ADNEC Group ESG Report 2023

2023

ESG REPORT Environmental, Social, and Governance

ESG Pledge

“Create long-term value for all our stakeholders through consciously ethical and sustainable practices across our group activities”

Content Message from the Group CEO...................................................................................................................................... 01 Key Highlights.................................................................................................................................................................................................... 03 Adnec Group: Vision & Mission................................................................................................................................... 06 Adnec Group: Corporate Strategy....................................................................................................................... 09 Adnec Group: ESG report...........................................................................................................................................................20 Executive Summary..................................................................................................................................................................... 23 Impactful Sustainability Initiatives ........................................................................................................ 31 Environment................................................................................................................................................................................................... 39 Social................................................................................................................................................................................................................................ 69 Governance.......................................................................................................................................................................................................95 ESG Report Glossary........................................................................................................................................................................... 107 GRI Index......................................................................................................................................................................................................................... 109

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ESG Report 2023

Message from the Group CEO It is with great pleasure that I present ADNEC Group’s annual Environmental, Social, and Governance (ESG) report. This report reflects our commitment to responsible practices, transparency, and accountability - key principles that guide our sustainability efforts across our entire portfolio.

At ADNEC Group, we are dedicated to operating and acting as a responsible organisation, making significant strides in reducing our environmental footprint, fostering social responsibility, and enhancing our governance practices. From decreasing our greenhouse gas (GHG) emissions to implementing innovative sustainability initiatives, we are actively shaping a better, more sustainable future for generations to come.

Our journey towards achieving net-zero emissions is well underway. We have successfully completed a GHG emissions data gathering and baseline activity, a critical step towards our ambitious decarbonisation targets. Our efforts have been recognised with the prestigious Sheikh Hamdan Bin Zayed Environmental Award, acknowledging our holistic approach to environmental sustainability across all operations and programmes.

To enhance the sustainability of our events, we have partnered with Terrax Environmental Limited to develop TerraTile, a 100% recycled modular flooring system that actively contributes to environmental conservation using waste generated from our events. Additionally, our newly announced strategic partnership with Tadweer Group strengthens our focus on waste management and sustainability practices, supporting our goal to halve emissions from our operations by 2030.

This report offers an in-depth look at our sustainability strategy, material issues, and transformative projects. It also serves as a tool to understand our tangible achievements and provides comprehensive reporting figures.

As we continue on this crucial journey, I want to express my gratitude for your ongoing support and partnership. Together, we are demonstrating that economic success, social impact, and environmental responsibility can coexist seamlessly.

Humaid Al Dhaheri Group CEO

ESG Report 2023

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ESG Report 2023 Reporting Period - Year 2023 January 1st - December 31st

ENVIRONMENT Absolute Emissions*

220K+ 2022 189K 2023

*Scope 1, 2 & 3 **Accounts for scope 1, 2 & estimates scope 3 emissions

24.4%

Reduction in Carbon Intensity vs 2022 ( tCO2e / employee )

20.6%

Reduction in electricity consumed per event vs 2022 ADNEC Venues Cluster

tCO2e

44%

Reduction in tCO2e emissions (Scope 1 & 2) F&B Cluster

53%

of waste is recycled by ADNEC Group - Across all business clusters

94%

of ADNEC Centre and twofour54 are ISO 14001 certified

tCO2e

14%

Reduction in tCO2e emissions at ExCeL London - Scope 1 & 2

33% vs 2022 71% vs 2021

Water Consumption per visitor ( m3 / visitor )

15.5%

Reduction in water consumption per event ADNEC Venues Cluster

SOCIAL 96%

Customer Satisfaction

100%

of suppliers are compliant with the group’s Conflict of Interest Policy

162%

Increase in local supplier contract awards vs 2022

ESG Report 2023

55%

increase in Total number of Employees (FTEs) vs 2022

13,453

Employee Volunteering Hours

15%

Increase in female % of total workforce vs 2022

51,461

Jobs Supported within UAE

0

Legal cases raised by employees

362%

Increase total training hours vs 2022

89%

Economic Impact (GVA - UAE)

AED 7.4B 2022 AED 3.9B

2023

GOVERNANCE 100%

100%

of business units analysed for risks related to money laundering and the financing of terrorism

Workforce has formally certified its compliance with the anti-competitive (conflict of interest) policy

0

2,361

Reported or legal actions on anti-competitive practices, harassment, discrimination, and abusive behavior.

Employee training hours on human rights

100%

of board members and the highest governance body are compliant with the conflict of interest declaration

67%

Increase in the percentage of ADNEC Group companies which are ISO 27001 certified

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ESG Report 2023

Founded in 2005, ADNEC Group is one of the most diversified conglomerates in the UAE and a huge economic driving force within the MENA region.

Our mandate is to deliver premier services to every stakeholder while supporting Abu Dhabi’s long-term policies and goals of economic growth and diversification. From hosting world-class events to maximising the financial returns of our hotels, we’ve experienced significant growth over the years, and continue to strive for excellence at every turn.

The Group is based in Abu Dhabi with a regional and international presence (six countries).

ADNEC Group publishes its sustainability report annually. The first issue was in 2015 and according to GRI principles and guidelines. Sustainability data is checked and verified by relevant departments and as per the nature of KPIs/measures. Sustainability data is not included in regulatory filings.

ESG Report 2023

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Our Vision A leading international group that aims for substantial and sustainable business growth.

Our Mission

We bring business and leisure travellers together to create memorable experiences. We invest to optimise asset returns.

Business Clusters The company operates across seven different business clusters: Events, Venues, Hotels, F&B, Services, Tourism and Media. Within each business cluster are business units operating as their own entities.

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ESG Report 2023

JV Hotels

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ESG Report 2023

Our strategy has been developed around three key drivers: Organic growth: The strategy aims to grow the portfolio of services and products, exceed customer expectations and maximise financial returns.

Non-organic growth: This is driven by investments and/or mergers and acquisitions to help the business grow substantially.

Innovation, sustainability and digital transformation: This involves creating an innovation culture, acting responsibly, and enabling the business through technological advancement.

Strategy Goals Theme: Financial

Goal 1: Sustain financial growth across business lines

Theme: Commercial

Goal 2: Grow a sustainable business

Theme: Sustainability

Goal 3: Act as a responsible organisation

Operational Excellence

Goal 4: Manage and optimise assets and resources

ESG Report 2023

S

w NCEMA

w Abu Dhabi Police

w Hotels Operators

involved in tourism and hospitality

w ETIHAD Aviation Group

w Modon Holding (shareholder) w General Headquarter GHQ

w Employees

w Local Community Associations and NGOs w Local Community

w Organisers w Etihad, Air Arabia and Wizz Air

Y IET SOC

w Delegates w Vendors

w Service Providers w Contractors w Subcontractors w Consultants

SU PP LIE

w Department of Culture and Tourism

w PCOs

w Venue Visitors w Conference Associations

w Exhibitors w Corporate F&B clients

w Leisure travellers

w Office Tenant

ER S

EMPLOY EES

w Logistics w SEHA

ST RA TE GI w Local authorities C

M

OP ER

O TI

R TNE R A LP A N

RS NE RT PA

A

Stakeholder Wheel

TO S CU

RS Proximity to the centre of wheel indicates intensity of required engagement.

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ESG Report 2023

ADNEC Group ESG Strategy A 3-step Approach Towards an ESG-driven Business Strategy Pillar 1 Materiality and Strategy Setting Materiality Matrix

Pillar 2 Reporting

Sustainability reporting is becoming mandatory for organizations across all sectors and sizes. Both the public and private sectors demand transparency, and some organizations offer third-party accreditation services to avoid greenwashing and promote collaborative action. This sustainability reporting demonstrates a commitment to fulfilling our stakeholders’ interests and SDG Prioritisation and Target Setting pursuing their best interests.

The sustainability reporting is The UN Sustainable Development completed in alignment with Goals present an internationally world-renowned standards, recognised framework with specific including, but not limited to, targets that the organization can SBTi, CDP, Ecovadis, ACT, GRI, work towards. and others.

The materiality assessment allows the organisation to identify and rank the relative importance of environmental, social, and governance issues specific to them. The assessment combines this perspective with an understanding of the impact of these issues on the organization’s financial and strategic success. A double materiality assessment can also be conducted to further consider the impact of these issues on society.

Pillar 3 Accreditation To verify the accuracy and completeness of sustainability reports, organizations are voluntarily seeking assurance or accreditation for their published reports. This is especially true for publicly listed companies to instill trust in the public and shareholders. Achieving this recognition provides investors with additional confidence in the organization’s management capabilities and commitments, aligning with the rating agencies’ ESG guidelines and standards.

ESG Report 2023

Overarching Framework for ESG at ADNEC Group 1.

ADNEC Group’s ESG Framework and Strategy is primarily based on aligning with the Group’s Corporate Strategy and shareholders’ directions.

2.

Through these strategies, ADNEC Group sets its overarching vision and aspirations for ESG, and informs this strategy through the priorities and principles of its shareholders and relevant external directions (e.g. UN SDG, Net Zero Carbon Events).

3.

Based on the Group ESG Strategy, various sub-strategies and plans are identified and championed across the Group to deliver the Group’s ESG goals.

4. Each subsidiary / business cluster contributes to the Group ESG Strategy and may determine its own goals and plans in alignment with the Group – considering its own unique set of material topics, priorities, operational requirements, restrictions and stakeholder needs.

Shareholder Direction ADQ Directions and and Goals Goals

Abu Dhabi Key Directions and Goals

ADNEC Group Strategy

Group ESG Strategy

Group Innovation and Future Shaping Strategy

Other Group Strategies / Frameworks

External Strategies, Trends, and Initiatives

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ESG Report 2023

Creating Change Across ADNEC Group Through ESG ADNEC Group establishes its ESG Strategy to outline the key topics and approaches needed to drive internal and external change across the three pillars of ESG: Environmental, Social, and Governance.

By adopting a methodical approach based on international standards and practices, ADNEC Group has outlined key material topics that need to be addressed, forming the foundation of its ESG strategy.

This document further outlines how ADNEC Group identified these material topics, as well as the goals and actions it aims to implement to address them over the coming years.

ESG Report 2023

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ESG Report 2023

Materiality Assessment Overview of the ESG Topics Included in the Materiality Assessment Sustainability and ESG certifications, labels, and frameworks have gained in popularity as transparency and stakeholder expectations have become more important. A comprehensive approach to an ESG-driven organization and strategy should take into account materiality, reporting, and accreditation. This report is produced in accordance with the GRI principles of accuracy, balance, clarity, comparability, completeness, relevance in terms of sustainability context, timeliness, and verifiability.

ENVIRONMENT 1

Air pollution

2

Desertification

3

Ecosystem biodiversity

The contamination of air due to the presence of substances in the atmosphere that are harmful to the health of humans and other living beings, or cause damage to the climate or to materials.

Land degradation in which biological productivity is lost due to natural processes or induced by human activities whereby fertile areas become increasingly arid.

The variety of ecosystems, by their nature and number, where living species interact with their environment and with each other e.g. oceans, rivers, forests, wildlife etc.

4 Energy efficiency The use of less energy to perform the same task or produce the same result.

5

Food waste

6

GHG / carbon footprint

7

Noise pollution

8 Non-food waste 9

Renewable energy

10

Sustainable materials

11

Water conservation

Food that is discarded because it was not consumed or lost at some other point in the process.

Represents all emissions of gases such as carbon dioxide, methane etc across the organisation’s value chain, expressed as carbon dioxide equivalent.

The propagation of noise that has an impact on the activities of human or animal life in the surrounding areas.

All other waste (such as municipal, industrial or agricultural) generated during or after a business activity or event.

Energy derived from natural resources that are contionously replenished cby the environment. Examples include solar, wind, hydropower, and others.

Materials that are produced, used, and disposed of in ways that minimise their impact on the environment, often characterized by their renewability, low environmental footprint, and ability to be recycled or biodegrade.

The practice of using water efficiently to reduce unnecessary water usage, loss, and waste.

SOCIAL 1

Community engagement

2

Community initiatives

3

Customer relations

4 Discrimination 5

Emirati culture and identity

Nationalisation Employee 7 training and development Equal 8 opportunity 6

The process of working collaboratively with groups of people—often from the same geographic area or with shared interests—to address issues affecting their well-being, through active participation, dialogue, and partnership-building.

Working together with members of society and other institutions to advance communities and foster a sense of belonging, stewardship, and willingness to act for the common good.

Company-wide process of nurturing positive relationships with customers and ensuring that customer concerns and complaints are treated and resolved fairly.

The unfair or unequal treatment of a person, or group of people, based on natural characteristics such as ethnicity, gender or age rather on individual merit Preservation and keeping of the UAE’s tangible and intangible heritage of a community intact, reflected through traditions, deep values, and a commitment to preserve history and identity while embracing modernity.

Employment and development of UAE citizens.

Organisational efforts aimed at enhancing the skills, knowledge, and competencies of employees through structured learning experiences, thereby improving performance and fostering career growth.

The policy of giving everyone the same opportunities for employment, pay, and promotion, without favouring any person or group of people.

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Gender balance

Product 10 and service innovation

The fair representation of females in the workplace and their progression into leadership roles.

The introduction of a new or significantly-improved product or service for the organisation’s customers and stakeholders.

The holistic state of employees’ physical, mental, and emotional health, through a supportive work environment that promotes job satisfaction, work-life balance, and overall quality of life.

Balance where a person equally prioritises the demands of one’s career and the 12 Work-life balance demands of one’s personal life.

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Workforce wellbeing

GOVERNANCE 1

Accurate and timely communication

How well communicators create verbal and nonverbal messages that are understood by others and how well those messages are recognised, comprehended, recalled, and interpreted.

2

Business continuity

Outlines the strategies and processes governining the company’s response when faced with disruptive events, allowing for quick recovery and ensuring mininal or no impact on operations and services.

3

Business ethics and values

Aligning the behaviours and culture of the organisation with the values it champions and applicable international values.

4

Corporate governance

The set of authorities, policies, and procedures that ensure the company rules, standards, values, controls, and oversight are clearly outlined and that they serve the interests of the shareholders, the board, and stakeholders.

5

Data security and integrity

6

Ethical sourcing and supply chain oversight

7

Fair competition

8

Operational excellence

The business approach that embraces principles and tools to create a culture of continuous learning, improvement, and efficiency within the organisation.

9

Project management

The methodologies and processes implemented to ensure projects are implemented within budget and time with the desired impact.

10

Regulatory compliance

An organisation’s adherence to laws, regulations, guidelines and specifications relevant to its business areas, to ensure that the organisation is continuously monitoring, adapting, and leading regulatory requirements.

11 Whistleblowing

Supporting employees in identifying and reporting wrongdoing or corruption in the workplace, and providing them with the necessary protection when they do.

Protection of company, stakeholder and individual data om unauthorised access, corruption, or loss, whilst ensuring accuracy and reliability.

Ensuring that the procurement of goods and services is conducted in a socially responsible and sustainable manner, with careful monitoring of suppliers to adhere to ethical standards such as fair labor practices, environmental stewardship, and human rights protection, in line with the organisation’s ESG strategy.

Creating policies and procedures that prohibit activities which restrain competition and favouritism towards certain companies, and aim to eliminate abuse of customer/supplier relationships.

As part of the materiality assessment process, internal and external stakeholders were surveyed and interviewed to identify the relevance of each topic. Another criterion considered was the impact on the business. The table below summarizes the material ESG topics for ADNEC Group.

Environment • • • • • •

GHG emissions/carbon footprint Energy efficiency Food waste Non-food waste Sustainable materials Renewable energy

Governance

Social •

Workforce well-being

•

Work-life balance

•

Gender balance

•

Nationalisation

•

Customer relations

•

Community Initiatives

•

Ethical sourcing and supply chain oversight

•

Data security and integrity

•

Business ethics and values

•

Corporate governance

•

Business continuity

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ESG Report 2023

ADNEC Group ESG Strategy Map ESG Priority Areas Growing and Investing in Our Employees

Protecting Our Land, Air, and Seas Focusing on the environmental impact of our business activities to protect the quality and prosperity of Abu Dhabi, the UAE and our operating country’s natural environment and biodiversity.

Creating an engaging and purpose-driven workplace culture that values the well-being and success of ADNEC Group’s employees and champions the same for all segments of the UAE’s demographics.

Related Material Topics 1.

2.

3.

4.

5.

6.

GHG emissions and our carbon footprint.

Resource efficiency and conservation.

Waste Management ( Food Waste * ) Waste reduction, reuse and recyling.

Renewable sources of energy.

Sustainable , non-hazardous materials.

1.

2.

3.

4.

Workforce wellbeing.

Work-life balance.

Nationalisation.

Gender balance.

1.

2.

3.

4.

Non- Discrimination.

Emirati culture and identity.

Employee training and development.

Equal opportunity.

Other Relevant Topics 1.

2.

3.

4.

5.

Air pollution.

Desertification.

Ecosystem biodiversity.

Noise pollution.

Water conservation.

UN SDG Contributions

ESG Goals 1.

Ensure that ADNEC Group is working towards addressing global and local climate emission concerns by aligning with international standards and efforts.

2.

Support the preservation and efficient use of energy resources across the Group’s business areas.

3.

Maximise use of sustainable materials and adoption of Circular Economy throughout the Group’s value chain.

1.

Ensure fair and equitable representation of women and men at all levels of the organisation.

2.

Create a safe, productive, and happy workplace for employees that respects the diversity and cultural backgrounds of all.

3.

Support employees in balancing work and personal life.

4.

Ensure the attraction, development, and retention of high calibre Emiratis across the Group.

ESG Report 2023

ESG Pledge “Create long-term value for all our stakeholders through consciously ethical and sustainable practices across our group activities” ESG Priority Areas Collaborating with Our Communities, Partners, and Suppliers

Safeguarding Our Assets and Values

Strengthening relationships, initiatives, and oversight across ADNEC Group’s value creation activities in order to align ESG goals and values throughout its supply chain.

Implementing best practice management systems to ensure the integrity and values of ADNEC Group are applied consistently and transparently throughout all its business activities and people.

Related Material Topics 1.

2.

3.

Ethical sourcing and supply chain oversight.

Customer relations.

Community initiatives.

1.

2.

3.

4.

Data security and integrity.

Business continuity.

Business ethics & values.

Corporate governance.

1.

2.

3.

4.

5.

6.

Accurate and timely communication.

Fair competition.

Operational excellence.

Project management.

Regulatory compliance.

Whistleblowing.

Other Relevant Topics 1.

2.

3.

Community engagement.

Localisation.

Product and service innovation.

UN SDG Contributions

ESG Goals 1.

Adopt transparent and sustainable 1. procurement practices that align with and support the Group’s ESG aspiration.

2. Collaborate with stakeholders to innovate and create new business value with mutual benefits.

3.

Positively support and impact the local economy and community to address social challenges and opportunities.

Apply best practices in security and enterprise risk management to ensure the efficacy and resilience of the ADNEC Group.

2.

Ensure Group values and behaviours are aligned with ethical practices, and that these are reflected in all business activities.

3.

Create responsive and transparent governance protocols that support decision making at all levels of the Group, and that strengthen its performance to help attain its goals.

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ESG Report 2023

ADNEC Group ESG Policy Commitment and Transformation Agenda

Priority Area

Protecting Our Land, Air, and Seas

Material ESG Topics

•

GHG Emissions & Carbon Footprint.

•

Energy Efficiency.

•

Renewable Energy.

•

Food Waste.

•

Non-Food Waste.

•

Sustainable Materials.

Growing and • Investing • in Our • Employees

Collaborating with Our Communities, Partners, and Suppliers

Workforce Wellbeing.

Work-Life Balance.

What We Aspire to Achieve 1.

Minimise (and offset where necessary) Scope 1, 2, and 3 emissions and align with Net Zero Goals to achieve a 50% reduction by 2030 and reach Net Zero by 2045.

2.

Optimise energy consumption to reduce negative consequences while creating immediate cost savings.

3.

Reduce energy consumption by 5% year-over-year while maintaining the same level of business.

4.

Reduce food waste generation and achieve 0% food waste disposal to landfill by 2030.

5.

Reduce non-food waste generation and achieve 0% non-food waste disposal to landfill by 2030.

6.

Increase the use of recycled materials over nonrecycled materials by 10% year-over-year.

7.

Promote a comprehensive approach to employee well-being to improve engagement, retention, and overall job satisfaction.

8.

Instill balanced working hours and maintain a clear separation between personal and professional time, aiming for 0% resignations due to burnout.

9.

Increase the representation of women in senior leadership positions across ADNEC

Gender Balance.

•

Ethical Sourcing and Supply Chain Oversight.

•

Customer Relations.

•

Community Initiatives.

10. Procure 100% of materials and services from suppliers that comply with ESG standards and meet a minimum ESG score by 2027.

11. Deliver seamless and exceptional customer experiences across all business lines, achieving Net Promoter Scores (NPS) and satisfaction scores above industry standards.

12. Move beyond cybersecurity and develop a groupwide digital transformation strategy to make ADNEC more competitive, efficient, and responsive.

•

Safeguarding • Our Assets • and Values •

Data Security and Integrity.

Business Ethics and Values.

Business Continuity.

Corporate Governance.

13. Continue to be recognised in the industry and the country as an organization that upholds the highest business ethics and standards.

14. Ensure ADNEC’s readiness to meet all future challenges and unforeseen events.

15. Continue creating an open, transparent, and effective governance structure that fosters trust and confidence among shareholders and investors.

ESG Report 2023

ADNEC Group ESG Report About this report ADNEC Group’s Environmental, Social, and Governance report covers the financial and operational performance of the Group and follows both national and international standards, such as the GRI Standards for reporting, the Abu Dhabi Stock Exchange (ADX) ESG Disclosure Guidance, and Abu Dhabi Government priorities.

