ADNEC Annual Report 2017

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ANNUAL REPORTÂ

adnecgroup.ae

2017


ADNEC GROUP

ADNEC AT A GLANCE

VENUES

ECONOMIC

AED 3.89 BILLION 2.082 MILLION 442

EXCELLENCE

07 13 04 69% 92.6%

EVENTS

ECONOMIC IMPACT TO ABU DHABI

VISITORS

EVENTS

NEW INTERNATIONAL CONGRESS WINS

NEW EXHIBITIONS AWARDS

H OT E L S

SUSTAINABILITY SERVICES

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

EMIRATISATION PENETRATION

236 1,049 90%

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

CUSTOMER SATISFACTION

TONS OF CO2 PREVENTED TONS OF MATERIALS RECYCLED SOCIETY PERCEPTION

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


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CONTENTS

GROUP HIGHLIGHTS

MESSAGE FROM THE CHAIRWOMAN ..................................................................... 7 MESSAGE FROM THE GCEO ................................................................................................... 8 BOARD OF DIRECTORS ............................................................................................................. 10 MANAGEMENT TEAM ................................................................................................................. 11 ADNEC GROUP ...................................................................................................................................... 12 GROUP HIGHLIGHTS ..................................................................................................................... 16 GOVERNANCE

......................................................................................................................................

GOVERNANCE

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STRATEGY

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SUSTAINABILITY@ADNEC

STRATEGY ................................................................................................................................................... 34 ECONOMIC IMPACT ....................................................................................................................... 40 EXCELLENCE AND INNOVATION ................................................................................... 42 SUSTAINABILITY@ADNEC .................................................................................................... 50 SUSTAINABILITY ............................................................................................................................................. 52 OUR PEOPLE ......................................................................................................................................................... 54 CUSTOMERS ......................................................................................................................................................... 72 SERVICE PARTNERS & SUPPLIERS ............................................................................................... 74 COMMUNITY ....................................................................................................................................................... 76 ENVIRONMENT ................................................................................................................................................. 80 HEALTH AND SAFETY ................................................................................................................................ 90

GROUP PHOTOS ..................................................................................................................................................... 96 ADNEC GROUP TIMELINE ...................................................................................................................... 98

EXCELLENCE AND INNOVATION

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MESSAGE FROM THE CHAIRWOMAN NOURA MOHAMMED HELAL AL KAABI Chairwoman

2017 was an exceptional year for the Abu Dhabi National Exhibitions Company as we achieved a number of major milestones, consolidating our positioning as industry innovators. I am pleased to share that ADNEC continues to make great strides in the Meetings, Incentives, Conferences and Exhibitions (MICE) industry despite a challenging regional and global market. Our strategies, which are in line with the Abu Dhabi Plan and the Economic Vision 2030, have set us on the right track towards expanding our portfolio while reflecting the emirate’s priorities of developing a knowledge based economy. Our venues – providing state-of-the-art facilities and infrastructure – are the

hallmark of our company, and in 2017 we saw them flourish in a massive way. We have consolidated our reputation as a preferential venue for global high profile events, which is evident from the increase in number of visitors. Our growth mirrors Abu Dhabi’s growth, and our vision reflects the emirate’s vision—a synergy that has driven us to success year after year because of our deep understanding of what makes Abu Dhabi an ideal and exceptional business tourism destination. Wherever we go to promote ADNEC’s venues, we carry with us Abu Dhabi’s spirit of excellence and sustainability. ADNEC brings the emirate to the world and we bring the world to Abu Dhabi through the truly global events that we host here.

It is with immense pride that I congratulate each and every one of ADNEC’s team members for their hard work in maintaining the satisfaction of our stakeholders, whose appreciation for our tireless efforts to serve them at every step drives our pursuit of excellence every day. As we embark on a fresh and promising new year, I truly believe that our enthusiasm and passion for what we do will continue to lead us on the path to growth and success. Let us welcome 2018 with renewed dedication and allow the innovation, creativity and ingenuity within us to shine forth in all of our endeavors.


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

Before jumping into 2018, please allow me to take a proud look back at 2017, another milestone year for the Abu Dhabi National Exhibitions Company. 2017 was a record-breaking year for ADNEC, as the robust business tourism industry in Abu Dhabi continues to flourish and grow, alongside our sustained and innovative efforts to promote the capital as a world-class destination. This year, ADNEC hosted a total of 442 local, regional and international events and welcomed more than 2 million visitors, leading to a positive contribution of AED 3.89 billion to the Abu Dhabi economy. The number of jobs supported by our activities increased to 22,300 across different sectors, up from 16,844 in 2016. Similarly, our activities helped generate 695,732 room nights, an increase of 150,000 from 2016. We’re also proud to provide an increasing number of jobs to Emiratis at ADNEC; by the end of 2017, 69 percent of total employees were Emirati, another improvement over last year’s 60 percent.

This year marked the largest edition ever of the International Defense Exhibition and Conference (IDEX), drawing a total of 1,154 companies, with a significant economic impact of AED 714 million. In 2017, we continued our sustainability journey by strengthening our processes and reporting mechanisms, and developing a sustainability strategy, along with clear approaches and initiatives. We are proud to share that we successfully implemented several effective sustainability initiatives in 2017. For example, our environmental best practices prevented 236 tons of carbon emissions, saving roughly 2,800 trees by recycling 1,000 tons of materials. ADNEC’s pursuit of excellence was rewarded in 2017, following the participation in the fifth ADAEP cycle, with the company being ranked among the top entities according to the overall score. ADNEC was shortlisted in the Top 10 in 7 main sub-categories out of 9, winning three awards: Customer Happiness, Business Continuity & Risk Management and Corporate Communications. This was a remarkable

achievement for the company and a significant improvement compared to 2015 cycle. Additionally, in 2017 we became the first company within the MICE sector in the MENA region to earn an EFQM 4 Star Recognized for Excellence Award. Reflecting our belief in innovation as a key lever to success, ADNEC also became the first company within the MENA MICE sector to build an Innovation Lab in 2017, and the first to achieve international attestation for Innovation Management (CEN/TS 16555-1:2013). Looking ahead to 2018, the company will continue focusing on excellence, innovation and sustainability. We will launch the second version of The Capital Awards (ADNEC’s internal excellence program) as an internal mechanism for best practices adoption, knowledge sharing and sustainable growth. With our goals remaining clearly aligned with the objectives of the Abu Dhabi Plan and its Economic Vision 2030, we are confident that ADNEC is on a steady growth track this year and the years ahead.


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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

Board Member

Board Member

Board Member

MIKE HENDERSON

SALAH AL JAEEDI

AHMED AL OBAIDLI

KHALIFA AL QUBAISI

Group Chief Strategy and Finance Officer

Chief Operations Officer (Acting)

Chief Financial Officer

Chief Commercial Officer (Acting)


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ADNEC GROUP

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 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, HYATT 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 1,400 people combined, 20 meeting rooms, 11 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’s 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

HYATT CAPITAL GATE HOTEL - ABU DHABI IDEX LLC

Located in the iconic Capital Gate tower, the five star Hyatt Capital Gate hotel provides 189 rooms and unsurpassed views of the city and coastline. It was the first Hyatt hotel in the emirate of Abu Dhabi.

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

The on-site hotel supports Abu Dhabi National Exhibition Centre’s business tourism needs.

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.

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

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

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

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 conference 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 Hyatt 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 HIGHLIGHTS

IN 2017, 442 EVENTS WERE HELD

ECONOMIC IMPACT IN 2017 WAS AED 3.89 BILLION

IN 2017, 389 EVENTS WERE HELD IN ExCeL LONDON REPRESENTING AN INCREASE OF 14% FROM 2016

IN 2017, 2.5 MILLION VISITORS ATTENDED THE EVENTS HELD IN ExCeL LONDON

54 EXHIBITIONS IN 2017 REPRESENTS AN INCREASE OF 25.5% FROM 2016

13 NEW EXHIBITIONS AND 14 CONFERENCES WITH 28% GROWTH IN REVENUE

UP TO DECEMBER 2017, 40 UAE NATIONAL STAFF HAVE SUCCESSFULLY ATTENDED THE ExCeL LONDON SECONDMENT PROGRAMME TO BE TRAINED IN OPERATIONAL, COMMERCIAL AND TECHNICAL SKILLS.

2.08 MILLION VISITORS AT ADNEC AND AL AIN CONVENTION CENTRE IN 2017

EMIRATISATION REACHED 69% COMPARED TO 60% IN 2016

ADNEC PREVENTED 236 TONS OF CO2 EMISSION THROUGH RECYCLING 1000 TONS OF WASTE

4 INTERNATIONAL AWARDS WON IN 2017 (EFQM), (CEN/TS 16555-1:2013), (MEEVENTSHOW SUSTAINABILITY AWARD) AND (AEO SUSTAINABILITY AWARD)

1,235 COMPANIES FROM 57 COUNTRIES PARTICIPATED IN 2017

THE EXHIBITION TOTAL SPACE GREW TO REACH 133,000 SQM

ECONOMIC IMPACT OF 2017 CYCLE WAS AED 714 MILLION

105,000 VISITORS TO THE EVENT FOR THE FIRST TIME


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GROUP HIGHLIGHTS

UMEX & 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 25 to 27 February, 2018. The event will attract international delegations and decision-makers from within the defence and aerospace industries, senior government officials and key private sector individuals.

IDEX 2017 IDEX, the International Defence Exhibition and Conference, witnessed the largest edition of its kind in 2017. IDEX is the only international defence and maritime security exhibition in the MENA region that demonstrates the latest technology across land, sea and air sectors of defence. It is a unique platform

to establish and strengthen relationships with government departments, businesses and armed forces. In 2017, IDEX took place from 19th-23rd February, and was considered the largest edition compared to last years. The International Defence Conference hosted approximately 15 distinguished international experts

and decision-makers from military and defence communities, industry and academia for a focused and highlyengaging discussion on disruptive innovation in defence and security, and welcomed approximately 407 delegates and 30 Media personnel from various countries globally.

EXHIBITION TARGET

Daily live demonstrations

34+ Participating countries

120+International Exhibitors

17,000m2 of exhibition area

300 conference Delegates

12,000+ Visitors

250+ Media Participants

NAVDEX 2017 Naval Defence Exhibition (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.

THE EVENT AT A GLANCE 1,235 international and regional participating companies from 57 countries

105,000 Visitors from 142 countries

More than

142 UAE based companies

172 Official Delegations 1,072 Accredited Journalists

133,000 gross m² of

12 Halls of indoor exhibition space

53,532 net m² of stand space 39 National Pavilions

NAVDEX spanning over

exhibiting in over 133,000 m² of exhibition space

exhibition and display area

Outdoor and On-water displays

3,440 m² area

Opening Ceremony attended by

5,000 VIPs and high-ranking

ABU DHABI INTERNATIONAL BOAT SHOW 2018 The first edition of the Abu Dhabi International Boat Show was launched in 2017 by IDEX LLC, and it is planned to take place in October 2018. The Show is in association with the British Marine Boat Shows, and will provide a world-class platform for UAE and International companies from the Leisure marine industry to display, discuss and demonstrate their products and services to a unique buying audience

Military Officials

Daily live demonstrations and daily ship visits IDEX Defence Conference with over

500 senior defence executives

The Conference welcomed around delegates and Media from various countries globally

407

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EXHIBITION TARGET

$61 bn Value of the UAE maritime industry

Tap in to

$1 trillion market by 2020 75

Boats berthed at the Marina

32 - 45

Massive expansion of marinas from Abu Dhabi economic vision 2030

30,000

Planning for visitors over 4 days

150

Exhibiting companies expected

Access

to one of the fastest growing leisure marine markets in the world


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GROUP HIGHLIGHTS

CAPITAL HOSPITALITY ADNEC launched its in-house Food & Beverage service to ensure 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 that is second-tonone. It delivers premium hospitality experiences at our venues and external catering solutions. 2017 has been the second year of operation for Capital Hospitality and a successful one. Capital Hospitality was involved in ADNEC’S 3 biggest events - IDEX, World Skills and ADIPEC as well as the Royal Weddings which received excellent customer feedback. In 2017, Capital Hospitality also started to operate at Al Ain Convention Center catering for the majority of weddings there. Capital Hospitality has expanded its operations outside the ADNEC Group catering for 3 VIP events in the capital - Formula 1 Etihad Airways Abu Dhabi Grand Prix, the crew of high budget Indian Movie Tiger Zinda hai, and FIFA World Cup 2017. In addition, with an increased Sales force, Capital Hospitality has also managed to secure the important long term contracts with Government entities suchas MOFAIC, TRA, ADSICC and Central Bank of UAE.

2017 KEY FACTS 80,000+

ADNEC Innovation Lab, designed and built by ADNEC Services team

ADNEC SERVICES AED 77 million revenue 1.2 million

meals delivered at IDEX 2017

meals delivered in 2017

185,000+ hot beverages served at World Skills

man hours worked through 2017

1 million+

2017 has been a very successful year for ADNEC Services. A steep upward trajectory in revenues was one of the key highlights. Apart from exponential increase in business, a number of new clients have been added to our client portfolio. In line with these development, new staff has been recruited, business processes have been realigned to meet overall ADNEC Groups’ key strategies. Following are highlights across our business spectrum: Under the Official Contracting business segment, ADNEC Services was awarded a total of 7 events/exhibitions. For the first time, IDEX 2017 committee awarded us the title of “Official Contractor”. The stand building saw a major increase in terms of business value with a number of successful deliveries of exhibition stands through 2017 specially during IDEX wherein we successfully delivered 11 stands. Audio Visual production team delivered

very large scale productions across Conferences, Gala Dinners & Concerts. Very high profile events like State Audit Association, Interpol 2017,International Paralympic Conference,F1 Gala Dinner, IDEX Gala Dinner & Conference. A number of Special build/Fit outs were produced throughout 2017 which included the revenue generating “Ramadan Majlis” office refurbishments within the venue. A major highlight was the design, concept & build of our “Innovation Lab” which has been a very popular centre in our venue. This project has also generated leads which have been converted to confirmed business from external entities. Within the department there have been many changes to meet increasing business demands. Number of new staff has been recruited for the design studio consisting of in house designers. Operations team has also seen a growth in terms of staff resources with Project Managers being appointed to deliver projects. ADNEC Services has also leveraged on its vendor relationships to sponsor

some internal events for ADNEC such as Annual Staff Conference. From a service segment perspective, we have added new lines of business aimed at bringing additional revenues. Graphics & Signage has been introduced and will go live in early 2018 with our Boards approval. With the realignment and consolidation of departments across ADNEC, Media & Government Relations have been moved under ADNEC Services. We are actively involved in promoting AACC venue by offering production services to Exhibitions & Events Organizers and Wedding Planners. 2018 looks very exciting & promising at the same time with a number of confirmed events within our pipeline. We are licensed to open our Dubai Office to penetrate the Dubai market. We are now receiving briefs from Dubai based entities. We have now plans to strengthen our resources by on boarding more staff, and purchasing Audio Visual equipment in delivering events within our venue.

