Preserving Our Heritage & Working for a SuStainable Future · table of Contents WOrking aS a Family...

Preserving Our Heritage & Workingfor a SuStainable Future

SuStainabilityRepoRt

2017

table of Contents

WOrking aS a Family

unlOcking pOtential

reSpOnSible cOnSumptiOn

16 32 40

07 0805

44

Our 8 Strategic ObjectiveS FOr 2017

integrating SustainabilityanGe Corporate & Sustainability Governance

Mission & VisionGeographic Reach (Map)

grOup executive cHairman’SStatement

ceO’S FOreWOrd ange value creatiOncHairman’SmeSSage

abOut ange

al nabOOdaH SuStainability pillarS

081213

4545

06

17

36

41

18

33

42

23 38 43

preserving our Heritage

innovation for a better Future

Managing energy efficiency

educating our Stakeholders

Fair opportunities for all

Reducing Waste

employee Welfare

Customer engagement Saving Water

47

46 48

appendix (1) GRi indexappendix (2) principles for the Responsible Recruitment & employment of Migrant Workers

abOut tHiSrepOrt

aWardS appendiceS4852

Al Naboodah Group Enterprises 2017 Sustainability Report

Rooted in history, the ANGE sustainability logo is a representation of the ghaf tree, the national tree of the UAE. The ghaf is a symbol of perseverance and giving; offering shelter, food and fuel - and demanding very little water in return. The logo represents people joined together with open arms, in the act of giving, and it underpins the Group’s approach to sustainability; preserving our heritage and giving back to the community, the economy and the environment.

For my father and uncle, our two founders, to receive the uae pioneer award in 2017, honouring the family’s contribution to shaping the landscape of the uae, was a touching recognition.

al naboodah touches the lives of almost every resident of and visitor to the uae. as one of the renowned family names of this region, our roots are firmly entrenched here, yet we have grown into an international organisation employing around 16,000 people of more than 47 nationalities in five countries. Sustainability is firmly embedded at every level in our organisation. it is part of our Dna. We strive to employ international best practice in everything we do whilst doing all we can to minimise our environmental impact. it is no coincidence that the ghaf tree, the uae’s national tree, is our Group’s symbol of sustainability. We want to

preserve our heritage whilst creating a sustainable future for generations to come. i am very proud to see al naboodah third generation family members becoming more involved and driving our organisation forward, working cohesively as a team with international management. We have invested significantly in preparing them for this role. our second sustainability report covers our strategy, journey and footprint for 2017 in the uae, as well as highlighting our contribution to the country. as a preeminent brand in this country, we aim to lead the field in sustainability, demonstrating a strong influence for progressive growth and positive change and closely supporting the government’s vision for 2021 and the un’s sustainable development goals. We were honoured to be bestowed with the government’s inaugural award for the ‘Happiest Work

environment award’, underpinning our goal to be an employer of choice.

our continued success, i believe, relies upon continuous innovation, exceptional customer service and building strong relationships with all of our stakeholders. We have made a good start in improving our stakeholder dialogue and focusing on working more effectively for mutual interest. the benefits of this are clear to our business in terms of customer and employee retention, achieving preferred supplier status and an ability to exceed increasingly stringent tendering terms. i am proud of where we have got to as an organisation in our sustainability journey and i am committed to continuous improvement as we look forward to creating value for generations to come.

abdullah mohammed juma al naboodahChairman, Saeed & Mohammed al naboodah Holding

At the Saeed & Mohammed Al Naboodah Group, we are immensely proud to have made 60 years of contribution to this country, supplying infrastructure, products and services, generating employment and creating value over time.

chairman’s message

Al Naboodah Group Enterprises 2017 Sustainability Report5

ange value creationAl Naboodah Group Enterprises touches the lives of many people in the UAE – whether they use a highway, drive through a tunnel or over a bridge, ride on a bus, book a trip, admire a building or buy a passenger car, light vehicle or heavy truck. The construction business has worked on many iconic infrastructure projects across the UAE including Dubai Airports, Dubai Water Canal Project, EXPO 2020, and many of the country’s roads, bridges and tunnels.

The commercial business brings transportation to the local community through the supply of buses, cars, trucks, heavy equipment, tyres, logistics, and travel & tourism services. Electrical, lighting and fit-out, agriculture & pest control businesses service both corporate and retail customers. Across the board, quality and safety are paramount considerations in all products and services offered. A growing palette of green products and services offers

sustainable solutions such as electric and low emission buses, LED and Eco lighting ranges and organic fertilisers.

The ANGE business model creates value through various capitals; stocks of value that are continually increased, decreased or transformed by the organisation’s activities and output, in the delivery of a wide range of services and products. The organisational structure is set out opposite.

Our 8 Strategic Objectives for 2017

achieve targeted profit in all businesses

achieve targeted cash flow in all businesses

Drive synergies & efficiencies

Develop our people protect the health & safety of our employees

& subcontractors

expand geographically & diversify our products

Maintain our licence to operate

Drive sustainability

8Al Naboodah Group Enterprises 2017 Sustainability Report

ChairmanVice Chairman

board &Committees

Group Ceo

Shared Services (SS)/ Centres of excellence (Coe)

Head of internal audit(Reports directly to Chairman)

Ceo: Construction GroupDeputy Ceo: Commercial GroupCoo: Commercial transport &

electrical

CGu - Construction CGu - Commercial

Group Executive: FinanceGroup Executive: HRGroup Executive: LegalGroup Executive: Risk & ComplianceGroup Executive: Marketing, Sustainability & CommunicationsGroup Executive: Corporate Shared ServicesGeneral Manager: ESPMO

CivilBuildingsMEPAl Naboodah InternationalCapital Asset ManagementFacilities ManagementFit-Out

CV & HETyresAutomotiveMotorcycles - VietnamMotorcycles - UAEAgriculture & Pest ControlElectricalTravel & TourismLogisticsLighting

ange Organisational Structure

ANGE acknowledges the International Integrating Reporting Council’s (IIRC) identification of six capitals and the requirement to identify and report on each of these. However, its reporting and measurement systems are at a stage where it can only report on the capitals identified in this section. A goal has been set to enhance its understanding and reporting on all of the six capitals in future years.

Heavyequipment

tyres

Motorcyclestravel &tourism

CommercialVehicles

automotive

electrical lighting agriculture & pest Control

Construction

cOnStructiOn ServiceS

Fit-out

cOmmercial ServiceS

logistics

GRi 102-45


energy policy development an energy manager was hired to help monitor and reduce energy usage and an energy assessment highlighted potential energy reduction possibilities across the business, projects and sitesGroup-wide reporting system for water, waste and energy, carbon footprint toolSolar energy installation plans

natural capital 2017

Energy Consumption

electricity (kWh) 27,078,904

Fuel (litres) 30,736,450

Water Consumption (gallons) 276,972,593

Materials Purchased (AED) 1,607,486,536

53% increase in the total number of emiratis employed 6,300 workers trained at the in-house trade school in 201715% of new hires were female Volunteering policy and procedure new employee welfare policy and compliance with the eXpo 2020 welfare committee standards

new briefing sessions to inform employees of their employment rights in their own languageH&S employee charter containing employee rights and employer’s responsibilities new leading indicators such as the near Miss Reporting Frequency Rate and the number of Visible Felt leadership tours conducted

Human capital

emplOyeeS trained 2016 2017 deviatiOn

employees 17,803 15,369 14%training Hours average per employee 3.29 12.92 74.5%employees’ Wages and benefits (aeD) 555,242,472 544,405,279 2%Workers’ Wages and benefits (aeD) 353,724,039 380,915,485 7%

as a family business, anGe financial performance is not disclosed. anGe funding requirements are sourced from retained reserves and external short-term and long-term borrowings from financial institutions, which are used mainly to fund its net working capital requirements and invest in its property, plant and equipment.

in addition, anGe maintains a large level of unfunded external liability lines with financial institutions for use in guarantee and letter of credit requirements mainly in its construction business.

Financial capital

Happiest Work environment awardConstruction Contractor of the year awardMep Contractor of the year award uae pioneer award for Founders, Saeed and Mohammedal naboodah

4 star-rating from taqdeer award for worker welfare excellencethe overall employee satisfaction rate came out at 93% and the survey revealed that 90% of employees engage with anGe’s sustainability goals and actively contribute toward them

Human capital

no penalties or non-compliance with respect to environmental legislation in 2017.

natural capital WaSte generated 2017

total non-Hazardous (tonnes) 172,101

total Hazardous (tonnes) 148.6

Carbon emissions (tonnes) 112,106

2016 2017 deviatiOn

total number of lost time injuries (ltis) 9 5 44.5%total lost Day Rate 7.68 5.63 26.7%total number of Fatalities 0 0 0%

Output

input

GRi 102-45


anGe has a property portfolio valued well over aeD100 million. it comprises property owned by the Group and property leased from third parties and covers both residential and commercial units. as well as 14 employee villages, anGe owns or leases over 500 family and single staff accommodation units in various suburbs of Dubai and abu Dhabi. Commercial premises belonging to the anGe portfolio consists of over 75 sales offices, head office, showrooms, service centres, warehouses, and workshops across a number of emirates.

the Group’s plant business supplies most of the on-site equipment needed on construction projects and to fulfill this owns around 2,500 pieces of plant, equipment, and transport, and around 3,000 items of small tools and light plant which comprises electrical and air powered tools for tradesman use, dewatering pumps, and pedestrian type equipment. the portfolio of equipment includes transportation, heavy earthmoving, paving, concrete delivery, power generation, specialist micro tunnelling equipment and access and lifting equipment, available to support the anGe construction activities. over the past three years, heavy investment has been made in renewing and increasing the portfolio of equipment, transport, and specialist equipment, with approximate investments of aeD35 million in 2015, a further aeD62 million in 2016, and aeD72 million in 2017. the current value of the national plant assets runs at approximately aeD475 million.

the significant expenditure on fixed assets by the Group not only benefits local economies but also contributes to achieving company goals.

manufacturing capital

73.1% of total procurement budget is spent on local suppliers 88% of total suppliers from al naboodah Construction Group (anCG) live projects signed up to the new Supply Chain Charter 11% increase in community investments - voluntary contributions and investment of funds in the broader community (includes donations)Member of the eXpo 2020 welfare committee, anGe complies with its high standards (refer to appendix 2)Conflict of interest declaration form submitted by all staff membersno penalties or non-compliance with respect to social violations

Social & relationship capital

the Group’s net debt:equity ratios were in line with target at 31st December 2017. anGe also maintained adequate unfunded liability lines for the guarantee and letter of credit requirements of its business.

