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ALDAR 2009 Sustainability Report
CreatingSustainableLifestyleCommunities
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In this rst ALDAR sustainability report, we aimto demonstrate our current understanding osustainability, showcase the journey we havetravelled thus ar, and outline our direction andintentions as we embed sustainability into the waywe do business. This report will serve to establish keyperormance indicators, determine baselines and set
ambitious targets.
The process o preparing this report has highlightedareas where we need to implement systemsto accurately capture and then manage ourperormance. Inormation on both the scope anddata quality o this report is provided in the ReportParameters section.
In preparing this report we haveollowed the Global ReportingInitiatives (GRI) G3 Guidelineswww.globalreporting.org, the
leading international guidelines or sustainabilityreporting. We sel-declare this report to meet GRIApplication Level B and the GRI has reviewed andconrmed this level. I you have any questions,comments or eedback on this report, please contact
ALDAR at [email protected]
ALDAR joined the Abu Dhabi
Sustainability Group (ADSG) in Juneo 2008. The ADSG is comprised o 20leading government, private, and NGO
organizations in the Emirate which are committedto the adoption o sustainability reporting andmanagement. ALDAR has been elected as a membero the General Secretariat o the ADSG and iscontributing to the overall direction o the group.For urther inormation on the ADSG, please reer towww.adsg.ae
About this Report
This Report has been prepared rom inormation held by ALDAR and is accurate as at 31 December 2010
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Contents
Message from the Chairman 4
Message from the CEO 5
Summary of 2010 Commitments 6
About ALDAR 10
Sustainability at ALDAR 16Creating Sustainable Lifestyle Communities 17
Providing Sustainability-Oriented Corporate Support
Functions and Ensuring Strong Corporate Performance 18
Our Sustainability Framework 19
Embedding Sustainability in Our Developments 20
Design Stage 21
Build Stage 31
Own and Operate Stage 45
Steward Stage 55
Embedding Sustainability in Our Corporate Functions 59
Governance 61
Economic Impact 63
Workforce 64
Environmental Impact 68
Relationships 70
Appendices 73
Appendix A: Summary of Performance 74
Appendix B: Subsidiaries and Joint Ventures 76
Appendix C: Report Parameters 77
Appendix D: GRI Index 78
Appendix E: Acronyms 79
Appendix F: Glossary 80
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Message from theChairman
The late Sheikh Zayed Bin Sultan Al Nahyan, ounder and
rst President o the UAE, and H. H. Sheikh Khalia Bin
Zayed Al Nahyan, President o the United Arab Emirates,
are regarded as pioneers o social and environmental
conservation, and we believe it is vital that ALDAR, Abu
Dhabis leading property development, management
and investment company, continues to work in unison
with its peers in the Abu Dhabi Sustainability Group tocontinue this great legacy.
It is our responsibility to uture generations o Abu
Dhabi citizens that we strive to adapt our projects
to the unique ecology and society o Abu Dhabi, by
creating and managing economically, socially and
environmentally sustainable communities that acilitate
the development o the Emirate.
Ours is not an exclusive challenge. Much o the world
is acing up to the issues o transitioning rom a 20th
Century, carbon ocussed economy into one t or the
low carbon world o the 21st Century whilst meeting the
social needs o a growing population.
Ahmed Ali Al SayeghChairman
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Message from the CEO
Welcome to the rst ALDAR Sustainability Report.
As the largest developer in Abu Dhabi, ALDARs mission
is the development o rst class sustainable communities
to support economic diversication and the planned
growth o the region. We are doing this by creating
quality products across the ull development spectrum
- residential, commercial, retail, leisure, education, and
health. We are also involved in the actual inrastructure
- ullling our role as a key partner to the government indeveloping major civic works to community acilities.
There is a unique scale and diversity to our operations
and this has a variety o impacts o which we must be
conscious. What this report demonstrates is ALDARs
ability to anticipate and lay the oundations to address
the uture, thereby seeking to minimise the efect on the
ecosystem and benet the society, culture and economy
underpinning Abu Dhabi.
As the Chairman says, this is not a challenge exclusive
to ALDAR but one aced by all organisations in the21st Century. It is not an exaggeration to state that
sustainability must be at the heart o everything we
do i we are to demonstrate a will to manage the
responsibilities we have to our stakeholders which
include the Government and the people o Abu Dhabi.
But what is Sustainability?
The preservation and protection o resources are
oten the rst things that come to mind. Abu Dhabi is
blessed with many resources that have acilitated the
transormation that is already well underway, as well as a
vibrant ecological environment symbolised by the native
mangroves and aquatic lie around us. However, we must
take a responsible approach to what we have and must
continue to work hard to preserve this.
But it is also about commercial sustainability. For ALDAR,
that means creating places that will provide owners and
investors with long term quality, growth and security. Our
ocus is on creating community living real places that
will evolve over time, where acilities, delivered to the
highest standards are available in one location and are
ully integrated within its society.
Taking sustainability seriously is thereore more than ashould do, it is a must do, not only or the preservation
and protection o natural resources and society, but also
or the true and lasting success o any business.
Our staf are the key tool in implementing sustainability
management across our organisation and I thank
them or their eforts. There has been some great work
completed so ar in raising our sustainability perormance
but we always strive to achieve more.
This rst report is a benchmark. It contains a number o
new targets or the uture to sustain our momentum inthis eld. ALDAR is committed to making a real diference.
We look orward to updating our stakeholders on our
progress.
John Bullough
Chie Executive Ocer
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Summary of 2010 CommitmentsDesign Stage Commitments
Design all
new buildings to
meet a minimum of 2
Pearls under the new
Estidama Guidelines
Design all
new communities
to meet a minimum of
2 Pearls under the new
Estidama Guidelines
Formalize,track and improve
best cases for mixed-use ratio, residential andnon-residential unit type
ratios, and "community feel"best practices in orderto design and assessALDAR communities
accordingly
Track andreport on the
results of stakeholderengagement at the
Design stage, and willconduct a stakeholder
satisfaction survey
All developmentprojects will be
required to submitSustainability
Management Plans aspart of the DesignControl Process.
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Build Stage Commitments
100% of new ALDAR
development projects
will implement CEMPs.
100% of new
contracts will require
CEMPs to be used on
ALDAR development
projects.
Aim to have zero
incidence of non-
compliance with CEMP
Develop a waste
management plan and
criteria for improved
performance
Report on all
environmental
protection
expenditures
Develop and
undertake a
mangrove survey
programme across our
developments
Aim for zero breaches
of regulations,
notifications or fines
Collectdata and
report on dieselconsumption foron-site electricity
generation across allproject sites, andfor construction
vehicle use
Require 100% of
ALDAR development
projects to report
on their resource
consumption
Aim for a zero fatality
rate
Achieve a LTIFR of less
than 0.25
Aim for no
more than 500
hospital referrals on-
site, more than a 60%
reduction from 2009
performance
Aim to reduce the
number of first aid
cases by 30%
Develop and
track quality of
life indicators for all
operatives in our
Operative Villages
Increase sustainable
procurement spending
by 20%
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Own and Operate Stage Commitments
Steward Stage Commitments
Set up a systematic
reporting mechanism
for electricity and water
consumption for all
ALDAR assets
ALDAR
will implement
environmental
initiatives in managed
operations with reduction
goals to be set in 2010
for energy, water and
waste
Each operationsmanagement team
will finalize a group ofindicators to monitor over
the course of the yearwhich cover priority areasof value to the customer
as well as ALDAR
Begin forming
stakeholder councils in
our communities
Launch a website with
an interactive forum for
ALDAR residents
Develop quality of
life indicators for the
targeted lifestyle of each
community
Develop a reporting
mechanism to track and
monitor key performance
indicators
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Establish
a sustainability
committee for the
systematic implementation
of sustainability
throughout our
operations
Establish a
career development
team to address
employee concerns and
gaps in professional
development
Issue a focus
statement, with clearly
defined organisational and
departmental objectives,
that will address the All
Staff Survey findings
Begin tracking
the waste, electricity
and water consumption
patterns of our
operational assets
Implement segregated
materials recycling for
office activities
Accomplish a 50%
reduction in water
bottles at ALDAR's
headquarters by end of
2010
ALDAR Corporate Functions and PerformanceCommitments
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ALDAR Properties PJSC (Public Joint Stock
Company) is a premier real estate development,
management and investment company
headquartered in Abu Dhabi, one o the astest-
growing cities in the world. As one o the
largest developers in the emirate, ALDAR has
assumed a leadership role in the emirates land
and inrastructure development through the
creation o high-quality, attractive and sustainable
communities-communities equipped withresidential, commercial, retail, leisure, hospitality,
healthcare and educational acilities. ALDAR aims
to build communities that capture the attention o
the world while preserving the cultural and natural
heritage o the emirate.
