Sustainability Report 22 - EN

DEWA (PJSC)
SUSTAINABILITY
REPORT
2022
Sheikh Zayed bin Sultan Al Nahyan, may his soul rest in peace
Founder of the UAE, 1918 - 2004
The UAE will continue to play a leading role in shaping initiatives
which serve humanity and help to achieve stability, prosperity and
sustainable development.
His Highness
Sheikh Mohamed bin Zayed Al Nahyan
President of the United Arab Emirates
We have developed a sustainable infrastructure that will serve new
generations. This infrastructure has been built by young Emiratis who
will lead our country through the next phase of growth. We are proud of
our nation’s advancements in clean energy and green economy.
His Highness
Sheikh Mohammed bin Rashid Al Maktoum
Vice President and Prime Minister of the UAE and Ruler of Dubai
TABLE OF
CONTENTS
MD & CEO MESSAGE...................................................................................................................... 6
SUSTAINABILITY HIGHLIGHTS................................................................................................. 8
KEY HIGHLIGHTS IN 2022........................................................................................................... 9
DEWA PJSC AND ITS REPORTING PRACTICES.................................................................11
VALUE CHAIN AND OTHER BUSINESS RELATIONSHIPS...........................................15
DEWA’S PORTFOLIO ....................................................................................................................16
DEWA’S GOOD GOVERNANCE.................................................................................................18
STRATEGIES, POLICIES, & PRACTICES ................................................................................19
MECHANISMS FOR SEEKING ADVICE AND RAISING CONCERNS .........................24
ECONOMIC PERSPECTIVE..........................................................................................................30
ENVIRONMENTAL PERSPECTIVE...........................................................................................49
SOCIAL PERSPECTIVE..................................................................................................................69
OUR CYBER SECURITY FRAMEWORK..................................................................................88
GRI CONTENT INDEX...................................................................................................................89
ABBREVIATIONS............................................................................................................................97
About DEWA PJSC | Economic Perspective | Environmental Perspective | Social Perspective | GRI Content Index
MD & CEO MESSAGE

HE SAEED MOHAMMED AL TAYER
MD & CEO of DEWA
(GRI 2-22)
At Dubai Electricity and Water Authority (DEWA), adopt several policies and plans that align with the
we work to achieve the wise vision of His Highness ambitious national strategies. We work to refine
Sheikh Mohamed bin Zayed Al Nahyan, President Emirati competencies and young talents, protect
of the UAE; and His Highness Sheikh Mohammed the environment and natural resources, mitigate
bin Rashid Al Maktoum, Vice President and Prime the effects of climate change, and contribute to
Minister of the UAE and Ruler of Dubai, to enhance supporting the sustainable economic development.
sustainability and the shift towards a diversified and
green economy. Sustainability is an integral part of We also work to diversify the energy sources and
our vision and strategy in line with the strategies of increase the share of renewable and clean energy
Dubai and the UAE. We are the first government in Dubai’s energy mix. To achieve the Dubai Clean
organisation to adopt sustainability in its strategic Energy Strategy 2050 and Dubai Net Zero Carbon
plan to achieve long-term sustainability goals and the Emissions Strategy 2050 to provide 100% of Dubai’s
17 UN Sustainable Development Goals (SDGs) 2030 total power production capacity from clean energy
and promote the sustainable green growth and the sources by 2050, we implement pioneering projects
economic, environmental, and social sustainability. to diversify clean and renewable energy sources
in Dubai to include the best and latest available
We are committed to the best effective governance technologies. We have, for many years, stopped
practices within an integrated framework, in launching new projects that produce energy using
addition to regularly reviewing all our activities fossil fuels. We also restrict new water desalination
and operations to keep pace with the rapid projects to reverse osmosis technology using clean
developments and enhance DEWA’s agility and energy. All power generation and water desalination
resilience to deal with change. We have robust capacity expansions planned up to 2030 will be
policies and programmes for environmental, social, based on renewable and clean energy sources. The
and corporate governance (ESG) management. Mohammed bin Rashid Al Maktoum Solar Park is
Implementing good governance practices the most important clean energy project DEWA is
has contributed to DEWA achieving globally implementing to achieve this goal and consolidate
competitive results. Our practices have become a Dubai’s position as a smart and sustainable city and
benchmark for numerous organisations around the a preferred destination for living, working, investing,
world. We adopt sustainability in all our operations, and visiting. It is the largest single-site solar park in
work mechanisms and decisions. We have a circular the world using the Independent Power Producer
economy strategy that supports our ongoing (IPP) model. It will have a production capacity of
efforts to optimise the use of resources and 5,000 MW by 2030. When completed, the solar park
enrich social, economic and environmental value, will reduce more than 6.5 million tonnes of carbon
promoting sustainability in the UAE and Dubai. We emissions annually.
06 Sustainability Report 2022 Contents

Another project powering the Emirate’s clean energy In April 2022, DEWA was listed on the Dubai
transition is our Green Hydrogen Project, the first Financial Market (DFM), becoming the largest
of its kind in the Middle East and North Africa to company on the exchange by market capitalisation.
produce hydrogen using solar power. We are also Our initial public offering (IPO) was the world’s
working on pumped-storage water technology using largest in the utility sector in 2022, with strong
clean energy in Hatta. This is the first project of its investor demand, amounting to AED315 billion. The
kind in the GCC region. DEWA has also implemented orderbook for the IPO was 37 times oversubscribed.
several projects to increase energy efficiency. The wide interest from local and international
investors affirms DEWA’s position as one of the
DEWA contributed to reducing carbon emissions in most distinguished and pioneering utilities in the
Dubai by 21% in 2021, exceeding the target set in world. It also underlines the attractiveness of Dubai
the Dubai Carbon Abatement Strategy 2021, which as a global capital market.
aimed to reduce 16% of carbon emissions by 2021.
The updated target aims to reduce carbon emissions Adopting the latest global technologies in the
by 30% by 2030. production, transmission and distribution of energy
As part of our efforts to contribute to promoting and water contributed to DEWA’s achieving world
Dubai’s economy, DEWA has become a global role records in the performance indicators of the energy
model in energy efficiency and reliability, providing and water sectors. DEWA’s results surpass major
its services according to the highest standards of European and American utilities in several indicators.
reliability, efficiency and quality and keeping pace In 2022, losses from electricity transmission
with the increase in energy and water demand. By and distribution networks were reduced to 2.2%
the end of 2022, DEWA’s capacity reached 14,517 compared to 6-7% in Europe and the USA. Water
megawatts (MW) of electricity and 490 million network losses were also reduced to 4.5% compared
imperial gallons (MIG) of desalinated water per day. to around 15% in North America. DEWA has
The production capacity of clean energy in Dubai has achieved a new world record in electricity Customer
reached 2,027 megawatts (MW) using photovoltaic Minutes Lost (CML) per year. Dubai recorded 1.19
solar power (PV) and concentrated solar power (CSP). minutes per customer, compared to around 15
This is about 14% of Dubai’s total power production minutes recorded by leading utility companies in the
capacity. In 2022, DEWA provided its services to European Union.
1,157,501 customers, according to the highest
At DEWA, we are proud that we contribute to
standards of sustainability, efficiency, availability, and
achievements that enhance the UAE’s global
reliability. This is an increase of 4.62% compared to
position through major projects and innovative
1,106,412 customers in 2021.
initiatives. These play an effective role in achieving
To promote green and sustainable mobility in Dubai the sustainable development and consolidating
and encourage the public to use environmentally Dubai’s position as a global hub for trade, finance,
friendly electric vehicles (EV), we launched the Green tourism and green economy. In the UAE, we do
Charger initiative in 2014. We aim to increase the not rest on our laurels, but continue our relentless
number of Green Chargers to over 1,000 stations by efforts to strengthen our record of achievements
2025. By the end of 2022, DEWA installed over 350 and consolidate the competitiveness of Dubai and
Green Charger stations with more than 620 charging the UAE at all levels to make the UAE the world’s
points across Dubai. leading nation.

SUSTAINABILITY HIGHLIGHTS
ECONOMIC HIGHLIGHT
AED 27.34 Billion AED 8 Billion AED 19.524 Billion

Total Revenue Net Profit Operating Costs
AED 7 Billion AED 5.919 Billion AED 3.659 Billion

Investments in Smart Grid Total value of purchase with its Employee wages & benefits
initiatives between 2014 and 2035 local and global suppliers
ENVIRONMENTAL HIGHLIGHT
2.2%
losses
from
14% electricity
share of DEWA was
not in violation transmission
clean energy
Over 350 EV capacity of of any and
Cumulative distribution
Green Charging DEWA’s environmental
efficiency networks
Stations with energy mix regulation nor
improvement
over 630 did it receive
of 37.78%
charging points any complaints 9.22 Million
between 2006
throughout the relating to Tons of Carbon
and 2022
Emirate of environmental emission
Dubai matters reduction
SOCIAL HIGHLIGHT
10,932 101 Health and Safety DEWA received over

employees Training and seminars 7,631 ideas through the
with a low turnover delivered for Afkari internal platform
rate of 2.62% 2,170 employees
Zero Lowest customer DEWA served

fatalities minutes lost in the 1,157,501
since 2000 world 1.19 minutes customers
customer in 2022 during 2022

KEY HIGHLIGHTS
IN 2022
Q1 7. Implemented the smart 5. DEWA completed 98.83% of
ball leak detection its project to extend its water
1. Launched DEWA-SAT-1 technology in water transmission network by 36
nanosatellite transmission networks kilometres across Dubai, at a
(the world’s first utility to use total cost of about
nanosatellite) on 13 January 8. Completed the construction AED 266 million
2022 and has received its of the first stage of the
first signals from space Aquifer Storage and 6. DEWA completed
Recovery (ASR) project 96.50% of the Sea Water
2. Won three diamond-level for desalinated water and Reverse Osmosis (SWRO)
awards at the Harvard started the operations and desalination plant at Jebel
Business Council testing stage Ali Power Plant and Water
2021 International Awards Desalination Complex
Second Cycle at a cost of around
AED 897 million
3. Received the British Q2
Standards Institution (BSI) 7. Registered a new patent for
Kitemark for Innovation, 1. Registered a new patent an Unmanned Aerial Vehicles
making it the first for an innovative device for (UAV) charging system that
government organisation to measuring the amount of enables continuous charging
receive this certificate at a water that can be extracted for UAVs and thus provide
global level from the air during the longer flying hours with a
condensation process large storage capacity
4. DEWA received three
international certifications 2. Added the Self-Assessment 8. Won three Global Excellence
from the British Standards tool for residential customers Assembly Awards 2022
Institute (BSI) for security to easily understand their in the same cycle. These
management consumption patterns awards were the Excellence
in Innovation Award, the
5. Raised production capacity 3. Launched the ‘Dubai EV Business Innovation Award,
of the first project of the Community Hub’ website and the Outstanding
Mohammed bin Rashid Al for Dubai, aiming to increase Customer Service Award
Maktoum Solar Park’s fifth EV adoption by centralising
phase from 300 MW to information regarding EV 9. Commissioned 287 11kV
330MW developments in Dubai substations in the first half
of 2022, with 177,875
6. DEWA achieved the highest 4. DEWA received effective working hours according
score among international governance certification to the highest quality,
corporates in EFQM’s BSi13500:2013 from BSI efficiency, and safety
Innovation Lens Award and a special award for 6 standards, while following all
(First organisation in the consecutive years precautionary measures
world to receive 8 stars)

10. Won three Global Good 5. DEWA achieved the Guinness 4. DEWA commissioned two
Governance (3G) Awards World Records title for new transmission substations
from Cambridge IFA in owning and managing the in two residential areas
the UK Largest Single-Site Water in Dubai
Desalination Facility in the
11. Added 700MW of energy world with a production 5. DEWA completed 93% of
production capacity, totalling capacity of 490 (MIG) of 4th phase of H-Station in
14,117 MW, with 1,627 MW water per day Al Aweer with investments
from renewable energy totalling AED 1.1 billion
6. DEWA’s R&D centre
12. DEWA completed 57% published 103 research 6. Won the Best Creative
construction of water papers in international Electricity and Water
microfiltration units in Hatta scientific conferences Solutions Brand award from
and international Global Brands Magazine
peer-reviewed journals Awards 2022
Q3
7. DEWA commissioned 389 7. Launched the
1. Received two ISO 11kV substations in Dubai, construction work for the
certifications in Information resulted in a total of 404,712 Hatta Sustainable
Security Governance and man hours, according to the Waterfalls project
Information Technology highest standards of quality,
Governance for the third efficiency and safety 8. DEWA achieved first place
consecutive year worldwide in the International
8. DEWA ranked the third most Digital Customer Experience
2. DEWA registered a patent valuable utility brand in the Standard (IDCXS) with
for a user-friendly robotic Middle East and the third 100% score from
carrier to transport solar fastest growing brand in the first assessment
photovoltaic panels easily UAE as per ‘Brand Finance’
and safely from any surface 9. DEWA completed 58.48% of
hydroelectric power plant
3. DEWA signed a partnership Q4 in Hatta
agreement with Dutch
start-up Desolenator BV, to 1. DEWA’s customers 10. DEWA achieved the best
build a sustainable, carbon- conducted around 8 million financial results in its
neutral water purification and transactions using its digital operating history
desalination system based channels and those of its
on solar thermal energy, partners
targeting a levelised cost of
potable water production 2. Added 600MW of clean
at a rate that is less than energy production capacity
US$0.02 per litre from the 5th phase of the
Mohammed bin Rashid Al
4. DEWA reduced the Maktoum Solar Park
maintenance outages for
key inspection operations 3. DEWA completed 75.9% of
from 11 days to 9 days, a the water reservoir project
reduction in the maintenance in Hatta
duration of 18%, compared
to the previous world record
achieved by DEWA in 2019

About DEWA PJSC
DEWA PJSC AND

ITS REPORTING PRACTICES
ABOUT DEWA PJSC and the Emirate’s active daytime population of over 4.7 million.
These numbers are expected to grow to 5.8 million and 7.8 million,
(GRI 2-1, GRI 2-6)
respectively, by 2040.
Dubai Electricity and Water By the end of 2022, DEWA served 1,157,501 customers, representing
Authority (DEWA) was formed an increase of 14,438 customers from the third quarter of 2022.
on 1 January 1992, by a decree DEWA added 51,089 new customers in 2022, which is a 4.6%
issued by the late Sheikh increase from 2021.
Maktoum bin Rashid Al Maktoum
to merge Dubai Electricity
Company and Dubai Water
Department, which had been PURPOSE
operating independently before
Providing globally leading sustainable, efficient, and reliable power and
then. Both organisations were
established by the late Sheikh water services, and related innovative smart solutions towards Net-Zero
Rashid bin Saeed Al Maktoum Future.
in 1959. Dubai Government fully
supported the two organisations
to provide Dubai’s citizens and
residents with their electricity VISION
and water needs. A globally leading sustainable innovative corporation committed to
achieving Net-Zero by 2050.
Since its establishment,
DEWA has made considerable
achievements, to be ranked
as one of the best utilities MISSION
in the world. Today, DEWA We are committed and aligned to Dubai’s 8 Guiding Principles and
provides its services to more 50-Year Charter supporting the UAE’s directions through the delivery
than one million customers of global leading services and innovative energy and potable water
in Dubai, according to the solutions enriching lives and ensuring the happiness of our stakeholders
highest standards of efficiency, for a sustainable Net-Zero carbon 2050.
reliability, and availability.
In April 2022, DEWA was listed

on the Dubai Financial Market MOTTO
(DFM). DEWA became the For generations to come
largest listed company in the
market, with a marketing value
of AED 124 billion (USD 33.8
billion). The offering included VALUES
the sale of 9 billion shares,
• Stakeholder Happiness
representing 18% of its capital.
• Sustainability
As Dubai’s exclusive power
and water provider, DEWA • Innovation
provides its services to 3.541 • Excellence
million people living in Dubai
• Good Governance

SUSTAINABILITY being one of the first 100 Through this report and the
organisations in the world to adopt outcomes of our continual
REPORTING AT the new standards for the 2016 stakeholder engagement
DEWA report onwards for the Core processes, the report summarises
(GRI 2-2, 2-3) option. In our previous report, the materially relevant economic,
DEWA had aligned its report to e nv i ro n m e nt a l a n d s o c i a l
Since 2013, DEWA has been the Revised Universal Standards perspectives for the year 2022.
issuing its sustainability reports in 2021 ahead of the effective Unless otherwise stated, all data
alignment with Global Reporting implementation date on January is as of December 31, 2022. In
Initiative (GRI) Standards. We 1, 2023. DEWA continues to addition, the report highlights the
are pleased to prepare our implement the latest update on ways in which DEWA is fulfilling its
sustainability report in accordance GRI standards and its disclosure long–term commitments towards
with the Sustainable Development requirements in DEWA’s tenth sustainability, enabling the
Goals (SDGs), and the principles report. The report has been organisation to communicate its
of the United Nations Global developed by considering GRI sustainability to its stakeholders
Compact. Reporting Principles of Accuracy, and to further enhance dialogue
Balance, Clarity, Comparability, with them.
DEWA is a member of the GRI Completeness, Sustainability
Gold Community and part of the Context , Timeliness and Note: for any questions about the report or
the reported information, you may contact
Standards Pioneers Programme, Verifiability. sustainability@dewa.gov.ae
MATERIALITY impact to be reported for the next illustrates the outcomes of the
reporting cycle 2022. 2022 materiality assessment
ASSESSMENT process. This matrix has been
(GRI 2-14) Besides the material topics of a p p ro v e d b y D E WA’ s t o p
GRI, DEWA’s 2022 sustainability management and used as a basis
St a keho l d er eng ag ement is materiality analysis accounted for to develop the current report.
the fundamental starting point the latest megatrends including The horizontal axis depicts
for an organisation to carry net zero carbon emission, circular DEWA management’s viewpoints,
out its sustainability reporting economy, cyber security and whereas the vertical axis depicts
cycle. DEWA has engaged with business ecosystem that are likely the viewpoints of DEWA’s
relevant internal and external to become more relevant in the stakeholders.
stakeholders including DEWA’s top coming years.
management, DEWA’s employees,
government entities, investors, In line with the GRI Standards,
suppliers, customers, society, and the sustainability report is
partners. required to disclose the highest
ranked material topics, which
In December 2022, DEWA have the most significant impact
organised 4 virtual stakeholder on the economy, environment
engagement workshops through and people including impacts on
an innovative and interactive their human rights as a result of
tool (Mentimeter) to assess 35 the organisation’s activities or
material topics. The aim of the business relationships.
workshops was to identify the
material topics and to assess the The materiality matrix below

DEWA’S 2022 MATERIALITY ASSESSMENT RESULTS
Innovation
Occupational Health and Safety Net Zero Carbon
High
Climate Change
Demand Side Management Economic Performance
Local Communities
Access to Electricity
Cybersecurity Emissions
R&D System Efficiency
DEP&R
Training and Education Energy Customer
Circular Economy
Employment
DEWA Employees & External Stakeholders
Anti-corruption
Water and Effluents
Availability and Reliability of Electricity
Supplier Environmental Assessment
Compliance with Environmental Laws and Regulation
Customer Health and Safety

Non-discrimination
Compliance with Socio-economic Laws and Regulation
Waste
Market Presence Business Ecosystem
Provision of information Indirect Economic Impacts
Human Rights Assessment

Procurement Practices
Diversity and Equal Opportunity
Topic scored high Recommended topics Dubai Electricity and Water Authority Management High
FINANCIAL PERFORMANCE SCOPE

For detailed financial information on our performance and results for
2022, please check our (Financial statement for full details).
The financial data presented in the Financial statement is in accordance

with International Financial Reporting Standards.