Financial capital

Supported key customer emirates transport to launch the first electric school bus in the regionplans made for solar energy installation at anGe premisesanGe plans to setup an Accelerator Hub to speed up development and implementation of new sustainable businessesinvested in a standardised new eRp and a CRM system across the whole organisation

intellectual capital

anGe employs around 16,000 people of many nationalities, which can create social challenges for any organisation of this size. anGe has policies, standards, and audits in place that are key to the business and to maintaining the licence to operate. in addition, anGe has numerous mandatory training programmes for all employees on sustainability, ethics and critical safety. anGe embraces its diverse large workforce, considers it a competitive advantage to drive innovation, and has a defined framework, policies and standards to ensure fair opportunities for all.

Disciplinary standardsCode of business conductFinancial interest disclosureSupply chain codes of practiceinternal audit charterHR policies: bullying and harassment, equal opportunities, grievances, worker welfareSHeQ policy

in recognition of the cultural diversity of employees, the Group strives to make its workforce feel as comfortable as possible by offering training in their native language, by housing ethnic groups together, by providing a range of cuisines suited to different ethnic origins and by acknowledging and celebrating popular religious occasions from different cultures.

Social & relationship capital

Developing an innovation strategy and policyStrong linkages between capabilities required and systems and processes

intellectual capital


managing energyefficiently

reducing Waste

Saving Water

Fair Oppo

rtu

nitie

s

for all

customerengagement

innovation for a

better Future

pres

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ur

Herit

age

educ

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akeh

olde

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employee Welfare

Wor

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as

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milyresponsible consum

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unlocking potential

integrating Sustainability ANGE’s formal sustainability framework underpins the management approach to sustainability, which is embedded in the company business model and which is viewed as creating value over time for stakeholders. As a key strategic objective, sustainability is on everyone’s agenda – driven from the top of the organisation through to every employee, all having sustainability Key Performance Indicators (KPI)

incorporated into their personal targets. Sustainability is ingrained in the corporate culture and employees are both engaged and involved with it. Sustainability is introduced to a new employee right at interview and induction stage; other employees are regularly engaged with sustainability communication, surveys and mandatory training throughout the year.

The ANGE sustainability framework was developed based on the three pillars of sustainability – social, economic and environmental. Taking this further, a sustainability roadmap with strategic objectives and initiatives was created and is regularly updated to reflect the Group’s direction and achievements. Sustainability initiatives are monitored on a monthly basis and progress against targets is reported.

Sustainability goals & targets

PreservingOur Heritage

EmployeeWelfare

SavingWater

ManagingEnergy Efficiently

ReducingWaste

CustomerEngagement

Innovation for a Better Future

Fair Opportunitiesfor All

EducatingOur Stakeholders


ANGE is committed to being ethical, transparent and accountable and to engaging in honest and open communication. This is essential for the long-term performance and sustainability of the company and supports the interests of all stakeholders. A strong corporate governance framework complies with international best practice and supports business operations, delivers on strategy, monitors performance and manages risk. Corporate governance is the responsibility of the board, supported by seven Committees that provide an oversight on specific areas of corporate governance: audit &

risk, legal, investment, sustainability, remuneration, succession, and IT.

During 2017, an already robust governance operating model was further bolstered by a number of developments. In line with a commitment to ethical sourcing, a new supply chain charter and codes of conduct were published and two conferences were held to engage in dialogue on the subject of supply chain best practice. In addition, over a six-month period, a prestigious leadership programme trained third generation Al Naboodah family members in international best leadership practice,

in preparation for adequate succession planning and to ensure the Group maintains a strong legacy and values for the long term.

Building on the whistleblower policy introduced in 2012, a code of business conduct policy was issued in 2016 backed up by mandatory anti-corruption training for all employees in 2017. Additionally, an internal corruption audit was conducted by group internal audit and, when required, independent consultants are assigned to assist in this investigation.

Fatima ahmed Saeed al naboodah - General Manager, Sustainability

As we continue to learn throughout our sustainability journey we start to analyse our strengths and weaknesses. We are constantly engaging with our strategic partners, suppliers, employees and customers to address new challenges and find innovative solutions to create shared value for everyone involved.

ange corporate & Sustainability governance

governance Structure

board members

SuccessionCommittee

audit & RiskCommittee

investmentCommittee

legalCommittee

SustainabilityCommittee

RemunerationCommittee

itCommittee


In terms of sustainability governance, the role of the Board Sustainability Committee is to ensure that sustainability plans link strategy and commitment to sustaining local and regional economies. Chaired by the Group CEO, it meets every quarter and its decision-making powers cover budget, strategic planning,

sponsorships and partnerships, and addressing risks and issues that impact the achievement of corporate objectives.

The Sustainability Committee is supported by key internal stakeholders, who execute roadmap goals and meet on a monthly basis. The General

Manager of Sustainability, appointed in 2017, sits on the Committee. The Sustainability Committee closely monitored progress against targets in 2017 through the sustainability framework and roadmap. In addition, the Committee set new goals for 2018 in line with a newly developed, five-year strategic plan for sustainability.

Sustainability committee

(chairman)group chief executive Officer

paul o’Flaherty

general manager

SustainabilityFatima

al naboodah

general manager

SHeQRobert Munn(Responsible Consumption

lead)

general manager marketingShaikha

al naboodah

group Supply chain

manageradam

Fleming

general manager enterprise Strategy & project

management Office

pankaj Khadye (unlocking

potential lead)

group chief Hc &

administration Officerahmed

al Sowaidi

group executive marketing,

Sustainability & communications

Melissa Clements

Human resources directoremma

Seymour(Working as a Family lead)


In order to maximise the organisation’s positive impact, sustainability efforts are focused on what matters most. Guided by the principle of stakeholder inclusiveness, during 2017 two internal materiality workshops were held, one with key internal stakeholders and one

with the heads of business streams. Additionally, external stakeholder engagement took place via a number of interviews with key strategic partners and principals to gain their feedback and insight. The final matrix, which incorporates the most material

issues as identified by stakeholders, was approved by the Sustainability Committee and is represented below. Material topics are reviewed on an annual basis2.

FOcuSing On WHat matterS mOSt

melissa clements - Group executive Marketing, Sustainability & Communications

As sustainability is further ingrained into the very essence of our organisation, it supports our vision to be an employer and business partner of choice. This is not just lip service – every employee in our organisation is immersed in sustainability - via communication, participation, training and as part of their personal performance evaluation.

materiality matrix

influ

ence

on

Stak

ehol

ders

ass

essm

ents

and

dec

isio

ns

Significance of economic, environmental and Social impacts

anti-CorruptionCustomer Satisfaction

energy & Water Management

effluents & Waste Management

employee Health & Safety

employee Welfare

training & Development

indirect economic impact

local Communities

emissionsinnovation

Diversity

Sustainable Supply Chain

Human Rightsemiratisation

2 in 2017 two additional material topics were included into the matrix: anti-corruption and innovation.

GRi 102-44, GRi 102-46, GRi 102-47, GRi 102-49


100% of anGe drivers trained and audited on road safety

engage with young emirati talent

Develop a volunteering plan

100% of drivers were trained and audited

Joined 2 careers fairs and collaborated with 4 universities

Volunteering policy and procedure issued.two anGe-sponsored volunteering days achieved

annual target

Continue targeting key roles for emiratis - 60 to be hired by the end of 2018

10% of each business unit’s employees to carry out one day of volunteering per annum

Start engaging with external stakeholders to collect feedback on the materiality analysis

Develop an emiratisation strategy

new worker welfare and recruitment policies

Conducted one to one interviews with several external stakeholders and input reflected in the 2017 materiality matrix

Started the implementation of the emiratisation strategy and launched the emirati internship programme

issued a new worker welfare and recruitment policy and implemented policies to comply with the high worker welfare requirements of eXpo 2020

Conduct several workshops with our stakeholders in order to collect feedback on the sustainability report and roadmap

emiratisation strategy to continue with targeted internship programmes

Continue to work with eXpo 2020 authorities in exceeding all worker welfare standards and ensuring anGe has the best employee villages

1d

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WOrking aS a FamilyOur key 2017

targetSprOgreSSin 2017

targetS FOr 2018


preServing tHe uae’S Heritage

The ANGE Emiratisation strategy supports the UAE government’s efforts to increase Emirati employment in the private sector ‘to develop a knowledge-based economy pioneered by UAE nationals with a skill set revolving around knowledge and creativity’3. ANGE offers Emiratis either full-time careers or the opportunity to amass knowledge via an intern experience programme.