Scope This report primarily focuses on the material sustainability issues concerning ADNEC Group’s core business.

Why ESG The ESG framework helps ADNEC Group understand the risks and opportunities across its business lines. It defines a common and relevant reporting metric and balances ESG priorities against the financial objectives of ADNEC Group.

ESG is not only about doing the right thing; it is about doing the right thing in a profitable way. It has been proven that organizations adhering to ESG principles experience higher financial growth and optimisation, top-line growth, cost reductions, increased stability, higher productivity f rom staff, and reduced regulatory and legal risks and interventions, such as fines and sanctions.

Restatements of Information Page 22: ADNEC Group’s carbon emissions for the year 2022 were reported as 92,824.5 tCO2e. This figure only accounted for Scope 1 and Scope 2 emissions, along with a select few “core” Scope 3 emission sources. When accounting for the entirety of Scope 3 emission sources, the total emissions for 2022 are 188,776 tCO2e based on the GHG Protocol’s market-based approach, or 189,360.9 tCO2e based on the location-based approach.

Page 80: The total number of employees for the year 2022 was initially published as 1,224. This figure has now been corrected to 3,588 employees, or 3,111 FTEs. The discrepancy was due to data unavailability at the time of the original publication. The increase is driven by asset transfers, mergers and acquisitions, and business growth/recruitment.

External Assurance External assurance is in compliance with shareholder requirements and is completed through third-party verification and assurance certification bodies. GHG emission and financial disclosure data and metrics are externally assured accordingly.

All other data in the annual ESG report is not externally assured.

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ESG Report 2023

Governance and Control As part of ADNEC Group’s continuous improvement process, the Group aims for best practice adoption and the implementation of global trends in corporate governance and compliance with its requirements. The overarching ESG Value Chain for ADNEC Group consists of three main processes: strategy formulation, implementation and reporting, and governance and control. During the last process, periodic maturity and performance analysis is undertaken to identify areas of improvement and track progress against the strategy, across the Group. Moreover, on-going research and coordination conducted by the ESG team(s) to identify ESG best practices, guidelines and improvements that can benefit the Group.

Board of Directors

Oversee the company’s sustainability strategy and ESG related approaches and processes.

Executive committee

Ensures that all mechanisms necessary to implement decisions made by the members of ADNEC’s Board of Directors have been put in place.

Furthermore, the Executive Committee sets ESG commitments and targets

ESG Committee

CommitteeAssists the Board and Group Executive Management in overseeing activities related to ESG matters, that include topics such as climate change impacts, energy and natural resources conservation, environmental and supply chain sustainability, human rights, diversity and inclusion, and other material ESG issues relevant to the Group.

The Committee provides guidance to the Board and Group Executive Management on the matters and perform an oversight role in shaping and managing the Group’s ESG strategy and disclosures.

Responsible for sustainability and ESG adoption across the group and its Sustainability clusters. Leading on all activities and initiatives as part of the group’s ESG Chief/Director journey. Responsible for strategies, policies, frameworks, initiatives and reporting and review.

ESG manager

Responsible for developing and managing the Group’s overall environmental, social and corporate governance policies, procedures, and framework. The manager works closely with internal and external stakeholders to provide technical and business expertise on key issues related to ESG and sustainability risks and material topics, and in the design, preparation, implementation and management of ADNEC Group’s ESG strategy and disclosures taking into consideration best industry practices and standards.

Cluster ESG Champion

ChampionWorks alongside the ESG Manager to ensure that their respective business cluster / subsidiary is aligned with the policy, procedures, framework and strategy defined at the Group level.

Awareness and Training The sustainability department at group level is responsible for ESG training and education through a series of workshops, meeting and knowledge sharing session in addition to training programme as per international standards.

ESG Report 2023

ADNEC Group Governance Structure ADNEC Group is governed by a structured hierarchy that ensures accountability and alignment with its parent company, Modon Holding. Leading ADNEC Group is the Group Chief Executive Officer (Group CEO), who reports to the Group CEO of Modon Holding, who in turn, reports to the Board of Directors.

The Board of Directors, governs Modon Holding, providing strategic guidance, ensuring regulatory compliance, and monitoring the performance of the Group.

Board of Directors

Modon Holding Group CEO

ADNEC Group Group CEO

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ESG Report 2023

EXECUTIVE SUMMARY

Overall Measure / KPI Promotion of Social & Economic Development

2019

2020

2021

2022

2023

Total Monetary Value Of Significant Fines (AED or USD)

0

0

0

0

0

Total Number Of Non-Monetary Sanctions (#)

0

0

0

0

0

Total Number Of Cases Brought Through Dispute Resolution Mechanisms (#)

1

1

0

1

0

2022 A

2023 B

Environment Measure / KPI

Decarbonisation*

2019

2020

2021

ADNEC Group Emissions (tCO2e)

N/A

N/A

N/A

189,361

( Location-Based )

188,776

( Market -Based )

60.86

ADNEC Group Emissions (tCO2e / employee)

N/A

Environmental Certification

2019

2020

The Percentage Of Company’s Sites And Offices With ISO 14001 Certification

N/A

Water Management

N/A

N/A

( Location-Based )

60.68

220,000+/-

( Location-Based)

219,320+/-

( Market -Based )

45.97

( Location-Based )

45.83

( Market-Based )

( Market-Based )

2021

2022

2023

90%

90%

90%

94%

2019

2020

2021

2022

2023

Water Consumption (m3)

212,487

180,378

233,224

200,027

267,695

Water Intensity (m3/Visitor)

0.1

4.7

0.7

0.3

0.2

Water Consumption per leased square metre (m3/m2) - Media cluster

N/A

N/A

N/A

0.05

0.03

Average Monthly Water Consumption (m³) - Media cluster

N/A

N/A

N/A

615

233

Water consumption (m3) - F&B Cluster

N/A

N/A

N/A

124,381

142,963

2022 : The reported carbon emission metric is holistic and includes scope 1, 2, and the entirety of scope 3 emission categories A

(Purchased goods and services, Capital goods, Fuel and energy related activities, Upstream transportation and distribution, Waste, Business travel, Employee commuting, Upstream leased assets, Investments )

2023 B : The reported carbon emission metric includes scope 1, 2, and only core elements of scope 3 emissions. The metric does

not fully capture all the scope 3 emission categories as mentioned above in year 2022. Upon finalizing the scope 3 calculation, this metric will be updated accordingly.

ESG Report 2023

Energy consumption

2019

2020

2021

2022

2023

22,034,091

19,228,746

19,183,221

21,901,239

29,471,531

ESG Score - Media cluster

N/A

N/A

N/A

N/A

75%

Electricity Consumption Per Event (KWh / Event)

44,424

N/A (COVID)

228,372

92,022

37,979

Electricity Consumption (KWh - Media cluster offices)

N/A

N/A

354,666

267,087

94,515

Total Scope 1 and Scope 2 Emissions (tCO2e) - Media cluster Excluding offset / CCS

N/A

N/A

8,630,859

8,797,918

6,750,775

Electricity Intensity ( KWh/ m² - yr ) - Media cluster

N/A

N/A

N/A

5.9

4.4

Electricity Consumption (KWh/ employee) - Media cluster

N/A

N/A

2,860

2,903

1,747

Electricity Consumption (KWh) - F&B Cluster

N/A

N/A

N/A

47,228,732

23,006,473

Waste management

2019

2020

2021

2022

2023

Total Recyclable & Non-Recyclable Waste (kg)

1,769,000

443,000

680,000

791,000

1,333,000

Weight of Recycled Waste (kg)

749,000

172,000

344,000

389,000

706,000

Percentage Recycled Waste of Total (%)

42%

39%

51%

49%

53%

Total Non-Recycled Waste Weight (kg)

1,020,000

271,000

336,000

402,000

627,000

Percentage Non-recycled Waste of Total (%)

58%

61%

49%

51%

47%

Total Hazardous waste (kg)

0

0

0

0

0

Total Waste Generated (kg) - Media Cluster

N/A

N/A

181,779

138,970

120,840

Hazardous waste (kg) - Media Cluster

N/A

N/A

376

0

0

Percentage Recycled Waste of Total Waste (%) - Media Cluster

N/A

N/A

1%

1%

5%

Prevention of pollution

2019

2020

2021

2022

2023

0

0

0

0

0

Electricity Consumption (KWh)

No. Of Spills Recorded (Major**)

* Emissions are very similar whether adopting location or market based calculation principles. **While a possibility remains, there have been no incidents over the past eight years as confirmed by Health and Safety.

24

25

ESG Report 2023

Social Customers

2019

2020

2021

2022

2023

Customer Satisfaction Score (%)

95%

98%

93%

96%

96%

Net Promoter Score (NPS)

79

85

72

85

74

Number Of Customer Complaints* Filed (#)

3

0

0

0

0

Number Of Customer Complaints Resolved (#)

3

0

0

0

0

*Complaints: identified as (Genuine, Severity: mid+), referring to customers suggestions and complaints approach matrix.

Suppliers

2019

2020

2021

2022

2023

Percentage Of Suppliers Have Formally Certified Their Compliance With The Conflict Of Interest For Local Regular Suppliers (%)

100%

100%

100%

100%

100%

Total Procurement Spend (million AED)

137

59

178

221

246

Procurement Spend On Local Suppliers (million AED)

135

58

171

210

223

Total Number Of Local Suppliers Engaged (#)

N/A

N/A

420*

327

858

*As of December 2021. This is a cumulative figure due to internal reporting factors on vendor data.

Human Capital Equal Opportunity

2019

2020

2021

2022

2023

Total Number Of Female Employees (#)

195

178

180

310

398

Number Of Nationalities Across The Workforce (#)

31

29

28

104

102

Workforce Overview (statistics by employment level)

2019

2020

2021

2022

2023

Total Number Of Employees (#)

733

667

665

3,588

5,561

Full-Time Employees (#)

641

587

584

2,992

4,592

Part-Time Employees (#)

92

80

81

119

193

Total Number Of Employees (FTE)

NA

NA

NA

3,111

4,785

Full Time Employees In Senior Management (#) Grades 0-2b

40

38

37

40

53

Female Employees In Senior Management (#)

2

3

3

5

6

Male Employees In Senior Management (#)

38

35

34

35

47

Total Workforce by Gender Profile (#)

641

587

584

1,015

1,060

Female Full-Time Employees (#)

181

170

171

1,019

2,760

Male Full-Time Employees (#)

460

417

413

1,973

1,832

ESG Report 2023

Human Capital (F&B Cluster)

2019

2020

2021

2022

2023

Number of Employees (#)

N/A

N/A

N/A

N/A

3,578

Male / Female Ratio

N/A

N/A

N/A

N/A

6.69

Voluntary Turnover Rate (%)

N/A

N/A

N/A

N/A

14

Overseas Recruitment Drives Undertaken (#)

N/A

N/A

N/A

N/A

3

Accommodation Facilities (#)

N/A

N/A

N/A

N/A

11

Govt. Services Transactions (#)

N/A

N/A

N/A

N/A

15,114

New Joiners in 2023 (#)

N/A

N/A

N/A

N/A

1,674

Nationalities Employed (#)

N/A

N/A

N/A

N/A

48

Average Employee Age (#)

N/A

N/A

N/A

N/A

33

No. of Trainings Conducted (#) - including regulatory and development training

N/A

N/A

N/A

N/A

5,212

Local Recruitment Drives Undertaken (#)

N/A

N/A

N/A

N/A

11

Employee Related Legal Cases (#)

N/A

N/A

N/A

N/A

0

Employees Spread Across (# of locations)

N/A

N/A

N/A

N/A

30

Number of Mobilisations (#)

N/A

N/A

N/A

N/A

11

Training and Development

2019

2020

2021

2022

2023

Total Training Per Employee (hours)

6,799

5,581

6,736

7,978

9,763

Total Male Training (hours)

3,627

2,670

2,905

4,102

3,447

Total Female Training (hours)

3,172

2,911

3,831

3,876

6,316

Average Training Per Employee (hours)

39

25

27

37

19

Average Training Per Male Employee (hours)

31

15

20

34

11

Average Training Per Female Employee (hours)

52

41

36

42

31

Training and Development (Capital Catering)

2019

2020

2021

2022

2023

Total Training Per Employee (hours)

3,449

2,519

3,670

4,400

20,330

Total Male Training (hours)

1,512

1,728

1,800

3,365

17,804

Total Female Training (hours)

1,937

791

1,870

1,036

2,526

Average Training Per Employee (hours)

11.3

9

15

5

5

(ADNEC: Group / Venues / Capital 360)

Average Training Per Male Employee (hours)

6

8

10

6

6

Average Training Per Female Employee (hours)

24

11

34

6

41

26

27

ESG Report 2023

Nationalisation

2019

2020

2021

2022

2023

Nationals Among Full Time Workforce (#)

131

123

119

49

206

Nationalisation (%)

72

72

72

6

19

Nationals In Senior Management Positions And Above (#) L1 & L2

7

6

6

6

14

Nationals In Senior Management Positions And Above (#) L1, L2 & L3

22

21

19

27

27

Occupational Health and Safety

2019

2020

2021

2022

2023

Total Employee Manhours (#)

779,328

727,584

969,285

957,504

1,815,264

Total Contractor Manhours (#)

18,464,160

2,762,672

9,580,384

4,652,000

21,542,400

Total Contractor Employees (FTE)

7,397

1,106

3,838

1,863

8,630

Employee Fatalities (#)

0

0

0

0

0

Contractor Fatalities (#)

0

0

0

0

0

Employee Total Recordable Injuries (#)

8

10

4

6

6

Contractor Total Recordable Injuries (#)

36

47

27

56

88

Employee Lost-Time Injuries (#)

2

4

4

0

0

Contractor Lost-Time Injuries (#)

20

12

0

0

0

Absenteeism rate* (%)

17

13

4

5

6

*Absenteeism rate (Full-time employees) = Total number of missed workdays / Total workdays *Missed workdays includes: • • • •

Sick Leave Uncertified Sick Leave Injury Sick Leave Escort Leave

• • • •

Local Emergency Leave Suspension Leave Unauthorised Leave Unpaid Leave

• • •

Iddah Hajj Leave Sports Leave

ESG Report 2023

Community Community Engagement and Investment

2019

2020

2021

2022

2023

Discount / Free Services To Community (AED)

31,290,000

430,000

3,256,000

6,928,000

8,895,023

Number Of Employee Volunteers (#)

165

18

16

17

23

Number of Employee Volunteering Hours (#)

219

24,480*

10,840*

4,658*

13,453

Economic Impact

2019

2020

2021

2022

2023

ADNEC Economic Impact GVA (AED Billion)

4.9

1.4

2.4

3.6

7.4

Jobs Supported (#)

27,534

7,591

13,392

21,000

51,461

2016

2017

2021

2022

2023

Reputation And Image (% score)

92

92

89

86

86

Social Impact (% score)

90

90

89

85

85

Environmental Impact (% score)

90

89

91

86

86

Impact of Work And Activities on Surrounding (% score)

90

90

91

86

85

Adnec Brand Perception Total (% score)

91

90

90

86

85

ADNEC Brand Perception ** Results of Community Engagement Survey

*The voluntary hours have increased due to employees participation in 24/7 voluntary works during (COVID-19) at Vaccine Centre and the Field Hospital. **2018 to 2020 The survey wasn’t conducted.

28

29

ESG Report 2023

Governance Measure / KPI Board of Directors

2019

2020

2021

2022

2023

Independent Members Of The Board Of Directors (#)

5

5

6

6

6

Non-Independent Members Of The Board Of Directors (#)

0

0

1

1

1

Executive Members Of The Board Of Directors (#)

1

1

1

1

1

Non-Executive Members Of The Board Of Directors (#)

4

4

6

6

6

Female Members Of The Board Of Directors (#)

0

0

1

1

1

Male Members Of The Board Of Directors (#)

5

5

6

6

6

Percentage: Total Board Seats Occupied By Females (%)

0

0

14

14

14

Percentage: Committee Chairs Occupied By Females (%)

0

0

50

50

33

Percentage: Board Seats Occupied By Independents (%)

100

100

86

86

85

Anti-Corruption, Anti-Money Laundering, and Combating the Financing of Terrorism

2019

2020

2021

2022

2023

Percentage Of Business Units Analysed For Risks Related To Money Laundering And The Financing Of Terrorism (%)

0

0

50

100

100

Percentage Of Workforce Formally Certified and Compliant With The Anti-Corruption Policy (%)

100

100

100

81

92

Number Of Operations Assessed For Risk Related To Corruption (#)

13

7

11

14

11

Percentage Of Operations Assessed For Risk Related To Corruption (%)

45

24

38

72

30

Number Of Corruption Incidents (#)

0

0

0

0

3

Number Of Non-Monetary Sanctions (#)

0

0

0

0

0

Number Of Legal Actions (#)

6

3

3

3

3

-Historically, assessments of operations for risks related to corruption have been undertaken only as a component of the wider Internal Audit programme.

ESG Report 2023

Anti-Competitive Behaviour

2019

2020

2021

2022

2023

Reported Instances or Legal Actions Related To AntiCompetitive Practices (#)

0

0

0

0

0

Percentage Of Workforce Formally Certified and Compliant With The Anti-Competitive / Conflict Of Interest Policy (%)

100

100

100

100

100

Prevention of Human Rights Violations

2019

2020

2021

2022

2023

Employee Training On Human Rights (hours)

39

25

27

360

2,361

Incidents Of Discrimination Reported (#)

0

0

0

0

0

Incidents Of Abusive Behaviour Reported (#)

0

0

0

0

0

Incidents Of Harassments Reported (#)

0

0

0

0

0

Audit and Internal Control

2019

2020

2021

2022

2022

Percentage of Non- Audit Fees Out of Total Audit Fees (%)

0

0

0

0

0

Percentage of Completion of “Conflict of Interest Declarations” By The Directors of The Board (%)

100

100

100

100

100

Percentage of Completion of The “Conflict of Interest Declarations” By ADNEC Group Employees (%)

100

100

100

81

92

Percentage of Attendance of The Members of The Board of Directors To The Adnec Group Board Meetings (%)

78

100

100

100

89

Percentage of Attendance of The Members of The Governance Committee (Bod Sub-Committees) To Their Meetings (%)

92

92

100

100

95

Percentage of Adnec Group Key Governance Documents Reviewed For Annual Update (DOA, Committees Charters, Governance Approach, Risk Management Approach, Code Of Conduct, Whistle Blowing Policy, Fraud Control Policy, Business Continuity Approach, Project Management Approach, Etc.) (%)

33

58

79

94

96

2019

2020

2021

2022

2023

The Percentage of ADNEC Group Companies Monitored By 24/7 Security Operations Centre (%)

0

0

0

0

100

The Percentage Of ADNEC Group Companies Which are ISO 27001 Certified (%)

0

0

0

37.5

62.5

UAE Information Assurance (IA) Regulation Compliance (%)

N/A

N/A

N/A

N/A

61

Privacy and Data Security

30

31

ESG Report 2023

Impactful Sustainability Initiatives Initiative 1

TERRATILE: Sustainable Modular Flooring for Exhibitions

The official launch of Terratile at World Future Energy Summit

Flagship ADNEC Group ESG initiative launched The TerraTile is a 100% recycled modular flooring system for exhibition stands. It has been developed by ADNEC Group in partnership with Terrax and funded by an R&D grant from ADQ. Each TerraTile is equivalent to over five kilograms of recycled waste taken from events at ADNEC Centre Abu Dhabi, and represents a breakthrough in event sustainability, offering a practical and sustainable alternative to conventional flooring solutions.

ESG Report 2023

ADNEC Group CEO and the Co-Founder of Terrax

Crafted at Terrax’s facility in Abu Dhabi, TerraTile provides a durable and improved flooring design that actively contributes to environmental conservation. Additionally, when TerraTiles reach the end of their life cycle, they can be recycled to produce new ones.

TerraTile is a genuinely circular product for the events market, proudly designed and manufactured in the UAE. The TerraTile flooring system will be made available for rental to exhibitors and contractors at Capital Events shows from Q4 2024, this product will positively impact the carbon footprint of ADNEC Group organised events.

Humaid Al Dhaheri, Group CEO:

“TerraTile is a revolutionary product that underscores ADNEC Group’s commitment to sustainability in the events industry. By prioritising sustainability in our events, we not only reduce our ecological footprint but also inspire others to join us in building a greener future for the industry. This innovative product reinforces our ongoing efforts to make events more sustainable while delivering exceptional experiences for our clients and attendees.”

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ESG Report 2023

Initiative 2

AI Driven Energy Optimisation Project At ADNEC Centre, Abu Dhabi Working towards this goal of optimising energy consumption; ADNEC Group is launching several initiatives, projects, and actions ranging from small scale efficiency projects such through utilizing sensors, smart metres, LED lights, sustainable materials, to larger scale transformational projects such as the artificial intelligence (AI Driven) energy optimisation project at ADNEC Centre Abu Dhabi in partnership with a global brand. The project reflects the adoption of technological advancements in favour of sustainability and material issues.

The project will optimise energy consumption, reduce GHG emissions, and ultimately streamline operational costs.

The infrastructure upgrade stage will be completed by end of 2024, while the automation and the adoption of AI principles will positively impact consumption starting in June 2025.

Th integration of smart and intelligent solutions at ADNEC Centre Abu Dhabi will lead to:

Three key deliverables for the project 1. Infrastructure Modernisation.

2. Energy Analytics & Sustainability.

3. Digitalisation.

The long-term plan is to extend this practice to gradually cover all large property assets (venues and buildings) within the group. This is aligned with ADNEC Group’s decarbonisation initiative (specifically the transition plan stage).