VALUE CHAIN AND OTHER

BUSINESS RELATIONSHIPS
(GRI 204-1, 2-6, 308-1, 308-2)
SERVICES SUPPLIERS through a cti ons that foste r

excellence in their management of
In 2022 DEWA revised and Across its upstream supply sustainability.
updated its services catalogue chain and operations in 2022,
to have 25 public services to its DEWA engaged with different
customers under 6 main services global and local suppliers in the
DEWA’S
in response to Dubai government areas including, but are not limited CUSTOMERS
directives to reduce government to, maintenances, consultant, (EU3)
procedures for doing business by constructions services as well as
30%. The following are DEWA’s 6 materials and equipment for water During 2022, DEWA served
main services: and electricity services. It worked 1,157,501 customers, representing
with 1,676 suppliers of which a 4.62% increase compared to
1. Electricity & Water Management 22 are strategic suppliers, 183 the last year. Accordingly, DEWA
Services core suppliers and 1,471 basic has added 51,089 new customers
suppliers. Geographically, DEWA since the end of Q4 2021. During
2. Billing Services worked with 1,585 local suppliers 2022, DEWA generated 52.89
whereas 91 were considered as Terawatt hour, representing a
3.
Sustainability & Consumption global suppliers. The Number 5.36 % increase from the last
Management Services of Local transactions conducted year. Similarly, DEWA produced
during 2022 were 13,338 and 136.254 MIG of desalinated water,
4. NOC Services the total value of Purchase with representing an 8.01% increase
its local and global suppliers were from last year.
5. Electricity Network Services AED 5,918,713,000, of which
94.53% products and services were
6. Water Network Services purchased locally.
DEWA is committed to promoting

For more information about s ust ain a bl e e nv i ronme nta l
consumer services, visit the practices with suppliers,
following link: contractors and customers by
applying supplier assessment, and
green procurement criteria based
on environmental performance. In
addition, DEWA selects suppliers
taking into consideration the
environmental impact of their
product or service.
DEWA has the responsibility and
the ability to motivate its suppliers
to improve their environmental,
ethical and social performance

Number of Customer Accounts as of 31 December 2022

Electricity Water
Description No. of customer accounts Percentage No. of customer accounts Percentage
UAE National 72,079 6.46% 67,965 6.83%
Expatriates 797,473 71.42% 772,036 77.55%
Commercial 226,667 20.30% 150,921 15.16%
Government
6,184 0.55% 1,992 0.20%
Organisations
Industrial 3,150 0.28% 1,640 0.16%
EV 9,653 0.86% - -
Port sales - - 424 0.04%
Exempted 1,369 0.12% 500 0.05%
Total 1,116,575 100.00% 995,478 100.00%
DEWA’S PORTFOLIO within the UAE and to other

markets. Mai Dubai is a wholly-
DEWA has a portfolio of related owned subsidiary of DEWA and
business interests, apart from it commenced operations in
its primary business activity of 2014. Mai Dubai is currently the
producing and supplying electricity number two ranked water-bottling
and water: company in the UAE for both
distribution and sales.
Digital DEWA was created as a
CORE PORTFOLIO
holding company to group several
subsidiaries that deliver digital
business solutions. Six companies
operate under Digital DEWA.
Etihad ESCO is a wholly-owned

subsidiary of DEWA. It was
Empower, which is currently the established under a mandate
world’s largest district cooling from the Dubai Supreme Council
services provider by connected of Energy to implement energy
capacity, is 56% owned by DEWA, efficiency projects in Dubai. - M
oro (Data Hub Integrated
and it owns, manages, operates Etihad ESCO is a commercial Solutions) is currently the
and maintains district cooling energy services company, and its backbone and core entity at the
plants and affiliated distribution activities have been expanded to heart of Digital DEWA. Moro is
networks across Dubai. include solar PV projects, as well a company that provides data
as electromechanical and facility centre services, cloud solutions
management services. The company and hosting services, managed
has successfully completed a business solutions and managed
Mai Dubai is a water-bottling, number of significant building IT services for DEWA and other
manufacturing and distribution retrofit projects for major public and external public and private
company, which distributes water private sector clients in the UAE. organisations.

IPP PORTFOLIO In addition, the Hassyan Power

Plant uses ultra-supercritical
• S
huaa Energy 1 is a solar technology in its operations,
photovoltaic independent power i n compl i a nce wi th set
plant project that has contracted international standards.
- D igital X was formed in electricity generation capacity
October 2019 to offer of 200 MW, which is located FINANCIAL COMPANIES
digital services , resource in, and constitutes the second PORTFOLIO
augmentation, intelligent phase of the MBR Solar Park.
• D
ubai Green Fund Investments
automation solutions, robotics, • S
huaa Energy 2 is a solar is the first specialised green
advanced data analytics photovoltaic independent power impact investment fund in the
solutions for optimal decision- plant project that has contracted MENA region. It is backed by
making and mission-critical electricity generation capacity the Government and is currently
analytical modelling systems. of 800 MW, which is located in, 100% owned by DEWA. Its
DigitalX’s services assist and constitutes the third phase mandate is to invest in green
companies with designing, of the MBR Solar Park. projects and support Dubai’s
implementing and managing position as a global hub for the
technologies to enhance their • S
huaa Energy 3 is a solar green economy. Dubai Green
business capabilities as well photovoltaic independent power Fund’s current portfolio of green
as accelerating their digital plant project that will have investments is expected to save
transformation by building contracted electricity generation approximately 8.5 million metric
cutting-edge and easy-to-use capacity of 900 MW, which is tonnes of CO2 emission per
systems powered by AI. located in, and constitutes the year over the next 30 years.
fifth phase of the MBR Solar
Park. • Forward Investments is
DEWA’s corporate venture
• N
oor Energy 1 is an independent capital unit. Forward Investments
power plant project that has was established in 2020 with a
a 700 MW CSP and 250 MW mandate to invest in venture
PV (contracted electricity investments in renewable
generation) capacity, and which energy, distributed generation,
- Infra X: was formed in October is located in, and constitutes
2019 and focuses on connecting e ne r gy stora ge , u ti l i ty
the fourth phase of the MBR digitisation, smart technology
Digital DEWA’s value-added Solar Park. Upon completion,
services from its data centres and security, cleantech and other
it is expected to become the diversification opportunities
and cloud services to customers. largest single-site CSP plant in
InfraX leverages DEWA’s relevant to DEWA’s strategy. To
the world using a combination date, the company has entered
infrastructure to offer a secure, of a central tower and parabolic
reliable, and independent super- into a number of successful
trough CSP technologies. investments across the United
fast network that meets the
future digital transformation • H
assyan Energy Phase 1 is an States and Asia.
demands. InfraX is considered independent power producer
• E
tihad Clean Energy
to be the first non-telecom project that has a total
Development Company is a
company in the UAE to receive a electricity generation capacity
DED-licensed limited liability
special purpose IoT license from of 2,400 MW. While the plant
company with the main objective
the Telecommunications and was designed to be operated
of financing solar-bot projects
Digital Government Regulatory on dual fuel, DEWA, as off-
executed by Etihad ESCO.
Authority to commercialise taker, took the decision that
IoT networks and services. In the plant should operate using The above-related business
addition, Infra X partners with only natural gas as the primary interests are excluded from the
local service providers to provide fuel, and the formal shift was reported data found within this
5G technologies. publicly announced by DEWA. report.

DEWA’S GOOD
GOVERNANCE
(GRI 2-9, 2-10, 2-11, 2-12, 2-14, 2-15, 2-16, 2-17, 2-18)
DEWA has implemented in letter DEWA currently positions itself this core business is supported
and spirit the best principles of as the benchmark for many local, by the other support functions to
“Good Governance” by choice regional and global companies due create a sustainable value for all
and voluntary action for the to its outstanding performance stakeholders and collect feedback
adoption of best practices. Its and achievements over the years. to improve the value provided
Good Governance model is based through innovation.
See DEWA’s Governance Report for
on four pillars: Trust, Fairness, full details
Transparency and Accountability. It also demonstrates how DEWA
The Company continuously has influence and is a leader in its
benchmarks its activities with ecosystem by motivating others
international institutions such and showcasing what can be
as the OECD, the World Bank, accomplished for the benefit of
UN organisations and global others as well as DEWA.
peers. DEWA’s good governance The DEWA ecosystem is made up of
framework cascades from the five key components, which include:
strategic directions of the DEWA’S
Government of Dubai and the • DEWA’s core business and
UAE, translated into the goals ECOSYSTEM support activities
of its good governance practices
The ecosystem describes DEWA’s • Extended enterprise
and underlined by DEWA’s
business and interaction with (Subsidiaries)
good governance principles.
the external environment of the
DEWA is committed to having
five key components. It shows • DEWA’s stakeholders
a robust governance framework
the core business starting
that complies with the local • The local environment
from planning and ending with
requirements set by the Securities
customer happiness, and how • The global environment and
and Commodity Authority and
the Dubai Financial Market. megatrends

STRATEGY, POLICIES,
& PRACTICES
(GRI 2-23, 2-24, 2-25)
STRATEGIES DEWA’S STRATEGIC identifying the strategic

INTELLIGENCE FRAMEWORK direction and then constructing
the corporate strategy using
Strategically Driven: DEWA’s Strategic Intelligence strategic insights.
Framework is a systematic
Th e UA E and t he Dubai c ont inuous pa st-for wa rd, 2. The focus of Organisational
government are continuing to today-onward, and future-back Alignment is on aligning
adopt and establish several policies assessment that feeds strategic divisions with the overall
to secure the UAE’s long-term intelligence into the organisation st rateg y a n d d eve l o p i n g
development and growth. DEWA’s by using an existing insights strategic initiatives to achieve it.
strategy is constantly aligned with ecosystem that supports the
important international events strategy on each phase through 3 . T h e E x e c u t i o n a n d
and trends, as well as national innovation. Assessment focus on putting
strategies, to ensure its successful the strategy into action and
contribution to Dubai’s and the The Strategy framework is analysing progress in order to
UAE’s long-term growth divided into three phases: track business performance
versus specified goals and
1. The Strategy Formulation targets.
process at DEWA includes
DEWA’s Strategic Intelligence Framework include the following:
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The Strategic Intelligence Framework of DEWA is built on five major pillars:
(A) Insights (C) Internal (E) Scenario

Ecosystem Analysis Planning
Process Process to
Network to analyse the incorporate
of think tanks, internal capabilities future oriented
academic institutions, and processes in order long term thinking into
to identify the strength, DEWA strategy to process by
government entities that incorporating a disciplined method
DEWA would collaborate weaknesses and analyse the for imagining possible futures
with to gather relevant external threats and scenarios and using them
insights to incorporate opportunities that are to either pressure test
in its strategy affecting the Process to existing strategies
organisation or design new
process. continuously strategy.
Process business.
of comparing scan for signals in
one's processes , DEWA's external
performance metrics, environment to capture
strategies to best in relevant signals (and avoid
class or blind spots) that could
world class. significantly affect
future business
of DEWA.
(B) (D) Horizon

Benchmarking Scanning
DEWA STRATEGY ALIGNMENT: environment and anti-corruption. includes what will be undertaken
to improve the quality of life,
DEWA’s strategy is in line with develop the community of Dubai
global, UAE, and Dubai-level 8 Principles of Dubai:
and ensure a brighter future for
directives. The 8 defining Principles of generations to come.
Governance for Dubai, endorsed by
United Nations Sustainable HH Sheikh Mohammed bin Rashid UAE and Dubai Innovation
Development Goals: Al Maktoum, show the well-being Strategy:
The SDGs came into effect in of the UAE’s people, the sustained
January 2016 and are a universal progress of the nation, and the The Dubai Innovation Strategy
call to action to end poverty, welfare of future generations. The focuses on ten sectors that
protect the planet, and ensure Principles lay a strong foundation are aligned with the National
that all people enjoy peace and for the UAE’s future growth, Innovation Strategy and aim to
prosperity. Each of the 17 Goals economic conditions, business, law improve living standards in Dubai.
has specific targets to be achieved and more. For DEWA, innovation is a priority
over the next 15 years. for improving its services and
50-Year Charter: initiatives, and a key element in
10 Principles of the United developing its strategies and work
Nations Global Compact: The Charter marks HH Sheikh plans.
Mohammed bin Rashid Al
The United Nations Global Maktoum’s 50 years of service to UAE Centennial 2071:
Compact is the world’s largest the country and outlines plans to
corporate sustainability initiative, improve the quality of life in Dubai The UAE Centennial 2071 plan
with more than 13,000 corporate for its citizens and residents over focuses on human development
participants in over 170 countries. the next 50 years. The Charter, through educational programmes
The Global Compact is based issued in 2019, represents the with a concentration on
on ten fundamental principles pledge and promise to enhance Information Technology and
relating to human rights, labour, the lives of people in Dubai. It engineering, promoting the UAE’s

image and soft power globally, intelligent genomic medicine and is a comprehensive framework
enhancing community cohesion robotic healthcare to achieve for determining the country’s
and respect while strengthening sustainability. approach to achieving sustainable
Emirati values, and ethics governance and the ideal use of
and building a diversified and Dubai Clean Energy Strategy natural resources, by adopting
competitive economy. & Demand Side Management consumption and production
Strategy (DSM): methods that ensure the quality
UAE Water Security Strategy of life for current and future
2036: The Dubai Clean Energy Strategy generations. The policy comprises
2050 sets targets to have 25% several key objectives, such as:
The aim of the UAE Water Security of Dubai’s total energy production
Strategy 2036 is to sustain access capacity from clean energy by • Promoting environmental
to water under both regular and 2030 and 100% by 2050, while health
emergency conditions in keeping the DSM 2030 aims to reduce
with national regulations and energy and water demand by 30% • Supporting the private sector
international standards set by by 2030. DEWA plays an essential in adopting clean production
the World Health Organisation. role in achieving these goals by methods
Some of the main targets for reinforcing the renewable energy
the strategy include: reducing sector and fuel diversification to • Reducing natural environmental
the demand for water by 21%, meet the objectives of the Dubai stress, to achieve the country’s
increasing the reuse of treated Clean Energy Strategy 2050, vision to be a global pioneer of
water to 95% and increasing the which maps out Dubai’s energy green development.
national water storage capacity by sector over the next three decades.
up to two days. The Dubai Clean Energy Strategy
2050 and the Dubai Net Zero The UAE National Space
UAE Strategy for Artificial Carbon Emissions Strategy aim Strategy 2030:
Intelligence: to obtain 100 per cent of Dubai’s
total power capacity from clean The UAE National Space Strategy
Launched in October 2017, energy sources by 2050. 2030 aims to enhance the space
the UAE Strategy for Artificial sector’s contribution to the
Intelligence is the first of its kind Dubai 10X: national economy and promote the
in the world. It aims to achieve the UAE’s regional and international
objectives of the UAE Centennial HH Sheikh Mohammed bin presence in the space sector.
2071, boost government Rashid Al Maktoum called on all
performance at all levels, use an Dubai Government entities to Dubai 2040 Urban Master Plan:
integrated smart digital system embrace disruptive innovation, to
that can overcome challenges and exploit available technologies to Dubai 2040 Urban Master Plan
provide quick, efficient solutions, deliver new or existing services maps out a comprehensive plan
make the UAE the first in the in radically different ways that for sustainable urban development
field of AI investments in various are designed thinking-based and in Dubai. It focuses on enhancing
sectors, and create a new vital customer-focused. Disruptive people’s happiness and quality
market with high economic value. innovation should be adopted of life and reinforcing Dubai as a
by all government entities as global destination for citizens,
The UAE Strategy for the the basis of their operations, residents and visitors over the
Fourth Industrial Revolution: and its methodologies should be next 20 years.
incorporated into all aspects of
The UAE Strategy for the Fourth their work. Dubai 3D Printing Strategy:
Industrial Revolution aims to
achieve customer happiness Circular Economy Policy 2021- The Dubai 3D Printing Strategy
and to position the UAE as 2031: aims to exploit technology for the
a model for interactive cities service of humanity and promote
using AI, innovative education, The UAE Circular Economy Policy the status of the UAE and Dubai

as a leading hub of 3D printing for global well-being. It designed Prioritising the SDGs
technology by the year 2030. an award-winning approach to
Dubai’s key goal is to ensure that the SDGs, built on five key pillars, DEWA has prioritised the SDGs
25% of buildings in Dubai are which include: into three main tiers, considering
based on 3D printing technology the goals as either business-
by 2030 •
Acknowledge and affirm the critical priorities for DEWA as a
importance of the SDGs successful water and electricity
compa ny, key to D EWA’ s
The United Nations Sustainable • Identify the SDGs of greatest
leadership commitments as a
Development Goals 2030 relevance
leading sustainable innovative
Since the announcement of • Align DEWA’s strategy to the global corporation, or important
the United Nations Sustainable SDGs for DEWA as a stakeholder in
Development Goals (UNSDGs) Dubai and internationally.
• Build capacity and embed SDGs
2030 in 2015, DEWA has taken
into decision-making processes
proactive steps to acknowledge
the importance of the UNSDGs • Report publicly on progress
Top priority goals
Second priority goals
Other priority goals
Progress towards the SDGs
It is crucial to reinforce global commitments and unify efforts towards achieving the SDGs. These include joint
efforts of governments and businesses alike. Every year, DEWA reaffirms its position as a leading organisation
striving to achieve sustainable development for Dubai, with an impact that extends beyond the UAE and the
MENA region to the world. One such example is the Mohammed bin Rashid Al Maktoum Solar Park. In 2015,
the MBR Phase II tender achieved a world record electricity price of 5.84c/kWh while the global average was
above 10c/kWh. A second world-record was registered in 2017 as the first below 3c/kWh project for MBR
Phase III. A third near-world record was achieved for Phase IV tender at 1.69c/kWh in 2019. These projects
demonstrated that solar energy without subsidies can be competitive even with low-cost domestic fossil fuels.
Not only did the success of the solar project in Dubai pave the way for other similar projects in the region, but
it also played a significant role in driving down the global cost of renewable energy, making modern renewable
energy more affordable in direct alignment with Goal 7 of the SDGs: Affordable and Clean Energy.
To learn more about DEWA’s efforts towards specific goals or targets, please refer to the GRI content index
available at the end of this report.

United Nations Global Compact POLICIES The following is the grievances

process within DEWA:
DEWA is a signatory of the
United Nations Global Compact DEWA has different policies •
The employee submits a
(UNGC) since 2017. In February to affirm its commitments and grievance either to HR directly
2019, DEWA was invited by the business activities that are in line or through email or to his/her
UNGC to take part in and chair with national and international direct manager, EVP or to the
the UNGC UAE Local Network. strategies, laws, regulations and MD&CEO office.
This came as a result of DEWA’s goals in relation to economic,
environmental, social, and human •
HR receives and forwards
proactive role in contributing to
rights aspects. the grievance form to the
the United Nations Sustainable
employee’s divisional head to
Development Goals 2030 and
See DEWA PJSC provide his/her comments
in recognition for the support
(Policies for full details) and/or justification.
DEWA has shown to the UN
Global Compact since joining in •
HR obtains approval from the
2017. MD&CEO to refer the grievance
request to the Grievances &
DEWA is committed to the 10 Complaints Committee for study.
principles of the UNGC, which
are integrated in the policies and • The Grievances & Complaints
processes of the organisation. Committee studies the
DEWA previously used its annual submitted grievance request
Sustainability Reports as its along with the divisional head’s
Communication on Progress for comments and prepares its
the UNGC. The UNGC updated its PRACTICES recommendation and forwards
reporting mechanism, effective as it to the MD & CEO for approval.
Employee Grievances and
of 2023, for the 2022 reporting •
The employee is notified
Complaints (GRI 2-25)
cycle and onwards. Participants officially of the Grievances
of the Global Compact are to & Complaints Committee’s
DEWA is committed to
submit their commitments and recommendation.
implementing administrative
progress towards the 10 principles
action procedures that are fair, The following is the complaint
through a new standardised online
consistent and uniform and process within DEWA:
questionnaire directly on the
prompt to discourage negative
UNGC website. As such, DEWA’s
behaviour in the workplace • The employee submits his/her
annual Communications on
environment. DEWA has complaint either to HR directly
Progress for each calendar year will
grievances and c o m p l a i n t s or through email or to the
be available on the UNGC website
regulation/ mechanisms MD&CEO’s office
by the end of the 1st quarter of
and systems for its employees,
the following year.
seconded or deputed to •
HR receives and forwards
DEWA in order to raise any the complaint form to the
concerns/ complaints from employee’s divisional head to
their end. DEWA established investigate and try to solve it. If
the Grievances & Complaints the complaint is resolved by the
Committee to oversee and divisional head, HR is notified
determine employee grievances and the case is closed.
and complaints cases that are
• If the complaint is not closed at
referred to it.
the level of the divisional head,
the divisional head forwards
the investigation report to HR
for further action.