The intern programme focuses on fresh graduates who are offered the opportunity to enhance their knowledge, skills and exposure via three months of work experience. During their time at ANGE, the interns gain valuable insight into the real-world applications of their chosen fields at a successful multi-national organisation. Thirty-five interns completed the programme during 2017, from which more than 17% were subsequently offered full-time employment. Aside from hiring graduates, the Emiratisation department also looks for a UAE national first for every position being recruited for.

one of anGe’s business streams, agriculture & pest control, works in strategic partnership with several government municipalities across the uae protecting agricultural resources, and the company is considered the uae’s leading expert in the protection and preservation of date palms.

one such partnership is with al ain City Municipality. For years, anGe has been entrusted with maintaining the renowned al ain oases date

plantations – part of the first listed uneSCo World Heritage Site in the uae and covering more than 184,000 date palms over 3,000 acres. all waste from the oases is recycled and either donated to local farmers as feed or recycled into products such as roofing and furniture made using traditional methods by local artisans. these sustainable practices contribute to preserving a treasured piece of uae heritage and supporting the uae’s 2021 Vision to use resources wisely.

3 Source: https://www.vision2021.ae4 in line with Ministry guidance this total has decreased from the 300 cited in our 2016 report.

twenty-four year old Hessa abduljalil applied for the anGe internship programme having learned about it on social media. a graduate of Sharjah Women’s College, Hessa spent three months gaining experience in the emiratisation department of anGe. Following the programme, Hessa was offered a full-time job as a Human Resources officer in the same department. Says Hessa: “It was really interesting for me to gain experience and an insight behind the scenes of one of the leading Emirati family conglomerates. It was an honour to be offered a job afterwards and I am very happy to be part of the ANGE family.”

During 2017, employment terms were adjusted to better suit Emirati candidates and in 2018 there are plans to introduce more training programmes for UAE nationals to further support them in gaining knowledge and creativity.

During the year, the Group collaborated with four UAE universities and exhibited at two careers fairs in an effort to attract and retain young Emirati talent. Twenty-nine recruits joined the company during the year, contributing towards the target of 794 UAE national hires. In 2017, cultural awareness training was introduced in an effort to spread Emirati culture among ANGE employees and their families. Nineteen UAE nationals are represented in executive and senior management roles at ANGE, representing 21% of the total number at this level.

uneScO World Heritage Site, al ain Oases date plantations

Working as a Family

a rewarding experience

preservingOur Heritage

emiratiSatiOn


educating Our Stakeholders

ANGE believes stakeholders play a vital role in the Group’s sustainable development. Engaging with them enhances both social value and business value as the Group listens, seeks feedback and incorporates stakeholder views, where feasible, into its decision-making process.

SHare, learn andlead by example

emplOyeeS principal partnerS

cuStOmerS gOvernment

SupplierS lOcal cOmmunity

ange key Stakeholders

In 2017, a key stakeholder list was formalised, with the input of the heads of the 15 business streams and senior management.

the Group proactively aims to increase its engagement with both internal

and external stakeholders during 2018, employing a variety of tools to do this. a 2018 commitment will further increase external stakeholders’ involvement by hosting several workshops with external stakeholders.

Working as a Family

GRi 102-42

GRi 102-40


method of Stakeholder engagement

For the past two years, year round sustainability activities at ANGE have culminated in an annual Sustainability Week, which is a focused, week-long celebration of activities that engages employees across the entire Group including headquarters, showrooms, workshops and construction sites. In 2017, Abdullah Mohammed Juma Al Naboodah, Chairman, Saeed &

Mohammed Al Naboodah Holding, inaugurated the week by being the first to sign a sustainability pledge to reinforce the commitment to preserving heritage and working for a sustainable future. The week’s activities were aligned with the material topics identified for the year and activities included a discussion on climate change by the Emirates Wildlife Society,

health checks, job swaps with senior management, workshops on supply chain and delighting customers, health and safety training, a sustainability pledge signing by workers and a presentation on inclusivity by Team Angel Wolf, who raise awareness of people with disabilities.

SuStainability Week: engaging emplOyeeS acrOSS tHe entire grOup

Monthly internal communication from the Group Ceo to all employees, awareness campaigns, induction sessions, media and marketing campaigns, management seminars, university presentations, sharing best practice with peers, safety campaigns, sharing expertise with customers

Satisfaction surveys for internal and external stakeholders such as employees and customers, customer feedback mechanisms, external stakeholder interviews and workshops, staff roadshows, top management seminars, site surgeries (biweekly open meetings by HR with project offices)

employee suggestion scheme, one-on-one meetings, supply chain conferences, Sustainability Week, volunteering, community engagement

partnerships with local associations (e.g. WWF) and government entities (e.g. al ain Municipality)

inFOrm cOnSult

invOlvecOllabOrate

Working as a Family

GRi 102-43

GRi 102-44


Working as a Family

ajit kumar - Chief operating officer, Commercial transport & electrical

Our programme of road safety campaigns is a measure of our commitment to initiatives that support the government’s vision and benefit the community. An added bonus for us is the chance to work in collaboration with two of our stakeholder audiences - a government body and a principal partner.

Despite an 18% decrease in road deaths in the first half of 2017, two people die every day on UAE roads and road safety is an issue that affects all residents.6 The recently amended federal traffic law sets out ambitious targets to protect the lives of road users, with increased penalties for dangerous driving, speeding, not wearing a seatbelt, driving too close to others and sudden swerving.

5 anGe did not introduce three point seatbelts on all company owned vehicles as stated in the 2016 report but progress was limited to its buses only.6 https://www.khaleejtimes.com/nation/dubai/uae-road-accidents-claim-315-lives-so-far-this-year7 https://government.ae/en/information-and-services/justice-safety-and-the-law/road-safety

In support of the government’s targets for Vision 20217, ANGE staged

during 2017 in a variety of locations across the UAE and inspected over

TyrE sAfETyAWArEnEss4

CAMPAIGns

TyrEs8,000

One of the campaigns ran in collaboration with the Public Works & Services Department of the ras Al Khaimah government along with ANGE principal partner Goodyear. Entitled ‘Safe Drive’, the campaign focused on truck drivers and the correct way to use and maintain truck tyres - for the safety not only of the driver but also of everyone else on the road. During the three-day campaign, drivers received complimentary tyre inspections, a report on the condition of their tyres, general maintenance and road safety tips and

a safety kit. Following the success of the campaigns, ANGE commits to continuing this community initiative and to rolling out road safety programmes at least twice a year. In addition, a road safety campaign was launched targeting youth and children to teach them the principles of safe road behaviour and to raise their awareness about the potential danger they face while commuting to school. In 2017, the road safety awareness campaign reached 300 students in the UAE.

enHancing rOad SaFety tHrOugH cOllabOratiOn5

GRi 102-43, GRi 102-44


ANGE has a strong relationship with many suppliers, a number of whom have been partners for decades. Great strides have been made in establishing a sustainable supply chain model in the last two years. The Group now has a centralised, shared service approach to dealing with suppliers and has achieved excellent buy-in from its supply chain to its codes of conduct, charter and

sharing of best practice. In October 2017, the company hosted its first-ever ANCG supply chain conference for over 150 strategic suppliers and principal partners. The objective of the event was to create a viable platform to foster dialogue on best practice in sustainable and ethical supply chain management and to elaborate on a newly issued supply chain charter and codes of

conduct. The Group CEO, suppliers, a sustainability consultant, an ANGE principal partner, and a government entity all presented at the event, which was very well received by participants. At a separate event earlier in the year, the Group’s MEP business, Trans Gulf Electromechanical, hosted a similar event for the supply chain partners specific to its business.

The communities in which the Group operates are identified as an important ANGE stakeholder and it regularly initiates or participates in community engagement initiatives. In 2017, ANGE developed a new social impact assessment tool and trained site engineers how to use it. Any new construction project embarked on will employ the social impact assessment

tool to analyse, monitor and manage the intended and unintended social consequences, both positive and negative, of planned projects. There were no opportunities to use the tool in 2017, although it was developed further.

Another community initiative during 2017 was the support given to the

Abu Dhabi Education Council (ADEC) in its summer abroad programme for UAE national students. ANGE supplied 15 staff for the equivalent of a week to assist in smoothing the path of students and parents before and after their trip; the company also provided refreshments and offered emergency hotel accommodation.

Open dialOgue WitH SupplierS

engaging WitH tHe cOmmunity

Working as a Family

GRi 102-43, GRi 102-44


The Group hosted two

supply chain conferences

Implemented standard terms and

conditions for all purchase orders

Established a procurement

shared service

Set key performance indicators for

monthly board review

New supply chain codes of conduct

and a supply chain charter were issued

adam Fleming - Group Supply Chain Manager

Supply chain management is a collaborative effort which brings shared rewards. While Al Naboodah Group Enterprises has clear objectives, we recognise that the journey is a joint one. The supply chain charter is just one measure we have taken to help us further engage with our suppliers, identify new opportunities and help solidify long-term partnerships, ensuring a sustainable future for us all.

creating value tHrOugH tHe Supply cHain8

As a local family business, ANGE believes in supporting the national economy by using local suppliers wherever possible. In 2017, a total of AED1.17bn was spent with local suppliers (73% of total spend) and they comprise a key part of the organisation’s ability to perform.

In 2018, the Group is aiming for an internationally recognised award from the UK’s Chartered Institute of Procurement and Supply, which will signify that it has all procurement governance mechanisms in place for effective supply assurance and compliance. Furthermore, a target is set to have 80% of approved ANGE vendors signed up to the supply chain

charter, along with the introduction of e-procurement to deliver greater transparency to transactions. As part of a broader supply chain strategy for 2018 - 2022, holding 360-degree reviews with key strategic partners will isolate both best and worst practices, as both learn from their efforts to jointly deliver best value solutions.

Significant progress was achieved during 2017 in procurement governance:

the commitment to sustainable procurement is embedded in anGe’s sustainability strategy but the sustainability journey is not one anGe can go alone. the commitment of the supply chain is needed in order to achieve the Group’s own ambitious targets. in 2017, a supply chain charter was issued that clearly sets out the commitments from both sides of the supply chain relationship and what can be expected of each other. the ambition is to build long-term, mutually beneficial relationships that encourage joint strategic development in a fair, transparent and consistent way. the charter is made up of four main pillars: health & safety, sustainability, ethical practices and continuous improvement and innovation. by the end of 2017, over 88% of anCG suppliers had signed up to the charter that is being progressively rolled out across different business streams.

to support the launch of the charter, and to support and collaborate with its supply chain, the Group hosted a supply chain conference in october 2017 and the two-way dialogue has led to the sharing of ideas, plans and information as all parties jointly strive to continuously improve and develop, as well as learning from mistakes.

