SUSTAINABILITY

REPORT 2012

Sustainability in Motion
 Chairman’s
Message

It is my pleasure to welcome you to DoT’s fourth annual sustainability report, representing our progress
towards our vision of delivering a world-class transport system that contributes to economic growth,
quality of life and environmental sustainability within the Emirate of Abu Dhabi.

Our drive toward sustainable transport is demonstrated in this report, providing insight on the
implementation of sustainability within our management and operations. It discusses our performance,
achievements and commitments based on the organisation’s five strategic objectives with a final section
on the environment in alignment with the three pillars of sustainability management.

Please join us as we move sustainability forward within our organisation and the Emirate of Abu Dhabi
transport system.

Abdulla Rashed Al Otaiba

Chairman of the D­epartment of Transport

Member of the Executive Council

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 ‘Abu Dhabi’s vision for the future calls for nothing less than a world-
class, sustainable transport system – one that sets a global standard
for efficient services, integrated technologies, and innovative policies.’

Abu Dhabi Surface Transport Master Plan

Emirate of Abu Dhabi Transport Map

Symbol Definition Infastructure Usage DoT's Role

15,003,000 passengers

Ai rp ort s 5 airp ort s 231,016 fl i ght s Reg ulat or

569,500 tonnes of cargo

Po rt s and M ari nas 6 port s 9,393,265 tonnes of fr eight Regulator

30,618 port visits

127,647 cruise passengers

Bus St at io ns 100 b us rout es

67,000,000 passengers Developer, Operator, Regulator
575 busses in service

Ferry 2 ferries in operation 87,175 p asseng ers Op erat o r

90,154 controlled parking spaces

MAWAQIF Parking Management Ar eas 48 Sectors with MA WAQIF Parking Management System Developer, Operator, Regulator
60,092 parking per mits issued

[blue line] M ai n Road s DoT act s as a d evelop er for mai n r oad s within the Emirate, with the aim of expanding connectivity and mobility Developer, Regulator

Abu Dhabi Metro (Planned) DoT is leading the way in multimodal transport thr ough the development of a light rail metr o within the city of Abu Dhabi. Developer

[light green line] Etihad Rail (Planned) 246 kms of rail in development as phase one of the Etihad Rail pr oject planned completion date 2014 Regulator

Etihad Rail Freight Stations 5 freight stations planned as part of Et i had Rail p hase 1 p lanned co mp let i on date 2014 Regulator
 Table of
Contents

1About DoT
• DoT Vision, Mission, and Values
• Overview of Roles and Responsibilities for the 3 Main DoT Sections
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2 Sustainability Management at DoT

• Sustainability Framework
• Stakeholders We Engage
• Embedding Sustainability Within Operations and Culture
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• Sustainability Reporting and Transparency 15
• 2012 DoT Performance Highlights 15

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CHAPTER 1: Congestion Relief 20
• Public Transport Growth to Mitigate Congestion 21
• Improving Congestion Through Traffic Flow Solutions 24
• Investing in Infrastructure 25

4 CHAPTER 2: Safety and Security 28

• A Safe and Secure Transportation Network 29
• Project Safety 30
• Supporting Safety in Operations 31

5 CHAPTER 3: Level of Service 34

• Putting Our Customers First 36
• Supporting Modal Shift Through Accessibility 37

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CHAPTER 4: Economic Return 41
• Direct Economic Impact 42
• Indirect Economic Impact 43

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CHAPTER 5: Organization 47
• Governance and Organizational Structure 48
• Strategic Management and Direction 48
• Achieving Excellence in Human Resources 49
• Supporting Emiratisation 51

8 CHAPTER 6: Environmental Sustainability 55

• Innovating Environmental Solutions for an Efficient Transport System 56
• Strategic Management of Environmental Impact 57
• Internal Environmental Performance 58

9 Appendices 61
• Summary of 2013 Commitments and Achievements 62
• Report parameters 64
• Stakeholders Map 65
• Governance and Corporate Structures 66
• Acronyms 68
• External Assurance Report 69
• GRI Index 71
• GRI Certification 75
 About
DoT
Abu Dhabi’s Department of Transport (DoT) was established
in 2006 to support and regulate the development and growth
of a world-class transport system in the Emirate of Abu Dhabi.
DoT was charged by the Executive Council of Abu Dhabi with
improving privatisation and cost efficiency, establishing world-
class standards, employing a greater number of Emiratis, and
enhancing accountability, all within a transparent regulatory
environment.

DoT continues to work towards the goal of developing a top-

notch, integrated transport system that meets and exceeds the
expectations of Abu Dhabi residents, visitors, and commercial
entities. In 2012, DoT maintained its successful growth and
organisational development, raising the level of service to its
customers and partners and increasing passenger volume for
public transport, hired transport, and freight.

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 Vision Aviation (Regulator)
To deliver an effective transport system that contributes to the economic growth, quality of life, and environmental sustainability of the
• Develops, implements, oversees, and reviews aviation policy and regulations.
Emirate of Abu Dhabi.
• Oversees strategic planning of the aviation industry.
• Develops and enhances systems and processes to provide timely and accurate monitoring, evaluation, and reporting on sector
Mission performance.
• Facilitates sustainable development of the aviation sector via continual and effective coordination with stakeholders.
To regulate, plan, and develop an efficient and integrated transport system that serves the public interest by enhancing mobility and
• Enhances the connectivity of Abu Dhabi by increasing air access to overseas markets.
establishing safe, secure, and environmentally responsible Aviation, Maritime, Public Transport, and Highways sectors.

Maritime (Regulator)
Values
The values of the Department of Transport are: • Develops, coordinates, and oversees maritime regulations within a federal framework, including safety, security, environmental,
• Excellence: DoT continuously strives to distinguish itself by delivering results of the highest quality. and economic regulations.
• Commitment: DoT takes ownership of its objectives and is fully accountable for achieving them. • Oversees Abu Dhabi Port Company (ADPC)’s strategic planning efforts.
• Integrity: DoT applies the highest legal, ethical, and moral standards to its work. • Monitors, evaluates, and reports on sector performance.
• Cooperation: DoT values teamwork and strives to forge lasting partnerships with its stakeholders amidst an enduring • Promotes the rapid and continuous development of the maritime sector.
atmosphere of mutual respect.
• Transparency: DoT ensures the highest level of transparency in its internal and external interactions by behaving, at all
times, with fairness and openness.
• Efficiency: DoT is committed to continually improve efficiency by responsibly managing its resources in establishing shared goals.

Sustainable Transport and Sustainable Development

DoT plays a significant role in supporting sustainable development within Abu Dhabi Emirate through its role as a regulator, operator,
and developer of the Emirate’s transport system. DoT uses the following definitions as guideposts:

Sustainable Development: Development that meets the needs of the present without compromising the ability of future generations
to meet their needs.

Sustainable Transport: A transport system that meets the needs of today’s customers while managing resources and planning
infrastructure in anticipation of the needs of future customers.

Memberships
• Founding member of the Abu Dhabi Sustainability Group
• Member of the International Association for Public Transport and signatory member of the Charter on Sustainable Development

DoT was the local host of the 2012 International Association of Public Transport (UITP)
MENA Congress in Abu Dhabi. The largest public transport event in the region, the UITP
MENA Congress brought together regional actors and stakeholders to discuss the future
of public transport in the region. As host, DoT played a critical role in the success of the event.

Overview of Roles and Responsibilities for the 3 Main DoT Sectors

Surface Transport (Regulator, Operator, and Developer)

• Develops regulations for hired vehicles and buses, and for the future fixed mass transport and ferry sectors.
• Provides licensing and registration services for hired vehicles, buses, future fixed mass transport, ferries, and freight operators and
vehicles.
• Oversees operations of hired vehicles, buses, and future fixed mass transport and ferry services.
• Monitors, evaluates, and reports on sector performance.
• Implements a parking management programme to alleviate congestion and support the integrated transport system.
• Develops strategic plans, policies, and regulations, and monitors performance of the freight sector.
• Manages traffic and transport operations on main highways.
• Manages and oversees implementation of highway infrastructure development plans.

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 Sustainability
Management
at DoT

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 Sustainability Management at DoT Suppliers and Contractors – These are organisations that provide DoT with goods and professional or technical services to assist
DoT in performing its roles and fulfilling its vision. An important part of DoT’s commitment to sustainability is the organisation’s
responsibility to direct its investments into a local, ethical, and environmentally astute supply chain.
Sustainability Framework
Transport Sector – DoT is the regulator of a number of organisations, including Abu Dhabi Airport Company (ADAC), Abu Dhabi
In its capacity as an operator, developer, and regulator, DoT’s interpretation and approach to ‘sustainability’ takes many forms.
Ports Company (ADPC), TransAD, Etihad Railway, and Etihad Airlines. Furthermore, DoT’s regulatory role in the development and
DoT has developed a sustainability framework that aligns with the organisation’s five strategic objectives, and includes an additional
activities of the transport sector affects every private sector organisation in the Emirate.
focus area for environmental sustainability in alignment with the three pillars of sustainable development, and in accordance with
international sustainability management guidelines.
Embedding Sustainability within Operations and Culture
DoT’s Sustainability Framework Integrating sustainability into operations and building a company culture that embraces sustainability is part of DoT’s commitment to
Focus Area Summary business excellence.

Providing transportation options which encourage uptake of public transport while addressing sources DoT’s Sustainability Webpage
Congestion Relief
of congestion though infrastructure development and parking control.
To increase awareness and communication, DoT has added a sustainability section to its website. This will enable more effective
Developing and enforcing policies which increase safety and encourage best practices in DoT internal public relaying of sustainability-related news, documents, and information to stakeholders. This section can be accessed at:
Safety and Security
operations and throughout the transport system. http://dot.abudhabi.ae/en/info/Sustainability
Expanding DoT operations to meet new customer needs while increasing accessibility and modal
Level of Service
transportation use.
Building a globally competitive transport system that encourages development and brings revenue to
Economic Return
Abu Dhabi Government.
The development and regulation of a strong and efficient transport network requires a high calibre of
Organisation organisational excellence. DoT continues to embed efficiency and best practices into operations in
order to foster a positive and productive workplace with strong performance outcomes.

Environmental
Sustainability* Measuring and minimising impact while integrating cleaner technologies into the transport system,
[additional focus area and increasing environmental awareness for the long-term success of DoT and Abu Dhabi.
for sustainability]

*”Environmental Sustainability” is not a component of DoT’s five strategic objectives. It is represented in DoT’s sustainability framework
to represent international best practices for sustainability reporting.

DoT’s Sustainability Policy

A formal sustainability policy for DoT was prepared in 2011 and was signed into force by the Chairman of DoT in early 2012. The
policy provides guiding principles for all of DoT’s strategies, policies, plans, and operations, with an eye towards incorporating
sustainability into DoT’s internal processes and into the transport sector as a whole.
The new policy defines ‘sustainable transport’ as a transport system that meets the needs of today’s customers while managing
resources and planning infrastructure in anticipation of the needs of future customers.
DoT’s sustainability policy can be accessed at: Dot.abudhabi.ae/en/info/policy_and_approach

Stakeholders We Engage
Abu Dhabi’s transport system impacts nearly every aspect of the Emirate’s daily activities. DoT plays a major role in improving the
transport experience of every resident, visitor, and business in Abu Dhabi.
The integrated and expansive nature of the transport system makes constant engagement with all stakeholders an imperative. DoT’s
key stakeholders, those with whom the organisation engages most frequently, are listed below. Additional details can be found in
Appendix C on page 65.

DoT Stakeholders DoT’s Sustainability Management Working Team (SMWT) is the formal coordinating body of sustainability management within the
organisation. In 2012, the SMWT was composed of 20 members from 14 divisions, with the director of the Environment Health and
Direct Customers – As users of Abu Dhabi’s main roads, parking, and bus and ferry services, and of the overall integrated transport Safety (EHS) division serving as the chairman.
system, DoT’s customers see the greatest returns from the organisation’s continual development of a sustainable transport system. As representatives of their divisions and sectors, SMWT members collaborate to ensure the continued implementation of sustainability
at DoT. The SMWT is directly responsible for reviewing the stakeholder engagement process, developing new sustainable procurement
DoT Employees – Composing a team of 935 individuals, DoT’s employees are central to the successful development and growth policies, creating and implementing the DoT sustainability policy, and improving and enhancing sustainability tracking, measurement,
of DoT and the transport system as a whole. In his/her daily roles within the organisation, each employee is an active part of and reporting systems.
advancing the cause of sustainability in the Emirate of Abu Dhabi’s transport system.
Government Entities – With guidance and direction from the General Secretariat of the Executive Council (GSEC), DoT Divisions Represented in SMWT
coordinates with numerous government entities to create a transport system that is integrated with urban planning, tourism • Aviation • Public Transport • Maritime • EHS
development and growth, commercial expansion, and diversification. • Integrated Transport Planning • Organisational Development • Support Services • Public Relations
DoT’s government partners in working towards this goal include the Executive Council of Abu Dhabi, the Urban Planning Council • Main Roads • Administration • Corporate Strategic • Bus Office
(UPC), the Department of Economic Development (DED), Abu Dhabi Police, the Abu Dhabi Tourism Authority, the Environment • Freight • MAWAQIF Planning and Performance
Agency of Abu Dhabi, the General Civil Aviation Authority (GCAA), the Department of Finance (DoF), the National Transport Management
Authority (NTA), the Abu Dhabi Education Council, the Civil Service Council, and local Municipalities.

