff reached 186 employees and they were categorised as per the tables below:

72%

ww 186 employees have permanent contracts working full time. ww 26 employees have temporary contracts (usually from six months - one year) working full-time. There are no variations in annual employment numbers due to seasonal variations.

ww There are no employees covered by collective bargaining agreements, according to the U.A.E. Federal Law No. 8 of 1980, on Labour and Employees.

Gold winner of Capital Award (Innovation)

134

Staff categorisation Hierarchy/ Category

TOTAL NUMBER OF UAE NATIONALS

Leadership

Supervisory

Executive Support

Specialised

Technical and Handcraft

Female

Male

Female

Male

Female

Male

Female

Male

Female

Male

ADNEC Permanent Employees (number)

1

5

18

55

22

30

20

29

0

6

ADNEC Temporary Employees (number)

0

0

New Hires (Age/ Gender)

4

3

Age <30

3

1

3

2

Age 30-50

0

BY 31 DEC 2018

Total

17

HR THINK-TANK INTRODUCED

90%

Age >50

Total

Female

Male

Female

Male

Female

Male

ADNEC Permanent Employees (number)

5

2

13

15

0

0

27

ADNEC Temporary Employees (number)

0

0

2

0

0

0

6

OF HR EMPLOYEES TRAINED IN INNOVATION TECHNIQUES

EMPLOYEE TURNOVER 2018 TARGET

7% ACHIEVED

Two of our employees, Mariam Al Meraikhi and Nasma Al Ameri successfully completed the accredited Post-Graduate Diploma Degree in ‘UAE Diplomacy and International Relations’ at Emirates Diplomatic Academy.

In addition to obtaining the degree, Mariam and Nasma were rewarded for their Capstone Project in the category “Best Teamwork”, which reflects on ADNEC’s values of Working Together.

74 External

49 AVERAGE TRAINING HOURS PER EMPLOYEE

42 NATIONAL EMPLOYEES TRAINED

95%

186

1

123

Introduction of New WhatsApp HR communication channel.

Less than

PROBATION CONFIRMATIONS

96%

IMPROVED TRAINING PROGRAMME CONTENT, METHODOLOGY AND LOGISTICS

89% LEARNING CONTRACTS ISSUED THAT REINFORCE THE LINE MANAGERS COMMITMENT TO SUPPORT THEIR EMPLOYEES DEVELOPMENT

NEW COMPETENCY FRAMEWORK DEVELOPED

6%

127

Formation of the Employee Grievances Committee.

Volunteer work placement

Seasonal flu Vaccine for employees and their families.

Zayed Centennial Grant for employees.

Introduction of Fazaa discount scheme for employees.

Back to school initiative.

Automation of some HR processes e.g.

Performance Planning and Performance Review.

Blood donation initiative.

Two delegates attend ExCeL Development Programme.

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63

OUR PEOPLE

Emiratisation We exceeded our target for Emiratisation in 2018, by achieving a rate of 72 per cent compared to our target of 69 per cent. UAE National employees total reached 134 in December 2018.

Employee Self Service Continued to migrate employee services online with the introduction of 2019 objective setting.

HR Policy Policy Improvements –Long Service Leave Days; Increased leave balance carry forward; Maternity Leave increased; and creating Birthday Leave.

Employee Happiness The level of employee Happiness at 80 per cent, which is well above the regional benchmark of 60 per cent. Career growth continues to be the main emphasis. Employee Happiness level is above 80 per cent at four of ten criteria – Teamwork, Loyalty, Quality and Customer Focus and Vision, Values and Purpose. Employee Happiness is being measured for the first time in early 2018.

Employee Engagement

LEARNING AND DEVELOPMENT ACHIEVEMENTS SPACE TO PERFORM PROGRAMME “ExCeL LONDON” Space to Perform at ExCeL London is one of ADNEC’s most important training opportunities for UAE National employees. The employees spend time at our London venue gaining additional hospitality and MICE industry experience. The programme provides the opportunity for UAE Nationals to experience one of the leading venues in Europe. The programme has been successful since its inception in 2009, with 41 Nationals taking part in the programme, out of which 31 remain with the company today. Recently we have extensively modified the programme and introduced a more focused structure and more relevant content. In 2017, three employees have completed the 12-week programme, and in 2018, two employees were selected to complete the programme.

IGNITE PROGRAMME Our IGNITE induction and development programme was launched in 2016 to settle the UAE National new joiners smoothly in their role with ADNEC, by covering all the relevant departments in order to gain practical experience and continuous development in their career field. In 2017, three employees have successfully completed their programme, and one employee was under IGNITE Programme in 2018.

During 2018, ADNEC employees joined in celebrations to mark and commemorate Flag day, UAE National Day, Commemoration Day, as well as the Annual company conference - Hayakum. UAE National employees also attended the UAE National Forum, to share and exchange views. The Group CEO opened his door and invited employees to “Meet the GCEO” and ask any Questions on their minds.

MASSAR DEVELOPMENT PRGORAMME

Female Career Growth 40 per cent of all promotions were women with a drive to see more UAE women in senior positions in the organisation. Of the 41 delegates to attend the Space to Perform development programme at ExCeL London, 46 per cent are women.

MASSAR ‫ﻃـﺮﻳﻘـﻚ ﻟﻠﺘﻄــﻮر اﻟﻮﻇﻴــﻔــﻲ ﻓـﻲ أدﻧـﻴــﻚ‬ PATHWAY TO CAREER GROWTH AT ADENC

Our MASSAR Programme is an international accredited Career Growth Program for Emirati fresh graduates and joiner level employees at ADNEC. It was launched in July 2017 for the first batch. In 2018, the first batch of UAE Nationals successfully completed the programme.

Employee Consultation All employees have the opportunity to participate in the wider business, by joining a team or committee. Not only does this ensure that we consult employees on business decisions but this also provides employees an insight into other parts of the organisation. Joining a team or committee also provides a vehicle for personal growth, development and knowledge sharing.

Teams and committees cover areas such as Emiratisation, OurIdea, social and internal events, Future Foresight and Innovation.

A total of 65 employees were involved in 7 committees during 2018.

ADNEC Talks ADNEC Knowledge Management Team organised a number of inspiring sessions, titled “ADNEC Talks,” which hosts speakers with messages from their journey to share advice and experiences on career and life. Some of the highlighted topics included stories about the late Sheikh Zayed in celebration of The Year of Zayed with Dr Sultan Al Nuaimi. Other topics held at ADNEC Talks included Innovation, AI, Big Data, World Trends, as well as lifestyle topics, including work-life balance, happiness and culture.

INTERNSHIP PROGRAMME Our Internship programme focuses on building UAE Nationals’ capabilities by providing college and university students with real-life work experience and preparing them for the business market.

64

65

OUR PEOPLE

SPACE TO PERFORM

IGNITE

PROGRAMME “ExCeL LONDON”

2018Contracted DELEGATES MALE

FEMALE

2

2

3 MONTHS PERIOD

INTERNSHIP PROGRAMME

IGNITE PROGRAMME

Contracted 2018 JOINERS

Contracted 2017 INTERNS

1

8

TRAINING PROGRAMME Training and Development programmes for the employees are designed to be effective, efficient, timely, using sourced methods and strategies consistent with the following goals:

TRAINEE

INTERNS

25 WEEKS PERIOD

1-3 MONTHS PERIOD

ww Ensure the availability of human resources to meet present and future organisational needs. ww Ensure alignment with corporate objectives and business strategies. ww Provide employees with career development that is consistent with operational requirements, occupational categories and skill requirements.

ww Use the most cost-effective training methods

L&D KPI’S

2018 TRAINING CALENDAR KPI

2018 TARGET

2018 ACTUAL

% of Annual Training Programmes Implementation of Training Plan

68%

72%

% Of Trainees Per Job Category - Leadership

80%

100%

Total Number of Trainees (Overall)

180

358

% Evaluation of Training Programmes (Content, Trainer, Methodology, Logistics)

88%

89%

2018 Training Programme All ADNEC employees have development and growth opportunities to enhance their skills and knowledge. Behavioural and technical skills training programmes provided internally and externally. The training programmes include a wide range of topics, from leadership, management, creativity and innovation, business skills and health and safety.