2017 KEY FACTS OFFICIAL CONTRACTOR FOR 7 EVENTS 36 Other Events, Conferences, Special Build / Fit-out

AED 34.9 million YTD

AED 23.7 million

AED 58.6m

Mains & Rigging

Production Services

Total revenue


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GROUP HIGHLIGHTS

ExCeL LONDON Key event highlights in 2017

AL AIN CONVENTION CENTRE Launched the new conference facility to speed up and position Al Ain Convention Center in Corporate event and conference sector.

ww 2017 was our most successful year on

Hosted 24 corporate events in 2017.

record, and events at ExCeL are thriving.

Building Enhancement to the new office to create friendly and healthy work environment.

ww ExCeL held 116 exhibitions in 2017,

with approximately 80% trade shows and 20% consumer events (in terms of the number of events).

First time to host outdoor exhibition over 60 days - Spring Festival First time to host public event and live concert performance Dar Al Zain.

ww New exhibitions included Black Hat

The business unit within ADNEC group started approaching Al Ain Convention Centre clients and acquired deals to provide services related to Hospitality and Production.

Europe, BRICK, BBC introducing hosts Amplify and The Great British Sewing Bee Live.

ww Repeating events included ICE

Totally Gaming, DSEI, World Travel Market, New Scientist Live, Salon International and Grand Designs Live.

ww In terms of corporate events, we

welcomed back the likes of Adobe, O’Reilly Media, Amazon Web Services and Salesforce, with new clients including Sage, Oracle and SAP.

ww Associations held in 2017 included

32nd Annual EAU Congress, which celebrated the most successful event in their history, with new records for both registrations and abstract submissions.

ww AAIC (Alzheimer’s Association

International Conference) also held the most successful event in their history, with 5,600 attendees. All 6,000 LED lights of the London Eye were switched to purple in celebration of this event being in London.

ww An independent report, validated by

Grant Thornton, confirmed that ExCeL contributed £4.5 billion in economic impact in 2017.

ww 25% of London’s inbound business

tourism last year can be attributed to events at ExCeL.

ww Opening of new Conference Center and new events conducted. ww Centralizing control room with upgrading new CCTV & access control system. ww Replacing existing Venue lighting with LED light to conserve energy. ww ADNEC advertisement Banners for external area. ww Display screens for new conference center. ww New protocol Majlis and multifunction room in link area. ww AACC welcomed more than 1,002,737 visitors . ww AACC has successfully provided 832740 ancillary services for both weddings and exhibitions.

2017 KEY FACTS 2017 KEY FACTS AED 41.5 million Achieving Budget

389 events were held in ExCeL London representing an increase of 14% from 2016 13 New Clients

Were attracted including (Conferences & Exhibition)

40 UAE national staff

2.7 million visitors

attended the events held in ExCeL London

Up to December 2017, have successfully attended the ExCeL London secondment programme to be trained in operational, commercial and technical skills.


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GROUP HIGHLIGHTS

VENUE DEVELOPMENTS We know that the success of our venue is inextricably tied to that of our customers and constant innovation and investment is essential. To continue to deliver the best possible event experience, the following investment was carried out in 2017: Food and drink: In 2017, we added further 3 units to the 24 eateries on our central boulevard. Sandwich & Co opened in September, alongside high street brands Chop’d and Upper Crust. Premium Technology Infrastructure: In 2017, we upgraded to Ruckus Virtual

SmartZones, which has increased the performance and capacity of overall Wi-Fi and the resiliency of internet provision. During World Travel Market, our Wi-Fi supported 41,340 total users over the live days, using 4.774TB of data. New internal and external digital screens on our Prince Regent Walkway now provide an enhanced opportunity for exhibitors and brands to raise their profile amongst the millions of visitors that ExCeL welcomes every year. To raise the profile of the Elizabeth line and the benefits it will have for our organisers, we launched an ‘Events Super Highway’ campaign, including

a video, that was communicated via our digital channels.

AWARDS

The purpose of this campaign was to outline how transformational the Elizabeth line is set to be for our venue and customers, delivering an extended audience reach (1 million more visitors and 500,000 more key professionals within 2-hours of ExCeL), easy access for time poor, high-value professionals, and journeys to central London within 15 minutes, unlocking the very best that London has to offer.

In 2017, ExCeL London won the following awards:

ww Venue of the Year – AEO Excellence Awards 2017 ww Grand Prix Taylor Bennett Partners & ExCeL London - C&IT Awards 2017 ww IT & Telecoms Event of the Year - Taylor Bennett Partners & ExCeL London - C&IT Awards 2017 In addition, we were also shortlisted for the following awards:

ww Best Venue (over 8,000 m2) – Exhibition News Awards ww Best UK Conference Centre – M&IT Awards ww Innovation Award – AIPC ww Event Venue – Event Awards ww Best Event Venue over 1,000 Attendees (ExCeL) – London Venue Awards ww Best Event Venue under 500 Attendees (CentrEd) - London Venue Awards

MARKETING HIGHLIGHTS Our top line results for 2017 are as follows:

ww 995 leads worth £55.7 million were generated for the C&E sales team; 194 leads converted into events worth £10.6 million ww Participation in industry trade shows delivered a pipeline of leads worth £6.8 million ww Achieved a 6% increase in press coverage, with a total reach of 2.1 million views ww Delivered client support valued at £4.26 million for 142 events ww Positive start to our Elizabeth line campaign with 61,704 social media impressions to date ww Total channel growth of 27% across all social media representing an increase of 8790 contacts ww Successful trial of InGage with a 50% adoption from users logging-in via the Wi-Fi


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GROUP HIGHLIGHTS

managed to move all their hardware into the new datacentre providing ADNEC the ability to have a safe and secure IT Infrastructure. Moreover, the data center has the ability to host other entities and clients for their requirements and providing a channel for revenue generation for ADNEC.

ww Digital Signage Enhancements:

Numerous digital signage initiatives were deployed during the course of the year due to the regular feedback received from clients about the lack of directional signage within the venue.

SMART ADNEC ADNEC has undertaken this strategic initiative based on its vision to become the most successful exhibition, conference and events centre in the region. Like many other industries, the convention and exhibition industry – especially the MICE industry as a whole – is affected by the high levels of globalization and an increased awareness of cost and competition in a tougher economy. Expectations of visitors, exhibitors, advertisers, delegates, and organizers have changed; in many ways the alwaysconnected, always-up-to-date mind-set brought on by mobile devices and new computing technologies. This has quickly rendered existing technology (or its absence) in convention and exhibition buildings old fashioned. Increased mobility and ease of doing business have shifted a significant portion of sales volume to lower cost locations, often built from the ground up on modern technology. Thus, having high-cost large-scale operations in rapidly aging prime location buildings is largely becoming a major stumbling block in an industry once based on clout, authority, and government funding. Cost awareness, development of peripheral countries, and changing expectations of technological integration

are now driving progressively mobile customers towards locations previously deemed remote. Considering all the above including the evaluation of the IT landscape, inputs received from business departments and the strategic direction for ADNEC based on the Abu Dhabi government’s e-governance strategy, the program intends to deliver the following:

ww IT infrastructure enhancements

to support the new features and functionalities

ww Integrated application platform to enhance the business processes

ww E-Services development and delivery

KEY ACHIEVEMENTS ww Online Service Order Platform:

ADNEC IT Team were instrumental in launching ADNEC’s first online Service Order Platform for their Exhibitors. ADNEC was the first company outside Europe and America to launch such a service using the Ungerboeck platform. The portal allows ADNEC to sell their services directly to the clients and allow them to use a secure pay channel.

ww Fastest WiFi in UAE: As part of the

enhancement projects one of the key projects that was delivered was upgrading the Wireless Network of ADNEC venue providing up to 150 MB of speed for every visitor to the

venue. This project will significantly enhance the customer satisfaction for all visitors coming to ADNEC.

ww Tier 3 Datacenter: ADNEC launched

their first Tier 3 Datacenter within the venue which has the capability to host ADNEC and any other entities who would like to host their services within ADNEC. The Datacenter is equipped with redundant power and cooling thus establishing itself as a high available facility to host all of ADNEC’S hardware infrastructure. ADNEC IT team also

The SMART ADNEC team introduced a series of projects that include Way finding and Advertisement kiosks. The indoor WayFinding Kiosks were upgraded with a new 3D way finding solution that should guide ADNEC customers on how to reach their destination in a better and user friendly way. The new Digital signage also allows to view the events going on in ADNEC along with all the amenities on top of the normal way finding. Based on the above, the software provider ‘Four Winds’ published a case study on ADNEC’s journey on their website fourwindsinteractive.com/story/adnec

ww Continuing with the Digital Signage

Enhancements, the SMART ADNEC program was also able to replace the existing Double Sided Advertisement kiosks with new and improved kiosks that provide high resolution digital advertisements that are sold to the clients. Further based on ADNEC’s plan to provide digital directional signage, new double sided screens were implemented in the Grandstand and Capital Suites. These will allow specific notifications for events to be provided helping clients find their way.

ww VAT Implementation: ADNEC IT with

the support of the other departments in ADNEC implemented the Government’s VAT implementation. Whilst most of the entities across the country used external consultants to implement VAT, ADNEC IT completed the implementation and roll out for the VAT in-house thus saving costs and ensuring internal customer satisfaction.

ww Al Ain venue during 2017 constructed additional meeting rooms and all the meeting rooms were fitted with Digital Screens to manage and book meetings. The bookings will be centrally managed and will be used for both customers and employees.

ww Integration between ERP &

Ungerboeck: One of the key projects for ADNEC IT team was the integration of the 2 key applications for ADNEC ERP (Dynamics AX and Ungerboeck). Considering these are the key customer facing and back end applications, it was extremely important for ADNEC to have this integration to ensure the same records flow on the system automatically without manual intervention. This provides a single source of truth and data from the client contract to the invoicing and payment processes.

ww Parking Management System:

ADNEC IT team helped the ADNEC Security and operations team to implement the new Parking Management System. This is one of the most intelligent and enhanced parking system that allows new and advanced functionality to

ADNEC operations and their clients. The system has the ability to register automated vehicle number plate registration and online payment and booking ability which will significantly improve the customer experience when dealing with ADNEC.

ww Visa Management: As part of the

SMART ADNEC program a new and improved online Visa Management system has been implemented that allows ADNEC Government Relations department to apply for all Visa services online directly for all ADNEC and subsidiary companies. This also provides the feature to expedite the Exhibition Visa Services that are provided by ADNEC to their foreign delegates.

ww Awards & Recognition: ADNEC IT

Department were the proud recipient of the internal “Best Support Service Department” within the Support services and the IT Director also received the CIO100 award among entities within UAE.

FUTURE PLANS Considering the dynamic nature of technology and the disruptive technologies impacting day to day business, ADNEC IT wishes to improve further during the year 2018 by bringing in new technologies and initiatives that will ensure higher customer satisfaction and greater visibility of ADNEC around the world. Further the intent is to close the SMART ADNEC program by providing all the benefits to the business that have been achieved from the program. Some of the key projects that are already in the pipeline are:

ww Setting up of IT DR Facility in Dubai ww Customer Analytics & Footfall Management System

ww Ungerboeck for IDEX ww Unipole Digital Screen on the Marina ww Revamp of the IT Helpdesk System etc.


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GOVERNANCE COMPLIANCE Internal Audits conducted

Whistleblowing incidents

12

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

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

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 not only to 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.

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

Non-Executive Member

Independent Member

Her Excellency Noura Mohammed Helal Al Kaabi

Chairwoman

Saif Saeed Ahmed Ghobash

Board Member

Mohammed Najm Al Qubaisi

Board Member

DR. Omniyat Mohammed Al Hajeri

Board Member

DR. Yousif Al Sheryani

Board Member

Ali Murshed Al Marar

Board Member

Hareb Mubarak Abdullah Al Muhairi

Board Member

The Board met four times in 2017 and discussed and reviewed various matters relating to strategy and company performance, budget approval, the audited annual financial statements and policies and procedures. The board carried out an annual formal self-evaluation on the anniversary of their appointment in July 2017. 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.

Audit Committee

Management Committees

INTERNAL CONTROL

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

auditors and the compliance function.

wwFollowing up on the implementation plans arising from external audit and Abu Dhabi Accountability Authority reports. The Committee met 4 times in 2017 and have 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:

BOARD OF DIRECTORS

Name

wwReviewing the internal systems and controls, the adequacy of risk management process, and the performance of the internal

Executive Committee

Group CEO Strategy Management & Excellence Committee

COO

Sustainability Committee

CCO

Exhibitions Committee Recruitment Committee

CFO

Health & Safety Committee

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.

Internal Audits Year

2013

2014

2015

2016

2017

Number of Internal Audits conducted

9

12

9

14

12

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, which are directed to an external independent third party. Concerns are anonymous, confidential and 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 where 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 Organizations 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. While this has always been the case, the demands from Government and stakeholders to demonstrate adequate fraud control measures have increased recently and we can expect this trend to continue. Any fraudulent activity relating to a Government company represents a significant risk to the reputation of the organization, 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:

wwCOSO – Committee of Sponsoring Organizations of the Treadway Commission wwISO 31000 wwGuidance issued by AIRMIC and Institute of Risk Management 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.

As a well-managed organization, we want to ensure that our fraud management measures are robust, current and well understood across all levels of staff. ADNEC’s Fraud Control Policy 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.

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 A sample of ADNEC declaration of compliance to fraud control policy form

wwRisk monitoring 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.

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.

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 & Hospitality, Protection of Organisation’s Assets, Usage of Communication Methods.