The future command control centre, which is expected to be part of stage 2 of this project (2026-2027), will provide value-adding use cases on a continuous basis across facilities.

ESG Report 2023

Initiative 3

Food Waste Management (GreenEco’s WasteMaster) In alignment with the Group’s ESG strategy, one of the key material issues identified is “food waste management.” Initiatives at ADNEC Group food production facilities have been introduced to reduce the overall volume of food waste and to repurpose it. These initiatives include installing food production facilities to minimise food loss and convert food waste into useful products.

The aviation facility, the largest kitchen in Abu Dhabi, spans over 28,000 square metres and has a capacity of over 80,000 meals a day. It produces approximately 4,000 kg of food waste daily, with an estimated carbon footprint of over 3,873 tCO2e.

Following extensive research, ADNEC Group’s F&B arm, Capital Catering has invested in WasteMaster technology to combat the issue of food waste.

WasteMaster is an innovative on-site food and organic waste valorisation system that accelerates the decomposition of food waste, reducing it to a much smaller quantity of dry and odor-free residual material. The valorisation process is facilitated by a unique proprietary technology without the need for water, enzymes, microorganisms, or any other elements.

34

35

ESG Report 2023

Initiative 4

Emirati Culture and Heritage Experience in Tourism Assets Tourism 365, part of ADNEC Group, offers desert camp experiences for tourists visiting the UAE and Abu Dhabi. The unique desert camp experience enhances social sustainability by preserving and showcasing Emirati traditions to visitors.

The camp is a curated experience that brings the traditions of Emirati culture and heritage to international travelers. The heritage-style camp features Bedouin tents, a camel and falconry experience, and opportunities to sample Emirati cuisine and learn about old Emirati traditions from locals.

Visitors also learn about generational skills of desert wayfinding and can partake in stargazing, camel riding and henna designs.

In addition to contributing to the preservation of UAE culture and traditions, these camps provide jobs for local community representatives and generate a steady income for tour guides, chefs, art and craft specialists, and many others.

The camp was officially launched in 2023; the newly redesigned edition will be be ready to welcome tourists in September 2024.

ESG Report 2023

Initiative 5

ADNEC Group and Tadweer Memorandum of Understanding ADNEC Group and Tadweer have entered into a strategic partnership to formalize their collaboration and establish a solid framework for waste management specifically and sustainability in general.

The MoU will cover a range of activities including the introduction of expanded waste management systems and solutions. The parties will also advocate for sustainable practices and seek to leverage the value of waste by encouraging responsible behaviour through awareness campaigns and initiatives.

The agreement includes provisions for designing and implementing recycling stations to encourage segregation at the source. This involves deploying newly designed Recycling Vending Machines (RVM) led by Tadweer Group and implementing the Tadweer Rewards system.

Humaid Matar Al Dhaheri, Group CEO of ADNEC Group, said, “ADNEC Group’s partnership with Tadweer Group underscores our strategic focus on sustainability through waste management and recycling, aligning with the UAE’s objectives and national strategies for sustainable development. By addressing this challenge in accordance with the vision of our country’s leadership, we are forging new partnerships and facilitating innovative solutions to strengthen our recycling and reduction efforts across all sectors of our business.”

Official signing of the MOU at World Future Energy Summit

The joint development opportunities will include: •

Promoting responsible waste management through awareness campaigns and initiatives.

•

Designing and implementing recycling stations to promote waste segregations.

•

Apply newly designed RVM’s by Tadweer and its reward system.

•

Food waste solution with WasteMaster and anaerobic digesters.

36

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ESG Report 2023

Initiative 6

Clean Energy Adoption The shift towards clean energy sources has been identified as a key strategic direction as part of the ESG strategy. As mentioned earlier, clean energy is a material issue, and the group is gradually deploying transformational initiatives to achieve the desired outcome.

Clean Energy Sourcing ADNEC Group has completed the foundational work for an agreement with Emirates Water and Electricity Company (EWEC) to purchase electricity from EWEC’s clean energy sources, aligning with the goal of certifying ADNEC Centre Abu Dhabi as a venue fully powered by clean energy.

The agreement discussions began in 2023, and it is expected to become active in June 2024.

Efforts with EWEC contribute to supporting the successful ecosystem of world-leading renewable projects in the UAE, reflecting the country’s commitment to accelerating the decarbonisation of the energy sector. This shift towards procuring renewable technologies and energy aligns with the Group’s endeavors toward net-zero.

Similarly, 100% of the venue’s electricity supply at ExCeL London comes from renewable sources, with the gas supply being carbon offset through UN credits. As part

of the ESG strategy for ExCeL London, there are plans to transition from gas supply to a clean energy source by 2035. This is in alignment with the Group’s transition plan towards net zero.

Solar Panels Following on from the successful installation of solar panels on ADNEC Centre Abu Dhabi’s parking structures, the organisation is exploring an expansion of the project to cover the entire roof of the venue. Several site visits have been completed, and data gathering is underway. A detailed study is being formulated, with a final decision expected by mid-2024.

We are committed to ensuring that events held at our venues and facilities meet their objectives, whilst reducing environmental impact.

ESG Report 2023

Sustainability Excellence In alignment with its endeavors for business growth and expansion across all business lines and clusters, the Group focuses on creating a sustainable economic, social, and environmental impact on both the UAE and the wider region.

ADNEC Group has been leading the adoption of international best practices and embedding excellence as a culture for the last 15 years. The Group’s efforts have been recognised through excellence awards and international Sheikh Hamdan bin Zayed presents the Environment certifications, such as the European Award to ADNEC Group CEO Foundation for Quality Management excellence programmes (EFQM Leaders for Excellence and Recognised for Excellence R4E).

ADNEC Group CEO thanks the team for their collaborative efforts on the award submission

In continuation of this journey and as part of its sustainability focus, ADNEC Group has expanded its efforts to include environmental excellence programmes that help the group further cement its role as a key advocate of sustainability issues across the UAE and the region.

In May 2023 , the Environment Agency Abu Dhabi, launched Sheikh Hamdan bin Zayed Environment Award as a biennial Recognition programme in cooperation with EFQM as part of its continued efforts to protect the environment, preserve natural resources, and support initiatives targeted at raising public awareness and encouraging positive, environmentally conscious behaviours in Abu Dhabi. The Environmental Sustainability Lens, developed by EFQM in partnership with EAD, is based on the EFQM Model and draws from the learning and experiences of EFQM in developing other lenses such as the Circular Economy, Net Zero and the 17 United Nations Sustainable Development Goals (UN SDGs).

38

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ESG Report 2023

Environment Environmental Management ADNEC Group has developed a structured sustainability framework and strategy, which includes an environmental policy. This sustainability strategy and framework provide the right focus and strategic direction towards sustainability, linking it with the overall Group Strategy Plan.

This framework allows the strategic prioritisation of initiatives with clear criteria for evaluation including scope, impact, complexity and availability of funds.

ADNEC Group regularly conducts awareness sessions for staff and suppliers across all its subsidiaries. The Group participates in community discussions, knowledge-sharing sessions, and regular, systematic awareness-raising sessions on environmental management and eco-design in collaboration with ESG committee plans. Additionally, the Group conducts benchmarking studies relevant to broader sustainability issues, specifically environmental concerns..

ADNEC Group’s assets and facilities are ISO 14001 certified in the field of Environmental Management Practices. In addition to this, the Group received the Health and Safety Certification and the ISO 20121 Certification in the field of event sustainability management systems.

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

The Percentage Of Company’s Sites And Offices With ISO 14001 Certification

N/A

90%

90%

90%

94%

What is Net Zero?

Net zero refers to a balance between man-made greenhouse gas (GHG) emissions and their removal from the atmosphere. To achieve this balance, GHG emissions must be reduced and the non-avoided ones must be compensated or “neutralised” through the use of long-term carbon capture solutions. It is different from ‘carbon neutral’. For carbon neutrality, the nonavoided emissions are compensated through the use of traditional offsets (carbon credits coming from projects that develop renewable energies, efficient transport etc.). Carbon neutrality can be considered as an intermediate step towards net zero.

Net-Zero Carbon Pledge ADNEC Group has expedited its efforts toward Net Zero and launched a comprehensive initiative to achieve this goal. By following international GHG protocols and frameworks and partnering with a specialised consulting firm, the Group has gathered data and calculated GHG emissions for 2022 and 2023 as carbon footprint baseline years.

As part of this initiative, emissions related to scope 1, 2 and 3 and all clusters, assets and facilities have been included.

ESG Report 2023

Environment

The next stage is to launch the transition plan in October 2024, which will include initiatives, projects, and tactics aimed at reducing emissions by 50% by 2030 and reaching net zero by 2045.

Environmental Management

Commitment

ADNEC Group developed a structured sustainability framework and sustainability ADNEC Group is committed to the ensuring the sustainable development of the strategy, which includes environmental policy. The sustainability strategy and MICE industry in the UAE, region and world. framework provide the right focus and strategic direction towards sustainability, linking it with the overall Group Strategy Plan.

Pledge

This framework allows strategic initiatives withNet clear criteria for The Group pledge alsothe supports theprioritisation United Arab of Emirates (UAE) Zero by 2050 evaluation including scope, impact, complexity and availability of funds.

Strategic Initiative to reduce carbon emissions.

ADNEC Group regularly conducts awareness sessions for staff and suppliers Global across allefforts its subsidiaries. The Group participates in community discussions, knowledge sharing sessions, regular and systematic awareness-raising sessions on ADNEC Group supports global efforts to tackle climate change. environmental management and eco-design in collaboration with ESG committee plans. Additionally, the Group conducts benchmarking studies relevant to the wider sustainability issues and specifically environmental.

ADNEC Group is ISO 14001 certified in the field of Environmental Management Practices.

In addition to this, the Group received the Health and Safety Certification and the ISO 20121 Certification in the field of event sustainability management system.

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

The percentage of company’s sites/offices with ISO 14001 certification

0

90%

90%

90%

90%

40

41

ESG Report 2023

Atmospheric Emissions Related to Energy Consumption A comprehensive decarbonisation project (work-stream) was launched in collaboration with an appointed carbon certification expert. Energy consumption has been identified as a key source of greenhouse gas (GHG) emissions across all assets. Energy accounts for 50% of the scope 1 and 2 emissions at ADNEC Group venues, making it crucial to optimise energy consumption.

The decarbonisation initiative consists of several stages, including carbon mapping, carbon measuring, carbon reporting, and, most importantly, carbon reduction. This includes a portfolio of projects and initiatives planned for gradual deployment in alignment with annual GHG reduction targets.

AI Driven Energy Optimisation Project At ADNEC Centre Abu Dhabi The Group has launched an artificial intelligence (AI-driven) energy optimisation project at ADNEC Centre Abu Dhabi in partnership with a global brand. This project reflects the adoption of technological advancements to address sustainability and material issues. The project aims to optimise energy consumption, reduce GHG emissions, and ultimately lower operational costs. (A summary of this project is included on page 37.)

GHG emissions reduction: ADNEC Group’s carbon reduction phase was launched in September 2023 with the implementation of the transition plan across all Group assets.

The Pledge ADNEC Group 90,000 is committed to supporting the goal of achieving net-zero greenhouse gas (GHG) emissions by 2050, in line with global efforts outlined in the Paris Agreement to limit warming to 1.5°C and reduce total global GHG emissions by 50% by 2030. The Group also advocates80,000 for industry efforts throughout the value chain to achieve the same goals. In pursuit of this aim, ADNEC Group has undertaken to publish its roadmap for achieving this goal before the end of 2023.

70,000

Total Carbon Footprint by Cluster (tCO2e) 60,000 50,000

Double Tree

by Hilton, ExCel

90,000 80,000 70,000 60,000 50,000

1,315

40,000

40,000

30,000 20,000 10,000

Qasr Al Sarab Desert

21,965 Resort by Anantara ADNEC Centre

14,031

Al Ain Convention Centre

3,458

Excel London

12,158

Events: ADIFE and others

10,417

Andaz Capital Gate AD

6,567

Aloft Abu Dhabi

2,086

Aloft London Excel Anantara Sir Bani Yas

6,438 2208 The ReyKjavik Edition

0 ADNEC Venues

2,377

ADNEC Events

ADNEC Hotels

Lorem ipsum

30,000 20,000 10,000 0

ESG Report 2023

90,000

ADNEC F&B 83,915

80,000 70,000 60,000 50,000 40,000 30,000 ADNEC Services 16,920

20,000 10,000

twofour54 3,966

Tourism 365 1,533

0 ADNEC F&B

ADNEC Services

ADNEC Tourism

ADNEC Media

Measure / KPI Decarbonisation

2019

2020

2021

2022 A 189,361

ADNEC Group Emissions (tCO2e)

N/A

N/A

N/A

( Location-Based )

188,776

( Market -Based )

60.86

ADNEC Group Emissions (tCO2e / employee)

N/A

N/A

N/A

( Location-Based )

60.68

( Market-Based )

2023 B 220,000+/-

( Location-Based)

219,320+/-

( Market -Based )

45.97

( Location-Based )

45.83

( Market-Based )

2022 A : The reported carbon emission metric is holistic and includes scope 1, 2, and the entirety of scope 3 emission categories (Purchased goods and services, Capital goods, Fuel and energy related activities, Upstream transportation and distribution, Waste, Business travel, Employee commuting, Upstream leased assets, Investments )

2023 B : The reported carbon emission metric includes scope 1, 2, and only core elements of scope 3 emissions. The metric does not fully capture all the scope 3 emission categories as mentioned above in year 2022. Upon finalizing the scope 3 calculation, this metric will be updated accordingly.

Other initiatives: •

ISO 14001 certification.

•

Environmental policy and objective to minimise toxic emissions and to comply with accredited programmes that aim to decrease the greenhouse gas emissions generated by company activities at all locations.

42

43

ESG Report 2023

Cluster

Asset

Sites

ADNEC Centre Abu Dhabi

ADNEC Centre Abu Dhabi

ADNEC Centre Al Ain

ADNEC Centre Al Ain

ExCeL London

ExCeL London

ANdAZ Capital Gate, Abu Dhabi

ANdAZ Abu Dhabi

Aloft Abu Dhabi

Aloft Abu Dhabi

Aloft London

Aloft London ExCeL

DoubleTree by Hilton London ExCeL

DoubleTree by Hilton London ExCeL

Sir Bani Yas Island

Sby Al Sahel resort, Sby Al Yamm resort, Sby, Dirs hotel

Qasr Al Sarab

Qasr Al Sarab Hotel

The Reykjavik Edition

The Reykjavik Edition

ADNEC F&B

Capital Catering

Capital Catering sites - ADNEC Venues Capital Catering sites - Airport Site

ADNEC Services

Capital 360

ADNEC Services Dubai office

ADNEC Tourism

Tourism 365

ADNEC Tourism 365

ADNEC Media

Twofour54

All Sites, Studio B & C, twofour54 Khalifa Park Campus, twofour54 YCH Campus

ADNEC Venues

ADNEC Hotels

ADNEC Events

Capital Events

Abu Dhabi International Food Exhibition (ADIFE) Additional events

ESG Report 2023

Carbon Footprint by Asset and Scope Category (tCO2e) ADNEC ADNEC ExCel Abu Dhabi Al Ain London Centre Centre

Scope

Sub- Category

1

Diesel Fuel

65.2

-

-

-

-

-

1

Fleet Travel

15.7

42.3

-

-

132.0

1

Natural Gas

17.8

-

-

-

1

Refrigerants

31.5

-

2

District Cooling

0

-

2

District Heat and Steam

1,570.3

2

Electricity [Locationbased]

3

Hotels

F&B

164.9

-

-

-

35.0

-

3,645.8

-

-

-

2,170.6

-

-

-

-

-

-

272.4

165.6

-

-

-

-

7113.7

-

-

-

-

-

-

-

-

-

2,870.5

8,708.4

2,138.2

141.9

-

1.7

1,815.4

Business Travel

83.2

52.6

-

1,036.8

10.6

6.1

6.1

328.9

5.8

3

Capital Goods

887.9

-

-

-

-

-

-

-

-

3

Employee Commuting

276.8

821.6

31.3

16.6

359.2

124.8

144.8

1394.3

4,597.8

3

Fuel And Energy Related Activities

1,422.5

2,900.5

886.8

56.1

31.5

0.6

652.7

8543.6

5,590.7

3

Investments

160.6

-

-

-

-

-

-

-

-

3

Purchased Goods And Services

4,606.4

1,208.4

181.7

9,155.2

1,000.5

16,786.2

1,076.0

2252.1

51,878.7

3

Upstream Leased Assets

32.6

-

-

-

-

-

-

-

-

3

Upstream Transportation & Distribution

61.5

-

-

6.3

-

-

-

-

8.5

3

Waste

55.8

297.7

54.5

5.0

-

0.7

71.5

790.3

3873.5

12,158.4

14,031.5

3,458.1

10,417.9

1,533.8

16,920.1

Total Grand Total

Events

Tourism Services Media

189,360.9

20,365.2 14,042.7

3,966.3 42,958.8 83,915.9

44

45

ESG Report 2023

Total Carbon Footprint by Business Cluster and Scope (tCO2e) Reporting period: 1 January 2022 to 31 December 2022.

Reporting boundary: scopes 1, 2 and 3 for ADNEC Venues Cluster. and scopes 1, 2 and core elements of scope 3 for the other clusters.

Cluster

Scope 1

Scope 2

Scope 3

ADNEC Venues

173

15,453

14,023

ADNEC Events

N/A

142

10,276

ADNEC Hotels

2,171

27,479

13,309

ADNEC F&B

3,918

14,043

65,955

ADNEC Services

N/A

2

16,918

ADNEC Tourism

132

N/A

1402

ADNEC Media

200

1,815

1,951

Total

6,594

58,934

123,834

Total Carbon Footprint Breakdown by Scope Category (tCO2e) Reporting period: 1 January 2022 to 31 December 2022.

Reporting boundary: scopes 1, 2 and 3 for ADNEC Venues Cluster. and scopes 1, 2 and core elements of scope 3 for the other clusters.

Total carbon footprint.

Total scope 1 tCO2 e

Proportion of total market- based footprint

Scope

Category

Scope 1

Diesel Fuel

230.2

Fleet Travel

3,870.8

2%

Natural Gas

2,188.4

1%

303.9

0.2%

District Cooling

7,279.3

4%

District Heat and Steam

1,570.3

1%

Electricity [Location - based]

50,084.1

-

Electricity [Market- based]

49,499.1

26%

Cat 1. Purchased goods and services

88,145.2

47%

887.9

0.5%

20,085.0

11%

Refrigerants Scope 2

Scope 3

0.1%

Cat 2. Capital goods Cat 3. Fuel and energy related activities

76.3

0.04%

Cat 5. Waste

5,149.0

3%

Cat 6. Business travel

1,530.3

1%

Cat 7. Employee commuting

7,767.1

4%

Cat 8. Upstream leased assets

32.6

0.02%

Cat 15. Investments

160.6

0.1%

123,834.0

66%

Cat 4. Upstream transportation and distribution

Total scope 3 Total Location - based Per employee Total Market - based Per employee

189,360.9 38.6 188,776.0 38.4

All rows and tables are rounded to one decimal place. This may lead to slight discrepancies in totals within the report. ©2024 PlanetMark

Total scope

ESG Report 2023 Total scope 1, 2, and 3 carbon footprint (market-based) for YE 2022, tCO2e 6593.3, 3.5%

Proportion of total market-based footprint

58348.7, 30.9%

0.1% 2% 1%

Scope 3

0.2%

Scope 2

4%

Scope 1

1%

188,776.0 tCO2e

-

123834.0, 65.6%

26% 47% 0.5%

Total scope 1, 2, and 3 carbon footprint (location-based) for YE 2022, tCO2e

11% 0.04%

6593.3, 3.5%

3%

58933.6, 31.1%

1% 4% 0.02% 0.1%

Scope 3

66%

Scope 2

189,360.9 tCO2e

Scope 1 123834.0, 65.4%

hin the report.

8

•

Calculating the carbon footprint, including agreed metrics and methodological approaches, available tools, and links to existing methodologies in use by related sectors (e.g. hotels, aviation).

•

Identify opportunities and goals for carbon reduction activities, including renewables, waste reduction, green transport etc, identification of collaborative opportunities and appropriate goals and targets.

•

Offsetting of residual emissions, following a hierarchy of best practice and establishment of an industry-agreed protocol to approach scope 3 offsetting. This is planned for 2027 onward.

•

External collaboration opportunities, to drive reductions through the supply chain.

•

Bio-desel production and usage for ADNEC Group owned access machines such as forklifts, trucks, cherry pickers etc.

•

Infrastructure and facility related projects to reduce emissions and improve air quality.

•

Clean energy using solar panel technology.

•

Environmental risk assessment and audits.

46

47

ESG Report 2023

Total scope 1, 2, and 3 carbon footprint (market-based) for YE 2022, tCO2e YEAR 2023 - Data Gathering in Progress 141.9, 1.4%

0.0, 0.0% oportion of total market-basedADNEC Group is committed to the continuous improvement of GHG emission footprintdata gathering and baselining to include more measurement of elements of scope 3 across all clusters and assets.

0.0%The process is projected to be finalised by July 2024, shortly before the launch of the

Scope 3

decarbonisation transition plan.

-

Scope 2

Examples of cluster GHG baselines for 2023:

10,417.9 tCO2e

Scope 1

1% 88%

10276.0, 98.6%

1%

ADNEC Events

0.1%

Total scope 1, 2, and 3 carbon footprint (location-based) for YE 2022, tCO2e

0.1%

0.0, 0.0%

10%

141.9, 1.4%

Total scope 1, 2, and 3 carbon footprint (market-based) for YE 2022, tCO2e

0.2% Proportion 99% of total market-based footprint 4% 0.3%

3918.2, 4.7%

Scope 3 Scope 2 14042.7, 16.7% Scope 1 Scope 3

-

Scope 2

17%

Scope 1

10,417.9 tCO2e

83,915.9 tCO2e 10276.0, 98.6% 65955.1, 78.6%

62%

the report.