The emirate anticipates a 346% increase in
population by 2030 and has accordingly outlined a
vision o sustainable economic and social growth
in its Abu Dhabi Vision 2030 strategy.
ALDAR is owned by leading Abu Dhabi institutions,
ounder shareholders and over 18,000 individual
investors. The top ve shareholders as at 31
December 2009 are Mubadala Development
Company (19.0%), Abu Dhabi InvestmentCompany (7.2%), National Bank o Abu Dhabi
(5.2%), HSBC Bank PLC (4.5%), and Tasameem Real
Estate Company LLC (3.5%).
About ALDAR
Our VisionTo become Abu Dhabis leading developer and owner o sustainable liestyle communities.
Our Mission Put our customers, current and uture, at the heart o everything we do
Oer them quality products at aordable prices across the complete spectrum
Support Plan Abu Dhabi 2030 by creating the very best in community living
Reward our shareholders or their support with long-term stable returns
Provide all our employees with the opportunity to work in a rewarding and ullling environment
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ALDAR Achievements
Bringing Formula One to the United Arab Emirates: ALDAR properties brought the inauguralFormula One Etihad Airways Abu Dhabi Grand Prix to lie on the Yas Marina Circuit. A notable motorsport development,
the track has been described by the Formula One President as one o the most exciting tracks he has ever seen.
Over 100 Million Hours Worked Without Lost Time Injury : ALDAR achieved the signicanthealth and saety milestone in early 2009; a grand eat considering ALDAR supervised over 70,000 people working
on a diverse portolio o projects.
ALDAR partners with Cambridge University: ALDAR partners with Cambridge Universitys JudgeBusiness School or ALDARs LEAD programme.
Launches UAE National Housing Project: ALDAR launches Al Falah Development, comprised o 5,000units or UAE Nationals.
ALDAR Academies opens third School: ALDAR Academies opens its third school, Al Muna Primary inSeptember 2009.
End o 2009 Corporate Snapshot
Revenues: 1,979.3m AED
Earnings per Share: 0.39 AED
Assignments since 2005 launch worth: US$75B
Land Bank: 52 km2
Developments in Design stage: 10
Developments in Construction Stage: 14
Developments in Operations stage: 12ALDAR Corporate Employees: 598
Total Average Construction Workorce (approx): 70,000
ALDAR project awarded Worlds Leading Tourism Development Project:Yas Island, ALDARs premier leisure and entertainment destination, was selected as the Worlds Leading Tourism
Development Project at the World Travel Awards, a red-carpet event held in London, in November 2009.
ALDAR granted the Estidama Excellence Award by the Abu Dhabi UrbanPlanning Council: ALDARs sustainable master plan or Mina Zayed, a world-class waterront city quarter o AbuDhabi, was awarded the Estidama Excellence Award at the World Future Energy Summit by the Abu Dhabi government.
The design o the city quarter aims to reduce reliance on cars and improve quality o lie or the 182,000 residents, and isadopting a sustainable energy, water and resource strategy, while creating 310,000 new jobs.
Best Oce Development: HQ, Al Raha Beach (Arabian Property Awards)
Best Mixed Use Development or Yas Island (Arabian Property Awards)
ALDAR wins Environmental Awareness Award: ALDARs environmental advertising campaign winsthree awards at Dubai Lynx Awards. The campaign covered energy, water and paper saving initiatives
Best Islamic Real Estate Finance Award: Awarded at the Cityscape Middle East Award ceremony (2008)
Best Development Award: Al Bandar, Al Raha Beach (Arabian Property Awards)
Best Health and Saety Achievement in Construction Award: Awarded by the Saety and HealthPractice and Institute in Occupation Saety and Health (2008)
Signicant Achievements in 2009
Awards and Recognition
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Estates Management
We are committed to delivering high-quality
residential, retail and commercial projects to the
nation, while generating recurring returns or
our stakeholders. As part o our strategy, we have
kept a proportion o our development projects as
investment properties yielding long-term income or
ALDAR.
Marinas (ALDAR Marinas LLC)
ALDAR Marinas LLC aims to provide world class
marina acilities and services as an integral
component o selected waterront developments
being built by ALDAR. ALDAR Marinas LLC will
supervise the design and construction o marinas
and will operate them upon their completion.
Theme Parks (Farah Leisure Parks Management LLC)
Farah Leisure Park Management LLC (Farah) will be
operating the regions rst Ferrari theme park on Yas
Island which will also be the largest indoor park in the
world.
Aiming to explore urther opportunities to expand
its current prole, Farah expects to enter into
partnership with other renowned brands.
Hotels (ALDAR Hotels and Hospitality LLC)
ALDAR Hotels and Hospitality LLC is at the oreront
o hospitality related developments in the Emirate
o Abu Dhabi to complement ALDARs overall
objective o supporting Abu Dhabi becoming
a world renowned prime business and leisure
destination.
Gol Courses (Yas Links LLC)
With the prime objective o developing and
operating the Links Gol Course, the Yas Links
LLC has plans to identiy opportunities or new
ventures. It aims to provide specialised services
in design, development and operations o gol
acilities through a team o highly skilled andqualied experts.
Schools (ALDAR Academies LLC)
Established in 2007, ALDAR Academies LLC is
currently operating three schools with a mission
to expand its portolio by building several new
schools or the growing student population o Abu
Dhabi.
12
ALDAR has been evolving rom primarily a developer, to a combined role o developer and owner/manager.
Our business units reect this evolution, covering the development, ownership and management o six
types o developments, as outlined below. In many cases, this has included the creation o subsidiaries and
joint ventures. Some o these subsidiaries are noted below, while a more complete list o subsidiaries and
joint ventures can be ound in Appendix A. These operational divisions and subsidiaries are supported by
other ALDAR departments such as nance, human resources, environment health and saety, and others.
Projects
Projects undertaken by ALDAR include commercial and residential properties, retail developments, hotel
and leisure acilities, tourist attractions, luxury resorts and schools. Although a number o ALDARs projects
that are still under development are or sale, as part o its long-term business strategy, ALDAR will hold and
manage selected ones as individual operational businesses, enabling it to secure long-term revenue streams.
Apart rom property development, ALDAR currently has the ollowing operational business divisions:
Our Structure
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Our Stakeholders
Our Stakeholders How we EngageOur Understanding o Their
Priority IssuesOur Response
InvestorsOver 18,000shareholders
- Annual general meetings(AGMs)
- Committee meetings- Financial reports- Annual Report- Website- Investor Relation Dept- Investor presentations
- Sound governance andreputation
- Protection o assets and wealth- Good return on investments- Shareholder Value- Transparent nancial inormation- Good credit rating- Sustainable long-term growth
- Disclosure o nancial statements
- Diversiying portolio
- Protable growth
- Award-winning perormance
- Prudent nancial management
- Continuously meeting requirements
o Abu Dhabi Securities Exchange
Government
Our Abu Dhabi
Government, Federal
Government, and
Regulators
- Meetings
- Regulatory inspections and
audits
- Report submissions
- Planning approvals process
- Meeting Abu Dhabi Vision 2030
objectives
- Beneting the development o
Abu Dhabi and catering to the
population
- Compliance with laws
- Contribution to quality o lie
- Support in policy development (e.g.