• HR obtains the MD&CEO’s

approval to refer the complaint
request to the administrative 98% 99% 100% 100% 100%
violation committee for
investigation.
75%
•
The administrative violation
committee investigates the
complaint and forwards their
recommendation to the MD &
CEO for approval.
•
T he employee is notified
officially of the administrative
violation committee’s
recommendation. % of resolving % of resolving % of resolving
complaints complaints complaints within
within (0-3) within (0-7) (0-7) working
CUSTOMER COMPLAINTS &
working days working days days (DEWA’s
SUGGESTIONS PROCESSES
(DEWA’s (DEWA’s external
internal KPI) internal KPI) KPI - TEC)
DEWA’s customers can voice their
complaints or provide suggestions
Target Actual
related to DEWA services
through Dubai Government’s
Unified eComplain System in
order to improve the services MECHANISMS FOR in line with best practices and
procedures, and the DEWA
and enhance practices. From the SEEKING ADVICE Code of Conduct for employees,
time of submitting complaints,
complainants can get resolved
AND RAISING appropriate preventive and
within (0-3) working days. Please CONCERNS punitive action will be taken
against such acts.
refer to the graph. (GRI 2-26)
WHISTLEBLOWING
DEWA recognises the prevention
Besides the unified system, of wrongdoings, including any DEWA is fully committed to
complainants can also approach breaches of the laws in its maintaining high standards of
D E WA t o e x p re s s t h e i r operations or business relationship, ethical and legal business conduct
dissatisfaction through the below and affirms its commitment with honesty, accountability and
channels: to conduct its business and integrity at all times. DEWA’s
operations in an honest and Whistleblowing Policy was created
1. DEWA website ethical manner. DEWA will ensure to encourage a climate of open
www.dewa.gov.ae transparency and integrity in communication and trust through
all its business dealings and a transparent and confidential
2. Email: relationships wherever it operates process for handling any concerns.
customercare@dewa.gov.ae and will implement and enforce
effective systems and procedures Employees and stakeholders
3. Smart devices at Customer to ensure prevention, detection can raise and disclose their
Happiness Centres and action against wrongdoings. concerns about any wrongdoing,
including concerns about any
4. Customer Care Centre DE WA a dopts a zero- illegal practices or financial and
Telephone: 04-6019999 tolerance approach towards any administrative irregularities or
wrongdoings in its business misconduct or any act violating
5. DEWA smart app activities and operations; and DEWA’s rules, regulations ,

policies and procedures within 6. United Nations Global of the strategy. DEWA places
or in connection with DEWA Compact stakeholders at the centre
activities through dedicated of its strategy and objectives
7. World Green Economy
standards and procedures. Any and maintains continuous
Organization
employee of DEWA or any other communication and collaboration
stakeholder can raise and report 8. The Carbon Abatement with them. For this reason,
their concerns through the Committee stakeholder engagement is crucial,
following channels: along with understanding their
9. The Dubai Demand Side needs and expectations. This
1. Anonymously reporting Management Committee
enables DEWA to keep improving
through a Whistleblowing 10. Dubai Supreme Fiscal its performance, services, and
Hotline (04-3222202) Committee initiatives that ensure the best
possible happiness results and
2. DEWA Smart Office COMMITTEES service delivery.
Application – Whistleblower
Smart Application The Management team is assisted The stakeholder management
in its work by a number of additional framework is DEWA’s way of
3. DEWA Ethics email: committees, which are made up identifying the methods of
ethicshotline@dewa.gov.ae of members of the management delivering the best and most
team or other DEWA division inclusive engagement to ensure
In addition to the above, employees representatives. These include valuable outcomes, in alignment
can report any concerns to Legal the Complaints & Grievances with the principles of both the
Affairs/ Business Support and Committee; Women’s Committee; AA1000 Stakeholder Engagement
Human Resources division, and DEWA Youth Council; Investment Standard 2015 and the Global
the direct manager/divisional Committee; Takaful and Theqa Reporting Initiatives’ Sustainability
head of the employee, as the case Committee; Administration Reporting Standards. DEWA’s key
may be. Violation Committee; Scrap strategic initiatives relating to
Verification Committee; DEWA its stakeholders were developed
Excellence Award Committee; from the strategic objective
MEMBERSHIP Crisis Management Committee; “S 02 engaged and h ap py
stakeholders” key initiatives and
Group Risk and Resilience
ASSOCIATIONS Committee; Health, Safety are continuously reviewed. They
(GRI 2-28) & Environment Committee; include:
Corporate Governance Committee; • Organising stakeholder-
DEWA plays an active role IT Security Response Team, Drones engagement workshops for key
in a number of national and Robotics Committee, ISO 50001 stakeholder groups
international organisations, Energy Management System-Top
councils, and committees. These Management Committee, Cyber • Defining a compelling,
include, but are not limited to, the Emergency Response Committee, overarching value proposition
following organisation’s Councils and Digital Transformation for each stakeholder group
and committees: Committee.
• Managing and responding
1. Dubai Council to stakeholders’ needs and
expectations
2. The Executive Council of Dubai STAKEHOLDER
3. The Dubai Supreme Council ENGAGEMENT • Seeking new opportunities
through multi-stakeholder
of Energy (GRI 2-29) partnerships to advance
4. Dubai Future Council on sustainable development
Every strategy revolves around
Energy
the stakeholders, as they play a • Establishing community-based
5. Strategic Affairs Council major role in assuring the success, initiatives that benefit Dubai
continuity, and effectiveness and the UAE.

Annually, DEWA’s Corporate Strategy department is responsible for reviewing the list below and updating it,
if necessary, as well as ensuring that DEWA’s strategic plan includes fulfilling the needs and expectations of
prioritised stakeholder groups.
Institutional
investors, local & Federal, Top Management Strategic
foreign banks, Local Middle Management, Partners, Main
financial services Non-supervisory Partners
Provider
of Capital/ Government Employees Partners
Investors
Suppliers Society &

Customers Sub- Future
Contractors Generation
Infrastructure & Network Projects

Owners, Infrastructure & Network Direct Strategic, Environmental
Customers, Electricity & Water Supply Basic, Core Entities, General
Customers, Potential Customers Public, Media
DEWA DEWA delivers products and of a stakeholder group. The

services beyond stakeholder responsibility of Happiness
STAKEHOLDER expectations and anticipates champions is to follow up and
ENGAGEMENT their future needs. DEWA report on the outcomes of
ACTIVITIES constantly measures its the associated projects and
stakeholder happiness level and initiatives. In addition, DEWA
DEWA has an entire department responds accordingly. All these has created a registry form
d e d i c ated to St akeholder elements work together to to identify the definition of a
Happiness and its responsibility ensure the best representation stakeholder, its sub-categories,
is to oversee and coordinate of the UAE to the world. In the pre fe r re d cha n n e l of
the efforts of stakeholder addition, this supports DEWA’s communication, factors affecting
management across all DEWA aim to create sustainable value DEWA’s relationship with the
divisions to meet stakeholder for all its stakeholders. stakeholder, and the best ways
expectations. to engage.
To support DEWA’s aim of
Implementing the Happiness creating sustainable value for all Below is a champions and agents
St rategy he l p s DE WA to its stakeholders, the Stakeholders workshop conducted for the
understand the needs of all Happiness department identified happiness champions with the
stakeholders (Customers, People, key divisions within DEWA as cooperation with the Agility team
Government, Capital Investors, champions to be responsible which was followed by a visit to
Partners, Suppliers & Society). for managing the happiness Museum of the Future.

DEWA runs an annual stakeholder group. It is an through a range of initiatives

creativity lab with each of its opportunity to get direct and communication channels,
stakeholder groups. During the feedback from, and brainstorm such as satisfaction surveys,
meeting, DEWA presents its new ideas with stakeholders. roadshows, joint ventures, and
latest achievements and the partnerships with government
champions provide information On a regular basis, DEWA agencies on regulatory matters,
and updates relevant to the engages with its stakeholders as shown in below.
INFORM CONSULT INVOLVE COLLABORATE EMPOWER

One way process of Stakeholder asking Two-way engagement & Joint learning Stakeholder play
providing information questions & organization learning but stakeholders decision & actions a role in governance
to stakeholder providing answers act independently
Awareness sessions Happiness Surveys for

all stakeholder groups One-on-one meetings
Market campaigns
Supplier management Sustainability
Media events Written and verbal stakeholder workshops
communication Seminars Actively supporting
Incentive programmes Joint ventures government policy
Topic-specific surveys Various programmes & regulation
Corporate strategy Public private
presentation sessions Direct customer Customer suggestion partnerships
feedback schemes
Student visit
Mystery shoppers
Supervisor interaction
Road shows

STAKEHOLDER manner. This is reflected in the its creativity labs to collect their
stakeholders’ register form, which needs and expectations. This
NEEDS AND documents the communication feedback is recorded and shared
EXPECTATIONS options available and preferred with the management and
for each category to ensure concerned teams internally to be
DEWA strives to achieve a accessibility for all. DEWA integrated into decision-making.
transparent and consistent engages with its stakeholder For each stakeholder category, the
communication a p p ro a c h groups in a variety of ways. For following table shows the most
to engage directly with its example, in 2022, the Stakeholder important needs expressed during
stakeholders in the most suitable Happiness Department conducted its engagement activities.
Stakeholder Needs & Expectations
• Aligning with national development plans & programmes

• Commitment to good citizenship
Government • Regulatory compliance
• Quality safety and cost - effectiveness of service

• Ethical business
Customers • Reducing the environmental impact of organisation activities
• Secure working environment • Non-discrimination & recognition

• Competetive salaries • Investment in professional developments
Employees • Ethical behaviour • Career progression & recognition
• Sharing best practices

• Continuous and systematic dialogue and engagement
Partners • MoUs to collaborate on issues
• Transparency and effective communicaton

Society and • Raising awareness on sustainability issues
Future • Supporting social and cultural initiatives
generation • Management of environmental impacts of organisation activities
• Supplier qualification based on cost and quality including environmental

and social assessment
Suppliers • Transparent procurement processes
• Profitability
• Creating value in the short and long term

Providers of • Reliability, profitability and transparency
capital/
Investors

Through a centralised Happiness STAKEHOLDER DEWA and regularly monitors the

Index Dashboard that is accessible level of their happiness on both
to the top management, DEWA HAPPINESS RATE relationship and transactional
can measure the effectiveness dimensions.
of stakeholder engagement DEWA recognises the importance
activities. The perceptions of of stakeholder management to
the achievement of its business DEWA’s annual Stakeholder
all stakeholders group can be
objectives. DEWA gives special Happiness Survey is a key tool
reflected within the dashboard.
attention to its stakeholders’ for understanding stakeholder
In addition to that, happiness
voices and strives to collect their expectations to measure the
initiatives also are shown for
input and feedback through effectiveness and improvement of
all concerned stakeholder
different channels, methodologies its work. The survey addresses key
champions along with the
and frequencies, leveraging on the issues relating to various factors,
progress, showing benchmarking
added value that DEWA could including specific questions
results at a local and international
accomplish from engaging all its addressed to each stakeholder
level, displaying the stakeholder’s
stakeholders in the journey to group. The outcomes from the
prioritisation weights, including
excellence. survey are used to analyse gaps in
the stakeholders’ registry form.
DEWA’s approach to Stakeholder
In order to ensure the effectiveness Happiness and evaluate areas
of the stakeholders’ management for further improvement. Finally,
framework, DEWA systematically a continuous benchmarking of
evaluates stakeholder experience, these KPIs is conducted for this
captures their perceptions about purpose.
DEWA Stakeholders Overall Happiness Results 2022 are as follows:
Survey Employee Partner Supplier Society Government Provider of

Happiness Happiness Happiness Happiness Happiness Capital Happiness
Rate Rate Rate Rate Rate Rate
Rate 90.00% 92.47% 86.52% 93.02% 95.56% 94.87%
Results of Stakeholder Sustainability Satisfaction Survey 2022
Society Society Government Suppliers Customers Partners Provider of

(Community) (Bunsiness) Capital
91.05% 95.34% 94.17% 90.33% 87.31% 92.90% 92.49%
DEWA is keen to engage with the stakeholders and measure their perception on DEWA’s role towards
sustainability:
Topic DEWA has clearly I understand DEWA’s How does the Sustainable and
defined and role in contributing to Sustainability environmental
communicated its the achievement of performance of your products and
commitments to the 17 UN Sustainable organisation affects services
sustainability Development Goals your investment DEWA Suppliers
Employees Employees decisions for
providers of capital
Rate 92% 91.8% 57.1% 90.16%

Economic Perspective
ECONOMIC
PERSPECTIVE
ECONOMIC utilities globally and at the same mainly driven by an increase in
time, maintain a robust financial demand for electricity, water and
PERFORMANCE profile. In 2022, DEWA achieved cooling services. The consolidated
(GRI 2-1) record results and delivered net profit for the year 2022 was
the best financial performance AED 8 billion compared to AED
LISTING IN DFM in its operating history. DEWA 6.6 billion in 2021 which is an
delivered on its strategic objective, increase of 22%, demonstrating
In April 2022 DEWA became a which is focused on sustainable sustainable growth. Consolidated
public listed company on the DFM growth, staying at the forefront of Earnings Per Share increased by
after a successful IPO for US$ 6.1 smart and innovative operational 25% from AED 0.12 in 2021 to
billion, that was oversubscribed 37 excellence and optimising returns AED 0.15 in 2022. DEWA delivered
times, becoming the largest IPO in for its shareholders whilst a sector-leading dividend yield of
UAE history and the biggest issue minimising its carbon footprint. 8% at the IPO price of AED 2.48 for
by any utility company in the world The investments made in AI and the year 2022. Besides achieving
after 2008. With a valuation of digitalisation have streamlined
AED 124 billion, DEWA became excellent financial results, DEWA
internal processes, reduced costs also set distinguished operating
the largest company by market while simultaneously improving
value on the DFM and significantly and technical benchmarks
operating efficiency across all lines including the world’s lowest line
boosted the exchange’s profile. of business while delivering an
loss in electricity and water at
excellent customer experience.
Investors acknowledged DEWA’s 2.2% and 4.5% respectively; and
healthy balance sheet, track the world’s lowest Customer CML
The consolidated revenue increase
record of operating excellence of 15% to AED 27.34 billion was time of 1.19 minutes.
and financial prudence, its ESG
strategy and commitment to a KEY FACTS ABOUT DEWA:
green future including Dubai’s
ambitious 2050 net zero emission 1. AED 27.34 Billion Total 6. 127.041 Billion Imperial
goal. The IPO also signalled a Revenues - consolidated Gallons Unit Sold - Water
strong vote of confidence by local
and international investors in the 2. AED 8 Billion 7. 47.312 Terawatt Hour
Dubai Capital markets and the Net Profit - consolidated Units Sold - Electricity
business-friendly environment
offered by the Emirate. 3. AED 19.524 Billion 8. 44.07% Debt to Equity -
Operating costs - Consolidated
FINANCIAL PERFORMANCE Consolidated
9. 8.88% Return on Equity
As part of the journey towards 4. AED 3.659 Billion - Consolidated
achieving Dubai’s vision and
Employee Wages and
long-term sustainability goal, 10. A
ED 10,120 Million
the UAE Vision 2071 and Net Benefits - Consolidated
Capital Expenditure -
Zero Emission Target by 2050, 5. AED 16.155 Billion
DEWA has endeavored to achieve
Consolidated
operating and technical milestones Payment to Providers of
that are comparable with the best Capital - Consolidated

AVAILABILITY AND emirate of Dubai. Hence, DEWA 2022, the total power generation
priorities ensuring the availability, in DEWA was 52,892,299
RELIABILITY OF reliability and uninterrupted Megawatt-hours (MWh). The
ELECTRICITY supply of all services to its primary source of fuel for the
customers through its enhanced power generation and water
(GRI 3-3, EU2, EU10) and developed facilities such desalination operations is the
as power stations, desalination natural gas. DEWA also ensure
DEWA is the sole electricity and plants, transmission networks, investing in renewable energies,
water service provider in the and distribution networks. In specifically Solar Energy.
Source of Energy 2019 2020 2021 2022
Generation (MWh) 45,184,886 42,025,853 43,025,633 44,322,308

Natural Gas
% of total generation 96.75 91.94 85.07 83.80
DEWA Gas Diesel Fuel Generation (MWh) 42,779 20,547 35,495 13,651
Plant Oil (DFO)
Medium Fuel Generation (MWh) 42 0.4 17 45

Oil (MFO)
Generation (MWh) 1,476,015 2,855,142 3,460,046 4,645,350

Solar Energy
Generation (MWh) - 116,083 137,847 3,754,142

HPP-NG
% of total generation - 0.25 0.27 7.10
Hassyan
Power HPP-Clean Generation (MWh) - 693,987 3,543,384 156,803
Plant Coal
(HPP) % of total generation - 1.52 7.06 0.30
Generation (MWh) - 810,070 3,681,232 3,910,945

HPP
% of total generation 45,184,886 1.77 7.33 7.39
DEWA Gas Plant + HPP - Generation (MWh) 45,184,886 45,141,936 43,163,480 48,076,450
NG
Total Generation (MWh) 46,703,722 45,711,612 50,202,424 52,892,299
Gross generation by DEWA gas plant and DEWA Solar & Net electricity sent to DEWA network by Solar IPP and HPP
DEWA’s two primary sources of electricity generation are natural gas and solar energy. DFO and MFO are
backup fuels used only during an emergency in case of an interruption of gas supply. The DFO & MFO
consumption during the year is due to testing and commissioning purposes. As the electricity demand
increases every year, the electricity generated from DEWA’s primary energy sources increases.

ACCESS TO (T&D) of electricity and water, website, aiming to increase

allowing real-time monitoring EV adoption by centralizing
ELECTRICITY and control of the electricity and information regarding EV
(GRI 3-3, EU28, EU29, EU30): water grids. Such technology developments within the
improves the grid’s reliability emirate of Dubai. For more
DEWA is responsible for the and efficiency by reducing the information, you may visit
generation, transmission, and outages’ duration, optimizing
distribution of electricity in the resources, and allowing
emirate of Dubai. Hence, DEWA customers to understand their
is responsible for providing the consumption behavior.
access to electricity for residential,
c o mm erc i a l , a n d indust rial 2. Connection of solar PV systems
customers through a network of at customers’ premises:
power plants, substations, and under Shams Dubai initiative
distribution lines. DEWA operates customers can generate 6.
Customer services: DEWA
a mix of power generation plants renewable energy for their own provides various channels for
including natural gas, solar energy consumption, also benefitting customers to report power
park, and co-generation plants. from any surplus fed into the outages, request new service
DEWA has been investing heavily grid, which is deducted from connections, or ask for other
in renewable energy, specifically their bills under a net metering services which can all be
solar power, in order to reduce its scheme. For more information, completed through DEWA’s
dependency on fossil fuels and you may visit official website or mobile
lower its carbon emissions. application.
In line with Dubai Plan 2030 and Fu r t h e r m o re , D E WA’ s

the UAE vision 2071, DEWA’s accomplishment of receiving
corporate strategy map included the ISO certificates is a result
the strategic objective (SO2: of intensive efforts to achieve
Engaged & Happy Stakeholders) the happiness and satisfaction
and IP03 (Leading Innovative of customers by providing an
customer experience). Through 3 . A d v a n c e d Metering environment which gives them
Customer happiness survey, Infrastructure (AMI) for priority, providing high-quality
DEWA has tracked customer electricity and water: DEWA services and improving DEWA’s
satisfaction to develop and replaced the traditional ability to further develop customer
implement a work mechanism mechanical meters with smart services. The ISO certificates
that ensures a pleasant customer meters for all electricity and reflect DEWA’s ongoing efforts to
experience while also improving water customers, allowing adhere to the best global criteria
their quality of life, positivity, and DEWA to bill customers based for customer service, in accordance
well-being, as well as meeting on the information received and with clear guidelines and codes of
and exceeding the community’s allowing customers to get daily conduct, customer charter, and
demands and expectations. consumption details to compare customer complaints to increase
themselves with their neighbors. customer happiness by upgrading
DEWA has several initiatives in the ISO 10000 series of standards
place to improve the accessibility 4.
EV charging stations: As of successfully and upgrading to
and reliability of electricity, which December 2022, DEWA installed 2018 as follows:
includes the following (Not 350 charging stations with over
limited to): 630 charging points throughout 1. ISO 10001: 2018 - DEWA
the emirate of Dubai to support Customer Happiness Department
1. Smart Grid Technology: DEWA the growth of EV services pertaining to the Planning,
has implemented smart Development 1 Implementation
grid technologies across the 5. DEWA has also launched the and Measurements of Customer
transmission and distribution ‘Dubai EV Community Hub’ Happiness Charter.