Supply chain charter

Working as a Family

GRi 102-46

8 Supply chain data covers anGe procurement in the uae.


SnapSHOt OF ange emplOyeeS9

employees and new Hires

All employees are hired on a full-time basis.

17,803

17,599 15,551 204 258

17,796uae

15,369uae

758 440others others

26uae

17,777 55others uae

15,754others

15,809

breakdown by nationality

breakdown by gender

breakdown by location

tOtal number OF emplOyeeS2016 2017

Working as a Family

9 employees under employee welfare covers anGe employees globally.

102-46

employee Welfare

ange peOple The ANGE people strategy harnesses the talents and ambitions of employees to help realise the Group’s strategic ambitions. The strategy sets out people management goals: to attract and retain the best employees and to offer exciting learning and career opportunities for all who wish to play a part in fulfilling the organisation’s vision. From ensuring the highest standards of leadership and management, to sustaining a motivated and engaged workforce, the people strategy fosters a culture that is truly inclusive and balances stimulating work with the need for a healthy lifestyle.


emplOyee WelFare The health, safety, well-being and working conditions of all employees is one of ANGEs’ highest material priorities. The Group recognises that any organisation can only be as good as its employees and strives to attract and retain top-quality candidates by being an employer of choice. High standards of corporate governance, covering human rights and social obligations, are supported by robust policies and procedures, applied rigorously throughout the business. Providing for the holistic well-being of the workforce is recognised as not only the company’s

responsibility but minimises the downtime of its workers. As a member of the EXPO 2020 welfare committee, ANGE complies with their high standards and those of other clients. Demonstrating an inherent commitment to sustainability and worker welfare delivers a competitive advantage, is a prerequisite to tendering on many projects today and was one of the main factors contributing to Al Naboodah Construction Group being awarded the coveted ‘Contractor of the Year 2017’ award by Big Project ME magazine.

The company takes pride in taking care of workers, who have the regular opportunity to take part in free medical, dental and eye check-ups. Clinics and an occupational health nurse at employee villages further take care of their physical well-being. In addition, a broad range of recreational activities (entertainment evenings, food festivals, competitions, sports tournaments and outings) is offered to workers, who also enjoy gym facilities and new education centres at their accommodation, where they can borrow books and use computers with free Wifi.

diversity of governance bodies and employees

In 2017, the Group witnessed an increase in female representation and employees under 30 years old.

*The attrition rate is calculated by dividing our total number of employees leaving by our total number of employees. The attrition rate for 2017 is higher than 2016 due to the implementation of a firmer stance on absenteeism amongst construction workers, where anyone with more than 21 days of non-consecutive unauthorised absenteeism is terminated. However, the ANGE voluntary attrition rate is 10%, which is much lower than the market average in the UAE, where 59% of employees would like to be working for a different employer within the next 12 months10.

10 http://gulfnews.com/business/sectors/insurance/staff-turnover-in-the-uae-higher-than-global-average-1.2107574

% OF emplOyeeS per emplOyee categOry in eacH OF tHe FOllOWing diverSity categOrieS

% OF individualS WitHin tHe OrganiSatiOn’S gOvernance bOdieS in eacH OF tHe FOllOWing diverSity categOrieS

92%

99%

88%

98%

8%

1%

12%

2%

4%

31%

10%

32%

below 30

below 30

below 30

below 30

48%

61%

43%

60.5%

30-50

30-50

30-50

30-50

48%

8%

48%

7.5%

above 50

above 50

above 50

above 50

breakdown by age group


breakdown by gender

breakdown by gender

2,051 1,728below 30 below 30

1,544 1,44030-50 30-50

91 82above 50 above 50

688 1,763 below 30 below 30

838 1,778 30-50 30-50

96 204 above 50 above 50

0.237 Attrition rate*0.091 attrition Rate*

0.237 Attrition rate*0.091 attrition Rate*

3,652

1,617

3,182

3,704

34

5

68

41



breakdown by gender

breakdown by gender

2016

2016

2017

2017

3,686 3,250

1,622 3,745

tOtal number OF neW emplOyeeS entering emplOyment during repOrting periOd

tOtal number OF neW emplOyeeS leaving emplOyment during repOrting periOd

2016

2016

2017

2017

Working as a Family


New for worker welfare in 2017, is the introduction of personal locker space, barber grooming services, a new medical clinic that opened at the Al Ruwayyah base and initiating the process of attaining an ISO 22000 compliant food management system at employee villages. The Group’s efforts at attaining worker welfare excellence were rewarded in late 2017 by the receipt of a 4-star Taqdeer award following a rigourous submission process that had to demonstrate leadership qualities in key areas including labour policies, facilities and infrastructure, health and safety, recruitment and remuneration and justice and transparency. Achievement

of the Taqdeer award supports Dubai government’s efforts to position Dubai as home to the most progressive construction employers in the Middle East and counts ANGE amongst the region’s best.

Office-based staff are also offered regular free health checkups, wellness sessions, preventative health talks and the chance to take part in various fitness and relaxation activities. In the last quarter of 2017, ANGE actively supported the government initiative ‘Dubai Fitness Challenge 30x30’.

All full-time employees receive life insurance, health care, disability

and invalidity coverage, annual leave, parental leave (both maternity and paternity), volunteering leave, compassionate leave and Haj leave (where applicable). The company not only complies with local UAE employment law, but also endeavours to exceed it where feasible. A generous parental leave policy is an example of this, offering mothers much longer maternity leave than the statutory requirement and offering fathers paternity leave, not something required by law. In 2017, 100% of employees returned to work after taking parental leave.

emma Seymour - Director, Human Resources

Employee welfare ranks very highly on our agenda and we invest heavily in the well-being, growth and development of around 16,000 employees. This results in a happy and positive workplace and underpins our goal to be an employer of choice.

3,183

0

0

2,952

44

44

195

8

8

284

5

5

entitled to parental leave

parental leave

Returned to work during reportingperiod after parental leave ended

emplOyeeS’ parental leave(breakdOWn by gender)

2016 2017

Under the policy, employees are entitled to six days paid leave per year to volunteer in local community initiatives with associations that are selected by the company and underpin its corporate values. A team of volunteers recently partnered with the Emirates Wildlife Society in a programme to plant ghaf tree saplings at a nursery in Al Barari. The ghaf tree, which is also the Group’s sustainability logo, was declared the UAE’s national tree in 2008 and the programme was an apt cause wholly linked to the desire to ‘preserve our heritage’.

ANGE believes in giving its employees the chance to give back to the community, and, in 2017, introduced a

achieving a goal set out in its previous report.

nEWVOlunTEErInGPOlICy

Working as a Family


tWO-Way dialOgueA robust corporate governance framework outlines the organisation’s commitment to ethical behaviour and a zero tolerance approach to any form of corruption. All employees are expected to contribute to a culture of openness and responsible decision-making and to conduct all business according to the highest professional and ethical standards and practices.

A comprehensive grievance policy and procedure is communicated to employees as part of their induction process and, in addition, a number of communication forums are held with workers, where issues and concerns are discussed, and they are reminded of the various support mechanisms that exist should they have a concern. New briefing sessions inform most employees of their employment rights in their own language. ANGE has an open, two-way communication culture and employees have a wealth of company news and information at their fingertips every day via the company intranet. The Group CEO regularly apprises all management on current market conditions and how they affect the organisation’s strategic direction. ANGE believes in transparency in all areas of corporate governance and communication and does not discriminate on the basis of age, race, religion or ethnicity, except where required to by law. No discrimination incidents were recorded during 2017.

in May 2017, al naboodah Group enterprises received the inaugural Ministry of Human Resources & emiratisation’s ‘Happiest Work Environment award’. this supports Dubai’s ambition to become the world’s happiest city, as part of the smart city agenda. the Ministry designed the awards to uplift private sector work environments to reach a happy and positive workplace and have a beneficial effect on the national economy. the Ministry inspectors conducted intensive interviews, audits and made visits to the Group’s offices as well as employee villages. they were particularly impressed with the level of integration and leadership demonstrated by al naboodah family members in the business, as well as the exceptional standards of employee villages. the positive work environment speaks for itself - in a recent ceremony, 335 employees celebrated being at the company for over 20 years, some of who have seen later generations of their own family join the organisation.

Happiness award


Working as a Family

employees agree that anGe operates in a socially responsible manner

employees agreethat they are aware of the anGe’s HR policies and procedures related to them

employees agree that anGe is dedicated to diversity and inclusiveness

93 94 92% % %

Areas needing focus, according to employees, included job-related training, recognition of good job performance and opportunities for professional growth. Highlights:

For employees, the top 3 areas where the organisation is working well:

employees are aware of the main challenges faced by the organisation

employees are cognisant of health and safety policies

employees find the company intranet a useful source of information

01

02

03

overall employee satisfaction rate

employees engage with anGe’s sustainability goals and actively contribute

Response rate

At the end of 2017, an employee survey was conducted across the Group to assess employees’ satisfaction levels. The survey was anonymous:

67% 93% 90%

HealtH & SaFety11

The health and safety (H&S) of employees ranked as one of the highest priorities in ANGE’s materiality matrix in 2017 and supports the government’s vision to provide a safe and resilient built environment. The Group’s award-winning approach to H&S focuses not only on compliance, but also on constant innovation and striving to improve. During 2017, new highlights in H&S at ANGE included:

The introduction of Visible Felt Leadership

Significant safety milestones of

between 1 million and 8 million lTI free man-hours across multiple

projects

The delivery of the ECITB accredited safety passport training to all

employees working on site

27% decrease in Lost Day Rate

The issuance of a new H&S employee charter containing employee rights and employer’s responsibilities

The supply of nine different, task-specific

hand gloves to all workers across

the Group

The implementation of new leading indicators:

44.5% decrease in LTI rate (Lost Time Injuries)

ange H&S 2017 Highlights

Near Miss ReportingFrequency RateNumber of Visible Felt Leadership tours conducted

11 all Health & Safety data cited in this report covers all locations of operation.