Compliance Describtion

wwRisk treatment

2015

2016

2017

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 2015, 2016 or 2017 or pending lawsuits related to corruption, while no relevant fines or sanctions were imposed by the respective authorities.


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GOVERNANCE BCMS The Business Continuity reporting dashboard

BUSINESS CONTINUITY

S.No.

ADNEC has developed a Business Continuity approach based on the National Emergency Crisis and Disaster Management Authority (NCEMA) and ISO 22301 best practices. The key objective of this approach is to build the internal capabilities and processes to ensure ADNEC maintains its critical business activities and services in case of emergency, crisis, disaster or any business disruption.

BCMS Objective

BCMS requirement

APPROACH

Obj 1, Obj 2

Obj 2

Obj 2, Obj 4 BIA Update 4

Obj 2

The overall plan is managed by a BCM Committee that monitors, updates and manages the plan on a regular basis. The strategy and plan are tested for adequacy and regular tests are carried out to test multiple scenarios to check the plan’s effectiveness.

5

Obj 2

6

Obj 2

BUSINESS IMPACT ANALYSIS

The business impact analysis is a formal, documented, evaluation process for determining the impact of disruptions on essential services. Accordingly, the relevant documentation (BIAs, RPO, RTO etc.) have been enhanced during 2016 based on the recommendations of NCEMA guidelines and our internal EFQM assessment. From the information gathered, a comprehensive assessment and analysis of business activities was undertaken, as well as an analysis of the supporting resources that are required to perform these activities (including people, skills, systems, communications, equipment and facilities).

RISK ASSESSMENT

The Business Continuity Risk Management framework follows the ADNEC Risk Management approach and covers all Business continuity risks that ADNEC anticipates. This covers all aspects of the Risks anticipated resulting in business disruptions starting from identification, prioritization and management/ monitoring of the risks and controls in accordance with ISO 22301 and AE/ HSC/NCEMA 7000 requirements.

BUSINESS CONTINUITY MANAGEMENT PLAN

The Business Continuity Management Plan has been documented and establishes the detailed actions and responses by the various functions within ADNEC to sustain continuity of its essential services and actions following a business disruption. The plan covers all aspects of the scenarios including a detailed Communication Plan, Key roles and responsibility information, Criteria for invoking and managing the plan, Statement of main and alternative meeting and work locations, Contact details of agencies, Entities and beneficiary suppliers, which are key to the management of any emergencies, Recovery procedures, Emergency, crisis or disaster management guidelines etc.

Criteria ( C )

Number

C=0 Not acceptable C ≥ 1 Acceptable C ≥ 2 Good

Yearly

%

0% ≤ C ≤ 50% Not acceptable 50% < C ≤ 80 % Acceptable C > 80 % Good

Yearly

The BCM Committee must review the BCMS at least once in a year.

Number of Management Review meetings conducted in a year

BCM Committee members are highly committed to implement and maintain the BCMS

Number of BCM Committee members attending management review meeting*100/Total number of BCM Committee members

BCMS internal audit should be conducted at least once a year

Number of BCMS internal audits in six months

Number

C=0 Not acceptable C ≥ 1 Acceptable C ≥ 2 Good

Yearly

Ensure that Non-Conformities are closed before the next Audit

Number of open findings*100 / total number of findings

%

0% ≤ C ≤ 10 % Good 1% ≤ C ≤ 30 % Acceptable C > 30 % Not Acceptable

Monthly

%

0% ≤ C ≤ 80% Not acceptable 80% < C ≤ 99 % Acceptable C > 99 % Good

Yearly

Number

C=0 Not acceptable C ≥ 1 Acceptable C ≥ 2 Good

Yearly

Number

C=0 Not acceptable C ≥ 1 Acceptable C ≥ 2 Good

Yearly

Ensure that the BIAs of all Number of updated BIAs*100/ business functions are updated Total Number of BIAs at least once a year Ensure that the BC Risk Number of Risk Assessment Assessment has been reviewed Review at least once a year

BCP Update

Ensure that the BCP document is updated at least once a year

Number of BCP Updates per year

Ensure that a BC table top test is conducted at least once a year

Number of BC table top tests done per year

Number

C=0 Not acceptable C ≥ 1 Acceptable C ≥ 2 Good

Yearly

Ensure that a live BC testing is conducted at least once a year

Number of live BC tests done per year

Number

C=0 Not acceptable C ≥ 1 Acceptable C ≥ 2 Good

Yearly

0% ≤ C ≤70 % Not acceptable 70% < C < 80 % Acceptable C ≥ 80 % Good

Yearly

C >20% Not acceptable10%≤ C ≤ 20% Acceptable 0%≤ C ≤ 10% Good

Yearly

C < 70% Not acceptable70% ≤ C < 80% Acceptable 80% ≤ C ≤ 1000% Good

Yearly

0% ≤ C ≤ 80% Not acceptable 80% < C ≤ 99 % Acceptable C > 99 % Good

Yearly

C >20% Not acceptable0%≤ C ≤ 20% Acceptable C=0 Good

Yearly

0% ≤ C ≤70 % Not acceptable 70% < C < 80 % Acceptable C ≥ 80 % Good

Yearly

0% ≤ C ≤70 % Not acceptable 70% < C < 80 % Acceptable C ≥ 80 % Good

Yearly

BCP Testing 7 Obj 2

Number of people who attended BC awareness Sessions*100/Number of employees who should attend a BC awareness session

%

8

BCMS Awareness Ensure that all BC Teams are trained on their BC roles and responsibilities Obj 2, Obj 3

Number of Failures in properly and timely responding to an incident due to lack of staff awareness*100/Total Number of incidents

%

9

BCMS Awareness Ensure that all BC Teams and staff are aware of their BC roles and responsibilities Obj 3, Obj 2

Total Number of current risks above the acceptable level * 100 /Total Number of risks above the acceptable level of last year

%

10

Obj 2

BC Risk Treatment Keep BC Risks at acceptable level

BC Testing 11

Obj 2

Business Continuity Plan Effectiveness 12

Suppliers BC capabilities

13

Ensure that all parties involved Number of Business Functions in the BC plan participate in the who participated in the Test BC testing *100/Number of Business Functions who should participate in the BC testing

%

Reduce the time of business disruption following an incident.

Number of incidents where the time to resume the business took longer than the target time (as per BIA results)*100/ Number of disruptive events that happened in the last year (source: Incident logs)

%

Ensure that critical suppliers services are available when required through identifying back up supplier for each critical supplier

Number of crtitical Suppliers deemed Single or Sole Source*100/Total Number of “Critical” Suppliers

%

Ensure that all critical suppliers are assessed for the BC capabilities

Number of Supplier Business Continuity Assessments Completed*100/Total Number of “Critical” Suppliers

%

Obj 2

AWARENESS & TRAINING

ADNEC has established a detailed training and awareness plan for all the employees working in Business Continuity Management System. Additionally, awareness sessions have been established for all employees to spread the BCM capability and awareness, individual roles and responsibilities in case of any disaster and to ensure continual improvement of the overall BCM. Special trainings have been arranged for the Duty Directors and Duty Managers.

Frequency

Unit of Measurement

BC Risk Assessment Update

Obj 2

BUSINESS CONTINUITY MANAGEMENT STRATEGY

ADNEC has developed and approved the BCMS Strategies, to be able to continue performing its important and business critical activities and services following a business disruption for identified scenarios and risks that could not be removed or mitigated to acceptable levels.

Internal/External Audit

2

Further ADNEC has implemented a Duty Manager and Duty Director rota that supports any immediate emergencies during normal operations.

Some of the key elements of the BCMS are:

Metrics Key Performance Indicator

BCMS Performance Review Management Obj 1, Obj 2 review of the BCMS 1

ADNEC has implemented a BCMS (Business Continuity Management System) covering all its business processes and have identified the critical functions that need to be managed during any business disruption. The BCMS follows the best practices established by a structured approach evaluating the Business Impact of all functions and Risk Assessments for any threats to the ADNEC’s business for ADNEC. Appropriately a Business Continuity Management Strategy and Plan have been established that caters to the overall activities and a structured approach to monitor and manage any threats to the business.

Expectations and objective of measurement

Obj 2


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STRATEGY VALUES OUR FOUR 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

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 THROUGH CREATING A PLATFORM THAT ENABLES EVENT ORGANIZERS TO REALIZE THEIR GOALS OF CONNECTING PEOPLE VIA WORLD-CLASS EVENTS AND VENUES AND DELIVERING BEST-IN-CLASS SERVICES TO EXCEED STAKEHOLDER EXPECTATIONS.

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

STAKEHOLDERS ENGAGEMENT

2

Developing the cultural tourism

3

Improving the tourist experience in shopping centers

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 organizers 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

Abu Dhabi Policel l

EES

E M P LO Y

llEmployees

ww ww

llOrganisers llVisitors

llConference Associations

llExhibitors llProfessional Conference Organisers PCOs

llService Providers llContractors

Y

ww

llGeneral Headquarter

llDelegates llVendors

IE T

ww

llLocal Community

SOC

ww

llExecutive Offce

llDepartment of Culture & Tourism

llLocal Community Associations & NGOs

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 & services To be an attractive place to work

llEvents Patrons llDepartment of Transport

ADNEC STRATEGIC GOALS ww

llCrown Prince Court

llCentral Intelligence Department

llOffice Tenant

llSubcontractors

S

2017-2021

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

llDepartment of Finance llExecutive Council

S

ADNEC STRATEGY PLAN

C

ER

ADNEC ROLE

GI

TN

Agilityl l Hotels Operators Aloft and Hyattl l

ADNEC CONTRIBUTION

RA TE

R PA

34 KEY PERFORMANCE INDICATORS

Promoting and developing the touristic areas

llConsultants

SU

ER

83 PROGRAMS

1

M

25 GOALS

6 PROGRAMS

A secure & 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 TO ABU DHABI PLAN

S CU

PPL

IERS ADNEC's Stakeholders' Wheel

TO


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STRATEGY

ADNEC VALUE CHAIN AND BUSINESS MODEL DIAGRAM Board of Directors

Abu Dhabi Government

Department of Culture & 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 Event Cycle

Supplier

ADNEC stakeholders meeting

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

ADNEC STAKEHOLDERS Abu Dhabi Government

Events Patrons Local Community

Organisers Exhibitors

Board of Directors

Suppliers

Office Tenant

Visitors

Hotel Operators ADNEC strategy workshops

Department of Culture & 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

Employees

Service Partners

Logistics

Department of Transport, Abu Dhabi International Airport, Transport Providers


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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. 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.

Economic Impact

Number of events

Number of visitors

AED

442

2,082,000

3.89 Billion TO THE EMIRATE OF ABU DHABI

INCREASED BY 36% FROM 2016

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. The economic impact calculation depends on key variables and parameters like number of visitors, type (domestic and international), length of stay, average spend, services and goods involved, hotels and airlines etc. The model considers various types of affected sectors like wholesale, retail trade, repairing services, restaurants and hotels, transport, storage and communication. As shown in the chart, ADNEC’s Gross Value Added (GVA) has improved and increased during the last 5 years, benefiting from the growth in hosted international events like IDEX, ADIPEC, SIAL and many others.

Other parameters that we also measure as part of our economic impact formula is the number of jobs supported in the UAE, hotel room nights generated through our hosted international exhibitions and conferences and the economic output generated. For 2017, ADNEC’s activities generated

695,732 room nights and supported 22,300 jobs.


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EXCELLENCE AND INNOVATION THE BEGINNING ADNEC STARTED ITS EXCELLENCE JOURNEY IN 2011 WHEN WE PARTICIPATED FOR THE FIRST TIME IN THE ABU DHABI EXCELLENCE AWARD “SHEIKH KHALIFA EXCELLENCE AWARD” (SKEA) AND WON THE GOLDEN CATEGORY. FROM 2013 WE HAVE PARTICIPATED IN THE ABU DHABI GOVERNMENT EXCELLENCE MODEL. Since 2012, ADNEC started to use the EFQM model as its foundation towards excellence. 2013 was the first participation for ADNEC in the Abu Dhabi Award for Excellence in Government Performance, followed by two other cycles in 2015 and 2017. The model is credible, renowned and easily benchmarked which was a key factor in the decision to adopt it for business growth and excellence.

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.

“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”

WHY EXCELLENCE

Humaid Matar Al Dhaheri ADNEC Group CEO

CULTURE ww To institutionalize the culture of excellence within the company ww Excellence is not a job, it is a description of each job.

RECOGNITION ww We participated in international excellence programs (R4E) recognized for excellence

and we got a score of 450-500, and developed all of our systems in accordance with international best practices.

LEARNING ww Excellence is a journey and never ending process ww Though we believe we can win but winning is not our object, we aim to learn, drive customer happiness and continuously enhance performance ww Excellence is a strategic tool to continuously enhance effectiveness and efficiency ww Excellence is a strategic tool to improve our results ww ADNEC looks forward to receiving the assessors’ feedback report to drive its continuous improvement efforts.

CUSTOMER HAPPINESS

CORPORATE COMMUNICATIONS

RISK MANAGEMENT & BUSINESS CONTINUITY


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EXCELLENCE AND INNOVATION

Our efforts during the last 5 years helped us be a real customer focused organization, we look at challenges and convert them into opportunities, we put the customer’s needs at the heart of what we do and we always try to exceed their expectations. The culture of excellence has been adopted across ADNEC’s units, services, products and staff and this is the true essence of excellence).

His Highness Sheikh Mohamed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces hounors the ADAEP winners

Four of ADNEC’s staff were shortlisted in the Top 10 for the following awards: best innovative employee, best new joiner, best field work employee and best administrative support employee. During this cycle, ADNEC worked on instilling a culture of excellence across all departments and functions. The company invested in its people through structured excellence related training programs such as the certified excellence assessor program and leaders for excellence programs. The company launched initiatives and activities relate to customer experience, external and internal communication, service delivery, process efficiency, risk management and business continuity in addition to many other excellence related topics. GCEO Humaid Al Dhaheri receives the EFQM certification “Recognized for Excellence” (4 Star Category)

ADNEC’s team celebrating the 2017 ADAEP awards

H.E. Noura Al Kaabi & GCEO Humaid Al Dhaheri with the winners of Capital Awards first cycle


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EXCELLENCE AND INNOVATION

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

THE VALUE 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.