Employee Training

% of UAE Trainees in Leadership Programmes

10%

16%

% of National Employees Trained

75%

95%

% Of Female National Employees Trained In Leadership Training Programmes

5%

9%

Average training hours per employee

Average Number of Training Hours (Overall)

25

42

Post Training Knowledge Sharing (hours)

20

56

Average training hours per gender

Average training hours by grade

2013

2014

2015

2016

2017

18

25

40

31

31

42

Female Male 1a/b 2a/b 3a/b 4a/b 5a/b

18 18 24 21 22 18 14

25 24 50 26 29 28 16

63 31 26 46 53 22 12

33 30 3 23 28 40 14

45 26 25 38 45 45 33

55 35 15 24 32 52 41

Future plans ww Listen to Employees - To develop and release both a Happiness Survey and Engagement Survey. ww Continuing with flexibility - possibility of part time employment for new hires. ww More SMART HR systems to extend self-service for employees. ww Drive development – ensure we continue to increase our attention to providing relevant training and development programmes that make a difference.

Internal training session - The Hive

2018

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OUR PEOPLE

FLAG DAY 2018

HAYAKUM STAFF CONFERENCE 2018

Abu Dhabi National Exhibitions Company (ADNEC) commemorated the UAE Flag Day on 2 November 2018, marking the 13th anniversary of the accession of His Highness Sheikh Khalifa bin Zayed Al Nahyan as President of the UAE. The UAE National Flag was hoisted at the ADNEC premises to the notes of the national anthem. The event was marked in the presence of all staff members from Abu Dhabi National Exhibition Centre (ADNEC) and Al Ain Convention Centre (AACC).

ADNEC held its 7th Annual Staff Conference - Hayakum in the attendance of HE Noura Al Kaabi, Chairwoman of ADNEC, Humaid Matar Al Dhaheri, ADNEC Group CEO, senior management and staff. The event celebrated ADNEC’s achievements in 2017 and highlighted its future outlook. The event theme was “Happiness,” where the senior management got to engage closely in fun team building games and action-packed activities, geared towards elevating team spirit in an informal ambience. The activities included sessions to encourage environmental sustainability and innovation by planting plots using the type of plants that are sustainable in our environment. Hayakum is an event that is put together and managed by ADNEC employees.

NATIONAL DAY CELEBRATIONS 2018 ADNEC celebrated the 47th UAE National Day, which was attended by His Highness Sheikh Nahyan bin Mubarak Al Nahyan, Minister of Tolerance and Humaid Matar Al Dhaheri, ADNEC Group CEO. The celebration was organised by ADNEC Internal Events Committee, under the theme “This is Zayed. This is the UAE”. The employees enjoyed a number of cultural and heritage games, competitions and activities, as part of the National Day celebrations.

EMIRATI WOMEN’S DAY 2018 ADNEC celebrated the Emirati Women’s Day in a ceremony, where ADNEC senior management gave a tribute to female staff for their leading role and effective participation in the development of the MICE sector in the UAE.

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OUR PEOPLE

ADNEC

Talks

Sharing Knowledge ...

ADNEC TALKS ADNEC Knowledge Management Team organised a number of inspiring sessions, titled â&#x20AC;&#x153;ADNEC Talks,â&#x20AC;? which hosts speakers with messages from their journey, to share advice and experiences on career and life. Some of the highlighted topics included stories about the late Sheikh Zayed in celebration of The Year of Zayed with Dr Sultan Al Nuaimi. Other topics held at ADNEC Talks included Innovation, AI, Big Data, World Trends, as well as lifestyle topics, including work-life balance, happiness and culture.

OUR INTERNAL COMMUNICATIONS The way we communicate with each other is essential in our success. ADNEC employees are at the heart of our business.

ADNEC has a comprehensive internal communications strategy and plan, to ensure that all our people have access to the right information at the right time, as well as keep our people engaged in all corporate matters. We have a number of communication channels to ensure that our messages, news and information are available for all ADNEC people. The internal communication ensures that these messages are not only downward (from management to employees), but also upward (employees to management) through surveys and staff suggestion initiations, and horizontal (across departments and employees). ADNEC is committed to diversifying the channels, to encourage teamwork, networking and enable ADNEC people to ask questions to senior management and continuously emphasise the inter-departmental communications

MYWEB

MYAnnouncements

Through MYweb, we publish daily news stories, allowing all ADNEC staff to have up-to-date and instant information. The internal website is the primary place to visit to find information.

ADNEC has launched a new system in 2018 for employees to participate with their announcements to be shared with their colleagues. This is an automated system that was developed to ease and speed up the process, whether the announcement is coming from a department, or committee, and can be shared to all or specified groups within ADNEC.

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OUR PEOPLE

EMIRATISATION At the end of 2018, ADNEC achieved an Emiratisation rate of 72 per cent compared to 69 per cent in 2017, with the percentage of Emiratis in the senior leadership team reaching 83 per cent.

CAREER DEVELOPMENT ADNEC focuses on investing in people by building employees’ capabilities and developing talents. All employees have Professional Development Plans (PDPs) to identify training and learning requirements. Development programmes introduced for fresh graduates new joiners, junior high potentials and senior high potentials include IGNITE, BIDAYA and Leadership programmes.

The programmes are based on organisational needs, current competency gap and future development needs.

SALARY COMPOSITION ADNEC strives to administer a fair and consistent salary administration policy for all employees. A salary management and administration policy ensures objective, market-based salary decisions are taken that meet the changing needs of ADNEC.

HOUSING ALLOWANCE All full time ADNEC employees are entitled to a housing allowance in case they are residents of the Emirate of Abu Dhabi. The amount of allowance is linked to the employee grade and is specified in the employment offer and contract. Employees are entitled to apply for a rent advance extended for up to six months, which will be deducted from the employee’s salary in equal monthly instalments over six months. All permanent employees receive a Cost of Living Allowance (COLA) and transport allowance. These allowances are paid monthly along with the employee’s monthly salary. The level of the allowance is defined by the employee’s job grade, while temporary employees receive a total salary (fixed amount) for their services and as per the agreement or the signed contract.

UAE NATIONAL ALLOWANCES All UAE National employees are entitled to receive the Social Allowance and Child Allowance each month: These allowances are fixed amounts for all UAE National employees and are paid along with an employee’s monthly salary.

MEDICAL INSURANCE Providing a good standard of healthcare is important to ensure the ongoing wellbeing of employees and their eligible dependents. ADNEC provides all expatriate employees and their sponsored dependents with a medical insurance plan.

LONG SERVICE AWARDS ADNEC recognises the value of retaining long serving employees. We celebrate the occasion of an employee reaching long service milestones and for their dedication to the organisation. All employees who have served the organisation for over five years are eligible to receive a long service award, provided, there has been no disciplinary action against the employee during this time.

Employees are recognised on the completion of five years of service and every five years post the completion of the initial five year period.