GRi 102-46


Working as a Family

Health and Safety performance

* lost Day Rate is also known as injury Severity Rate. it is calculated as follows: number of days lost times 1,000,000 divided by total number of man-hours worked. therefore: iSR of 5.63 is calculated as follows 282 x 1,000,000 / 50,074,275 = 5.63.**lost time injuries are injuries that result in more than 3 days off work, not including the day of the accident.

Working as a Family


42,297,091

7.94

7

41,703,528

5.56

3

employees

employees

employees

employees (company)

employees (company)

employees (company)

Deviation 1.4%

Deviation 30%

Deviation 57%

9,189,303

6.42

2

8,370,745

5.01

2

Workers

Workers

Workers

Workers (contractors)



Deviation 9%

Deviation 22%

Deviation 0%

51,486,394anGe - all locations

50,074,273anGe - all locations

7.68anGe - all locations

5.63anGe - all locations

9anGe - all locations

5anGe - all locations

Deviation 3%

Deviation 27%

Deviation 44%

breakdown by work group



breakdown by work location



tOtal HOurS WOrked

lOSt day rate*

tOtal number OFlOSt time injurieS (lti)**

2016 2017

2016 2017

2016 2017

51,486,394 50,074,273

7.68 5.63

9 5

(company)

(company)

(company)

(contractors)

(contractors)

(contractors)

All the rates listed above are calculated in the same manner: Number of items times 1,000,000 divided by

total number of man-hours worked. Critical Incidents are those identified as life threatening and that fall under

Al Naboodah’s Life Saving Rule, so accidents involving any of the following six high-risk activities:

TargetKPI KPI

0.12

0.07

6.70

6.90

Target

100%

10.90

100%

100%

Actual

0.10

0.04

6.59

5.63

Actual

100%

15.36

Completed

100%

lost time injury frequency rate pM HSe inspections (4 pcm)

Critical incident frequency rate near miss reporting frequency rate

all accident frequency rate Delivery of structured HSe training

injury severity rate 1 Mass tbt per project per week

lagging indicatOr leading indicatOr

ange Health & Safety continuous targets

All other figures are based on numbers completed as per the objective i.e.1 per week = 52 total for the year (100% completion).

Work at Height Confined spacesExcavationslive Energy TrafficManagement

liftingOperations

Working as a Family


meaSuring perFOrmanceMeasurement is a crucial part of any safety performance management and forms the basis for continuous improvement. ANGE uses a combination of lagging and leading indicators to measure the bottom-line results of safety, as well as tracking progress against its target of Zero Accidents Every Day. The organisation firmly believes that all accidents are preventable and engages a portfolio

of tools to communicate and educate its workforce on H&S performance - general and specific training, Visible Felt Leadership, Tool Box Talks, visual impact theatre and other visual and verbal communication. The visual impact theatre has been rolled out across ANGE.

In 2017, a new H&S policy was issued and in 2018, formal H&S Committees

will be set up across ANGE. Currently at every site, project managers chair weekly H&S meetings that senior H&S site personnel attend and play an advisory role in by sharing feedback and relevant outcomes to the workforce; in addition, there are regular worker welfare forums at all employee villages and at monthly Executive Committee meetings, H&S is at the top of the agenda.

HealtH & SaFety OF cOmmunitieSAll construction projects have the potential to create noise, dust or traffic congestion, affecting those around them. To ascertain actual impact, each project or site conducts an environmental impact assessment and produces a project risk matrix. Regular monitoring of noise and dust levels comply with local regulations and clients generally conduct traffic impact studies prior to the start of and during a project.

anGe believes that all injuries are preventable. to achieve that, it needs the buy-in to extensive safety plans from every person on site. See it Sort it (Si2), a keystone of anGe safety awareness and prevention, is a programme that encourages all employees to speak up if they spot a potentially unsafe situation. Mobile crane operator Hukam Jujhar embodied this programme in an incident he deemed could be unsafe on a Dubai site. Hukam was asked by site personnel to take his 100-tonne crane to the top of a bridge; however, he felt the size of the crane could exceed the safe working load of the bridge and asked for additional go-ahead from the site foreman before he did it. it transpired he was correct and a subsequent risk assessment deemed the tonnage of his

crane to be too high for the bridge. Hukam’s observance and courage to speak up and challenge his orders prevented a potentially dangerous

situation and is an excellent example of the type of behaviour that is encouraged and rewarded at anGe.

Zero accident every day

Working as a Family


taking care OF OccupatiOnal HealtHA transient workforce means it is difficult to record any long-term occupational health data; acute conditions are treated immediately. In 2017, occupational health checks for all new workers during their onsite H&S inductions were introduced and an occupational health nurse was available at employee villages.

part Onepart twotHe engagementdata analySiS

Sys

tem

atic

act

ion

Discrete a

ction

StOp.tHink.vFlthe total Cycle

Stop

think

act

improve

analyse

record

prepare

at anGe, the commitment to safety has always been driven from the top down, with heavy involvement from senior management in resourcing, regulating, complying and observing H&S via regular site visits. in 2017, this approach was formalised by adopting a VFl programme, which is an essential key contributor to driving compliance and improvement in line with H&S targets. it is a structured interaction that is designed to encourage leadership visibility, open communication and learning in the workplace.

VFl is a critical element in achieving a zero incident workplace; it engages workers so they come to work with the mindset of proactively preventing incidents rather than a mindset of just being safe. Managers and supervisors demonstrate clear visible leadership by spending significant time in the field, observing work taking place and discussing their safety observations directly with the workforce.

VFl engagement data is captured on a VFl observation template and translated into numeric measures for monthly review and analysis. this information is presented and reviewed at a management committee to identify trends and measures needed to improve performance. Key leading indicators measured under VFl are:

rob munn - General Manager, SHeQ

At ANGE, we strive for continuous improvement in our H&S performance. Visible Felt Leadership is a declaration of our commitment to caring about people. In the long term, it will deliver a workforce that is engaged, empowered and committed to our organisation’s values.

Be the Example

Know your Business

Know your Team

Engage relentlessly

Be Alert Act to Improve

6 key principles of a vFl approach

Working as a Family

•Zero Harm Index: measuring the percentage of work being performed safely.

•VFL Engagements: measuring line management’s regular engagement with employees.

•Top Three Risks: identifying the top three risks for action as observed through VFl engagements.

2017 figures at anGe have been used to set a baseline for each of the above measures and continuous improvement targets have been set for 2018, to ensure systemic improvement of safety performance levels.


visible Felt leadership (vFl)

Conduct customer satisfaction surveys

10% of new hires to be female

-

introduced ipads to showrooms to collect customer feedback

15% of new hires were female

planning phase for the innovation strategy

Defined plan to be established for all business areas

10% of new hires to be female

Design accelerator hub strategy and policy

to support people with disabilities and provide them with work experience

Connected with a charity organisation and provided work placements for adults and teenagers with disabilities

60 hours dedicated to providing work experience for people with special needs

cuSt

Omer

enga

gem

ent

Fair

Op

pOrt

un

itie

SFO

r al

l

inn

Ovat

iOn

FO

r a

bett

er

Futu

re

unlOcking pOtential12

Our key 2017 targetS

prOgreSSin 2017

targetS FOr 2018

12 the information presented for unlocking potential covers anGe footprint in the uae only.

GRi 102-46


Fostering and nurturing the growth of employees is ranked highly in the Group’s materiality matrix and something the company is passionate about; it strongly believes that educating and developing its workforce leads to increased employee retention rates and a more engaged workforce. Not only does this meet social responsibilities, it is good for business, as recruitment costs are reduced and loyalty rates are high.

Over 150 different training courses are on offer at ANGE, ranging from trade specific and H&S skills to management, leadership and professional qualifications. The Group endeavours to deliver much of its training in-house, but also sends employees to external training sessions when the need is identified. Mandatory training programmes, that every employee is

required to complete, are numerous, continually updated and might cover topics as varied as the introduction of a new operating system, sustainability, ethics or critical safety.

Performance and career development reviews are a crucial part of the approach to learning and development at ANGE. As part of the review, potential gaps are identified in an employee’s training portfolio and addressed with appropriate learning and development plans.

unlocking potential

tOtal number OF training HOurS

50,770 199,968.56

646 3,863.17 breakdown by gender

2016 2017

Deviation 75%

Deviation 83%

51,416 203,832

nuMBEr Of TrAInInG HOurs

20%(per employee per year) in 2017 was targeted.

AVErAGE HOurs Of TrAInInG fOr EMPlOyEEs

3.29 3.2712.91 13.1

In practice, a total number of training hours of 203,832 was achieved - an impressive 75% increase in training hours compared to 2016.

In its last sustainability report (2016), ANGE committed to training and auditing all ANGE drivers on road safety – this was achieved in 2017 with a 100% success rate, as was the commitment to train all employees in sustainability.