UPCs aordable housing policy)
- Following procedures and
specications
- Delivering inrastructure
- Maintaining open and transparent
communication
Employees
598 corporate
employees, and
more than 70,000
operatives associated
with ALDAR projects
- Darna sta magazine
- DARnet - intranet
- All Sta Survey
- Employee appraisals
- All Sta events and
conerences
- Accessibility o sta to
Human Resources
- Job security, air pay, good
working-conditions, and equal
opportunities
- Continuous career development
- Clear roles and responsibilities
- Communication with
management and between
departments
- Competitive salary
- Equal opportunity
- All Sta Survey and transparency
- LEAD and other training and
development programs
- Transparent recruitment process
- Health and saety incentives
- Sta recognition (year end gala)
Supply Chain
Our contractors,
operatives, suppliers,
and business partners
- Contracts
- Prequalication meetings
- Day-to-day liaison
- Fair engagement and contracts
- Timely payment
- Favourable working conditions
- Opportunities or growth
- Fair bidding processes or projects
- H&S Trainings or our operatives
- Community-building initiatives in
the ALDAR Operative Villages
Customers
Our customers
are made up o
development owners,
end-users, students,
visitors
- Events and tradeshows
- Promotional material
- Customer service centre
- Facilities management
- Website
- Ongoing developments
and end product
- Sae and clean environments
- Fair costs and charges
- Good inrastructure and
amenities
- Community spirit
- Quality product
- Connection with Abu Dhabi
- Clear vision and controlled
master plan
- Annual General Meetings or
community residents
- Residential Satisaction Survey
- Customer service centre
- Deliver customer-driven stock
- Show home events
Community
Residents o Abu
Dhabi and areas
where we build
and manage
developments
- Media communication
- Cityscape
- Website
- Inrastructure and
community development
- ALDAR Academies
- Same as ALDARs customers, as
well as:
- Social inclusion
- Employment opportunities
- Investing in the community/CSR
- Comprehensive master-planning
- Providing good education acilities
- CSR contributions
NGOs
WWF, EEG, UN, WHO,
ILO, Red Crescent
- Inormal meetings
- Polices
- Website
- To be heard
- Support
- Adoption o principles
- Discussion orum
- Supporting causes through nancial
support and initiative involvement
Voiceless
Environment,
Resources, and our
uture generations
- Monitoring
- Protection
- Protection o the environment
- Responsible resource
consumption
- Ensuring uture generations have
the same opportunities we havetoday
- Environmental Management Plans
- Hiring environmental consultants
- Mangrove planting initiatives
- Embedding sustainability in our
strategy and operations- Compliance with regulations
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Design Stage Build Stage Own & Operate/Stewardship Stage
Yas Island Yas Island Etihad Plaza
Nareel Island Shasalamah mosque Al Jimi Mall
Khalia University Shiebhat Al Watah National Housing Al Muna School
Motor World Nareel Island Al Mamoura A&B
Al Raha Beach Mussaah Operative Village Al Raha Gardens
Al Falah Town Centre The Wing Al Yasmina School
Al Bateen Park Abu Dhabi Cleveland Clinic Hospital Royal House (Hala Arjan)
ARG-Retail Central Market The Pearl School
Mina Zayed Baniyas Towers Yas Island
Al Raha Beach
Al Gurm
Al Falah Community
Al Ain Operative Village
Our Portfolio
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ALDARs portolio highlights includes:
Yas Island, Abu Dhabis multi-billion-dollaragship liestyle and entertainment hub including
the worlds largest indoor theme park (Ferrari
World). Upon completion, Yas Island will eature
ve-star and boutique hotels, a water park, a
250,000 m2-retail-outlet shopping mall, gol
courses, marinas, restaurants, and residential and
commercial properties.
Central Market in downtown Abu Dhabi, a rebirth
o one o the emirates popular landmarks: the
ormer centre o trade and tourist attraction or 40
years.
Al Raha Beach development, is the Ultimate
Waterront City, which is being built along 10.5
kilometres o beachront oering residential,
commercial, cultural and entertainment acilities
and will soon be home to the new World Trade
Centre building.
Our property development portolio is diverse in scope and style, attracting worldwide interest and inward
investment. Spanning over 52 million square metres o land in strategic locations throughout Abu Dhabi,
our portolio includes major developments and redevelopments in residential, commercial, retail, hospitality,education and healthcare sectors, among others. ALDAR currently manages 28 projects which we have
categorised, or the purposes o this report, according to their stage o development: the Design stage; the
Build stage; the Own and Operate stage, at which time they are unctional; and nally the Steward stage,
during which community members and leadership networks are engaged in reinorcing the sustainable
liestyle qualities o the community
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Sustainability at ALDAR
Our Sustainability ApproachOur goal is to create sustainable liestyle communities, taking into account the ull range o considerations o
all our stakeholders. Our approach to sustainability concentrates on three main elements:
Understanding and dening the key elements o sustainable liestyle communities
Executing a our-stage process or creating sustainable liestyle communities
Providing high-quality corporate support unctions and ensuring strong corporate perormance
Dening Sustainable Liestyle CommunitiesSustainable communities are places where people want to work and live, now and in the uture: they
meet the diverse needs o existing and uture residents, respect and unction within long-term ecological
constraints, and contribute to a high quality o lie. Simply put, sustainable communities integrate and
optimise the social, economic and environmental components o the community, while respecting the
needs o other communities regionally and globally. There are at least ve key elements o sustainable
communities that ALDAR aims to integrate into all our projects, and which are ully aligned to Abu Dhabis
Vision 2030. These elements are summarised in the ollowing table.
The important thing is to servethe community... our strong beliefis in building todays project fortomorrows marketSami Asad Chie Operating Ocer o ALDAR Properties PJSC
Understanding and Dening Sustainable Lifestyle Communies
Key Elements Alignment with Abu Dhabi Vision 2030
The right mix Creang Communies that include all the key ingredients-in the right balance-to make them
aracve and vibrant communies
Socially vibrant Oering aracve social, recreaonal, health and educaon services, and outstanding performance
on quality of life indicators
Economically sound Combining aordability with asset appreciaon, job creaon and local micro-economy development
Environmentally sustainable Using innovave design and technologies for reducing environmental impact and living within long-
term environmental constraints
Acvely engaged Using civic engagement and collaborave governance as the catalyst for ongoing innovaon and
improvement in community health and aracveness
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Creating SustainableLifestyle Communities
Achieving sustainable liestyle communities requires key interventions at all stages o community
development. To ensure we understand and respond to the critical sustainability issues at each step, we
have divided, and aim to systematically manage, our sustainability perormance across our main stages o
community development.
Four Stages of Creang Sustainable Lifestyle CommuniesStage Material Issues Our Aim
Design
Alignment with Abu Dhabi Vision 2030
Maximizing the economic and social prospects of a
community
Design that supports a sense of community
Resource consumpon
Protecon and enhancement of local ecology
Integraon with surrounding communies
Designing within nancial parameters
By incorporang sustainability at
the Design stage, we intend to
signicantly enhance the economic
prospects and quality of life
prospects of a community, while
dramacally improving its designed
environmental performance.
Build
Health and safety
Labour management/operave welfare
Reducing emissions
Waste management
Sustainable procurement process
Impact on surrounding communies
(ecological and human)
Resource consumpon
Our communies will be built usinginnovave designs and technologies
for reducing environmental impact,
while priorising health and safety of
our operaves and residents.
Own and
Operate
Customer Sasfacon
Energy and water consumpon
Waste management
Health, safety and security
Connuous protability
Preventave maintenance and upkeep of the facilies
Our communies will be socially
vibrant, with aracve recreaon,
health and educaon services, and
outstanding performance on quality
of life indicators; generang health
and contentment benets alongside
nancial savings. Our buildings will be
operated eciently whilst meeng
the needs of the occupiers.
Stewardship
Engaging customers, tenants, and the community to
raise awareness and acvely parcipate in preserving the
natural and built environment
Building and collaboraon with leadership networks
to promote stewardship in ALDAR communies and
properes as well as in Abu Dhabi
Encouraging parcipaon in community building
social acvies
Thriving communies require
acve civil engagement and mul-
stakeholder collaboraon. ALDAR
will be the catalyst for this ongoing
collaboraon, engagement, and
tracking of indicators of community
health.
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Our corporate unctions support our eorts to create sustainable liestyle communities. These unctions
play a key role in setting the policies, management systems and corporate culture required to achieve our
corporate objectives, and will be essential to embedding sustainability across the organisation, including
within their own unctions. There are ve main corporate unctions essential to our business perormance.
Providing Sustainability-OrientedCorporate Support Functionsand Ensuring Strong CorporatePerformance
Embedding Sustainability in Our Corporate Funcons and Impacts
Corporate
FunconMaterial Issues Our Aim
Governance
Ensuring integrity, accountability and trust
Ensuring good return on investments for our
shareholders
Complying with government laws and regulaons
Ensuring alignment of corporate vision with Abu
Dhabi Vision 2030
We believe ethical business pracce is
absolutely fundamental to long-term
business success. We also recognise the
importance of being accountable towards
all our key stakeholders. We will workunceasingly to maintain the trust of all our
key stakeholders.