Long Service Awards Years of Service

NATIONAL SERVICE ALLOWANCE

2013

2014

2015

2016

2017

2018

5-9 years

58

96

103

96

83

76

10+ years

11

15

18

28

32

40

All UAE National Employees are entitled to receive the National Service Allowance. The amount is fixed and depends if the employee is above grade 4b and if it is specified in their contract of employment. It is paid when satisfactorily completing the probationary period.

EMPLOYEE ENGAGEMENT

CHILD EDUCATION ALLOWANCE

EMPLOYEE SATISFACTION SURVEY

ADNEC pays eligible employees an allowance to support the education of sponsored children. The allowance is paid to support children who are studying in the UAE and are no older than 18 years of age at the start of the academic year. Every permanent employee is eligible for this allowance (national or expatriate).

Our staff satisfaction survey is conducted annually and is an important source of data to inform our human resource policies, communication and employee engagement strategies. The score is a measure of how satisfied our employees are in their jobs.

ANNUAL AIRLINE TICKET ALLOWANCE It is important that all employees maintain the appropriate work-life balance and therefore we encourage all employees to take time away from business. The Annual Airline Ticket Allowance is a cash allowance that assists employees to cover the cost of purchasing tickets to travel for holidays or to visit their families in case of expatriates.

All UAE National employees are entitled to one month’s basic salary every year. The entitlement for Expatriate employees and their sponsored dependants is specified according to their grade and is defined in their contract of employment. The cash allowance is based on pre-defined airfare agency rates, which are revised on an annual basis and communicated accordingly.

The allowance is paid once the employee has satisfactorily completed their probationary period. For employees joining ADNEC during the year, it is paid on a pro-rata basis according to the number of complete months employed.

Employee Satisfaction Survey 2013

2014

2015

2016

Employees Satisfaction Results

72%

Survey Participation

64%

2017

2018

76%

79%

75%

n/a

82%

85%

80%

87%

91.5%

91.5%

Successful international companies understand the importance of a diverse workforce, particularly in the hospitality and customer service industry, where customers are global. The table below summarises the numbers for 2018.

72

73

OUR PEOPLE

Gender

Supporting Working Parents

Age Group

Male

Female

Under 30

30-50

Over 50

Grade 1

4

0

0

2

2

Grade 2

23

0

0

19

4

Grade 3

29

17

1

40

6

Grade 4

42

37

36

41

1

Grade 5

22

8

25

5

0

EMPLOYEE TURNOVER Our results for employee turnover is showing a favourable trend between 2014 and 2018, reflecting work stability at ADNEC. The table below summarises the results:

2014

2015

2016

2017

2018

Number of female employees who took maternity leave

5

3

10

4

5

Number of male employees who took paternity leave

12

5

15

10

6

Number of female employees who returned to work after maternity leave

2

3

10

3

5

Number of female employees who are still in work 12 months or more after returning from maternity leave

3

3

2

0

5

CAPITAL HOSPITALITY

Employee Turnover 2013

2014

2015

2016

2017

2018

1.5%

4.1%

2.3%

3.0%

3.0%

2.6%

Furthermore the injuries reported in the Capital Hospitality section of the ADNEC business are as follows

2016

2017

2018

Minor injuries

2

5

1

Medium injuries (returned to work next day)

1

2

4

Medium injuries (3 days off )

0

0

2

SUPPORTING WORKING PARENTS

Major injuries (more than 3 days off )

0

0

0

All married female employees who have successfully completed their probation period qualify for maternity leave. In 2018, ADNEC revised its maternity policy and increased the length of time from 60 days to 90 days.

Fatalities

0

0

0

Employee turnover % by gender

Employee turnover % by age group

Female Male

3.0%

3.8%

3.3%

5.6%

9.0%

5.9%

<30

1.2%

2.8%

2.3%

1.0%

3.0%

0.5%

30-50

2.7%

5.0%

3.0%

5.6%

8.0%

7.5%

>50

0.6%

0

0.3%

2.0%

1.0%

0.5%

Female employees with one year’s service or more are entitled to 75 calendar day’s maternity leave with full pay followed by 15 days child custody leave with full pay at any time up until the child is one year old. Post-delivery, female employees are entitled to two and a half hour nursing breaks each day for 1 8months. All married male employees who have successfully completed their probation period qualify for paternity leave.

The paternity leave period is three working days. This is to be taken within the first four weeks from the date of birth of the child. Salary and benefit accruals continue during the approved paternity leave period.

HUMAN RIGHTS Our internal human rights policies and procedures comply with international laws and human rights regulations. Although contracts with ADNEC’s suppliers include relevant obligations to comply with all applicable laws and regulations, human rights clauses are not included separately in investment agreements or contracts. ADNEC has not undertaken screening regarding human rights, as it is not considered necessary to the types of agreements entered into by ADNEC within the highly regulated business environment of the U.A.E.

74

75

CUSTOMERS

Overall Satisfaction

Mystery shopper perception

94.7%

Customer Complaints Dealt

98.2%

Incident Rate per 100,000 visitors

100%

Cases of fines from respective authorities on health and safety non-compliances

0.042%

0

The feedback is valuable for ADNEC’s future improvements and changes. The drop we experienced for organiser's results during 2016 was due to launching new events and dealing with new organisers for the first time which had an effect on their perception and expectations. Additionally, ADNEC radically changed the business model for key services during these two years and apparently the transition period has impacted the results. Despite this, we witnessed a positive trend during 2017.

It must be noted that during 2018, there were no cases of non-compliance with laws and regulations or voluntary codes concerning marketing communications and no withdrawals of communication messages (after every launch) occurred, and no fines from respective authorities were imposed.

A key category of our stakeholders are our various direct customers including organisers, exhibitors, and visitors, as all interact heavily with our venues and premises and experience our services on a daily basis.

PRODUCT/SERVICE QUALITY

In continuation to its continuous improvement efforts and belief in the importance of customers, ADNEC dedicated specific mechanisms and tools for measuring the customer satisfaction and analysing their feedback (customer voice).

ADNEC has established, documented, implemented and maintained a Quality Management System (QMS), in accordance with the requirements of ISO 9001:2015.

RESPONSIBLE COMMUNICATION

ADNEC’s QMS is maintained and continually improved through the analysis of quality policy, quality objectives, audit results, analysis of data, corrective and preventive action and management review.

In order to capture our customers’ opinion about ADNEC, which is indirectly related to our promises and communications, ADNEC conducts surveys through specialised external market research company. These surveys are based on face to face interviews, allowing for more details and opportunity for more useful dialogue. Surveys are designed to cover ADNEC's delivered services and summarises the customer's experience with ADNEC's teams, chain and relevant services.

Our quality policy and objectives are documented and communicated to all ADNEC staff, which shows our commitment to meeting and exceeding the stakeholder’s needs and requirements. Through the implementation of this QMS, our quality strategy is implemented and our commitments are realised.

The following charts are for face to face interviews with time duration of 20-30 minutes. This allows us to ensure we have a representative sample to develop a reliable analysis reports. Since 2015, our aim is to reach the 2000 level, as it ensures sufficient sample size.

83%

2012

90%

100% 100% 100% 100% 100%

The charts below describe ADNEC's results since 2012.

92%

91%

94%

92.8% 92.6%

2014

2015

2016

2017

93%

85%

2017

2018

94.7% 2014

2015

2016

2017

2014

2018

2015

2016

Adherence to quality audit plan

% of Customer Complaints Dealt with (Complaint Resolution)

2013

100% 100%

(The drop in 2018 is due adding new departments to be included in the scope of QMS. A detailed plan for 2019 has been developed.)