7% 0.01%

8

5% TotalF&B scope 1, 2, and 3 carbon footprint (location-based) for YE 2022, tCO2e ADNEC

0.007%

3918.2, 4.7%

5%

14042.7, 16.7%

79%

Scope 3 Scope 2

83,915.9 tCO2e

Scope 1

65955.1, 78.6%

hin the report.

8

1815.4, 45.8%

46% 27% 16%

48

ESG Report 2023

ADNEC Media Total scope 1, 2, and 3 carbon footprint (location-based) for YE 2022, tCO2e

2%

199.9, 5.0% Total scope 1, 2, and 3 carbon footprint (market-based) for YE 2022, tCO2e

0.2% 4% Proportion of total 49% location-based footprint

9%

65%

n the report.

1951.0, 49.2%

132.0, 8.6%

Scope 3

3,966.3 tCO2e

Scope 2 Scope 1 Scope 3 Scope 1

1,533.8 tCO2e

1815.4, 45.8%

2%

1401.8, 91.4%

8

ADNEC Tourism Total scope 1, 2, and 3 carbon footprint (location-based) for YE 2022, tCO2e

1%

132.0, 8.6%

23%

Total scope 1, 2, and 3 carbon footprint (market-based) for YE 2022, tCO2e 91%

roportion of total market-based footprint

2170.6, 4.9% Scope 3

5%

Scope 1 Scope 2

16%

Scope 3

-

Scope 1

13309.3, 30.2%

1,533.8 tCO2e

44,084.3 tCO2e 28604.4, 1401.8, 64.9% 91.4%

49% within the report.

8

5% 19%

ADNEC Hotels Total scope 1, 2, and 3 carbon footprint (location-based) for YE 2022, tCO2e

2%

2170.6, 5.1%

1%

13309.3, 31.0%

3% 30%

Scope 2

Scope 3 Scope 1

42,958.8 tCO2e 27479.0, 64.0%

n the report.

8

49

ESG Report 2023

Energy Consumption Energy optimisation has been identified as a material issue (part of Group ESG strategy).

Accordingly, the group is intensifying its efforts and launching new initiatives in this regard.

Energy optimisation projects are very impactful when applied in the larger property assets of ADNEC Group, such as ADNEC Centre in Abu Dhabi and Al Ain, ExCeL London, hotels and office buildings.

The following are the list of energy conservation initiatives under implementation: AI driven energy optimisation project at ADNEC Centre Abu Dhabi The Group launched its artificial intelligence (AI Driven) energy optimisation project at ADNEC Centre Abu Dhabi in partnership with a global brand. The project reflects the adoption of technological advancement in favoring sustainability matters and material issues.

LED Lights Installation ADNEC Group has replaced conventional lights, such as fluorescent and halogen with power efficient LED lights across all facilities.

Lighting Control Systems Lighting control systems and motion-controlled lights were placed across all assets.

On-site renewable Energy: Solar Panels Installed on-site solar panels on the roof of all car parks. A 111 kWp grid connected solar photo-voltaic system was placed on Car park B’s rooftop, covering a gross area of 1000 square metres . The energy generated is monitored through an allocated energy metre.

A thermal solar system has also been installed on Car park A’s rooftop. This solar hot water system provides domestic hot water to Aloft Hotel, Abu Dhabi.

ESG Report 2023

Future Initiatives ADNEC Centre Abu Dhabi has modernised its BMS and HVAC systems by adopting an IoT integrated system providing efficient data analysis reports and incident data. The system provides suggestions for proactive management through the use of Artificial Intelligence (AI).

The BMS has a critical monitoring system and alarms that take a preventative rather than reactive approach to incidents such as fire alarms, water overflow, low tank levels, UPS battery failures, energy readings, scheduling, and power-saving mode activations. This is made possible using AI and IoT support.

Once the project is complete, current challenges such as humidity and condensation, system malfunctions and manual operations, temperature variations, and excess energy usage will be controlled. It is expected to provide the following benefits: 1. Efficient Energy Optimisation: Achieve complete control over each energy factor.

2. Cost Savings: Reduce annual maintenance costs and regain depreciation value by retaining the asset’s efficiency and balancing operations.

3. Sustainability: Increase the asset’s life cycle and preserve capital investments.

Utility Electricity Consumption (KWh)

2019

2020

2021

2022

2023

22,034,091

19,228,746

19,183,221

21,901,239

29,471,531

50

51

ESG Report 2023

Water Management Practices adopted to manage water effectively and optimise consumption: •

ISO 14001 and 20121 certification - integrated into operational practices through the environmental policy

•

Awareness sessions for staff and external stakeholders on global water scarcity and the risks of not optimising water resources.

•

Environmental risk assessment and audits with a focus on water.

•

Implementation of water saving mechanisms via the installation of aerator/flow regulators for all washbasins, kitchen taps and toilet trigger sprays to significantly reduce water consumption.

•

The use of ‘Air to Water’ dispensers during shows and events.

•

AI technology and robotics for floor cleaning with less water.

•

Water management training and knowledge sessions.

•

Engage stakeholders and collaborate with them to optimise water consumption and change behavior. Conduct meetings with EWEC and water consumption reduction technology providers.

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Water Consumption (m3)

212,487

180,385

233,224

200,027

267,695

Water Intensity (m3/Visitor)

0.1

4.7

0.7

0.3

0.2

During 2020 visitors number are not accurate since ADNEC space was turned in to a field hospital. *Water consumption measures water used by an organisation such that it is no longer available for use by the ecosystem or local community in the reporting period. Reporting the volume of water consumption can help the organisation understand the overall scale of its impact due to water withdrawal on downstream water availability. If the reporting organisation cannot directly measure water consumption, it may calculate this using the following formula: (Water consumption = Total water withdrawal – Total water discharge)

ESG Report 2023

Waste Management Waste management has been identified as a key issue in the Group’s ESG strategy. To address this, initiatives and actions have been developed for each cluster, aligning with the cluster’s specific nature.

At ADNEC Venues, most of the waste is generated from events, particularly from materials used to build stands for exhibitors. Venue waste management practices focus on increasing the percentage of recyclable waste and proactively reducing waste volume.

Food waste is another significant concern, particularly in ADNEC Group Venues, Hotels, and the F&B cluster. All food production facilities in these venues and hotels adhere to international standards to efficiently manage food waste. The approach prioritises reducing food waste and adopting best practices for recycling it. Venues typically use Liquid Food Composting (LFC) machines, while other kitchen facilities convert food waste into fertiliser using WasteMaster machines.

In 2023, the group launched the TerraTile initiative, a sustainable flooring solution that reduces exhibition waste. TerraTile is a 100% recycled modular flooring system developed by ADNEC Group in partnership with Terrax, funded by an R&D grant from ADQ. Made entirely from exhibition waste and fully recyclable, TerraTiles exemplify a sustainable circular product. *A summary of the project is included in page 35.

52

53

ESG Report 2023 Activities And Campaigns To Raise Awareness Around Recycling And Waste Reduction: •

ADNEC Group Paperless Day

•

Stop and Donate to promote recycling among communities

•

Earth Day activity

•

ADNEC Group Green Week

•

ISO 14001 certification

•

SLAs and KPIs with subcontractors

•

Innovation and technological advancement to increase recycling percentage by introducing new materials to be recycled (wood, carpets, gypsum board)

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Total Weight of Recyclable & NonRecyclable Waste (kg)

1,769,000

443,000

680,000

791,000

1,333,000

Total Weight of Hazardous* Waste (kg)

0

0

0

0

0

749,000

172,000

344,000

389,000

706,000

Hazardous Waste Recycled (kg)

0

0

0

0

0

Recycled Waste of Total Waste (%)

42

39

51

49

53

Weight of Non-Recycled Waste (kg)

1,020,000

271,000

336,000

402,000

627,000

Non-recycled Waste of Total Waste (%)

58

61

49

51

47

Weight of Recycled Waste (kg)

Hazardous materials are not permitted on any ADNEC Group sites. *Hazardous waste is waste that possesses any of the characteristics contained in Annex III of the Basel Convention, or that is considered to be hazardous by national legislation.

ESG Report 2023

Prevention of Pollution ADNEC Group goals and targets with regards to pollution prevention: •

The introduction of environmentally friendly materials for stand builds – target 50% of total materials

•

Replace diesel forklifts with electrical cherry pickers and machines – target 100%

•

Total traffic blockages caused by operations and traffic per year – target: zero

•

Number of complaints related to noise pollution caused by events – target: zero per year

Other measures in place to prevent pollution and reduce the impact of operations on the environment: •

In alignment with ISO 14001 and ISO 20121 standards, there is an environmental impact assessment register where all functions and business units’ day-to-day activities are assessed for their environmental impact, including potential pollution. The assessment includes the activity and its origin, the potential impact (type of pollution), the impact score, and the controls to mitigate or reduce the impact

•

Environmental drills are conducted every six months to ensure readiness for environmental incidents such as chemical spills, oil spills, and body fluid spills

•

An environmental legal compliance register is maintained to ensure alignment with all regulations concerning the environment and pollution prevention

•

Environmental risk register

Key Performance Indicators (KPIs) No. of spills recorded (#) -Major

2019

2020

2021

2022

2023

0

0

0

0

0

While a possibility remains, there have been zero instances reported. The results were given after consulting with H&S for any spillage incidents.

54

55

ESG Report 2023

ISO 20121 - EVENT SUSTAINABILITY MANAGEMENT SYSTEM ADNEC Group through, its events arm, Capital Events, received re-certification for event sustainability certification ISO 20121 in 2023.

Key areas of focus during the last year have been: •

Commitment to the TerraTile project: A newly designed, 100% recycled modular flooring system is available for owned events and events across the UAE, the region, and eventually, globally. This initiative is inspired by SDG 17, “Partnerships for the Goals,” and involves collaboration with the team at Terrax Environmental on this rewarding and meaningful project.

•

Calculating The Carbon Footprint Of Adnec Group Events: As organisers, and in alignment with the group’s decarbonisation project covering all clusters and assets, the team has committed to gaining a better understanding of the event planning process.

Many elements of an event are the organiser’s responsibility, and the biggest challenges have been identified. An action plan to reduce the overall impact of events has been set in motion.

•

Improving events based on customer needs: Independent research conducted across ADNEC Group events helps identify areas for improvement.

IDEX & NAVDEX

Capital Events KPIs

2021

2023

2020

2022

2021

2022

2023

2021

2022

2023

2022

2023

2022

Visitor NPS

61.0

64.0

21.6

35.2

25.7

29.0

47.0

30.4

31.3

32.0

46.0

38.0

46.3

Exhibitor NPS

39.0

29.0

21.6

15.3

-15.7

-15.0

13.0

-24.3

0.5

10.0

45.0

0.0

-8.0

Total Waste (tonnes)

174.0

134.0

23.0

9.0

5.3

11.9

13.9

7.7

8.8

12.5

5.4

3.2

6.0

49.0

60.1

34.0

49.2

6.6

19.4

27.0

26.1

20.9

57.0

30.8

77.0

36.4

Recycled Waste of Total Waste (%) • • • • •

UMEX

ADIBS

KPI tracking commenced in year 2020.

IDEX & NAVDEX, UMEX and ISNR are biennial shows.

ADIBS & ADIFE 2020 were cancelled due to covid pandemic.

GMC was launched in year 2022.

Net Promoter Score (NPS) ranges from -100 to +100.

ADIFE

GMC

ISNR

ESG Report 2023

The Good Life by Capital Catering The Good Life by Capital Catering is making significant efforts to reduce its environmental impact by using biodegradable packaging for food and beverage items and providing ecofriendly corn starch cutlery instead of plastic.

These choices significantly reduce the amount of plastic waste that ends up in landfills and the environment, making The Good Life more sustainable. These efforts not only benefit the environment, but they also align with consumers’ growing desire for sustainable and ecofriendly options.

The Good Life serves as an example of how small changes can have a big impact on sustainability and how businesses can play a role in protecting the planet.

56

57

ESG Report 2023

CATERING ENVIRONMENT PRACTICES Waste Management Waste disposal is conducted in accordance with venue guidelines and client requirements.

Capital Catering works closely with all its clients on waste segregation and recycling, continually improving its practices and policies. Recently, the company engaged in discussions with clients and waste operators, forming working groups to exchange best practices and work towards establishing a formal framework to be implemented across sites.

Food Waste

Food waste is the primary material topic under the environmental priority area, with the company committed to achieving a 50% reduction in food waste sent to landfills by 2030.

Capital Catering employs several strategies and technologies to tackle food waste across various client sites.

Food waste is generated through three main streams: 1.

2.

3.

Kitchen Waste: Waste that results from the cooking process.

Surplus Food: Cooked food that is not consumed.

Plate Waste: Food that consumers load onto their plates but leave unconsumed.

Liquid Food Composter: At the ADNEC Centre Abu Dhabi venue, this machine utilises water to break down food waste and outputs grey water that is returned to the sewage system.

The machine has the capacity to process 70,000 kg of food waste per year, primarily tackling kitchen waste and surplus food.

WasteMaster: an innovative on-site food and organic waste valorising system which accelerates the decomposition of food waste, reducing it to a much smaller quantity of dry and odour-free residual material. Two machines are being installed at the airport facility, with a combined capacity to process 438,000 kg of food waste per year, covering the majority of kitchen waste.

Chef’s Eye Tech: This tool supports the menu engineering process through informed decisionmaking to reduce food waste by weighing, reporting, and analyzing food waste data to identify trends. This technology is utilised in the healthcare sector at one of the largest hospitals in the UAE (SSMC). It helps reduce surplus food by providing the culinary team with data for menu planning, optimising production levels according to consumer preferences and trends.

Consumer behavior and plate waste are the hardest food waste streams to tackle, as they require a change in public mindset and the emergence of new trends that replace traditional buffet settings. Capital Catering has partnered with Ne’ma, the National Food Loss and Waste Initiative, a government agency with the mission of driving food loss and waste reduction across the country. In 2023, they collaborated with ne’ma on several initiatives and pilot programmes targeting consumer behavior and food rescue.

Ne’ma ‫ نعمة‬Programme

In January 2023, Capital Catering piloted with ne’ma the “Zero food waste programme” during Abu Dhabi Sustainability Week resulting in 400 kg of edible, unserved food being donated to the Red Crescent. The food was repackaged and over 1000 underprivileged families benefited from this initiative. In addition, 3 tonnes of wasted food was segregated and collected by a partner waste company and processed into 500 kg of natural fertiliser at their composting facility. The fertiliser nourished over 200 sqm of local farmland. This pilot resulted in 7.5 tonnes of CO2 emissions reduction over the 3 days of the event.

ESG Report 2023 In the lead up to COP28, ne’ma launched the “National Action at Scale Reducing Food Loss and Waste in the Hospitality Sector” engaged 180 entities across the UAE including hotels, restaurants and catering companies. Capital catering was identified as a key partner with 4 sites enrolled in the programme.

Official Ne'ema MOU Signing

The results of the trial from their sites have been included in a case study published by ne’ma and presented at COP28. During the 10 weeks of programme Capital Catering implemented behavioural nudges prompting consumers to limit their plate waste.

Throughout the programme an average reduction of 8.3% plated food waste was achieved.

The collaboration with ne’ma culminated in the signing of a strategic Memorandum of understanding (MoU) during Abu Dhabi International Food Exhibition in November 2023.

The MoU signed in the presence of HE Mariam Al Muhairi, Minister Climate Change and Environment will foster further collaboration between the two parties, aiming to develop future initiatives including the development of a best practices guide for the sector.

Capital Catering converts its used cooking oil to biodiesel at three of its main facilities.

ADNEC Centre Abu Dhabi: Cooking oil is converted to biodiesel through an owned and operated machine, and the output is utilised to power small machinery around the venue.

The entire operation is managed in-house, contributing towards sustainability goals through recycling and financial goals through cost savings.

Airport facility: Cooking oil is collected by a specialised company that converts it to biodiesel for resale. This is managed through a commercial contract that generates revenue.

SSMC Hospital: similar to the airport facility practice, used cooking oil is collected through a supplier and converted into biodiesel.

2023 Total Waste Volume (By Weight) and End of Life Waste type

Total Volume (kg)

Recycled / Landfilled

Cardboard/Carton

44,197

Recycled

Empty Glass Bottle

37,350

Recycled

Mix Plastic

104,110

Recycled

Aluminium

15

Recycled

Metal can

3,000

Recycled

HDPE

8,611

Recycled

Pressing Scrap

790

Recycled

Paper

1,070

Recycled

Plastic Tray

1,245

Recycled

Food waste

71,792

Recycled

58

59

ESG Report 2023

Transportation Capital Catering operates over 25 permanent locations across the UAE, in addition to weddings and private events that are booked ad-hoc. While the permanent locations benefit from onsite kitchens and preparation facilities, most are large sites that require onsite commuting and logistics.

The Capital Catering fleet, primarily used for aviation logistics, consists of 50 light vehicles (passenger and chiller vehicles) and 160 high loader vehicles used for aircraft loading and landside food deliveries.

Total Fuel Consumption, by type: Fuel type

Vehicle type

2023

Diesel Consumption (L)

Light vehicle (x 50)

473,000

Petrol Consumption (L)

Highloader (x 160)

899,000

Although operations rely on a large fleet of vehicles, the teams are making efforts to reduce the carbon emissions generated through transport by testing and implementing initiatives such as: Direct Deliveries: Whenever possible, Capital Catering works with suppliers to deliver raw materials directly to client sites rather than using a central delivery hub and multiple site deliveries. This reduces the kilometres traveled by the fleet and the overall carbon footprint.

Delivery scheduling: Capital Catering collaborates with clients to schedule event setup and breakdown timings according to daily delivery schedules to create shared routes and vehicles. This approach also applies to staff movement.

Fleet emissions optimisation project: Since late 2023, Capital Catering has been in discussions with a startup company that provides clean hydrogen technology, which improves fuel consumption and reduces emissions by up to %70. The technology will be tested in early 2024, with installation for all vehicles planned by the end of 2024 based on testing results.

Utilities

The main aviation hub of Capital Catering occupies 25,000 m² of floor space within its central production facility, in addition to 2,500 m² of warehouse and chiller storage space. Substantial kitchen equipment has been installed to process 70,000 meals per day, along with the washing process for all airlines› routable equipment. No gas is used throughout the facility.

Utility Type Electricity Consumption (kWh) Water Consumption (m3)

2022

2023

47,228,732

23,006,473

124,381

142,963

Throughout the year, Capital Catering has undertaken an evaluation of the performance of all its equipment and small machinery operating across the airport facility. The team has identified equipment that will be replaced or upgraded to improve performance and reduce water and electricity consumption. The upgrade of the laundry facility with new machines is expected to have a significant impact on reducing resource usage. Funds have been allocated, and the project is expected to be completed in the first half of 2024.

ESG Report 2023

Other initiatives Plastic Elimination Campaign: During 2023, Capital Catering accelerated its efforts to eliminate single-use plastic. One of the largest sources of single-use plastic is bottled water, which was used in all menus. Capital Catering has transitioned from plastic bottled water to glass and green bottles across all its operations at the ADNEC Centre Abu Dhabi. This change has resulted in over 500,000 plastic bottles being diverted from landfill. Additionally, all used glass bottles are segregated and collected for recycling in partnership with the appointed waste management supplier. Staff members have been provided with reusable water bottles across all operating premises, and water dispensers have been installed in all offices. Efforts will continue to eliminate plastic water bottles at all other client locations, depending on client contracts Digitisation: Efforts have also increased to reduce paper processes by replacing them with digital solutions. In 2023, handheld devices were provided to frontline staff and cashiers in Group-owned restaurants and canteens. Printed brochures and reports have been replaced with digital versions.

Printing Consolidation Project: In 2023, a project was initiated to consolidate all printers at the airport facility under a cloud solution. This initiative involves the adoption of six new printers designed to consume less energy and ink and require less maintenance. The implemented solution emphasizes resource efficiency, energy conservation, and waste reduction through features such as print job monitoring, duplex printing, and secure print release, aimed at minimizing unnecessary printing and reducing paper waste. Security is enhanced with user authentication and secure printing protocols, ensuring data protection and confidentiality to mitigate unauthorised access or data breaches. Furthermore, centralised printing enhances productivity by simplifying print management tasks, reducing downtime related to printer issues, and streamlining document workflows.

Sustainable Packaging: Capital Catering has replaced plastic cutlery and single-use serving materials with wooden, bamboo, and paper alternatives. Food trucks and the Good Life coffee shop utilise sustainable packaging and serving materials with an adoption rate of over 90%.

The next steps include a potential collaboration with a local startup that provides sustainable cutlery made from palm tree leaves in the UAE. Local Sourcing and Local Produce: As the UAE progresses on its agenda of strengthening food security and increasing agricultural production and availability in the country, Capital Catering is committed to supporting local farms and businesses. All products are sourced locally, with an estimated 20% being produced in the UAE. Furthermore, up to 45% of items on event menus feature local produce.sourced locally with an estimated 20% being produced in the UAE. Furthermore, up to 45% of items on event menus feature local produce.

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ESG Report 2023

ExCeL London As one of the group's key assets, ExCeL London is recognised as one of the largest venues in Europe and is at the forefront of sustainability adoption. At ExCeL, sustainable development is fundamental to its success, with a commitment to operating as a responsible corporate entity. As a leading event venue globally, ExCeL is dedicated to collaborating with its supply chain and customers to enhance sustainability performance across all business activities. The vision is for events to achieve Net Zero emissions, promote resource efficiency, and uphold equity principles.