Economic
Impact
Being protable
Generang economic opportunies for suppliers
and community members
Reinvesng in society
We recognise that our presence in an
area generates signicant economic
opportunies for employment and
suppliers. We will work to ensure that
economic gains contribute to the socio-
economic development of communies.
Workforce
Maintaining labour management relaons
Ensuring quality of life in our Operave Villages
Supporng Emirasaon drive
Providing training and development
Promong sta sasfacon Encouraging employee diversity
Health and safety
Our people are our crically important
resource. We aim to empower them to
connuously improve and deliver results,
and integrate more sustainable pracces
into all aspects of our operaons and our
value proposion.
Environmental
Impact
Monitoring and managing our energy, water and
material consumpon
Raising awareness of sustainability and
environmental issues in the workplace
We believe in leading by example.
Therefore we recognise that we must
pracce minimizing our negave
environmental impacts in smart and
innovave ways, in our acons and
through our purchasing choices and
consumpon paerns.
Relaonships
Supporng and collaborang with our government
partners
Forming strategic alliances with our private sector
and NGO partners Supporng our local communies through CSR
We are commied to building relaons
within and outside of our sector to boost
our contribuon to society.
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Our Sustainability Framework
Our sustainability ramework captures these three essential elements:
Understanding and dening the key elements o sustainable liestyle communities
Executing a our-stage process or creating sustainable liestyle communities
Providing high-quality, sustainability-oriented corporate support unctions, and ensuring strong
corporate perormance
Governance
Design
The Right Mix Socially Vibrant Economically SoundEnvironmentally
Sustainable
Active Civil
Engagement and
Collaborative
Management
Build Own & Operate Steward
Corporate Function and Performance
Four stage ProcessEmbedding Sustainability in our Developments
Key ElementsAligned with Abu Dhabi Vision 2030
Creating Sustainable
Liestyle Communities
Economic Impact Our Workforce RelationshipsManaging our
Environment
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Embedding Sustainability in OurDevelopments
Design Build Own & Operate Steward
Four stage ProcessEmbedding Sustainability in our Developments
ALDARs Development ControlProcessThe our main stages o ALDAR developments are Design, Build, Own and Operate, and Steward. In 2009,
ALDAR established a comprehensive Development Control Process (DCP) as a means o capturing and
continuously improving project delivery processes across each o these core project stages. The DCP denes
in detail ALDARs project methodology, including gateways or quality and perormance checks, and clear
denitions o roles, responsibilities and decision-making processes.
The DCP aims to ensure that our rigorous standards are applied consistently across our portolio, with each
project meeting the ollowing six targets:
Guidance on sustainable practices is embedded within each stage o the DCP, with urther renement
planned or 2010. Although the DCP involves seven stages, or the purposes o simplicity we have condensed
these stages into Design, Build, Own Operate, and Steward. The ollowing chapters outline the key
interventions we are aiming to make at each stage in order to most successully create sustainable liestyle
communities.
Planning or success Clearly articulated project objectives and project brie
Time, cost and quality targets
Feasibility
Clarity on accountability Clarity on roles and responsibilities
Clarity on stakeholder engagementwho to engage and when
Transparency and control Engaging the Executive Management Team to assist with decision making and sign-os
Empowerment or project teams between decisions and sign-os
Product and brand integrity Clarity rom project inception
Integrity maintained throughout the process through to asset ownership and management
Consistency
How projects are delivered
Ways o working and communicating
Standardization o product and process
Commerciality Robust nancial appraisals
Focus on commercial implications o projects
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Design
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Design
Design Stage
By incorporang sustainability at the Design stage, weintend to signicantly enhance the economic and quality oflife prospects of a community, while dramacally improvingits designed environmental performance. Design is the mostimportant stage of intervenon.
Key Issues Key Interventions and Rationale
Aligning with Abu Dhabi Vision
2030
Maximizing the economic
and social prospects o a
community
Promoting design that supports
a sense o community
Resource consumption
Protection and enhancement o
the local ecology
Integrating with surrounding
communities
Designing within nancial
parameters
Sustainable Building Design
A single building can be designed to be resource-ecient, in terms o
energy, water and material use, without compromising perormance;as well as incorporating more environmentally riendly and healthy
building materials. Furthermore, buildings can be designed to benet
the well-being o occupants and surrounding communities and
environment.
Sustainable Community DesignLeveraging Sustainable Buildings: When sustainable design is
applied to an entire community, and when design and unction omultiple buildings are integrated, these eects are compounded,
reducing inrastructure needs, time to build, costs and waste through
lower collective demand.
Choosing the Right Mix: Economically and socially, the right housing,
non-residential, and overall real estate mix is critical. The right mix not
only contributes to unctionality, but supports the creation o a sense
o belonging.
Inrastructure Appropriateness: Well-designed inrastructure
improves accessibility and connectivity or all, while enabling a low
environmental impact
Connection with Nature: Consideration o open spaces andsurrounding environment can lead to improved well-being alongside
signicant benets to the local ecology.
Estidama Community Design Guidelines: A key element o the new
Estidama guidelines is their ocus on integrated community design,
which systematically recognises the multiplier eect o adopting
sustainability at the community system level.
Embedding Sustainability and Aligning to Abu Dhabi Vision 2030:
ALDARs Development Control Process (DCP) places emphasis onincorporating the preceding sustainability elements throughout the
Design stage. Our overarching goal is to develop sustainable liestyle
communities aligned to Abu Dhabis Vision 2030.
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Design
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Design
Projects with Green Building
TargetsTarget
HQ Building LEED Silver
Trust Tower - Central Market
DevelopmentLEED Gold
Cleveland Clinic LEED Gold
Al Zeina (ARB)Used LEED to
inform designsAl Muneera (ARB)
Yas Mall
Design Stage Prole 2009
Land area of developments in the Design stage 3987 Ha
% of ALDAR developments in the Design stage 30%
Perspective
From an opportunity perspective, the Designstage is the most critical stage o intervention
or achieving higher levels o sustainability. By
incorporating sustainability at this stage, we
intend to signicantly enhance the economic
and quality o lie prospects o a community,
while dramatically improving its designed
environmental perormance. There are two main
levels o intervention: at a building-specic level
and at a community design level.
Sustainable BuildingDesign
A single building designed to be resourceecient, without compromising perormance,
can reduce energy use by 2450%, carbon dioxide
emissions by 3339%, and water use by 40%.
Furthermore, sustainable design can incorporate
more environmentally riendly and healthier
building materials. ALDAR has committed to
designing all uture buildings with these targets
rmly in mind.
As champions o sustainable buildings and
communities, ALDAR has supported the
development o the Estidama Pearl Rating
System, an Abu Dhabi-ocused sustainable
building standard developed in collaboration
with the Urban Planning Council (UPC) and the
Environment Agency Abu Dhabi (EAD). The rst
program o its kind in the Middle East region, the
Pearl system encompasses specic guidelines
or green buildings that are tailored or local
conditions. The Estidama system was ormally
launched in early 2010, and ALDAR is committed
to all ALDAR buildings being designed to meet a
minimum o 2 Pearls.
Prior to the release o Estidama, ALDAR had been
reerencing international systems, such as LEED,
in order to provide a benchmark or assessment obuildings. ALDAR became a corporate member o
US Green Building Council in June 2009. Twenty-
two ALDAR sta (involved in projects and design)
attended the LEED Core Concepts and Strategies
Workshop on 8 October 2009, to raise awareness in
projects on LEED and Green Building Design.
ALDARs eorts to adopt sustainable building
design are increasingly evident. Case studies rom
our HQ building, Shams Towers, and Trust Tower
can be ound in the ollowing pages.
We will design all
new buildings to meet
a minimum of 2 Pearls
under the new Estidama
Guidelines
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Design
Delivering Award-Winning
Sustainable DesignsHQ, Al Raha Beach
ALDARs award winning Head Quarters (HQ)
building is the rst disk shaped oce building
in the world. Designed to meet the demands o
regional and international companies or high-end
oce accommodation, the 120-metre structure
is one o Abu Dhabis rst buildings seeking
certication under the US Green Building Council
(USGBC) LEED rating system, aiming or a Silver
rating* under the LEED Core and Shell Version 2.