2. ISO 10002: 2018 - DEWA Monitoring & Measurement Over the years, DEWA developed
Customer Happiness Department p ro c e s s e s f o r C u s t o m e r a wide range of exclusive services
services pertaining to the Happiness. through DEWA’s Customer
Operation and Maintenance of Centres. Those services are
the Unified e-Complain System OPERATIONAL EXCELLENCE: endorsed by different technologies
for Complaint Handling and and solutions such as Interactive
Resolution Process. In order to meet the growing Voice System enhanced by AI
demand on electricity and water and available around the clock
3. ISO 10003: 2018 - DEWA within the emirate of Dubai. DEWA to response to customers’ needs
Customer Happiness continuously focuses on improving and requests. Furthermore,
Department services pertaining its services and operations by DEWA adopted international
to the Internal Grievance providing electricity and water standards, such as System
Resolution Process of the services according to the highest Average Interruption Frequency
Unified e-Complain System. standards of efficiency and Index (SAIFI), Availability Factor
reliability. DEWA achieved first (AF) and CML, to validate and
4.
ISO 10004: 2018 - place worldwide in the International certify its performance excellence
DEWA Customer Happiness Digital Customer Experience and ensure obtaining the highest
Department services pertaining Standard (IDCXS) with full score levels of customer satisfactions.
to the Planning Development, 100% from first assessment.
Operation and Maintenance of
SYSTEM AVERAGE INTERRUPTION FREQUENCY INDEX (SAIFI):
System average interruption frequency index (SAIFI) Unplanned TARGET AND ACTUAL 2018 - 2022
0.095
0.087
0.092 0.062 0.057

0.071
0.064 0.059
0.039
2018 2019 2020 2021 2022
Target Actual
THE SAIDI (CUSTOMER MINUTES LOST):
Customer Minutes Lost Unplanned (CML), Target & Actual 2018 - 2022
2.55
2.35
2.39 1.66 1.60

1.40
1.86
1.66
1.43
1.19
2018 2019 2020 2021 2022
Target Actual

AVAILABILITY FACTOR (AF):
Availability Factor (AF), Target & Actual 2018 - 2022
Availability Factor Availability Factor Availability Factor Availability Factor

Year (Summer) Target (Summer) Actual (Annual) Target (Annual) Actual
2018 98.50% 99.46% 91.50% 91.72%
2019 98.50% 99.18% 92.00% 92.10%
2020 98.50% 99.73% 92.00% 92.28%
2021 98.50% 99.66% 92.00% 92.35%
2022 98.50% 98.39% 90.00% 90.09%
DEMAND SIDE water demand with an ambitious DEWA’s core business and scope of
target of 30% reduction in energy work. The strategy includes seven
MANAGEMENT and water consumption by 2030. implementation mechanisms that
(GRI 3-3) The DSM Strategy was updated will allow the Emirate of Dubai to
The DSCE announced, developed in 2020 by the DSCE to ensure become a smart city and a pioneer
and published the DSM Strategy expediting achieving the strategy’s in electricity and water efficiency
in 2013, which aims to make main targets. The DSM strategy management. The below chart
Dubai a leader in the efficient consists of 11 main programmes. demonstrates the 11 programmes
management of electricity and 9 of the programmes are related to and 7 mechanisms:

EQUIPMENT, DEVICES
BUILDING & INFRASTRUCTURE
& PROCESSES
P1 P2 P3 P4 P5 P6 P7
Green ESMA
Building Building Outdoor Efficient Standards Consumer Shams
Regulations Retrofits Lighting Cooling & Labels Behaviour Dubai
WATER RESOURCE
TARIFFS EFFICIENT VEHICLES
MANAGEMENT
PROGRAMMES
P8 P9 P10 P11
Recycled & Ground Efficient

Tariffs water demand Mobility & Smart Fuel & Engine
management Charging Efficiency
STAY ON TRACK BOOST PROGRAMMES

MECHANISMS &
IMPLEMENTING
ENABLERS
IM1 IM1 IM1 IM4 IM5
Policies & Data & Government Communication

Support & & Engagement Financing
Regulations M&V
Leadership
ACCELERATE FOR DUBAI

MECHANISMS &
IMPLEMENTING
AS A SMART CITY
ENABLERS
IM6 IM7
DEWA Technologies
Collaboration & Innovation
1 Green building regulations 7 Shams Dubai
2 Building retrofits 8 Tariffs
3 Outdoor lighting 9 Recycled & ground water demand management
4 Efficient cooling 10 Efficient mobility & smart charging
5 ESMA Standards & Labels 11 Fuel & engine efficiency
6 Consumer behaviour
The DSCE has eight different entity members who 1. Consumer Behaviour programme
are responsible for implementing and managing
the DSM programmes. Three main programmes 2. Shams Dubai programme
are owned and managed by DEWA, which are the
3. Tariff Rate
following:

In 2022, those programmes achieved savings as shown in the table below:
2020 2021 2022*
Programme Electricity Water Electricity Water Electricity Water
Consumer behavior 40 GWh 241 MIG 43 GWh 202 MIG 85 GWh 315 MIG
Shams Dubai 311 GWh - 459 GWh - 668 GWh** -
Tariff rates 1,076 GWh 2,051 MIG 1,177 GWh 2,084 MIG 1,190 GWh 2,153 MIG
*Preliminary Data **Connected capacity of Shams Dubai 493.4 MW
DEWA is one of the top utility of all economic sectors in Dubai, and water for the short, medium
companies globally in terms in addition to the continuous and long-term demand, along
of efficiency and reliability. In growth in population and the with capacity plans up to 2030
2022, its electricity generation expansion the Emirate of Dubai using recognised international
capacity increased to 14,517 is witnessing in all key activities. practices and state of the art
MW and desalinated water The energy demand in Dubai tools considering demographic
production capacity maintained increased in 2022 by around and econometric growth. In
at 490 MIG per day, where the 5.5% compared to 2021. addition, to ensure meeting
electricity T&D network losses future demand, DEWA captures
were improved to 2.2% and the and measures the effect of
MEETING FUTURE DEMAND
water network losses improved future uncertainties through
to 4.5% compared to 2021. (EU10) scenario planning . Besides,
The increase in energy demand DEWA developed and forecast DEWA updates the demand
reflects the strong performance the power demand for electricity forecasts every year.
Peak Power Demand and Planned Capacity Additions (2022 - 2030):
19,719 20,019
18,719 19,019
18,119 18,419
16,546 16,779
14,517 14,959 14,959 14,959 14,959 14,959 14,959

13,919 13,919
12,490 11,930
11,287 11,610
10,426 10,725 10,725
9,502 9,768 10,130
2022 2023 2024 2025 2026 2027 2028 2029 2030
Peak Power Demand (MW) Total Firm Power Generation Capacity (MW)
Total Installed Power Capacity (MW)

RESEARCH & • High-Performance Computing SMART GRID INTEGRATION

Cluster,
DEVELOPMENT RESEARCH AREA
(R&D) CENTRE •
Energy Storage Testing and The Smart Grid Integration
(GRI 3-3, EU10) Validation Field, Research Area evaluates and
develops systems to facilitate
The DEWA R&D Centre, at • Green Hydrogen Pilot, and optimise the integration of
the Mohammed bin Rashid Al renewables in the grid, maintaining
Maktoum Solar Park, aims to • Photovoltaic-driven Reverse power quality standards, and
become a global platform that Osmosis (RO) and Trans- further improving overall
develops and tests innovative Membrane Distillation system, performance and reliability of
solutions to enhance the grid operations. This includes the
operations and services of DEWA. • Satellite ground station for use of electricity storage systems
The Centre’s research areas include DEWA’s space initiative (chemical, thermal, and mechanical
solar power, water, smart grid (Space-D) and more. technologies), and the aggregation
integration, and energy efficiency. of distributed energy and storage
These core areas of the R&D are RESEARCH AREAS ACTIVITIES resources, such as Virtual Power
supported by 3 Enablers: Fourth Plants and EV chargers.
Solar Research Area
Industrial Revolution including
AI, IoT, Robotics & Drones, 3D ENERGY EFFICIENCY
The Solar Research Area
Printing & Advanced Materials), RESEARCH AREA
studies ways to improve solar
Energy System Analyses, and photovoltaic technologies to
Space. Through Space-D, the The Energy Efficiency Research
mitigate the effects of soiling and Area fosters smart and
Centre develops several niche use- extreme desert conditions on the
cases for grid and water networks. sustainable development, reduces
performance of solar photovoltaic energy waste by improving the
panels. It leverages the results and efficiency of energy systems
The R&D Centre infrastructure knowledge collected from testing
includes: (with a focus on cooling), and
PV module long-term performance overall accelerate the clean energy
to inform the production of transition. Its research work
•
Solar indoor testing and
desert-ready PV modules and for identifies, develops, and validates
accelerated ageing lab,
developing appropriate standards. innovative solutions that enable
The Solar Resource Assessment smart and efficient energy use
•
Outdoor test facility for
and Forecasting programme in the built environment, guide
continuous monitoring
develops methods to accurately demand response measures,
of solar photovoltaic module
forecast solar irradiance and p rov i d e d et a i l e d b u i l d i n g
performance in actual
power output in order to improve energy forecasting models, and
conditions, a building-integrated
the overall integration of solar in improve the efficiency of energy
photovoltaics testing facility,
the DEWA grid. conversion processes.
and a cleaning test field for
robotic solutions.
WATER RESEARCH AREA SPACE RESEARCH AREA
• Labs to support Robotics and The Water Research Area The Space Research Area aims
Drone, Advanced Materials and assesses and develops sustainable to support DEWA with high-
Characterisation, and IoT solutions for the desalination efficiency, low-cost remote sensing
and purification of water with a & operations using satellites and
•
Several types of 3D printers primary focus on RO enabling ground station capabilities. Its
(metal, plastic PLA, ABS, Nylon, the use of solar power, detecting developed solutions are designed
composites, clay etc.), and reducing water transmission specifically to address utility
losses, and resource use by needs including substation feeder
minimizing brine effluent. monitoring, asset integrity, and

enriching weather forecasting ENERGY SYSTEM ANALYSIS POWER TRANSMISSION:

services. DEWA launched its first RESEARCH
IoT nanosatellite, DEWASAT-1, In 2022, DEWA commissioned 17
in 2022 and plans to launch the Energy System Analysis Research nos. new Transmission Substations,
remote sensing DEWASAT-2 in develops and applies advanced which included fifteen 132 kV
2023. DEWA was the world’s first capabilities for joint technical (kilovolt) Substations and two
utility to launch nanosatellites to and economic assessment of 400 kV Substations with a total
enhance the maintenance and energy-related technologies, investment cost of AED 11 billion
planning of electricity and water systems, and policies. The (Between 2021 to 2024). So far,
networks. area develops energy models, the cost of energised projects
lifecycle assessment models, and during 2021-2022 is about AED
FOURTH INDUSTRIAL business strategy assessments 6.1 billion, whereas for ongoing
REVOLUTION (4IR) to support DEWA’s future projects under execution, it is
readiness. This area models and about AED 4.9 billion.
4IR enables the effective assesses new energy system
development of solutions that configurations and technologies In 2022, the net increase in
support the core research areas at the macro level with a focus length for 400kV Transmission
mentioned earlier. Its robotics and on cost-optimal integration of lines (including Overhead &
drone solutions are used to provide renewable energy systems and Underground) was 2 kilometres,
inspection and maintenance strategies for the deployment of whereas for 132 kV Transmission
services using unmanned/ new energy technologies. lines (including Overhead &
autonomous operations across Unde r ground), i t wa s 215
the whole utility value chain (e.g. R&D TRANSACTION 2022 kilometres.
photovoltaic plants, transmission
line inspection and maintenance).
The AI team develops, tests, and
integrates AI technologies for the
optimisation of grid operations,
short-term solar forecasting etc.
IoT enables remote monitoring
diagnostics, and power and
asset management using smart
sensors and analytics with AI and
cloud capabilities. The advanced
materials team provide expertise SYSTEM
in the form of forensic analysis of EFFICIENCY
materials to detect failures and (GRI 3-3, EU12, EU4)
the development of advanced
energy storage systems (batteries POWER TRANSMISSION &
and supercapacitors). Finally, the DISTRIBUTION
3D printing team is developing
3D printing capabilities for In line with increasing the
addressing DEWA’s spare parts electricity generation to meet
and rapid prototyping needs. The Dubai’s electricity demand, DEWA
facility currently operates 16 3D expands the investment in the
Printing systems that can utilise electrical T&D substations in order
more than 20 materials which can to secure delivering electricity
cover a wide range of applications to the consumers at the highest
and use cases within DEWA. levels of reliability.

The table below demonstrates details about the transmission substations and lines:
Transmission Substations
Type 2018 2019 2020 2021 2022
132 kV 258 285 307 319 334
400 kV 21 22 23 25 27
Length of Transmission Lines, 2022 (EU4)
Type 2018 2019 2020 2021 2022
132 402 402 402 369 367

Overhead
lines (KM)* 400 1,125 1,164 1,168 1,386 1,388
132 2,016 2,146 2,249 2,335 2,552

Underground lines
(KM) 400 24 24 24 25 25
*kilometres
Power Distribution:
By 2022 DEWA had 73 (33 kV) distribution substations and 42,771 (11-6.6kV) substations in services across
the Emirate of Dubai. In 2022 the length of distribution lines for the 33kV overhead line and underground
cables are 99.75 kilometres & 2,000.44 kilometres respectively, and the length of distribution lines for the
11-6.6 kV overhead line and underground cable are 613.28 kilometres and 35,441 kilometres respectively.
The table below demonstrates details about the distribution substations and lines:
Distribution Substations
Type 2018 2019 2020 2021 2022
33 kV 101 93 85 81 73
11-6.6 kV 35,500 38,240 40,588 41,814 42,771
Length of Distribution Lines, 2022 (EU4)
Type 2018 2019 2020 2021 2022
33kV 112 111.88 104.33 100.1 99.75

Overhead lines (KM)
11- 6.6 kV 628 616.02 608.26 606.4 613.28
Underground lines 33kV 2,076 2,142 2,119.49 2,108 2,000.44

(KM)
11-6.6 kV 32,482 33,940 34,475 35,001 35,541

DEWA continuously focuses on the entire electricity and water Steam Generators uses waste
improving and maintaining the network. heat from gas turbines and
best operational efficiency of its pass the steam through steam
T&D network. Therefore, in 2014, For more details about DEWA’s turbines to produce additional
DEWA developed its first Smart Smart Grid, you may visit the link electricity and provide energy to
Grid strategy up to 2035, which is below: the Multi-Stage Flashing (MSF)
a key component of a smart city. water desalination. DEWA adopts
One of the most important factors an ideal design for the water
for the success of smart cities is desalination plants using a hybrid
the seamlessness and availability system, in which water is produced
of round-the-clock integrated using several technologies, such
and connected services that meet as desalination through MSF and
daily living requirements, which Reverse Osmosis. This ensures
is only possible via a Smart Grid. the highest efficiency during
A Smart Grid ensures two-way the life cycle of the plant, at the
communication between the lowest cost. In addition, DEWA
utility and its consumer and allows implements innovative gas turbine
for monitoring along the power upgrades as DEWA continues to
and water grids. A Smart Grid SUPPLY SIDE follow up with original equipment
consists of controls, computers, (GRI 3-3, EU11) manufacturers regarding new
automation, and equipment cost-effective upgrades and
working together. DEWA’s Smart To increase production efficiency, technologies throughout the
Grid will provide advanced features DEWA produces electricity turbine life cycle, increasing
and includes automated decision- and water using cogeneration capacity and enhancing efficiency
making and interoperability across technology. Heat Recovery and reliability.
Efficiency Gains from improvement in Gross Heat Rate 2007-2022 compared to 2006
40 37.63 37.78
31.40 33.41
28.87 29.68
Improvement (%)
30 26.18 26.88 28.36 27.00 25.47

20.04
Efficiency
20 18.08
12.84
9.02
10
2.52
0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
YEAR
Carbon reduction (Million Tons CO2) due to efficiency improvements compared to 2006
10.0
Million Totns (CO2)
8.0 9.2
8.0 7.1
6.7 7.1
5.0 5.5 5.6 6.4
6.0 4.8 5.5
3.3 3.7
4.0
2.2
10 1.5
0.3
0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
YEAR

DEWA consistently invests in with the best global practices. is based on five key circular
efficiency improvements. From principles that serve as a basis for
2006 to 2022, DEWA achieved DEWA’s circular economy model circularity within DEWA:
a 37.78% of improvement in holds a particular mandate to
cumulative efficiency, which is contribute towards many of the 1.
Circular Design and Use of
equivalent to 82.0 million tons of strategies and objectives set on Circular Material
CO2 emission reduction. These a global, federal and local level,
which include the UNSDGs 2030, 2. Optimise Asset Management
saving are due to improved
generation efficiency with respect UAE Net Zero 2050, UAE Vision 3.
Value Retention and End-of-
to 2006 mainly by decoupling 2021, UAE Circular Economy Life Treatment
of Power Generation & Water Policy, and the Dubai Clean
Production (Addition of Solar & Energy Strategy 2050. 4. Circular Partnership
Sea Water RO Plants), DEWA 5. Renewable Energy, Energy and
Initiatives and Optimum Design DEWA’s Circular Economy Model Water Efficiency
and Reengineering. The availability
of cogeneration, reduced number
of trips & optimised operation
to meet the required power &
water demand with minimum fuel DEWA’s Circular Economy Model provides insight into its focus,
consumption while maintaining while moving its business to become more circular:
system security and reliability
enabled these savings.
TOWARDS
A CIRCULAR
ECONOMY
(GRI 3-3)
DEWA already has a strong

commitment to sustainability
which is reflected in the overall
purpose, vision and mission of
the company. Building on the
momentum of its sustainable
business and operations, the
organisation continues to move
along this pathway by developing
a clear circular economy strategy,
with the objective to shift away
from the traditional linear business
approach to a circular economy.
DEWA has set a clear ambition

to become a circular leader in the
region by focusing on optimal
resource use, creating social,
economic and environmental
value. Through this strategy, It aims to develop business and fully collaborate with stakeholders in
DEWA continues to successfully the value chain by focusing on smart users, circular procurement and
perform its core activities in line supplier engagement.

DEWA aims to actively support its clients in optimising the energy consumption,
Smart Users
lowering resource use by focus on real -life data and offering smart use solutions.
Circular DEWA sets circular procurement criteria for its assets and equipment, to aim for
Procurement circular procurement throughout the value chain.
In order to ensure full value chain collaboration, DEWA engages with its suppliers
Supplier
on the use of circular material, the re -use of assets, and creating collaborations to
Engagement
jointly contribute to the transition towards a circular economy.
INNOVATION DEWA also implements Ma’rifa Collaboration Platform,

(GRI 3-3) knowledge management activities Expert Knowledge, Sessions,
and programmes in line with LinkedIn Learning, and the iAsk
FOSTERING INNOVATION the directives of the Dubai Reference & Research Service
Government and DEWA’s vision, to promote the transfer of
In line with the National Innovation strategy, and global best practices knowledge between individuals
Strategy launched by His Highness based on accessibility, availability, and groups.
Sheikh Mohammed bin Rashid Al accuracy, appropriateness, and
Maktoum, to make the UAE one of sharing of knowledge. •
Access for all DEWA
the most innovative nations in the stakeholders to physical
world, and the Dubai Innovation It is committed to supporting collections and creative spaces
strategy to make Dubai the most and developing a culture of through the 7 DEWA Knowledge
innovative city in the world, creating, learning, sharing, and Centres, 6 Knowledge Chairs
DEWA maintained its position as exchange of knowledge among and 3, Reading Trees.
one of the biggest supporters of its employees, departments, and
innovation in the UAE and Dubai, divisions, to support creativity, • DEWA Smart Library, Smart
innovation, and excellence. Office Application and DEWA
It was awarded the ISO 56002: DEWA has an integrated Online Catalogue for all.
2019 in Innovation Management, knowledge management system
becoming the first organisation in that includes a Knowledge AFKARI
the world to receive this certificate. Management policy, strategy,
DEWA also received ISO 30401: structure, and quality procedures In 2022, DEWA received over
2018 certification in Knowledge to promote the growth of 7,631 ideas through the Afkari
Management Systems; becoming employee awareness, abilities, internal platform. This brings
the first utility in the world to and practices through the the platform’s total number of
receive this certification. following: ideas received since 2015 to
54,839 ideas. DEWA organised
DEWA promotes a culture of • 11 campaigns, 88 workshops,
innovation among its employees; it Activities such as Knowledge
and 74 brainstorming sessions in
adopts innovation in its work through Days, Knowledge Management 2022 to encourage employees to
an institutional approach and is training, Share an Hour, Annual participate in its initiatives and
moving steadily toward the future by ShareK Recognition award, projects, listen to their ideas, and
building a sustainable future. Communities of Practice, study their suggestions.

AFKARI
Ideas 7,631
Participants used the Afkari platform 6,516
YEAR 2022
Proposed Ideas (cost savings) AED 258.603 Million
Total Number of Ideas with cost saving 69

Total Number of ideas 519
Total Number of ideas in progress 759
DEWA has also established an • Improved customer experience have been completed out of the
innovation fund to support and enhanced customer value 65 identified initiatives.
employees in implementing and
developing creative ideas. Its •
Cost optimization through DEWAVERSE:
Future Trends Platform, enables improved asset utilisation,
employees to access the most capacity planning DEWA launched its ‘DEWAVerse’
recent innovations from around platform on the Metaverse and
the world. It demonstrates • E f f i c i e n c y i m p ro v e m e n t became one of the first local
examples of innovation practices through process optimisation government organisation to launch
in various industries, as well as in & optimal resource utilisation its platform on the Metaverse to
products, services, technologies, provide its services to customers,
and trending topics such as: • Revenue enhancement through employees, and members of
digitalisation, cyber security, new business models and society. DEWA invests in Metaverse
digital economy, smart society, products technology to implement and develop
and sustainability. its current and future projects, which
DEWA worked with partners contributes towards stakeholder
In addition, Catalogue is now t o i nt ro d u c e t h e D i g i t a l happiness, the development of
available for all employees. This Transformation House, which business, enhancing efficiency and
database and communication consists of six key pillars to production, and reducing costs. This
platform enables employees to drive digital transformation is in line with the directives of His
log, search, and share signals, implementation smoothly across Highness Sheikh Mohammed bin
which are anything that is already the organisation. The six pillars are Rashid Al Maktoum, Vice President
happening today that could signal Enablers; Governance & Operating and Prime Minister of the UAE and
the future. Model; Technology Engine; Digital Ruler of Dubai, to leverage digital
Applications/Use Cases; Strategic technologies and AI to improve
DIGITALISATION Objectives; Digital Ambition. The performance and improve people’s
Digital Transformation House is lives, and His Highness Sheikh
Digitalisation has been at the aligned with DEWA’s Strategy Map Hamdan bin Mohammed bin Rashid
centre of DEWA strategy for and the vision to be “A Globally Al Maktoum, Crown Prince of Dubai
multiple years. It is considered a Leading Sustainable Innovative and Chairman of The Executive
key enabler to improve its services, Corporation Committed to Council of Dubai, who launched the
achieving sustainability objectives, Achieving Net Zero by 2050”. Dubai Metaverse Strategy that aims
introducing new lines of business, to turn Dubai into one of the world’s
and the Digital Transformation As a result of this strategy DEWA top 10 Metaverse economies as well
Strategy has been determined to was able to achieve significant as a global hub for the Metaverse
provide the following key benefits: benefits. A total of 15 initiatives community.