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 Achievements of the SMWT in 2012 SMWT Commitments for 2013
Annual Sustainability Reporting Sustainability Training
Measurement and analysis of 150 KPIs and qualitative goals Provide comprehensive training on sustainability for DoT
and achievements employees in all departments

Transport Sector GHG Emissions Inventory

Achievement of 57% of 2011 Commitments
Develop a measurement framework and calculate total
Achieved 20 of the 35 goals outlined in the 2011 sustainability
greenhouse gas (GHG) emissions of Abu Dhabi’s transport
report
sector, to improve strategic and statistical understanding

Sustainability Policy Sustainable Procurement

Created a formalised statement defining the role and meaning Assess current procurement methods and activities in order to
of sustainability at DoT develop and implement a sustainable procurement strategy

Internal Sustainability Newsletter

Integration of Sustainability into Job Descriptions
Create a fortnightly newsletter to be circulated to all DoT
All employees now have aspects of sustainability integrated into
employees, in order to engage with personnel and educate
their job descriptions, as part of DoT’s commitment to embedding
them on sustainability concepts and DoT’s current and future
sustainability within all levels of operations
sustainability activities

Sustainability Reporting and Transparency

Annual sustainability reporting is a manifestation of DoT’s commitment to openness and responsibility. DoT holds itself to the highest
standards of transparency and accountability in order to build trusting and engaging relationships with all of its stakeholders. It is
DoT’s goal to continue to evolve its sustainability reporting process to match the organisation’s maturity and level of sophistication.
DoT’s GRI report assessment has risen steadily in recent years, reaching the application level of A+ for the 2011 and 2012 reports.
The complete GRI Index and application level statement can be found in Appendix G on page 71.

Sustainability Reporting Level 2009 2010 2011 2012 2013 Target

GRI Application Level for Annual Sustainability Reports B A A+ A+ A+
Number of GRI Indicators Reported 87 112 127 136 136
Report Commitments Achieved (listed on page 63) - 41% 51% 57% -

2012 DoT Performance Highlights

Ratification of DoT Sustainability Policy 57.3% Emiratisation
101,261 customer transactions completed at DoT customer care centres 28,694 training hours for employees
67,000,000 bus passengers 100 bus routes in operation
MAWAQIF expansion to 48 sectors 90,154 controlled parking spaces operated by MAWAQIF
15,003,000 air passengers 127,647 cruise passengers
569,500 tonnes of cargo handled at Abu Dhabi airports 9,393,265 tonnes of freight handled by Abu Dhabi ports
87,175 ferry passengers 63,334,503 taxi passengers
100% implementation of EHSMS Zero DoT safety incidents

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 Focus
Areas

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 CHAPTER 1
Congestion Relief

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 Congestion Relief Bus Transport System
The swift and successful growth of the bus transport system is a remarkable accomplishment for DoT and the Emirate of Abu Dhabi.
Serving more than 67 million passengers in 2012, the bus system continues to expand its services to meet the Emirate’s transport
‘As growth continues, a multifaceted, multimodal transport system will be vital to creating a vibrant, sustainable world-class city.’ needs. The bus system provides an essential transport option for congestion reduction by lessening the need for private vehicles.
– Abu Dhabi Surface Transport Master Plan Going forward, DoT will continue to develop its bus transport system to best serve the needs and ambitions of its customers.

Congestion reduction represents DoT’s most significant leverage point for improving the economic, social, and environmental Bus Transport System Contribution to
2009 2010 2011 2012 2013 Target
health of the Emirate of Abu Dhabi. Strategic management of congestion aligns with the Emirate’s strategic objectives as outlined Congestion Relief
in the Abu Dhabi Economic Vision 2030 and provides a number of opportunities for DoT to use its role within Abu Dhabi’s economy Number of bus passengers* 33,000,000 58,000,000 64,000,000 67,000,000 70,000,000
and society to deliver lasting positive impact.
Number of new buses phased in 500 0 15 0 200
DoT has focused its efforts on three primary areas to address the challenges of congestion within the Emirate of Abu Dhabi. Peak bus demand** 370 367 409 423 570
1- The first area of focus is the development of public transport capacity by: developing a comprehensive public bus system;
facilitating the development of the Emirate’s hired car sector; and investing in new forms of public transport. *Number of bus passengers figures include estimated Ojra fare card users.
2- The second area of focus is DoT’s operation of ‘MAWAQIF’, the organisation’s formal parking control department. **Peak bus demand is defined as the number of buses in operation during peak travel times.
MAWAQIF manages and monitors parking within the Emirate to increase the efficiency and safety of personal car parking.
3- As an additional area of focus for congestion relief, DoT is addressing congestion by developing roads and transportation
network infrastructure in order to reduce travel times and facilitate the development of multimodal transportation networks Local Bus Services: Abu Dhabi City Intercity Bus Services in Abu Dhabi Emirate
and the use of intelligent transport systems.

Public Transport Growth to Mitigate Congestion

Public transport represents the Emirate’s greatest opportunity to address the challenge of congestion while increasing the quality of
life for residents. A transition to public transport within the Emirate is one of DoT’s ambitious goals, the conducting of 33% of all trips
via public transport, to be achieved by 2030.

Currently, Abu Dhabi’s public transport system consists of an Emirate-wide bus network which serves the Emirate’s main urban
areas and also provides intercity connectivity. In 2012 the average number of public transport boardings increased to 3.81 per month,
signalling the growth and uptake of the Emirate’s public transport system. The uptake of public transport, primarily public buses and
public ferries, continues to support reduction of cars in active circulation; as a result, this augments the safety and environmental
sustainability of the transport system. The diagram below outlines DoT’s definition of an effective public transport network, acting as a
guidepost for our current and future operations.

Public Transport Usage 2010 2011 2012

Average monthly public transport passenger boardings per capita 2.4 2.95 3.81

Safe Driving Knowledge of

Roadways

Safe and Secure

Economical Network Coverage

Effective
Cost Effective Public Connectivity
Transport

Minimal Wait Time Clear Routes, Maps

Ease of Use

Clean and
Acessible
Comfortable

Mapping Effective Public Transport for Abu Dhabi

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 Improving Congestion through Traffic Flow Solutions
Private cars play the most significant role in the Emirate of Abu Dhabi’s transport system. Reliance on personal vehicles for travel
contributes significantly to congestion. Mass transit options and ridesharing continue to be the best opportunities for reduction of
congestion, with parking control contributing to congestion relief through organisation and control of parking within the capital and the
Emirate’s other urban areas.

In 2012, DoT’s integrated parking system, MAWAQIF, expanded its parking management services to cover 48 sectors, exceeding the
stated goal of 43 sectors. Parking management has proven highly successful in reducing congestion and creating a safe and orderly
parking environment for drivers and pedestrians. In addition to its expanded parking management services, MAWAQIF has also
introduced a number of new customer service and payment options to improve customer experience. Details of these innovations
can be found in the ‘Level of Service’ section on page 36.
For more information, visit: http://mawaqif.ae/content/public-parking-control?l=en

MAWAQIF Profile 2009 2010 2011 2012 2013 Target

Number of controlled parking spaces 2,474 33,231 61,652 90,154 98,600
Sectors featuring MAWAQIF Parking Management 2 19 30 48 50
Parking compliance rate 97% 98.02% 97.77% 97.96% 98.00%
Female-only parking bays - 132 132 132 132
Resident parking permits* - - - 60,092 --

*Number of resident parking permits is a new indicator for 2012 measuring the number of resident parking permits that are live by the
end of the year.

For more information, visit: http://www.ojra.ae/en_bus.htm

Ferry Services
DoT operates ferry services between Abu Dhabi City and Delma Island, serving 87,175 passengers in 2012. The ferry service
increases accessibility and connectivity for residents and visitors to Delma Island and serves growing transport demand to the Island.

Water Ferry Profile 2010 2011 2012

Number of in-service water taxis/ferries 2 2 2
Number of water taxi/ferry passengers 73,812 97,654 87,175

Ferry Service SMS

The customer care division is working to improve the level of service to its customers in 2013 by making up-to-date information on
ferry schedules and timings available to customers via SMS.

Taxis
The taxi system, which is overseen by DoT and Abu Dhabi Municipality and regulated by TransAD, plays a vital role in providing
mobility to Abu Dhabi’s residents. In 2012, there were 63,334,503 taxi passengers, an increase of 6.8% from 2011. TransAD
continues to improve the availability of taxis as part of Abu Dhabi’s public transport system, increasing the number of taxis to 7,147
in 2012. As an alternative to private vehicles, taxis play a role in decreasing congestion by reducing parking demand and providing
shared rides for urban and intercity travel.

For more information, visit: http://www.transad.ae/en/main/passengers.aspx

Taxi System Contribution to Congestion Relief 2009 2010 2011 2012

Number of taxi passenger trips 27,320,700 53,916,639 61,241,813 63,334,503 MAWAQIF Parking Control Zones in Abu Dhabi City, 2009–2012
Number of taxis in operation 4,934 6,445 7,074 7,147
Average wait time for taxis (minutes) 13 8.5 6.9 6.83
Female-only taxis - 46 70 72

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 Following the positive completion of a feasibility study, designs are now in place for the development of a light metro railway within
Building an Intelligent Transport System the city of Abu Dhabi. The proposed project, to be managed directly by DoT, will consist of approximately 131 km of metro rail,
dramatically increasing connectivity and accessibility for residents of Abu Dhabi and its surrounding neighbourhoods, including
DoT is taking its transport system to the next level by building a comprehensive Intelligent Transport System (ITS). Currently in its
Saadiyat, Yas Islands, and Al Raha Beach.
initial implementation stage, ITS will serve as an information hub to supporting Abu Dhabi’s shift towards multimodal transportation,
evolving as Abu Dhabi’s transport network grows and incorporates new transport methods such as metro and light rail in the
coming years.

A complete realisation of the ITS and Abu Dhabi’s multimodal transport system will create an integrated, smart transport system
which improves the quality of life for residents by providing real-time route planning and accident awareness. It will also support
economic development through multimodal transport and reduction of congestion via alternative route mapping. From an
environmental perspective, ITS has great potential to reduce idling and travel times by broadcasting optimally efficient routes and
transport information. In 2012 four major ITS projects began, with expected completion in the coming years:

Blue Mack Project

This innovative programme installs tracking nodes at various traffic points within the city of Abu Dhabi. The nodes detect and track
Bluetooth signals from vehicles and provide information on travel time for routes and traffic patterns.

I-TINS
DoT is developing an automated route planning website and mobile application that will allow users to access real-time traffic data
and plan routes based on travel time, distance travelled, and historical traffic patterns. The I-TINS project will be integrated into the
existing DARB portal.

CCTV Expansion
DoT continues to improve the ITS system through the Expansion of Closed Circuit TV (CCTV) traffic monitoring systems, in
collaboration with Monitoring and Control Centre, throughout the city of Abu Dhabi. The real-time traffic information provided
by CCTV cameras is managed at the traffic management centre in coordination with Abu Dhabi Police and traffic management
experts to ensure that accidents and disturbances are monitored and broadcast to drivers and stakeholders.

Traffic Management Centre Renovation Etihad Rail

Renovation of the traffic management centre’s operations building commenced in 2012. The planning and design process
integrates Leadership in Energy and Environmental Design (LEED) green building practices and strives to create a healthy, safe,
and productive work environment which encourages collaboration between ITS team members. Renovations are expected to be
completed before the end 2013.
Railways, carrying both commercial goods and passengers, represent a strategic opportunity for Abu Dhabi to increase its transport
system coverage and accessibility while reducing congestion. The Etihad Railway is a federal project to be completed in phases from
2012–2018, and will connect Abu Dhabi Emirate with other emirates and with the forthcoming GCC rail network. DoT has been an
active and supportive member in the development of the Etihad Rail project, specifically in its capacity of supporting modal shift for
freight and passenger travel.

Investing in Infrastructure It is estimated that a single freight train will carry a load equivalent to that of 300 trucks, reducing congestion through modal shift
away from freight trucks. Freight operations on the Shah-Ruwais route are scheduled to begin in 2013, signalling the advent of new
DoT continues to develop new infrastructure to support modal shift and projected infrastructure demands. DoT’s infrastructure opportunities for the development of Abu Dhabi’s transport system to encourage economic development and support the residents of
investment takes many forms, occurring primarily through strategic planning, the development of light rail metro services, main roads Abu Dhabi Emirate.
construction, and support for the development of the Etihad federal railway.
Bainunah Street Tunnel
Transport Master Plans
In 2012 DoT completed a road infrastructure upgrade project on Bainunah Street and part of the Ras Al Akhdar area in Abu Dhabi
DoT engages in strategic planning and collaboration with government and private sector stakeholders to assess and plan Abu
City, to improve traffic flow and provide additional MAWAQIF controlled parking. The project included the creation of two tunnels, a
Dhabi’s large-scale infrastructure development. DoT works closely with the Department of Urban Planning and the Department
of Economic Development to ensure that current and future transport demands are most effectively integrated into development dedicated bus lane, and an integrated control centre offering the latest in Intelligent Transport Systems to manage traffic flow.
projects and long-term planning. In 2012, DoT worked with its stakeholders to complete the Freight Transport Master Plan, providing
strategic direction and planning for the responsible development and growth of the freight sector.