Deviation 75%

Fair Opportunities for all

creating grOWtH OppOrtunitieS FOr emplOyeeS


To ensure the delivery of a uniformly high quality of tradesmanship by all workers, and to assure world-class safety levels on site, ANGE operates its own in-house training school, which, in 2017, trained 6,300 workers. The ECITB-certified trade school, delivers Health and Safety (H&S) training to all ANGE construction workers, as well as up-skilling programmes in scaffolding, masonry, carpentry and steel fixing to skilled workers. The innovative use of visual impact theatre is also used at the pioneering trade school where H&S scenarios are acted out by an in-house troupe that was hired in 2017. Training programmes at the school are

delivered in Hindi, Urdu and Bengali by trainers with over 20 years of construction experience. In 2017, the school launched a programme aimed at unskilled workers, giving them the opportunity to realise their potential and acquire a new trade, which, if they are successful, results in a designation change and a commensurate salary increase.

In 2017, the trade school earned the recognition of a global leader in skills development, City & Guilds. Accreditation by City & Guilds demonstrates a serious commitment to quality, as any programme must be

evaluated against their benchmark and meet their stringent standards. For workers this means they gain an internationally recognised training certificate that increases their employability, augments their sense of achievement and enhances their engagement levels. Training is provided free of charge to workers and they are not required to sign a training bond. Developing and nurturing in-house talent pays dividends for ANGE, and ultimately its customers, as H&S targets are met, projects are run smoothly and customers are assured of a consistent quality of expertise on any project.

Khalil Fokir joined anGe in 2007 as an unskilled construction worker. over the years, Khalil demonstrated his diligence and commitment to the company and was noticed by his site foreman. With the introduction of the new training programme for unskilled workers in 2017, Khalil was encouraged by his foreman to attend a training programme in carpentry. Having completed the training successfully, Khalil is now a carpenter with a commensurate increase in wages and a skill under his belt. He commented: “I am extremely grateful that the company had the belief and trust in me to give me this opportunity. My teacher and colleagues were very encouraging. I am very happy to have made the journey from unskilled worker to carpenter and my family is proud of me.”

unlocking potential

khalil Fokir - realising potential

breakdown byemployee category

average HOurS OF trainingper emplOyee per year

3.29 12.91%

3.27 13.10 breakdown by gender

2016 2017

Deviation 74.5%

Deviation 76%

Deviation 57%

Deviation 90%

Deviation 14.15

Deviation 75%

22.36 5.44

12.82 5.56

7.79 0.81

14.15-

executive & SeniorManagement

executive & SeniorManagement

MiddleManagement

MiddleManagement

Staff (professional, operational &

administrative)

Staff (professional, operational & administrative)

WorkersWorkers

3.29 12.92

Deviation 74.5%

ange trade School - bespoke programmes, global recognition


nurturing Female talentSeveral female Al Naboodah family members hold senior positions in the ANGE business, yet the overall ratio of females to males in the organisation remains low, especially in management roles.

This increase was due to a new recruitment policy and enhanced practices in the ANGE recruitment process.

As part of a focus on nurturing and developing female staff, a female leadership programme was launched in 2017 with over 20 female participants, from junior to senior management. The programme’s objective was to make women aware of how to use their strengths to their best advantage and to realise their true potential by analysing their goals and aspirations and mapping a clear path to achieving them. The programme modules examined presence and impact, confidence and empowerment, networking and visibility, managing relationships, career resilience and the empowered woman leader and offered participants the opportunity to explore new ideas within the business and to network and develop.

Attendees rated the programme highly, citing a number of tangible benefits they had gained, including improved emotional intelligence, increased confidence, greater resilience and better working relationships.

In addition, to the internal female leadership programme, in 2017 ANGE was a sponsor at the 19th Global Women in Leadership Economic forum, held in Dubai, which promotes gender equality and inclusion of women in the global economy. The ANGE Human Resources department facilitated a workshop for delegates entitled ‘Developing Female Talent’, engaging a key stakeholder group and underpinning the strategy to be an employer of choice.

unlocking potential

OFFering OppOrtunity tO tHe determined OneSIn line with the national policy for empowering people with special needs that was launched in April 2017, ANGE partnered with a learning centre that provides work experience for young adults with autism and organised recreational activities for the pupils and

their tutors, something it will continue with in 2018. In addition the Group’s MEP arm offered 60 hours of work experience to an autistic pupil that wanted to gain experience so he could work in his father’s company in Saudi Arabia. In 2018, ANGE will continue to

contribute to the government’s vision by providing specifically designed vocational rehabilitation programmes to assist those with extra challenges to gain a foothold on their chosen career path.

ANGE board has ambitious targets to increase this and the 2017 target to have 10% of new hires as

fEMAlEs WAs EXCEEDED By An ADDITIOnAl 5%

Statia breen - Head of learning & Development

Sara khaled - Contracts Close-out

Developing our workers, who are a key element of the ANGE delivery team, makes good business sense. More importantly, it gives a huge sense of self-worth and pride to our people, which in turn results in improved output, better quality of work, increased employee engagement and ultimately happier clients. We are extremely proud of our accomplishments at the ANGE Trade School and plan on building on these in 2018 to continue enhancing our legacy in the region.

The women’s leadership programme really motivated me to change my approach to networking and up-skilled me in different areas of my job. Putting the tips and tools into practice gives me more confidence, helps me seek more feedback and ultimately become better at what I do.


innovation for a better Future accelerating innOvatiOnIn line with the UAE’s National Innovation Strategy, to become one of the most innovative nations in the world by 2021, in 2017, ANGE examined the feasibility of setting up a business accelerator centre within the Group to accelerate new innovative business concepts to become profitable ventures. Via an independent unit with separate levels of authority and active involvement from industry experts, this leading management practice provides business support services to accelerate new business ideas for a faster time to market, reduced costs and to foster entrepreneurial spirit within an organisation.

In 2018, ANGE will set up an accelerator hub unit with a particular focus on:

access to decision-making or influencing

corporate and regulatory bodies and industry

expert consulting

Diversification projects – new and existing businesses

Commitment and accountability to the project and the investment made

Faster decision-making and implementation processes

internal knowledge sharing and a panel with

a project lead

unlocking potential


FaSt tracking FOr prOgreSS

participatiOn in innOvatiOn

tecHnOlOgy driving SavingS

Investing in employees leads to increased job satisfaction levels, internal promotion opportunities and better recruitment and retention. The ANGE Next Generation Network is a career progression programme that develops the management skills and capabilities of high potential employees. Initially restricted to the construction business, the programme has now been rolled out Group-wide and the latest intake of participants includes significantly more female members, meeting a commitment made last year. ANGE looks for participants who are constantly striving to attain individual goals while recognising the power of working collaboratively and in pursuit of innovation. Group project work on the programme looks at ways in which business improvements can be made or innovative opportunities can be realised. One Next Generation group is currently assessing ways in which ANGE can collaborate with EXPO 2020 Dubai to support its platform to foster creativity, innovation and collaboration globally.

Launched in 2017 to encourage employee creativity and participation, the Ibtikar employee suggestion scheme invites all employees in the Group to submit ideas that could lead to business innovation, cost savings, an improvement in process or a reduction in waste.

In line with construction industry best practice in technology, ANGE‘s Building Information Modelling (BIM) team is leading in the region in its delivery of BIM technology and robotics that detect clashes between an architect’s design and construction reality before they reach the construction site. Working with industry pioneering suppliers, the technology improves efficiency, saves labour and reduces costs for customers and is increasingly being mandated by clients.

unlocking potential


new to the uae market, electric vehicles are set to make their mark in the uae with Dubai targeting 42,000 electric cars on the road by 2030. initial consumer fears over distance range, harsh climatic conditions and the number of charging stations are slowly being allayed as these issues get addressed and customers are becoming more aware of what steps they can take to reduce their own personal carbon footprint. anGe is committed to continuously supporting its clients’ needs and to providing products and services that

are innovative and underpin the uae Government’s 2021 vision.

in a further initiative aimed at supporting the government’s vision and zero emissions target, anGe has been working with key customer emirates transport and principal partner Shanghai Sunwin bus Corporation to deliver the first electric school bus to the region. overcoming the harsh environment of the uae proved a particularly challenging hurdle in the design and engineering of the bus and involved multiple engineers’ visits

to the production line. now in its final testing stage, the bus has a rechargeable battery, emits zero emissions and is fully compliant with the specifications and regulations of school transport in the uae.

customer engagement imprOving cuStOmer ServiceDelivering quality customer service is a key element of ANGE’s 2020 vision and a top material topic. Engaging with customers and seeking their feedback is identified as crucial to achieving that goal. Historically, engaging with customers was not conducted in a systematic manner and feedback was collected manually and proved insufficient to amply capture the Group’s customer data. To redress

this, and to move to an automated, centralised approach, ANGE is implementing a customer engagement programme with the ultimate aim of improving customer experience to a world-class level across every channel. Full implementation of the project is still work in progress but in the meantime

customer satisfaction surveys using iPads have been set up at over 35 showrooms and service centres across the business and a customer complaint mechanism has been introduced on the corporate website; the data from both is fed back to one central system.

collaborating with customers for a clean energy Future

unlocking potential


Shaikha abdullah mohammed al naboodah - General Manager, Marketing

Delighting our customers is at the heart of our success. All of our initiatives to jointly enhance dialogue, collaboration and innovation are in pursuit of increased customer loyalty and retention.

the anGe agriculture & pest control business is well known among government departments across the uae for its expertise in caring for and maintaining date palms. one of the main challenges of the role is pest control management. During Sustainability Week in november, the anGe agriculture & pest control business arranged for 20 of Dubai Municipality’s agricultural engineers to receive expert training at their own site in al Warsan on the subject of date palm pests, an engagement session that was highly valued by the client. anGe proactively shares its expertise, knowledge and best practices with customers to support their performance and reduce their environmental impact.

creating value through Sharing expertise

unlocking potential


establish a reporting system for waste generation and separation

Develop standard operating procedures for enhancement of energy performance

Conduct a detailed water footprint to develop a baseline water usage map

identify areas where water use is high

integrated waste reporting system is developed, and 2017 data is the baseline

one standard operating procedure per significant energy consumption developed

2017 water data is the baseline

top three water consumers have been identified

improve data quality

implement an energy management system in accordance with iSo 50001 criteria

identify areas where avoidable losses occur and develop remedial action plan

Conduct level 1 water audit annually

30% of our non-hazardous waste to be recycled

identify key energy conservation measures in our operations

achieved 57% recycling rate for our non-hazardous waste diversion

Conducted level 1 energy audits

to maintain or exceed 40% on 2016 baseline waste diversion rate

Continue to conduct level 1 and plan for level 2 energy audits

Reduce electricity consumption between 5-10% on 2017 baseline

redu

cin

gW

aSte

man

agin

gen

ergy

eF

Fici

ency

Savi

ng

Wat

er

targetS FOr 2018

reSpOnSible cOnSumptiOn13

*During 2017, anGe made some progress as demonstrated above. However, the Group is still working on achieving targets committed to in its 2016 report, such as achieving iSo 50001 14certification. anGe was not able to measure the impact of its energy and water reduction initiatives as 2017 data is being used as a baseline. However, a new environmental manager was hired in order to drive forward energy initiatives and meet the energy saving targets.