DEWA DIGITAL TRANSFORMATION STRATEGY
The project aims develop a corporate wide digital transformation strategy that shall define DEWA digital
aspiration, key areas of action and the roadmap to achieve effective and value adding digital transformation
across all divisions to support our stakeholders happiness
To be the most innovative digital

corporation with superior stakeholder proposition
Digital Ambition
TBL01 S01 S02 IP03 LG03

optimized costs, Available, reliable Engaged Leading Enabling Al
Strategic revenues and and high quality & Happy Innovative & Disruptive
objectives diversified global supply of stake- customer Digital
investments electricity holders experience Technologies
and water
AI & data analytics Automation
Enterprise systems Smart visualisation

Digital applications/
use cases Operations technology Digital Work Enablement
Metadata Aggregation and storage Harmonization

Partnership/
Technology External
Access and sharing Archival and disposal Data acquisition Data sources Collaboration
Engine
Governance & Digital Governance: Data management Cybersecurity

operating model Digital policies and governance
and processes
Human Capital - Talent Management and Future Skillsets

Enablers
Communication and change management

METAVERSE - DEWAVERSE
DEWA announced its platform on the Metaverse to provide its services to customers,
employees, and members of the society
HR
OnBoarding+
Fleet
Management
Float
Tender for
Metaverse
Strategy and DEWA
20 use cases Academy
Present upto DEWA

VR
10 POC’s Store
Training
during
GITEX
Launched
DEWAverse
VR SAP/AR
Fire Safety Field Service
management
AR Solar
Innovation
Centre
VR
First Aid
DAQRI
VR DEWA Moving Forward
On Boarding
VR
Studio
Hololens 1
Virtual
WETEX
Google Glass
2022
2020 - 2021
2014-2017

RAMMAS: live agent to assist different types One of the main purposes of
of customers while continuing to Rammas is to increase customer
Rammas is the first robot launched learn and understand their needs happiness and satisfaction
by a governmental organisation based on their enquiries, offer records.
to serve customers and answer transactional and informational
their enquiries in both Arabic & services, and provide two ways The following table demonstrate
English. Rammas was developed of seamless interaction either by the environmental impact of
and launched to support DEWA’s menu selection or direct questions. Rammas:
customer centre by simulating a
Total Payment Total cost saving Total CO2 emissions

Year transaction (AED) trees saved reduction (Tons)
2019 2,688 37,380,766 13,734 2,747
2020 5,882 9,165,602 17,455 3,491
2021 6,875 18,153,428 7,054 1,402.52
2022 7,284 15,281,151 11,897 2,365
DEWA’S SMART DOCUMENT SYSTEM:
DEWA Smart Document system consists of a mobile application where all employees can easily access the
application at any time and from any location to perform their day-to-day work-related services.
Smart Document Savings 2022
Number of procedures (completed) 5,354,184 documents archived (completed the workflow process).
66 process automations
Number of services (provided)
(excluding the sub-processes or systems integrations).
Saving (AED) AED 104,430,271 (estimated).
100% achieved (this is a Smart Government initiative &; not related

Dubai Paperless Strategy
to Smart Document specifically).
Smart Design for Electricity databases and electric network It includes several features such
Distribution Networks designs (11kV) through developed as automated calculations, and
solutions to enable the Network archiving them electronically.
In 2022, DEWA created new Design Engineers to design a more
software for the ‘Smart Design of effective and smoother network. Digital Integrations
Electricity Distribution Networks’ All information is collected through
and obtained the IP from the advanced software from several DEWA also completed the
UAE Ministry of Economy The data sources such as peak load, digital integration of more than
innovation is based on merging SAP system and other databases. 70 projects with more than

30 government and private Union, and Empay. Through this more than 41,000 tonnes of
organisations. This is part of its step, DEWA makes it easier to CO2. This is equal to planting
continuous efforts to enrich the get a wide range of services, more than 46,000 trees over an
customer experience in Dubai including bill payment, information area equivalent to 88 football
and enhance the happiness of its updates, activation of electricity/ pitches until December 2022.
stakeholders. These organisations water (Move-in), housing fees DEWA provides all its services
include Digital Dubai Authority, adjustment, refunds, updating through its website and smart
Dubai Municipality, Roads and trade license and others. app for customers to complete
Transport Authority Dubai, Dubai their transactions anytime and
Land Department, Dubai Health Through the digital integrations anywhere, easily and safely. This
Authority, the Department of and digital channels more than is in addition to protecting the
Economic Development, more 10 million smart transactions environment and preserving
than 20 banks, Etisalat, du, ENOC, have been completed in 2022, natural resources.
EPPCO, Noqodi wallet, Western which contributed to reducing

Environmental
Perspective
ENVIRONMENTAL
PERSPECTIVE
ENVIRONMENTAL COMPLIANCE
(GRI 2-27, 3-3, 307-1)
DEWA has excellent environmental management system and programmes that strictly adhere to the
local, federal, and international regulations. Its working culture prioritises sustainability and environmental
management, which has led to ongoing environmental and sustainability improvement programmes.
Moreover, DEWA has a strong commitment to protect and preserve natural resources and the environment;
starting from the top management, through the direct instructions of His Excellency the MD and CEO. This
guides the organisation’s mission, vision and values, while considering the needs and expectations of its
stakeholders and business objectives. Furthermore, DEWA undoubtedly initiated a long-term strategy and has
demonstrated its ongoing commitment to having state of the art environmental and sustainability programmes.
DEWA continuously engages in implementing a range of ISO standards with internal, external, and third-
party audits to ensure continual improvement in its operations and business areas. DEWA’s current IMS
policy clearly outlines its intentions and principles, providing strong evidence of strategic leadership. The
organisation allocates adequate resources to deliver environmental and sustainability programmes at all levels,
aligning them with its mission statement, objectives, environmental values, and strategic plan.
ENERGY:
INSTALLED CAPACITY
With the population growth in the Emirate of Dubai and increasing demand for energy, DEWA continued
to provide electricity and water services to the highest standards. DEWA is transforming Dubai into a clean
energy global hub by targeting 100% of the city’s total power capacity to be obtained from clean energy
sources by 2050. Since 1992, DEWA has developed and expanded to reach an installed capacity of 14,517
MW (including 2027 MW from renewable energy source, especially from Solar Energy) and 490 MIGD for
electricity generation and water production respectively. The share of clean energy in Dubai is about 14%
of the total installed capacity.

DEWA Installed Capacity
Site (Dubai) Station Installed Power Capacity (MW) at 50 C & 30% R.H
D 1,026.99
E 615.50
Jebel Ali G 818
K 948
L 2,400.60
M 2,885.20
Aweer
H 1,995.86
Seih Al Dahal Mohammed bin Rashid

Al Maktoum Solar Park* 2,027
Hassyan
Hassyan Power Plant** 1,800
Total (MW) 14,517

* Solar PV Plant Capacity Maximum MWac.
** Net Generation capacity for Hassyan Power Plant
MOHAMMED BIN RASHID

AL MAKTOUM SOLAR PARK:
The Mohammed bin Rashid Al Maktoum Solar Park in Dubai is the largest single-site solar park in the world.
The project is aligned with the Dubai Clean Energy Strategy 2050 and Dubai Net Zero Emission Strategy
2050. The solar park will be fully operational by 2030 with a total planned capacity of 5,000 MW. The
project’s completion will reduce 6.5 million tons of CO2 emissions annually.
In 2022, DEWA used the latest solar photovoltaic bifacial technologies with Single Axis Tracking
to increase energy production in phase 5. As a result, the production capacity of the first project of the
fifth phase has increased from 300MW to 330MW. The 900MW fifth phase, with investments of AED 2.06
billion, is 60% completed with a 4.225 million safe working hours without injuries.

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6
Status Completed Completed Completed In progress In progress Announced
Date of
completion 2013 2017 2020 2024 2023 2026
Energy
Generated
(Installed
Capacity) 13 MW 200 MW 800 MW 950 MW 900 MW 1,800MW
Photovoltaic
Technologies Photovoltaic Photovoltaic Photovoltaic & CSP Photovoltaic Photovoltaic
# Solar Cells 5.4 Million

used 153,000 2.3 Million 3 Million 791,560 2.7 Million (Estimated)
2.36
Emission 214,000 1.055 Million 1.6 Million 1.18 Million Million tons
Reduction 15,000 tons tons tons tons tons (Estimated)
AED 2.06 AED 5.57

AED 82.7 AED 1.2 AED3.47 AED 15.78 Billion Billion
Investment Million Billion Billion Billion (Estimated) (Estimated)
Land Used 0.3 sq.km 4.5sq.km 18 sq.km 44 sq.km 10.17 sq.km 20 sq.km
DEWA
(60%) DEWA
(51%)
Masdar
DEWA (24%) ACWA DEWA DEWA
(51%) Power (60%) (60%)
EDF (25%)
ACWA Energies ACWA Project
Partners & DEWA Power Nouvelles Silk Road Power Company
Shares (100%) (49%) (16%) Fund (24%) (40%) (40%)
End Users 540,000

Pilot Project 50,000 240,000 320,000 270,000
(Residents) (Estimated)

In 2022, DEWA used the latest Furthermore, DEWA is Investment opportunities abound
solar photovoltaic bifacial implementing two main other with four oases that will have
technologies with Single Axis projects in Hatta: coffee shops, restaurants, and
Tracking to increase energy children’s playgrounds, in addition
production in phase 5. As a result, 1. T
he Dubai Mountain Peak: The to shops for selling natural honey,
the production capacity of the Dubai Mountain Peak project local products and souvenirs. The
first project of the fifth phase includes the construction shops will be given as grants from
has increased from 300MW to of a 5.4-kilometre cable car His Highness Sheikh Mohammed
330MW. The 900MW fifth phase, to transport tourists to the bin Rashid Al Maktoum to the
with investments of AED 2.06 summit of Um Al-Nesoor. At citizens of Hatta to create
billion, is 60% completed with a 1,300 meters above sea level, it additional job opportunities
4.225 million safe working hours is the highest natural summit in and meet the needs of social,
without injuries. Dubai. The project is expected economic and environmental
to be a major tourist attraction development.
HYDROELECTRIC in the UAE. The cable car route
POWER PLANT IN
passes over the Hatta Dam Lake
and the Upper Dam Lake for
DEWA OFFSETTING
HATTA the hydroelectric power station, PROGRAMME
as well as through mountains, (GRI 302-1, 304-4)
(GRI 203-1, 203-2) ending at the summit of Um Al
Nesoor Mountain. DEWA initiated the
DEWA’s hydroelectric power implementation of its offsetting
station in Hatta is the first of its 2. T
he Hatta Sustainable programme by registering several
kind in the region with investments Waterfalls: The Hatta emission-reduction projects
of up to AED 1.421 billion. The Sustainable Waterfalls project under the Clean Development
hydroelectric power station will use the slope of the upper Mechanism (CDM) and the
expected to generate 250MW by dam to create a natural waterfall. International Renewable Energy
making use of the water stored in A waterway will be built along Certificates (I-RECs).
Hatta Dam. The station will have the parking area below the
a storage capacity of 1,500 MWh dam. The water used in the THE CLEAN DEVELOPMENT
and a life span of 80 years. waterfall will be collected at the MECHANISM (CDM):
end of the stream, recycled, and
The hydroelectric power station pumped back to the top of the In 2012, DEWA initiated the
will use water in the Hatta Dam dam. Fish bred in the stream will implementation of its Offsetting
and an upper reservoir that is provide an additional attraction Progra mme by registe r i n g
being built in the mountain. for tourists and families. several emission-reduction
During off-peak hours, advanced projects under the CDM, of the
turbines will use clean energy to Through these projects, DEWA UNFCCC. DEWA has issued
pump water from the dam to the aim to develop Hatta and provide 10,635 Certified Emission
upper reservoir. Turbines operated innovative job opportunities for Reduction (CER) from its 13
by the speed of the waterfall from the citizens of the area, as well as MW Mohammed Bin Rashid
the upper reservoir will be used promote society happiness. For Al Maktoum Solar Park’s
to generate electricity through a instance, the Hatta Sustainable photovoltaic plant and 95,197
1.2 kilometre subterranean water Waterfalls project aims to create a CERs from Thermal Energy
canal, with high efficiency in power sustainable natural environment, Storage Turbine Inlet Air Cooling
generation and storage of up to in addition to developing the area project. There was no issuance of
78.9% and with a 90-second and turning it into recreational CERs in 2022.
response to demand for electricity. spaces and a tourist attraction
The project is 59.29% completed in the UAE. The idea began with
and planned to be operational by creating a natural water stream
the end of 2024. aligning with Hatta’s nature.

Mohammed Bin Mohammed Bin

➀ Rashid Al Maktoum
Solar Park
(Phase 1, 13 MW)
DEWA’s ➂ Rashid Al Maktoum
Solar Park
(Phase 2, 200 MW)
registered Clean
Development
Thermal Energy Mechanism
Small Scale
➁ Storage Turbine
Inlet Air cooling
(TESTIAC) Project
projects
➃ Solar Programme
of Activities
THE INTERNATIONAL The I-REC Standard is a voluntary I-RECs are particularly useful to
RENEWABLE ENERGY system for international trade in companies with global operations
CERTIFICATE (I-RECS): renewable energy certificates that and a target to source 100%
was created to provide electric renewable energy for strategy or
DEWA was the first entity in the utilities with a financial incentive to compliance purposes.
MENA region in 2017 to join the increase the amount of renewable
renewable energy market via the or clean energy in their supply mix Participation in the I-REC system
I-RECs Registry Platform to issue relative to fossil fuels, and offset is aligned with DEWA’s strategic
the I-RECs from the Mohammed the environmental impact of the objective to diversify its investment
bin Rashid Solar Park 13 MW PV purchaser’s non-renewable energy portfolio by issuing renewable
Plant, 200 MW and 800 MW PV use by subsidising clean energy energy certificates to stimulate
Plants. from renewable sources. the international development of
renewable energy.
Renewable Energy Certification
Association of
Issuing Bodies
Electricity Electricity with REC
Producers Consumers Purchase
Electricity Market
Transmission System
without REC
Purchase

SUSTAINABLE AND buildings at all its assets. DEWA’s administration buildings, and fleet.
sustainable efficient buildings are in The Energy Management system
ENERGY-EFFICIENT line with the UAE’s efforts to create allows DEWA to keep track of its
BUILDINGS a green and sustainable economy, energy performance and identify
(GRI 302-4) the Nationally Determined energy conservation opportunities
Contributions for the UAE against which would also reflect a cost
ENERGY MANAGEMENT OF Climate Change, and the Dubai benefit for the organisation.
DEWA PREMISES AND ASSETS Digital Authority initiative.
The below table demonstrates the
DEWA is committed to creating a DE WA a ppl i e s a n Ene r gy total auxiliary energy consumption
sustainable built environment that is Management System on its from power generation and water
energy, water, and material resource buildings which have been production facilities located at Jabel
efficient by applying national and recently expanded to cover Ali, Al Aweer, and MBR Solar Park
international standards for green generations, plants its Substations, Phase 1 of the Jebel Ali facility:
Auxiliary Consumption (MWh)
4,191,042
3,761,614 3,715,408 3,838,667
3,689,613
1,685 1,636 1,642 1,647 1,652
2018 2019 2020 2021 2022
Solar (10MW MBR Ph-1) Gas, DFO & MFO (DEWA Gas Plant)
Note: DFO: Diesel Fuel Oil, MFO: Medium Fuel Oil
DEWA has been continuously following in 2022: 3. 9.22 Million tons of Carbon
achieving progress in improving emission reduction
the energy production efficiency, 1.
37.78% of efficiency
Auxiliary Power Consumption improvement 4. Fuel savings of 172,973,272
Reduction, carbon emission Metric Million British Thermal
reduction, and fuel savings. Since 2.
2 25,873 MWh of Auxiliary Uni (MMBtu) due to efficiency
2006, DEWA has achieved the Power Consumption Reduction improvement
Carbon Reduction Million

Efficiency Auxiliary Power Tons of CO2) due to Fuel saving due to
Improvement Consumption Reduction efficiency improvement efficiency improvement
compared to 2006 (%) (MWh) compared to 2006 compared to 2006 compared to 2006 - MMBTU
2018 29.68 413,745 6.65 124,713,523

2019 31.40 408,148 7.06 132,295,018
2020 33.41 293,385 7.11 133,309,503
2021 37.63 314,781 8.04 150,786,454
2022 37.78 225,873 9.22 172,973,272

EMISSIONS incorporates proposed emission consumption rationalisation

(GRI 3-3, 305-1, 305-4, 305-5, reduction targets within its initiatives, DEWA supply-side
EU5) business decisions and overall efficiency improvements, and
growth strategies. DEWA’s efforts the diversification of its energy
CO2 EMISSION REDUCTION have led to a significant reduction mix. The ERP targets were
PROGRAMME: in carbon emissions in Dubai. developed for both emission
intensity (tCO2e/MWh) and
DEWA aims to reduce its carbon DEWA’s CO2 ERP has three the absolute emissions (tCO2e)
footprint while maintaining a strategic pillars to ensure its for short-, medium-, and long-
secure, reliable and affordable strategic objectives are met: term emission-reduction tasks
supply of power and water. climate change functional strategy, up to 2030, with 2010 used
DEWA has systematically worked emission reduction targets as the baseline. DEWA’s actual
on reducing its CO2 Emission forecast model, robust monitoring emission reduction performance
Reduction Programme launched in reporting and verification is measured annually against
2012. system aligned with the annual the Business As Usual (BAU)
performance management system. scenario. DEWA’s CO2 ERP sets a
The Emission Reduction Program planned reduction target of 35%
(ERP) is a long-term carbon The ERP is a comprehensive of its scope 1 greenhouse gas
emissions abatement strategy programme that considers emissions by 2030 against the
that provides an extensive analysis reductions from both the demand BAU scenario. This is based on
of DEWA’s current greenhouse and supply sides. It considers DEWA’s 2020 Power and Water
gas emissions, sets targets to several key factors: Dubai’s energy Master Plan, which is updated
reduce CO2 emissions up to and water growth requirements, every year.
2030 from all operations, and Dubai’s water and electricity
Emissions by Source from Scope 1 MtCO2e 2019-2022

Emissions by Source from Scope 1 MtCO2e 2020-2022
21,290,422 21,472,817.02
19,511,292
18,146,957
2,988,851 3,154,964 2,741,865 3,036,157.19
82,500 88,479 81,078 102,700.65
2019 2020 2021 2022
Electricity Generation Water Desalination Others

Carbon emission intensity, tCO2/MWH of electricity generated (2019-2022)

0.4818 0.4178
2019
0.4744 0.4041
2020
0.4834 0.4293
2021
0.4606 0.4035
2022
Electricity tCO2e/MWh Combined (Electri city & Water) tCO2e/MWh
DEWA’S CARBON FOOTPRINT: in circuit breakers, fuel combustion completeness, consistency, accuracy,
in vehicles, and refrigerant and transparency of its Carbon
DEWA is one of the first usage for air conditioning and Footprint Report. The quantification
entities in the region to develop maintenance operations, in methodology employs the formula
a comprehensive Monitoring, addition to emissions from small of GHG activity data multiplied by
Reporting and Verification (MRV) emission sources: the GHG emission factor.
framework for its Greenhouse
Gases (GHG) emissions since • CO2
usage in fire protection In 2022, DEWA’s total carbon
2012, establishing that year as the systems and labs emissions from Scope 1 were
baseline for reporting emissions. 24,61 MtCO2e against BAU 31.15
The MRV framework enables the • Diesel usage during emergencies MtCO2e and the carbon intensity
reporting of emissions through (back-up generators) based on Grid Emission Factor for
DEWA’s Carbon Footprint Report, •
Acetylene usage for Electricity is 0.4035 tCO2e/MWh.
which is prepared in accordance maintenance activities Since DEWA itself is the producer
with the GHG Protocol and of the electricity it consumes,
compatible with the ISO 14064-1, • LPG usage for cable termination Scope 2 emissions from its own
which also allows for integration works consumption are part of Scope 1
with national and international emissions to avoid double counting.
• Process
emissions due to
GHG registries. Indirect emissions from the power
desalination
purchased are reported under Scope
DEWA annually reports its Carbon • Laboratory acetylene usage 2 emissions only. In 2022, no power
Footprint Report, which quantifies was purchased by DEWA from other
and calculates its annual direct DEWA follows an operational
electricity grids.
GHG emissions (Scope 1), covering control approach in consolidating,
CO2, CH4, N2O, SF6, HFCs and monitoring and reporting on
PFCs and indirect GHG emissions its GHG emissions, quantifying MINIMISATION OF
(Scope 2) from electricity them in terms of CO2 equivalent,
and therefore its subsidiaries or
AIR EMISSIONS
imports. Scope 1 sources include (305-7):
fuel combustion during power affiliates were not considered.
generation and water desalination, DEWA has gone to all reasonable
Similar to carbon emission
sulphur hexafluoride (SF6) usage lengths to ensure the relevance,
reduction, DEWA focuses

on reducing air emissions by considered are considered harmful Million (PPM). Moreover, DEWA
minimising and limiting other types and have a significant impact on reduced its NOx emissions from all
of toxic emissions such as Sulphur the environment. units including all types of fuel, gas
Dioxide (SO2), Nitrogen oxide turbines, and boilers in 2022. The
(NOx), and Sulphur Hexafluoride The SO2 emissions have been graphs below show the average
(SF6). Such emissions are slightly reduced to be 0.52 Parts Per annual NOx and SO2 emissions:
Annual NOx & SO2 Air Emissions (2018 - 2022) - PPM
23.06
21.18
18.91
17.55 17.36
0.70 0.76
0.55 0.54 0.52
2018 2019 2020 2021 2022
Nitrogen Oxide (NOx) Sulphur Dioxide (SO2)
WASTE various divisions activities and DEWA collaborates with Dubai

(GRI 3-3, 306-4, 306-5): developing practices to minimise Municipality, the environmental
waste. regulatory body in Dubai, to
WASTE MANAGEMENT manage the waste generated
DEWA implements efficient from its daily operations. In
Waste is one of DEWA’s focus management procedures for its 2022, DEWA transported
areas therefore, the organisation non-hazardous material and waste 5,297.68 tons of general waste to
has built an effective waste management programme to Dubai Municipality disposal areas.
management system. Since preserve valuable landfill space and DEWA collaborates with third party
each division has its own scope of natural resources and to promote companies that are certified by
work and different daily operational waste minimisation by adapting Dubai Municipality for hazardous
practices, DEWA customised the 5Rs (Refuse, Reduce, Reuse/Repair, waste management according to a
waste management systems for its Repurpose/Recover & Recycle) comprehensive hazardous waste
13 divisions differently. However, practice for managing its non- management system to ensure
all systems have a unified target hazardous material and waste. proper handling. This includes
which is capturing and reducing the collecting, storing, transporting
amount of waste generated. DEWA As for wastewater discharge, and disposal of hazardous waste
has recently created its own Circular DEWA obtains a wastewater in accordance with the best
Economy strategy which consists of discharge permit bi-annually local, federal, and international
five principles as mentioned in the and follows Dubai Municipality procedures and standards. DEWA
Circular economy section. The regulations to ensure that both the earned a total of AED 104 Million
third principle “Value Retention and quality and quantity of the wastewater from selling scrap waste materials
End of life Treatment” is consistent discharged from Jebel Ali Power and waste oil and AED 29,716.25
with its waste management to and Desalination Complex are within from the recycled paper waste in
include the process of mapping the permitted discharge quality 2022.
waste streams resulting from and quantity limit.