Abu Dhabi – Dubai Road

In 2012 a project was initiated to create a new transport artery between Abu Dhabi and Dubai. This is one of the largest infrastructure
projects that DoT has worked on as part of the STMP. The resulting E311 road will connect Abu Dhabi and Dubai via the Khalifa
Port Industrial Zone (KPIZ) and other commercial zones between the two cities. This project aims to alleviate traffic congestion on
the current main road (E11) connecting Abu Dhabi to Dubai, and will provide a new strategic link between the two most populated
emirates in the country. It will also create new entrances to the city of Abu Dhabi City, Abu Dhabi International Airport, and Yas and
Saadiyat Islands.

Abu Dhabi Metro

The metro system will have many positive impacts on the Emirate of Abu Dhabi, reducing economic, safety, and environmental
losses that arise primarily from congestion. The recommended public transport network for the capital as a whole is meant to serve
823,000 new daily commuters and eliminate 400,000 daily road trips after making 105,000 automobiles redundant by 2030. The
network will save nearly 3.8 AED billion in travel time costs and 102 million hours of travel time per year. It is estimated that it will also
eliminate 23,000 accidents, saving 414 AED million annually.

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 CHAPTER 2
Safety and Security

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 Safety and Security Bus System Safety
The safety of the bus system continues to improve, as evidenced by the 22.5% reduction in bus crashes where the driver was at fault
per 100,000 km of operation from 2011–2012.
‘Society and culture goal: protecting and enriching people’s lives by maximising safety and access to opportunities for all.’ Bus Transport System Safety 2010 2011 2O12 2013 Target
– Abu Dhabi Surface Transport Master Plan Number of bus crashes with driver at fault per 100,000 km operated - 1.03 0.8 0.62 <1

Abu Dhabi’s transport system facilitates the movement of millions of people and thousands of tonnes of goods every day.
The safety of the Emirate’s roadways, airports, and marine ports is a critical component of a successful transport system.
DoT continues to embed safety within Abu Dhabi Emirate’s transport system through development of policy and infrastructure,
awareness campaigns, and safety management systems.
DoT addresses safety in the following ways:
1. Creating road traffic safety and security programmes which build a culture of safe driving and driver responsibility through
education and traffic safety enforcement.
2. Implementing safety and security standards in all construction projects.
3. Ensuring the safety and security of all DoT employees and the uptake of Environmental Health and Safety Management
Systems (EHSMS) within DoT’s scope of work.
Driver Competency Training
In 2012, the Bus Office initiated a Driver Competency Testing Centre that aims to augment safe bus transport through technical
training and competency assessment for bus operators. The specific objective of this initiative is to increase the standards for bus
driver competency using Safe and Fuel Efficient Driving (SAFED) standards, thereby reducing passenger and public risk, raising
levels of driver performance, reducing fuel and maintenance costs, and reducing environmental impact by reduced fuel use.
Abu Dhabi Public Transport Police Unit
DoT and the Abu Dhabi Police undertook a joint initiative in 2012, creating the Abu Dhabi Public Transport Police Unit to ensure
security and safety on Abu Dhabi’s public transport facilities. Serving the city’s buses and ferries, the Transport Police Unit began with
intensive training for its 30 officers to educate patrolmen on transport-specific safety concerns and objectives. The Public Transport
Police Unit will continue to grow and expand in the coming years to ensure coverage of all types of public transport, meeting the
safety and security expectations of customers and operators.

Taxi System Safety

A Safe and Secure Transport Network Enforcement of driving regulations and laws contributes to the safety of the transport system by reducing erratic and illegal driving.
All taxi speeds are automatically monitored by the Geographical Information System (GIS) to improve safety through compliance with
Road safety has been steadily improving in the Emirate of Abu Dhabi, creating a better transport experience for drivers, passengers,
driving laws. In 2012 the number of speeding fines was reduced by 39%, signalling stronger adherence to driving regulations and
and pedestrians alike. DoT continues to integrate safety into the road transport system through education campaigns that teach
contributing to the overall safety of roadways.
safe driving practices. DoT’s road safety programmes and projects are implemented in coordination with Abu Dhabi Police to ensure
maximum effectiveness and measurable success. Road safety represents one of DoT’s most tangible opportunities to improve the
quality of life of Abu Dhabi residents and visitors. Taxi System Safety Profile 2010 2011 2012
Number of taxi driver speeding fines 14,035 11,614 7,074
Road safety has steadily improved in the Emirate of Abu Dhabi. In 2012 the number of road incident injuries decreased by 9.73%
while road incident fatalities decreased by 21.3% compared to 2011 levels. Pedestrian fatalities decreased by 16.5% in 2012, Aviation and Maritime Sector Safety
signalling an improvement in safety for the third consecutive year. As a regulator of the aviation and maritime sectors, DoT places great emphasis on safety through support of regulation and enforcement
of existing laws. As part of this role, DoT monitors the safety of these sectors through regular reporting of safety performance. In 2012,
Road Safety Profile 2009 2010 2011 2012 DoT supported the implementation of the aviation sector EHSMS. It is expected that 100% implementation will be achieved in 2013.
Road incident injuries 4,830 3,933 3,539 3,211
Aviation Sector Safety Profile 2011 2012 2013 Target
Road incident fatalities 412 376 334 263
Aviation sector fatalities 4 0 0
Pedestrian fatalities 121 99 80 67
Completion of safety management system implementation in the Aviation Sector  -  60%  100%
Traffic Safety Advocacy and Planning
DoT’s Traffic Safety department operates within the Main Roads division to embed safety and security into all aspects of Abu Dhabi’s
road network. In 2011, 2012, DoT initiated the Joint Safety Committee to monitor road safety within the Emirate. This intergovernmental Maritime Sector Safety Profile 2012 2013 Target
committee brings together the expertise of the Abu Dhabi Police, DoT, Urban Planning Council and the Department of Municipal Affairs
to integrate safety within those elements of the Abu Dhabi transport sector concerning traffic safety, traffic law enforcement, and safety Maritime sector accidents 139 0
awareness. Maritime sector fatalities 6 0

Public Safety Projects Note: Improved data tracking and collection has been implemented in the Maritime division. 2012 will act as a benchmark against
DoT has developed and implemented a formal Road User Code for Abu Dhabi motorists outlining the basic rules and regulations for which to evaluate future performance.
surface transport and providing additional information regarding rules and expectations for public transport, taxis, and main roads in the
Emirate. The Road User Code was developed in coordination with stakeholders including Abu Dhabi Police, Urban Planning Council,
Department of Municipal Affairs, Health Authority of Abu Dhabi, and the Emirates Driving Company. The Road User Code will be
published in 2013 and distributed by DoT and other relevant stakeholders.
Project Safety
Project safety is a critical component of all of DoT’s infrastructure projects. DoT is directly responsible for the success of main roads
In addition, DoT has developed a series of direct campaigns promoting road safety to drivers. The campaign includes on-road signs projects and public transport infrastructure projects; as such, DoT works to ensure that all contractors follow proper environmental
and public service announcements to increase awareness of safe driving practices and to build a culture around these principles. health and safety processes and procedures. In 2012, two fatalities occurred from an accident that occurred during a construction
project; DoT is committed to undertaking a complete evaluation of the accident to ensure that safety remains paramount.
Roadside Assistance Programme
DoT initiated a comprehensive Roadside Assistance Programme in 2011, offering 24-hour assistance to motorists in need of first aid
or automotive assistance. The Road Service Patrol provides services free of charge, including disabled vehicle assistance, changing
of flat tyres, charging of car batteries, and administration of post-accident first aid. The Road Service Patrol can be reached by
dialling 999.

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 Project Safety Profile 2011 2012 2013 Target
Number of main roads network projects initiated 1 111 6
Number of main roads construction projects ongoing 3 3 3
Total number of contractors 7,533 4,200 7,500
Percentage of contractors trained on EHS systems and requirements 100% 100% 100%
Contractor Lost-Time Injury Rate (per 1 million man-hours) 0.1196 0.133 -
Contractor man-hours 25,072,441 15,030,602 -
Number of contractor injuries 344 300 -
Number of contractor fatalities 1 2 0

Supporting Safety in Operations

DoT has experienced zero employee safety incidents in 2012 during 1,974,720 man-hours of work by employees.

Internal safety training programmes and awareness strategies support a healthy, vibrant, and productive workplace. Ensuring the safety
of operations begins with developing and implementing policies and systems which promote and monitor safety. DoT’s offices are
equipped with state-of-the-art safety equipment and guidelines, including fire and evacuation tools and procedures. In addition, DoT is in
the process of developing a comprehensive crisis management plan as part of its safety response protocols.

Environment, Health and Safety Management Systems (EHSMS)

In 2012 DoT continued the implementation of Environmental Health and Safety Management Systems (EHSMS) within all of its
operations. The development and implementation of the EHSMS has helped each division, and the organisation as a whole, to
improve its operational efficiency and safety. DoT’s EHSMS is a means of defining and monitoring environmental health and safety
in order to ensure that our operations continue to meet high standards for safety and environmental performance. In addition to its
internal EHSMS, DoT acts as a sector regulatory authority responsible for oversight of the entire transport sector by identifying and
supporting transport entity EHSMS development and implementation and monitoring through inspections and auditing.

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 CHAPTER 3
Level of Service

36 37
 Level of Service MAWAQIF Service Profile 2011 2012 2013 Target
Percentage of cancelled tickets 1.20% 3.10% 3%

‘[Abu Dhabi] seeks to develop a high level of accessibility to transport throughout the Emirate so that all segments of society, Parking dispute response time (average days)* - 7.30 5
irrespective of where they live and work, and are able to fully contribute to the community and, where appropriate, to the economic Percentage of Complaints from all inquiries (annual average)* - 2.07% 2.00
development of Abu Dhabi.’
– Abu Dhabi Surface Transport Master Plan * New indicator for 2012.

As part of DoT’s commitment to providing the highest level of service to its customers, the MAWAQIF department has opened two
DoT is working to provide services and opportunities for all residents and visitors to achieve their ambitions by expanding
additional customer care centres in Abu Dhabi. These centres provide a means for residents to purchase parking cards, pay fines,
operations to meet new customer needs while increasing accessibility and modal transportation use. By focusing on customer
and provide direct feedback to MAWAQIF. In addition, MAWAQIF has designed and implemented new payment options for its
engagement, modal shift, and accessibility, DoT is building a stronger, better, and more efficient transport system.
services, including mobile phone payments, self-serve payment kiosks, and online payment.
DoT delivers a high level of service by:
1. Delivering customer-centric services and providing easy ways for customers to improve their experience with DoT services. MAWAQIF Payment Options
2. Supporting modal shift by offering world-class public transport services which are accessible and easy to use. Prepaid
Customer Online Direct m-MAWAQIF
Item Cash MAWAQIF Credit Card Police Station
Care Centre Payment Telecom billing (Mobile Phone)
card

Putting the Customers First Parking

As Abu Dhabi’s transport system continues to grow and expand, DoT strives to sustain its record of strong customer engagement Violation     
and satisfaction. Customer service has always been a priority for DoT in all of its operations. Currently DoT operates seven customer Ticket
care centres and six MAWAQIF customer service centres within the Emirate of Abu Dhabi, providing venues for service improvement Hourly
suggestions and customer concern resolution.     
Parking
Customer Relationship Management

Supporting Modal Shift through Accessibility

In 2012, DoT’s Customer Care division decided to implement a Customer Relationship Management (CRM) system to automate
and simplify the customer feedback and response process. As a result of the CRM, all the services will be automated in order to
increase the quality of service while decreasing paper usage within the division’s operations. In 2012, 101,261 customer transactions
and 137,376 customer concerns were handled, signalling an increase in engagement and communication between DoT and its
customers.
Accessibility is a critical focus area within DoT’s commitment to increasing mobility and modal transport use within the Emirate.
Mobility is an essential component of the sustainable development of any country or city. Expanding the coverage of multiple forms of
transport helps to increase accessibility and thus the mobility of individuals and businesses.

Customer Satisfaction 2010 2011 2012

Overall customer satisfaction 75% n/a*
Customer satisfaction with MAWAQIF service 76% n/a*
Number of customer concerns regarding bus service - 5,463
Number of concerns regarding MAWAQIF - -
Total number of customer concerns 6,767 2,193
Supporting Abu Dhabi Events
78%
78% Over the last four years, DoT has supported access to major events hosted in Abu Dhabi, such as the Formula 1 Etihad Airways
Abu Dhabi Grand Prix, the International Association of Public Transport (UITP) 2012 Conference, and the FIFA Club World Cup.
130,844
In total, DoT’s contributions to the success of these events amounted to 50 AED million in the form of free public transport to more
6,532 than 30 local and global events. Support for these events not only increased accessibility, but also reduced congestion associated
137,376 with parking and transit.