KEY EXCELLENCE ACHIEVEMENTS IN 2017 ww Wnning three awards: Customer Happiness, Business Continuity and Risk Management and Corporate Communications as part of ADAEP 2017 cycle.

ww The first company within MICE sector in MENA region to be awarded EFQM certification “Recognized for Excellence” (4 Star Category) ww The first company within MICE sector in MENA region to build Innovation Lab and first to be awarded international attestation for Innovation Management (CEN/TS 16555-1:2013)

ww The first company within MICE sector in MENA region to launch internal excellence award program “The Capital Awards” ww Conducting five EFQM Certified Training programs and certifying 48 of our staff as either internal excellence assessors or

INNOVATION To cope with fast changes and global trends. ADNEC responded to the Emirate's strategic direction of adopting innovation and future foresight by investing in knowledge and training related to innovation in addition to building ADNEC innovation lab at the venue in Abu Dhabi. The innovation lab is the physical space that aims to encourage ideas and stimulate creative thinking. The lab has been designed internally and it is managed by the ADNEC innovation team.

MYIDEA – STAFF SUGGESTION SCHEME To institutionalize innovation, ADNEC supported this lab by issuing its first innovation strategy, and launched its “MYidea” Scheme for capturing, analysing, prioritizing and implementing creative ideas. The purpose of ADNEC’s MYidea scheme is to provide a platform where ADNEC staff can share their innovative ideas with ADNEC leadership and decision makers in the company. The ultimate goal is to motivate staff to be innovative and encourage continuous flow of innovative ideas that help ADNEC in achieving its corporate objectives, exceeding stakeholder’s expectation and developing a culture of creativity and innovation.

certified leaders for excellence.

ww ww ww ww

Conducting specialized training for ADNEC innovation team and certifying 15 innovation auditors. Issuing ADNEC new Corporate Strategy and 8 Specialized Strategies. Issuing 41 excellence methodologies and reengineering more than 55 processes Successfully participating in ADAEP 2017 cycle.

ADNEC INNOVATION MISSION Our Mission is to create a culture of innovation and creativity with the philosophy of happy minds within ADNEC. We promote awareness among ADNEC employees and equip them with tools and best practices that enable ADNEC to become an innovative group of world class venues and services.

In the picture H.E. Noura Al Kaabi at ADNEC innovation lab.


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EXCELLENCE AND INNOVATION FIKRALABS As part of the UAE Innovation Month, which aims to strengthen the country’s position as a global innovation hub and celebrate “innovators” across the nation, ADNEC has partnered with the Department of Culture and Tourism – Abu Dhabi, Miral, Etihad Aviation Group and WAMDA (an entrepreneurship platform) to launch a new acceleration programme called FIKRA Labs during the UAE Innovation Month 2018. Aimed at driving innovation and fostering entrepreneurship in the Abu Dhabi travel and tourism sector, the acceleration programme FIKRA Labs will provide startups with unparalleled mentorship opportunities and the chance to win a potential equity investment. The acceleration programme will take place across multiple phases and is open to startups across the MENA region. Following the initial registration and screening process, selected participants will take part in a four-week incubation process where they will tackle specific travel and tourism challenges set by the four partners. They will be mentored on their ideas throughout, before refining their business plans and developing prototypes in partnership with industry experts and Abu Dhabi’s leading travel and tourism players. Humaid Matar Al Dhaheri, Group CEO of ADNEC, said: “ADNEC is pleased to be one of the founding partners of Fikra Labs initiative, which offers us an ideal platform to accelerate the creation and adoption of innovative ideas in tourism sector. In supporting this initiative, we seek to provide an enabling environment for investment in the creative ideas of our young entrepreneurs and turning them into reality. We are confident that investing in creative ideas and maximising their impact on tourism and related sectors will give a fresh impetus to the industry.”

INNOVATION TOWARDS SOCIETY Al Dhaheri added: “In a rapidly evolving sector like tourism, it is imperative that we diversify our resources to develop and grow the emirate’s tourism credentials and keep abreast with the constant changes and new developments in our industry. We look forward to working with Fikra’s creative minds and their ground-breaking ideas to address many pressing challenges faced by our industry and turn them into opportunities.” All applications received will be reviewed by a screening committee composed of ADNEC, DCT, Miral, Etihad Aviation Group and Wamda, and will be scored according to preestablished judging criteria and scoring metrics. Applicants with the highest scores will then be invited to a 30-minute interview with the committee, which will learn more about them and check if they have the required technical and leadership skills, motivation, commitment and resilience to make their startups successful.

ADNEC aims to extend its innovation practices to engage and benefit the local community of Abu Dhabi. This can be done through several ways, including ADNEC’s society focused innovative initiatives listed below:

Initiatives

Examples

ww Inviting school’s students to use ADNEC’s innovation lab

Develop and implement ADNEC's CSR initiatives with a focus on innovation

ww Encourage innovative university students to visit ADNEC’s innovation lab and share their experience

ww Support and adopt these innovative students ww Innovation month / week ww Winner of the month (an award targeting students and local community)

The shortlisted startups will then join a two-day mini bootcamp designed as an intensive workshop to help participants develop their business ideas and become pitch-ready. They will then pitch their business ideas to the screening committee who will choose the final teams to be part of a four-week incubation process. The final day of the programme will be a one-day event in which the finalists will attend working sessions with the Wamda team and industry experts to finalise their prototype, pitches and presentation decks. They will then pitch their ideas to the jury and participate in a Q&A session. The day will conclude with an awards ceremony, where four winners will be announced.

‫لنتواص‬

‫ل بلغة االبتكار‬

NOVATION

UNICATE IN

LETS COMM

ise

FIKRA LABS core team

.AE

ISE@ADNEC

GCEOPROM

vation Prom ADNEC Inno

AT


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51

OUR APPROACH TO SUSTAINABILITY

SUSTAINABILITY @ ADNEC

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 GCEO 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.

governmental institutions towards 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 MEANS: 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

MATERIALITY ASSESSMENT

ww There has been financial allocation within ADNEC’s annual

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

ww ADNEC’s senior management continuously focuses on this topic

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

budget to execute activities related to this topic

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

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

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

Potential issues were then prioritised and rated according to:

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.

ww Importance for Abu Dhabi ww Importance for ADNEC ww Importance for our Stakeholders

IMPORTANCE FOR ABU DHABI MEANS: Abu Dhabi’s Leadership, represented by Executive Council, focuses on this topic and has issued clear directions to

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

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 institutionalize 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:

wwDeveloped a sustainability policy. wwEnhanced its reporting framework wwIdentified clearer team responsibilities wwDeveloped a strategic theme for sustainability as part of the company’s strategy map

ww Developed a detailed CSR Strategy which will be expanded to be a sustainability strategy in 2018

ww Developed and documented a detailed CSR approach (methodology) which will be further expanded

wwTo develop a more comprehensive sustainability approach in 2018


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SUSTAINABILITY SUSTAINABILITY MEMBERSHIPS

Materiality Matrix Importance for Abu Dhabi*

Importance for ADNEC*

ABU DHABI SUSTAINABILITY GROUP (ADSG)

Importance for Stakeholders*

Total 11

MANAGEMENT 1

Governance

4

4

3

2

Methods

3

3

3

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 12

7

Indirect Economic Impact

4

4

4

8

Grievance Mechanisms

1

1

1

3

9

Anti-Corruption

4

4

4

12

EMPLOYEES 10

Job Positions

2

4

1

7

11

Training & Development

3

4

3

10

12

Diversity & Equal Opportunity

3

4

3

10

13

Occupational Health & Safety

5

5

5

15

14

Human Rights

4

4

4

12

15

Work Arrangements

2

2

2

6

16

Emiritisation

5

5

1

11

17

Child and Forced Labour

1

1

1

3

SERVICE PARTNERS & 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 & 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

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 AN EXPERIENCED AND TALENTED PEOPLE FORCE. ONE OF OUR FOUR CORE VALUES IS TO WORK TOGETHER. WE BELIEVE IN SUSTAINABLE GROWTH AND EMARITISATION. WE ARE DEDICATED TO ATTRACTING AND NURTURING THE BEST TALENT AND WE MAINTAIN A COLLABORATIVE, ENGAGING AND CREATIVE ENVIRONMENT IN WHICH OUR PEOPLE CAN THRIVE AND GROW.


56

57

OUR PEOPLE

Employees

186

Emiratisation rate

Gender ratio Females 32% Male 68%

69%

Employee turnover rate

Participation in Employee Satisfaction Survey

5.4%

Employee Satisfaction Survey level

91.5%

82%

We know that talent will determine our ability to achieve our vision and strategic goals. It is only by developing all our people to be the best they can be that we can reach our own objectives. As we believe in sustainable growth and Emiritisation, we are dedicated to attract and nurture the best talent, as well as maintain a collaborative, engaging and creative environment in which our people can thrive and grow.

EMPLOYMENT

WORLD CLASS VENUE & SERVICES

In 2016, the total number of ADNEC staff reached 199 employees and they were categorized as per the tables below:

ww 184 employees have permanent contracts working full time. ww 15 employees have temporary contracts (usually from 6 months - 1 year) working full-time. There are no variations in annual

Drive For Excellence – The Emiritisation Committee, Social Committee and Employee Happiness Commitee were established consistent with ADNEC Excellence Initiative and in line with requirements from ADAEP.

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

Leadership Appointments –Through either succession planning or external recruitment, UAE National appointments were

employment numbers due to seasonal variations. Labour and Employees.

Staff categorisation

Hierarchy/ Category

made to strengthen the leadership team in Al Ain, Building Engineering Services, Procurement, Venue Operations and Marketing.

AN ATTRACTIVE PLACE TO WORK Leadership

Supervisory

Executive Support

Specialized

Technical & Handcraft

Total

Female

Male

Female

Male

Female

Male

Female

Male

Female

Male

ADNEC Permanent Employees (number)

1

5

18

55

22

30

20

29

0

6

186

ADNEC Temporary Employees (number)

0

0

4

3

3

1

3

2

0

1

17

New Hires (Age/ Gender)

Age <30

Age 30-50

A strong 2017 performance EMIRATISATION

Contracted 2017 TARGET

Age >50

Total

Female

Male

Female

Male

Female

Male

ADNEC Permanent Employees (number)

5

10

0

12

0

0

27

ADNEC Temporary Employees (number)

0

0

4

2

0

0

6

EMIRATIS

EXPATS

61%

39%

Contracted ACHIEVED EMIRATIS

69%

2017 MANPOWER MANPOWER PLAN & BUDGET 2017 APPROVED HEAD COUNT

187

2017 BUDGETED POSITIONS

17

% OF POSITIONS RECRUITED ACHIEVEMENT

16

94%

HRA CIRCULAR 9 PROGRESS

EXPATS

33%

POSITIONS IDENTIFIED FOR EMIRATISATION

14

POSITIONS CLOSED

10

% OF ACHIEVEMENT

71%


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59

OUR PEOPLE

Emiratisation We exceeded our target for Emiratisation in 2017 by achieving a rate of 69% compares to our target of 61%. A total of 26 UAE Nationals were appointed in 2017.

Employee Self Service Continued to migrate employee services online with the introduction of 2018 objective setting.

HR Policy New HR policies introduced for birthday leave, personal time & whistleblowing.

Employee Satisfaction The level of employee satisfaction at 75% is well above the regional benchmark of 60%. Career growth continues to be the main emphasis. Employee satisfaction level is above 80% for 4 of 10 factors – Teamwork, Loyalty, Quality & Customer Focus and Vision, Values & Purpose. Employee Happiness is being measured for the first time in early 2018.

Employee Engagement During 2017, 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 again attended the UAE National Forum to share and exchange views. The Group CEO opened his door & invited employees to “Meet the GCEO” and ask any question on their mind.

Female Career Growth 50% of all promotions were women with a drive to see more UAE women in more senior positions in the organization. Of the 40 delegates to attend the Space to Perform development programme at Excel London, 38% are women.

Driving Innovation The employee suggestion scheme, MyIdea, was re-launched & rewards increased to encourage more ideas to flow from employees. 141 ideas were submitted of which 75 were received in Q4 alone following the introduction of a new online submission process.

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 way of working 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, MyIdea, social & internal events. 65 employees were involved in 21 different teams or committees during 2017.

LEARNING & 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. They spend time at our London venue gaining additional hospitality and MICE industry experience. The programme provides the opportunity for UAE Nationals to experience first-hand one of the leading venues in Europe. The program has been successful since its inception in 2009, with 40 Nationals have taken part in the programme, out of which 29 remain with the company today. Recently we have extensively modified the programme and introduced a more focused structure and more relevant content. In 2016, two (2) ADNEC employees completed the 12-week programme, and one (1) employee completed the 8-week programme. In 2017, Three (3) employees have been selected to complete 12-week programme.

IGNITE PROGRAMME Our IGNITE induction and development programme was launched in 2016 to settle the UAE National new joiners smoothly to their role with ADNEC by covering all the relevant departments in order to gain practical experience and continuous development in their career field. In 2016, three (3) employees have successfully completed their programme. In 2017, (5) employees are under IGNITE Programme.

MASSAR DEVELOPMENT PRGORAMME 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 of (31) UAE National employees. The program is currently in stage 1, the INNERMETRIX Exam and 5 training programs are completed out of 16 programs.

THE ICCA CONGRESS

UP TO DECEMBER 2017, 40 UAE NATIONAL STAFF HAVE SUCCESSFULLY ATTENDED THE EXCEL LONDON SECONDMENT PROGRAMME TO BE TRAINED IN OPERATIONAL, COMMERCIAL AND TECHNICAL SKILLS.

The ICCA Congress is the annual meeting of the International Congress and Convention Association. (4) employees from Sales and Marketing department attended The ICCA Congress which was held in Prague, Czech Republic from 12-15 November 2017.

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


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OUR PEOPLE

TRAINING PROGRAMME SPACE TO PERFORM

IGNITE

PROGRAMME “EXCEL LONDON”

2017Contracted DELEGATES MALE

FEMALE

1

2

3 MONTHS PERIOD

IGNITE PROGRAMME

INTERNSHIP PROGRAM

Contracted 2017 JOINERS

Contracted 2017 INTERNS

5

19

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

ww Ensure the availability of human resources to meet present and future organizational 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

TRAINEES

INTERNS

25 WEEKS PERIOD

1-3 MONTHS PERIOD

2017 TRAINING CALENDAR All ADNEC employees have access to the training calendar and can easily book to attend a course. The training programmes include a wide range of topics from management, creativity and innovation, business skills and health & safety.