Our key 2017 targetS

prOgreSSin 2017

10% reduction on 2017

13 the data presented for responsible consumption covers anGe footprint in the uae only.14 please note that this target was misstated in the 2016 report.

GRi 102-46


As a responsible organisation conscious of its environmental obligations, ANGE has embarked on a journey to achieve consumption levels that match its sustainability objectives and support the UAE’s vision to maintain a long-term sustainable environment and achieve a green economy15. In 2017, the Group developed an overarching energy policy in a demonstration of its commitment to reduce energy consumption and minimise environmental impact.

In 2017, an energy manager was hired to help monitor and reduce energy usage and an energy assessment highlighted potential energy reduction possibilities across the business, projects and sites. A level 1 energy audit identified three significant energy consumption areas: Heating, ventilation, and air conditioning (HVAC), lighting and office equipment. For each area, a standard operating procedure was created to improve energy efficiency. ANGE’s total energy consumption in 2017 in the UAE was 30,736,450 gigajoules (GJ) from non-renewable sources and 27,078,904 kilowatt hours (kWh) from local utility companies. The primary sources of non-renewable energy consumption are diesel, petrol, and LPG16. Being at an early stage of its sustainability journey, ANGE is using 2017 figures as a baseline and cannot demonstrate reductions in energy consumption until the end of 2018.

During 2017, all lights at head office were replaced with LED bulbs, an initiative that is now being rolled out to all employee villages. In addition, installation of bathroom occupancy sensors and waterless urinals was piloted at a major construction project at Dubai Creek Harbour.

Estimation of Greenhouse gas (GHG) emissions started at ANGE in 2017 and

follow the Greenhouse Gas Protocol by the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD). Scope 1 emissions include GHG emissions due to non-renewable energy consumption and scope 2 emissions are due to the electricity consumption by all group assets in the UAE. For 2017, the (GHG) emissions17 estimated stands at 112,106 tonnes of CO2.

arthika Saseendranath - anGe energy Manager

Managing energy efficiently is a key focus for us. As a large Group there is considerable scope for us to explore innovative solutions, live up to our environmental responsibilities and really make a difference.

15 http://uaesdgs.ae/en/goals/affordable-and-clean-energy16 LPG was not considered in the calculation of energy consumption from non-renewable sources due to lack of data.17 Greenhouse gas (GHG) emissions only include CO2 gas.18 https://www.thenational.ae/business/uae-eyes-new-clean-energy-generation-target-by-2030-1.208057

by 2030, the uae government aims to generate 30 percent of its power from clean energy sources18. anGe believes that in order for the uae to achieve its energy targets, private companies should also be responsible for increasing their own clean energy production. in 2017, the Group assessed for the first time initiatives that could potentially reduce footprint through the harnessing of solar power. a solar installation with a capacity of 200 kWp, under construction at the Group’s national plant depot, is predicted to generate 305,000 kilowatts per hour (kWh) with annual savings of aeD135,000 from end of Q1 2018. Future solar plans include a potential 220 kWp installation of photovoltaic (pV) panels on the roof of anGe head office, that will approximately generate 300MWh equipped to meet at least 25 percent of the building’s energy requirement, as well as the potential installation of solar panels in other locations including car parks and warehouse facilities.

Harnessing natural resources

Responsible Consumption

electricity (kWh) Fuels (gj)carbon emissions (tonnes)

27,078,904 30,736,450112,106

managing energy efficiency


tending and maintaining the date palm plantations at the al ain oases generates a lot of organic waste and requires continual pest control management. proud of the sustainability efforts made by its agriculture & pest control business in partnership with al ain Municipality, anGe has switched almost entirely to using natural products such as organic insecticide, biological disinfectant, organic fertilisers as

well as solar insect traps. pesticide use has reduced from 140,000 litres per day to just 18,000 litres.

Waste management is an integral part of the UAE’s green growth vision and ANGE continuously strives to improve waste management procedures to help conserve and properly manage natural resources. A degree of progress was achieved in waste reduction targets for 2017. A new reporting system for waste generation and separation delivers improved monitoring and capture of


waste management data. Qualified waste and recycling contractors were employed to execute waste management and a greater focus on waste segregation has resulted in 57

per cent of non-hazardous waste being diverted from landfill. In 2018, ANGE will consolidate individual office waste recycling programmes into a Group-wide approach.

rECyClInG rATE

is achieved with the organic waste generated, the rest is turned into agricultural feed and donated to local farmers.

almost every part of a fallen or pruned date palm is reused; trunks are used for furniture and flower planters; trunk fibres are used to make strong rope; leaves are used to create barasti fencing and roofing and up-cycled to create furniture, baskets and ornaments, all of which is done using traditional emirati methods and employing local artisans.

creating value from Waste - al ain date plantations - uneScO World Heritage Site

75%

reducingWaste


total non-hazardous (tonnes) total hazardous (tonnes)172,101 148.6

non-hazardous waste: excavated soil, concrete, paper, plywood, timber, rebar, and other construction waste.

Hazardous waste: rubber, oil, bitumen, oil filters, paints, solvents, hydraulic fluids and asbestos from demolition waste.


19 http://uaesdgs.ae/en/goals/clean-water-and-sanitation.

Reducing water footprint is one of the Group’s goals under the Responsible Consumption focus area. In 2017, the Group’s total water consumption was 276,972,593 gallons. Local utility companies supplied 174,652,370 gallons of water and the rest came from underground sources. The nature of the construction business, including the accommodation of more than 14,000 workers, accounts for the highest water use in the Group.

Water is a scarce resource in the UAE yet desalination is an energy intensive process, hence water is one of the seven key pillars of the UAE’s National Innovation Strategy19. In 2018, and in line with UAE vision and Group sustainability targets, ANGE will continue to identify innovative and cost saving water initiatives such as waterless urinals and water reducers at all employee villages.

total Water consumption (gallons)

in a pilot water reduction initiative at Dubai Creek Harbour project site, aerators are installed in taps and bathroom sprays. these water-saving devices control the amount of water that flows through the tap without affecting the water pressure, as they mix the water with air. Water flow is reduced from 12 litres/minute to 1.9 litres/minute for taps and from 15 litres/minute to 6 litres/minute for sprays. total savings of over 175,000 gallons of water per year are expected with this initiative, which will be expanded to all employee villages.

Smart measures generating Savings 276,972,593

SavingWater


cOmmercial veHicleS

ligHting

cOnStructiOn

travel & tOuriSm

Fit-Out

tyreS lOgiSticS

mOtOrcycleS agriculture & peSt cOntrOl

electrical Heavy eQuipment autOmOtive

about ange

originally established in 1958 by two brothers, al naboodah Group enterprises (anGe) is a privately owned family conglomerate that today employs around 16,000 people across 15 different business streams involving construction, heavy equipment, commercial vehicles,

tyres, automotive, motorcycles, agriculture & pest control, electrical, travel & tourism, logistics, fit-out and lighting. the company name is a prominent brand in the uae with an ever more visible presence. as well as being well known for its contribution to the uae’s infrastructure and

some of the country’s most iconic construction projects, the Group represents a diverse portfolio of global brands. the Group’s headquarters is in al awir, Dubai and it is currently operational in five countries: uae, oman, Saudi arabia, Sri lanka, and Vietnam.

anGe represents over 50 international brands, predominantly in the uae.

OvervieW

prOductS and ServiceS


anGe is headquartered in the uae but also has operations in oman, Vietnam, Sri lanka and Saudi arabia. anGe financial statements include all the companies under al naboodah Construction Group llC and al naboodah Commercial Group llC. However, as a family business, anGe financial performance is not disclosed.

geOgrapHic reacH (map)

uae (HQ)

Sri lanka

Saudi arabia

Oman

vietnam

GRi 102-45

EmiratiQuality

Vehi

cles

Bro

ad p

ortfo

lio

Com

mun

ity

Logi

stic

s

Diversity Sustainable future

Parts

Heavy equipment

PlantFitout

CollaborationAgriculture

Engineering

Ligh

ting

Pres

ervi

ng h

erita

geUAE 16,000 people

Global brandsMaintenance

Unlocking potential

Respect

ConstructionIntegrity

Working as a family

Electrical Travel

Training

MEPInnovationResponsible consumption

Service

Health & Safety

the anGe mission is “to build on the core strengths in our portfolios and combine this with intelligent diversification to achieve strong

and sustainable profitable growth. Sustainability and quality customer service run through the veins of everything we do supporting our

vision to be an employer and business partner of choice, both in the uae and further afield.”

miSSiOn & viSiOn

ange 2020 vision

Have a positive sustainability impact

achieve strong and sustainable revenue

and profit

at every touch-point provide quality customer

service

be the employer/partner of choice


Organisation Structure

Saeed & mohammedal naboodah Holding llc

al naboodah group enterprises llc

al naboodahConstruction Group llC

al naboodahCommercial Group llC

HappieStWOrk envirOnment

aWard

taQdeer aWardcOntractOr OF tHe year

uae piOneeraWard FOr

FOunding brOtHerS

cOnStructiOn cOntractOr OF tHe

yearbig prOject me

aWardSminiStry OF Human

reSOurceS & emiratiSatiOn

labOur relatiOnSaWard

uaegOvernment

big prOject me aWard

awards


about this report

this second annual sustainability report produced by al naboodah Group enterprises (anGe) continues the theme of ‘preserving our heritage and working for a sustainable future’, celebrating the rich history and contribution of anGe to the uae whilst striving to ensure the same opportunities are available for

generations to come. the boundary for the report is the uae, however where possible data is provided for the whole Group. the timeline covers January to December 2017.

the structure of the report reflects the previously published Group sustainability framework and contains

three main sections: working as a family, unlocking potential and responsible consumption. this report has been prepared in accordance with the GRi Standards: Core option and this year’s report has undergone the Materiality Disclosures Service.