Number of customer transactions - 52,882 101,261

In response to customer demands, increasing the geographic coverage of DoT’s public transport network by increasing inter-city
* Customer satisfaction surveys are conducted biennially. and regional bus services remains an area of focus for DoT. New routes serving Al Ain and the Western Region have been put into
operation, and additional routes will be added as necessary. DoT conducts connectivity and accessibility studies on a regular basis to
Customer Satisfaction Surveys develop strategies and future projects.
DoT has conducted 2 large-scale customer satisfaction surveys in order to gain insight into the level of service and performance of
the transport system. An initial survey conducted in 2010 and a second survey conducted in 2012 resulted in numerous insightful
Bus System Level of Service 2009 2010 2011 2012 2013 Target
suggestions and much constructive feedback that will be integrated into current operations and future projects. Customer satisfaction
rose by 3% over this period, from 75% in 2010 to 78% in 2012, reflecting an improvement in service satisfaction. Number of in-service buses 615 615 630 575 775

DARB Buses running on time (less than 5 minutes late) -- 90% 95% 95% >90%
Putting the customers first means providing useful and timely information to motorists and passengers. In 2011, DoT launched its Total number of bus routes 50 75 87 100 126
DARB website to provide information about public transport and route planning, as well as information on marine ports and airports.
DoT-operated bus routes on the outskirts of Abu Dhabi 25 35 40 51 59
DoT continues to improve and build its DARB website to better meet the needs of residents and increase awareness of public
transport options within the Emirate. DoT-operated bus routes in Al Ain 6 11 16 18 32
Website for this section: http://www.darb.ae/darb/default.aspx#
DoT-operated bus routes in Western Region 19 29 31 31 35
MAWAQIF’s Customer-centric Services Air conditioned bus shelters 54 80 67 81 288
MAWAQIF, the most public face of DoT, has initiated many projects to improve customer service and increase the ease of use of
Buses with less able access 215 395 395 395 500
MAWAQIF’s parking services. In 2012 MAWAQIF completed a comprehensive customer satisfaction survey covering its parking
management services and customer service centres. Results of the survey indicate that customer satisfaction has increased to 78%
from the previous survey’s 76% in 2010. MAWAQIF remains committed to improvement of its customer experience while maintaining
the highest levels of service and ease of use.

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 With 100 routes in operation in 2012, connectivity and accessibility continue to increase, bringing public transport to residents across
the Emirate. Expansion of bus services to regional destinations such as Al Ain and the Western Region was identified as a key focus
area for 2012. Throughout the year, regional connectivity was supported through 49 routes operating within Al Ain and the Western
Region, and through 51 additional routes operating in the outskirts of Abu Dhabi City.

DoT plans to continue its aggressive expansion of bus services by increasing the number of routes in operation. Accessibility will also
be heavily supplemented in 2013 via the addition of 200 air-conditioned bus shelters and an increase in the number of buses with
less able access.

In 2013, DoT plans to roll out an Automated Fare Collection System (AFCS) while phasing out the old Ojra card system. The AFCS will
greatly improve the public bus system’s ease of use and will allow the DoT to fairly charge passengers using the fare structure supported
by the system. In addition, an Automated Vehicle Management System will be implemented in 2013. Both systems will increase the
operational efficiency of bus services and provide performance data to better understand and manage the bus transport system.

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 CHAPTER 4
Economic Return

42 43
 Economic Return Financial Profile

Financial Profile 2009 2010 2011** 2012

‘Abu Dhabi will develop world-class infrastructure that is not only capable of supporting and sustaining the anticipated levels of Income (AED)
economic growth, but acts as a catalyst for that growth.’
Income from UAE Government 1,874,346,000 2,774,189,000 2,586,980,718 2,466,473,348
– Abu Dhabi Economic Vision 2030
Income from bus and MAWAQIF 72,768,000 190,405,000 290,466,859 445,529,231
DoT is fully aware of the extent to which a high-quality transport network will support economic growth and directly impact the Other income 14,709,000 27,690,000 24,100,057 27,108,094
Emirate’s economic output. In a 2012 report, DoT estimated that the annual cost of time spent in congested traffic in the capital will
be 2.5 AED billion by 2015, which is expected to increase to 5.9 AED billion by 2030. Investment in the development and growth of Total Income 1,961,823,000 2,992,284,000 2,901,547,635 2,939,110,673
Abu Dhabi’s transport system represents a direct investment in the economic and social development of the Emirate by facilitating Expenditures (AED)
the efficient and safe flow of people and goods.
Capital expenditure 1,456,426,000 1,789,880,000 1,891,142,046 1,572,879,627
DoT maximises its economic return in the following ways: Operating costs 248,845,000 389,993,000 350,121,478 439,730,375
1. Embedding fiscal responsibility within internal operations while monitoring and measuring DoT’s direct economic impact
Net advances paid/repaid* (124,482,000) 235,857,000 (34,549,241) (449,436,316)
2. Supporting and monitoring the economic development of the Aviation and Maritime sectors as part of DoT’s indirect
economic impact Professional and support services 205,286,000 294,137,000 358,829,558 987,889,512
Employee wages and benefits 175,748,000 282,417,000 336,003793 388,047,475

Direct Economic Impact Total Expenditure 1,961,823,000 2,992,284,000 2,901,547,635 2,939,110,673

As a government body, DoT receives the majority of its budget from funds provided by the government of Abu Dhabi From 2011 – 2012, *Expenditures have been revised to reflect the additional category of “net advances paid/repaid”.
government funding decreased by 4.7% to represent 84% of DoT’s overall income. As part of the organisation’s economic profile, DoT **2011 Income and expenditures data has been restated based on improved calculations.
generates direct revenue from its customer-oriented operations. In 2012, 15 % of DoT’s budget was derived from income from bus and
MAWAQIF services.
Indirect Economic
Fiscal Responsibility Through its oversight and regulatory role in the aviation and maritime sectors, DoT works to ensure that these sectors continue to
have a significant, positive impact on Abu Dhabi’s economy and development. DoT’s indirect economic contributions are generated
As part of its strategic objectives, DoT places strong emphasis on supporting economic development and maintaining a responsible
from aviation and maritime sector growth and development.
budget for its internal operations. Internal audits and budgetary oversight are conducted by the Executive Management Committee and
administered by DoT’s finance department. Aviation Sector Economic Contribution
Abu Dhabi’s aviation sector facilitates the Emirate’s development as a global gateway, stimulating robust tourism, trade, and
Procurement investment. Growth and development are led by Abu Dhabi Airport Company (ADAC) and Etihad, UAE’s national airline. As a
One element of DoT’s direct economic impact is the organisation’s investment in its procurement and contracts process. In 2012 DoT regulator of the aviation sector, DoT is responsible for facilitating the growth and expansion of passenger and cargo operations in
implemented the Maximo Procurement System, a state-of-the-art procurement programme from IBM, to streamline the procurement alignment with Abu Dhabi’s development plans.
process through automated tracking and integration of qualifications into the procurement system. As part of the organisation’s In 2012, the aviation sector continued to expand, serving more than 15 million passengers and handling more than 550,000 tonnes
commitment to supporting the local economy, DoT’s procurement policies include mechanisms that give preference to local contractors of cargo. Airport demand is forecasted to increase significantly in alignment with development and growth forecasts. By 2030, the
and service providers. In 2012, DoT spent 431,773,285 AED on local suppliers, amounting to 49% local suppliers of the total suppliers Emirate is forecasted to handle more than 575,000 flights annually, more than doubling current flight volumes.
used by DoT. Quality performance is critical to the success and growth of Abu Dhabi’s airports. Satisfaction with Abu Dhabi’s largest airport, Abu
Dhabi International Airport (ADIA) continues to increase, achieving a score of 4.29 out of 5 in 2012, an increase of 18% from 2011.
Local Procurement 2010 2011 2012
Aviation Sector Profile 2009 2010 2011 2012 2013 Goal
Spending on local suppliers (AED) 810,235,872 691,973,413 431,773,285
Percentage of local suppliers 26.56% 37.50% 49% Abu Dhabi International Airport
16.8 17.7 18.5 19.4 20.2
contribution to GDP (AED billion)*
Employee Compensation Abu Dhabi International Airport
8.1% 8.0% 7.9% 7.8% 7.8%
Employee compensation represents another element of DoT’s direct economic impact. In 2012, employee compensation totalled contribution to non-oil GDP (%)*
388,047,475 AED, an increase of 15.5% compared to 2011 employee compensation.
Number of airports 5 5 5 5 5
As part of DoT’s compensation scheme, UAE nationals are eligible for optional pension plans provided by the UAE government. Cargo handled by Abu Dhabi airports
- 439,571 482,102 569,464 600,000
Temporary and part-time employees receive basic salary and supplementary benefits only. (tonnes)
Total number of passengers served
- 11,175,186 12,684,336 15,002,680 16,000,000
Employee Compensation and Benefits by Abu Dhabi airports
UAE Full-Time Employees Expatriate Full-Time Employees Number of scheduled destinations
72 77 84 90 96
Salary Salary served*

Supplementary benefits (transportation, educational assistance, Supplementary benefits (transportation, educational assistance, ACI airport service quality 4.1 4.31 4.31 4.39 4.45
and housing stipend) and housing stipend) ACI international airport ranking for
Health insurance (provided by UAE Government) Health insurance Abu Dhabi International Airport (ranking/ 45/140 29/154 43/186 40/199 -
total number of airports ranked)
Social security (provided by UAE Government) End-of-service benefits
*Estimated
Child and social allowances Mobilisation/demobilisation allowance **These figures are for Abu Dhabi International Airport only and are based on published schedules from December each year.
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 Passenger Movements – By Airport 2010 2011 2012
Abu Dhabi International Airport (ADIA) 10,855,091 12,365,712 14,700,402
Al Bateen 180,205 185,991 187,190
Al Ain 1,765 88,050 63,343
Delma Island 45,280 41,747 47,284
Sir Bani Yas 2,845 2,836 4,443
Total Annual Passengers 11,175,186 12,684,336 15,002,680

Flights – By Airport 2010 2011 2012

Abu Dhabi International Airport (ADIA) 112,009 114,785 121,638
Al Bateen 23,707 27,645 29,130
Al Ain 68,298 50,529 73,562
Delma Island 1,270 1,122 1,324
Sir Bani Yas 273 278 362
Total Annual Flights 205,557 194,359 226,016

Cargo– By Airport (Tonnes) 2010 2011 2012

Abu Dhabi International Airport (ADIA) 437,810 481,605 567,965
Al Ain 1,761 497 1,499
Total Cargo 439,571 482,102 569,464

Maritime Sector Economic Contribution

The development of maritime industrial and cruise capacity continues to have a positive impact on the Emirate, fuelling development
and growth and bringing in visitors and cargo to the city and surrounding areas.

Maritime Sector Economic Profile 2009 2010 2011 2012

Maritime sector contribution to non-oil GDP (%) - - - 6.00%
Number of ports 3 6 -  11
Number of port visits* 2,123 2,086 2,244 30,618
Number of cruise ship passengers* 90,004 143,953 159,559 127,647
Freight handled by Abu Dhabi ports* (tonnes) 4,914,167 5,257,805 4,150,197 9,393,265
Containerisation** --  --  767,713 787,048
*The data for these indicators improved in 2012 to reflect all of the ports managed by Abu Dhabi Ports Company. Previous years’
data were limited to Mina Zayed Port.

**Containerisation is a measurement of freight containers handled at all ports. It is a new indicator, and thus 2009 and 2010 data are
not available.

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 CHAPTER 5
Organisation

48 49
 Organisation
‘DoT needs to consider carefully what investments in infrastructure and service capacity are needed, and what supporting measures
are required to ensure that the transport system as a whole operates with efficiency, safety, demand-responsiveness, and minimal
negative environmental impact.’ - Surface Transport Master Plan
The development, operation, and regulation of a strong and efficient transportation network requires the highest degree of
organisational excellence. Collaboration, internally and with other organisations and government departments, is a critical part of
DoT’s operational success, and continues to accelerate through new initiatives and strong strategic management. DoT continues
to embed efficiency and best practices into its operations to foster a positive and productive workplace with strong performance
outcomes.
DoT achieves organisational excellence by:
1. Maintaining a transparent governance system that emphasises accountability
2. Implementing policies that enforce legal and ethical conduct
3. Supporting the growth and professional development of its employees
Gold Award for ‘No Objection Certification’
In recognition of its efforts in the development of information systems for public transport in Abu Dhabi, DoT won the Gold Award at the
Business Process Management (BPM) and Workflow conference for its ‘No Objection Certification’ (NOC) initiative. Through the NOC
system, DoT aims to facilitate development and growth within the Emirate by reducing barriers to construction and renovation.
Achieving Excellence in Human Resources
DoT’s Human Resources (HR) and Training divisions play a critical role in supporting the growth and development of the organisation,
through hiring, professional development, and administration of employee compensation and development programmes. As part of its
investment in its employees, DoT has begun the implementation of a Human Resource Management System (HRMS)to automate and
simplify all HR processes and procedures such as sick leave, vacation requests, and salaries.
All trainees receive support and guidance during an intensive two-month orientation. The orientation programme exposes trainees
to all DoT departments and operations and builds understanding of organisational procedures and expectations, improving the
experience and productivity of new hires.
In 2012, DoT increased employment by 5.4%, with 960 employees, of which 22.9% are female.