Employee Training

L&D KPI’S

KPI

2017 TARGET

2017 ACTUAL

% of Annual Training Programs Implementation of Training Plan

65%

71%

% Of Trainees Per Job Category -Leadership

90%

80%

Total Number of Trainees (Overall)

200

277

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

85%

87%

% of UAE Trainees in Leadership programs

4%

13%

% of National Employees Trained

87%

83%

% Of Female National Employees Trained In Leadership Training Programs

5%

4%

-

28

20

131

Average Number of Training Hours (Overall) Post Training Knowledge Sharing (hours)

Average training hours per employee Average training hours per gender

Average training hours by grade

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

2013

2014

2015

2016

2017

18

25

40

31

31

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 26 100% 89% 83% 82% 11%

LEARNING AND DEVELOPMENT ROADMAP FOR 2018

Internal training session - ADNEC Innovation Lab

Update all employees’ professional development plans/ PDPs

Identify high potential employees for career path purposes

Create new PDPs for other employees

Introduce new learning methods; Learn from Movies, Meet the Guru, Knowledge Café’, Learning by Doing, Superwomen @ the Workplace, Coaching Corner.

Introduce new development programs i.e. fresh graduates and new comers

Create competency framework for each function and department


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OUR PEOPLE

FLAG DAY 2017

HAYAKUM STAFF CONFERENCE 2017

Abu Dhabi National Exhibitions Company (ADNEC) commemorated the UAE Flag Day on 3rd November, marking the 12th anniversary of the accession of His Highness Sheikh Khalifa bin Zayed Al Nahyan as President of the UAE.

ADNEC held its 6th 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 was organised to celebrate ADNEC’s achievements in 2016 and highlight its future outlook.

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).

The senior management got to engage closely in team building games and action-packed activities geared towards elevating team spirit in an informal ambience. Also, the senior management honoured creative employees who invented sustainable exhibition stands which provide efficient and practical solutions to stakeholders in the MICE industry. Hayakum is an event that is put together and managed by ADNEC employees.

NATIONAL DAY CELEBRATIONS 2017 ADNEC celebrated the 46th UAE National Day, that was attended by Humaid Matar Al Dhaheri, Group CEO. The celebration was organised by ADNEC Internal Events Committee. The event theme was “Year of Zayed” where the employees enjoyed a number of cultural and heritage activities as part of the National Day celebrations.

EMIRATI WOMEN’S DAY 2017 ADNEC celebrated the Emirati Women’s Day in a special ceremony attended by HE Noura Al Kaabi, Chairwoman of ADNEC, and Humaid Matar Al Dhaheri, ADNEC Group CEO. HE Al Kaabi paid tribute to our 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

OUR INTERNAL COMMUNICATIONS

MYSITE – INTERNAL EMPLOYEE PROFILE

The way we communicate with each other is central to 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.

ADNEC provided an internal social site located on our intranet where our people have their own profile on MYweb. This profile captures details about our people’s skills, experiences, interests and much more. MYsite allows our people to post blogs, upload photos and comment on other’s stories and news as well as get alerts on new posts by the people they find interesting.

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).

YOUR OFFERS ADNEC allocated a page on the intranet to keep our people updated on the latest deals and offers for ADNEC people.

ADNEC is committed to diversifying the channels to encourage teamwork, networking and enable ADNEC people to ask questions to senior management and continuously emphasize the inter-departmental communications.

TOWN HALL MEETINGS AND DEPARTMENTAL UPDATE AND AWARENESS SESSIONS ADNEC is committed to diversifying the channels to encourage teamwork, networking and enable ADNEC people to ask questions to senior management and continuously emphasize the inter-departmental communications.

MYMAG – INTERNAL MAGAZINE ADNEC’s company magazine is by ADNEC people for ADNEC people. Since 2015, MYmag is being published in its’ electronic version only. This is part of ADNEC’s continuous efforts in promoting sustainability, which is one of the main principles that we are committed to in all our work, for the future of the new generations.

MYNEWS – INTERNAL NEWSLETTER ADNEC has a monthly newsletter that enables ADNEC people to stay up-to-date with current activities and achievements. It is published on ADNEC’s intranet (MYweb) as well as being displayed in our internal offices.

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


66

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OUR PEOPLE

EMIRATISATION As an Abu Dhabi government entity and in support of Abu Dhabi Economic Vision 2030, ADNEC has developed an Emiratisation target and strategy. Developing our UAE Nationals to take on more responsibility and become ADNEC’s future leaders. In 2017, ADNEC marked a significant progress in the Emiratisation strategy. We improved on our existing initiatives and implemented a number of new specialized development programmes and activities designed to maximise potential, support and retain our UAE National talent. At the end of 2017, ADNEC achieved an Emiratisation rate of 69% compared to 61% in 2016, with the percentage of Emiratis in the senior leadership team reaching 83%.

CAREER DEVELOPMENT All ADNEC employees receive regular performance and career development reviews. All employees participate in an annual performance appraisal as well as a mid-year performance review. This is a continuous process where employees review their key goals and objectives, assess the core competencies, and identify any gaps in their development plan. All development plans are reviewed and approved by line managers. In 2017, 95.5% of employees have completed their performance review.

Percentage completed

Percentage completed by employee grade

2013

2014

2015

2016

2017

Female

100%

100%

100%

100%

95.7%

Male

100%

100%

100%

95%

95.3%

1a/b

100%

100%

100%

100%

100%

2a/b

100%

100%

100%

86%

100%

3a/b

100%

100%

100%

100%

92.2%

4a/b

100%

100%

100%

99%

94.2%

5a/b

100%

100%

100%

88%

100%

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 Emirate of Abu Dhabi. The amount of this 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 an 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.

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

CHILD EDUCATION ALLOWANCE 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 to this allowance (national or expatriate).

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 the 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.

EMPLOYMENT BENEFITS AND ALLOWANCES All jobs are classified according to a criteria based job evaluation system comprising five main grades; 1 to 5. Each grade has two levels of complexity; a and b. An employee’s grade is specified in their offer letter and contract of employment.

Benefits and Allowances GCEO

SALARY COMPOSITION

NATIONAL SERVICE ALLOWANCE

Performance Appraisals

Grade

In addition to salary, ADNEC provides a comprehensive benefits package including housing, schooling, annual flight tickets, noncontractual bonus, national service allowance, transport allowance and cost of living allowance.

Grade Definition

Indicative Roles

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 only 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.

Highest level of leadership

Group CEO

1a

Large Functions reporting to GCEO

Group CSFO

UAE NATIONAL ALLOWANCES

1b

Heads of Business reporting to Group CEO

COO, CCO, CFO

All UAE National employees are entitled to receive the following allowances each month:

2a

Heads of Group Functions reporting to Chiefs

Directors

2b

Heads of Major Departments Functional Leadership

Directors, Heads of Departments

3a

Heads of Departments reporting to Business Unit

Heads of Departments, Senior Managers

3b

Heads of Disciplines / Large Teams

Managers, Senior Specialists

4a

Team Leaders of small teams

Senior Executives, Specialists

4b

Individual Contributors with expert knowledge

Executive Assistants, Graduates

5a

Individual Contributors that perform specific activities

Document Controller, Operators, Assistants

5b

Individual contributors that operate under supervision

Support Staff, Technicians

ww Social Allowance ww Child Allowance 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 on-going wellbeing of employees and their eligible dependents. ADNEC provides all expatriate employees and their sponsored dependents with a medical insurance plan.


68

69

OUR PEOPLE

LONG SERVICE AWARDS

SUPPORTING WORKING PARENTS

ADNEC recognizes the value of retaining long serving employees. We celebrate the occasion of an employee reaching long service milestones and for their dedication to the organization. All employees who have served the organization 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 recognized on the completion of five years of service and every five years post the completion of the initial five year period.

All married female employees who have successfully completed their probation period qualify for maternity leave. In 2014, ADNEC revised its maternity policy and increased the length of time off from 45 days to 60 days. Female employees with one year’s service or more are entitled to 45 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 1 year old. Post-delivery, female employees are entitled to two half hour nursing breaks each day for 18 months. 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.

Long Service Awards Years of Service

2013

2014

2015

2016

2017

5-9 years

58

96

103

96

83

10+ years

11

15

18

28

32

Supporting Working Parents 2014

2015

2016

2017

Number of female employees who took maternity leave

5

3

10

4

EMPLOYEE ENGAGEMENT

Number of male employees who took paternity leave

12

5

15

10

EMPLOYEE SATISFACTION SURVEY

Number of female employees who returned to work after maternity leave

2

3

10

3

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

3

3

2

0

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.

Employee Satisfaction Survey 2013

2014

2015

2016

2017

Employees Satisfaction Results

72%

76%

79%

75%

82%

Survey Participation

64%

85%

80%

87%

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 summarizes the numbers for 2017. Gender

Age Group

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

2016

2017

Minor injuries

2

5

Medium injuries (returned to work next day)

1

2

Medium injuries (3 days off )

0

0

Male

Female

Under 30

30-50

Over 50

Grade 1

5

0

0

1

4

Grade 2

24

0

0

21

3

Major injuries (more than 3 days off )

0

0

Grade 3

27

17

1

37

6

Grade 4

Fatalities

0

0

47

38

22

62

1

Grade 5

25

5

10

20

0

HUMAN RIGHTS

EMPLOYEE TURNOVER

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.

Our results for employee turnover is showing a favorable trend between 2014 and 2017, reflecting work stability at ADNEC. The table below summarizes the results:

Employee Turnover

Employee turnover % by gender

Employee turnover % by age group

2013

2014

2015

2016

2017

Female

1.5%

4.1%

2.3%

3.0%

3.0%

Male

3.0%

3.8%

3.3%

5.6%

9.0%

<30

1.2%

2.8%

2.3%

1.0%

3.0%

30-50

2.7%

5.0%

3.0%

5.6%

8.0%

>50

0.6%

0

0.3%

2.0%

1.0%


70

71

OUR PEOPLE

ADNEC INTERNAL COMMITTEES Criteria for evaluating team member’s participation:

ww Attendance of committee meetings ww Contribution and value added (input, ideas, suggestions, discussions, etc.)

ww Timely completion of assigned tasks ww Exceeding expectations ww Positive attitude and cooperation

ww Willingness to take responsibilities and perform additional tasks

ABU DHABI AWARD FOR EXCELLENCE IN GOVERNMENT PERFORMANCE - ADNEC TEAMS TEAM

LEADERSHIP

STRATEGY & CORPORATE RESULTS

2017 MEMBERS ww ww ww ww ww ww

GCEO (Team Leader) GCSFO CFO COO CCO IDEX Director

ww Mike Henderson (Team Leader) ww Khalifa Al Qubaisi ww Derar Al Manaseer ww ww ww ww ww ww ww ww ww

Saeed Al Shamsi (Team Leader) Rashed Alhameli Michael Burton Nasser Al Mheiri Shaikha Al Shehhi Amna Al Ghanim Laila Al Marzouqi Rashed Al Darmaki Tamir Al Horani

ww ww ww ww ww ww

Rashed Alhameli (Team Leader) Nasser Al Mheiri Shaikha Al Shehhi Amna Ghanim Manal Kulaib Rashed Al Darmaki

ww ww ww ww

AbdulMunaf Surve (Team Leader) Abeer Al Ali Hamad Al Zaabi Manal Al Ali

ASSET MANAGEMENT

ww ww ww ww ww ww ww

Sehmi Al Ahbabi (Teal Leader) Ahmad Shaker Hassan Al Marzooqi Moataz Ahmad Crestelita San Pedro Tharian Vurgese Kiran Kumar

PROCESSES MANAGEMENT & SERVICE DELIVERY

ww ww ww ww ww

Khaula Bin Buti (Team Leader) Derar Almanaseer Shaima AL Abed Michelle Higgins Shouq Al Jaeedi

PEOPLE & PEOPLE RESULTS

EMIRATISATION

SUPPLIERS MANAGEMENT

TEAM

2017 MEMBERS

SUSTAINABILITY TEAM

ww ww ww ww ww ww ww

Derar Almanaseer (Team Leader) Rashed Al Hameli Abeer Al Ali Mouza Al Hameli Rashed Al Mansoori Maryam Al Jaeedi Ali Khalifeh

KNOWLEDGE MANAGEMENT

ww ww ww ww

Tamir Al Horani (Team Leader) Asma Al Zaabi Shurooq Al Tenaiji Laila Al Marzooqi

INNOVATION MANAGEMENT

ww ww ww ww

Irette Ferreira (Team Leader) Khaula Bin Buti Manal Al Ali Zika Pavlovic

BUSINESS CONTINUITY & RISK MANAGEMENT

ww ww ww ww ww ww ww

Mike Henderson (Team Leader) Ahmed Obaidli Farhan Ali Rashed Al Mansoori Sunando Chaudhuri Amr Abdel Qader Crestelita San Pedro

DIGITAL GOVERNMENT

ww ww ww ww ww ww ww ww

Ahmed Obaidli (Team Leader) Ahmed Al Marzooqi Faisal Al Hosani Haroun Farhat Sunando Chaudhuri Mohamed Al Darwish Asma Al Zaabi Rahma Al Junaibi

FINANCIAL MANAGEMENT

ww ww ww ww

Digpal Panwar (Team Leader) Abdullah Al Shamsi Manal Al Ali Omar Al Helali

CORPORATE COMMUNICATION (INTERNAL AND EXTERNAL)

ww ww ww ww

Wael Kanakri (Team Leader) Rahma Al Junaibi Shurooq Al Tenaiji Mariam Al Meraikhi

CAPITAL AWARDS STEERING COMMITTEE 2017

ww ww ww ww ww ww

GCEO (Team Leader) GCSFO CFO COO CCO IDEX Director

OTHER TEAMS (NOT RELATED TO ADAEP)

MY IDEA

SOCIAL COMMITTEE

GREEN TEAM

CORPORATE SOCIAL RESPONSIBILITY CSR

ww Nabil Al Yafeai (Team Leader) ww Mariam Al Meraikhi ww Mouza Al Hameli ww Latifa Al Kaabi ww Sultan Eisa

ww Salah Al Jaeedi (Chairman) ww Saif Al Rashedi ww Fouzia Al Mansoori ww Noura Al Ketbi ww Khaled Al Kaabi ww Saeed Al Shehhi ww Al Daba Al Darmaki ww Rashed Al Darmaki

CUSTOMER HAPPINESS

ww Ahmad Shaker (Team Leader) ww Khaula Bin Buti ww Faisal Al Hosani ww Amy Sutton ww Omar Aljabery (Al Ain) ww Martin McGougan ww Suren Mudaliar ww Poorvi Dureja ww Crestelita San Pedro

ww Nabil Al Yafeai (Team Leader) ww Mouza Al Hameli ww Fouzia Al Mansouri ww Safa Yaqoot

EMPLOYEE HAPPINESS

ww Saeed Al Shamsi (Team Leader) ww Saif AL Rashedi ww Abdulla Al Hammadi ww Saeed Al Saeed ww Al Daba Al Darmaki ww Rashed Al Darmaki ww Nasma Al Ameri ww Fatima Al Awlaqi ww Tamir Al Horani ww Dana Al Hanie

ww Mike Henderson (Team Leader) ww Khalifa Al Qubaisi ww Saeed Al Mansoori ww Khaula Bin Buti ww Graham Stephenson ww Irette Ferreira ww Shouq Al Jeaidi


72

73

CUSTOMERS

Overall Satisfaction

Mystery shopper perception

92.6%

Customer Complaints Dealt

94.7%

Incident Rate per 100,000 visitors

100%

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

0.19

0

The feedback is valuable for ADNEC’s future improvements and changes. The drop we experienced for organizer's results during 2016 was due to launching new events and dealing with new organizers 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 2017, 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, while 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 9001:2008.