2018

Overall Customer Satisfaction

84%

84%

2012

2013

92%

94.5%

93% 94.9%

97.2% 83%

87%

92%

97%

97% 97.15% 97%

2015

2016

14

76%

2012

2017

2012

2013

2014

2017

2018

14

2016

2017

2018

95%

2015

2014

87%

86%

83% 85.62%

2013

2014

2015

2016

2017

90.05% 94%

2018

2012

96%

2013

96%

2014

98%

2015

98.2% 94% 94.73%

2016

Mystery Shopper - Perception

2017

2018

4

2014

97%

97% 97.4% 96.2%

2015

2016

2017

Performance Score of Venue Services Suppliers

Number of Quality Audits Conducted

Exhibitors Satisfaction

84%

Organisers Satisfaction

2018

13

11

2014

2014 2015 2016 Visitor Satisfaction

15

4

4

4

4

2015

2016

2017

2018

Customer Voice Workshops

2018

76

77

SERVICE PARTNERS & SUPPLIERS RESPONSIBLE BUYING

Vendors responded to the executive council requirements

89.7%

Incident rate per 100,000 visitors

Reduction in incidents related to contractors

0.042%

31%

Increase in complex structure checked during build up

44%

ADNEC recognizes that our contractors and suppliers form a key part of our success. Therefore, we have a formal approach to evaluate the capability and performance of both potential and existing suppliers.

Tender opening committee Service partners and suppliers are key enablers to our business model and contribute to the success of our hosted or organised events. As our business model diagram below clarifies (ADNEC Value Chain), we interact with key suppliers and service partners across the event life cycle (build up, conduct the event and breakdown).

ADNEC continues to enhance the adoption of sustainability practices in alignment to its responsibility towards our community and stakeholders. It also sets clear procurement policies and procedures to only work with suppliers and service partners who abide by these requirements. The company’s procurement department is responsible for all supplier relationship management and monitoring performance indicators.

ADNEC appointed a dedicated tender opening committee in order to improve the process. The role of this committee is to:

ww Receive and review all tenders delivered ww Ensure the bids are in accordance with tender instructions ww Reject non-complying bids This approach includes assessing suppliers against specific bid evaluation criteria which includes:

ww Technical and Commercial Specifications ww Quality (quality standards/quality certifications/quality assurance procedures)

Abu Dhabi Government

Board of Directors

Department of Culture and Tourism, Executive Council, Department of Finance, Crown Prince Court, Abu Dhabi Municipality, AIAin Municipality, Abu Dhabi Police, Abu Dhabi Media Company (ADM), General Headquarter, Central Intelligence Department

Logistics

Department of Transport, Abu Dhabi International Airport, Transport Providers (ETIHAD AIRWAYS)

Events Patrons

Customer 1

Customer 2

Customer 3

Organiser

Exhibitor

Visitor

Association / PCO

Association / PCO

Delegate

Event at ADNEC

Organiser

Local Community

Enablers

ADNEC Value Chain and Business Model Diagram

Service Partners

Payment terms Local presence and/or Emiratisation initiative Sustainability and environment-conscious methodologies Other relevant factors in accordance with the Tender Documents

Additionally, as per Executive Council directions in 2014, those newly registered suppliers as well as contractors who supply manpower and labour services, have to mandatorily assure the provision of the listed below once registered and during the contractual period: 1.

Provision of health insurance cover for their employees

2.

Provision of appropriate housing in Abu Dhabi for their employees

3.

Provision of valid residence permits to the workforce in accordance with the legislation applicable

4.

Applying the salaries protection system of UAE Ministry of Labour

5.

Complying with Federal Labour Law of UAE

Buyer

Hotel Operators

General terms and conditions

Employees

ADNEC assures that registered and pre-qualified suppliers, as well as those with active manpower and service providing contracts, are fully complying with the contracting stipulations of the government entities as stated by the Executive Council regulations.

Procurement dept. strategy for supporting Small and Medium size National Suppliers (SMEs) For the purpose of supporting the small and medium nationally established enterprises (SME’s), ADNEC has established a strategy to support the suppliers which are wholly owned by UAE national (100 per cent) and or registered in Khalifa fund. The Privileges are provided through various stages in the involvement of the national supplier with ADNEC purchase requisition in pre-tendering, tendering and awarding stages. For example, the national supplier is waved from bid bond requirement and security cheques are acceptable.

In the Year 2018, 2 per cent of the annual procurement plan purchases were procured through SME suppliers.

Suppliers relationship management methodologies established ADNEC procurement dept. has updated suppliers relationship management methodologies that are concerned about the related angles about managing ADNEC’s suppliers, the methodologies includes: 1.

Supplier Performance Evaluation Approach

2.

Suppliers Satisfaction Assessment Approach

3.

Automated Supplier Suggestions and Complaints Approach

4.

Supplier Communication Approach. These methodology approaches ensures that ADNEC’s Suppliers relationship approach is fully implemented and deliverables mandated to manage the approach are efficiently met.

1%

Commercial

Event Cycle

Supplier

Delivery time.

Procurement efforts in assurance of the private sector companies’ compliance to the contracting stipulation with the government entities

Support

Supplier

ww ww ww ww ww ww

As the Executive Council Circular was circulated in the year 2014, since then total of 558 suppliers were registered, having 554 suppliers acknowledged which represents 99 per cent of the total registered Suppliers.

99%

(554 Acknowledged Suppliers out of 558 registered suppliers from Oct 2014 – Dec 2018)

Acknowledgment Status of Suppliers registered from period Oct 2014 till Dec 2018

Acknowledged

Not Acknowledged

78

79

COMMUNITY

Number of society interviews

508

Society perception

These are the 2017 numbers as ADNEC didn’t conduct any interviews in 2018 due to the fact the company is launching a comprehensive branding project.

956 Weight of 'Stop and Donate' recycling materials including the E-Waste

90%

25.7

434

195 kg

22.7 19.2

308 195 67

16

POSITIVE SUPPORT

2013

2014

Item

Due to change in school management, no recycling was collected as the school is following the Waste Management Plan.

School Recycling Collection Item

2013

2014

2015

2016

2017

2018

Paper Mix

665 (kg)

49 (kg)

721 Kg

1,263 Kg

2,668 Kg

0

Carton - OCC

25 (kg)

8 (kg)

0

0

0

0

Plastic Bottles

10 (kg)

17 (kg)

229 Kg

98 Kg

113 Kg

0

700 (kg)

74 (kg)

950 Kg

1,361 Kg

2,780 Kg

0 Kg

Total

'STOP AND DONATE' RECYCLING AND DONATION CAMPAIGN Annually, we hold two 'Stop and Donate' recycling and reusable donation campaigns. This was an initiative developed by our internal green team; a committee made up of employees from across the company which is led by the Environmental Manager.

The 'Stop and Donate' initiative is communicated to all ADNEC employees and the wider community through various external communication channels. All reusable items are submitted to Red Crescent.

In 2018, we collected 65 Kg of items for donation. We also recycled two kilograms of plastic bottles.