Governance and Organisational Structure Employment 2009 2010 2011 2012

As a government entity, DoT is ultimately answerable to the ruler of the Abu Dhabi Emirate, His Highness Sheikh Khalifa Bin Zayed Al Number of employees 468 544 911* 960
Nahyan. The Executive Council of Abu Dhabi, in conjunction with the Executive Affairs Authority, is charged with conducting strategic
governmental planning and performance monitoring on behalf of the Ruler. Please refer to Appendix D on page 66 for governance and *Total employment for 2011 has been updated to reflect the most accurate data currently available.
organisation structures.
Employment by Contract 2009 2010 2011 2012
Accountability and monitoring are initiated from Abu Dhabi Government’s oversight system, comprising a number of government and Regular contract 66 107 189 237
independent bodies which assess and audit the performance of government entities, including DoT. DoT reports directly to the Abu
Dhabi Accountability Authority (ADAA) for annual financial audits, performance reviews, and risk assessments. Special contract 329 304 445 446
Outsourced 73 133 277 277
Compliance, Corruption, and Fraud
DoT’s Internal Audit division is responsible for ensuring that all of DoT’s operations meet the highest standards of organisational
integrity and minimise risk wherever possible. Key focus areas to ensure organisational excellence and integrity include: efficacy Employment by Level* 2011 2012
of operations, reliability of financial reporting, determent and investigation of fraud, discovery and resolution of conflicts of interest,
safeguarding of assets, abolition of corruption, and compliance with national and local laws and regulations. Zero incidents of Top management 4 4
corruption were reported in 2012. Middle management 32 31
DoT operates in accordance with all Abu Dhabi laws and regulations. In cooperation with the Internal Audit division, the ADAA Professional level 376 431
conducts regular audits to monitor compliance with laws and report findings to the Executive Council. To date, DoT is not aware Low level 44 47
of any fines, sanctions, or legal action taken against it with respect to anti-competitiveness, anti-trust, or monopoly practices.
Similarly, there have been no known infractions concerning marketing and communications, provision of products and services, or Administrative level 455 447
environmental laws and regulations.
Employment by Sector 2009 2010 2011 2012
DoT’s Good Governance Practices: Top management 38 62 77 69
• Fraud control policy and conflict of interest disclosure for all employee contracts
• Whistle-blower policy instated in 2011 Aviation 25 39 39 40
• In process: formal, independent review of DoT operations for risk of corruption and fraud Maritime 27 31 50 59
Surface transport 261 258 549 585
Strategic Management and Direction Support services 117 154 196 207
Strategic management of operations through policies and standardisation continues to improve DoT’s operational excellence. As part
of DoT’s commitment to continuous improvement, biennial organisation health assessments are held to analyse the performance Employment by Age* 2011 2012
and operational efficiency of all divisions. These assessments are conducted via focus group interviews, and result in tangible
strategic action points to improve organisational health. The 2012 assessment resulted in the realisation of six initiatives which will be Age (18–30) 268 342
incorporated into strategic planning for 2013. Age (31–40) 332 330
In 2012, DoT implemented a formal performance management system for all of its divisions to facilitate the integration of the overall Age (41-50) 185 179
strategic plan and objectives into all aspects of business operations, thereby increasing continuity and aligning daily operations with Age (51–60) 90 80
long-term strategic planning. The performance management system operates on the Balanced Scorecard scheme, a recognised
standard for business management systems. Age (61–70) 33 26
Age (71–80) 3 3
Operational efficiency plays a strong role in the development and growth of DoT as an organisation. DoT has begun a campaign
to gain ISO 9001 certification, signifying excellence in quality business management systems, for all of its operations. In 2012 DoT
achieved ISO 9001 certification for its Support Services and Executive Management divisions. This campaign will continue in 2013
with the aim of attaining complete organisational certification.
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 Employment Diversity
Turnover by Age* 2011 2012
DoT is committed to supporting employment opportunities for all individuals. The number of women employed by DoT has increased
to 215 in 2012, and the number of special-needs employees has risen to 14. DoT provides equal compensation for men and women Age (18–30) 23 20
based on skills and professional profiles. Age (31–40) 27 21
Age (41-50) 7 11
Employment by Gender 2009 2010 2011 2012
Age (51–60) 7 8
Female 68 150 211 215
Age (61–70) 5 3
Male 400 394 700 745
Age (71–80) 1 0
Female employment rate 14.5% 27.6% 23.2% 22.9%

Turnover by Gender 2010 2011 2012

Female Employment* 2011 2012
Number of women 14 25 16
Number of women in top management 1 1
Number of men 22 45 47
Number of women in middle management 1 2
Number of women in professional level 74 86 Supporting Emiratisation
Number of women in low-level management 9 10 Abu Dhabi’s Economic Vision 2030 highlights the importance of growing and developing the UAE’s national workforce. As part
of its commitment to making the Economic Vision 2030 a reality, DoT has invested in employment opportunities and professional
Number of women in administrative level 126 116 development for its Emirati staff. In 2012 DoT achieved a 57.3% Emiratisation rate, moving significantly closer to its goal of 65%
Emiratisation.
Less Able Employees 2011 2012
Number of less able employees 13 14 Emiratisation 2009 2010 2011 2012
Emiratisation rate 56.6% 45.6% 53.7% 57.3%
Employee Turnover
Number of Emirati employees 265 248 489 550
DoT experienced a turnover rate of 6.56% in 2012, which is in line with industry averages. DoT actively works to invest in its
employees in order to remain competitive in the UAE job market. Number of expatriate employees 203 296 422 410

Turnover 2009 2010 2011 2012 Emiratisation by Level* 2011 2012

Employee turnover 5.9% 6.6% 7.68% 6.56% Emiratisation percentage of top management 100% 100%
Total employees who left DoT 28 36 70 63 Emiratisation percentage of middle management 78% 90%
Emiratisation percentage of low level 84% 83%
Turnover by Contract Type 2010 2011 2012 Emiratisation percentage of administrative level 52% 58%
Regular contract 2 15 17 Emiratisation percentage of professional level 49 % 55%
Special contract 25 37 26
Outsourced 9 18 20 Female Emiratisation* 2011 2012
Number of female Emiratis 160 173
Turnover by Level* 2011 2012 Female Emiratisation rate 32.7% 31.5%
Top management employees 0 0
*These data have been calibrated with current internal performance management structures. 2009 and 2010 data has been omitted as it does not
Middle management employees 0 1 align with these structures.
Low level employees 4 3
Employee Training
Administrative level employees 24 11 Employee training and professional development is an essential part of DoT’s organisational success. In 2012 DoT increased its
Professional level employees 42 48 training hours by more than 175% to 28,694 hours, more than tripling the average number of training hours per employee. Increased
training and engagement contributes to the overall performance and success of DoT as an organisation by building internal capacity
and supporting professional development.
Turnover by Sector 2009 2010 2011 2012
Top management 4 7 12 10 DoT’s Future Leaders programme continued in 2012, with 20 new participants beginning the two-year EMBA programme for a
Aviation 3 0 3 3 Masters degree in Transport Management. This intensive programme is part of DoT’s investment in the academic and professional
development aspirations of its employees. In support of the programme, DoT has developed an academic leave policy that grants
Maritime 2 3 5 12 employees time off from their positions in order to pursue academic studies. DoT also continues to sponsor the Bachelor in Transport
Surface transport 11 17 31 20 Management, which prepares high school graduates to participate in the transport sector upon graduation. In addition, DoT supports
a summer internship and work placement programme, which provides valuable workplace exposure and training to future employees.
Support services 8 9 19 18 This programme worked with 75 participants in 2012.

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 Employee Training 2009 2010 2011 2012
Number of employees invited to participate in the
320 383 829 914
performance and development programme
Percentage of completed performance assessments of
60% 79% 73% 95%
the invited employees

Employee Training Hours 2009 2010 2011 2012

Total number of training hours provided 6,026 21,908 10,028 28,694
Average hours of training per DoT employee 12.88 40.27 11.01 30.69
Average training hours for senior managers 26 15.8 4 29.82
Average training hours for middle managers 21.8 14.7 18 48.56
Average training hours for workers* 29.1 12.6 11 29.72

Employee Training Investment (AED) 2009 2010 2011 2012

Total amount invested in training 2,813,326 2,709,869 1,868,042 4,092,168
Average cost of training per DoT employee (AED) 6,011 4,981 2,051 4,377
Total cost of training for senior managers - - 2,576 137,051
Total cost of training for middle managers - - 376,763 492,629
Total cost of training for workers* - - 1,488,703 3,462,488
*The ‘workers’ category aligns closely with a combination of the ‘professional’, ‘administrative’, and ‘low level’ categories used in other HR KPIs.
Alignment of all KPIs to meet and improve internal reporting processes is ongoing.

Legal Compliance in Human Resources Practices

DoT employment and workforce policies are developed and implemented in line with governmental standards and national and
federal laws and regulations. As a result, DoT does not employ individuals under the age of 18, and is not involved in any form of
forced or compulsory labour. Respect for human rights is embedded in DoT’s code of ethics to ensure that compliance with all local
and national rights is observed.

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 CHAPTER 6
Environmental
Sustainability

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 Environmental Sustainability Maritime Sector Environmental Performance

DoT is working to ensure measurement and monitoring of environmental aspects of maritime operations. Moving forward, DoT is
‘Abu Dhabi recognises the need to balance economic growth with environmental sustainability in order to ensure long-term committed to investigating ways to improve environmental performance in the maritime sector as part of its role as a regulator.
sustainability and preserve the quality of life of its citizens.’
– Abu Dhabi Economic Vision 2030 Maritime Environmental Profile 2012
Number of breaches in MARPOL 34
Environmental stewardship is an ongoing process which creates new opportunities for transport sector improvements through
efficiency, measurement of inputs and outputs, and minimising of risk. DoT understands that measuring and minimising its Maritime oil spills 34
environmental impact while integrating cleaner technologies into the transport system and increasing environmental awareness Waste recycled from sea ports (tonnes) 360
creates the strongest potential for long-term success, of both DoT and Abu Dhabi.
Note: Improved data tracking and collection has begun in DoT’s Maritime division. 2012 will act as a benchmark against which to
DoT continues to improve its environmental sustainability by: evaluate future performance.
1. Innovating and integrating environmental solutions to augment efficiency and savings within the transport system
2. Monitoring and measurement of environmental profiles as a regulator of aviation and maritime sectors
3. Measuring internal environmental performance to create and implement environmental sustainability strategies within daily Khalifa Port’s Environmental Profile
operations
2012’s completion of stage one of the Khalifa Port and Industrial Zone (KPIZ) marks a milestone in Abu Dhabi’s economic
development. From start to finish, actions were taken to minimise the environmental impact of the construction and operations
of the Khalifa Port. A strategic environmental framework was developed to incorporate environmental considerations into the
Innovating Environmental Solutions for an Efficient Transport System decision-making process and the design and construction phases. Design, construction, and operation of the Khalifa port are
undertaken by the Abu Dhabi Ports Company (ADPC). As a regulator of the maritime sector, DoT played a role in facilitating the
Green Roads Project development of the port and encouraging the integration of social and environmental concerns into the project.
DoT continued its ‘Green Roads’ project in 2012, completing the planning stage and moving towards implementation. The project is
expected to be completed in 2013, providing a valuable opportunity for DoT to implement best practices in road construction which Major sustainable design decisions considered for the Khalifa Port development:
will result in less material usage and improved road performance. • Constructing the Port 4.5 km offshore to protect coral reef near the shoreline.
• The port onshore and offshore causeways are linked by a 1-km-long bridge constructed to allow water current to continue
Cleaner Vehicle Fleet to flow freely, both to the reef and to the adjacent Taweelah Power Plants.
DoT has supported the growth of cleaner energy vehicles within its taxi and bus fleets as part of its efforts to reduce the environmental • Constructing an 8-km-long Environmental Breakwater (EBW) to protect the marine habitats in the area, at a cost of
impact of transport. In 2012 87% of buses achieved Euro 4 standards, an international standard signifying efficient use of diesel 880 AED million.
fuel. The conversion of taxis to use CNG and hybrid technologies represents an additional opportunity to improve environmental
performance. As port operations continue in 2013, ADPC will move towards monitoring and measuring the environmental impact of the port’s
daily operations. Moving forward, DoT will continue to support the growth and development of the KPIZ, ensuring that it continues
Cleaner Energy Vehicles 2010 2011 2012 to operate in compliance with all environmental laws and regulations.
Taxis converted to CNG, hybrid, or electric vehicles - 22% 25.2%
Buses achieving Euro 4 emissions standards 65% 83% 87%
Strategic Management of Environmental Impact
Measuring and understanding the environmental impact of DoT as an organisation and the overall impact of the transport system is a
Aviation Sector Emissions Reduction Initiatives critical first step towards minimising impact.
INSPIRE PROGRAMME
Following the success of the INSPIRE ‘Green Flights’ across the Indian Ocean in 2011, DoT engaged with Etihad Airways and DFS Air Quality Measurement
Germany to conduct another such ‘Green’ Flight from Dusseldorf to Abu Dhabi on 26 July 2012. The flight resulted in a savings As part of its efforts to measure environmental impact, DoT began a comprehensive air quality monitoring programme in coordination
of 1,000 kg of fuel compared to a regular flight and a savings of 3,150 kg of CO2 emissions. This was achieved through the with the Environment Agency Abu Dhabi to sample, analyse, and standardise air quality within the Emirate. Vehicle emissions play
implementation of measures such as continuous climb and descent and optimum cruising levels in addition to selecting preferential a large role in air quality, especially in urban areas with high concentrations of vehicles; as such, DoT has initiated this air quality
gates close to the runway to minimise taxiing time and the associated fuel consumption. programme to understand and minimise the negative environmental impact resulting from transportation emissions. This project will
continue to expand in 2013.
New Approach Paths for Abu Dhabi Airport
In 2012, DoT participated in an initiative launched by Etihad Airways and Abu Dhabi Airports Company to implement a series Environmental Assessments
of ‘green’ flight paths for aircraft arrivals into Abu Dhabi International Airport. Based on standards approved by the International In 2012 DoT completed its Environmental Assessment manual, which will be used to guide assessments on a daily basis and
Civil Aviation Organisation (ICAO), these new approach paths were developed by Airbus/ProSky using the Required Navigation provide a framework for assessing environmental impact of various project components. Additionally, the Main Roads division will
Performance criteria (RNP-AR). Once fully implemented, these new procedures are estimated to save an average of 200 kg of fuel complete its projects manual in 2013, formalising guidelines and best practices for project operations and management. These policy
and 630 kg of CO2 emissions per flight. and management outputs will help DoT to further embed sustainability within its contracted operations and construction projects,
incorporating environmental, social, and economic actions into everyday operations.
Air Traffic Flow Management System
DoT is working with the GCAA and industry stakeholders to introduce an automated Air Traffic Flow Management system for the DoT engages in Environmental Impact Assessments (EIAs) for all projects, as recommended by the Environment Agency of
UAE, which will balance airspace and airport demand and capacity. Once implemented, this system is expected to offer service Abu Dhabi. In 2012 six EIAs were completed, in addition to eight environmental audits and the implementation of environmental
providers and airlines a powerful tool for collaboration and optimisation of the capacity and safety of UAE airspace while also management plans for five of the main roads projects. These activities ensure that all EHS regulations and procedures are followed,
contributing to reduction in fuel usage from circling and taxiing. increasing efficiency and decreasing negative environmental impact.