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 specialized 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 summarizes 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. The charts below describe ADNEC's results since 2012.

83%

2012

91%

2013

92%

2014

94%

100% 100% 100% 100%

92.8% 92.6%

2015

2016

2014

2017

84%

84%

94.5%

93% 94.9% 83%

2016

2017

87%

92%

97%

2013

2014 2015 Visitor Satisfaction

2016

2017

2012

2013

2014

2015

2016

2012

14

2015

2016

2017

2014

Adherence to quality audit plan

97%

97% 97.4%

2015

2016

87%

86%

83% 85.62%

94%

2013

2014

2015

2016

2012

2017

96%

96%

2013

2014

98%

2015

94% 94.73%

2016

Mystery shopper - perception

2017

2017

Performance score of venue services suppliers

15

13

2016

2017

11

4

2014

2015

Number of Quality Audits Conducted

4

4

4

2015

2016

2017

Exhibitors Satisfaction

84%

Organisers Satisfaction

93%

2017

2014

76%

100% 100%

97% 97.15%

95% 2012

2014

% of customer complaints dealt with (Complaint resolution)

Overall customer satisfaction

92%

2015

90%

Customer Voice Workshops


74

75

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

0.19

14%

Increase in complex structure checked during build up

3.6%

ADNEC recognizes that our 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 & 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 & 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 Event Cycle

Event at ADNEC

Customer 1

Customer 2

Organiser

Exhibitor Delegate

Association / PCO

Organiser

Supplier

Association / PCO

Buyer

Enablers Hotel Operators

Visitor

Service Partners

ADNEC Value Chain and Business Model Diagram

Employees

Local Community

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

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

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.

ADNEC procurement 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%) and 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 normal cheques are acceptable.

Suppliers relationship management methodologies established ADNEC has established suppliers relationship management methodologies that are concerned about the related angels about managing ADNEC’s suppliers, the methodologies includes 1.

Supplier Performance Evaluation Approach

2.

Suppliers Satisfaction Assessment Approach

3.

Supplier Suggestions and Complaints Approach

4.

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

2%

Supplier

Customer 3

ww ww ww ww ww ww

As the Executive Council Circular was circulated in the year 2014, since then total of 500 Suppliers were registered, having 491 Suppliers acknowledged which represents 98 % of the total registered Suppliers. On the other hand, ADNEC has entered into a service manpower contract with 87 suppliers having them all (100%) acknowledging the Contracting Stipulations with Government entities for the year 2017.

98%

(491 Acknowledged Suppliers out of 500 registred suppliers from Oct 2014 - Dec 2017 )

Acknowledgment Status of Suppliers registered from period Oct 2014 till Dec 2017

Acknowledged

Not Acknowledged


76

77

COMMUNITY

Number of society interviews

Society perception

508

90%

Schools educated about better waste management and recycling

Weight of materials recycled through our Abu Dhabi School Programme

1

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

2,780 kg

956

67 kg

25.7

434

22.7 19.2

308

POSITIVE SUPPORT As part of its endeavours towards sustainability, ADNEC has intensified its effort during the period 2013-2017 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 program, Stop and Donate donation program, 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.

16.8

16 2013

2014

2015

2016

2012

2013

Stop & Donate (Recycling, Donation) Kgs

School Recycling Collection Item

2013

2014

2015

2016

2017

Paper Mix

665 (kg)

49 (kg)

721 Kg

1,263 Kg

2,668 Kg

Carton - OCC

25 (kg)

8 (kg)

0

0

0

Plastic Bottles

10 (kg)

17 (kg)

229 Kg

98 Kg

113 Kg

700 (kg)

74 (kg)

950 Kg

1,361 Kg

2,780 Kg

Total

'STOP & DONATE' RECYCLING AND DONATION CAMPAIGN

Item

Type

2013

2014

2015

Paper

Recycling

5 (kg)

-

28 kg

Tins

Recycling

1.2 (kg)

-

Clothes

Donation

8 (kg)

-

Plastic bottles Carton

Recycling

1.5 (kg) -

-

2 kg

Recycling

-

1.5 kg

Donation

-

3 (kg)

15 pair

-

25 (kg)

17 piece / 3 kg

Glass Items

Donation

-

17 (kg)

Toys

Donation

-

31 (kg)

9 piece / 2 kg

32 piece / 9 kg

Books

Recycling

-

40 (kg)

59 book / 10 kg

147 kg

Donation

Steel

Recycling

-

36 (kg)

Electronics

Donation

-

3 (kg)

In 2017 we collected 65 Kg of items for Donation. We also recycled 2 Kg of plastic bottles.

Clothes**

Donation

-

152 (kg)

1

1

3

3

3

2015

2016

Number of Society Surveys Conducted

2014

2015

2016

431

Number of school's educational campaigns conducted

2014

2015 Recycled waste tons

2017

74 pair / 37 kg

125 kg

32 kg

30 kg

2 kg

17 kg 4.5 kg 34 kg

34 kg 23 kg

Donation

-

-

Batteries

Recycling

-

-

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

7 kg

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

375.5 kg

67 kg

Our figures for 2015 are better than 2014 as this initiative was implemented twice during 2015; the first time we launched a campaign to donate to Red Crescent as part of the UAE Compassion Campaign, while the second time we recycled the electronic waste as per the last column in the table above. It is worth mentioning that this was the first time (in 2015) we add this element (electronic waste) to our 'Stop & Donate' campaign.

126 2014

2016

1 kg

Accessories

Total Grand total

2016

116 kg

Donation

Books

1

2015 E-waste S&D

Shoes

Annually, we hold two 'Stop & 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 & 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.

1302

2015

Household Items

-

'Stop & Donate' Recycling and Donation Results (S&D)

2014

Energy consumption (mwh)

ENGAGEMENT INITIATIVES ABU DHABI SCHOOL PROGRAMME We have adopted three schools in Abu Dhabi to help build environmental practices among the students. As part of the adoption programme, we educate the pupils and schools about better waste management and recycling. We have donated carton bins and our recycling partner ensures regular collection of waste. In 2017, the collection of waste from schools increased by 43%.

18.3

2016

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 were 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. The donation items were less than the year before, as the campaign was held once due to the busy schedule of events in 2017. In 2018, the camping will be held twice and more communication is planned to increase the donation items.


78

79

COMMUNITY Case Study: CSR Initiative

The society satisfaction survey is summarized in the below table that clearly shows the segmentation:

2017 was the year of giving, therefore the ADNEC CSR committee planned CSR initiatives targeting different groups of the society in cooperation with different departments.

BLOOD DONATION

In Ramadan, ADNEC in cooperation with Capital Hospitality managed Ramadan Iftar boxes to be distributed for the labors in labor camps with limited resources. 2150 meals were distributed in the month of Ramadan.

SOCIETY PERCEPTION Society engagement and perception is one of ADNEC’s areas of focus. The company dedicated a special 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. Measure GRI indicators covered in ADNEC's report A supporter for sustainable community

5.1) Sustainable venues & services

Total number of Emirati employees

2015

Emiratisation penetration

2016

2017

Coverage

Gender

33%

Age

Expat Arabs

29%

Emirati Nationals

23%

22%

18-23

24-29

14% 30-39

40-49

5%

1%

50-59

Above 60

Impact on surroundings

2015 Target 85% 85% 85% 85%

2015 Actual 87% 85% 85% 86%

2016 Target 90% 90% 90% 90%

CSR INITATIVES ADNEC gave free space to Aloft to arrange their yearly run for children event where they donate the generated amount to a charity. In 2017, it was for Al Jalila Institute.

ADNEC arranged and supported the blood donation campaign in 2017, where 258 people donated their blood. A blood donation was arranged once every quarter.

Al Ain

55%

Secondary School or less

20% Diploma

Health and Safety team at ADNEC arranged a Water Distribution in summers for 100 employees working outside in the heat such as operations team and contractors. The aim was to increase awareness of working in heat.

In 2017, ADNEC in cooperation with Capital Hospitality managed Ramadan Iftar boxes to be distributed for the labors in labor camps with limited resources. 2150 meals were distributed in the month of Ramadan.

16%

18%

21%

84%

10%

Academic Qualification

37%

4.

Abu Dhabi

38%

Expat Asian

67%

Social impact

Society Perception

ADNEC Society Perception - 2016 Statistics

Expat Westerners

2.

86%

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

Nationality

Environmental impact

90%

90%

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

5.2) Support Emiritisation

3.

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

IFTAR BOXES BY CAPITAL HOSPITALITY

Objective

Reputation and image

The results below show that we have scored positive trend in the 4 key categories and we have exceeded target for each one of them.

ADNEC arranged and supported the blood donation campaign in 2017, where 258 people donated their blood. A blood donation was arranged once every quarter.

Goal

1.

7% Bachelor Degree

Master

2016 Actual 92% 90% 90% 90%

2017 Actual 92% 90% 89% 90%


80

81

ENVIRONMENT

1049

ADNEC IS PASSIONATE ABOUT OPERATING AS A RESPONSIBLE CORPORATE COMPANY. WE ARE COMMITTED TO BALANCING OUR ENVIRONMENTAL, ECONOMIC, AND SOCIAL OBJECTIVES TO DEVELOP A SUSTAINABLE CORPORATE BUSINESS MODEL

Recyclable Waste As shown in the table and chart, we have enhanced our recyclable amounts due to the inclusion of a wood recycling process, and the numbers jumped by 55% in 2017 (1049 tons) compared to 676 tons in 2016. Our results in 2016 and 2017 have been boosted due to the appointment of service provider with higher capabilities and capacities. Leveraging the enhanced technology and machines of the new service partner, ADNEC is now able to drastically increase the volume of recycled material. As a result, 46% of our waste was recycled in 2017. In addition to this, our internal awareness campaigns increased the level of awareness and consequently increased the recycled quantities of cardboard, paper mix and scrap metal.

Weight of materials recycled

1,049 tons

CO2 emission savings from recycling

236 tons

Weight of food composting produced

67 tons

Electricity consumption

19.2 MWh

Chilled water

179,697 m3

The chart below is the distribution of Recyclable Waste over the 12 months.

676 445

126

2014

2015

2016

2017

Recyclable Waste in tons

100%

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 behavior 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 “Environmental� team.

80%

60%

40%

MATERIALS

2014 2015

20%

The company prioritizes 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.

2016 0%

2017 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

RECYCLING - EVENTS RELATED 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 summarizes our recycled material volumes measured in tons and provides a comparison between 2014 and 2017.

Non-Recyclable Waste percentage The chart below is the distribution of the non-recyclable waste over the 12 months. 30%

Recycled Waste Item

2014

2015

2016

2017

Cardboard

62 tons

91 tons

87 tons

105 tons

Plastic

39 tons

6 tons

11 tons

14 tons

Paper Mix

3 tons

52 tons

56 tons

59 tons

Scrap Metal

3 tons

7 tons

37 tons

30 tons

Aluminum Cans

0.2 tons

2 tons

3 tons

0

Glass Bottles

0

0

0

0

Wood

0

266 tons

412 tons

774 tons

Used Batteries

2 tons

6 tons

0

0

Concrete

0

15 tons

0

0

Subtotal

109 tons

445 tons

606 tons

982 tons

Food Compost

17 tons

0.6 tons

65 ** tons

67 tons

Gross total

126.2 tons

445.6 tons

671 tons

1049 tons

25%

20%

2014

15%

2015 2016

10%

2017 5%

0%

JAN FEB MAR APR MAY JUN JUL AUG SEP

OCT NOV DEC

The quantities were affected by the calendar of events and seasonality effect (Q1 and Q4) are the highest.


82

83

ENVIRONMENT

WASTE AND DISPOSAL MANAGEMENT FIGURES IN 2017 ADNEC'S RECYCLING TARGET WAS 34% AND IT WAS

Waste Management machines operate 24 hours to ensure safe and secure collection, segregation and storing of waste at the venue. In alignment with our core values, ADNEC is committed to continuous improvement in not only our services and products, but in all that we do to conserve resources, prevent waste and foster environmental, social and financial sustainability for the benefit of for our stakeholders including shareholders, employees, customers and the wider society. We actively increase knowledge, understanding and awareness across all our ADNEC people encouraging participation and engagement in our sustainability initiatives.

CARING FOR THE ENVIRONMENT

ACHIEVED BY RECYCLING

46%

Here at ADNEC it is our policy to continuously evolve and implement practices that deliver social and environmental benefits. We have a dedicated team in place to tackle environmental issues comprising representatives from various departments who meet on a regular basis to discuss new recycling ideas.

Case Study: Bio-diesel and Food Composting

OF THE TOTAL WASTE.

ADNEC’S WASTE RECYCLING In 2017, ADNEC's total waste generated was 2280 tons in which 1049 tons were recycled.