ExCeL endeavors to provide a sustainable venue for stakeholders by maintaining a sustainability management system certified to both ISO 20121 and ISO 14001 standards. Policies promoting economic security, social responsibility, and environmental stewardship are implemented and communicated to employees, venue partners, and suppliers. Performance is continually monitored and measured against established requirements and key performance indicators through internal audits and management updates.

Building on these established foundations, in 2023, ExCeL published and implemented its Sustainability Strategy, driven by five key pillars that support core business operations and are essential to operating sustainably and ethically • • • • • •

Sustainable Venue and Events People, Culture, and Safety Our Community and Platform for Change Clients, Partners, and Supply Chain Governance and EthicsPeople Culture and Safety

Formula E visit to ExCel London Charity Partner, Richard House Children's Hospice in Newham

ESG Report 2023

Environmental Waste Metrics Since 2012, the company has maintained a zero-waste-to-landfill policy. Key sustainability priorities include reducing overall waste volume and maximizing recycling efforts. In 2023, waste volumes remained relatively consistent with the previous year, showing a %2 increase attributed to a higher number of hosted events compared to 2022 (refer to graph 2). However, adjusting for this increase, waste volume per square metre sold decreased from 4.87 kg in 2022 to 4.61 kg in 2023.

Despite efforts, recycling rates decreased from %68 in 2022 to %62 in 2023 due to the increased volume of waste processed, which led to heightened contamination. Through the supplier tendering process, improvements in waste infrastructure, management, and processes are being identified for both short- and long-term implementation.

Energy and Carbon Metrics As part of ADNEC Group's decarbonisation initiative and efforts towards Net Zero, ExCeL London, one of the Group's key assets, launched the carbon emissions measurement and baseline stage in mid2022-. The gathered information shows a rise in absolute emissions from the previous year due to increased space utilization in 2023 and improved data collection from the previous year.

Additional emissions categories are included in the 2023 report for greater accuracy and granularity, showing separate consumption and emissions for Electricity, Heat, and Cooling.

A similar approach was taken for Gas, Diesel Fuel, and Biodiesel HVO, which were previously included under Gas and Other Fuels, and for Fleet Petrol and Diesel Fuel, which were previously included under Transport. This report also includes data on Air Conditioning Refrigerants, Waste, Water Supply, and Water Treatment, which were omitted in 2022.

An intensity metric of tCO2e per visitor has been applied to the annual total emissions of the venue. Additional intensity metrics of tCO2e per m² of utilised space and turnover have also been applied. The results of the intensity metric calculations are as follows: *Please note that 2023 data is incomplete - includes scope 1, 2 and only core elements of scope 3 emissions.

2022 - Total Emissions: 12,158 (tCO2e )

2023 - Total Emissions: 5,827 (tCO2e )

Metric Value

Intensity Value

Unit

Metric Value

Intensity Value

Unit

Total Turnover (£1m)

86

141.4

( tCO2e / £ 1m )

111

52.5

( tCO2e / £ 1m )

Total Visitors

1,718,000

7.0

( KgCO2e / visitor)

3,148,000

1.9

( KgCO2e / visitor)

Total Built-Up Area (m2)

100,000

121.6

( KgCO2e / m2 )

125,000

46.6

( KgCO2e / m2 )

Metric

62

63

ESG Report 2023

During the reporting period, various energy efficiency actions have been undertaken by the company to mitigate environmental impact. These include: •

Improved Sub-Metreing: Part of a broader energy efficiency action plan, improved submetreing has been implemented to better track and manage energy use.

•

Dead Band Implementation: A dead band has been implemented for the venue’s event halls. This system reduces energy consumption from HVAC systems by specifying a temperature range where the system does not heat or cool.

•

LED Lighting Installation: The long-term installation of LED lighting has been ongoing for several years, with the retrofit of remaining non-LED areas prioritised for the near future

•

Procurement of HVO Biodiesel: To reduce emissions from the on-site combustion of fuels from plant and equipment, HVO biodiesel is procured as an alternative to carbon-intensive white diesel.

•

Partnerships with third-party suppliers to improve operational energy efficiency, including the maintenance of the Building Management System and metreing strategy, as well as bill consolidation and energy contract advice.

ExCeL London became a signatory of the United Nations Framework Convention on Climate Change (UNFCCC) Net Zero Carbon Events Pledge in April 2022, committing to a 50% reduction in greenhouse gas (GHG) emissions by 2030 and achieving Net Zero carbon by 2050 at the latest.

As an interim target on the journey to Net Zero, in 2022, the Group achieved certification to the British Standards Institution PAS 2060 carbon neutrality standard. PAS 2060 incorporates all Scope 1 and 2 emissions and certain Scope 3 GHG emissions sources.

The certification covers the compliance year 2023, during which the company’s Scope 1, 2, and 3 market-based footprints were totaled. As outlined in the published Sustainability Strategy and forthcoming Net Zero Carbon Roadmap, there is a commitment to renew the certification annually. To achieve carbon neutrality, offsets were procured and voluntarily canceled across four emissions reduction projects: •

6.25 MW Hydropower Plant (160 tCO2e), India: This plant generates clean energy and contributes to sustainable development by using renewable hydro resources and expanding rural development and employment.

•

7.2 MW Wind Power Plant (160 tCO2e), India: The plant supplies power to the state’s electricity grid. Benefits include reduced environmental impacts as wind power produces no waste matter, reduced GHG emissions, improved grid stability, and the creation of skilled and semi-skilled employment opportunities.

•

10 MW Biomass Power Plant (110 tCO2e), India: This plant produces energy from biomass (rice husk/crop residues). In addition to reducing the need for fossil fuel-derived imported electricity and thus lowering carbon emissions, it enables local farmers to supplement their income by selling crop residues

•

Changu Changu Moto (Fast Fast Fire) Stoves (38 tCO2e), Malawi: Run by UK-based charity RIPPLE Africa, this cookstove project benefits approximately 200,000 people. It reduces burns and respiratory disease risk for families and slows deforestation by using wood for fuel more efficiently.

ESG Report 2023

•

14 MW Biomass Power Plant (271 tCO2e), India: This plant generates electricity through the combustion of bagasse (sugar cane waste), a carbon-neutral fuel. It reduces the need for fossil fuel-derived imported electricity and leads to skilled and unskilled job creation in the area.

The combined portfolio of robust, high-quality carbon credits meets the following criteria: •

Gold Standard/UN Certified

•

Aligned with the Oxford Principles for Net Zero Aligned Carbon Offsetting

•

DEFRA’s Good Quality Criteria

•

UN Sustainable Development Goals (SDG)

The UN SDGs these projects contribute to are: •

3: Good Health and Well-being

•

7: Affordable and Clean Energy

•

8: Decent Work and Economic Growth

•

13: Climate Action

As part of the ADNEC Group Net Zero Carbon Roadmap, ExCeL London will set plans to continuously reduce Scope 1 and 2 emissions through decarbonizing operations and reduce Scope 3 emissions through decarbonizing the supply chain. Additionally, there is a plan to increase the portion of carbon credits derived from CO2 removals, ultimately reaching %100 by 2050.

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Media Cluster – twofour54 Environment Management As one of the key companies under the ADNEC Group portfolio, twofour54 has made a formal commitment to environmental management and eco-design by assigning responsibility for environmental management to the Corporate Governance and Risk Department and developing a plan to be certified to ISO 14001 in early 2025.

In 2023, twofour54 completed the development of its Environmental Management System (EMS) in line with the ISO 14001 standard and identified all environmental risks related to major processes and services.

The implementation of the EMS is supported by comprehensive sustainability initiatives for energy and water consumption management, especially at Yas Creative Hub, which include: Business Management System: Monitors power and water consumption.

• • • • • • • •

Occupancy Sensors: Automatic operation of lights, air conditioning, and other electrical appliances.

Low Energy Consumption Lighting: LED lighting in all areas.

Energy-Efficient Elevators: Reducing energy usage in vertical transport.

Automatic Water Taps: Minimizing flow to reduce water waste.

Waste Segregation Programme: Organizing waste to facilitate recycling and disposal.

Isolation of Hazardous Materials: Safely managing environmental hazards.

Condensate Water Usage: Using condensate water to supplement irrigation.

Free Electric Chargers: Promoting the use of electric vehicles.

ESG Report 2023

Electricity Intensity (KWh/m² - Year)

KP

YCH

Difference

264

52

80%

ADNEC ESG Score – Media Sector

2023

Target

Difference

2024 Target

ESG Score

75%

72%

4%

80%

twofour54 monitors and reports several quantitative performance indicators. Examples of such include the carbon footprint, energy, and water consumption and generated waste.

Overall GHG Emissions In 2023, twofour54 reduced its electricity based GHG emissions and significantly exceeded its 10% reductopm target. This is despite Yas Creative Hub’s 40% increase in total leased area.

Source of emission

2021

2022

2023

Variance vs Year 2022

2024 Target

Electricity Consumption (KWh) - twofour54 Offices

354,666

267,087

94,515

65 %

85,063

Total Scope 1 and Scope 2 Emissions (tCO2e) - Excluding offsets & CCS)

8,630,859

8,797,918

6,750,775

23 %

6,075,698

Electricity Consumption twofour54 reduced its leased area average monthly electricity intensity at Yas Creative Hub by 23 %. This exceeded the 10% reduction target set earlier in the year.

Leased Area Monthly Electricty Intensity

2022

2023

Variance vs Year 2022

2024 Target

Electricity Intensity ( KWh / m² - month )

5.9

4.4

23 %

4.2

twofour54 also increased employee environmental awareness through training sessions leading to a 40 % reduction in their respective office’s electricity consumption.

Office Electricity Consumption

2021

2022

2023

Variance vs Year 2022

2024 Target

Employee Electricity Intensity ( KWh / Employee )

2,860

2,903

1,747

40%

1,600

Water Consumption

twofour54 reduced its leased area water consumption at Yas Creative Hub by 40 %. This is despite the increase in total leased area and campus population. This demonstrates the effectiveness of implemented water management initiatives and projects.

Leased Area Water Intensity (m / m - Year) 3

2022

2023

Variance vs Year 2022

0.05

0.03

40%

2022

2023

Variance vs Year 2022

615

233

62%

2

Average Monthly Water Consumption ( m³ /month )

66

67

ESG Report 2023

Waste Management Total annual generated waste decreased by 13% versus year 2022, far exceeding the 10% reduction target and despite the increase in leassed area. The recycling rate increased to 5% of the total generated waste compared to 1% during the previous year. This is a significant 316% increase, year-on-year.

Waste Metric

2021

2022

2023

Variance vs Year 2022

Total Generated Waste (Kg)

181,779

138,970

120,840

13%

Hazardous waste (Kg)

376

0

0

0%

Recycled waste to Generated Waste (%)

1%

1%

5%

316%

twofour54 established an ongoing contract with the premises facility management service provider actuating that waste disposals shall be segregated and disposed in line with implemented regulations.

Hazardous waste is isolated under the waste management programme and disposed of through a specialised waste disposal agency. twofour54 managed to achieve 0kg of hazardous waste in 2023, as it did in 2022.

ADNEC Group, including twofour54, took strict steps to reduce employee’s usage of plastic bottles, substituting them with refillable bottles.

Environmental Certifications twofour54's new offices at Yas Creative Hub achieved two pearls plus 60 credit points rating in the Pearl Building rating system, a programme run by Abu Dhabi Department of Municipalities and Transport to promote the development of sustainable buildings. This achievement demonstrates the focus on developing sustainable building during design, construction, and operation.

ESG Report 2023

This includes the following activities implemented: •

Natural system assessment

•

Natural system protection

•

Natural system design and management strategy

•

Urban system assessment

•

Outdoor thermal comfort strategy

•

Health ventilation delivery

•

Smoking control

•

Legionella prevention

•

Interior water use reduction

•

Exterior water monitoring

•

Minimum energy performance

•

Energy monitoring and reporting

•

Ozone impact of refrigerants and Fire Suppression system

•

Hazardous material elimination

•

Construction waste management

•

Operational waste management

twofour54 established its Environmental Management System (EMS) in line with ISO 14001:2015 and is currently working on the implementation to be certified early 2025.

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Social w

Customers: w

w

Suppliers: w

w

Supply Chain Management

Human Capital: w w w w

w

Responsible Customer Relationships

Health and Safety Equal Opportunity Employee Training and Development Nationalisation

Community: w w

Community Engagement and Investments Brand Perception

Customers Responsible Relationships with Customers As per the European Foundation for Quality Management (EFQM) excellence model, ADNEC Group’s stakeholders are categorised into five categries: • • • • •

Partners Customers Suppliers Society Employees

In addition to its policies, procedures, and approaches, ADNEC Group aligns with international standards to ensure responsible customer relations. The formal customer relations policy is linked to the ISO 9001 Management System’s customer clauses. The Group also adopts other ISO standards that help ensure a comprehensive and responsible customer relations policy, such as: •

ISO 14001 and ISO 20121 Management Systems

•

ISO 20000-1 Management System

ESG Report 2023

Customer Satisfaction Customer voice has been a key focus area for the group and its business lines to ensure satisfaction of customers and win their loyalty. ADNEC Group has been adopting The Group follows international best practices in this regard and has developed a robust customer experience process. Over the last decade, the Group has achieved excellent levels of customer satisfaction and Net Promoter Scores (NPS) across all services.

Customer Satisfaction Factors: •

Leadership Commitment and Follow-Up: Ensuring leadership is actively involved in customer satisfaction efforts.

•

Continuous Improvement of Services and Products: Regularly enhancing offerings to meet customer needs.

•

Robust Customer Voice Management Process: Effectively managing and responding to customer feedback.

•

Proper Customer Engagement: Engaging with customers to build strong relationships.

•

Effective Communication, Internally and Externally: Improving communication within the organization and with customers.

•

Applying the Mystery Shopper Approach: Using mystery shoppers to evaluate and improve customer experiences.

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Customer satisfaction score (%)

95

Net Promoter Score (NPS)

79

98

93

96

96

85

72*

85

74

Results for 2020 and 2021 were calculated based on the events that were permitted as per the COVID-19 guidelines and protocols. *Despite lower than other years, the result is much higher than industry standards which is around 20+ (source: GRS Market Research). This has been affected by governmental restrictions on entering Abu Dhabi and the ban on events.

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ESG Report 2023

Customer Experience ADNEC Group has implemented a quality management system aligned with ISO 9001 requirements, enabling the company to fulfill the needs and expectations of both internal and external customers. Employing such an approach is vital for driving ongoing improvement initiatives and pinpointing areas for enhancement across products, services, channels, and promotions.

In 2021, ADNEC Group obtained certification for two significant standards: the Event Sustainability Management System ISO 20121 and the Environmental Management System ISO 14001. Notably, ADNEC Group is the first entity within the MENA (Middle East and North Africa) region’s business tourism sector to attain ISO 20121 certification.

Additional measures are in place to promote responsible relationships with customers and improve satisfaction levels: •

The ISO 14001 and ISO 20121 Management Systems align seamlessly with the company’s internal efforts to cultivate customer trust in its environmental and sustainability initiatives.

•

ISO 20000-1 Management System: This standard has played a critical role in shaping a structured IT service delivery process, leading to a notable enhancement in customer satisfaction and directly contributing to fostering a unified service-oriented culture

•

Effortless Customer Experience: The Group is actively engaged in aligning customer journeys across clusters to elevate service offerings and remain compatible with contemporary global practices in this domain.

The Quality Assurance Department is responsible for the overall complaints management process, playing a centralised role between all relevant departments and ensuring that responses are actioned in a timely manner. For proper management and follow-up, the department coordinates with various teams to investigate issues, address customer concerns, and implement corrective actions.complaints are defined and classified based on certain business criteria and impact. The organisation feedsback through numerous avenues and notes and the teams promptly address these upon receipt.

The table below summarises the complaints situation since 2018: Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Number of customer complaints* filed (#)

3

0

0

0

0

Number of customer complaints resolved (#)

3

0

0

0

0

*Complaints: identified as (Genuine, Severity: mid+), referring to customers suggestions and complaints approach matrix.

ESG Report 2023

Customers Responsible Relationships with Customers twofour54 twofour54 made a strategic decision to certify the customer-facing departments to ISO 9001 to ensure meeting customers’ needs and expectations. The one-stop-shop for services (tawasol) has been certified to ISO 9001:2015 since 2016, and the studios were certified to ISO 9001:2015 in 2023. twofour54 established a Complaints, Suggestions, and Compliments management Policy, Manual, and Procedure in line with ISO 10002:2017 and the Abu Dhabi Government Complaints, Suggestions, and Compliments management standard. The Corporate Governance and Risk department is responsible for managing the receiving channels and ensuring resolution. 100% of received complaints were resolved within the target time in 2023. twofour54 conducts an annual Customer happiness research survey by a third party to ensure unbiased responses. The conducted research utilises different methods to obtain feedback such as an online survey, telephonic interviews and face-to-face interviews to obtain feedback from the maximum number of customers. In addition, post service completion customer satisfaction surveys for onboarding, lease renewal and government services sent to all customers automatically went through the CRM. Post service customer satisfaction results measured on a monthly basis continued to show positive results of 90%≤ throughout 2023.

The 2023 annual customer happiness study showed that 90% of surveyed customers are willing to continue business with twofour54 in the upcoming 12 months, 71% are willing to expand business at twofour54 in the upcoming 12 months and 56% will definitely recommend twofour54 to others, increasing from 48% in 2022.

100% of anchor tenants rated the overall experience with twofour54 Yas Creative Hub Campus as happy or very happy.

The Net Promoter score for twofour54 increased from +15 in 2021 to +16 in 2022 to +18 in 2023 indicating the increase in overall customer happiness and trust in twofour54.

The results below shows the improvement made in the customer happiness results in comparison to 2022 and 2021.

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ESG Report 2023

twofour54 Customer Happiness Results Year

2021

2022

2023

Very likely to continue business in the upcoming 12 months

91%

86%

90%

Very likely to expand business next year

65%

68%

71%

Net Promoters Score

15

16

18

In 2023, twofour54 introduced a digital journey for new company setup by providing virtual offices for companies. Additionally, twofour54 officially launched a fully revamped community portal to offer a one-stop-shop gateway to all services provided.

The new portal is based on modern Salesforce technology and features a best-in-class digital service fulfillment journey.

In its effort to adopt the latest technology, twofour54 completed the migration to digital signatures using Adobe Sign technology for external and internal official documents in 2023.

This initiative led to an increase in the number of licensed companies operating at twofour54, reaching 802 licensed companies by the end of 2023. This represents an increase of 28% from 2021 and 14% from 2022.

Total Licensed Companies

2021

2022

2023

No. of licensed companies

929

704

802

Capital Catering Customer relations play a crucial role in the success of Capital Catering’s strategy in the F&B sector. The company has implemented robust processes to monitor and manage client satisfaction, including contractual KPIs, SLAs, and both internal and external surveys. Across its operating sectors, the F&B cluster maintains an average customer satisfaction rate of 92%.

Capital Catering’s approach to customer relations extends beyond mere transactions, focusing on collaborative partnerships with clients. These partnerships involve focus groups and working groups discussing various topics, such as environmental sustainability, food waste reduction, and product development, with an emphasis on promoting healthy eating habits. Additionally, educational workshops and other initiatives are undertaken to enhance customer engagement.

In some instances, these partnerships even involve regulators and government bodies, demonstrating the company’s commitment to providing exemplary services while addressing broader societal and environmental concerns.

ESG Report 2023

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ESG Report 2023

Suppliers Ethical Sourcing As part of its ESG strategy, ethical sourcing has been recognised as a significant material issue for ADNEC Group. Consequently, a three-year sustainability initiative was launched to implement this principle throughout the value chain, collaborating closely with suppliers.

In 2023, a strategic framework and roadmap were developed to guide the deployment of this initiative, outlining key milestones for 2024-2026. Additionally, a blueprint of future policies and criteria was formulated to gradually integrate them into procurement processes across all clusters, aligning with sustainability objectives. These policies encompass considerations for environmental and social supplier performance, as well as governance aspects.

Through this initiative, there are plans to overhaul supplier registration requirements, refine the supplier selection process, establish mechanisms for evaluating supplier performance, and introduce schemes to recognise and reward sustainable practices.

In Q1 2024, a campaign was launched to raise awareness among suppliers, service partners, and contractors about anticipated changes in the coming years. These campaigns and sessions also serve to assist suppliers in developing transition plans to facilitate the change process and expedite their readiness.

Supply Chain Management Conflict of Interest (COI) for Local Regular Suppliers.

Local Regular Suppliers are required to declare their Conflict of Interest (CoI) on a periodic basis. To ensure adherence to ADNEC’s expectations of supplier conduct, the Procurement department, in coordination with Compliance and Risk, developed a Supplier Code of Conduct in 2023.

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Percentage of local suppliers that signed ADNEC Group’s Conflict of Interest Policy (%)

100

100

100

100

100

The ADNEC Group Sustainability Strategy and Framework provides clear policies and directions for responsible procurement and ESG Green investments. The policy encourages the adoption of international practices related to global trends in responsible buying and includes criteria related to societal impact, environmental impact with a focus on Net Zero adaptation, and governance impact.

The weighting distribution for supplier evaluation is 40% financial, 40% technical, and 20% ESG-related, depending on the nature of the requirement. Going forward, there will be an increased weighting for ESG criteria.an increased weighting for ESG criteria.