1049

1

2014

1

2015

1

2016

776

1

2016

2017

2018

2012

2013

2015 E-waste S&D

2013

2014

2015

Paper

Recycling

5 (kg)

-

28 kg

Tins

Recycling

1.2 (kg)

-

Clothes

Donation

8 (kg)

-

Plastic bottles Carton

Recycling

-

Recycling

1.5 (kg) -

-

1.5 kg

Shoes

Donation

-

3 (kg)

15 pair

Household Items

Donation

-

25 (kg)

17 piece / 3 kg

Glass Items

Donation

-

17 (kg)

Toys

Donation

-

31 (kg)

9 piece / 2 kg

32 piece / 9 kg

40 (kg)

59 book / 10 kg

147 kg

Books

Recycling

-

Books

Donation

-

Steel

Recycling

-

36 (kg)

Electronics

Donation

-

3 (kg)

Clothes**

Donation

-

152 (kg)

Accessories

Donation

-

-

Batteries

Recycling

2014

2015

2016

Energy consumption (mwh)

Type

Total Grand total

'Stop and Donate' Recycling and Donation Results

2015

Stop and Donate (Recycling, Donation) Kgs

As part of its endeavours towards sustainability, ADNEC has intensified its effort during the period 2013-2018 aiming to adopt sustainability practices and execute relevant initiatives internally. ADNEC depends on several initiatives to increase its positive impact on society, such as school educational programme, Stop and Donate donation programme, charities, recycling, water and energy conservation, sustainability week, fund-raising in support of autism and diabetes, blood donation, cultural events, safe driving campaigns, earth hour, sport festival and summer sport activities, etc.

ENGAGEMENT INITIATIVES ABU DHABI SCHOOL PROGRAMME

18.3 16.8

2016

2017

2018

125 kg

32 kg

181 kg

30 kg

2 kg

116 kg

2 kg 74 pair / 37 kg

17 kg 4.5 kg 34 kg

34 kg 23 kg

1 kg

-

-

15.7 (kg)

307 (kg)

592 kg 426 piece / 90 280 piece / 8 kg kg 5 piece / 0.5 kg 26 picee / 27 kg

28 kg

2 kg

13 kg

8 kg

14 kg

55 (kg) 902 (kg) 956 (kg)

375.5 kg

67 kg

194 kg

7 kg

In 2015, we conducted two ‘Stop and Donate’ campaigns. The second campaign was focused on E-waste, where a significant amount of electronic waste was sent for recycling. In 2016, since employees became more aware about e-waste, the amount of e-waste decreased. As a result, in 2016 the ‘Stop and Donate’ campaign included e-waste and we noticed a significant decrease in the amount of e-waste collected.

627 The donations however, were less than the year before, as the campaign was held once due to the busy schedule of events in 2017.

In 2018, we conducted two campaigns, which resulted in 194 kilograms of various donations. The campaign was held twice in 2019 and strategic planning is underway, in order to increase the donation items in the future.

445

2017

Number of Society Surveys Conducted

127

since the begining of 2018, ADNEC has decided to restructure its community surveys to be conducted every 2 years. The next survey will be in 2019.

2014

2015

2016 Recycled waste tons

2017

2018

80

81

COMMUNITY Case Study: CSR Initiative

COMMUNITY SUPPORT

ADNEC has provided its staff a volunteer opportunity in the Ramadan tents at the mosque. 28 ADNEC volunteers participated in organising and coordinating Iftar gatherings throughout Ramadan.

SHEIKH ZAYED GRAND MOSQUE VOLUNTEERING

BLOOD DONATION

In 2018, ADNEC and AACC teams launched a Blood Donation campaign in alignment with the Year of Zayed values. 49 blood units were collected.

ZAYED HUMANITARIAN DAY

ADNEC organised a special Iftar gathering for the People of Determination as part of ADNEC commitment to its CSR and efforts to consolidate the values of giving and the objectives of Year of Zayed.

SOCIETY PERCEPTION: Society engagement and perception is one of ADNEC’s areas of focus. The company dedicated a special

In line with ADNEC initiatives for Year of Zayed, and to provide opportunities for all ADNEC employees to take part in volunteering work during the month of Ramadan, ADNEC, in collaboration with the Sheikh Zayed Grand Mosque, provided a volunteer opportunity for ADNEC staff to work in the Ramadan tents at the mosque. 28 volunteers from ADNEC employees were given one day each week to participate in organising and coordinating Iftar gatherings in Ramadan tents at the mosque throughout Ramadan from 5pm until Maghreb prayer time.

theme in its strategy map for sustainability including clear goals, objectives and a set of strategic measures as shown below, supported by regular reporting and analysis.

Goal

A supporter for sustainable community

90%

90%

Objective

Measure GRI indicators covered in ADNEC's report

5.1) Sustainable venues and services

Total number of jobs supported (000') (Employment Impact)

86%

2015

Society Perception 5.2) Support Emiratisation

ADNEC adopts several techniques to engage its society through society oriented events and initiatives but the most credible and objective method for measuring their perceptions is the annual society perception survey that we conduct through a specialised outsourced

FOOD PARCEL DISTRIBUTION 2016

2017

Society Perception

Total number of Emirati employees

ADNEC decided to conduct the survey every 2 years.

Next survey will be in 2019.

Emiratisation penetration market research company. The survey method is face to face, 10 minutes and the targeted sample size is around 500 people. This structured method has been adopted since 2015. Before that we used to follow a simpler format and style of society survey process. The results of the survey

ADNEC in cooperation with Capital Hospitality, distributed 5,950 Iftar meals at the labour camps during the Month of Ramadan. 115 volunteers participated from all departments.

for 2015 and 2017 are shown above, while the charts below are the segmentation of 2017.

These ar the 2017 numbers as ADNEC didn’t conduct any interviews in 2018 due to the fact the company is launching a comprehensive branding project.

ADNEC Society Perception - 2017 Statistics Gender Nationality

67%

Expat Arabs

29%

Emirati Nationals

23%

Expat Westerners

33%

22%

18-23

21% 24-29

Al Ain

16% Academic Qualification

14% 30-39

84%

10%

37%

Age

40-49

5% 50-59

BLOOD DONATION

Abu Dhabi

Coverage

38%

Expat Asian

55% 18%

1%

20%

Secondary Diploma School or less

Above 60

In 2018, ADNEC team and AACC team continued their CSR initiatives in alignment with the Year of Zayed core values.

They launched a Blood Donation campaign under the slogan: You Don’t Have to Be a Doctor to Save Lives, Just Donate Blood.

A total of 49 units of blood were collected.

7% Bachelor

Master

CORPORATE SOCIAL RESPONSBILITY: The society satisfaction survey is summarised in the below table that clearly shows the segmentation: 1. Reputation and image

2. Social impact

3. Environmental impact

ZAYED HUMANITARIAN DAY

4. Impact on surroundings

The results below show that we have scored positive trend in the four key categories and we have exceeded target for each one of them.

Society perception results Reputation and image Social impact Environmental impact Impact of work and activities on surrounding

2015 Target 85% 85% 85% 85%

2015 Actual 87% 85% 85% 86%

2016 Target 90% 90% 90% 90%

2016 Actual 92% 90% 90% 90%

2017 Actual 92% 90% 89% 90%

ADNEC organised a special iftar gathering for the People of Determination in presence of ADNEC management and employees. This is part of ADNEC commitment to its corporate social responsibility and efforts to consolidate the values of giving, in line with the values of the Year of Zayed.

82

83

ENVIRONMENT

ADNEC IS PASSIONATE ABOUT ITS OPERATIONS AS AN ENVIRONMENTALLY RESPONSIBLE COMPANY. IT IS COMMITTED TO BALANCING ENVIRONMENTAL, ECONOMIC, AND SOCIAL OBJECTIVES TO DEVELOP A SUSTAINABLE CORPORATE BUSINESS MODEL

GREEN BUSINESS NETWORK (EAD) Environment Agency – Abu Dhabi EAD has implemented an initiative under the name of “Green business Network” targeting governments and businesses to empower them become environmentally sustainable and to help them facilitate change to more sustainable practices for organisations. EAD chose ADNEC as a case study to highlight ADNEC efforts in sustainability and to showcase it in the platform for sharing knowledge purposes among organisations, which took place on 19th July 2018.