ADNEC was one of the first entities in Abu Dhabi to implement a system to turn recycled cooking oil into bio-diesel fuel. We implemented this initiative in 2012 and now power over 30% of our smaller on-site machinery using this fuel. In 2016, ADNEC improved the system of food composting and replaced it with the a new technology, the Liquid food Composting that turns wasted food into water that goes into the wastewater system and resulted in the reduction of food waste diverted to landfill.

ENVIRONMENTAL IMPACT

ADNEC recycled 165 tons of paper and cardboard which saved 2798 Trees, as well as 658,280 kwh of energy. Also, recycling paper and cardboard helped in CO2 savings by 236 tons.

In 2017 ADNEC fixed the Bio-diesel machine and bought a new Bio-diesel machine to improve the production capacity. In 2017, ADNEC produced 420L of biodiesel and recycled 67 tons of food waste by using the Liquid food composting machine. Recycling - target

RECYCLING - CORPORATE RELATED ADNEC pro-actively seeks ways to reduce and recycle waste. The company started recycling five different types of waste in 2010; cardboard, plastic cans and films, aluminium cans, paper and scrap metal. In 2011, ADNEC began offering glass, printer cartridge and battery recycling. Additionally, ADNEC recycles gypsum board which is widely used in exhibition stands which would otherwise be discarded post-show.

Recycling - actual

93%

91%

Non-Recycling percentage

82% 66% 46%

In 2017, ADNEC recycled various types of materials which are widely used in the construction of exhibition pavilions. We recycled 165 tons of Cardboard and paper which is the equivalent of saving 236 tons of CO2. For the future, ADNEC is looking into providing Electrical car charging stations around ADNEC’s car parks in order to increase the awareness of using Electrical cars to reduce the negative impact of CO2 emission resulting from the use of fossil fuels. ADNEC also seeks to replace the ADNEC fleet into EV cars.

34% 18% 10% 9%

2013

10%

7%

2014

34%

20%

10%

2015

2016

2017

54%


84

85

ENVIRONMENT

REVERSE VENDING MACHINE (RVM)

WASTE DIVERSION RATIO

Cardboard Paper Mix Plastic Bottles Plastic Aluminum Cans Scrap Metal Wood Food Compost (LFC) Recycling Total

105 59 0 14 0 30 774 667 1049

5% 3% 0% 0% 0% 1% 34% 3% 46%

WASTE STREAMS

WASTE GENERATION IN TONES

WASTE DIVERSION WASTE

General Waste Total Gross Total

1231 2280

54% 100%

2017 Waste Diversion

8 RVM machines are operated in different locations in ADNEC. In 2017, a total of 155 kgs of plastic bottle and cans were collected for recycling, and the revenue generated will be used for a donation.

155

WASTE GENERATION IN TONES

Recycling Non-Recycling

54%

46%

Reverse Vending Machine (KG)

35

WASTE STREAMS

39

WASTE AND DISPOSAL MANAGEMENT FIGURES

2015 2016 2017

Plastic Bottle

4%

SCHOOL RECYCLING PROGRAM School recycling program is aimed to increase the environmental behavior and attitude of the younger generation. 2369 kg of paper and plastic were collected from Al Dhabiyania School In 2017. ADNEC collected 2668 kg of paper and 113 kg of Plastic.

BIO DIESEL PRODUCTION Bio Diesel machine is used to convert the used oil into diesel which used to operate 30% of ADNEC machines. In 2017, the bio diesel machine produced 430L of Bio-Diesel which is used to operate 30 percent of the machines used in ADNEC.

Paper

96%

School Recycling

LIQUID FOOD COMPOST ADNEC has deployed one Liquid Food Compost machine in 2017 for Food waste recycling. 75 tons of Food waste was diverted from the Landfill.

SUSTAINABILITY WEEK ADNEC launched a sustainability competition during Abu Dhabi Sustainability week from 15-19 January 2017 to engage the employees in sustainability week and to increase awareness. The competition submission was Art deliverable including and not limited to only Photography, Drawing/Painting, Sculptures, etc.

17.2 11.356

WORLD ENVIRONMENT DAY

8.59 6.617 4.923 4.183

5.746

6.309 6.015

ADNEC held a communication session with regards to the World Environment Day on 5th June 2017.

3.889 0

0

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

LFC tons


86

87

ENVIRONMENT

PAPERLESS DAY ADNEC had its paperless day in April aimed to increase awareness of consequences of paper consumption and to reduce the printing habits by communicating electronically as well as calculating the paper printed within a week.

STOP AND DONATE ADNEC’s Stop and Donate (previously called Stop and Drop) initiative took place once in 2017 from 27th-30th May. The station locations were ADNEC Car Park A on level 1 and level 4, ADNEC Car Park B on level 1 and level 2, and ADNEC entrance from VIP Parking and from Capital Gate. The initiative was for ADNEC employees as well as outside people. Skips were placed on ADNEC entrance where the staff would help with the drop off process. Dulsco staff was there to empty the skips when they were full. Items collected are shown in the table below. Donated reusable items are sent to Red Crescent and the non-reusable items are used for recycling.

EARTH HOUR ADNEC is taking part in the annual sustainability initiative, Earth Hour, which is a global event set up and organized by WWF. The campaign urges everyone across the world to turn off non-essential lights for one hour to raise awareness on the need to act on climate change. The event took place on 25th March 2017 between 08:30-09:30 pm Local time during which the lights in the few areas in the venue were partially or completely shut down. ITEM

TYPE

2017

CLOTHES

DONATION

32 KG

PLASTIC BOTTLES

RECYCLING

2 KG

BOOKS

DONATION

23 KG

ELECTRONICS

DONATION

2 KG

ACCESSORIES

DONATION

TOTAL

8 KG

67 KG

Stop and Donate 2017 Recycling

3%

SUSTINABILITY WITHIN THE VENUE ANDEC encourages the visitor, exhibitor and organizer to recycle by providing segregated recycling bin all over the venue as well as providing paper boxes made of cardboard in all the exhibitor stands. ADNEC is spreading the awareness of the recycling through utilization of the Loading bays wall.

Donation

97%

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 environmental impact. The study reviewed the lighting use through Abu Dhabi National Exhibition Centre’s 11 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.

MY GREEN BUDDY

Due to the high volume of events held during 2017 compared to 2016, ADNEC had an increase in energy consumption of approximately 10%.

It is an initiative implemented on 23rd April 2017 to increase the knowledge about the plants you can grow indoors as having indoor plants helps improve the air quality and remove impurities along with enhancing the overall appearance of the office.

Electricity Consumption & Carbon Dioxide Emissions 2012

2013

2014

2015

2016

2017

Electricity (mwh)

25.7

22.7

19.2

16.8

19.2

21.3

CO2 emissions due to electricity tons

13.1

11.6

9.8

8.6

9.9

11.2

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


88

89

ENVIRONMENT 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.

AWARDS In 2017, ADNEC won the Middle East Events award for the outstanding contribution to sustainability. In 2017, ADNEC won AEO Excellence Award award for Most Sustainable Exhibition and Conference Venue.

WATER CONSUMPTION Water consumption is one of the key areas in environmental sustainability where we need to keep monitoring. The table below summarizes 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)

2012

2013

2014

2015

142,497

132,837

113,340

166,091

2016

2017

179,647

197,021

Chilled Water (tons of refrigeration per Hours) (m3) 22,115,404 21,226,126 24,686,084 35,391,082 18,900,870 20,082,713

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 2017 was significant with a total saving of 42% compared to 2015 (as we compare the odd years which are the years when we organize IDEX event every two years). That is due to: 1.

Chilled water automation

2.

Proper event monitoring

3.

Cooling control took place as an internal initiative

FUTURE PLANS To install Electrical Vehicle chargers in ADNEC parking, the project it on going and waiting for tesla to go through certain procedure to ship the 4 Chargers to ADNEC. In 2018 ADNEC is in the process to get ISO14001 certification .

ADNEC to plan for a yearly Environmental Initiative.


90

91

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:

ww ww ww ww ww

HEALTH AND SAFETY PLANS - CONTRACTORS

EHS Management System that is compliant with all elements and mechanisms of the Abu Dhabi EHSMS Regulatory framework EHS Site and facilities inspections EHS Trainings for employees EHS Internal audits and facilitating external 3rd party audits. EHS Health awareness campaigns and drives

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.

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

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).

Incidents among contractors (ADNEC and event) 2011

2012

2013

2014

2015

2016

2017

Minor injuries

Description

92

89

46

26

24

22

13

Medium injuries (returned to work next day)

21

14

7

12

10

8

13

Medium injuries (3 days off )

4

1

0

2

0

0

10

Major injuries (more than 3 days off )

0

0

1

0

1

0

3

117

104

54

40

35

30

39

Total

It must be noted that 17% of ADNEC employees are members and representatives of these EHS committees.

+18%

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. 2011

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 & Safety Results (Employees) 2011

2012

2013

2014

2015

2016

2017

Minor injuries

10

10

7

1

0

1

3

Medium injuries (returned to work next day)

3

0

0

1

0

0

2

Medium injuries (3 days off )

0

0

0

0

0

1

1

Major injuries (more than 3 days off )

0

0

0

0

0

0

0

Fatalities

0

0

0

0

0

0

0

532

54

2012

2013

40

35

30

2014

2015

2016

Incidents among contractors (ADNEC and event)

39

2017

428

2013

551

440

2014

2015

2016

2017

Complex structures checked

Trainings given to the Contractors included H&S and fire safety during events and exhibitions, and IPAD trainings for MEWP operators. ADNEC health and safety also reviews and check 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 & contractors to reduce the wasted material and re-use items such as wood and metals. To institutionalize 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 & Donate, E-waste 'Stop & Donate', Earth Hour, World Environment Day, Paperless Day as well as continuous support for the school recycling program.


92

93

HEALTH AND SAFETY EHS

POLICY

HEALTH AND SAFETY (CUSTOMERS) ADNEC has adopted 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

ENVIRONMENT, HEALTH & SAFETY POLICY

stakeholders, which are all available online and are also communicated to the organisers at contract stage.

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

Indicatively, an ADNEC Safety Day was organized and conducted by ADNEC H&S team in coordination with Abu Dhabi Occupational Safety and Health Center (OSHAD) and Prefabricated Access Suppliers and Manufacturers Association (PASMA) for ADNEC contractors and event Organisers in 2017.

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.

WE WILL

ww ADNEC carried out several health and safety campaigns to promote the health and safety culture in ADNEC, and create

ww Implement effective prevention control measures and proactively work with our management, employees, partners, exhibitors, contractors, and all other stakeholders to reduce and eliminate occupational health and safety hazards, injuries, illness, and prevent environmental damage and pollution.

awareness amongst serviced partners and contractors. The campaigns included the following:

ww ww ww ww

ww Cardiology Campaign, ww Breast Cancer awareness ww ADNEC Safety Day

Heat Stress Campaigns Ramadan Safety Campaign Diabetes Awareness Hygiene

Abu Dhabi National Exhibitions Company (ADNEC) acknowledges and respects our responsibility and obligation with regard to the preservation of the health and safety of our employees, partners, exhibitors, contractors, visitors and all other stakeholders throughout our operations and activities. We understand, and are committed to, the protection of the environment and our natural resources in the Emirate of Abu Dhabi for both current and future generations. We are dedicated to a proactive, preventative approach to the management of Environment, Health & Safety (EHS) and will implement and maintain the highest internationally recognised standards within all our operations and activities as we constantly and consistently strive to achieve our vision of establishing ADNEC as the leading exhibition company and facility in the world.

ww Sustain a cycle of continual improvement in EHS practice throughout all our operations and activities. ww Continuously improve the health and well-being of our employees and those working on our behalf. ww Provide the necessary support, resources, training, tools, and mechanisms to improve our EHS performance.

In order to promote health awareness amongst employees, ADNEC partners with a local gym to offer reduced and discounted service memberships to ADNEC employees, contractors and partners. More than 180 employees participated in this initiative.

ww Monitor, audit, and report EHS performance against all applicable regulatory requirements and industry best practices. ww Develop and foster a culture of compliance with applicable EHS legislation, Abu Dhabi EHS Policies, and internationally recognised best practice. ww Establish, monitor, report and continually review EHS targets and objectives specific to ADNEC operations and activities. ww Empower, encourage and support all employees and stakeholders to achieve our vision. ww Maintain and improve appropriate EHS professional competency.

Health & Safety Incidents (Customers) Description

ww Raise EHS awareness amongst our employees, partners, exhibitors, contractors, visitors and all other stakeholders.

2011

2012

2013

2014

2015

2016

2017

Minor injuries

88

73

13

3

4

2

16

Medium injuries (returned to work next day)

14

14

4

4

2

0

10

Medium injuries (3 days off )

0

0

0

0

0

0

7

Major injuries (more than 3 days off )

0

0

0

0

0

0

0

Fatalities

0

0

0

0

0

0

0

Incident Rate per 100,000 visitors

10.4

7.4

1.4

0.6

0.2

0.19

2.6

ww Review this policy and all ADNEC EHS components as necessary, and at least annually.

OUR EHS GOALS ww Attain and preserve a safe, injury and incident free, healthy workplace throughout each of our operations and activities. ww Utilize the Hierarchy of Controls principles in all measures to eliminate, isolate, reduce and control unsafe acts and unsafe conditions throughout each of our operations and activities. ww Implement and maintain effective prevention control measures to reduce, and eliminate, occupational health and safety incidents and injuries. ww The senior management team will act as environmental ambassadors, meeting and exceeding best industry practices to reduce our ecological footprint, specifically: ◊ Reduce water and energy consumption and optimize efficiency ◊ Reduce and manage waste by avoidance, re-use and recycling

Trainings Conducted Trainings

Participants

IOSH Working Safely IOSH Safety for Executives and Directors NEBOSH Health and Safety at Work ISO 9001:2015 Internal Auditor ISO 9001:2015 Lead Auditor ISO 9001:2015 Transition ISO 14001:2015 Lead Auditor

14 4 6 8 3 2 3

◊ Reduce our resource consumption and maximize resource efficiency

7.4

ww Protect, maintain and/or improve the quality of the natural, built and cultural environment in line with relevant national values, policies and laws.