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 Main Roads Projects Environmental Profile 2010 2011 2012 2013 Target ICT Initiatives for Environmental Efficiency and Savings
Number of main roads projects that have undergone an EIA 2 0 6 4 1– Restriction of colour printing was implemented for the Support Services Sector, with the exception of a minimal number of
printers in administrative assistance offices, the customer care division, and the procurement division (required by the nature of
Number of main roads projects with an environmental
1 6 5 12 their work).
management plan in place
Number of environmental audits conducted 1 7 8 10 2– The ICT division established an agreement with an e-waste recycling vendor to provide collection bins for used printer
cartridges and to collect the bins for recycling when full. 51 kg of e-waste was recycled in 2012 as a result of this programme.
Number of non-compliance warning letters issued 0 2 455 300
3– The ICT division continued in 2012 to virtualise the servers in the ICT data centres systems, reaching 57% virtualisation.
88,853,067 kgs 100,000,000 kgs Virtualisation provides a greater number of DoT services with less use of hardware, power, and cooling.
Amount of waste produced (new indicator for 2012) - -
+33,751,577 litres + 50,000,000 litres 4– DoT implemented an e-fax service to replace traditional fax machines, resulting in decreased power and paper consumption.

17,194,983 kgs 20,000,000 kgs GHG Emissions

Amount of waste recycled (new indicator for 2012) - -
+ 5,868,654 litres + 4,500,000 litres
GHG emissions (tonnes CO2 equivalent) 2010 2011* 2012
Direct GHG emissions from petrol and diesel consumption 1,263 1,631 1,270
Internal Environmental Performance Indirect GHG emissions from electricity consumption 12,075 16,499 13,446
DoT continues to develop and implement policies, procedures, and education programmes to increase environmental awareness and Total GHG emissions 13,338 18,129* 14,717
stewardship across all departments. The ongoing implementation of DoT’s internal EHSMS represents a significant accomplishment in
line with DoT’s focus on increasing organisational excellence through standardisation and process development. *2011 total GHG was restated due to improved calculation

Energy Materials and Recycling

In 2012 DoT implemented an employee awareness campaign to reduce energy consumption. Through this initiative, regular energy DoT has implemented separate collection bins for paper, plastic, and waste in order to encourage recycling within its operations. In
saving tips and practices were circulated to all DOT staff. ‘Turn off lights when not in use’ stickers were placed on all electrical switches 2012, a private recycling contractor collected 5,630 kg of recyclable materials, a decrease from 2011’s volumes. At this time, DoT is
on DoT premises to encourage employees to reduce electricity waste. In 2012 electricity consumption decreased by 18.5% compared unable to collect information on non-recycled materials due to the nature of its main offices, which are part of a shared building that
to 2011 levels. Fuel consumption fell by 23.3% during the same period, while DoT’s internal vehicle fleet remained the same size. utilises a single waste collection stream.
Total energy consumption decreased by 19.7% in 2012.
Materials Recycled 2010 2011 2012
Energy 2010 2011 2012 Non-hazardous waste recycled (kg) 4,920 6,100 5,630
Indirect Energy Consumption
Paper consumption decreased by 8.8% in 2012, due in part to new printing policies and awareness campaigns aimed at reducing
Electricity Consumption for operations (KWh) 15,873,193 21,688,844 17,676,486 printing and encouraging double sided printing. In addition, DoT took part in a “Paperless Day” where printing and paper usage
Direct Energy Consumption was suspended and employees were able to conceive of how they can reduce consumption through innovation. All paper used at
DoT’s office is made from recycled materials and can be recycled using paper collection bins available throughout all of DoT’s office
Fuel consumption: petrol (litres) 514,223 665,330 506,353 spaces.
Fuel consumption: diesel (litres) 7,744 17,414 17,313
Paper Consumption 2010 2011 2012
Vehicles 2010 2011 2012 Paper consumption (kg) 12,485 17,015 15,514
Vehicle fleet size 165 120 120 Paper consumption decreased by 8.8% in 2012, due in part to new printing policies and awareness campaigns aimed at reducing
Separate Vehicle fleet KPI from energy printing and encouraging double sided printing. In addition, DoT took part in a “Paperless Day” where printing and paper usage
was suspended and employees were able to conceive of how they can reduce consumption through innovation. All paper used at
DoT’s office is made from recycled materials and can be recycled using paper collection bins available throughout all of DoT’s office
Energy Consumption (GJ) 2010 2011 2012 spaces.
Petrol energy consumption 16,982 21,973 16,723
Water
Diesel energy consumption 282 635 631
Water consumption, used primarily for internal operations and maintenance of the bus fleet, increased in 2012 due in part to
Total direct energy consumption 17,264* 22,608* 17,354 increased bus operations.
Indirect energy consumption 57,143 78,080 63,635
Total energy consumption 74,407* 100,688* 80,989 Water Consumption 2010 2011 2012
Water consumption (m3) -- 190,485 196,187
*These figures have been restated to reflect improved calculation methods.

Energy saving initiatives have also been undertaken by the Information Communications and Technology (ICT) department, to
minimise the environmental impact of servers and IT systems without sacrificing performance. These initiatives have resulted in
electricity savings, efficiency gains, and economic savings.

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 Appendices

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 Appendices Achievement of 2012 Stated Commitments
In 2012 DoT achieved 57% of its stated commitments and continues to work towards many additional goals
Appendix A: Commitments and Achievements
DoT continues to work towards the goals and commitments outlined below in line with the organisation’s strategic objectives and long 2012 Commitments
term vision for success. DoT and Sustainability Progress

As an organisation, DoT has committed to the following goals for 2013: Create and integrate a sustainability performance tracking system that measures the sustainability of DoT and
Completed
the transport system
2013 Commitments Educate staff and stakeholders on sustainability management In Progress
Congestion Relief A Multi-modal Integrated Transport System
Complete management takeover of multistory carpark in Al Ain by Mawaqif Complete Al Ain’s Surface Transport Master Plan (STMP) Completed
Implement GIS tracking for buses to understand usage patterns and maximize route plans and efficiency Encourage diversification and development of access transport to ADIA Completed
Begin second phase of Abu Dhabi Metro project Complete work on Al Bateen’s Aviation Master Plan Not Completed
Safety and Security Complete work on Al Ain’s Aviation Master Plan Not Completed
Address and refine current axel load law within the Emirate of Abu Dhabi to improve safety and efficiency for freight transport Conduct Heliport Regulatory Oversight Not Completed
Conduct SAFED driving program for bus operators Complete Abu Dhabi Multimodal Freight Master Plan Completed
Implement driver fatigue and smart driving training for freight transport operators Outcome: Supports Economic Growth and Diversification
Review and refine speeding and unsafe driving laws to improve enforcement in coordination with Abu Dhabi Police Department Begin measurement and reporting on the transport sector’s direct contribution to gross domestic product (GDP)
In Progress
and employment
Level of Service
Begin initial measuring and reporting on the maritime sector’s contribution to the Abu Dhabi economy Completed
Implement Automatic Fare Collection for bus system
Begin initial measuring and data collection on the freight sector’s contribution to Abu Dhabi economy Completed
Implement rechargeable payment card program for Mawaqif parking management areas
Monitor and review service level provision at ADIA Completed
Complete construction of a new bus station in Al Ain
Monitor and review capacity provision at ADIA In Progress
Complete and circulate Abu Dhabi Road Code for motorists and tourists
Implement Maximo system for prequalification Completed
Organisation
Outcome: Contributes to Environmental Sustainability
Establish effective internal stakeholder management plan
Complete Abu Dhabi–wide vehicle emissions reduction strategy In Progress
Create and operate an HR help desk to provide immediate services to employees and create stronger communication between HR
division and employees Launch the transport industry Environment, Health, and Safety Management System (EHSMS) Completed
Conduct HR policy training sessions to increase internal awareness of policies and benefits Begin work on the measurement of baseline GHG emissions for the entire transport system Completed
Conduct sustainability training for SMWT members and awareness sessions for all DoT employees Implement a pilot program of the Solar Covered Parking Shades Not Completed
Complete move from current offices to new building Outcome: Preserves Social Wellbeing and Quality of Life
Economic Return Safe and Secure
Develop and implement performance tracking within freight operations Develop and launch a contractor health and safety reporting system Completed
Develop and implement economic performance tracking within aviation and maritime sectors Complete and begin implementation of the pedestrian safety action plan Completed
Implement sustainable procurement program to ensure that goods are sourced in the most sustainable manner feasible Reliable and Efficient
Environmental Sustainability Implement the Abu Dhabi City bus priority project In Progress
Increase number of environmental impact assessments and OCMP audits for main roads projects Implement the Parking Management Program (PMP) in Al Ain city center (4 sectors) Completed
Complete trial period for integration of electric busses into existing bus system Gain approval on, and begin implementation of, waterways management regulations In Progress
Track and report fuel usage and distance traveled by bus operators Construct 5 temporary parking structures containing around 1,200 parking bays Not Completed
Complete EHSMS implementation and usage training in aviation and maritime sectors Begin monitoring and road freight vehicle load compliance to safeguard road infrastructure In Progress
Conduct GHG emissions inventory of Abu Dhabi transport sector Inclusive and Accessible
75% vitualisation of DoT servers to minimise resource consumption and increase services Implement recommendations from the ‘Transport for the Mobility Impaired’ study Completed
Put in place tracking and reporting for the transport system accessibility index In Progress
Begin reporting on public transport coverage (access to public transport) Completed
DoT, The Organisation

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 Produce a 2012 GRI Level A+ sustainability report Completed
Data Measurement Techniques – All information included in the report is accurate to the best of DoT’s knowledge, and represents
Achieve 80% of our 2011 sustainability commitments Not Completed the data currently available to DoT and transport system stakeholders. As a young organisation, DoT continues to implement a wide
range of measurement systems to fully capture its organisational and sustainability-related performance, but DoT recognises that it
Conduct a comprehensive strategic review of the purposes, goals, and channels of all internal communication Completed
may take several years to produce accurate economic, environmental, and social data on the transport system.
Implement 100% of DoT-wide EHSMSes Completed Alignment with internal reporting structures has altered reporting on HR related KPIs including employment by level, employment
by age, turnover by level, and turnover by age. A restatement of 2011 total employee number was also made based on the most
Implement the Internal Energy Audit recommendations Completed
accurate information available at the time of publishing this report.
Convert 25% of our internal fleet to use CNG Not Completed
Outsourced/Contracted Operations – DoT has reported limited information relating to its outsourced and contracted operations.
Measure the number of visitors to DoT’s customer service centers and the number of callers to the customer Outsourced and contracted operations primarily include the operation of DoT’s bus fleet and parking services and the development
Completed
hotline, and present comprehensive data on their top issues in our 2012 sustainability report of transport infrastructure, including main roads, bus stops, transport-related buildings, and parking infrastructure. DoT continues to
improve its measurement and monitoring of these areas, and aims to increase its reporting through the implementation of its EHSM