HQ stands as a regional and international marvel
o modern architecture. Beore HQ was built, an
analysis was undertaken during initial project
conception allowing or due consideration o
design and unctionality as well as materials and
product selection to ensure that sustainability
was taken into consideration-reducing long-term
energy needs and uture proong designs or the
market. There have been a number o principles o
sustainable design implemented in the designing
and construction o the HQ building, including butnot limited to:
The recognition that HQ has received has helped to shine a spotlight on the possibilities in sustainabledesigns. This attention has presented an opportunity or ALDAR to promote green education, engaging with
our tenants and updating them on both ALDAR and our tenants environmental perormance.
* ALDAR is currently undertaking the LEED submission process to ga in ormal certication rom USGBC.
** ALDAR has requently been asked about the impact that building orientation would have on the energy consumption o this building. We thereore undertook additional energy modelling to determine this impact;
the results predicted an energy saving o just 1.5%.
Reduced energy consumpon,** reducing in turn CO2
emissions and associated impacts: The building design has
many energy eciency measures that have been projected to reduce overall energy use in the building by more
than 17%. Energy-ecient measures include intelligent lighng controls that automacally sense daylight and use
moon sensors to turn o lights in unoccupied areas, lighng systems on mers, state-of-the-art air condioners and
other energy-ecient systems. Also the walls of HQ were made energy-ecient through improved glazing and wall
construcon to retain cool air and keep out the outdoor heat.
Reduced water consumpon, thereby reducing associated CO2
emission associated with the producon of water
in Abu Dhabi, and helping to preserve this precious resource. Oce water consumpon was reduced by more
than 30% through the use of water-ecient xtures, and a 70% reducon in water use for irrigaon through the
irrigaon design and selecon of appropriate plant species
Minimisaon of light polluon
Use of HVAC&R and re suppression systems which eliminate emissions that contribute to ozone depleon and
global warming
Use of FSC Cered wood
Reduced waste generaon during construcon by prefabricang elements, such as toilet pods, stairs cases etc. o-site
Diversion of more than 50% of construcon waste from landll
An automated vacuum waste system to reduce nuisance associated with the handling, storage and transportaon of
waste and allow the recycling of tenant waste
Control of construcon acvies to reduce impact on the local environment
Adopon of green housekeeping pracces
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Design
Trust Tower, Central Market
Trust Tower is a 72,000-square-metre
grade-A premium oce building located
in the heart o Abu Dhabis city centre,
and part o ALDARs redevelopment o the
Central Market site. At the oreront o Trust
Towers design is sustainability, and careul
consideration has been taken to balance the
environmental impact o its development,
whilst creating high-quality oce space that
will meet the needs o its user and business
occupants.
The design is currently undergoing a LEED
Core & Shell Version 2 pre-certication
review by the US Green Building Council and
is anticipated to achieve a Gold rating.
The building is anticipated to achieve a
25% reduction in energy consumption byutilizing intelligent lighting systems, the
most state-o-the-art and ecient HVAC
and building management systems. A 30%
reduction in potable water consumption is
expected with the installation o ecient
water-xtures, and a 100% reduction in
potable water consumption or irrigation
will be demonstrated, by strictly recycling
condensate rom air conditioning systems
or low-hydration plants. By practicing
responsible procurement, 95% o the
wood used will have been sourced rom
Forest Stewardship Council (FSC) certied
wood, to ensure the mitigation o indirect
environmental damage. The tower is also
scheduled to be equipped with a tenant
recycling system which will collect and
correctly dispose o all recyclables.
The end-user will benet most rom our
sustainable designs, as the innovative
building envelope is estimated to save ve
million dirhams per annum in lowered airconditioning costs alone.
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Design
Incorporating Unique
Environmental Design AspectsShams Towers, Yas Island
Yas Island is home to what some have called the
jewel o the Formula 1 racing circuits, the Yas
Marina Circuit. In designing this track, ALDAR
wanted to make a highly visible statement o
environmental commitment by innovative use o
otherwise unused space and renewable natural
resources.
ALDAR installed a customised photovoltaic solar
panel system spreading over 2,500 square metres,
which serves the 60-metre-high Shams Tower. The
solar system will simultaneously provide shade
or the car park underneath and produce 450
megawatt-hours o clean solar electricity annually.
Power generated will not only oset electricity
needs during motorsports events, but will also
continue to power the Yas Marina Circuit acility
or decades, saving 400 tonnes o greenhouse
gases annually.
The panel installation was completed in unison
with other building works, maximising resources
and minimising time delays. The solar panels
yielded nearly 57,000 kilowatt-hours in just over
two months o operations in 2009. The panels
connection to the Abu Dhabi Municipal grid
ensures all produced solar power is utilised.
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Design
Sustainable Community
DesignLeveraging
SustainableBuildings
When
sustainable
building
design is
applied to all
the buildings
in a planned
community,
and when design
and unction
o these buildings
are integrated, the
benecial sustainability eects
are multiplied. Resulting benets include reduced
inrastructure needs, reduced time to build, and
lowered costs and waste produced. The benetsnot only lighten environmental impacts, but
generate signicant nancial benets, creating a
strong business incentive to maximise sustainable
design o communities. Beyond this aggregation
eect, there are other key elements o sustainable
community design, as ollows.
Choosing the Right MixEconomically and socially, the right housing,
non-residential, and overall real estate mix is
critical. For example, adding schools can boost
residential value by up to 30%, while inclusion o
non-residential properties supports job creation
and economic livelihood, reduced commute
times, and added convenience. The right mix not
only contributes to unctionality, but sets the
stage or the creation o a sense o belonging, a
undamental aspect to which our Steward stage is
devoted.
Designing AppropriateInrastructureWell-designed inrastructure improves accessibility
and connectivity or all, and plays a critical role in
acilitating vibrant communities. It also enables
low environmental impact, in the construction
phase and especially over the longer term.
Connecting with NatureConsideration o open spaces and surrounding
environment can lead to improved well-being.
Availability and proximity o open spaces is one o
the most commonly measured indicators amongst
leading sustainable communities in the world.
Mindul and respectul connection to nature canalso yield signicant benets to the local ecology,
protecting and enhancing it or current and uture
generations.
Following Estidama CommunityDesign GuidelinesA key element o the new Estidama guidelines
is their ocus on integrated community design,
which systematically recognises the multiplier
eect o adopting sustainability at the community
system level. To emphasise this, Estidama has
also established rankings at a community level,
We will design all new
communities to meet
a minimum of 2 Pearls
under the new Estidama
Guidelines
We will formalize,track and improve
best cases for mixed-use ratio, residential andnon-residential unit type
ratios, and "community feel"best practices in orderto design and assessALDAR communities
accordingly
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Design
separate rom building-level rankings. As a
developer o communities, ALDAR is in a privileged
position to be able to capitalise on the ull
opportunity presented by sustainable community
designand to work towards achieving truly
sustainable liestyle communities.
ALDAR has committed to
achieving a minimum o
2 Pearls across all o
our community-levelprojects.
EmbeddingSustainabilityand Aligning toAbu Dhabi Vision2030ALDARs Development
Control Process places
emphasis on incorporating the
preceding sustainability elements
throughout the Design stage. Four o the DCPs
more detailed stages (there are seven) are ocused
on the Design stage.
Our overarching goal is to develop sustainable
liestyle communities aligned to Abu Dhabis
Vision 2030. Given that the Estidama guidelines
were developed by the Urban Planning Council
(UPC) alongside Plan Abu Dhabi 2030, we believethat utilizing the Estidama Pearl Rating System is
one o the best means o ensuring alignment to
Vision 2030, both at an independent building and
overall community level. We have thereore set
our targets in this regard. Part o ALDARs Design
Control Process (DCP) involves submission o all
development plans to the UPC or approval; this
process is a direct step in ensuring alignment to
Abu Dhabi Vision 2030 and a chance to engage
key stakeholders with regard to how design
can be urther improved to meet this goal. Our
stakeholder engagement processes extend
well beyond these most direct stakeholders, to
incorporate at the planning stage a wide range o
stakeholders who are expected to benet rom,
or may be directly or indirectly impacted by,
developments under consideration. By committing
to systematically improve that engagement, we
will improve community designs.
As a nal stage o planning, in
2010 ALDAR will require a
Sustainability ManagementPlan to be submitted by
project managers as part o
the planning process in all
projects. While sustainability
is arguably incorporated
across a project plan, this
accompanying plan helps to
highlight key innovations and
interventions that will have the
highest sustainability impact. This
practice was successully piloted in Al
Dana Precinct.