ESG Report 2023

Supplier Evaluation Criteria 1. Legal status in the UAE

% of Overall Score 10%

2. Financial stability

10%

3. Previous relevant experience and credible references

25%

4. Location of the company

10%

5. Experience of key staff members

10%

6. Capacity assessment – to ensure the supplier can deliver on the proposed work

15%

7. Environmental Policy & Waste Management

5%

8. Corporate Social Responsibility activities

5%

9. ISO Accreditations and H&S Policy

5%

10. Organisational chart

5%

The above scores are subject to change according to the nature of tender

ADNEC Group expects certain standards from its suppliers, including the formal declaration of any conflicts of interest, compliance with all relevant health, safety, and environmental laws, and the protection of confidential information. A detailed checklist is used against the scoring system during the registration and qualification of a new supplier. During the technical evaluation, adherence to business expectations and standards is ascertained.

Tender Evaluation Committees are in place to ensure proper scrutiny is upheld during the procurement process.

Supporting Local Suppliers ADNEC Group supports the UAE In-Country Value (ICV) programme and believes in its long-term impact on the local economy and its role in driving more economic value to UAE business sectors. Since 2021, ADNEC Group has implemented its ICV programme for its commercial subsidiaries wherever applicable.

ADNEC Group encourages the participation of SMEs and Khalifa Fund (KF) companies in tenders and RFQs. During the tendering process, bidders are requested to submit their intent to respond to the RFQ, specifying if they are categorized as an SME or a KF company.

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Procurement Practices

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Total Procurement Spend (million AED)

137

59

178

221

246

Procurement Spending On Local Suppliers (million AED)

135

58

171

210

223

Total Number Of Local Suppliers Engaged (#)

N/A

N/A

420*

327

858

Applicable only to ADNEC venues, events and services clusters.

Awareness Awareness sessions are conducted across all Group subsidiaries to promote responsible purchasing and advocate for the use of sustainable products and services. These sessions utilise various channels, including employee training, specialised procurement sessions, and awareness sessions facilitated by the ESG team.

Externally, Group subsidiaries actively encourage suppliers to embrace international best practices in sustainability, such as ESG (Environmental, Social, and Governance) and GRI (Global Reporting Initiative). The Group fulfills an advisory role during engagement activities with suppliers, guiding them towards adopting these best practices and integrating sustainability principles into their operations.

To ensure this positive change, all subsidiaries follow the supplier evaluation process, supplier contractual KPIs, and the ADNEC ICV programme.

ESG Report 2023

Human Capital Health and Safety Occupational Health and Safety ADNEC Group has a documented Health and Safety Management System comprising policies, procedures, standard operating procedures (SOPs), and associated documents in line with local and international standards, certified by the Abu Dhabi Public Health Centre (OSHAD). ADNEC Group follows and adopts the ISO 45001 international standards.

The Group runs regular campaigns and sessions to promote and communicate initiatives for employees and contractors, including healthy lifestyles and mental health. These efforts are supported by dedicated and specialised training in collaboration with the Human Capital department.

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Total Employee Manhours (#)

779,328

727,584

969,285

957,504

1,815,264

Total Contractor Manhours (#)

18,464,160

2,762,672

9,580,384

4,652,000

21,542,400

7,397

1,106

3,838

1,863

8,630

Employee Fatalities (#)

0

0

0

0

0

Contractor Fatalities (#)

0

0

0

0

0

Employee Total Recordable Injuries (#)

8

10

4

6

6

Contractor Total Recordable Injuries (#)

36

47

27

56

88

Employee Lost-Time Injuries (#)

2

4

4

0

0

Contractor Lost-Time Injuries (#)

20

12

0

0

0

Absenteeism rate* (%)

17%

13%

4%

5%

6%

Total Contractor Employees (FTE)

*Absenteeism rate =* total number of missed workdays (for full time employees)/ total workdays (for full time employees). *Missed workdays includes: • • • •

Sick Leave Uncertified Sick Leave Injury Sick Leave Escort Leave

• • • •

Local Emergency Leave Suspension Leave Unauthorised Leave Unpaid Leave

• • •

Iddah Hajj Leave Sports Leave

Regular internal and external audits are conducted to assess compliance and ensure that corrective actions concerning health and safety are effectively managed and addressed.

Stakeholders pertinent to health and safety practices are invited to participate in awareness sessions, coordination meetings, and workshops. The Group engages in joint efforts and collaborative initiatives with organizations such as OSHAD, NCEMA, Civil

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Employee Well-being Continuous support is provided to employees to encourage the adoption of healthy lifestyles, encompassing physical, emotional, and social well-being. This support includes the provision of information and training tailored to their needs.

Annual health check-up open days are offered to all employees to foster healthy lifestyles and educate them on disease prevention. The Group promotes employee wellness by hosting a seasonal flu vaccine campaign in coordination with Abu Dhabi Health Services Company – SEHA. Employees are encouraged to invite their family members and friends to participate in the seasonal vaccine campaign as well.

Communication plays a vital part in supporting employees, and various communication tools are utilised to ensure all employees can be reached effectively. These tools include email, onsite signage, intranet, and other digital means such as WhatsApp.

Health and Safety and Business Continuity Health and safety are crucial elements of organisational operations, and ADNEC Group has undertaken a substantial journey to ensure the protection of both the physical and mental well-being of its workforce within a conducive environment. The achievements made during the previous year are as follows: •

Applied for ADCD Certification: Applied for an Abu Dhabi Civil Defense (ADCD) certificate of conformity with preventive safety requirements for low-risk buildings and facilities

•

Initiated the Hasantuk Project: Launched the Hasantuk project to enhance safety measures and monitoring.

•

Health and Safety Awareness Sessions: Conducted health and safety awareness sessions and inductions with over 2,000 employees and contractors.

•

Celebrated Safety Days: Celebrated World Safety and Health Day and ADNEC Safety Day 2023 with over 900 attendees.

•

Fire Safety Training: Conducted a fire evacuation drill along with firefighting and fire warden training.

•

First Aid Training: Offered in-house “First Aid Training” courses to employees.

•

Passed ADPHC Audit: Successfully completed an Abu Dhabi Public Health Centre (ADPHC) audit.

•

Successful Fire Drill: Passed the Andaz fire drill with Abu Dhabi Civil Defense

Additionally, business continuity has been a top priority, focusing on identifying potential risks and implementing strategies to ensure that essential functions can continue during and after a crisis. ADNEC Group has maintained compliance with standard certification requirements •

NCEMA Renewal – October 2023.

•

ISO 22301 Renewal – July 2023.

ESG Report 2023

Equal Opportunity Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Total Number Of Female Employees (#)

195

178

Number Of Nationalities Across The Workforce (#)

31

29

180

310

398

28

104

102

ADNEC Group strives to attract highly qualified employees and to provide optimal working and career development conditions that meet its organisational needs, regardless of gender, nationality, age, or colour. As part of its strategy, ADNEC Group is committed to establishing fair practices and providing equal opportunities for all employees.

We are pleased to note that ADNEC Group maintains a diverse workforce and has never reported any incidents of discrimination. ADNEC Group management recognises that achieving gender balance at every level of the organization will contribute to the business’s success and is committed to empowering female colleagues. The Group strives to support their career development and growth as the future generation of leaders in the business tourism sector.

Supporting Female Employees ADNEC Group is deploying a number of initiatives and programmes to support the recruitment and retention of its employees. These include efforts to support female employees in advancing to management positions. The IGNITE Programme is a prime example that supports talented Emirati graduates in quickly settling into the work environment, building the skills, knowledge, and connections needed to thrive. This structured programme introduces them to the entire business, ensuring they understand the full context of ADNEC Group and how the teams operate within it. This dedication to their career growth provides a strong platform for development.

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Support Employment of People with Determination Group recruitment policies and tactics for the segment of PoD are aligned with the National Policy for Empowering People of Determination – UAE.

Support Retirees Early retirement plans and policies are part of ADNEC Group’s employee welfare and compensation strategy. These plans are applicable only to Emiratis, and ADNEC Group supports them in receiving their early retirement pension should they opt for it.

Workforce Overview (Statistics By Employment Level)

2019

2020

2021

2022

2023

Total Number Of Employees (#)

733

667

665

3,588

5,561

Full-Time Employees (#)

641

587

584

2,992

4,592

Part-Time Employees (#)

92

80

81

119

193

Total Number Of Employees (FTE)

NA

NA

NA

3,111

4,785

Full Time Employees In Senior Management (#) Grades 0-2b

40

38

37

40

53

Female Employees In Senior Management (#)

2

3

3

5

6

Male Employees In Senior Management (#)

38

35

34

35

47

Total Workforce by Gender Profile (#)

641

587

584

1,015

1,060

Female Full-Time Employees (#)

181

170

171

1,019

2,760

Male Full-Time Employees (#)

460

417

413

1,973

1,832

ESG Report 2023

Employee Listening Employee feedback collection methods include: •

Annual Staff Satisfaction Survey: Regularly conducted to gauge overall employee satisfaction.

•

Investors In People Surveys: Assessments aligned with the Investors In People framework to evaluate employee engagement and development.

•

Employee Net Promoter Score (eNPS): Measures employee willingness to recommend ADNEC Group as a great place to work.

•

Flash and Ad Hoc Surveys: Conducted on various topics to gather timely feedback on specific issues.

The results of these confidential and anonymous surveys are used to support various initiatives to ensure a fully engaged, happy, and high-performing workforce.

Employee Training and Development ADNEC Group believes that its people are its most valuable asset and therefore constantly seeks to develop employees in line with their personal career ambitions. The company provides learning and development opportunities for all employees, with a focus on UAE Nationals, to bridge performance gaps and prepare employees for new roles and responsibilities.

Below are the various programmes and initiatives in place across ADNEC Group to support employees in performing at their best:

Onboarding of new employees New employees joining ADNEC Group are introduced to the various companies, leaders, teams, and processes that make up ADNEC Group.

Training A variety of options are available for employees to meet their training needs: In-Person Training Courses: Conducted by highly qualified and experienced internal trainers and external training providers to meet specific requirements. These usually fall into one of three categories: •

Technical Programmes: Core, job-specific, and specialised training in a specific career field or profession.

•

Behavioral programmes: ‘Soft’ skills programmes focusing on interpersonal and communication skills.

•

Leadership Programmes: Activities and training designed to develop employees into better leaders. programmes or activities that make employees become better leaders.

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Personal Development Plan (PDP) The Personal Development Plan (PDP) sits alongside the annual performance review process and gives structure and purpose to the employee’s learning journey.

Competency Framework Each job role has a competency framework to help employees measure their effectiveness and plan their development accordingly. Both technical and behavioral competencies are considered.

Training and Development (ADNEC:

2019

2020

2021

2022

2023

Total Training Per Employee (# of hours)

6,799

5,581

6,736

7,978

9,763

Total Male Training (# of hours)

3,627

2,670

2,905

4,102

3,447

Total Female Training (# of hours)

3,172

2,911

3,831

3,876

6,316

Average Training Per Employee (# of hours)

39

25

27

37

19

Average Training Per Male Employee (# of hours)

31

15

20

34

11

Average Training Per Female Employee (hours)

52

41

36

42

31

Training and Development (Capital Catering)

2019

2020

2021

2022

2023

Total Training Per Employee (hours)

3,449

2,519

3,670

4,400

20,330

Total Male Training (hours)

1,512

1,728

1,800

3,365

17,804

Total Female Training (hours)

1,937

791

1,870

1,036

2,526

Average Training Per Employee (hours)

11.3

9

15

5

5

Average Training Per Male Employee (hours)

6

8

10

6

6

Average Training Per Female Employee (hours)

24

11

34

6

41

Group/ Venues / Capital 360)

ESG Report 2023

Investors In People Award •

ADNEC Group is committed to creating a work environment where employee achievements are recognised and celebrated, as their contributions are valuable in driving the business forward.

•

Investing in people is a priority and a strategic goal for ADNEC Group. The Group strives to continuously provide everything necessary for employees to excel and actively contribute to achieving the company’s goals.

•

ADNEC Group is proud to announce the achievement of the Investors in People (IIP) accreditation, marking a significant milestone in its ongoing efforts to enhance employee support.

Innovation Programme Incentive Trip

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Workforce voluntary turnover rate (%)

3.9

4.6

4.2

3.6

4.2

Capital Catering Parametre

As Of Dec 2023

Number of Employees (#)

3,578

Male / Female Ratio

6.67

Voluntary Turnover Ratio (%)

14

Overseas Recruitment Drives Undertaken (#)

3

Accommodation Facilities (#)

11

Govt. Services Transactions (#)

15,114

New Joiners in 2023 (#)

1,422

Nationalities Employed (#)

48

Average Employee Age (Years)

33

No. of Trainings Conducted -includes regulatory & development (#)

5,212

Local Recruitment Drives Undertaken (#)

11

Employee Related Legal Cases (#)

0

Employee Location Spread (#)

30

Number of Mobilisations (#)

11

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85

ESG Report 2023 Staff Engagement Activities: Throughout the year the Human Capital team, in collaboration with the ADNEC Group team, have launched and managed a series of activities for employees such as: • • • • • • • • • •

Staff Iftars.

Emirati Women’s Day (Lecture + Staff Health Checkup).

Flag Day celebration.

Staff Recognition Programme (Star of the Month).

Seasonal Flu Vaccination in cooperation with SEHA. Al Ain Staff Recognition and HR Orientation Day. Breast Cancer Awareness Day (Awareness Lecture + Medical Checkup).

Mother’s Day cupcakes celebrations.

Martyr’s Day. Strategy Day.

Occupational Health and Safety: • • • • •

LTI Frequency rate dropped from 4.1 to 3.4 in 2023.

LTI Severity Rate dropped from 21.8 to 14.2.

Injury cost reduced by 38%.

Total of 35479 Manhours of OHS Trainings covering fire warden, first aid, COSHH, etc.

2418 internal hazards raised promoting self-reporting and increasing safety culture.

•

Reducing environmental incidents from 4 to 0 in 2023.

Nationalisation ADNEC Group is dedicated to the sustainable growth and development of UAE Nationals, preparing them to take on more responsibility and become successful future leaders. In a sector relatively new to Emiratis, ADNEC Group has achieved success in attracting and developing UAE Nationals in fields associated with the events industry, catering, hospitality, and tourism.

The Group continuously enhances existing initiatives and introduces new specialised development programmes and activities aimed at maximizing the potential, support, and retention of UAE National talent, as outlined below.

UAE National Development Programmes Leadership Development Programme: UAE National employees have the opportunity to participate in a career path and coaching programme. This innovative programme measures ability, aspiration, motivation, engagement, and potential. Participants receive independent feedback and follow-up mentoring support to ensure that bespoke learning solutions are provided, helping them realize their full potential as future leaders.

ESG Report 2023

Capital Catering Engagement Activities

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Nationals Among Full Time Workforce (#)

131

123

119

112

235

Nationalisation (%) *Excluding blue collar workers

72

72

72

26

26

Nationals In Senior Management Positions And Above (#) L1 & L2

7

6

6

6

14

Nationals In Senior Management Positions And Above (#) L1, L2 & L3

22

21

19

27

27

*Among full time staff

Mentoring and Coaching Programme: The “buddy up” mentoring programme was launched in 2012 to specifically develop and support ADNEC Group’s UAE National talent.

ADNEC Group ensures that all mentors are fully trained and actively encourages all UAE Nationals to participate in the mentoring programme. Mentoring is an important facilitator in reinforcing personal development and ensuring people are accountable for their own career paths.

ADNEC Group UAE National Forum: Provides the opportunity for all UAE Nationals to attend a meeting with the Group CEO and ADNEC Group Leadership. This open forum provides an opportunity to exchange views on a wide range of topics and issues from UAE National employees. It also provides a platform for exchanging and promoting ideas about how ADNEC Group can continue to improve and develop as a business. It is a learning opportunity for staff built around openness and transparency.

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Community Community Engagement and Investment Over the past decade, ADNEC Group has been actively engaged in various societyfocused initiatives. Initially centred around CSR events involving donations and volunteering, the organisation’s efforts have evolved. These initiatives now include community engagement elements, reflecting ADNEC Group’s commitment to social impact and responsibility.

Food Parcel Distribution Through its catering arm Capital Catering, ADNEC Group has regularly organised Iftar Meal distribution at labour camps during the holy month of Ramadan.

Blood Donation ADNEC Group has held regular blood donation campaigns during the last 5 years. Staff are encouraged to reflect the values of giving and solidarity and donate blood to help save lives.

‘STOP AND DONATE’ Recycling and Donation Campaign The ‘Stop and Donate’ campaign encourages the local community to drop off their unwanted items for donation to the Red Crescent or for recycling.

ESG Report 2023

Community impact F&B A material topic in the ESG strategy, customer relations holds the upmost importance for Capital Catering.

The relation with customers transcends the typical transactional approach, with the company engaging on collaborative partnerships with many of its customers on a variety of topics. There are focus groups and working groupswith customers in place on topics such as environmental sustainability, food waste, product development with a focus on healthy eating habits, educational workshops among others. In certain instances, partnerships include regulators and government bodies, clients and Capital Catering as a services provider.

Ne’ma ‫نعمة‬

An initiative was established between Abu Dhabi Agricultural and Food Safety Authority (ADAFSA), ne’ma – the National Food Loss and Waste Initiative, RX Global (client) and Capital Catering (service provider) that focused on solutions related to food waste during events. Further details about this initiative can be found on page 63.

Cultural Heritage Capital Catering operates two specialised Emirati kitchens at ADNEC Centre Abu Dhabi and ADNEC Centre Al Ain providing traditional Emirati cuisine including Harees, the popular Emirati dish that was recently added to the UNESCO Representative List of Intangible Cultural Heritage in December 2023. In addition, Capital Catering employs specialised Emirati Chefs and caters for over 500 local weddings per year.

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ExCeL London – Social Sustainability Health and Safety The health, safety and well-being of employees, suppliers and visitors is of paramount importance. The organisation has a long history of effectively managing the risks associated with securing the ExCeL London venue for daily public access of up to 70,000 visitors. ExCeL London employs a proactive, preventative management strategy to ensure its risk assessment processes identify potential hazards and outlines the essential actions to mitigate them.

Key performance indicators and activities have been established to ensure the achievement of Group aspirations for health and safety excellence. These measures are implemented to uphold the company’s commitment to maintaining the highest standards of health and safety across all operations: •

Accident and RIDDOR reporting statistics;

•

Appropriate risk assessments by event including complex stand plan checking;

•

Capacity and crowd management; and

•

Regular health and safety audits.

In addition to reporting incidents and accidents, near-miss/concern reporting is also encouraged. Health and safety for the Group’s employees, subcontractors, suppliers and visitors forms a vital part of the approach. In 2023, the company achieved an incident-per -100,000 visitor figure of 6.3 (well below the KPI target of eight or fewer).

All staff undertake health and safety training, including emergency training, with 35% of staff being qualified first aiders. A dedicated Statutory Services and Health and Safety Department has been established, strengthened by the presence of a qualified on-site medical team, ensuring comprehensive support for health and safety initiatives. As part of the Security Industry Authority (SIA) certification, all security personnel are first aid trained, including crisis management and emergency procedures management. The Leadership Team is trained in crisis management procedures and participates in regular mock-emergency training events.

Living Wage In 2022 ExCeL London became accredited by the Living Wage Foundation as a Living Wage Employer and the team is proud to see the positive impact that this contribution is having and specifically the positive influence on the communities around the Royal Docks of East London.

ESG Report 2023 Charitable Support During 2023, the cost-of-living crisis and pressing societal issues made it ever more critical to improve prosperity and positive change for nearby communities and beyond.

During 2023, ExCeL London continued to support five local charities: •

Community Food Enterprise (CFE) works in East London to provide access to healthy and nutritious food, particularly for local nurseries and school children. ExCeL London supports CFE with annual funding, staff donation drives and donations of surplus food from events, wherever possible.

•

Newham All Star Sports Academy (NASSA) helps young people thrive through sport by providing coaching, training, and after-school activities. Funding f rom ExCeL London enables NASSA to further its reach locally.

•

London Academy of Excellence is a free sixth-form school committed to developing knowledge, skills, and interests that will give its sixth formers broad and rich life choices, regardless of socio-economic background. Funding plays a small part in the school’s particular success in helping students f rom less-advantaged backgrounds win places at top universities.

•

Bonny Downs Community Association is a dynamic community-led charity that serves a diverse cross-section of residents in the Borough of Newham. The organisation provides multi-faceted support through annual funding, volunteering opportunities and various forms of donation.

•

Richard House Children’s Hospice opened in 2000 as London’s first children’s hospice, providing support to more than 300 local families. ExCeL London contributes through annual funding, providing fundraising opportunities f rom events and raising the profile of the incredible work of the hospice and its team.

•

Alongside longstanding charity partners, ExCeL London supported several community-based events throughout 2023 by providing f ree-of-charge venue facilities, including:

•

Hosting London City Airport’s ‘STEM in Aviation 2023’ event, where 400 students f rom East London schools came together to learn about science and technology in the aviation sector.

•

Hosting 700 local students aged 10-16 to participate in the Moneywise Challenge which is aimed at teaching children financial literacy by using gaming software.

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•

Providing regular space for the Ascension Eagles, a Newham-based charity that delivers a successful youth programme through cheerleading.

•

Hosting the Pride in London Event Tabletop where 100 partner agencies met to ensure that the event could be delivered safely and effectively.

•

Providing space for the London Living Wage Royal Docks Action Group for a community workshop.

•

Hosting the Marine Society and Sea Cadets regatta.

•

Hosting the Women Night Safety Charter Summit for the local community.

•

Hosting the Citizen UK TELCO 25-year Anniversary Assembly.

•

Hosting the One Day at Christmas event where the local elderly community are invited to enjoy Christmas Lunch and entertainment at the venue, with many employees also volunteering.

A Platform for Good – Events and Legacy Projects ExCeL London recognises the unique opportunities presented through the live events hosted at the venue, and the team is passionate about facilitating connections with local schools, charities, and social enterprises.