The table below demonstrates the hazardous and non-hazardous waste generated and methods of
disposal from (2017-2021):
Year
Waste Figure Unit 2018 2019 2020 2021 2022
General waste Tons 2,628.63 5,335.45 4,823.64 4,378.53 5,297.68
Hazardous waste Tons 49.25 68.89 181.69 420.56 418.337

Wooden packing Cubic
reused Foot 16,409 7,049 6,462 11,905 9,278
Wastewater
recovered MIG 226.59 193.24 200.93 238.63 285.13
Waste oil
recovered for use Liters 60,566.6 23,636 18,184.4 5,455.31 15,911.0
Recycled
wastepaper Tons 38.4 277.78 269.59 127.18 118.87
Spill Pallet made of
IBC drum No. 100 223 117 95 150
Revenue from
scrap/waste
materials sold -
Consolidated AED 1,126,817.32 5,548,069.48 57,294,667 59,770,306 104,000,000
DEWA’S SMART RECYCLE BIN: aluminum cans were collected. The

plastic bottles/ aluminum cans at
In line with its efforts to promote a later stage are picked up by a
circularity within the organisation, third party company that provides
DEWA has launched an initiative sustainable manufacturing
called the “Smart Recycle Bin”. solution, where they will convert
Currently, there are two such bins the plastic bottles into T-shirts
at: its Head Office & Al Warsan. and recycle the aluminum cans
The objective is to encourage & in through the standard recycling
engage with employees to recycle mechanism. Such initiatives have
plastic bottles and aluminum cans encouraged employees to collect
by a reward system that gives their bottles from office and
points each item they recycle. home to be recycled. The project
The employee will be able to concept also follows DEWA’s
scan through the machine using ongoing approach to increase
the smart office application to awareness among employees
get reward points and enter about sustainability trends and
into monthly raffle draw. During alignment with Sustainable
2022, more than 68,829 bottles/ Development Goals.

CLIMATE CHANGE (GRI 3-3)

DEWA recognises that utilities play a crucial role in a decarbonising societies. It considers the impact of
its operations on the climate and how tackling climate change may present key benefits for its business by
improving brand reputation, cost reduction, resilience against harmful impacts, alignment with regulations and
increasing investors’ confidence. DEWA established itself as a regional leader in climate change mitigation and
adaptation efforts over the past years.
Below is a snapshot of DEWA’s climate change mitigation and adaptation efforts:
DEWA’s Mitigation Efforts and Initiatives DEWA’s Adaptation Efforts and Initiatives
• DEWA’s CO2 Emission Reduction • Comprehensive climate change

Program aligned with Dubai Carbon resilience plan
Abatement Strategy 2030
• Setting adequate reserve margin for
• Comprehensive Monitoring, Reporting power generation and water production
and Verification (MRV) framework for
• Diversification of generation &
DEWA’s carbon emissions in compliance
desalination sites
with ISO 14064
• Planning considerations and operational
• Main stakeholder for the UAE Climate
feats for reliability, security and stability
Change Taskforce and international
climate change negotiations. • Asset management planning and
framework
• Driving the transition towards a low
carbon economy by deploying initiatives • Managing quality of source water
critical to decarbonization.
• Reducing unaccounted water losses
• Key stakeholder in implementing the
Demand Side Management Strategy
2030
• Supply side energy efficiency
improvements and optimisation
projects
• DEWA’s Offsetting Programme

DEWA’S CLIMATE CHANGE change is a cross-cutting risk that Resilience Plan. DEWA is one of
RESILIENCE PLAN can have a physical impact on the first entities in the region to
DEWA’s operations, and economic, develop such a Resilience Plan
Climate change has emerged regulatory, and reputational impact that identifies existing mitigation
as one of the leading priorities on its business. measures, preventive controls
worldwide and one of the main and future resilience actions that
issues facing the international This is why climate change action address the potential impacts of
community. Globally, it is causing is one of DEWA’s top priorities, various climate change drivers.
extreme heat, rainfall, floods, and in efforts to evaluate,
droughts, tropical storms, and understand and respond to DEWA’s Climate Change Resilience
hurricanes. Regionally, the power the potential climate change Plan is driven by a vision, guiding
and water sectors in the UAE are impacts on our assets and principles, approach, and goals to
also vulnerable to the adverse operations, DEWA has developed ensure power and water sector
effects of climate change. Climate a comprehensive Climate Change resilience.
A climate-resilient utility ensuring sustainable, innovative and resilient operations and

Vision
assets to withstand the impacts of climate change
Robustness
Guiding Resourcefulness
principles Rapid Recovery
Adaptability
Risk Assessment | Prevention and Management | Adaptive Practices | Stakeholder

Approach
Engagement
1. Integrate climate change considerations into business practices

2. Align with local and national climate change resilience plans
3. Maintain an evidence-based resilience plan
Goals 4. Ensure safe and sustainable operations

5. Build and maintain resilient infrastructure
6. Maintain a business model aligned with national and international strategies and policies
7. Improve DEWA’s Adaptive Capacity
DEWA’s Climate Change Resilience Plan was developed based on a detailed risk assessment and in line with
best practices. The Climate Change Resilience Plan is integrated into DEWA’s Enterprise Risk Management
(ERM) system and is also a part of its strategic planning. The annual management of the Climate Change
Resilience Plan is developed following DEWA’s ERM framework:

Communication and Consultation

1 Establish the context
Resilience plan review

2 Risk identification
3 Risk analysis and evaluation
4 Resilience plan update
6
5
IDENTIFYING CLIMATE- climate change policies and change reflects the potential
RELATED RISKS strategies relevant to DEWA were impacts of both policy and climatic
assessed to identify potential drivers on DEWA’s strategy and
To cope with an uncertain future risks for each policy driver that operations.
where climate change may have DEWA may face in the coming
wide-ranging effects on the years and decades. As for the The risk of climate change could
environment, and on socio- climate drivers, it has considered have financial and non-financial
economic conditions, DEWA has the climate variables identified consequences for DEWA. These
analysed and assessed climate based on available regional climate include revenue loss, service
change trends and projections change trends and projections disruption, health and safety,
using climate models to provide aligned with Dubai Climate environment, and reputation.
an overview of observed climatic Change Adaptation Strategy. This Climate change is expected to bring
trends and projections at the is due to variations in geography warmer ambient temperatures,
global and local levels; which are and climate conditions across the rising sea levels, more frequent
essential in shaping an effective different Emirates in the UAE. and severe extreme weather
climate change resilience plan Furthermore, variations in the events, and warmer seawater
for DEWA. The output of these risks associated with the specific temperatures. Furthermore, there
projections helped indicate the power facilities result from factors will be less fresh water, an increase
climate change conditions that such as location, age, design, and in sea acidity and a change in
could impose potential physical the adaptive capacity of facilities. precipitation levels. These may
and transitional risks on DEWA’s have several impacts on DEWA’s
business and operations. In 2020, DEWA identified and business and operations.
introduced a “Climate Change
There are several ways of Risk” index, based on the climatic In 2022, DEWA continued to be
classifying climate change risks; and policy drivers in its ERM adaptive to the potential impacts
either based on the cause of the system, and overseen by the Group of the identified climate change
risk or its impact. DEWA have Risk & Resilience Committee. drivers due to all the key preventive
assessed two main drivers when After analysis and classification controls and mitigation measures
identifying Climate-Related Risks: of potential impacts, various it has set. The organisation
Policy drivers and Climate drivers. interdependencies, outlining risk continuously monitors climate
heat maps, and identifying key change drivers to be able to
For the policy driver risks, the risk indicators, the risk of climate mi ti gate pote nti a l cl i m ate
global, national and regional

change impacts on its physical By the end of 2022, the number 352.346 MIGD in 2021, which is
assets and business operations. of water customer accounts was an increase of 6.51%. The peak
Through the established climate 995,478 compared to 960,032 monthly average desalinated water
change resilience governance and accounts by the end of 2021. The demand of 407.710 MIGD occurred
framework, the climate change table below demonstrates the in September 2022, an increase of
resilience team analyses climate Installed Capacity and total water 7.30% compared to 2021.
change drivers and trends, produced between 2018 to 2022
classifies and rank the identified MIG: In 2022, the installed capacity
risks, studies vulnerabilities and Total from underground wells, which
opportunities from projected Installed Water is maintained exclusively for
climate change scenarios. Capacity Production emergency purposes, was
Year (MIGD) (MIG) approximately 35.56 MIGD (total
WATER & EFFLUENT 2018 470 120,880 production of 582.203 MIG). The
daily production from wells was
(GRI 3-3, 303-1,303-2, 303-3, 2019 470 123,090
approximately 1.61 MIGD from
303-4,303-5, 306-1, 306-5) 2020 470 121,006 groundwater. This is to maintain
2021 490 126,147 the wells in an operational
SUSTAINABILITY OF WATER
2022 490 136,254 state for use in an emergency.
PRODUCTION
The groundwater production
As Dubai grows, the demand In 2022, DEWA produced is monitored through meters
for water is increasing, DEWA is 136,254 MIG of desalinated water, installed on each well.
committed to delivering water representing a 8.01% increase
service to its customers. In 2022, from last year and the installed The total amount of water
desalinated water production capacity was 490 MIGD. The peak withdrawn through DEWA
remains at 490 MIGD. In line daily desalinated water demand water wells is 582.203 MIG
with DEWA’s decoupling strategy of 413.427 MIG was recorded on (approximately 2,201 mega litres).
of power generation and water 14-September 2022, an increase This is considered ‘Other Water’
desalination, all future expansions of 4.31% growth compared since the average Total Dissolved
in water production will be based to 2021. The average daily Solids (TDS) for well water is more
on SWRO technology using desalinated water demand in 2022 than 1000 mg/L (i.e. 1286 mg/L
renewable energy. was 375.278 MIGD compared to precisely).
Water Data Unit 2018 2019 2020 2021 2022

Installed Capacity
(Underground wells) MIGD 32 32 32 35 35.56
Furthermore, the potable water produced, transmitted and distributed by DEWA is in compliance with the
requirements of the latest WHO potable water guidelines.
DEWA-JAPS
WHO
Sl. Guideline Typical
No. Particulars Of Analysis Value(Max) Specification Figure
1 pH value at 25°C 6.5 ~ 8.5 7.90 - 8.50 8.37

2 Conductivity at 25°C µS/cm - 200 - 900 407.8
3 TDS mg/L 1000 100 - 450 224.3
4 Chlorine Dioxide as ClO2 mg/L - 0.40 - 0.50 0.47
5 Turbidity NTU - < 5.0 0.9

6 M-Alkalinity as CaCO3 mg/L - 25 - 65 50.3

7 Carbonate as CaCO3 mg/L - 0 - 10 0.4
8 Bicarbonate as HCO3 mg/L - 30 - 80 60.9
9 Total Hardness as CaCO3 mg/L 500 40 - 120 58.9
10 Calcium Hardness as CaCO3 mg/L - 25 - 65 40.9
11 Calcium as Ca mg/L - 10 - 26 16.4
12 Magnesium as Mg mg/L - 2 - 20 4.4
13 Chloride as Cl mg/L 250 25 - 250 85.5
14 Sulphate as SO4 mg/L 250 2 - 35 9.4
Free Carbon
15 dioxide as CO2 mg/L - ≤ 1.5 0.4
16 Fluoride as F mg/L 1.5 ≤ 1.5 <0.05
17 Chromium as Cr mg/L 0.05 < 0.05 0.0035
18 Iron as Fe mg/L - ≤ 0.3 0.0186
19 Copper as Cu mg/L 2 ≤ 1.0 0.0732
20 Nickel as Ni mg/L 0.07 ≤ 0.07 0.0093
21 Cadmium as Cd mg/L 0.003 ≤ 0.003 <0.0020
22 Mercury as Hg mg/L 0.006 ≤ 0.006 <0.0020
23 Sodium as Na mg/L 200 10 - 200 51.3
24 Lead as Pb mg/L 0.01 ≤ 0.01 <0.0020
25 Boron as B mg/L 2.4 ≤ 2.4 0.3260
26 Cyanide as CN mg/L - ≤ 0.07 <0.005
27 Selenium as Se mg/L 0.04 ≤ 0.04 <0.0020
28 Arsenic as As mg/L 0.01 ≤ 0.01 <0.0020
29 Manganese as Mn mg/L - ≤ 0.4 0.0030
30 Molybdenum as Mo mg/L - ≤ 0.07 <0.0020
31 Antimony as Sb mg/L 0.02 ≤ 0.02 <0.0020
32 Barium as Ba mg/L 1.3 ≤ 0.7 <0.0020
33 Uranium as U mg/L 0.03 ≤ 0.03 <0.0020
34 Nitrate as NO3 mg/L 50 ≤ 50 <0.05
35 Nitrite as NO2 mg/L 3 ≤3 <0.01
36 Bromate as BrO3 mg/L 0.01 ≤ 0.01 <0.0002
37 Chlorite as ClO2 mg/L 0.7 ≤ 0.7 0.2858
38 Chlorate as ClO3 mg/L 0.7 ≤ 0.7 0.1758
TTHMs
(Concentration
39 ratio) 1 ≤ 1.0 0.0952
a) Chloroform as CHCl3 mg/L 0.3 ≤ 0.3 <0.001
b) Bromoform as CHBr3 mg/L 0.1 ≤ 0.1 0.009
Dibromochloro
c) methane as CHBr2Cl mg/L 0.1 ≤ 0.1 0.001
Bromodichloro
d) methane as CHBrCl2 mg/L 0.06 ≤ 0.06 <0.001

Dissolved
40 hydrocarbons mg/L - < 0.01 (*) <0.01
Total Coliform
41 Bacteria Present/Absent - Absent Absent
42 E. Coli Bacteria Present/Absent - Absent Absent
43 Saturation pH - 7.89 ~ 8.49 8.29
44 Saturation Index Positive Positive
Remarks:
- (*) The taste and smell threshold value varies widely according to product and it is 0.0005 ppm
(mg/L) for hydrocarbons and distillate should be dumped if it is having smell or taste of oil.
- DEWA JAPS typical figure is the average of individual station averages during the year 2022
- WHO guideline values is based on W.H.O drinking water guidelines values 4th edition with Addendum
1 of 2017.
DEWA has also started operating 978,430 water meters remotely 540.3 million. The High-Water
the Smart Meters Analysis and billed in SAP. The AMI improves Usage Alert service, which is part
Diagnosis Centre, where smart meter reading & billing accuracy, of the Smart Living initiative, helps
meters are read and monitored customer happiness, and reduces customers detect leakage in water
remotely every 15 minutes. As Unaccounted for Water. connections after the meter. The
of 31 December 2022, DEWA system sends instant notifications
installed 996,917 smart meters, The state-of-the-art infrastructure to the customer if there is an
out of which 985,144 are for smart meters helped detect unusual increase in consumption
monitored and read remotely 1,329,944 water leakages; 26,657 to check the internal connections
every 15 minutes. This allowed defects; and 13,172 increase load and repair any leaks. This reduces
DEWA to improve the availability cases in the past five years. This waste as well as incurred costs for
of meter readings to 99.22%. with saved customers a total of AED customers.
Average Time for Response + Isolation

(Transmission Breakages)
24.7 21 19 18.53 18.18 22.73

min min min min min min
2017 2018 2019 2020 2021 2022
Average Time for Response + Isolation (Minutes)

DEWA has successfully completed the first stage of the ASR project for desalinated water. The full scale of the
ASR project can store up to 6,000 MIG of water once completed by 2025 as a strategic reserve. This makes it
the largest ASR of its kind in the GCC and world to store potable water and retrieve it in case of an emergency.
This will secure the Emirate with an additional source of potable water strategic reserve of 50 MIGD for 90
days in emergencies, while ensuring the quality of the stored water.
DEWA plans to increase the storage capacity of Dubai through new projects to reach 7,212 MIG in 2025 as
compared to the present storage capacity of 822MIG.
The table blow demonstrates the water consumption within the Emirate of Dubai:
Total water storage Total water storage Change in water

at the beginning of the at the end of the storage (MIG)
reporting period (MIG) reporting period (MIG)
2019 622.130 611.788 10.342

2020 611.788 412.436 199.352
2021 412.436 661.600 - 249.164
2022 661.60 575.74 - 85.86
SMART BALL LEAK DETECTION with the software then able to DEWA follows its wastewater
detect the location of the leak. management procedure to
In 2022, DEWA adopted the The technology has saved 68.45 ensure that the water discharge
smart ball leak detection to detect million gallons and AED 2.74 quality is up to standards
invisible water leakages in water million since its implementation in and safe for the surrounding
transmission pipelines that are April 2021. ecosystem. Furthermore, as
hard to detect or reach. This is part of the procedure, DEWA
part of DEWA’s ongoing efforts WASTE WATER DISCHARGE: conducts ecological assessments
to reduce water losses. The smart on a bimonthly basis to assess the
ball system consists of a small DEWA embeds environmental phytoplankton, zooplankton, and
diameter sphere that is inserted solutions into its business by macrobenthos concentrations four
into the water network where developing specified procedures for times a year. The assessments are
it travels freely, driven by the its daily operations that are in line carried out at distances of 0.5 km
water flow. Sounds generated by with the environmental regulatory and 2.0 km away from D, K, and
a leak, gas pocket or anomalies body Dubai Municipality. To L stations discharge points by
have unique characteristics. The manage the wastewater generated specialist environmental service
system captures the sounds of from DEWA’s Jebel Ali Power and providers.
these from inside the pipeline Desalination Stations Complex,

TOTAL VOLUME (M3) DISCHARGE
Type of
effluent 2018 2019 2020 2021 2022
Process water
from Power
plant 1,776,251,568 1,719,495,006 1,645,458,818 1,654,577,150 1,698,174,459
Process water
from Desal
plant 3,595,084,434 3,594,972,940 3,573,859,485 3,540,695,341 3,777,922,079
Water
treatment
plant effluent 74,318 68,658 68,406 74,831 61,298
Treated sewage
water (to land) 38,636.3 0.00 0.00 0.00 0.00
Treated sewage
water (to sea) 54,740.2 11,968.1 15,849 15,814 40,673.00
Treated sewage
water 93,376.5 11,968.1 15,849 15,814 40,673.00
The Average of Temperature and Salinity Difference between the Seawater at Mixing Zone and Ambient
Seawater 2022:
Particulars Salinity difference between the seawater at mixing zone and ambient seawater (g/kg)
sample
2018 2019 2020 2021 2022
D-I station 0.7 0.7 0.6 0.5 0.6
D-II station 1 0.9 0.6 0.5 0.7
E station 0.5 0.5 0.6 0.5 0.6
G station 1 0.5 0.9 0.7 0.8
K station 0.6 0.5 0.7 0.4 0.7
K-SWRO - - - - 0.5
L station 0.8 0.5 0.4 0.8 0.8
M station 0.4 0.6 0.7 0.9 0.9
Average 0.7 0.6 0.7 0.6 0.7