WASTE MANAGEMENT Waste and Disposal Management Figures Weight of materials recycled

776 tons

CO2 emission savings from recycling

Weight of food composting produced

160 tons

Electricity consumption

55 tons

20.2 MWh

Chilled water

18,477,487 m3

ADNEC started its environmental sustainability journey in 2011, when the company established its internal green team, a group of dedicated and self-motivated staff working together to increase awareness of environmentally responsible behaviour and champion the implementation of small scale initiatives. With time and following the continuous support of ADNEC leadership; these small attempts evolved to structured processes, procedures and more focused teams: Sustainability Management Team, CSR team and Green team.

Waste Management in ADNEC is managed by DULSCO. Waste Management machines operate 24 hours to ensure safe and secure collection, segregation and storing of waste at the venue. In 2018 ADNEC recycling target was 34 per cent, and it was achieved by recycling 51 per cent of the total waste. In 2018, ADNEC total waste generated is 1510 tons in which 777 tons was recycled.

100% 93%

91%

82%

80%

Recycling Target

66% 60%

MATERIALS

54%

The company prioritises the use of natural resources as efficiently as possible and aims to establish a material consumption reporting process, which for the time being is not available. It must be noted that at the moment we do not use any input materials that are recycled.

46%

40% 34% 18%

20% 10%

RECYCLING - EVENTS RELATED

51% 49%

9%

10%

34%

Non Recycling Recycling

34% Recycling Target growth

20%

10%

7%

0%

ADNEC is partnering with DULSCO, one of our key service providers specialised in international environmental solutions and waste management to launch eight recycling reverse vending machines (RVM) onsite at Abu Dhabi National Exhibition Centre.

The table below summarises our recycled material volumes measured in tons and provides a comparison between 2014 and 2018.

Recycled Waste

2013

2014

2015

2016

2017

2018

In 2018, ADNEC total waste generated was 1509 tons in which 776 tons were recycled. Recycling has a positive environmental impact. From the figures below, ADNEC recycled 110 tons of paper and cardboard, which saved 1878 trees, 773,640 gallons of water and saved 441,920 kwh of energy. Also, recycling paper and cardboard helped in CO2 emission savings by 160 tons.

Item

2014

2015

2016

2017

2018

Cardboard

62 tons

91 tons

87 tons

105 tons

76 tons

Waste Streams

Waste Generation In tones

Waste Diversion Ratio

Plastic

39 tons

6 tons

11 tons

14 tons

6 tons

Cardboard

76

5%

Paper Mix

3 tons

52 tons

56 tons

59 tons

34 tons

Paper Mix

34

2%

Scrap Metal

3 tons

7 tons

37 tons

30 tons

29 tons

Plastic Bottles

6

0%

Aluminum Cans

0.2 tons

2 tons

3 tons

0

0

Aluminum Cans

0

0%

Glass Bottles

0

0

0

0

0

Scrap Metal

29

2%

Wood

0

266 tons

412 tons

774 tons

576 tons

Wood

576

38%

Used Batteries

2 tons

6 tons

0

0

0

Food Compost (LFC)

55

4%

Concrete

0

15 tons

0

0

0

Recycling Total

776

51%

Subtotal

109 tons

445 tons

606 tons

982 tons

721 tons

General Waste Total

733

49%

Food Compost

17 tons

0.6 tons

65 ** tons

67 tons

55 tons

Total Waste Generated

1509

Gross total

126.2 tons

445.6 tons

671 tons

1049 tons

776 tons

Total

100%

Non-Recyclables

49%

Recyclables

51%

2018 Waste Diversion

84

85

ENVIRONMENT

ENVIRONMENTAL INITIATIVES

BIO DIESEL PRODUCTION Bio Diesel machine is used to convert the used oil into diesel which is used to operate 30 per cent of ADNEC machines.

In 2018 the bio diesel machine produced 530L of Bio-Diesel.

EARTH HOUR

600

FEB

0 MAR

0 APR

50

0

50

100

Ltr

Ltr

Ltr

JUL

AUG

SEP

OCT

Ltr

MAY

Ltr

JUN

50

50

NOV

DEC

Ltr

In 2018, ADNEC took part in Earth Hour on Saturday 24th of March 2018 by turning Capital Gateâ&#x20AC;&#x2122;s lights off from 8:30 - 9:30.

500

50

2018 Total 530 Ltr

Ltr

400

Bio-diesel Production (Litre)

300 200 100 0

2017

2018

FUTURE PLANS To install Electrical Vehicle chargers in ADNEC parking, the project is ongoing and waiting for Tesla to go through certain procedure to ship the four chargers to ADNEC. Increase RVM machine by two around the venue

5

Utilisation of new LFC machine for wedding kitchen food waste

4

We have deployed One LFC machine in 2017 for food waste recycling and ADNEC has diverted 55 tons of food waste from the landfill. For 2019, new LFC machine will be operated to handle food waste from the main kitchen in the Wedding Hall.

3 2 1 0

2017

4%

LIQUID FOOD COMPOST

3%

ADNEC yearly environmental initiative from the Environmental Initiatives Calendar for 2019 Installing solar security cabin

2018

Food waste recycling

CORPORATE SOCIAL RESPONSIBILITY COMMUNITY SUPPORT

STOP AND DONATE

200

REVERSE VENDING MACHINE (RVM) Eight RVM machines are operating in different locations at ADNEC. In 2018, a total of 108 kilograms of plastic bottle and cans were collected for recycling. Two more machines will be installed in 2019.

150 100 50 0

2017

108

JAN

Ltr

120

158

0

60

2018

Reverse vending machine (KG)

ADNCE Stop and Donate initiative took place once in 2018, which began on 27th of November and ended on the 31st of December 2018. The Station location was in ADNEC Car Park A level 1 and level 4 and in Car Park B level 1 and level 2, as well as Entrance from VIP Parking and ANDEC entrance from Capital Gate. The initiative was for both external and internal people. Skips were distributed among ADNEC entrance and in each entrance there were ADNH staff helping the drop-off process.

DULSCO staff were also available to empty the skips when it was full.

Items that were collected are shown in the illustrations. Donated reusable items were sent to the Red Crescent. All non-reusable items will be sent for recycling.

Clothes and Blankets

181 kg

Accessories

14 kg

Stop and Donate 2018 results (kg)

86

87

ENVIRONMENT ENGINEERING SERVICES Engineering Services were able to complete four major projects that ultimately aims to provide better facilities and services to our clients, visitors and relevant stakeholders.

VENUE DEVELOPMENT COMPLETED PROJECTS IN 2018 Roof Steelwork Remediation (Halls 1 - 7, Concourse, Atrium and Link)

ENERGY In 2012, ADNEC undertook a study to identify ways to make ADNEC’s energy use more efficient and in doing so reduce the company’s carbon footprint and negative environmental impact. The study reviewed the lighting use through Abu Dhabi National Exhibition Centre’s 12 exhibition halls. It specifically included reviewing the current light fittings, the weight implications on the ceiling for changing to LED lights, the life cycle of the old versus new LED lights and a study on potential consumption change and savings.

During 2018 compared to 2017, ADNEC had saving in energy consumption of approximately 5.18 per cent.