All development
projects will be
required to submit
Sustainability
Management Plans as
part of the Design
Control Process.
ALDAR will track and report
on the results of stakeholder
engagement at the design stage,
and will conduct a stakeholder
satisfaction survey.
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Design
Design Stage:
Summary of Commitments
Indicator Commitment
Sustainable Building Design
% o buildings planned to meet Estidama/LEED
(buildings per level) Design all new buildings to meet a minimum o 2 Pearls under
the new Estidama Guidelines Estimated reduction in environmental impactsand associated reductions in inrastructure re-
quirements and costs
Sustainable Community Design
Community alignment to Estidama integrated
planning guidance (ranking) Design all new communities to meet a minimum o 2 Pearls
under the new Estidama Guidelines Estimated reduction in environmental impacts
and associated reductions in inrastructure re-quirements and costs
Mixed-use ratio within communities
Formalize, track and improve best cases or mixed-use ratio,
residential and non-residential unit type ratios, and commu-
nity eel best practices in order to design and assess ALDARcommunities accordingly
Number, quality and outcome o stakeholder
engagements
Track and report on the results o stakeholder engagement at
the Design stage, and assess whether or not a targeted satis-
action level can be a predictor o community success
% o projects implementing a Sustainability Man-agement Plan
All development projects will be required to submit Sus-tainability Management Plans as part o the Design Control
Process.
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Build
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Build
Build Stage
Our communies will be built usinginnovave approaches and technologiesfor reducing environmental impact, whilepriorising the health and safety of ouroperaves and residents. The Build stage iscrical in following through with sustainabledesigns incorporated in the Design stage.
Key Issues Key Interventions and Rationale
Minimizing environmental impacts
due to construcon
Being respecul to surrounding
communies
Building within nancial parameters
Promong the health and safety of
all workers
Ensuring the well-being of residentsin ALDAR Operave Villages
Procuring more environmentally
friendly and healthier building prod-
ucts and supporng technologies
Minimizing Our Ecological FootprintOur Management Approach: ALDAR will do its part to measure,monitor and actively reduce its environmental impacts. ALDAR
uses a Construction Environmental Management Plan (CEMP)
to integrate sustainability practices into existing construction
processes, enhancing overall environmental perormance while
maintaining or improving project nancial perormance. CEMPs willbe updated to improve our sustainability perormance in 2010. We
will also respect and engage any local stakeholders aected during
the construction process.
Reducing Energy Consumption and Greenhouse Gas Emissions:Building construction is responsible or over 25% o the worldsenergy consumption. ALDAR will proactively work with our project
teams to reduce our energy consumption during the energy-
intensive Build stage.
Conserving Water: Water is a scarce commodity in the region,
and ALDAR is actively reducing its consumption o this preciousresource.
Managing Waste: ALDAR has undertaken various innovative
methods o diverting waste rom landlls and is committed to
replicating the best practices across our portolio o projects.
Protecting the Emirates Biodiversity: ALDAR will do its part to
preserve biodiversity in Abu Dhabis mangroves and other natural
habitats.
Creating a Sae Work Environment and Promoting Well-beingHealth and Saety: ALDAR takes the health and saety o all who
work on our behal seriously, benchmarking global perormance
standards.
Operatives Well-being: With ALDARs Operative Villages, we have
aimed to set a new regional standard or worker care and well-being.
Sustainable Procurement
The sourcing o environmentally riendly building materials, ando technologies or sophisticated environmental management,
is essential or reducing the environmental impact o a buildingsconstruction and ongoing operation.
Wewill aim for
zero breaches
of regulations,
notifications or
fines
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Build
Build Stage Prole 2009
Land area of developments in the Build stage 2758 Ha
% of ALDAR developments in the Build stage 42%
Perspective
The Build stage o our developments has thegreatest impact on ALDARs ecological ootprint-
and thereore presents signicant opportunities
to reduce that ootprint. As the largest property
developer in the Emirate o Abu Dhabi and the
second largest in the UAE, we recognise that the
construction o our buildings and communities
places a heavy demand on natural resources.
It also directly impacts our stakeholders and
surrounding community, including ALDAR
operatives. In the Build stage, we seek to minimise
our ecological ootprint and provide the highest
standards in caring or the health and saety o our
operatives.
Minimizing OurEcological FootprintManaging Our Impact
ALDAR will do its part to measure, monitor and
actively reduce its environmental impacts. ALDAR
uses a Construction Environmental Management
Plan (CEMP) to urther integrate sustainability
practices into existing construction processes,
enhancing overall environmental perormance
while maintaining or improving project nancialperormance. The CEMP will continue to be a
requirement in 2010. We will also respect and
engage any local stakeholders aected during the
construction process.
The CEMP is in line with requirements o the
Environment Agency Abu Dhabi (EAD). ALDARs
Development Control Process requires the
application o CEMP to each uture developmentproject. We tested and enorced the use o CEMP
by our contractors and subcontractors and will
ensure that these will be integrated within our
building contracts.
To urther ensure the continuous implementation
o CEMP, we have employed environmental
consultants to manage, monitor and audit the
extent to which the CEMP is being implemented
on-site, taking action as necessary when violations
are identied. This has proven to be a best-case
practice that will be replicated in all ALDAR
projects in the uture. Our goal or 2010 is to have
zero incidence o non-compliance with CEMP and
zero breaches o regulations, notications or nes.
100% of
new ALDAR
developmentprojects will
implement
CEMPs.
100% of new
contracts will
require CEMPs to
be used on ALDARdevelopment
projects.
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Build
Revamping Practices as
We Renew DevelopmentsCentral Market, Abu Dhabi
ALDARs Central Market Redevelopment is a
project or both ALDAR Properties and Abu Dhabi,
spread over ve hectares o prime city space. It
will comprise luxury apartments, international
grade-A oce space, restaurants, world class hotels,
branded retail outlets and a traditional Arabian
souk.
For the Central Market project, ALDAR has used
only sub-contractors with environmental policies
already in place, or those willing to commit to
ollowing an environmental policy on-site. The
policy was visible, displayed both at the site oces
in public spaces, and on-site notice boards.
An external audit o our contractors revealed
exemplary environmental management, covering
an extensive range o impact areas, including
training on environmental issues, a publiccomplaints register, daily compliance monitoring,
noise and vibration reduction measures, and a
standard waste management procedure.
Reducing Energy Consumption and Greenhouse
Gas Emissions
Building construction is currrently the most energy
intensive aspect o our business.
ALDAR has thereore committed to proactively
working with our project teams to reduce ourenergy consumption during the energy-intensive
Build stage.
The rst step will be to
implement a tracking
process to better
understand the
magnitude o our
impact and where
we can reduce it.
The CEMP will also
serve as an essentialtool in monitoring
and managing our
emissions across all
projects.
We will aim to
have zero incidence
of non-compliance
with CEMP
Wewill require
100% of ALDARdevelopment
projects to report
on their resourceconsumption
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Build
Generating Electricity at Our Sites
Conserving Water
Water is a scarce commodity in the region,
and ALDAR is actively seeking to reduce itsconsumption o this precious resource. The
primary source o water or ALDARs construction
activities is the potable water rom the Abu Dhabi
potable water network produced in the emirates
thermal desalination plants. We use seawater or
dust suppression to urther minimise our impact.
We remain conscious o our overall water
consumption. However, our current billing system
consolidates consumption or all activities, so we
are unable to report on the rate o consumption
or construction activities only. We are developing
a project-by-project account o our water
consumption or uture reports.
Managing Waste
ALDAR has undertaken various innovative
methods o diverting waste rom landlls and
is committed to replicating the best practices
across our portolio o projects. Focusing on
waste management at the Build stage not only
reduces costs o waste disposal, but can also
save signicant input costs by avoiding the
unnecessary use o materials. For 2010, we will
develop waste management criteria as a part
o the CEMP or improved perormance and to
track waste generation. The criteria will address
both hazardous and non-hazardous waste, spillsor discharge, and resulting complaints rom the
community about waste.
100%
of ALDAR
development
projects will be
required to report
on their resourceconsumption.