Appendix B: Report Parameters Appendix C – Stakeholders

Defining Report Content – The data in this report represent DoT’s performance for the year ending December 31, 2012. The data
cover economic, social, and environmental aspects of DoT business. Stakeholder Method of Engagement Priority Stakeholder Issues Priority DoT Issues
Determining Key Priority Issues – In creating this sustainability framework, strategy, and report, DoT has followed a systematic Direct Daily use of transportation Accessible, affordable, convenient, > Encourage a modal shift from the
process to define its key priority issues, adopted as the principles for defining the report content. DoT’s sustainability framework is Customers infrastructure and integrated transport system dominant car to other less polluting
based on six pillars, including the five strategic objectives and a sixth pillar for environmental sustainability in line with sustainability (General and congesting forms of transport
management best practices. This report does not prioritise sustainability issues within each section; rather, priority sustainability Population and Customer care channels open Comfortable and clean public > Promoting and enforcing safety
issues are highlighted with key performance indicators drawn with appropriate targets to guide DoT’s sustainability performance. Visitors) during office hours (available by transport that is fast and efficient measures to improve road safety
phone, email, or in person) and encourage smart driving
Materiality – DoT believes that this report covers those areas of its economic, social, and environmental performance, as well as the High-quality main roads practices
performance of the transport sector (assessed to the best of DoT’s ability) that are of the highest importance and are most material to DoT websites and public > Increasing awareness of
the organisation’s stakeholders. advertising opportunities for, and benefits of,
alternative forms of transport such
Stakeholder Inclusiveness – DoT has considered the priorities and concerns of all stakeholders in creating this report and planning as public transport, ridesharing,
for ongoing sustainability. In 2012, DoT’s focus has been on outlining the organisation’s actions and impact with regard to the Emirate and multimodal transport
of Abu Dhabi’s economic, social, and environmental development ambitions. Employees Daily engagement with colleagues Economic rewards and benefits
and management in the workplace >Attracting and retaining the
Sustainability Context – DoT has taken into consideration the context of its sustainability, including the national context of the United Job security highest quality of talent
Arab Emirates, the regional context, and the global and international sustainability context. The report also reflects the specific realities Emails and targeted campaigns
of the transport industry’s various sectors. In some instances, DoT has identified different priorities among these contexts, and tried to Training and development >Increasing employment of
address those priorities from multiple perspectives. Annual employee satisfaction Emiratis while building their skills
surveys Responsibility and opportunity for and knowledge to a world-class level
Ensuring Quality promotion
Balance – By basing this report on the principles of transparency, integrity, and honesty, DoT believes that the report presents a Intranet–available 24 hours per day >Ensuring the safety and security
balanced account of the organisation’s positive sustainability performance and of areas that require attention. Safe and inclusive working of all DoT employees
Quarterly newsletter environment
Comparability – DoT has used the GRI Indicator Protocols wherever possible in order to facilitate comparison between this report, >Encouraging engagement and
previous DoT reports from 2010 and 2011, and reports of other organisations. DoT recognises that the report presents a large number Employee suggestion programme responsibility to promote efficient
of transport-specific indicators; all efforts have been made to align the report with international transport standards. Comparable data and high-quality output from all
from 2009, 2010, and 2011 (year ending December 31) have also been provided wherever possible. employees

Accuracy – All data and information presented have been verified and approved by the SMWT to ensure maximum accuracy. Data Partner Creation of long-term visions and The transportation system’s > Clear direction and allocation of
estimations or limitations of accuracy have been indicated, and any restatements from previous years have been clearly identified. Government master plans that are distributed to contribution to the Emirate-level roles and responsibilities
Entities and all entities priority measures and related
Clarity – This report includes transport-specific and sustainability-related technical details. DoT has also revised the structure of this Municipalities targets > Fast and effective decision
report to increase its clarity and to organise information to aid the reader. Joint planning and project making and approval of plans and
implementation Effectiveness and efficiency of budgets
Assurance – This report was externally assured by a third-party audit group. The audit group applied a systematic process in DoT: effective planning, quality
reviewing the presentation balance of the report, application of the GRI framework, and materiality and proper methodology behind Memorandums of understanding management systems, and high > DoT’s continued involvement in
the data provided in the report. performance in operating and urban planning
Performance management contracts regulating the transport sector
Reporting Boundaries and Limitations > Transport as a core consideration
Boundaries – This report presents data and information about DoT’s sustainability performance and, wherever possible, data Ensuring that DoT monitors in the design of all developments,
concerning the transport system that DoT regulates. In some cases this has increased the scope of reporting compared to prior year’s and then systematically and to maximise potential for a
reports. significantly improves overall sustainable, integrated transport
performance in pursuit of a system
Limitations – As a relatively young organisation with ever-growing responsibilities, DoT recognises that gaps remain in its sustainable transport system
measurement of sustainability performance, both internally and (especially) concerning the transport system. To overcome this, DoT
made commitments in 2010 and 2011, repeated in this year’s report, to improve reporting in weak areas. For this 2012 report, only
information believed to be accurate has been included; thus estimates have not been included, except where clearly indicated.
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Suppliers Contracts
Meetings and service delivery
evaluations performed upon
completion
Pre-qualification surveys
Transport Transport policy and regulations
Sector
Joint planning, consultations, and
transport modelling
Relevant monthly, quarterly, and
annual monitoring systems as
part of the EHSMS and general
transport monitoring role
Contractors Pre-qualifications
Bid and proposal presentations
Contracts and policies
Regular internal policy adherence
evaluation and auditing
Regular project progress and
evaluation meetings
The Environment Construction and operation of the
transport system
Energy material and resource
consumption
Appendix D: Governance and Corporate Structures
Abu Dhabi Judicial Department
Ruler’s Representative Court of
The Western Region
Ruler’s Representative Court of
The Eastern Region
Court of The Crown Prince
Al Ain City
Municipal Council
Municipality
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Secure, long-term contracts that
are financially rewarding
Prompt payment upon delivery of
goods or services
Incentives to encourage supplier
actions that have net environmental, with acceptable and/or improved
economic, and social gains
Integrated transport to all new
developments
Prompt approval of transport-
related impact master plan
assessments
Issuance of no-objection
certificates
Clear scope of work and
specifications along with adequate
data, information, and policies
required to complete the project to
the desired standard
Long-term relationships based on
multiple projects
Prompt payment upon delivery of
projects
Protection of ecological systems,
especially those concerning air
quality
Minimal use of finite resources
Ongoing reduction of all types of air social considerations in all DoT
emissions, including carbon
Rule of Abu Dhabi Emirate
Crown Prince And Chairman of
The Executive Council
Executive Council
General Secretariat
Department of Transport
Department of Finance
Department of
Economic Development
Department of Municipal Affairs
Abu Dhbai City
Municipal Council
Municipality
> Getting the best product or
service for money spent
> Suppliers with economic stability
and a strong reputation for effective,
ethical, and timely delivery
> Sustainably minded products,
economic performance
> All new developments with
transport as a core planning
consideration to maximise
sustainability impact
> Reduced travel through smart
and mixed-use planning
>Sector-wide compliance with laws
and regulations
> High-quality, fast, and effective
delivery of projects, especially
large infrastructure projects
> Adherence to all Abu Dhabi EHS
policies and procedures
> Ensuring that all health and
safety guidelines and regulations
are in place to protect contractor
labour health and safety
> Optimal use of finite and infinite
resources to create and operate
the transport system
>Continued symbiosis between
environmental, economic, and
activities
National Consultative Council
Western Region
Municipal Council
Municipality
Executive Management Committee
The Executive Management Committee is composed of the chairman, the undersecretary, three executive directors, the director of
strategy and planning, the director of organisational development, and the senior planning and development advisor. The Ruler of
Abu Dhabi appoints the chairman, selected on the basis of expertise and experience.
Responsibilities of the Executive Management Committee:
• Conducting strategic planning and approving strategic plans
• Overseeing and reviewing all major DoT projects
• Approving policies, regulations, and master plans
• Approving and guiding all major stakeholder engagements
The Committee currently consists of eight members: seven men and one woman. None of the Committee members are independent
and some hold dual positions within the Committee. There is no compensation structure for membership in the Executive Committee.
Executive Management Committee Members
Chairman Abdulla Rasheed Al Otaiba
Undersecretary Mohamed Hareb
Director of Organisational Development Jasim Abdul Rahman Al Ali
Director of Corporate Strategic Planning and Performance
Manal Al Dosari
Management
Senior Planning and Development Advisor Dr. Salem Al Shafiei
Mohamed Hareb
Executive Directors Khalid Hashim
Zayoun Al Ameri
DoT Corporate Structure Chairman
Internal Audit & Risk Management
Division Director
Undersecretary
Corporate Strategic Planning & Performance
Management Division Director
Organisational Environment Legal Services Public Relations
Development Health & Safety & Legislation &
Division Division Division Communications
Director Director Director Division Director
Executive Director Executive Director Executive Director Executive Director
Aviation Sector Maritime Sector Surface Transport Sector Support Services Sector
International and Govrnemental Maritime Policy Integrated Transportation
Affairs Division Director Division Director Planning Division Director Purchasing Division Director
Sector Facilitation & Avation Maritime Development & Public Transport Account and Finance
Standards Division Director Facilitation Division Director Division Director
Maritime Safety, Security & Human Resource
Policy Division Director Environment Division Director Road Division Director Division Director
Avation Development & Freight Transport Administrative Affairs
Planning Division Director Division Director Division Director
Information & Communication
Technology Division Director
Sector Division
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 Appendix E: Acronyms Appendix F: External Assurance Report

ACI Airport Council International

ADAA Abu Dhabi Accountability Authority
ADAC Abu Dhabi Airports Company
ADP Abu Dhabi Police
ADPC Abu Dhabi Port Company
ADSG Abu Dhabi Sustainability Group
ADSIC Abu Dhabi Systems & Information Centre
ADT Abu Dhabi Terminals
ADTA Abu Dhabi Tourism Authority
ADWEA Abu Dhabi Water and Electricity Authority
CCTV Closed-circuit television
CEMP Construction Environmental Management Plan
CNG Compressed natural gas
CNIA Critical National Infrastructure Authority
DMA Department of Municipal Affairs
DMS Dynamic messaging signs
DoT Department of Transport
EAD Environment Agency – Abu Dhabi
EHS Environment, health, and safety
EHSMS Environment, Health, and Safety Management System
EIA Environmental impact assessment
GCAA General Civil Aviation Authority
GCC Gulf Cooperation Council
GDP Gross domestic product
GHG Greenhouse gas
GIS Geographical information system
GRI Global Reporting Initiative
GSEC General Secretariat of the Executive Council
HR Human resources
ITS Intelligent Transport System
KPI Key performance indicator
MARPOL Marine Pollution: International Convention for the Prevention of Pollution From Ships, 73/78
MSEC Maritime Security Executive Council
NTA National Transport Authority
SMWT Sustainability Management Working Team
SPA Sea Ports Authority
STMP Surface transport master plan
TICSS The International Customer Service Standard
TMP Traffic master plan
TransAD The Centre for Regulation of Transport by Hired Cars in the Emirate of Abu Dhabi
UAE United Arab Emirates
UPC Urban Planning Council