Replacement of Grandstand Tension Cables (2 Arches)

ADNEC Public Toilets Refurbishments (15 Toilets)

Water Ingress Repairs

ADNEC Services Graphic Workshop

Electricity Consumption and Carbon Dioxide Emissions 2012

2013

2014

2015

2016

2017

2018

Electricity (mwh)

25.7

22.7

19.2

16.8

19.2

21.3

20.2

CO2 emissions due to electricity tons

13.1

11.6

9.8

8.6

9.9

11.2

10.35

Hall 4 Partition

AACC Hall 1 Toilets Refurbishments

* Numbers are based on specific formula for converting from Kilowatts to CO2 emissions as per as per the EAD Inventory.

TRAFFIC AND SECURITY COMPLETED PROJECTS IN 2018

SOLAR PV SYSTEM (PHOTOVOLTAIC SYSTEM) In alignment to its efforts of adopting environmental sustainability practices, ADNEC has been investing in developing an infrastructure that uses elements of solar power as a source of energy. In collaboration with Masdar city and as part of one of their initiatives, we installed solar panels on top of our key parking areas to be used as a power source for elevators. This project covers 1,000 square meters on Car Park B. We continuously measure the yield generated by the ADNEC Solar PV system and regularly inspect its performance.

Aloft Hotel CCTV Project

WATER CONSUMPTION Water consumption is one of the key areas in environmental sustainability where we need to keep monitoring. The table below summarises our consumption of water across ADNEC. As we are a venue, our total number of water consumptions changes and fluctuates as per the venue’s calendar of events which changes from year to year and from quarter to another.

Normal Water Consumption (taps, toilets, garden, showers, etc) (m3) Chilled Water (tons of refrigeration per Hours) (m3)

Capital Gate CCTV Upgrade Project

The implementation of Capital Gate CCTV Upgrade Project is to accomplish the Capital Gate and ADNEC security Operational requirements as well as to recognise Capital Gate Security System as an ADTCA approved system within the National Security Authorities. This advanced system added value to a secure business environment with the venue and its business continuity.

2012

2013

2014

2015

142,497

132,837

113,340

166,091

2016

2017

2018

179,647

197,021

201,788

22,115,404 21,226,126 24,686,084 35,391,082 18,900,870 20,082,713 18,477,487

CHILLED WATER Chilled water is where water is pumped through an air handler, which captures the heat from the air, then disperses the air throughout the area to be cooled. Chilled water saving in 2018 was 8 per cent compared to 2017. That is due to: 1.

Chilled water automation

2.

Proper event monitoring

3.

Cooling control took place as an internal initiative

The implementation Aloft CCTV Project is to accomplish the Aloft Hotel and ADNEC security Operational requirements as well as to recognise Aloft Security System as an ADTCA approved system within the National Security Authorities. This advanced system added value to a secure business environment with the Venue and its business continuity.

AACC Security Management System Project

AACC Security Management System development accomplished with latest technology and in line with ADNEC Security Management System to add value to the business continuity and to overcome the operational security challenges. The System has been approved by Monitoring and Control Centre(MCC).

ADNEC Parking Management System Project

ADNEC Parking Management System has been developed with latest technology to manage the parking spaces professionally and to provide the best customer services. The system has enhanced the revenue generation process from car parking with operational flexibilities.

88

89

HEALTH AND SAFETY ENVIRONMENT, HEALTH AND SAFETY (EHS)

OCCUPATIONAL HEALTH AND SAFETY OUR HEALTH AND SAFETY APPROACH ADNEC has a dedicated Health and Safety team responsible for developing, implementing and maintaining ADNEC’s safety management system with the objective of improving the company’s health and safety performance and raising EHS awareness and compliance in all our operations.

A segment of our suppliers (service providers, contractors and subcontractors) are evaluated and selected by ADNEC on the basis of their capability to establish and implement a satisfactory safety system, as well as their safety record.

During tendering, they have to submit a safety plan and to be fully responsible for the occupational health and safety of their works, including the subcontractors’ safety. They have to implement a safety plan, review it at least once a year, and keep appropriate records of their own safety inspections and audits.

It is the duty of ADNEC employees, business partners, contractors and service providers to comply with the safety measures required by UAE and International law, and those established by ADNEC. ADNEC’s corporate compliance includes:

The table below summarises the drop in incident rates among contractors during their work at ADNEC venues and premises (during build up and break down of events).

ww EHS Management System that is compliant with all elements and mechanisms of the Abu Dhabi Occupational Safety and ww ww ww ww

HEALTH AND SAFETY PLANS - CONTRACTORS

Health System Framework (OSHSAD SF) EHS Site and facilities inspections EHS Trainings for employees EHS Internal audits and facilitating external 3rd party audits EHS Health awareness campaigns and drives

Incidents among contractors (ADNEC and event) Description

ADNEC has established a safety management system which includes EHS committees, policies and procedures.

For the events and exhibitions section, which makes up the core business function, ADNEC has developed H&S rules and regulations which include the following for the guidance and support of all our stakeholders.

2011

2012

2013

2014

2015

2016

2017

2018

Minor injuries

92

89

46

26

24

22

13

4

Medium injuries (returned to work next day)

21

14

7

12

10

8

13

14

Medium injuries (3 days off )

4

1

0

2

0

0

10

2

Major injuries (more than 3 days off )

0

0

1

0

1

0

3

0

117

104

54

40

35

30

39

20

Total

ww ADNEC Health and Safety Rules and Regulations and Organisers Handbook ww Regulatory codes of practices to guide and assist the Organisers on key health and safety aspects of the business.

It must be noted that every Department in ADNEC including Capital Hospitality and ADNEC Services have a representative in EHS Committee.

Trainings given to the Contractors included Health and Safety and fire safety during events and exhibitions, and IPAD trainings for MEWP operators.

+44% 1330

ENVIRONMENT, HEALTH AND SAFETY MANAGEMENT SYSTEM (EHSMS) ADNEC’s EHSMS has been approved and accredited by the OSHAD (Occupational Safety and Health Abu Dhabi) Centre since 2013.

This initiative was developed to regulate and maintain an occupational health and safety culture in the exhibition and event sector both at Abu Dhabi National Exhibition Centre and across the Emirate of Abu Dhabi.

117

743 104

In addition to complying with legal UAE requirements, a positive health and safety culture within the exhibition and event sector in Abu Dhabi enables ADNEC to manage and control risks sensibly, minimise accidents and ill health and reduce related costs to our businesses.

EMPLOYEE SAFETY ADNEC is committed to maintaining high standards of safety and welfare for all its employees. All members of staff are provided with: A safe place to work Clear and consistent health and safety policies and standards A management team that is accountable for implementing agreed safe systems of work Safe work equipment Training to equip all staff with the necessary knowledge to allow them to work safely

ww ww ww ww ww

Health and Safety Results (Employees) 2011

2012

2013

2014

2015

2016

2017

2018

Minor injuries

10

10

7

1

0

1

3

0

Medium injuries (returned to work next day)

3

0

0

1

0

0

2

0

Medium injuries (3 days off )

0

0

0

0

0

1

1

0

Major injuries (more than 3 days off )

0

0

0

0

0

0

0

0

Fatalities

0

0

0

0

0

0

0

0

532

54

2011

2012

2013

40

35

30

2014

2015

2016

39

20

428

2017

2018

2013

Incidents among contractors (ADNEC and event)

551

440

2014

2015

2016

2017

2018

Complex structures checked

ADNEC health and safety also reviews and checks contractors working during events. This includes auditing and inspecting the stands for their structural stability and safety. The chart above shows the numbers of complex structures checked since 2013.