During the Build stage, some o our sites are not connected to the emirates electricity grid; we thereoreuse diesel-powered generators as an alternative source o electricity on-site. Below is a list o sites with
diesel generators and, where available, statistics on diesel consumption or 2009:
Site 2009 Diesel Consumption GHG Emissions
(Tons o CO2
equivalent)
Al Zeina 6,866,792 litres 19,441
HQ 1,636,592 litres 4,634
Cleveland Clinic Abu Dhabi 309,811 litres 877
ALDAR ReadyMix* 450,000 litres 1,279
Yas Island Operators Village 12,261,450 litres 34,700
Not available: Al Raha Beach, Al Bandar, Al Muneera, Yas Island, Al Falah
*ALDAR ReadyMix works across various ALDAR development projects.
For 2010, we will systematically collect data and report on diesel consumption or on-site electricity
generation across all project sites, and or construction vehicle use.
We will
collect data andreport on diesel
consumption for on-site
electricity generation
across all project sites,
and for construction
vehicle use
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Build
Best Practices inWaste ManagementAl Raha Beach - Al Zeina, Abu Dhabi
ALDARs Al Zeina development is the strategic gateway to the new Al Raha Beach development, which will
represent the natural beauty o Abu Dhabi through ormal Arabic gardens, courts and plazas.
In creating this vision, ALDAR and its construction partners are working to eliminate waste at every step o
the building process through a ocused Site Waste Management Plan (SWMP). Surplus materials, including
timber, plastic, metals, crushed concrete and cardboard, are gathered at strategic recycling areas within the
construction site. Whenever possible, these materials are treated as resources, not as waste, and are reused
on-site. Those that cannot be reused are recycled.
We reused or recycled over 33,000 tonnes o materials in 2009, diverting 83% o waste generated on-
site rom landlls. Cost savings were estimated to be over AED 1.3 Million in 2009.
Solutions or Recycling and Reusing
22,600 tonnes o concrete was recycled and reused
Residual and surplus concrete was used in trac lane dividers, the hardstand base to the construction wastesegregation areas, haul roads, storage compounds and drainage trench backll. Crushed concrete has also
been stored or use on uture phases o the development.
9,130 tonnes o timber was recycled and reused
Through good segregation, stackable plywood was sold to downstream markets. Large pieces o plywood
ormwork were cleaned and reused multiple times and discarded plywood used to make boxes or sae
on-site storage. Surplus timber was stockpiled until we could nd a solution, and was eventually sold to a
landscaping company and a waste-to-energy plant. When transported, the timber was shredded in order to
double the tonnage that could be hauled or each journey.
1,260 tonnes o metal was recycled and reused
Scrap or surplus metal was reused on-site or segregated and stored or collection by downstream merchant
companies.
85 tonnes o plastic was recycled and reused
Sot plastics (such as bags and lm) were segregated rom hard plastic (PVC) materials and sold. Where
possible, clean and undamaged PVC conduit o-cuts were sold to downstream markets as a reusable
product. Plastic water bottles were recycled at the project oces. In an eort to drive down plastic bottle
usage, a drive to use bulk water stations and reusable jugs and glasses was implemented.
55 tonnes o paper was recycled
Cardboard was segregated, balled and consigned to merchants or pulping and or use in the production o
brown paper.
Other innovations were used to reduce waste
Innovative lightweight masonry walling panels, preabricated staircases and preabricated service ductsallow quicker and less wasteul construction. The use o bathroom pods constructed o-site saved
approximately 8m3 o waste per pod compared to conventional on-site methods o bathroom construction.
We will develop a
waste management
plan and criteria for
improved performance
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Environmental Protecon 2009
Total environmental protecon
expenditures and investments8.5 million AED
The area along Airport Channel had been approved or use in reclamation and backll or the Al Raha Beach
Development. However, ALDARs Environmental Impact Assessments noted that the mudats and mangroves to
the west o Yas Island supported large populations o shorebirds and waders, including Eurasian Spoonbills, an
uncommon species in the UAE.
When the areas importance as a habitat became clear, ALDAR, working in concert with authorities and local experts,
changed its dredging plans. The importance o the area has also been recognised by HH Sheikh Sultan bin Zayed,
then deputy prime minister o the UAE, who decreed that the mangroves, mudats and shallow sea to the north o
Sammaliah Island should remain in perpetuity as a Marine Protected Area.
ALDAR also observed that the area surrounding Yas Island contains the greatest diversity o species o all our project
locations, and is also an area visited by the endangered Green Turtle and critically endangered Hawksbill Turtle.
Indo-Pacic humpback dolphins, nless porpoise, and Dugong are other vulnerable species that we look out or
in our proposed developments around Yas Island, avoiding activities that will have signicant negative impacts.
However, the important habitats such as the most established and diverse seagrass beds and mangrove areas are
not directly impacted by the island or the activities, as they are some distance rom the island and separated by
channels and in some cases a wide intertidal area. As such this limits the direct eects o the proposed development
on these habitats. To our knowledge our other projects do not directly threaten the surrounding natural habitats.
As part o the regular environmental monitoring programme, Nautica Environmental Associates LLC, a locally-based
environmental consultancy was retained to undertake quarterly ecological monitoring o the site and surroundings,
ollowing their completion o the environmental baseline survey in 2005.
Protecting Abu Dhabis Wildlife
We will report on all
environmental protectionexpenditures .
Protecting the Emirates Biodiversity
ALDAR will do its part to preserve biodiversity in
Abu Dhabis mangroves and other natural habitats.
From the Design stage o a project, ALDAR
undertakes Environmental Impact Assessments to
ensure that we avoid or minimise any disruption to
the existing ecosystem. We have identied about
30 species on the IUCN Red List o ThreatenedSpecies in areas close to our operations, o which
nine are classied as vulnerable, near threatened,
endangered, or critically endangered; we plan our
developments with a view to preserving these
species.
Environment Agency - Abu Dhabi (EAD) Environment Agency - Abu Dhabi (EAD)
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ALDAR and MangrovesProtecting Our Environment
About three-quarters o the mangrove orests in
the United Arab Emirates are in Abu Dhabi. The
mangroves provide natural habitats or spawning
sh and aquatic wildlie, create a nesting habitat
or birds, preserve coastal areas against erosion
caused by wave and wind action, act as one o theew naturally occurring carbon sinks in the region,
and provide beautiul vistas that are a part o the
local culture and history.
The measures ALDAR is taking to protect
mangroves are particularly relevant to two
ALDAR developments, Al Gurm Resort and Yas
Island, as mangroves are an integral part o
both areas natural environment and appeal.
Both developments have required the removal
o mangroves, but ALDAR is actively managing
site activities through its CEMP to limit negativeimpactsand in both cases has replanted more
mangroves than were lost during development.
At Al Gurm, approximately 0.4 hectares o
mangrove orest were lost owing to land
acquisition. In 2009, ALDAR planted a total o
roughly two hectares, or over 74,000 mangroves,in areas around the site. Daily water quality testing
conrms that there has been no deterioration,
and modelling predicts that conditions and tidal
movement will continue to support mangroves.
On Yas Island, during the construction o the
Links Gol Course, ewer than 500 mangroves
had to be removed. ALDAR, with the help o His
Highness Sheikh Hamdan Bin Zayed, planted
115,000 mangrove trees between December
2008 and February 2009 opposite the Links GolCourse on the other side o the western channel.
Following planting, the mangrove area was visited
on a monthly basis throughout 2009 to monitor
progress and or basic maintenance; the survival
rate has been estimated to be 8085%.
We frequently liaise with and areinspected by EAD to ensure theyare satisfied with our protectionmeasures.
Our Commitment
Going orward, ALDAR will continue to
actively protect mangroves surrounding our
developments, and in 2010 we will develop and
undertake a mangrove survey programme across
our developments, with a view to reporting on the
ollowing key perormance indicators:
Total number o mangroves lost owing to
our activities
Total number and area (in hectares) o
mangrove planted
For mangrove areas already under our control, we
will report on total number o mangroves, density,
area covered, age, heights and health o the
mangroves.
We will seek to collaborate and engage with
external agencies, such as EAD and Emirates
Wildlie Society (EWS), in our mangrove surveys
and identiy opportunities to help raise public
awareness on the importance o mangroves in Abu
Dhabi. Because mangroves unction as a carbonsink, we will also take them into account in uture
carbon emission calculations or our activities.