Temperature difference between the seawater at mixing zone and ambient seawater (oC)
Particulars
sample 2018 2019 2020 2021 2022
D-I station 1.8 1.5 1.1 0.8 1.8
D-II station 2.4 2.1 1.2 1.0 1.8
E station 1.4 1.2 1.7 1.0 1.3
G station 2.4 1.0 1.5 1.4 1.5
K station 1.3 1.0 1.1 1.1 1.3
K-SWRO - - - - 1.1
L station 1.9 1.4 1.3 1.4 1.3
M station 1.6 1.6 1.3 1.5 1.7
Average 1.8 1.4 1.3 1.2 1.5
The Average of Temperature and Salinity Difference between Seawater at the Mixing Zone and Ambient
Seawater 2022:
Salinity g/kg
0.7
Temperature ̊C
1.5
NET ZERO CARBON several steps to achieve this goal. capture and store CO2 emissions
One important step is to increase from power plants, thus reducing
EMISSIONS the use of renewable energy and the overall emissions. DEWA also
(GRI 3-3) to promote energy efficiency and follows the UAE agenda, rules
conservation through various and regulations related to carbon
DEWA has set an ambitious goal projects and initiatives. Through its emissions.
of achieving net-zero carbon Research and Development Centre,
emission by 2050, which means to DEWA is researching and testing
eliminate or offset CO2 emissions. the use of carbon capture, utilisation
DEWA has identified and initiated and storage technologies which will

Social Perspective
SOCIAL
PERSPECTIVE
EMPLOYMENT to ensure that it is providing the best services to its customers, employees
(GRI 3-3) and the community.
DEWA is focused on attracting, A WORLD-CLASS WORKFORCE

developing, and retaining the best (GRI 2-7, 2-8, 401-1, 404-1, 405-1, 406-1, EU15)
talent in order to provide reliable
and efficient electricity and water DEWA’s workforce is composed of a mix of UAE nationals and expatriates
services to the people of Dubai. from all genders, representing various cultural and educational
As such, DEWA has a talent backgrounds and qualifications. DEWA is committed to hiring and
management strategy in place, developing local talent with a significant proportion of its workforces
which also focuses on identifying being made up of UAE nationals.
the skills and competencies
needed for different roles, as DEWA’s workforce consists of a range of skilled professionals including
well as providing training and engineers, technicians and other staff with the expertise and knowledge
development opportunities to to provide reliable and efficient electricity and water services. In 2022,
help employees grow and advance DEWA’s total number of employees was 10,932, of which 17.76% are
in their careers. Furthermore, females and 82.23% are males.
DEWA emphasises employee
engagement and participation Total number of employees:
in decision making processes by
encouraging open communication Temporary
and feedback, and regularly has 74
surveys to gather employees Permanent
insight, feedback and suggestions. 10,858
DEWA has developed the “Afkari” TOTAL
platform for employees to suggest 10,932
solutions that will enhance and
develop its performance in all
areas.
D E WA a l s o f o c u s e s o n
performance management, where
*DEWA doesn’t have any non-guaranteed hours employees.
employees are evaluated based on
their performance and provided
with feedback and coaching to
improve their skills through the DEWA fosters and supports behavior that drives employees to bring
employee’s development centre. innovation and excellence into their work which contributes to sustainable
In this way, DEWA ensures growth for the long-term development by ensuring that all employees
continuous improvement of their are given the same opportunities without discrimination based on sex,
employees and performance. The race, nationality, age or creed, in line with the policies and regulations of
organisation regularly reviews and the UAE government. In 2022, no incidents of non-discrimination were
updates its policies and practices recorded during the reporting period.

Permanent & Temporary employees, Full-time employees and Part-time employees,

and a breakdown by gender and a breakdown by gender
Temporary Temporary Part Time Part Time

2 72 0 0
Female Male Female Male

1,942 8,990 1,942 8,990
Permanent Permanent Full Time Full Time

1,940 8,918 1,942 8,990
Permanent & Temporary employees, and a breakdown by region

Temporary Permanent Temporary Permanent Temporary Permanent Temporary Permanent
1 157 71 6,288 0 49 2 4,340
Africa Asia Europe Middle

East
Temporary Permanent Temporary Permanent Temporary Permanent

0 17 0 6 0 1
North South
America Oceania America
Permanent Temporary
10,858 74
Total
Total
Full-time employees and Part-time employees, and a breakdown by region
Part-Time Full-Time Part-Time Full-Time Part-Time Full-Time Part-Time Full-Time

0 158 0 6,359 0 49 0 4,342
Africa Asia Europe Middle

East
Part-Time Full-Time Part-Time Full-Time Part-Time Full-Time

0 17 0 6 0 1
North South
Oceania
America America
Permanent Temporary
10,932 0
Total
Total

New employee hires and employee turnover by age group, gender and region
New Employee Hires

Gender 2019 2020 2021 2022
Female 51 44 57 43
Male 335 172 231 155
Total 386 216 288 198
Region 2019 2020 2021 2022
Africa 18 2 6 10
Asia 357 210 279 186
Europe 10 2 3 1
North America 1 2 0 1
Total 386 216 288 198
Age Group 2019 2020 2021 2022
18-29 226 170 218 113
30-39 121 35 57 67
40-49 29 9 10 15
50-59 9 2 3 3
60-69 1 0 0 0
70-79 0 0 0 0
Total 386 216 288 198
Employee Turnover
By Gender
Gender 2018 2019 2020 2021 2022
Male 260 251 156 211 244
Female 39 47 18 33 36
By Age
Category 2018 2019 2020 2021 2022
Under 30 48 36 12 15 17
30-50 219 224 133 203 240
Over 50 32 38 29 26 23
By Region
Region 2018 2019 2020 2021 2022
Africa 32 35 14 19 27
Asia 201 178 119 181 204
Australia 0 0 0 0 0
Europe 2 8 3 3 3
North America 3 6 2 1 0
Middle East 61 71 36 40 46
Total 299 298 174 244 280

Percentage of employees eligible to retire in the next 5 years by category and region
Retirement 5 Years
Continent Engineers Operators Linesmen Mechanics Others Total
Africa 0.45% 0.00% 0.00% 0.00% 1.79% 2.24%
Asia 14.80% 9.87% 0.90% 1.79% 48.43% 75.78%
Europe 0.00% 0.00% 0.00% 0.00% 2.69% 2.69%
Middle East 0.90% 0.45% 0.00% 0.45% 17.49% 19.28%
North America 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Grand Total 16.14% 10.31% 0.90% 2.24% 70.40% 100%
The total number of employees eligible to retire in the next 5 years by category and region is 223.
Percentage of employees eligible to retire in the next 10 years by category and region
Retirement 10 Years
Continent Engineers Operators Linesmen Mechanics Others Total

Africa 0.38% 0.05% 0.00% 0.00% 1.32% 1.76%
Asia 15.44% 7.97% 0.88% 4.56% 49.51% 78.35%
Europe 0.00% 0.00% 0.00% 0.00% 1.32% 1.32%
Middle East 1.32% 0.33% 0.00% 0.16% 16.37% 18.19%
North America 0.05% 0.00% 0.00% 0.00% 0.33% 0.38%
Grand Total 17.20% 8.35% 0.88% 4.73% 68.85% 100%
The total number of employees eligible to retire in the next 10 years by category and region is 1820.
Age Group under 30 years old, 30-50 years old, over 50 years old.
Number employees
1,133 8,051 1,748


EMPLOYEE 6. Medical Insurance/Healthcare distinguished employees and 54

distinguished teams with the
BENEFITS 7. Bonus Nujoom Awards 2022, the new
(GRI 3-3) name for its internal excellence
8. Joining & Repatriating tickets awards. The categories included
As a world-class workplace, Di sti ngui she d Supe r vi sor y
DEWA rewards its employees 9. Disability & Invalidity Coverage Employee, Distinguished
fairly and generously, based Administrative Employee,
on their performance. DEWA 10. Residence Visa costs for Distinguished Innovative Employee,
offers a comprehensive benefits employees & family Distinguished Field Employee,
to employees to meet their Youth Employee, Distinguished
personal and professional 11. Salary Advance for New Technical Employee, Distinguished
requirements. These may joiners Financial Employee, Distinguished
include: Specialised Employee, Unknown
12. Life insurance is voluntary. Soldier, Distinguished Technical
1. Allowances (house rent In DEWA if the employee Project, Distinguished Innovative
deduction, duty car, nature of wishes he/she can enroll in Administrative Initiative, Best Agile
work allowance, mobile phone the scheme and it is optional. Project, Best Project / Initiative
allowance, shift allowance, Attaining Sustainability, Best
special shift allowance etc.) Honouring distinguished Project In Data Science and AI,
employees is part of DEWA’s Share.K, Long Service Employee
2. Retirement Provision strategy to recognise excellent and Special Recognition for those
(Gratuity & Pension and creative employees to raise who help achieve DEWA’s vision.
schemes) its competitiveness and ensure
the happiness of customers and Through the Nujoom awards,
3. Leaves (Earned, special, society. This also supports top DEWA promotes sustainable
accident, condolence, sick, management’s commitment to excellence by encouraging
maternity, paternity, study providing a motivational work creativity, innovation and positive
or exams, Hajj, Idda, and environment that consolidates employee competitiveness. This is
confinement leave etc.) creativity, innovation and achieved by adopting constructive
encourages positive competition ideas that contribute to the
4. Accommodation/ Air among staff. development and upgrading of
Passage Entitlement services as well as the happiness
In line with this strategy the top of all stakeholders.
5. Children Education Allowance management honoured 1,868

EMPLOYEE PARENTAL LEAVE AND RESUMED DUTY, 2022

(GRI 401-3)
Parental Leave
Employee Parental Leave & Resumed Duty
Entitled to Took Returned

Parental Parental Returned to to work Retained Retention
Leave Type Leave Leave work Rate Employees Rate**
Maternity Leave 1,181 151 151** 100% 161*** 96%
Paternity Leave 7,270 352 352* 100% 320**** 93%

Total 8451***** 503 503 481
*Male employees returning to work immediately from 1 January, 2022 to 31 December, 2022 – 100%
**Female employees returning to work immediately from 1 September, 2021 – to 31 August, 2022 – 100%
***Out of 168 female employees of 2021, 161 female employees are retained after 12 months (96%).
****Out of 343 male employees of 2021, 320 employees are retained after 12 months (93%)
***** 539 employees have used parental leave as of 2022
DIVERSITY provide training and development • Celebrating International

programmes to promote diversity Women in Engineering Day
AND EQUAL and inclusion in the workforce, and through various initiatives
OPPORTUNITIES it also provides accommodations
(GRI 405-1) for employees with disabilities. • Edha’aa bulletins
DEWA follows all UAE government Furthermore, DEWA has a number • Soft skills and social focused
laws and regulations and is of initiatives and programmes workshops
committed to providing equal to support the development
opportunities for all employees and advancement of women in • Wellness and health
and applicants for employment. the workplace. These initiatives programmes
its equal opportunities policy includes the following:
prohibits discrimination against • “Together… We Learn”
any applicant on the basis of • For Her – Empowerment Campaign
race, color, religion, sex, national programmes
origin, age, disability, and gender. Overall, DEWA is committed to
• Celebrating International fostering an inclusive and diverse
DEWA’s policies ensures that Women’s Day through various workplace where all employees
all employees and applicants for initiatives are treated with respect and have
employment are treated fairly and equal opportunities to succeed.
without discrimination. DEWA also • Celebrating Emirati Women’s
Day through various initiatives

HUMAN RIGHTS a special clause on compliance 2. Employee Accommodation

with the SA 8000 Standard, and Procedure
ASSESSMENT tenderers must include a self-
(GRI 3-3,412-2,412-3) assessment form on SA8000 3. DEWA Inclusive Education
compliance in their offers. 100% Policy
DEWA’s divisions, business units, of bulk purchase and project
and subsidiaries, are committed
to conducting business with the
procurement activities are subject
to human rights reviews based
TRAINING AND
highest level of integrity and in on tenderers’ self-assessment EDUCATION
accordance with the letter and forms and conformity with the SA (GRI 3-3, 404-1, 404-2,404-3)
spirit of Dubai and UAE laws. 8000 norm. All new employees
DEWA is a morally conscious of the procurement organisation, DEWA provides various training
organisation, and uses to use as well as those who work in and development opportunities
its position as a responsible procurement, receive training for its employees such as
organisation to promote ethical on the terms and conditions of on-the -j ob tra i ni ng w h e re
work practices in compliance with contracts, which includes the employees receive hands-on
the human rights laws of the SA8000 standards. The Human training in their specific roles
country and international best Rights clause was incorporated in and responsibilities, as well as
practices as applicable. all 357 bulk purchases and project cross-functional training to gain
contracts for the year 2022. In the a broader understanding of the
In 2022, DEWA conducted 33 year 2022, the aforementioned organisation.
sessions across its divisions sum and percent represent
spanning different employee procurement contracts worth The wide range of courses are
groups, to discuss human rights more than AED 2 million. designed to help employees
and other employee related rights i m p ro v e t h e i r s k i l l s a n d
including but not limited to; HR DEWA values and manages its advance their careers. These
Policies, Provisions and rules of HR diversity through planning, courses cover topics such
conduct and work ethics in DEWA, org anisi ng , a dmi ni ste r i ng as leadership, management,
HR Rules and Regulations, HR as well as supporting varied communication, and technical
Services. A total of 623 employees characteristics and plurality skills. DEWA also encourages
across all divisions have attended amongst its employees and by mentoring relationships
these sessions till November recognising them as individuals between experienced employees
2022 which were under the name and teams, in a way that adds and newer staff members, to
HR Awareness sessions. tangible and positive effect in the provide guidance and support as
organisational performance and employees learn and grow in their
Furthermore, DEWA’s Code of contributing to the happiness of roles. Employees are encouraged
ethics for Contractors has included employees. In addition, the below to participate in international
a requirement in all procurement list is other DEWA’s policies that training programs to gain new
contracts to comply with the SA are related to Human Rights: perspectives and learn from
8000 Standard, which includes a experts in other countries. A
good working environment, the 1.
DEWA Policy For The variety of e-learning modules
Universal Declaration of Human Happiness, Accommodation are available for employees with
Rights, and ILO agreements. and Empowerment of The flexibility to access the trainings
All Tender Documents include People of Determination (POD) from anywhere and at any time.

Below is the Average Training Hours per Employee and by Gender:
Average Training Hours Per Employee
Grade/Year 2018 2019 2020 2021 2022

Leadership 109.48 90.39 85.62 83.78 88.99
Management 49.31 55.73 52.96 51.00 54.56
Non-Supervisory 42.22 42.68 42.83 46.30 55.86
UAE Nationals 58.39 65.58 57.94 57.48 67.47
Average Training Hours by Gender
Gender/Year 2018 2019 2020 2021 2022

Male 26.27 28.26 27.01 30.43 34.92
Female 55.35 65.62 65.88 62.40 75.41
DEWA provides a range of 3.

Robotic Process Automation 1982, Dubai Municipality Code of
platforms, programmes, and Learning Programme Construction, Dubai Municipality
initiatives to spread and localise Guidelines, and the fourth-
knowledge and transfer expertise Overall, one of DEWA’s goals is to generation Dubai Government
among its employees. Many provide and enroll its employees in Excellence Programme, supported
educational courses to raise such programmes to develop the by Dubai Accelerators’ 10X
employee awareness on knowledge necessary skills and knowledge Strategy for future generations.
and its management, types of needed for their roles, and to help The key methodology in DEWA’s
data, information and knowledge, them advance their careers within Performance Management is
intellectual property rights the organisation. based on RADAR and 10-steps
and ways to protect them. For of continual improvement. DEWA
instance, in 2022, DEWA enrolled
their nominated employees in
OCCUPATIONAL has a dedicated STRATEX, CAPEX
and OPEX for health, safety, and
several international and national HEALTH AND environment (HSE) management
programmes, such as:
SAFETY & objectives.
(GRI 3-3)
1.
Masters in Future Energy This is further complemented with
Systems & Technology from UC policies on risk management, social
DEWA is a strategically focused
Berkeley. In 2022, 30 employees responsibility and agility framework
organisation incorporating the IMS
enrolled in the program (Batch (vertical-alignment). The OHSMS
comprising ISO-9001; ISO-14001
4). The programme started in Manual classifies risks, crisis,
& ISO-45001 cascading the same
October 2022 and is expected operations, functionality & controls
within its management system
to end in November 2023 for all employees, consultants and
through a dedicated IMS Policy,
contractors. DEWA has a dedicated
IMS procedures and process maps;
2. Capacity Building Programme COVID-19 prevention framework
in line with Federal Law No. 8 of
for its control, authenticated with
1980, Ministerial Order No. 32 of

Diamond Award for COVID-19 It is a British Safety Council and happiness of employees.
from Harvard Business Council and recognised affiliate HSE training Furthermore, there are dedicated
British Safety Council Assurance centre for DEWA employees and guidelines for POD, Noise,
Certificate. has a dedicated SP14: Training, V i b rat i o n , M u s c u l o s ke l et a l
Awareness & competency Diseases, HACCP and Welfare &
HAZARD procedure aligned to employee
performance, competency and
Wellbeing.
IDENTIFICATION appraisals. Regular stress assessments

AND RISK are carried out, referrals to
ASSESSMENT OCCUPATIONAL c o u n s e l l i n g ( E S T I S H A R AT I
programme); welfare, wellbeing
(GRI 403-2) HEALTH SERVICES & hygiene assessments and
(GRI 403-3) COSHH air monitoring are done.
DEWA has a comprehensive and DEWA meticulously crafted its
intricate qualitative & quantitative In line with ISO -45001, own COVID-19 prevention and
IMSP03: Hazard Identification and DEWA has a dedicated SP12: mitigation guidelines, which
HSE Risk assessment procedure Occupational Health Procedure were then distributed to all
aligned to Enterprise Risk and EP04: Employee Counselling of its divisions, departments,
Management in line with ISO- & Stress Management procedure sections, contractors, and
45001 & ISO-14001 and HSG- that controls and monitors vendors. The following were the
65 Guidelines, HSE, UK. ove ra l l h e a l t h , we l l - b e i n g main points:
Categorisation of COVID-19 Shared Service with

Exposure Dubai Ambulance
Isolation Declaration Sanitisation

Form Process
COVID-19 Established 3 in-house

Travel Declaration Prevention and Isolation Centres for exposed
Form Mitigation cases at Ruwaiyah Camp, Solar
Decathlon Site and JAPS
Circulars for working from

PCR Testing & Screening a distance and Resumption of
with DHA work for employees

H&S appraisals. Each division has a 2022, around 2170 employees

dedicated training attrition rate attended 101 training sessions, 87
COMMUNICATIONS to maintain and achieve the Covid-19 Awareness workshops,
AND Target Achievement Level for 74 one-one consulting sessions,
hours of training per employee. and 96 infographic E-shots that
REPRESENTATION DEWA has its own dedicated HSE were released through internal
(GRI 403-4) Training section which is also a communication channels.
BSC Certified training affiliate. In
At t h e s t r a t e g i c l e v e l ,
SO2: Engaged and happy
stakeholders perspective and Number of DEWA Staff attended H&S Training
IMS policy (Vertical-alignment) conducted by H&S Department from 2018 - 2022
with The IMSP06: Participation,
Consultation & Communication
procedure has defined a two-way
approach (Horizontal-alignment). 2416
2170
Trainings, awareness, ideas Afkari, 1897 1786 1857
consultations, participation in
events/workshops/surveys are
carried out on a regular basis and
employee happiness survey results
are evaluated. Other tools are the 2018 2019 2020 2021 2022
dedicated DEWA Mobile App
(Smart Office); SAP-integration Staff attended
and Freejna portal. The strategic
direction, objectives (SMARTER)
and KPIs (Leading & Lagging) PROMOTION OF
are defined post a 360 degree.
evaluation using RADAR through EMPLOYEE HEALTH & SAFETY
a dedicated HSE corporate (GRI 403-6)
committee that quarterly reviews
performance and short-term The SO2: Engaged & Happy Stakeholder perspective is cascaded from
strategic plans. key Dubai Strategic Accelerator (10x) Health & Wellbeing complemented
by the strategic perspectives IP02: Leading HSE practices, LG02:
Motivated & happy human capital and TBL02: Pioneering socially
H&S TRAINING responsible practices. Each employee has an insurance cover locally
(GRI 403-5): & internationally. Screenings for health parameters, stress indicators,
nutrition and counselling are key practices. Each location is “safe-secure”
Since 2020, DEWA’s in-house with first-aid kits, evac-chairs & maps, AED Machines, POD-friendly e.g.
training deliverables have become Braille text, audio-loop, tactile paving and voice assist centres. All premises
hybrid, AI-oriented with adoption are CCTV monitored, with dedicated emergency & response command
of AR-VR (Augmented Reality framework. DEWA also annually hosts its Sports Week and sporting
- Virtual Reality) tech. The events. Key health campaigns are carried out in line with WHO objectives
trainings are customised in terms and promotional campaigns. Some highlights are:
of scope, operations, functions
and preventive using multilingual HEALTH & SAFETY WEEK OF DEWA:
approach e.g. Arabic, English,
Urdu/Hindi. Each employee The H&S Week is a participatory and interactive platform for creating
has a dedicated Training Needs and increasing awareness of Occupational Health and Safety issues
Analysis which is linked to his/ among employees and the general public. In 2022 the H&S Internal
her competency requirements Week successfully completed with 5700 attendees and H&S Public had
and aligned to employee- with 8313 attendees.