1.4 2012

2013

2.6 0.6

0.25

0.19

2014

2015

2016

ww Continuously coordinate and improve our emergency management and response to safeguard our employees, partners, exhibitors, contractors, visitors, and all other stakeholders ww Demonstrate progression and continued improvements in our EHS performance.

2017

Incident Rate per 100,000 visitors Humaid Matar Al Dhaheri

Group Chief Executive Officer Abu Dhabi National Exhibitions Company (ADNEC) Rev 04 / 4th April 2017


94

95

HEALTH AND SAFETY

KEY ACTIVITIES - ADNEC CAUSES

KEY ACTIVITIES - Al AIN CONVENTION CENTRE

ADNEC STAFF

CONTRACTORS

ORGANIZER

VISITORS

GRAND TOTAL

EQUIP. / PROPERTY DAMAGE

0

8

0

0

8

FALL FROM HEIGHT

0

0

0

0

0

MANUAL HANDLING

0

1

1

2

PENETRATING INJURY (NEEDLE STICK, PUNCTURE WOUND)

1

1

3

1

6

SLIP TRIP AND FALL

0

1

3

7

11

STRUCK BY FALLING OBJECT

0

2

0

1

BURN

0

0

0

GRAND TOTAL

1

13

7

AACC STAFF

CONTRACTORS

ORGANIZER

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

1

8

1

2

3

15

FALL FROM HEIGHT

0

0

0

0

0

0

HIT BY MOVING OBJECT

0

0

0

0

0

1

PENETRATING INJURY (NEEDLE STICK, PUNCTURE WOUND)

0

0

0

0

0

0

SLIP TRIP AND FALL

0

0

0

0

2

2

3

GLASS CUT INJURY

0

0

0

0

0

0

0

0

BURN

0

0

0

0

0

0

9

30

1

8

1

2

5

17

HEALTH & SAFETY INDUCTION PH29 PROJECT

CAUSES

GRAND TOTAL

EXHIBITORS VISITORS GRAND TOTAL

NEW AL AIN FIRST AID CLINIC


‫‪96‬‬

‫‪97‬‬

‫‪GROUP PHOTOS‬‬

‫‪7‬‬

‫‪8‬‬

‫‪1‬‬

‫‪2‬‬

‫‪9‬‬ ‫‪2‬‬

‫‪11‬‬

‫‪3‬‬ ‫‪2‬‬

‫‪10‬‬

‫‪4‬‬

‫‪5‬‬

‫‪12‬‬

‫معرض الفرانشايز العاملي‬ ‫معرض جيمز‪-‬كون‬

‫معرض العقارات أيريس‬

‫‪10 - International Franchise‬‬ ‫‪11 - GamesCon‬‬ ‫‪12 - IREIS‬‬

‫املعرض الدولي للصيد والفروسية‬ ‫معرض األسبوع الصيني‬

‫مؤمتر االحتاد الدولي لداء السكري‬

‫‪7 - ADIHEX‬‬ ‫‪8 - China Week‬‬ ‫‪9 - IDF‬‬

‫‪6‬‬

‫معرض أديبيك‬

‫معرض سيتي سكيب ‪ -‬أبوظبي‬

‫احتفاالت اليوم الوطني في أدنيك‬

‫‪4 - ADIPEC‬‬ ‫‪5 - Cityscape Abu Dhabi‬‬ ‫‪6 - National Day at ADNEC‬‬

‫مسابقة املهارات العاملية ‪ -‬أبوظبي‬ ‫القمة العاملية لطاقة املستقبل‬ ‫معرض أيدكس‬

‫‪1 - World Skills Abu Dhabi‬‬ ‫‪2 - WFES‬‬ ‫‪3 - IDEX‬‬


98

99

ADNEC GROUP TIMELINE

‫اإلطار الزمني لمجموعة أدنيك‬ ‫أكتوبر‬ ‫أفضل نسخة من معرض أديبيك‬ ‫حتى تاريخه‬

‫أكتوبر‬

‫نوفمبر‬

‫افتتاح فندق ألوفت أبوظبي‬

‫معرض أديبيك يصبح حدثًا سنويًا‬

October Most successful ADIPEC so far

September Aloft Abu Dhabi Hotel opened

‫يونيو‬ ‫| |افتتاح المرحلة الثانية من مركز‬ ‫اكسل لندن ومركز المؤتمرات‬

June

‫| |تنظيم أول فعالية لـ “صيف في‬ ”‫أبوظبي‬

}} Opening of Excel London phase 2 and ICC at Excel London

February

‫أكتوبر‬

}} 1st Summer in Abu Dhabi staged

Phase 1 of new Exhibition Centre completed

September Capital Centre land sale launched

October New management team recruited

2005

2006

2007

2008

2011

‫أبريل‬

2012

‫أدنيك تفوز بجائزة أفضل مركز‬ ‫دولي للسنة الثانية على التوالي‬ ‫من رابطة منظمي المعارض‬

April

ADNEC wins International Venue of the year at AEO Awards for 2nd year in a row

‫فبراير‬

January

‫مارس‬ ‫تنظيم أول حفل زفاف في قاعة‬ ‫المعارض لألفراح‬

‫| |اطالق النسخة األولى لمعرض‬ ‫نافدكس‬ ‫| |رقم قياسي جديد آليدكس في‬ ‫عدد العارضين والزوار‬

June

IDEX staged for first time in new Centre

Large international congress wins including the World Energy Congress and the World Road Congress, both in 2019

Skills 2017

September

‫يونيو‬ ‫تطوير البنية التحتية لمشروع‬ ‫كابيتال سنتر‬

‫يوليو‬ ‫ لالستدامة‬AEO ‫فوز أدنيك بجائزة‬ ‫من رابطة منظمي المعارض‬

‫فبراير‬ ‫استضافة المؤتمر العالمي لطب‬ ‫العيون‬

June Developing the infrastructure of Capital Centre

July ADNEC wins Sustainability Award at AEO Awards

Host World Ophthalmology Congress

‫فبراير‬ ‫رقم قياسي جديد آليدكس في‬ ‫عدد العارضين والزائرين‬

March First wedding held in Al Ma’ared wedding hall

May Program launched to attract international organisers

February

Record Breaking IDEX in the number of exhibitors and visitors

}} Record breaking IDEX in number of exhibitors and visitors

‫يناير‬

January

January

Host World Future Energy Summit

Host the First World Future Energy Summit

January Road re-alignment and Grandstand canopy completed

July

‫إطالق معرض ومؤتمر األنظمة‬ ‫غير المأهولة (يومكس) كمعرض‬ ‫قائم بذاته‬

ADNEC wins AEO Sustainability Award second time in a raw

‫مارس‬ ‫اطالق مختبر أدنيك لإلبتكار‬

‫إطالق معرض ومؤتمر األنظمة غير‬ ‫المأهولة (يومكس) خالل معرض‬ 2015 ‫آيدكس‬

February

‫فبراير‬ ‫ األكثر نجاحًا‬2015 ‫معرض آيدكس‬ ‫مع رقم قياسي جديد في عدد‬ ‫العارضين والزائرين‬

March ADNEC Launches Innovation Lab to Promote Creativity, Innovation in Business Tourism

‫مايو‬

‫فبراير‬

4 ‫أدنيك تحصل على تقييم‬ ‫نجوم من قبل المؤسسة األوروبية‬ ‫إلدارة الجودة‬

March Inauguration of standalone UMEX, the first unmanned systems exhibition and conference

‫أكتوبر‬ ‫أدنيك تكرم الفائزين بجائزة‬ ‫كابيتال للتميز الداخلية‬

May The first company within the MICE sector in MENA region to be awarded EFQM certification “Recognized for Excellence” (4 Star Category)

‫يونيو‬ ‫ لالستدامة‬AEO ‫فوز أدنيك بجائزة‬ ‫للسنة الثالثة على التوالي‬

ADNEC wins AEO Sustainability Award Third time in a raw

February Most successful IDEX 2015 so far with record-breaking exhibitors and visitors numbers

‫يناير‬

February

}} First NAVDEX launched

‫إعادة تخطيط الطرق المحيطة‬ ‫بالمركز واالنتهاء من أشغال مظلة‬ ‫المنصة الكبرى‬

August

January ADNEC launched Capital Hospitality to offer a premium hospitality experiences at our venues and external catering solutions.

‫مارس‬ ‫فوز أدنيك باستضافة مؤتمر‬ 2017 ‫السكري العالمي في عام‬ ‫ وفدًا فيه‬15,000 ‫ويتوقع مشاركة‬

‫استضافة القمة العالمية لطاقة‬ ‫المستقبل‬

‫يناير‬

March

Announcement of hosting the Abu Dhabi International Boat Show in 2018 in association with British Marine Boat Shows.

June February

‫يناير‬

‫استضافة القمة العالمية األولى لطاقة‬ ‫المستقبل للمرة األولى‬

‫يناير‬ ‫تأسيس أدنيك للضيافة لتقديم‬ ‫األطعمة والمشروبات لضمان‬ ‫توفير أعلى مستويات الجودة من‬ ‫الخدمات المقدمة لزوار أدنيك‬

‫مارس‬

Launch of the new unmanned systems exhibition and conference (UMEX) co-located with IDEX 2015

Capital Gate construction starts

February

‫يوليو‬

October

Won the bid to host World

‫فبراير‬ 50% increase in the size of World Future Energy Summit

‫مارس‬ ‫اإلعالن عن المعرض العالمي‬ ‫للقوارب باتعاون مع معارض القوارب‬ ‫البحرية البريطانية‬

‫سبتمبر‬

ADNEC wins the SKEA awards in the Gold category

April

Launch of the 1st Sustainability Report based on the GRI framework

‫ لالستدامة‬AEO ‫فوز أدنيك بجائزة‬ ‫للسنة الثانية على التوالي‬

‫يناير‬

‫مارس‬

March

‫أكتوبر‬

‫يونيو‬

‫أدنيك تفوز بجائزة الشيخ خليفة‬ ‫في الفئة الذهبية‬

First concert in ICC Abu Dhabi

‫مايو‬

‫تأسيس أدنيك بموجب مرسوم‬

September

‫أبريل‬

‫تنظيم أول حفل موسيقي في‬ ‫مركز أبوظبي الدولي للمؤتمرات‬

‫بدء األعمال االنشائية لمبنى‬ ‫كابيتال جيت‬

‫إطالق برنامج الستقطاب منظمي‬ ‫المعارض الدوليين‬

ADNEC formed by Decree

2009 ‫ازدياد المساحة المخصصة للقمة‬ ‫العالمية لطاقة المستقبل‬ 50% ‫بنسبة‬

‫استضافة آيدكس ألول مرة في‬ ‫المركز‬

‫أغسطس‬

2010

}} ADNEC acquires ExCeL London

Largest ever ADIPEC

‫فوز أدنيك باستضافة معرض‬ 2017 ‫مهارات عالمية في عام‬

}} IDEX holds first full site let

February

‫تعيين فريق إدارة جديد‬

}} Aloft ExCeL construction starts

}} Completion of quay wall & pedestrian bridge

June

‫إصدار تقرير االستدامة األول استنادا‬ GRI ‫إلى تقرير‬

‫فوز أدنيك باستضافة القمة‬ ‫العالمية للطاقة والمؤتمر العالمي‬ 2019 ‫للطرق في عام‬

2016

‫سبتمبر‬

November

2013

2017

December ADNEC’S GVA (Economic Impact) reached AED 3,478 Billion

ADIPEC Annualised

2014

Opening of the new Al Ain Convention Centre extension

‫القيمة المضافة اإلجمالية‬ ‫(األثر االقتصادي) ألدنيك وصلت إلى‬ ‫ درهمًا‬3.478

2015

November

March

‫يونيو‬

‫سبتمبر‬

‫أكبر معرض أديبيك حتى تاريخه‬

‫مايو‬

‫| |اإلنتهاء من أعمال بناء جدار‬ ‫الرصيف وجسر المشاة‬

‫| |أدنيك تستحوذ على إكسل‬ ‫لندن‬

‫بدء بيع أراضي كابيتال سنتر‬

‫نوفمبر‬

‫افتتاح توسعة مركز العين‬ ‫للمؤتمرات‬

‫فبراير‬ ‫| |آيدكس يشغل المساحة‬ ‫الكاملة للمركز‬

‫فبراير‬

October Opening of Aloft Excel London Hotel

Total economic impact since the exhibition and conference centre first opened in 2007 is AED 17.9 billion

‫| |بدء األعمال االنشائية لفندق‬ ‫ألوفت اكسل لندن‬

October

‫انجاز المرحلة األولى من مركز أدنيك‬

‫بلغ إجمالي االزدهار االقتصادي منذ‬ ‫افتتاح مركز المعارض والمؤتمرات‬ ‫ مليار‬17,9 ‫ قيمة‬2007 ‫ألول مرة عام‬ ‫درهم إماراتي‬

December

‫| |أديبيك يشغل المساحة الكاملة‬ ‫للمركز‬

}} ADIPEC holds full site let

‫ديسمبر‬ ‫ديسمبر‬

‫سبتمبر‬ ‫| |إنجاز المرحلة الثانية من مركز‬ ‫أدنيك‬

}} ADNEC Phase 2 completed

‫أكتوبر‬ ‫افتتاح فندق ألوفت لندن اكسل‬

‫يناير‬

March

‫تأسيس أدنيك للخدمات لتلبية‬ ‫احتياجات الفعاليات‬

VIP Entrance enhancements completed

‫يوليو‬ ‫أدنيك تصبح الشركة األولى في‬ ‫الشرق األوسط وآسيا التي تبث‬ ‫الفعاليات مباشرة‬

‫ديسمبر‬

ADNEC has become the first company in the Middle East and Asia Pacific regions to go live with its Exhibitor Service Centre (ESC)

July ‫تحديث رؤية ومهمة وقيم أدنيك‬

Won the bid to host World Diabetes Congress 2017 with expected 15,000 delegates

‫أكتوبر‬ ‫أدنيك تستضيف مسابقة المهارات‬ ‫ أبوظبي‬- ‫العالمية‬

‫إتمام تطوير مدخل كبار‬ ‫الشخصيات‬

January

October ADNEC HONOURS WINNERS OF THE CAPITAL AWARDS 2016

December January Establishment of ADNEC Services LLC, an overall one-stop service for all event requirements

Refreshing ADNEC Mission, Vision and Values

October Hosted Worldskills Abu Dhabi 2017 bringing 100,000 visitors to ADNEC