With Formula E, this included a range of activities including a show car visit to the University of East London for the Jaguar driver to meet with NASSA athletes and give a talk on the power of sport, as well as showcasing the FIA Girls on Track programme, designed to promote education in science, technology, engineering and mathematics (‘STEM’) subjects and career opportunities in the motorsport industry. The event also included national TV coverage, further helping with exposure and coverage for NASSA. The International Conference on Robotics and Automation’s Tablet Academy presented robotics workshops at Harris Academy secondary schools local to ExCeL London. Robotics kits were given to each school to enable teaching staff to use them as part of the curriculum. Over 80 students and teachers attended the congress itself. It was a unique opportunity for students to compete in a robot challenge during the event, and to take inspiration from the exhibition, talks, robot competitions and a performance by Stelarc, the robotics artist.

ESG Report 2023

Creating a Safe and Secure Environment in the Royal Docks Safety and security within and around the venue is of paramount importance to ExCeL London. The organisation has an extensive security operation and provides proactive support to, and engages regularly with the local authority and community groups.

ExCeL London is one of 47 South Newham Community Security Zone members, with the venue Head of Security chairing monthly meetings to discuss local issues, crime prevention and management strategies. ExCeL London also supports and provides funding for security across the wider estate through a Home Office business crime reduction initiative, established where there is insufficient community policing.

The ExCeL London security team actively engages in the local area, by such means as: •

Representing ExCeL London at the London Resilience Forum to share information and establish collective action for crime prevention.

•

Providing monthly operational training for local organisations regarding counterterrorism.

•

Supporting Welfare and Vulnerability Engagement (‘WAVE’) training in the local community aimed at protecting vulnerable people and helping reduce violence against women and girls.

•

Undertaking exercises for the London Ambulance Service and Metropolitan Police ranging from practising medical incidents to training alongside royal and specialist protection units.

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Community Contribution ADNEC Group engages in various initiatives aimed at fostering awareness, engagement, and positive impact in order to support the community. Additionally, efforts are directed towards addressing environmental and social aspects of societal impact, as well as enabling events targeting different segments of society. ADNEC Group offers logistical support, financial discounts, operational assistance, knowledge transfer, and more for such events.

The table below summarises community contributions through various initiatives. Each initiative’s impact has been estimated and quantified to provide a reasonable financial estimation. Additionally, the table offers a comparison with ADNEC Group’s revenue and profit.

Community Engagement and Investment

2019

2020

2021

2022

2023

Discount/free services to community (AED)

31,290,000

430,000

3,256,000

6,928,000

8,895,023

Number of employee volunteers (#)

165

18

16

17

23

Number of employee volunteering hours (hours)

219

24,480*

10,840*

4,658*

13,453

*The voluntary hours have increased due to employees participation in 24/7 voluntary works during (COVID-19) at Vaccine Centre and the Field Hospital. *measured by the amount of discount given to events (events directed towards community) or as a quantification of support given to these events

ADNEC Group Economic Impact Through its activities and main business lines, ADNEC Group events contribute to the economic prosperity of Abu Dhabi and UAE. Activities are directly linked to Abu Dhabi’s key sectors and focus areas such as tourism, health, education, agriculture and energy.

Events attract international, regional and local customers in the form of organisers, trade exhibitors, visitors, corporate visitors and association members, etc.

The economic impact is analysed across direct, indirect, and induced categories, corresponding to the nature of activities and supply chain effects. Furthermore, the social impact of Group operations is measured in terms of supported jobs. The table below offers an overview of economic impact in terms of Gross Value Added.

ADNEC Economic UAE - ADNEC Group Economic Impact GVA Gross Value Add (AED Billion) Jobs supported (#)

2019

2020*

2021*

2022

2023

4.9

1.4

2.4

3.6

7.4

27,534

7,591

13,392

21,000

51,461

* Results have been affected heavily by pandemic due to ban on travel and restrictions on mass gathering.

ESG Report 2023

Brand Perception

Products and Services Impact on the Community Strategic focus on sustainability is a key aspect of the Group’s approach, which is evident through a dedicated theme in its strategy map and the recently introduced Sustainability Strategy and ESG policy. This incorporates clearly defined goals, objectives, initiatives, and a set of strategic measures, along with comprehensive reporting and analysis. To ensure objectivity and impartiality, the company has engaged an independent third-party market research contractor to conduct the perception survey.

The perception questionnaire includes summarised segmentations, covering pertinent sustainability areas as follows: 1.

Reputation and image

2.

Social impact

3.

Environmental impact

4.

Impact on surroundings

ADNEC Brand Perception - Results of Community Engagement Survey

2016

2017

2021

2022

2023

Reputation And Image (Score as a % of 100)

92%

92%

89%

86%

86%

Social Impact (Score as a % of 100)

90%

90%

89%

85%

85%

Environmental Impact (Score as a % of 100)

90%

89%

91%

86%

86%

Impact Of Work And Activities On Surrounding (Score as a % of 100)

90%

90%

91%

86%

85%

Adnec Brand Perception Total (Score as a % of 100)

91%

90%

90%

86%

85%

*The voluntary hours have increased due to employees participation in 24/7 voluntary works during (COVID-19) at Vaccine Centre and the Field Hospital. **2018 to 2020 The survey wasn’t conducted.

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Governance The below summarises best practices and international standards: 2019

2020

2021

2022

2023

Independent* members of the Board of Directors

5

5

6

6

6

Non-independent members of the Board of Directors

0

0

1

1

1

Executive members of the Board of Directors

1

1

1

1

1

Non-executive members of the Board of Directors

4

4

6

6

6

Female members of the Board of Directors

0

0

1

1

1

Male members of the Board of Directors

5

5

6

6

6

Board of Directors

*an independent director is one who, apart from receiving director’s remuneration, does not have any other material pecuniary relationship or transactions with ADNEC Group, its promoters, its management or its subsidiaries, which in the opinion of the board would interfere with the exercise of independent judgment in carrying out the responsibilities of a director.

Board diversity

2019

2020

2021

2022

2023

Percentage: Total board seats occupied by women

0%

0%

14%

14%

14%

Percentage: Committee chairs occupied by women

0%

0%

50%

50%

33%

Board independence

2019

2020

2021

2022

2023

Total board seats occupied by Independents

100%

100%

86%

86%

85%

• •

ADNEC Group prohibit the CEO from serving as board chair.

The Board of Directors was changed in February 2023.

Incentivised Pay Executives are not formally incentivised to perform on sustainability.

Sustainability Reporting ADNEC Group publishes its sustainability report annually. The first issue was in 2015 and according to GRI principles and guidelines. Sustainability data is checked and verified by relevant departments and as per the nature of KPIs/measures. Sustainability data is not included in regulatory filings.

ESG is part of Meeting agenda ESG Sustainability has been added to the agenda the board of directors’ meetings.

Every time the board meets this agenda items are presented, and an update is shared with the board of directors.

Areas included in the ESG update cover planning, execution and reporting stages of activities.

Disclosure practices ADNEC Group publicly shares its annual ESG report.

ESG Report 2023

ADNEC Group Sustainability Strategy and Framework including ESG investment and Net Zero roadmap.

The sustainability strategy and ESG framework clearly sets the ADNEC Group sustainability strategic directions, material issues, initiatives, and targets. The strategy and framework are supported with clear governance mechanism.

External Assurance External assurance is in compliance with shareholder requirements and is completed through third-party verification and assurance certification bodies. GHG emission and financial disclosure data and metrics are externally assured accordingly. All other data is in the annual ESG report is not externally assured.

Mechanisms to review ESG Issues at Board Level: •

• • •

ESG and sustainability issues are part of the agenda of Board of Directors meetings.

Regularly, this includes updates on strategies, policies, initiatives and resources allowing the board to make informative decisions.

Annual review when issuing ADNEC Group sustainability report (GRI) which is now replaced with ESG report.

Quarterly through the analysis and discussion of submitted quarterly strategy execution reports.

When needed.

Prevention of Corruption The commitment to preventing corruption is a core aspect of the company’s operations, underscored by its Fraud Control Policy. A zero-tolerance approach is taken towards fraudulent activities, with strict adherence to the Ethics and Anti-Corruption policy. Recently, enhancements to anti-fraud measures have been made through the updating of policies, drawing insights from esteemed international standards such as ISO/AWI 37003, renowned for its guidance on fraud control management for organisations.

The company’s comprehensive framework includes a Code of Conduct and Business Ethics, supported by policies addressing Anti-Bribery & Corruption, Conflict of Interest, and Whistleblowing. Annually, all staff members affirm their acknowledgement and compliance with this Code and other key Corporate Governance policies through a declaration form. New employees are required to sign this declaration upon joining the organisation, with induction sessions and annual refresher training provided to ensure understanding and adherence. The Code serves as an addendum to the employee’s Contract of Employment.

The company’s definition of corruption encompasses any dishonest action or abuse of authority for personal gain. This includes activities such as bribery, inappropriate gifts, illegal gratuities, double-dealing, under-the-table transactions, economic extortion, and undisclosed Conflicts of Interest. All staff members have formally certified their compliance with these policies, reaffirming the company’s commitment to ethical conduct and integrity across all levels of the organisation.

There were no confirmed incidents of corruption involving ADNEC Group in the last four years. For example, there was no confirmed case for dismissal or discipline of employee(s), or termination of contract with a business partner.

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Nomination, Selection, Evaluation, Roles and Rumeneration & Compensation of Highest Governance Body: Nomination, Selection, Evaluation, Roles and Rumeneration and compensation shall be per the legilslative requirements of UAE Ministry of Labor Decision (539) of 2017 and will be on a discretionary basis, decided upon by the Board of Directors, at their own will, agreement and judgement.

Practices in place to prevent corruption: • • •

Reporting and disclosure of the percentage of business units analysed for risks related to corruption.

Annual code of conduct and conflict of interest signatory by each employee.

Human Capital in collaboration with an independent Audit and Governance team conducts annual awareness and induction sessions regarding Anti-Bribery, Corruption Policy, a Conflict of Interest and Whistle-blowing Policy.

Compliance Reporting An internal compliance reporting system has been established to promote a “Speak Up” culture – that is, reporting any Code violation concerns or raising questions regarding the practical scope or application of the Code requirements. Internal Audit conducts regular reviews and assess the implementation and adherence to the following:

Whistle-blowing ADNEC Group has established an independent whistle-blowing mechanism, through which all stakeholders and employees can raise concerns directly to an external independent third party, which treats the concerns confidentially. Issues raised are shared with the Head of Internal Audit and the Chief Human Capital Officer, who process them as per the documented compliance charter. A committee is formed consisting of Internal Audit, Human Capital, and Legal Affairs, where necessary, to steer the investigation.

Fraud Control ADNEC Group’s Fraud Control Policy is crafted to support employees and stakeholders, providing them with comprehensive and current policies and procedures to mitigate the risk of fraud within the organisation. The policy maintains a zero-tolerance stance towards fraud and swiftly addresses any instances of misconduct. All employees are required to annually affirm their compliance with the policy through a declaration. Recently, the company updated its anti-fraud policy, drawing insights from international standards such as ISO/AWI 37003, renowned for its guidance on fraud control management for organisations.

Code of Conduct and Business Ethics ADNEC Group has implemented a Code of Conduct and Business Ethics which is reviewed annually. The framework ensures that ADNEC Group continues to uphold the highest standards of ethical behaviour in all business activities inside and outside UAE. Percentage Of Business Units Analysed For Risks Related To Money Laundering And The Financing Of Terrorism (%)

0

0

50

100

100

Percentage Of Workforce Has Formally Certified Its Compliance With The Anti-Corruption Policy (%)

100

100

100

81

92

Number Of Operations Assessed For Risk Related To Corruption (#)

13

7

11

14

11

ESG Report 2023

Percentage Of Operations Assessed For Risk Related To Corruption (%)

45

24

38

72

Number Of Corruption Incidents (#)

0

0

0

0

3

Total Number Of Non-Monetary Sanctions (#)

0

0

0

0

0

Total Number Of Legal Actions (#)

6

3

3

3

3

30

-Historically, assessments of operations for risks related to corruption have been undertaken only as a component of the wider Internal Audit programme.

Prevention of Anti-competitive Practices The Group is committed to following a clear policy for anti-competitive practices. A structured mechanism is in place to reflect this commitment and facilitate reporting and disclosure, as demonstrated in ADNEC Group’s ESG report. The company maintains a clear anti-competitive practice policy and a comprehensive Code of Conduct.

The anti-competitive policy draws inspiration from international standards such as GRI 206 disclosure, which addresses legal actions against anti-competitive behaviours as outlined in GRI 2016. This ensures that ADNEC Group adheres to best practices and regulatory requirements in addressing such practices.

Practices to prevent anti-competitive acts: •

ADNEC Group follows a clear anti-competitive policy. As mentioned above ADNEC Group has in place a Code of Conduct and Business Ethics. This is supported by Anti-Bribery & Corruption Policy, Conflict of Interest and Related Party Policy and a Whistle-blowing Policy.

•

An anti-competitive clause is included in each employee’s contract.

•

ADNEC Group works with a third-party whistle-blowing company to allow employees to report any concern or violation in a confidential and secure way. Such a policy has been in place since 2009 and the facility to report concerns independently has been in place since 2014. There have been no reported instances of legal actions relating to this in recent years.

•

An email along with all updated polices is issued to all employees, and a copy of all relevant policies are available on the intranet. This is followed up and reinforced with Policy Awareness Workshops delivered by the Human Capital department. The awareness sessions explain all relevant fraud / bribery / conflict of interest policies and allow employees to clarify any points and ask any relevant questions. Such sessions are usually conducted 1-2 times per year.

•

Also, the Human Capital department conducts specialised training sessions for staff on anti-competition and anti-corruption.

•

As is the case in anti-corruption, the Human Capital Department requires new employees to sign the declaration form when they first join the organisation addressing the anticompetitive practices. They are briefed at induction and annual refresher training is given to all staff, prior to signing of the declaration.

•

The Code is considered as an addendum to the employee’s Contract of Employment.

Furthermore, communication channels for employees are available in various forms to report any suspected code violations. The current available channels include: • • •

Employee Direct Line Manager.

Employee Director.

Any one of the following Compliance Representatives: • • • •

Head – Employee Relations.

ADNEC Group’s Ethics Officer from within the Internal Audit Department.

Head of Compliance and Risk.

Legal Counsel.

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ESG Report 2023

If employees are uncomfortable reporting their concern to any of the above, or not satisfied with the outcome of their reporting of the concern, they can report through ADNEC Group’s 24/7 Hotline/whistle-blowing channel.

Should an employee wish to remain anonymous, or wishes to discuss the issue with a person independent of ADNEC Group, they can also report their concerns via a hotline in the following ways: • • •

Call the Whistle-blowing hotline - Free UAE phone number at 800 0320995 Submit a web report by visiting ADNEC Group’s intranet “MyWeb.” Both the website and the telephone options are available 24-hours-a-day, seven days a week

There is dual and simultaneous dissemination of the concerns received by NAVEX (a risk and compliance management software) to both the Ethics Officer (Internal Audit) and the Head – Employee Relations.

• • •

Regular awareness and training sessions to explain the policy, increase awareness and improve adoption.

Anti-competitive policy is derived and inspired by the international standards GRI 2016 disclosure – the legal action of anti- competitive behaviours – GRI 2016.

Human Capital department is the department responsible for executing this policy.

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Reported Instances Of Or Legal Actions Relating To Anti-Competitive Practices (#)

0

0

0

0

0

Percentage Of Workforce Has Formally Certified Its Compliance With The Anti-Competitive (Conflict Of Interest) Policy (%)

100

100

100

100

100

Prevention of Human Rights Violations Human rights are guaranteed by the UAE Constitution and ADNEC Group follows all relevant human rights policies published by the Ministry of Human Resources and Emiratistion (MOHRE).

Human Capital policies and procedures comply with international laws and human rights regulations and all employees understand these policies through workshops which take place approximately every 6 months to highlight any recent changes.

ADNEC Group has a human right policy and code of conduct derived and inspired by the International Human Rights Law – OHCHR. Employees can report any perceived human rights violations through the Whistle-blowing facility.

Human rights in the Group supply chain are covered in the procurement section of this report.

Human rights are guaranteed by the UAE Constitution, and all suppliers are required to follow all relevant human rights policies published by the Ministry of Human Resources and Emiratistion (MOHRE).

Human Rights – Supply Chain ADNEC Group takes its responsibility towards safeguarding human rights seriously. The Group undertakes detailed checks during procurement processes where manpower is the core provision of a chosen supplier. Expectations are clearly set out in the scope of work and there are thorough checks of key welfare factors such as: •

Provision of food for staff – the supplier must provide 3 full meals per day including a nutritious balance of food groups.

ESG Report 2023

Accommodation for staff – the supplier must provide a good standard of accommodation.

Accomodation facilities must include: Cooking facilities.

Laundry facilities Adequate washroom facilities.

Recreational facilities – TV room, outdoor space for exercise and games available to all staff.

• Proximity of the accommodation to their main workplace to ensure long distance travel is not required.

Transportation to and from work - safety checks on the vehicles must be regularly made.

Vehicles must include seatbelts and fire extinguishers.

• • • •

• •

Salaries – the minimum wage is obligatory, and the Group aims to ensure equal pay for both genders. The organisation seeks to influence salaries where feasible – for instance, guaranteeing that individuals with experience receive appropriate compensation. Medical insurance should be provided for all staff.

•

Leave travel entitlement – on average all staffing service providers allow for each staff member to receive a paid flight to their home country once every 24 months.

•

Uniforms and safety equipment where needed – 3 sets of uniforms and shoes should be provided for each person.

Promoting human rights and preventing human rights violations: •

Typically, during the first few months of a contract that includes a substantial number of staff, a number of checks are made to ensure compliance with the contract. Spot checks and interviews are conducted to ensure that staff are being paid on time and that all provisions promised to them are being made. ADNEC Group will use its influence with the supplier to enforce corrective actions if needed.

•

Training is another important factor connecting to the human rights of hired in teams.

The Group ensures they are given all health and safety related training – a good example of this is all food handlers working under Capital Catering must have an EFST Certificate (Essential Food Safety Training Certificate). Issued by the municipality, this is a mandatory training and certification requirement for everyone who works with food.

•

In addition to safety training, it is important for all staff representing ADNEC Group to embody a sense of pride and purpose, which are essential factors for fostering well-being in the workplace. Some of the hired teams include security guards, traffic marshals, cleaners, and catering staff, who often have more interaction with venue visitors than permanent staff.

In cases where training gaps are identified, discussions are initiated with their employers to address these issues. Alternatively, on-the-job briefings are provided to bridge these gaps and ensure that all staff members are well prepared for their responsibilities.

•

The excellent standard of Health and Safety practices across ADNEC group venues means that contracted staff, along with permanent teams, are coming to work in a safe environment.

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

Employee Training On Human Rights (hours)

39

25

27

360

2,361

Incidents Of Discrimination Reported (#)

0

0

0

0

0

Incidents Of Abusive Behaviour Reported (#)

0

0

0

0

0

Incidents Of Harassments Reported (#)

0

0

0

0

0

100

101

ESG Report 2023 ExCeL London Ethics and Compliance metrics (end of Q1 2023).

•

79% of employees signed/provided their annual code of business conduct acknowledgement.*

•

79% of employees submitted their annual conflict of interest declaration.*

•

68% of employees completed annual ethics and compliance training, which includes:

•

Bribery Act (UK/EU).

GDPR at ExCeL London.

Harassment and Bullying at Work (UK/EU).

Modern Slavery 2.0 (UK/EU).

Ransomware and Cybercrime 1.0.

Sexual Harassment Prevention in the Workplace (UK).

Understanding Cyber Security (UK/EU).

What is Diversity and Inclusion (2018)**.

29 conflicts of interest were registered with 5 investigations made in 2022.

*100% compliance targeted by 31st May 2023. **90% compliance targeted by 31st May 2023.

Capital Catering Maintained Certifications: •

ISO 22000:2018 – ADNEC Centre Abu Dhabi and Al Ain.

•

HACCP – Aviation.

•

Halal Certificate – Aviation.

•

ISO 17025 – Laboratory Accreditation.

New Certifications: •

ISO 22000:2018 for healthcare locations: Tawam Hospital Al Ain, Al Wagan Hospital, Sheikh Khalifa Specialist Hospital RAK, Sheikh Khalifa Hospital Ajman, Sheikh Khalifa Hospital Masfout.

Supplier Management 65% of suppliers were either audited and/or re-evaluated in 2023. Audit metrics include safety and environmental components.

100

Supplier Audits Conducted

80 Increased number of audited suppliers from 76 to 147

60 40 20 0

High Risk 2022

Medium Risk Medium Risk

Low Risk No response/Rescheduled

ESG Report 2023

Food safety compliance and audit

81 ADAFSA Inspections 100

31 Total Second Party Audits

92%

4

100%

60

14 Third Party Audit Compliance 100%

20

Total Clients Audits

99% 99%

99%

99%

Venues & Events

Healthcare

Aviation

80

40

0

Laboratory Analysis 2023

samples tested 10,500

compliance 99%

2022

samples tested 7,469

compliance 99%

Samples Tested YOY

increase 40.5%

ISO Accreditation Scope Expansion

increase 16%

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ESG Report 2023

Internal Audit Audit and Internal Control ADNEC Group has an independent Internal Audit function that improves performance and promotes accountability and transparency across the business through providing independent and objective assurance and advisory services.

The department assess and monitors ADNEC Group’s policies through its annual Internal audit plan and three-year internal audit strategy.

Moreover, the board has established an Audit Committee of three qualified members, including one independent, non-executive director and two members fully independent of ADNEC Group.