For any questions, queries or further information regarding this report or any of its contents, please email [email protected]

GRi 102-46


Appendices

GRI Content Index

GRI Standard Disclosure DisclosurePageNumber(s)

Omissions and Clarifications

GeneRAl dIsClosuRes

GRI 102: General Disclosures 2016

organisational Profile

102-1 Name of the organisation Front cover

102-2 Activities, brands, products, and services P. 9, 44

102-3 Location of headquarters P. 45

102-4 Location of operations P. 45

102-5 Ownership and legal form P. 44, 46

102-6 Markets served P. 9, 44, 45

102-7 Scale of the organisation P. 44

102-8 Information on employees and other workers P. 23

102-9 Supply chain P. 21, 22

102-10 Significant changes to the organisation and its supply chain

P. 22 No significant changes to the organisation

102-11 Precautionary principle or approach P. 13

102-12 External initiatives Not available

102-13 Membership of associations P. 19 Emirates Wildlife Society; Emirates Environmental Group, Emirates Green Building Council

strategy

102-14 Statement from senior decision-maker P. 5, 6, 7

ethics and Integrity

102-16 Values, principles, standards, and norms of behaviour

P. 45

Governance

102-18 Governance structure P. 9, 13, 46

stakeholder engagement

102-40 List of stakeholder groups P. 18

102-41 Collective bargaining agreements Collective bargaining agreements are against UAE law

102-42 Identifying and selecting stakeholders P. 18

102-43 Approach to stakeholder engagement P. 19, 20, 21

102-44 Key topics and concerns raised P. 15, 19, 20, 21

Reporting Practice

102-45 Entities included in the consolidated financial statements

P. 9, 10, 45

102-46 Defining report content and topic boundaries P. 15, 22, 23, 27, 32, 40, 47

102-47 List of material topics P. 15

APPendIx (1) GRI Index


102-48 Restatements of information No restatements

102-49 Changes in reporting P. 15

102-50 Reporting period P. 47

102-51 Date of most recent report P. 47

102-52 Reporting cycle P. 47

102-53 Contact point for questions regarding the report P. 47

102-54 Claims of reporting in accordance with the GRI Standards

P. 47

102-55 GRI content index P. 48

102-56 External assurance Not available Did not conduct external assurance

material tOpicS

market presence

gri 103: Management approach 2016

103-1 Explanation of the material topic and its boundaries

P. 17 Topic boundary: employees, local community

103-2 The management approach and its components P. 17

103-3 Evaluation of the management approach P. 17

gri 202: Market presence 202-2 Proportion of senior management hired from the local community

P. 17

indirect economic impact



P. 10, 11 Topic boundary: employees, local community, suppliers, principal partners

103-2 The management approach and its components P. 10, 11

103-3 Evaluation of the management approach P. 10, 11

gri 203: indirect economic impact

203-1 Infrastructure investments and services supported P. 10, 11

procurement practices



P. 21, 22 Topic boundary: suppliers, ANGE operations



gri 204: procurement practices

204-1 Proportion of spending on local suppliers P. 22

anti-corruption and bribery



P. 13, 15, 26 Topic boundary: all external stakeholders

103-2 The management approach and its components P. 13, 15, 26

103-3 Evaluation of the management approach P. 13, 15, 26

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

P. 13

205-3 Confirmed incidents of corruption and actions taken

No incidents

gri cOntent index

GRi Standard Disclosure Disclosurepagenumber(s)

omissions and Clarifications


energy



P. 40, 41 Topic boundary: ANGE operations, legal authorities



gri 302: energy 302-1 Energy consumption within the organisation P. 40, 41

gri 305: emissions 305-1 Direct (Scope 1) GHG emissions P. 40, 41

Water



P. 40, 42 Topic boundary: ANGE operations, local communities



gri 303: Water 303-1 Water withdrawal P. 40, 42

Waste



P. 40, 43 Topic boundary: ANGE operations, legal authorities



gri 306: effluents and Waste 306-2 Waste by type and disposal method P. 40, 43

environmental compliance



P. 40 Topic boundary: ANGE operations, legal authorities



gri 307: environmental Compliance

307-1 Non-compliance with environmental laws and regulations

P. 10

employment



P. 23, 24 Topic boundary: Employees, local communities



gri 401: employment 401-1 New employee hires and employee turnover P. 24

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

P. 24, 25

401-3 Parental leave P. 25

gri cOntent index




Occupational Health and Safety



P. 27 Topic boundary: Employees, Suppliers

103-2 The management approach and its components P. 27, 30, 31

103-3 Evaluation of the management approach P. 27, 28, 29, 30, 31

gri 403: occupational Health and Safety

403-1 Workers representation in formal joint management–worker health and safety committees

P. 29

403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities

P. 28, 29

training and education

gri 103: management approach 2016


P. 32, 33 Topic boundary: ANGE employees, local communities



gri 404: training and education

404-1 Average hours of training per year per employee P. 33, 34

404-2 Programs for upgrading employee skills and transition assistance programs

P. 34, 35

diversity and equal Opportunities



P. 23, 24 Topic boundary: ANGE employees



gri 405: Diversity and equal opportunities

405-1 Diversity of governance bodies and employees P. 24

non-discrimination



P. 26 Topic boundary: ANGE employees

103-2 The management approach and its components P. 26

103-3 Evaluation of the management approach P. 26

gri 406: non-discrimination 406-1 Incidents of discrimination and corrective actions taken

P. 26

local communities



P. 11, 19, 20, 21, 25, 30

Topic boundary: UAE local communities

103-2 The management approach and its components P. 11, 19, 20, 21, 25, 30

103-3 Evaluation of the management approach P. 11, 19, 20, 21, 25, 30

gri 413: local Communities 413-1 Operations with local community engagement, impact assessments, and development programs

P. 21

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

P. 30

gri cOntent index




appendix (2) principleS FOr tHe reSpOnSible recruitment & emplOyment OF migrant WOrkerS

At Al Naboodah Group Enterprises (ANGE), all workers are treated equally and without discrimination. Migrant workers are treated no less favourably than other workers performing the same or similar work. All workers enjoy the protection of the employment law of the country where they work and have legally recognised employment contracts with ANGE.

ANGE has made changes in 2017 to ensure compliance with detailed and stringent requirements, set by a leading client, which are summarised in ten broad principles:

principle 1:no fees are charged to workersanGe bears the full cost of recruitment and placement for all newly hired workers. anGe HR management is involved throughout the recruitment process and attends recruitment drives in the native countries of the migrant workers to ensure they are not charged any fees for recruitment or placement.

principle 2:all worker contracts are clear and transparentanGe fully complies with uae Ministry requirements to use template offer letters and contracts of employment in the native language of the worker being recruited. interpreters are provided to explain all terms and conditions and to check workers are never coerced into signing contracts.

principle 3:policies and procedures are inclusiveanGe has updated its Human Resources policies and procedures to explicitly provide benefits and protection to the migrant workforce.

principle 4:ensures all workers hold onto their own passports andidentity documentsanGe has invested in providing each worker a passport safe at their accommodation and has introduced a policy that ensures all workers retain their own passports and identity documents.

principle 5:Wages are paid regularly, directly and on timeanGe applies the mandated Wage protection System that assures workers’ wages are regularly paid. Further, anGe ensures its cash management enables sufficiency of funds to pay worker salaries regardless of whether clients make prompt payments on contracts.

principle 6:the right to worker representation is respectedanGe seeks workers opinion and satisfaction levels and invites representatives from across its workforce to attend management meetings on the subject of worker welfare, where matters of concern are noted, tracked and monitored to resolution. principle 7:Working conditions are safe and decentanGe does not tolerate work place harassment in any form. the company takes responsibility for the provision of a safe and healthy work environment. anGe delivers health and safety training in workers’ own languages and conducts regular health and well-being checks of its workers. principle 8:living conditions are safe and decentanGe has made significant investment in improved living conditions and safe transportation between the workplace and worker accommodation. all workers are able to move freely and anGe provides free shuttle bus services enabling workers to travel to other areas of the city.

principle 9:access to resolution is givenanGe has updated its grievance procedures to also include the workforce of subcontractors and has clearly communicated the escalation route to judicial resolution, without fear of recrimination or dismissal.

principle 10:Freedom to change employment is respected, and safe, timely return is guaranteedanGe ensures its workers are provided paid tickets to return home on completion of their contract and in other exceptional situations. anGe does not prevent any employee from seeking or changing employment in the uae.


[email protected]

+971 4 294 8888Makani Number: 50314 83359

Al Naboodah Group EnterprisesP.O. Box 33900, Al Awir 800, Hatta Road, E44, Dubai, UAE

Preserving Our Heritage & Working for a SuStainable Future · table of Contents WOrking aS a Family...

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