ENVIRONMENTAL PLANS Since 2012, ADNEC has focused on instilling environmental compliance in its relationship with organisers and their service providers (subcontractors). An example is that ADNEC has agreed with all its organisers to encourage their exhibitors and contractors to reduce waste and re-use items such as wood and metals.

To institutionalise the environmental efforts, an annual environmental plan was developed in coordination with our internal communication department to spread knowledge and awareness. During 2015, 2016 and 2017, we implemented several environmental initiatives such as: Stop and Donate, E-waste 'Stop and Donate', Earth Hour, World Environment Day, Paperless Day, as well as continuous support for the school recycling programme.

90

91

HEALTH AND SAFETY OHS

POLICY

HEALTH AND SAFETY (CUSTOMERS) ADNEC has adopted the best practices to ensure the safety of its visitors, organisers and exhibitors through:

ww Codes of Practices as part of ADNEC’s organiser Handbook, as well as Health and Safety rules and regulations for all our stakeholders, which are all available online and are also communicated to the organisers at contract stage.

ww ADNEC conducts training and safety inductions as well as holding regular contractor meetings and site inspections.

Additionally, an ADNEC Safety Day and Work in Heat Campaign were organised and conducted by ADNEC H&S team in coordination with Security and Cleaning for ADNEC contractors and event organisers in 2018.

ww ADNEC’s operations team is trained to recognise any hazards or issues and manage these before an incident occurs. This is achieved through proactively monitoring all areas and hazards, and documenting the risk assessment and control plan.

ww ADNEC carried out several health and safety campaigns to promote the health and safety culture in ADNEC, and create awareness amongst serviced partners and contractors. The campaigns included the following:

ww ww ww ww

ww ww ww ww

Stress Campaign Ramadan Safety Campaign Safety in Heat Programme Safety Notice

Awareness message during bad weather, Blood Donation Health Week Working Mother Programme

Health and Safety Incidents (Customers) Description

2011

2012

2013

2014

2015

2016

2017

2018

Minor injuries

88

73

13

3

4

2

16

3

Medium injuries (returned to work next day)

14

14

4

4

2

0

10

2

Medium injuries (3 days off )

0

0

0

0

0

0

7

0

Major injuries (more than 3 days off )

0

0

0

0

0

0

0

0

Fatalities

0

0

0

0

0

0

0

0

10.4

7.4

1.4

0.6

0.2

0.19

2.6

0.16

Incident Rate per 100,000 visitors

Trainings Conducted Trainings NEHOSH International Diploma in OSH Heart saver® First Aid CPR AED Safe Manual Handling IOSH Working Safely Heart saver® First Aid CPR AED (Al Ain) IOSH Managing Safely Heart saver First Aid CPR-(Al Ain) Arabic Fire Warden Group Fire Warden Training to AAC Team

Participants 2 17 6 10 5 8 16 35 22

7.4

1.4 2012

2013

2.6 0.6

0.25

0.19

2014

2015

2016

Incident Rate per 100,000 visitors

0.16 2017

2018

92

93

HEALTH AND SAFETY HEALTH AND SAFETY UPDATES ww ADNEC’s Health and Safety Department successfully managed various

events, including, the WFES, Tawdheef, Mohamed bin Zayed Majlis for Future Generations, ADIBS, Gulf Dentex, JWS, CBB, Tawteen, Khalifa University graduation ceremonies, Abu Dhabi University graduation, UMEX, VIV MEA, Games Con, Special Olympics, ISNR, Moroccan Exhibition, VIP weddings, NSCF, Maruti Suzuki, Bride Show, CPhl Middle East and Africa, National Housing Exhibition, ADIHEX, JIL Anniversary, Najah, Tawteen, Inter Faith event, ADIPEC, Asia Skill, as well as IREIS.

KEY ACTIVITIES - Al AIN CONVENTION CENTRE

ww Cervical cancer awareness workshop was introduced to ADNEC female staff, as well as ADNEC’s outsourced contractors.

CAUSES

AACC STAFF

CONTRACTORS

ORGANISER

MINOR CUT INJURY OR ABRASIONS (MINOR WALK IN FIRST AID CASES)

0

0

0

0

0

0

FALL FROM HEIGHT

0

0

0

0

0

0

ww First Aid course was conducted and 22 attended the course.

HIT BY MOVING OBJECT

2

1

0

0

0

3

ww Blood Donation Campaign was conducted and 48 attended the

PENETRATING INJURY (NEEDLE STICK, PUNCTURE WOUND)

2

7

0

0

0

9

ww Security and H&S briefing was conducted in Conference Hall A.

SLIP TRIP AND FALL

1

0

0

0

2

3

GLASS CUT INJURY

1

0

0

0

0

1

BURN

0

0

0

0

0

0

6

8

0

0

2

16

ww Stress at work circular was published on MYWeb. ww Smile of Life was published on MYWeb. ww Ramadan Campaign was conducted for the staff ww Safety In Heat Campaign was conducted.

campaign.

ww Fire Fighting course was conducted and 57 attended it. ww Successful Fire Drill carried out with all ADNEC staff, contractors and tenants coordinated with Civil Defence and the score was 99 per cent.

GRAND TOTAL

ww 1330 Complex Structures inspected with zero incident rate.

KEY ACTIVITIES - ADNEC ADNEC STAFF

CONTRACTORS

ORGANISER

VISITORS

GRAND TOTAL

EQUIP. / PROPERTY DAMAGE FALL FROM HEIGHT MANUAL HANDLING

0

2

0

0

2

0

0

0

0

0

0

2

0

2

PENETRATING INJURY (NEEDLE STICK, PUNCTURE WOUND)

0

7

0

0

7

SLIP TRIP AND FALL STRUCK BY FALLING OBJECT BURN

0

4

2

2

8

0

5

0

2

7

0

0

0

0

0

GRAND TOTAL

0

20

2

4

26

CAUSES

EXHIBITORS VISITORS GRAND TOTAL

‫‪94‬‬

‫‪95‬‬

‫‪GROUP PHOTOS‬‬

‫صور المجموعة‬

‫‪8‬‬

‫‪2‬‬

‫‪7‬‬

‫‪9‬‬ ‫‪2‬‬

‫‪11‬‬

‫‪3‬‬ ‫‪2‬‬

‫‪10‬‬

‫‪5‬‬

‫‪12‬‬ ‫اليوم الوطني السابع واألربعون‬

‫مؤمتر التمريض اإلقليمي‬ ‫معرض أبوظبي للكتاب‬

‫‪10 - 47th National Day‬‬ ‫‪11 - ICN Congress‬‬ ‫‪12 - Abu Dhabi Book Fair‬‬

‫إفطار كابيتال مجلس‬

‫لقاء املوظفني حياكم ‪2018‬‬ ‫معرض يومكس‬

‫‪7 - Capital Majlis iftar‬‬ ‫‪8 - Hayakum 2018‬‬ ‫‪9 - UMEX‬‬

‫‪1‬‬

‫‪4‬‬

‫‪6‬‬ ‫‪4 - CSR Cricket match‬‬ ‫مباراة الكريكت لدعم املسؤولية اجملتمعية‬ ‫‪5 - Special Olympics Ceremony‬‬ ‫احتفال األوملبياد اخلاص‬ ‫احتفال أدنيك في اليوم العاملي للمعارض ‪6 - ADNEC celebrates GED‬‬

‫‪1 - Tawdheef Abu Dhabi‬‬ ‫معرض توظيف ‪ -‬أبوظبي‬ ‫‪2 - ADIPEC‬‬ ‫معرض أديبيك‬ ‫معرض أبوظبي الدولي للقوارب ‪3 - Abu Dhabi International Boat Show‬‬