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

Below is a summary of planned and/or undertake reviews at least once as part of the three-year cycle: Audits and Follow Ups

Purpose and Scope Brief

Standards Utilised

Health and Safety

Compliance with health and safety rules and regulations applicable to ADNEC Group (e.g. OSHAD, Civil Defence Regulations, etc.).

Abu Dhabi: Occupational Safety and Health System Framework (OSHAD-SF)

Facilities Management

Compliance with infrastructure asset and building fabric over mechanical, electrical, HVAC, specialist system, civil and building fabric. Fire and Safety, fire alarm tests and TYCO inspections.

The UAE Fire and Life Safety Code of Practice 2018

Environment and Cleaning

Compliance with Environmental laws and regulations applicable to ADNEC Group, ISO 14000, Handling, storage, and disposal of hazardous chemicals and waste.

Environment, Health and Safety Management System (ADEHSMS) Decree 42

Compliance with MCC laws standards and technical specifications of the monitoring and control devices.

Security

Monitoring progress of the Security System Integration Project (between ADNEC Centre Al Ain, Aloft and Capital Gate).

The utilisation of x-ray machines

Food Safety

Compliance with ADFCA regulation

Abu Dhabi: The Monitoring and Control centre (MCC) Law No.5 of 2011 Federal Law by Decree No 6 of 2009, concerning the Peaceful Uses of Nuclear Energy Abu Dhabi: Emirate Food Law No. 2/2008 expanded.

ESG Report 2023

Enterprise Risk Management ADNEC Group has developed an Enterprise Risk Management framework in compliance with ISO 31000 to establish an approach to identifying and managing key risks arising in the business in accordance with international best practices.

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.

Within ADNEC Group’s ERM, routine risk assessment workshops are being undertaken to identify (amongst other risks) compliance risks. Further to this evaluation of control effectiveness is undertaken through Internal Audit processes.

Business Resilience Throughout the years, ADNEC Group has successfully built a robust business resilience framework which actively contributes to fast adaption when the business has disrupted due to the COVID19 pandemic starting early 2020. The establishment of this framework has enabled the development of internal capabilities and procedures to safeguard ADNEC Group’s business operations in the event of any disruptions.

The following are examples of what the framework includes: Governance ADNEC Group has appointed its Chief Financial Officer as the top management representative for its business continuity and information security management systems BCMS and ISMS, supported by a dedicated business continuity and information security manager. They liaise with ADNEC Group’s executive management to determine management system objectives, which drive a work plan and actions implemented with the support of their Business Resilience Champions. Progress and issues are reported to executive management as required, with a formal Management Review conducted each year.

Risk Management Both BCMS and ISMS integrate with ADNEC Group’s Enterprise Risk Management framework in order to ensure that risks are consistently identified, owned, assessed and treated. Risk treatment activities are coordinated across departments, actions are incorporated into the departmental work programmes and managed by Business Resilience Champions.

Business Continuity Planning ADNEC Group maintains Business Continuity Plans in order to be able to continue to meet its stakeholders’ needs in the event of a disruption incident. Plans are developed at the departmental and organisational level to address a range of incident scenarios.

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ESG Report 2023 Awareness and Training ADNEC Group recognises that a well-informed and vigilant workforce are key to maintaining a resilient business. Besides developing a team of Business Resilience Champions across the organisation, appropriate training and awareness initiatives are delivered to all ADNEC Group personnel in order to help them prevent, identify and report potential and actual incidents.

Incident Management, Conformance and Continual Improvement Continual Improvement is core to a successful management system and also a resilient business. In this regard, ADNEC Group identifies areas of non-conformance from reported incidents, control and compliance checks and audits (internal and external). Root causes for non-conformance are identified and resultant improvement actions are managed through the Continual Improvement Framework.

Summary of key measures

Percentage of non- audit fees out of total audit fees.

2019

2020

2021

2022

2023

0

0

0

0

0

Percentage of completion of “Conflict of Interest Declarations” by the Directors of the Board.

100%

100%

100%

100%

100%

Percentage of completion of the “Conflict of Interest Declarations”

by ADNEC Group employees.

100%

100%

100%

81%

92%

Percentage of attendance of the members of the Board of Directors to the ADNEC Group Board meetings.

78%

100%

100%

100%

89%

Percentage of attendance of the members of the Governance Committee (BoD sub-committees) to their meetings.

92%

92%

100%

100%

95%

Percentage of ADNEC Group key governance documents reviewed for annual update (DoA, Committees Charters, Governance Approach, Risk Management Approach, Code of Conduct, Whistle Blowing Policy, Fraud Control Policy, Business Continuity Approach, Project Management Approach, etc.).

33%

58%

79%

94%

96%

ESG Report 2023

Information Technology Privacy and Data Security

ADNEC Group adopts international standards and has policies for privacy of customers and security of key data/ information. ADNEC Group is ISO 27001 Certified and has all required Policy and procedures for Information Security.

Also, ADNEC Group follows UAE and global data protection regulations.

Relevant Policies are highlighted below: •

Information Governance Policy

•

Information Security Policy

•

Privacy Policy

ADNEC Group continuously tests and evaluates the security of the company’s IT infrastructure and data and detects possible risks and vulnerabilities. The company conducts a vulnerability assessment and penetration testing (VAPT) at least once a year in addition to ongoing monitoring by the internal Cybersecurity team as well as by an external 24/7 Security Operations Centre (SOC).

With regards to Information Technology and data privacy and security; ADNEC Group is following and certified by the below International standard: •

ISO 20000-1 Management System: Besides helping in developing a structured IT Service Delivery process which has significantly enhanced the overall customer satisfaction. This standard played important role in data privacy and security via IT Asset and Incident Management.

•

ISO 27001 Management System: this standard provides a high level of security once all required criteria are fulfilled.

Moreover, the below measures are taken to ensure and evaluate IT infrastructure: •

Cyber Security Awareness IT department along with Compliance and risk conducts regular awareness sessions to raise employee’s knowledge regarding cyber security and different types of attacks they must be vigilant of and guard against.

•

Annual external maturity and complaince assessments again UAE Information Assurance (IA) standards for entities based in the UAE and Centre for Internet Security (CIS) critical controls for entities based outside the UAE. The internal Cybersecurity team uses assessments to continuously improve technical and management security controls.

Key Performance Indicators (KPIs)

2019

2020

2021

2022

2023

The Percentage Of ADNEC Group Companies Monitored By 24/7 Security Operations Centre (Soc) (%)

0

0

0

0

100

The Percentage Of ADNEC Group Companies Which Are Iso 27001 Certified. (%)

0

0

0

37.5

62.5

UAE Information Assurance (IA) Regulation compliance (%)

N/A

N/A

N/A

N/A

61

106

107

ESG Report 2023

ESG Report Glossary

ESG Report 2023 Abu Dhabi Agricultural and Food Safety Authority

ISO

International Organization of Standardization

ADCD

Abu Dhabi Civil Defence Authority

KF

Khalifa Fund

ADFCA

Abu Dhabi Food Control Authority

KPI

Key Performance Indicator

ADIBS

Abu Dhabi International Boat Show

LED

Light-Emitting Diode

Abu Dhabi International Food Exhibition

LFC

Liquid Food Composting

MCC

Monitoring and Control Centre

MENA

Middle East and North Africa

ADAFSA

ADIFE ADQ

Abu Dhabi Developmental Holding Company

ADX

Abu Dhabi Securities Exchange

AI BCMS BMS

Artificial Intelligence business continuity management system Building Management System

MOHRE

Ministry of Human Resources and Emiratization

MoU

Memorandum of Understanding

NASSA

Newham All Star Sports Academy

BoD

Board of Directors

NAVDEX NCEMA

Naval Defence & Maritime Security Exhibition National Emergency Crisis and Disaster Management Authority

CCS

Capital Catering and Services

CEO

Chief Executive Officer

CFE

Community Food Enterprise

OECD

Organization for Economic Co-operation and Development

CIS

Centre for Internet Security

OHCHR

Office of the United Nations High Commissioner for Human Rights

CO2/ CO2e CoI

Carbon dioxide / Carbon dioxide equivalent Conflict of Interest

COP28

Conference of the Parties to the UN Framework Convention on Climate Change

COSHH

Control of Substances Hazardous to Health

COVID-19

COronaVIrus Disease of 2019

CRM

Customer Relationship Management

CSR

Corporate Social Responsibility

DoA

Delegation of Authority

EFQM

European Foundation for Quality Management

EFST

Essential Food Safety Training Certificate

EMS

Environmental Management System

eNPS

Employee Net Promoter Score

ERM

Enterprise Risk Management

ESG EWEC F&B GDPR

Environmental, Social, and Governance Emirates Water and Electricity Company Food and Beverage General Data Protection Regulation

GHG

Greenhouse Gas

GMC

Global Media Conference

NPS

OHS OSHAD SF

Net Promoter Score

Occupational health & safety Abu Dhabi: Occupational Safety and Health System Framework

PAS

Publicly Available Specification developed by the British Standards Institution

PDP

Personal Development Plan

PoD

People of Determination

R&D

Research and Development

R4E

Recognised for Excellence

RIDDOR

Reporting of Injuries, Diseases and Dangerous Occurrences Regulations

RFQ

Request for Quote

RVM

Reverse Vending Machine

SBY

Sir Bani Yas

SDG

Sustainable Development Goal

SEHA

Abu Dhabi Health Services Company

SIA

Security Industry Authority

SLA

Serv ice Level Agreement

SME

Small and medium-sized enterprises

SOC

Security Operations Centre

SOP

standard operating procedures

SSMC

Shaikh Shakhbout Medical City

GRI

Global Reporting Initiative

GVA

Gross Value Add

STEM

Education in science, technology, engineering, and mathematics

HACCP

Hazard Analysis and Critical Control Point

TYCO

International US Inc. for fire safety and security solutions

HDPE

High Density Polyethylene (Type 2 Plastic)

UAE

United Arab Emirates

HVAC

Heating, Ventilation, and Air Conditioning

UMEX

HVO

Hydrotreated Vegetable Oil

IA

Information Assurance

ICV

National In-Country Value Programme

IDEX

International Defence Exhibition and Conference

IIP

Investors In People

IoT

Internet of Things

ISMS

information security management system

ISNR

International Exhibition for National Security and Resilience

UN

Unmanned System Exhibition and Conference United Nation

UN SDG

United Nation Sustainable Development Goal

UNESCO

The United Nations Educational, Scientific and Cultural Organization

UNFCCC

United Nations Framework Convention on Climate Change

UPS

Uninterruptible Power Supply

VAPT

Vulnerability assessment and penetration testing

WAVE

Welfare and Vulnerability Engagement

YCH

Yas Creative Hub

108

109

ESG Report 2023

GRI Index Table GRI STANDARD

GRI 2: General Disclosures 2021

DISCLOSURE

F: Full Compliance P Partial Compliance N: Not Compliant:

Compliance

Reference location

2-1 Organisational details

F

Pages 7-8, 21-22

2-2 Entities included in the organization’s sustainability reporting

F

Pages 7-8

2-3 Reporting period, frequency and contact point

F

Pages 113, 6-9, 5-6

2-4 Restatements of information

F

Page 20

2-5 External assurance

P

Page 20

2-6 Activities, value chain and other business relationships

F

Pages 5-8, 69-71, 87-94, 99-105 Pages 2, 80 “2023 ADNEC Group Annual Report”

2-7 Employees

P

Page 78

2-8 Workers who are not employees

F

Page 78

2-9 Governance structure and composition

F

Pages 21-22, 95-96

2-10 Nomination and selection of the highest governance body

F

Page 97

2-11 Chair of the highest governance body

F

Pages 21-22, 95-96

2-12 Role of the highest governance body in overseeing the management of impacts

F

Pages 21-22, 95-96

2-13 Delegation of responsibility for managing impacts

F

Pages 21-22, 95-96

2-14 Role of the highest governance body in sustainability reporting

F

Pages 21-22, 95-96

2-15 Conflicts of interest

F

Pages 21-22, 95-96

2-16 Communication of critical concerns

F

Pages 95-106

2-17 Collective knowledge of the highest governance body

P

Pages 21-22, 95-96

2-18 Evaluation of the performance of the highest governance body

N

Page 96

2-19 Remuneration policies

N

Page 96

2-20 Process to determine remuneration

N

Page 96

2-21 Annual total compensation ratio

N

Page 96

2-22 Statement on sustainable development strategy

F

Page 1, 9, 11-12 Pages 3-16 “2023 ADNEC Group Annual Report” "ESG Sustainability Strategy https://issuu.com/adnec/docs/adnec_sustainability-strategy-and-esg-framewor-200?fr=xKAE9_zU1NQ

2-23 Policy commitments

F

2-24 Embedding policy commitments

F

Page 5-6, 9-30, 95-106

2-25 Processes to remediate negative impacts

F

Page 95-106

2-26 Mechanisms for seeking advice and raising concerns

F

Page 95-106

2-27 Compliance with laws and regulations

F

Page 95-106

2-28 Membership associations

F

"Section 4 - National and International Contributions - ADNEC Group ESG and Framework and Strategy Pages 32-91, 2023 Annual ESG Report"

2-29 Approach to stakeholder engagement

F

Page 9-22, 69-94

2-30 Collective bargaining agreements

N

NA

ESG Policy https://issuu.com/adnec/docs/esg-policy-1.0?fr=xKAE9_zU1NQ"

ESG Report 2023

GRI Index Table GRI 101: Biodiversity 2024

GRI 101: Biodiversity 2024

GRI 304: Biodiversity 2016

GRI 201: Economic Performance 2016

GRI 202: Market Presence 2016

GRI 203: Indirect Economic Impacts 2016 GRI 204: Procurement Practices 2016

GRI 205: Anti-corruption 2016

1-206 Legal actions for anticompetitive behavior, anti-trust, and monopoly practices

GRI 207: Tax 2019

F: Full Compliance P Partial Compliance N: Not Compliant: "ADNEC ESG STRATEGY & FRAMEWORK https://issuu.com/adnec/docs/adnec_sustainability-strategy-and-esg-framewor-200?fr=xKAE9_Zu1nq"

1-3 Process to determine material topics

F

2-3 List of material topics

F

"Pages 15-18 ADNEC Group ESG Strategy Map"

3-3 Management of material topics

F

"Page 39-102 ADNEC Group ESG Framework and Strategy"

"1-101 Policies to halt and reverse biodiversity loss"

F

"ADNEC Group ESG Framework and Strategy ADNEC Group ESG Policy"

2-101 Management of biodiversity impacts

N

NA

3-101 Access and benefit-sharing

N

NA

4-101 Identification of biodiversity impacts

N

NA

5-101 Locations with biodiversity impacts

N

NA

6-101 Direct drivers of biodiversity loss

N

NA

7-101 Changes to the state of biodiversity

N

NA

8-101 Ecosystem services

N

NA

1-304 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas

N

NA

2-304 Significant impacts of activities, products and services on biodiversity

P

Environmental Impact Assessments are required for all construction projects in the UAE. Not published.

3-304 Habitats protected or restored

N

NA

4-304 IUCN Red List species and national conservation list species with habitats in areas affected by operations

N

NA

1-201 Direct economic value generated and distributed

F

Page 75, 77, 83, 93

2-201 Financial implications and other risks and opportunities due to climate change

N

N

3-201 Defined benefit plan obligations and other retirement plans

F

Page 80

4-201 Financial assistance received from government

N

NA

1-202 Ratios of standard entry level wage by gender compared to local minimum wage

N

NA

2-202 Proportion of senior management hired from the local community

F

Pages 78-86

1-203 Infrastructure investments and services supported

N

N

2-203 Significant indirect economic impacts

F

Page 75, 77,83,93

204-1 Proportion of spending on local suppliers

F

Page 77

205-1 Operations assessed for risks related to corruption

F

Pages 95-106

205-2 Communication and training about anti-corruption policies and procedures

F

Pages 95-106

205-3 Confirmed incidents of corruption and actions taken

F

Pages 95-106

206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

F

Pages 95-106

207-1 Approach to tax

N

NA

207-2 Tax governance, control, and risk management

N

NA

207-3 Stakeholder engagement and management of concerns related to tax

N

NA

207-4 Country-by-country reporting

N

NA

Pages 15-18

110

111

ESG Report 2023

GRI Index Table GRI 301: Materials 2016

GRI 302: Energy 2016

GRI 303: Water and Effluents 2018

GRI 305: Emissions 2016

GRI 306: Effluents and Waste 2016

GRI 306: Waste 2020

GRI 308: Supplier Environmental Assessment 2016

GRI 401: Employment 2016 GRI 402: Labor/ Management Relations 2016

F: Full Compliance P Partial Compliance N: Not Compliant:

301-1 Materials used by weight or volume

F

Page 24

301-2 Recycled input materials used

F

Page 24

301-3 Reclaimed products and their packaging materials

N

N

302-1 Energy consumption within the organization

F

Page 23

302-2 Energy consumption outside of the organization

N

NA

302-3 Energy intensity

F

Page 23

302-4 Reduction of energy consumption

F

Page 23

302-5 Reductions in energy requirements of products and services

F

Page 23

303-1 Interactions with water as a shared resource

F

Page 23

303-2 Management of water discharge-related impacts

N

NA

303-3 Water withdrawal

F

Page 23

303-4 Water discharge

N

N

303-5 Water consumption

F

Page 23

305-1 Direct (Scope 1) GHG emissions

F

Page 23

305-2 Energy indirect (Scope 2) GHG emissions

F

Page 23

305-3 Other indirect (Scope 3) GHG emissions

F

Page 23

305-4 GHG emissions intensity

F

Page 23

305-5 Reduction of GHG emissions

F

Page 23

305-6 Emissions of ozone-depleting substances (ODS)

F

Page 23

305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions

F

Page 23

306-3 Significant spills

F

Page 24

306-1 Waste generation and significant waste-related impacts

F

Page 23

306-2 Management of significant waste-related impacts

F

Page 23

306-3 Waste generated

F

Page 23

306-4 Waste diverted from disposal

F

Page 23

306-5 Waste directed to disposal

F

Page 23

308-1 New suppliers that were screened using environmental criteria

F

Pages 75-80

308-2 Negative environmental impacts in the supply chain and actions taken

F

Page 23-30, 43-94

401-1 New employee hires and employee turnover

F

Page 25-26, 78-86

401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees

N

NA

402-1 Minimum notice periods regarding operational changes

N

NA

ESG Report 2023

GRI Index Table

F: Full Compliance P Partial Compliance N: Not Compliant:

403-1 Occupational health and safety management system

F

Pages 78-86, 103, 106

403-2 Hazard identification, risk assessment, and incident investigation

F

Pages 78-86, 103, 106

403-3 Occupational health services

F

Pages 78-86, 103, 106

403-4 Worker participation, consultation, and communication on occupational health and safety

F

Pages 78-86, 103, 106

403-5 Worker training on occupational health and safety

F

Pages 78-86, 103, 106

403-6 Promotion of worker health

F

Pages 78-86, 103, 106

403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships

F

Pages 78-86, 103, 106

403-8 Workers covered by an occupational health and safety management system

F

Pages 78-86, 103, 106

403-9 Work-related injuries

F

Page 78

403-10 Work-related ill health

F

Page 78

404-1 Average hours of training per year per employee

F

Pages 78-86

404-2 Programmes for upgrading employee skills and transition assistance programmes

F

Pages 78-86

404-3 Percentage of employees receiving regular performance and career development reviews

F

Pages 78-86

405-1 Diversity of governance bodies and employees

F

Pages 78-86, 95-96

405-2 Ratio of basic salary and remuneration of women to men

N

NA

GRI 406: Nondiscrimination 2016

406-1 Incidents of discrimination and corrective actions taken

F

Page 100

GRI 407: Freedom of Association and Collective Bargaining 2016

407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk

N

NA

GRI 408: Child Labor 2016

408-1 Operations and suppliers at significant risk for incidents of child labor

F

Pages 75-77, 103-106

GRI 409: Forced or Compulsory Labor 2016

409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor

F

Pages 75-77, 103-106

GRI 410: Security Practices 2016

410-1 Security personnel trained in human rights policies or procedures

F

Pages 95-106

GRI 411: Rights of Indigenous Peoples 2016

411-1 Incidents of violations involving rights of indigenous peoples

N

NA

413-1 Operations with local community engagement, impact assessments, and development programmes

F

Pages 9-22, 71-95

413-2 Operations with significant actual and potential negative impacts on local communities

N

NA

414-1 New suppliers that were screened using social criteria

F

Pages 71-95

414-2 Negative social impacts in the supply chain and actions taken

N

NA

1-415 Political contributions

N

NA

1-416 Assessment of the health and safety impacts of product and service categories

F

Pages 23-24, 43-70

2-416 Incidents of non-compliance concerning the health and safety impacts of products and services

F

Pages 77-78

1-417 Requirements for product and service information and labeling

N

NA

2-417 Incidents of non-compliance concerning product and service information and labeling

N

NA

3-417 Incidents of non-compliance concerning marketing communications

N

NA

1-418 Substantiated complaints concerning breaches of customer privacy and losses of customer data

N

NA

GRI 403: Occupational Health and Safety 2018

GRI 404: Training and Education 2016

GRI 405: Diversity and Equal Opportunity 2016

GRI 413: Local Communities 2016

GRI 414: Supplier Social Assessment 2016 GRI 415: Public Policy 2016 GRI 416: Customer Health and Safety 2016

GRI 417: Marketing and Labeling 2016

GRI 418: Customer Privacy 2016

112

113

Your Feedback We welcome your feedback on our sustainability approach and performance. For further details about any of the information you find within this report, please contact ADNEC’s sustainability team: ADNEC Group Khaleej Al Arabi Street P.O. Box 5546, Abu Dhabi, United Arab Emirates Tel: +971 (0) 2 444 6900 Email: sustainability@adnec.ae

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