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 Appendix G: GRI Index

Standard Disclosures Part 1 – Profile Disclosures For organizations that have a unitary board structure,
the number of members of the highest governance 69
4.3
STRATEGY AND ANALYSIS body that are independent and/or non-executive
members
Statement from the most senior decision-maker of
1.1 5 69- As a government
the organization entity, there are no
1.2 Description of key impacts, risks and opportunities 11-13 Mechanisms for shareholders and employees to shareholders. Employee
4.4 provide recommendations or direction to the highest and customer suggestion
governance body programs provide
ORGANIZATIONAL PROFILE venues for feedback and
assessment.
2.1 Name of the organization 11
Linkage between compensation for members of
2.2 Primary brands, products and/or services 12-13 4.5 the highest governance body, senior managers and 69
executives
Operational structure of the organization, including
2.3 main divisions, operating companies, subsidiaries 68-69 Processes in place for the highest governance body 50
4.6
and joint ventures to ensure conflicts of interest are avoided
Abu Dhabi City, Process for determining the qualifications and
2.4 Location of organization’s headquarters
Abu Dhabi Emirate, UAE expertise of the members of the highest governance 69
4.7 body for guiding the organization›s strategy on
Number of countries where the organization economic, environmental and social topics
operates, and names of countries with either major
2.5 11-13
operations or that are specifically relevant to the Internally developed statements of mission or
sustainability issues covered in the report values, codes of conduct and principles relevant to
4.8 12-13
economic, environmental and social performance
DoT is a government and the status of their implementation
entity fully owned by the
2.6 Nature of ownership and legal form Procedures of the highest governance body for
Government of the Emirate overseeing the organization›s identification and
of Abu Dhabi, UAE. management of economic, environmental and social
4.9 performance, including relevant risks and opportunities, 50
2.7 Markets served 6-11-13 and adherence or compliance with internationally
agreed standards, codes of conduct and principles
2.8 Scale of the reporting organization 11-13, 45, 51
Processes for evaluating the highest governance
Significant changes during the reporting period 4.10 body›s own performance, particularly with respect to 50
2.9 No significant changes
regarding size, structure or ownership economic, environmental and social performanc
2.10 Awards received in the reporting period 25 Explanation of whether and how the precautionary
4.11 approach or principle is addressed by the 5,11
REPORT PARAMETERS organization
January 1 – December Externally developed economic, environmental
3.1 Reporting period 31, 2012 4.12 and social charters, principles or other initiatives 50
2011 Sustainability to which the organization subscribes or endorses
3.2 Date of most recent previous report Report 4.13 Memberships in associations 12
3.3 Reporting cycle Annual List of stakeholder groups engaged by the
4.14 16-17, 67-68
Contact point for questions regarding the report or organization.
3.4 80
its contents 66-68 - Stakeholders
are selected through
3.5 Process for defining report content 66 an internal analysis
ranking stakeholders by
3.6 Boundary of the report 66 Basis for identification and selection of stakeholders influence.
4.15
Specific limitations on the scope or boundary of with whom to engage. This framework was
3.7 66-67 approved by DoT’s
the report
Sustainability
Basis for reporting on joint ventures, subsidiaries, Management Working
leased facilities, outsourced operations and other Group.
3.8 66-67
entities that can significantly affect comparability Approaches to stakeholder engagement, including
from period to period and/or between organizations 4.16 frequency of engagement by type and by 66-68
Data measurement techniques and the basis for stakeholder group.
calculations, including assumptions and techniques
3.9 66-67 Key topics and concerns that have been raised
underlying estimations applied to the compilation of through stakeholder engagement, and how the
the Indicators and other information in the report 4.17 organization has responded to those key topics and 67-68
Explanation of the effect of any re-statements of 66-67 – All concerns, including through its reporting.
3.10 information provided in earlier reports, and the restatements were
Standard Disclosures Part 2 – Disclosures on Management Approach
reasons for such re-statement clearly signaled in text
Significant changes from previous reporting periods DMA Disclosure on Management Approach Economic 44-46
3.11 in the scope, boundary or measurement methods No change (EC) (EC)
applied in the report 58-59, DoT is committed
Table identifying the location of the Standard to supporting biodiversity
3.12 73-78 preservation through
Disclosures in the report DMA Disclosure on Management Approach Environment actions to minimize the
Policy and current practice with regard to seeking (EN) (EN) environmental impact
3.13 66 of the transport sector
external assurance for the report including environmental
impact assessments.
GOVERNANCE, COMMITMENTS AND ENGAGEMENT
DMA Disclosure on Management Approach Labour
Governance structure of the organization, including 16-18, 58
(LA) Practices (LA)
committees under the highest governance body
4.1 68-69
responsible for specific tasks, such as setting 50-54- performance
strategy or organizational oversight DMA Disclosure on Management Approach Human Rights assessments include
Whether the chair of the highest governance body is 69 (HR) (HR) remediation actions
4.2 when applicable
also an executive officer

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 50-54- DoT creates Initiatives to provide energy-efficient or renewable Significant environmental impacts of transporting Operations identified as having significant risk for 50- DoT is not aware
EN29 products
policy and regulations EN6 energy-based products and services, and reductions 58-61 and other goods and materials used for HR6 incidents of child labour, and measures taken to of any incidents of child
58-61
DMA for the transport sector in energy requirements as a result of these initiatives the organization›s operations, and transporting contribute to the elimination of child labour labour.
Disclosure on Management Approach Society (SO) members of the workforce
(SO) of the Emirate of Abu
Dhabi, as demonstrated Initiatives to reduce indirect energy consumption Operations identified as having significant risk 50 – DoT is not aware
EN30 Total
throughout this report. EN7 60-61 environmental protection expenditures and [Not reported – not for incidents of forced or compulsory labour, and
and reductions achieved investments by type available] HR7 of any incidents of
measures to contribute to the elimination of forced forced labour.
DMA Disclosure on Management Approach Product 61 – DoT uses water or compulsory labour
38-40 LABOUR PRACTICES
(PR) Responsibility (PR) EN8 Total water withdrawal by source purchased from
Abu Dhabi Municipality 51-52 – DoT does not 100% - human rights
Standard Disclosures Part 3 - Performance Indicators Total workforce by employment type, employment Percentage of security personnel training the are discussed during
LA1 have any part time HR8
Water sources significantly affected by withdrawal [Not reported – not contract and region employees organization’s policies concerning human rights the training of all
ECONOMIC EN9 security personnel
of water available]
Total number and rate of employee turnover by age
LA2 52-53
EC1 Direct economic value generated and distributed 45 group, gender and region
EN10 Percentage and total volume of water recycled and 61 – DoT does not 50 – DoT is not aware
reused currently recycle water Total number of incidents of violations involving of any incidents
61 As part of a Benefits provided to full-time employees that are not HR9 rights of indigenous people and actions taken. involving indigenous
government-wide plan, Location and size of land owned, leased, managed LA3 provided to temporary or part-time employees, by 44 rights.
DoT works closely [Not reported – not major operations.
EN11 in, or adjacent to protected areas and areas of high
with the Department available]
HR10 Percentage
biodiversity value outside protected areas [Not applicable] - trade of operations that have been subject to
Financial implications and other risks and of Finance and the Percentage of employees covered by collective 100%
LA4 unions do not exist in human rights reviews
EC2 opportunities for the organization›s activities Environment Agency of Description of significant impact of activities, bargaining agreements. the UAE
due to climate change. Abu Dhabi to implement Number of grievances related to human rights filed, 50 – DoT is not aware
EN12 products, and services on biodiversity in protected [Not reported – not
necessary programs areas and areas of high biodiversity value outside available] Minimum notice period(s) regarding significant HR11 addressed and resolved through formal grievance of any incidents
for the transport sector protected areas LA5 operational changes, including whether it is 50-51 mechanisms. involving human rights.
relating to climate specified in collective agreements
change risks. [Not reported – not
EN13 Habitats protected or restored SOCIETY
available] Percentage of total workforce represented in
Coverage of the organization’s defined benefit plan formal joint managementworker health and safety 100% of DoT’s workforce
EC3 44 LA6 is represented by DoT’s Nature, scope, and effectiveness of any programs
obligations committees that help monitor and advise on
EN14 Strategies, current actions, and future plans for [Not reported – not EHS Committee. and practices that assess and manage the impact
managing impacts on biodiversity available] occupational health and safety programs SO1 60 - 100%
Significant financial assistance received from of operations on communities, including entering,
EC4 45 operating, and exiting
government. Rates of injury, occupational diseases, lost days,
Number of IUCN Red List species and national [Not reported – not LA7 absenteeism and number of work-related fatalities 32-34
44 - DoT provides EN15 conservation list species with habitats in areas Percentage and total number of business units
available] by region SO2 50, 68-69
competitive affected by operations, by level of extinction risk analysed for risks related to corruption
Range of ratios of standard entry level wage by
EC5 compensation in line Education, training, counseling, prevention, and No specific training
gender compared to local minimum wage. with local and national 61- GHG emissions Percentage of employees trained in organization’s
risk-control programs in place to assist workforce has been provided SO3 50, 68-69
wage and labour laws. data is calculated LA8 anti-corruption policies and procedures
members, their families, or community members pertaining to serious
using standard regarding serious diseases. diseases.
44 - Procurement Law conversion factors 50, 68-69 – No incidents
EN16 Total direct and indirect greenhouse gas emissions SO4 Actions taken in response to incidents of corruption of corruption have been
No. 6 of 2008 makes for calculating tonnes [Not applicable]-trade
by weight Health and safety topics covered in formal reported.
it mandatory to enter of CO2 equivalent LA9 unions do not exist in
Policy, practices and proportion of spending on contracts only with from electricity kWh, agreements with trade unions the UAE
EC6 locally based suppliers at significant locations local companies or and liters of fuel DoT creates policy and
of operation branches of international consumption. 53-54 – [Partially reported] regulations for the
companies that are Average hours of training per year per employee, by – no information Public policy positions and participation in public transport sector of the
No other GHG LA10 SO5
registered within employee category pertaining to training by policy development and lobbying Emirate of Abu Dhabi,
EN17 Other relevant indirect greenhouse gas emissions
Abu Dhabi. emissions are known as gender is available as demonstrated
by weight part of DoT’s operations throughout the report
Procedures for local hiring and proportion of senior Programs for skills management and lifelong
EN18 Initiatives
EC7 management hired from the local community at 53 to reduce greenhouse gas emissions and 58-61 learning that support the continued employability Total value of financial and in-kind contributions to
significant locations of operation reductions achieved LA11 53-54 SO6 political parties, politicians, and related institutions, $0
of employees and assist them in managing career
endings by country
EN19 Emissions of ozone-depleting substances by weight None
38-40 - All infrastructure Total number of legal actions for anticompetitive
Development and impact of infrastructure Percentage of employees receiving regular
development conducted
EN20 NOx,
investments and services provided primarily for SOx and other significant air emissions by [Not reported – not LA12 53-54 SO7 behaviour, anti-trust, and monopoly practices, and 0 actions
EC8 by DoT is provided type and weight available] performance and career development reviews
public benefit through commercial, in-kind or pro their outcomes
primarily for public
bono engagement [Not reported – not Composition of governance bodies and breakdown
benefit. EN21 Total water discharge by quality and destination Monetary value of significant fines and total number
available] of employees per category according to gender,
LA13 51-52 SO8 of non-monetary sanctions for non-compliance with 0 actions
age group, minority group membership and other
Understanding and describing of significant indirect indicators of diversity laws and regulations
EC9 45 61 – [Partially reported
economic impact, including the extent of impact
EN22 Total weight of waste by type and disposal method. – excludes non recycled 24-28 - DoT is not
materials] Ratio of basic salary of men to women by employee 44
ENVIRONMENT LA14 aware of significant
category Operations with significant potential or actual
SO9 negative impact on local
61 – [Partially reported] EN23 Total number and volume of significant spills None negative impacts on local communities. communities resulting
HUMAN RIGHTS
– currently DoT is from DoT’s operations.
unable to measure Weight of transported, imported, exported, or Percentage and total number of significant
EN1 Materials used by weight or volume. treated waste deemed hazardous under the terms
material consumption [Not reported – not investment agreements that include human rights DoT engages with its
beyond paper EN24 of the Basel Convention Annex I, II, III, and VIII, HR1 100% Prevention and mitigation measures implemented stakeholders on a daily
available] clauses or that have undergone human rights
consumption. and percentage of transported waste shipped screening S10 in operations with significant potential or actual basis to understand and
internationally negative impacts on local communities mitigate any negative
Percentage of materials used that are recycled Percentage of significant suppliers and contractors impact of its operations.
EN2 0% Identity, size, protected status, and biodiversity value
input materials HR2 that have undergone screening on human rights and 100%
Direct energy consumption by primary energy EN25 of water bodies and related habitats significantly [Not reported – not actions taken PRODUCT RESPONSIBILITY
EN3 60 affected by the reporting organization’s discharges available]
source of water and runoff DoT does not offer
Total hours of employee training on policies and Life cycle stages in which health and safety
specific human rights impacts of products and services are assessed for 58-60
60 – DoT purchases Initiatives to mitigate environmental impacts procedures concerning aspects of human rights that PR1
HR3 training to employees, improvement, and percentage of significant products
its electricity from EN26 of products and services, and extent of impact 58-61 are relevant to operations, including the percentage although it is touched and services categories subject to such procedures.
Abu Dhabi Water and mitigation of employees trained upon during induction.
Electricity Company,
EN4 Indirect energy consumption by primary source which produces its Total number of incidents of noncompliance
EN27 Percentage of products sold and their packaging [Not reported – not DoT is not aware of
electricity via several materials that are reclaimed by category available] Total number of incidents of discrimination and PR2 concerning health and safety impacts of products 50
HR4 any incidents of and services.
power plants that use actions taken discrimination in 2012
primarily oil and natural Monetary value of significant fines and total number
gas fuels. Type of product and service information required DoT is not aware of any
EN28 of non-monetary sanctions for noncompliance with 0 Operations identified in which the right to exercise [Not applicable] -
environmental by procedures, and percentage of significant information required by
freedom of association and collective bargaining Collective bargaining PR3
Energy saved due to conservation and efficiency laws and regulations HR5 products and services subject to such information procedures and products
EN5 58-61 may be at significant risk, and actions taken to is not allowed in requirements provided by DoT.
improvements support these rights the UAE

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 Total number of incidents of noncompliance with Appendix H: GRI Certification
regulations and voluntary codes concerning product 50
PR4 and service information and labelling, by type of
outcomes
Practices related to customer satisfaction, including 38-40
PR5 results of surveys measuring customer satisfaction
Programs for adherence to laws, standards and DoT operates in full
PR6 voluntary codes related to marketing communications, compliance with all local
including advertising, promotion and sponsorship and federal laws.
DoT is not aware
Total number of incidents of noncompliance with of any incidents of
regulations and voluntary codes concerning
PR7 non-compliance
marketing communications, including advertising,
promotion and sponsorship by type of outcomes regarding marketing and
communications.
Total number of substantiated complaints regarding Zero breaches or loss
PR8 breaches of customer privacy and losses of of customer data have
customer data. been reported.

DoT is not aware of

any incidents of non
Monetary value of significant fines for non- compliance concerning
PR9 compliance with laws and regulations concerning provision and use of
the provision and use of products and services. DoT products and
services.

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 Contact Us

As part of DoT’s reporting and stakeholder engagement policy, you are encouraged to contact us to provide
your comments and feedback on this report. Please direct communications to the following channels:

Sustainability Management Working Team (SMWT) Department of Transport,

P.O. Box 20 – Abu Dhabi, United Arab Emirates, sustainability@dot.abudhabi.ae