We will developand undertake amangrove survey
programme acrossour developments
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Health and SaetyALDAR takes the health and saety o its employees andall who work on our behal seriously, benchmarkingglobal perormance standards. With approximately80,000 people working on ALDAR developments, healthand saety risks are high across our business. As wellas being our legal and moral responsibility, ensuringthe saety o our operatives also reduces the costso injuries and time away rom work, and promotesthe overall well-being o our sustainable liestylecommunities.
ALDAR has developed a robust Health, Saety, Securityand Environmental Management System (HSSEMS)that addresses the inherent risks o our constructionactivities. HSSEMS is implemented strictly in line withinternational and UAE-recognised standards, such asOHSAS and ISO and other best practices, in all ongoingprojects and owned, rented and managed assets.
To ensure that ALDARs risk and perormancemanagement systems stay current, a working groupmade up o representatives rom all departments oALDAR operations carries out annual reviews o healthand saety policies and perormance.
Because the vast majority o our workorce is involvedin high-risk construction activities, we make it a toppriority to track labour-specic indicators critical totheir health and saety and address issues immediatelyas they arise.
Setting the Standard or Health andSaety
The EAD has recently legislated that allcompanies and organisations in the UAEmust institute Environmental, Health and
Saety Management Systems, in accordancewith OSHAS 18001 and ISO 14001 standards.ALDAR has been asked by the Departmento Municipal Aairs to be a pilot organisationor the evaluation o this regulation inpractice; ALDAR will be the rst to undergoinspection under these new criteria. ALDARis honoured to be a pacesetter in healthand saety and we intend to report on ourperormance iin uture reports.
Leadership in Health and SaetyIn February 2009, Andrew Broderick, ALDARs
Head o Health and Saety, became theAbu Dhabi spokesperson or Build SaeUAE, a not-or-prot organisation aimed atimproving the health, saety and welareconditions o all construction industrystakeholders. By creating a platorm thatencourages companies to pool and shareinormation, Build Sae UAE hopes toprevent accidents by raising awarenessand communicating potential dangers andlessons learnt throughout the industry. Weare proud to be the rst master developer toormally become a ull signatory member oBuild Sae UAE. Upon ALDARs commitments
to Build Sae UAE, 80% o ALDARscontractors also joined the NGOs eortsin catalysing a saer construction culturethroughout the UAE.
Providing a SafeWorking Environmentand Promoting Well-being
We will aim for
a zero fatality
rate in 2010
We aim to
reduce the numberof first aid cases by
30%
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Health & Saety o ALDAR Construction Workers 2007 2008 2009
Fatalities 2 2 2
Lost time injuries over 3 days 11 35 71
LTIFR (lost time injury requency rate) 0.28 0.22 0.28
Lost time days 216 393 636
Medical treatment (hospital reerred) 219 1,474 1,371
First aid cases 2,931 4,917 6,267
Work-related illnesses (occupational illness) 0 2 23
Near-miss incidents 658 367 546
Average monthly total manpower on-site 17,787 49,677 70,123
Maximum incident-ree hours reached N/A* 74,284,709 1,587,494,067
Saety inductions 25,014 55,265 40,982
ALDAR HSE Meetings 475 1,671 2,315
Saety toolbox meetings 4,717 25,552 47,664
*Started tracking in November 2008
Over the last three years we have experienced
six atalities on ALDAR Developments. All o the
atalities have been directly work-related and
involved accidents where appropriate saety
precautions were not taken by individuals around
vehicles or equipment. ALDAR makes every
eort to review such incidents and implement
recommendations to prevent reoccurrences where
applicable.
With the growth o our developments and an
increase in the number o people and hours spent
working on them, we naturally saw more health
and saety incidents over the past three years.
However, we are pleased to report that our lost
time injury requency rate (LTIFR), which reects
how oten serious health and saety incidents
occur relative to the number o hours worked,
is less than hal the international standard o
0.60 (0.60 is also the UK construction industry
standard), averaging only 0.26 over the last three
years.
We hope to continuously lower injury rates by increasing awareness o health and saety risks and improving
saety standards. ALDAR has set ambitious health and saety perormance targets or upcoming years;
however, we understand that achieving these targets will take time. For the next year, our goals are as
ollows:
Everyone who works for an ALDARbacked project needs to understandthat their safety remains a priorityof the highest order for us. Frankly,it is irrelevant whether the teams ofpeople working on site are membersof the ALDAR Executive ManagementTeam or work for a contractorscontractor.
John Bullough, CEO ALDAR Properties PJSC
Health & Safety Targets 2009 2010 Target
Fatalies 2 0
Lost me injuries over 3 days 71 0
LTIFR (lost me injury frequency rate) 0.28
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Operative Well-Being
With ALDARs Operative Villages (OV), we have aimed to set a
new regional standard or worker care and well-being. ALDAR
recognises that good health is just one indicator o the quality
o lie. We also want our operatives to enjoy a balanced and
sustainable community. ALDAR has thus developed severalaccommodation options to cater to the needs o our operatives,
creating communities they can be proud to call home. All
necessary amenities are provided, including healthcare,
educational, and entertainment acilities. We are committed to
developing and tracking quality o lie indicators or residents o
our Operative Villages.
ALDAR will develop
and track quality oflife indicators for our
operatives in our OVs.
Our Operative VillagesA Sustainable Community in the Making
Beore ALDAR began constructing its 28 mega-developments spanning 52 million square metres across
the Emirate o Abu Dhabi, we had to consider accommodation or the more than 70,000 men and
women who were needed to make the projects a reality. Two Operative Villages (OVs) were operating
by the end o 2009: Yas Island OV has been ully unctional or all o 2009, and Mussaah OV became
operational in June 2009.
Diverse CommunitiesThe OVs are a mix o cultures, with 34 nationalities represented and eight standard languages used.
Though only 5% o the residences in one o the six Yas Island OVs are currently occupied by women,
emale occupancy should rise to 30%, or 600 women, by the end o 2010. To cater specically to
women, the security task orce has emale sta at all times and the medical clinic has emale doctors
and nurses on sta 24 hours a day. The Yas Island OV also houses a mosque with a capacity o 2,500 and
prayer rooms throughout the community. Individuals o dierent aiths are bussed into the city to their
respective places o worship. A community centre serves as an accessible venue or monthly eedback
sessions with camp bosses, contractor companies and acility managers.
Energy Consumption, GHG Emissions and Water
2009 Yas Island Operaonal Villages
Total capacity 35,000
Average occupancy rate 80%
Peak occupancy rate 94%
GHG emissions (CO2
equivalent) 34.7 million tons
Total diesel consumpon 2,697,142 gallons
Potable water consumpon 486 million gallons
Total waste water discharge (100% recycled) 228 million gallons
Yas Island OV has successully monitored energy and water consumption and waste management. It
is one o the only ALDAR developments that currently tracks its diesel use. The community recycles
100% o its waste water or on-site irrigation; waste water that is not used is ed to Yas Links Gol Course
Nursery. In this way, 47% o all potable water used onsite is recycled.
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The acilities` management is looking into new ways to reduce operating
costs through sustainable and environmentally riendly initiatives. ALDAR
is currently assessing the use o solar panels and water-ecient xtures to
reduce consumption rates.
Resident Health and Saety
ALDAR makes every eort to ensure that the healthcare needs o our operatives
are met, above and beyond regional standards. In order to provide accessible and
aordable access to medical care, our OVs have clinics open 24 hours a day, seven days a week. These
clinics are equipped with emergency rooms, X-ray machines, and isolation rooms. Each clinic tracks the
ve top diseases and medical issues, as well as rates o inectious disease, with trends monitored by
ALDAR. Free medical awareness camps are held once a month by Serve and Inspire, a group o volunteer
doctors, nurses and helpers who provide consultations, blood pressure checks, blood sugar tests, eye
tests, and when required, ree eyeglasses. They also oer ree lectures on good hygiene, H1N1 and other
health-related issues.
Yas Island OV employs over 150 sta to provide security or the community. Every serious incident is
recorded and monitored. The crime rate is low or a community this size, and over the past three years,
the community has seen ve deaths, all being natural deaths. All OVs are equipped with 75 re hoses
and 35 double-headed re hydrants. Fire drills are practiced and updated regularly, and maintenance o
re equipment is carried out periodically by certied remen.
Resident Well-Being
OV residents have access to a laundry service, an Internet cae, a money transer acility, a postal oce
and a corner store or daily staples. Two restaurants within each village provide variety rom the mess
hall. Construction workers are required to consume at least 3,500 calo
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