ANNUAL CONTRACTOR DAY: that DEWA is committed to reporting along with reactive steps
effective implementation of QHSE of incident and crisis & emergency
Annual Awareness Day was management within its businesses, management and evaluating the
conducted for contractors, in order to attain its purpose by gaps to make corrections.
consultants, and suppliers in order services, and related innovative
to reinforce DEWA’s mission, smart solutions minimising HSE DEWA’s Health & Safety
vision, and policy of integrated risk, incidents/accidents, injury/ Performances & Achievements
administrative systems. illness and environmental foot-
print (Vertical-alignment to Dubai Performance Score as of
DEWA’S Strategy). The Corporate IMS Indicators 2022
procedures cascade to divisions
RESPONSIBILITIES and departments to formulate Fatality
Zero since
2000
(GRI 403-7, 403-9, 403-10) procedures and process-maps
Lost Time
linked to RACI matrix and Balanced
The IMS Policy of DEWA is a Injury
Scorecard (Horizontal Alignment). 0.53
testament of its commitment Frequency Rate
The approach to responsible
to Quality, Health, Safety and (LTIFR)
& accountable implementation
E nvi ro nm ent ( QHS E ) and is governed by procedures and Total
responsibilities along with the monitored by proactive steps Recordable
0.1
CSR Policy and Stakeholder such as inspections, surveillances, Injuries Rate
Policy (www.dewa.gov.ae) stating s c reenings a nd ne a r-mi ss (TRIR)
LOSS TIME INJURY FREQUENCY RATE (LTIFR) 2016-2022

3.5
3.3 3.28
3.28 3.11
3.0
2.5 2.34
2.1 2
2.0 1.9
1.56
LTIFR
1.5 1.29
1.56 1.88
1.0 0.71 0.53
0.5
0
2016 2017 2018 2019 2020 2021 2022
Target Actual (LTIFR) Linear (Actual (LTIFR)

LOCAL POD through four strategic pillars: (EODs). DEWA has continued its
Employees, Customers, Society, efforts in developing an inclusive
COMMUNITIES: and Partners. environment for its employees by
FROM DEWA TO providing all assistive technologies,
THE COMMUNITY DEWA collaborated with its reasonable accommodation, and
strategic and community partners special equipment to its EODs
(GRI 413-1, EU22): with different abilities.
to promote POD inclusion into
society and at the workplace. In
Through various initiatives, Abshir Office - the dedicated
collaboration with the Ministry
DEWA engages with the HR team for supporting the
of Community Development, it
community on a yearly basis. In inclusion of EODs in the
organised an “Arabic and Emirati
2022, DEWA initiated 30 social workplace collaborated with
Sign Language” Training courses,
and humanitarian initiatives other departments in 2022 to
in addition to Coaching Skill
which included a total of 44,067 ensure the engagement of EODs
Training for Managers & Sadiqi
volunteering hours. The outcome by coordinating and conducting
of Employees of Determination
of these initiatives was reflected 14 virtual activities, events, and
(EOD). DEWA collaborated with
on 13,943,554 beneficiaries. workshops, including ‘Emirati
Dubai Club for POD in conducting
and participating in several events Women’s’ Day’, events, sports
PROVISION OF to empower POD in sport and competitions and virtual lectures.
INFORMATION community events such as: Expo Thirty-nine awareness circulars
2020, World Autism Day, and were sent to DEWA EOD on
the World Archery Championship Safety Protocols Upon Returning
EMPOWERING for POD. It also, sponsored the to Work.
PEOPLE OF summer activity of Dubai Club
DETERMINATION for POD. In 2022, a special happiness event
was arranged for EODs, with the
A s a s o c i a l l y re s p o n s i b l e DEWA implemented and participation of 38 employees and
governmental organisation, sponsored several corporate social their friends to provide insights
in 2022, DEWA continued its responsibility programmes & into happiness hacks as well as
contribution to achieving the initiatives to include and empower indoor sports, quizzes and fun
vision of the wise leadership to POD. Between 2015 and 2022, activities.
include and empower POD. This there were 82 programmers and
supports the National Policy to initiatives for POD that reached DEWA ha s e nha nc e d i ts
Empower POD, launched by His 3,509,986 people. The Society capabilities as an inclusive
Highness Sheikh Mohammed bin Happiness score for DEWA’s organisation, with the total
Rashid Al Maktoum, Vice President support to POD was 94% in 2022. number of employees trained to
and Prime Minister of the UAE deal with PODs increasing from
and Ruler of Dubai, to create an 8443 in 2021 to 9688 by 2022.
WORKING WITH EMPLOYEES Examples of training courses
inclusive society that ensures OF DETERMINATION
empowerment and a decent life conducted in 2022 include
TOWARDS AN INCLUSIVE ‘Skills On How To Deal With
for POD and their families. It also WORKPLACE:
supports the ‘My Community... People Of Determination’ (Smart
a City for Everyone’ initiative, DEWA has come a long way Learning), ‘Coaching Skills For
launched by His Highness Sheikh in supporting and empowering Managers’/Sadiqi Of EOD, Sanad
Hamdan bin Mohammed bin people of determination (PODs) at Toolkit (Arabic) and Inclusion
Rashid Al Maktoum, Crown Prince work and in society. It has launched & Accommodation Awareness
of Dubai and Chairman of the many initiatives, programmes and for PODs. 100% of EODs have
Executive Council of Dubai, to services in accordance with careful completed their annual training
transform Dubai into a city that is plans and strategies that ensure plan for 2022. The number of
accessible to POD. DEWA sustain an inclusive employment journey EODs of various disabilities
its efforts to include and empower for its employees of determination increased from 19 in 2017 to 41

in 2022. The happiness level of efforts in developing an inclusive re-certified to be in conformance

EODs reached 100% in 2022, environment for its employees by with the international ISO
while the happiness level of their providing all assistive technologies, standard 21542:2021 Building
relatives reached 96.60%in 2022. reasonable accommodation, and Construction – Accessibility and
special equipment to its EODs Usability of the Built Environment,
In 2022, the POD Health & Safety with different abilities. further highlighting DEWA’s
(H&S) Standards, the inclusive continuous efforts in attaining
COVID-19 Management System Abshir Office - the dedicated the highest standards in the well-
and the DEWA H&S Management HR team for supporting the being of the built environment
System were externally assessed by inclusion of EODs in the users. DEWA Customer Happiness
the 45001:2018 audit conducted workplace collaborated with Rate for POD achieved 95.24%
by Bureau Veritas as well as the other departments in 2022 to in 2022.
British Safety Council 5 Star H&S ensure the engagement of EODs
Audit. DEWA has achieved an by coordinating and conducting DEWA’s buildings have been
excellent result of 97.88% and 14 virtual activities, events, and equipped to be ready for all
maintained its 5 Star Rating for workshops, including ‘Emirati emergencies by placing audio and
2022. The British Safety Council Women’s’ Day’, events, sports visual alarms, alarms in toilets,
has awarded DEWA with a ‘Double competitions and virtual lectures. and evacuation wheelchairs on all
Sword and Globe of Honour Thirty-nine awareness circulars floors. Its Customer Happiness
Supreme Achievement Award – were sent to DEWA EOD on Centres (Self-Service) provide
2022’, which is considered the Safety Protocols Upon Returning many services and facilities for
most prestigious award worldwide to Work. POD such as special parking with
in the field of health, safety, and a dedicated helpline for assistance,
environment, recognising DEWA customised entrances, wheelchair
for simultaneously winning the CUSTOMERS OF
service, directional tactile paving
Globe of Honour Award for DETERMINATION
for people with visual impairments,
Environment and the Sword of staff trained on how to deal with
Honour for Health and Safety, for DEWA supports the design of the
urban environment, the people of POD and certified in sign language,
eleven years running. dedicated virtual screens to
Dubai, and the empowerment of
POD to become more productive communicate with POD, DEWA’s
DEWA won the Globe of Honour booklets in Braille, tactile map with
Award for Environment for the and effective. This is done by
providing its employees and voice notifications, and hearing
11th consecutive time and the loop technology, which is an
Sword of Honour for its inclusive Customers of Determination
with easy access to its services, advanced hearing aid technology
H&S Management System for
buildings, and facilities, including designed to assist people with
the 15th time. In addition, DEWA
its Customer Happiness Centres. hearing disabilities. In addition,
successfully conducted four
In 2022, DEWA continued its DEWA videos are available in sign
follow-up refresher POD H&S
efforts in converting all of its language. Customer Happiness
Awareness sessions, and all EODs
signed an EOD Individual Risk newly constructed buildings and staff are also present to guide and
Assessment. facilities to be compliant 100% educate POD on how to use digital
with the Dubai Universal Design services.
DEWA has come a long way Code. In addition, DEWA received
in supporting and empowering the Golden Certificate (Universally DEWA is committed to providing
people of determination (PODs) at accessible) for its Head Office seamless access to information
work and in society. It has launched Building, which is the highest for Customers of Determination
many initiatives, programmes and certification to be granted by through its website, and smart
services in accordance with careful Dubai Municipality for a public app according to Digital Dubai
plans and strategies that ensure building based on accessibility standards. DEWA has created a
an inclusive employment journey compliance and the availability of section on its website to include
for its employees of determination innovative assistive technologies. and empower POD. DEWA’s
(EODs). DEWA has continued its Furthermore, DEWA has been website compliance scored 100%

while the smart app was scored provided unique and innovative attracted 374 students over its
10/10 by the POD Accessibility experience for visitors to introduce past editions. Students’ happiness
Evaluation Report by Digital Dubai them to its efforts that contribute was 99%, while their parents’
2022. In addition, DEWA provides to making Dubai the smartest and happiness was 100% for the 13th
a number of discounts on service happiest city in the world through edition of the camp.
charges to POD who are Sanad pioneering projects and initiatives,
Card holders (UAE Nationals), such especially in clean and renewable
DEWA’S CLEANTECH
as discounts on fees for activation energy using the Fourth Industrial
HACKATHON
and de-activation of electricity and Revolution technologies to
water, and meter inspection (in redefine the concept of a utility In conjunction with UAE Innovates
case meter is working in order). The and become the world’s first 2022, DEWA’s Innovation Centre
DEWA Store provides exclusive digital utility. launched Cleantech Hackathon to
offers and discounts from some of encourage innovators, university
the biggest companies, with extra students, and specialists to
FUTURE ENGINEER CAMP –
special privileges and discounts compete in the latest innovations
13TH CYCLE
for POD. in energy, urban environment,
DEWA organised the 13th Future digital transformation, and a
Engineer winter camp, virtually, sustainable lifestyle. Centre also
DEWA’S PAVILION AT EXPO
from 12 to 23 December 2022, launched the second batch of
2020 DUBAI
with the participation of 30 the Cleantech Youth Programme.
DEWA’s pavilion at Expo 2020 students aged 11 to 14 years. It comprised a wide range of
Dubai welcomed 547,493 visitors The camp aimed to expand training workshops, specialist
from 1 October 2021 to the end knowledge in cybersecurity, basics education sessions, and field visits
of February 2022. Several local of electronic engineering, 3D to accredited institutions with
and international officials from printing, developing smartphone the participation of academics,
public and private organisations apps, and using advanced specialists, and experts from
visited DEWA’s pavilion in the programming languages. The several schools, universities,
Sustainability District. These camp activities also included a start-ups, and local and global
included a 40-person Brazilian field visit to DEWA’s Innovation organisations. The programme
delegation, many university Centre at the Mohammed bin sheds light on different fields
professors and students , Rashid Al Maktoum Solar Park, of clean energy and the uses
researchers, and stakeholders where the participants went on a of disruptive technologies. The
in different areas of clean and virtual tour across the Solar Park second batch of the programme
using metaverse technology. It witnessed the participation of
renewable energy. DEWA’s pavilion
also allowed students to attend 25 graduates or those pursuing
also displayed its key projects and
innovative shows using drones university degrees in 15 different
initiatives, such as the Mohammed
and hologram technology, try majors including engineering or
bin Rashid Al Maktoum Solar Park,
the autonomous bus ride, and science fields at 13 accredited
the largest single-site solar park
explore the latest innovations in academic institutions in the UAE.
in the world; the Green Hydrogen
clean energy technologies. The It attracted 145 applications.
project, the first of its kind in the
Future Engineer camp aligns The programme graduated 25
Middle East and North Africa to
youth leaders from across all
produce hydrogen using solar with DEWA’s efforts to prepare
UAE universities, who presented
power; Digital DEWA, the digital students for promising careers
innovative projects during the
arm of DEWA, which is making by strengthening their technical
programme.
DEWA the first digital utility in the skills and promoting scientific
world with autonomous systems research, innovation and creativity.
for renewable energy and storage DEWA also encourages the next EARTH HOUR 2022
with the expansion in AI and generation towards scientific
digital services; and the 250MW specialisations. Earth Hour is one of the largest
hydroelectric pumped-storage international environmental
power plant in Hatta. The pavilion The Future Engineer camp has initiatives that unite millions

of people around the world to a series of virtual and physical COMMUNITY CYCLING
tackle the threats posed by the awareness lectures to encourage CHALLENGE
growing issue of climate change, the community to contribute
by making a concerted effort to to sustainable development, DEWA is keen to encourage
switch off unnecessary lights protecting the environment, and community members to adopt a
and electronic appliances for an reducing emissions. The campaign healthy and vibrant lifestyle, in line
hour. In 2008, Dubai became focuses on senior citizens, POD, with the wise leadership’s vision
the first city in the Arab world Qur’an recital centres, participants to make sports part of Emirati
to participate in Earth Hour. of the Ramadan Aman campaign, society. Therefore, DEWA hosted
The “EarthHourDubai” initiative sport club members, orphans, and the Community Cycling Challenge
is held under the patronage of recent converts. organised by Peloton Events, with
Sheikh Hamdan bin Mohammed the participation of 11 teams from
bin Rashid Al Maktoum, Crown For the Holy Month, DEWA also across the UAE. The event was
Prince of Dubai and Chairman organised several virtual events, held under the patronage of the
of the Dubai Executive Council, competitions, and internal lectures Dubai Sports Council and spanned
and in cooperation with the in Arabic and English, about the 66 kilometers. The participants
Dubai Supreme Council of values of Ramadan. DEWA also in the challenge praised DEWA’s
Energy and the Emirates Nature launched an awareness page efforts to promote harmony and
- WWF, in association with the on its internal website Freejna cultural rapprochement among
World Wide Fund for Nature about Ramadan as the month of all members of society. They
(EWS-WWF). This initiative worship, righteousness, piety, and also pointed to DEWA’s fruitful
exemplifies the pioneering role of tolerance. efforts to ensure a brighter and
Dubai, continuously supporting more sustainable future. This
initiatives to raise awareness is by supporting the future of
SUSTAINABLE SUMMER CAMP
around environmental issues, sustainable energy through
and supporting sustainable DEWA in cooperation with the pioneering global projects, such
development locally, regionally, UAE Ministry of Education, as the Mohammed bin Rashid Al
and internationally. organised a series of physical Maktoum Solar Park.
awareness workshops as part of
In 2022, the EarthHourDubai the ‘Sustainable Summer Camp’ CUSTOMER HEALTH &
initiative theme “Speak Up held by the Ministry. This is part of SAFETY
For Nature” aimed to raise DEWA’s social responsibility and
responsibility between community its strategy to promote a culture DEWA prioritise the customer
groups and government entities of creativity and innovation among health and safety by developing
to connect positively with our the new generation. More than proactive plans to provide all
environment, by promising to 250 female students from Mariya all services according to the
protect planet Earth by adopting a AlQubtya High School in Dubai highest standards of availability,
sustainable lifestyle. participated in the workshops. The reliability and efficiency. DEWA
workshops highlighted the latest called on customers to undertake
RAMADAN AWARENESS disruptive technologies such as necessary measures during the
CAMPAIGN AI, 3D printing, and robotics, in rainy season to avoid any internal
addition to project management. interruptions and ensure the
DEWA launched its annual DEWA endorses the national safety and continuity of electricity
Ramadan awareness campaign to efforts to empower and train the supply. DEWA urges its customers
raise awareness about conservation youth and invest in their potential, to visit its website and official
and having a sustainable and time, and skills. This qualifies them pages on social media for all tips
responsible lifestyle. This supports to become the next generation of and guidelines to be followed to
Islamic values that encourage sustainability leaders and to carry ensure a safe use of its services. In
moderation and reducing on the journey of development in addition, DEWA urged customers
waste. DEWA also organised the UAE in all areas. to close all electrical cabinets,

replace any damaged meter services by customers, and reached DISASTER AND
windows, seal all spare conduits to 99% in Smart Adoption. With
on rooftops and check if all the such achievements, DEWA won EMERGENCY
connections are properly earthed several Customer Happiness such PLANNING AND
to ensure the continuity of safe as: RESPONSE
and stable electricity supplies.
1. Dubai Awards Model Centre for
BestContact Centre –Managed CORPORATE RISK &
CUSTOMER HAPPINESS RESILIENCE
by Moro Hub- (Top 3)
In line with its 2022 Strategy, Corporate Risk and resilience
DEWA is dedicated to achieve 2.
First organisation to achieve
100% in the “International are integral to DEWA’s strategic
excellence in service provision to direction, and the organisation
attain customer happiness and Digital Customer Experience
Standard” (IDCXS: 2022) proactively anticipates for, and
exceed their expectations. As adapts to risks and threats whilst
such DEWA, transformed all of its certificate from the first
assessment. responding to, and recovering from
Customer Happiness Centres into incidents to safeguard Dubai’s
Unmanned Self-Service Centres, critical infrastructure. In doing
effectively adapting a new strategy 3.
Achieved the 1st global
position in implementing so, ensuring risks and threats are
to ensure successful business mitigated and electricity and water
operations. DEWA adopted a the requirements of the
International Customer demands are maintained according
state-of-art Customer Happiness to the highest international
Experience Standard (ICXS)
Framework, aligned with many standards of reliability, availability,
2019 by, achieving 100%
of the new national and local efficiency, and quality.
in the updated International
development plans focusing on:
Customer Experience Standard.
Collecting Customers’ insights/ DEWA has implemented the
needs, designing convenient Corporate Risk & Resilience
4. ISO 10000 series certifications
services/products, delivering them Policy & Framework to embed
through targeted channels, and and sustain resilience across the
5. ISO 18295:2017 for Customer
measuring Customer Experience organisation in line with local (AE/
Contact Centres.
through consolidated and SCNS/NCEMA 7000:2015) and
continuously improved set of tools, international (ISO 22301:2019,
6. Won in 4 different Categories
in addition to customer feedback. ISO 31000:2018, and BS
in Insights award.
11200:2014, PAS 60518:2020)
In 2022, DEWA achieved 100% As part of DEWA’s Customer standards and best practices.
in the Complaints resolved within Happiness journey, DEWA
7 Working Days (WDs), 100% in launched the Universal Service Following the launch of PAS
the % of suggestions responded Centre concept to provide a full 60518:2020 - Enterprise Risk
within 15WDs, 99% in the DEWA digital experience that provides & Resilience Management in
Mystery Shopper Index, and comprehensive, reliable and secure Utilities Guide launch in 2020,
96.47% in the Service Quality services to customers. The centre DEWA and many of its peers have
Level - Customer Care Centre. uses the latest AI technologies implemented the requirements of
DEWA also accomplished 98% and interactive digital solutions this risk and resilience standard.
in Instant Customer Happiness for customers to communicate Following its success and industry
Meter for Dubai Digital Authority. remotely with representatives breakthrough, DEWA has initiated
DEWA scored 98% in the instant from departments such as Finance, work on a broader International
Customer Happiness Meter with Human Resources, Contracts, Standard Organization (ISO)
high utilisation of DEWA digital Procurement, and Legal Affairs. critical infrastructure standard to
further enhance risk and resilience
best practices at international
level.

ENTERPRISE RISK will continue to explore cognitive and effectiveness for handling
MANAGEMENT (ERM) technologies such as AI and the emergency and scope for
machine learning (ML) to maintain improvements, where necessary.
Corporate Risk & Resilience is its competitive advantage and use
guided by ERM. The purpose risk management to power and In supporting Dubai, the wider UAE
of ERM is to support DEWA’s drive organisational performance. resilience ecosystem and critical
organisational context by infrastructure, DEWA collaborates,
facilitating enhanced decision coordinates, and communicates
making and planning through BUSINESS CONTINUITY AND with local and national level
awareness of all types of risks CRISIS MANAGEMENT ministries and authorities to
and threats. DEWA proactively share best practices to enhance
anticipates for and adapts to To further enhance the resiliency
level across the organisation, the resilience of national critical
all types of risks and threats to infrastructure, ensuring continuous
safeguard the organisation. DEWA has developed Division-
coordination and communication
wide Business Continuity Plans
through participation, exercising,
DEWA applies its ERM Framework (BCP) which are reviewed,
exchange of information,
in alignment with ISO 31000: tested, and updated annually or
intelligence, and response.
2018 - Risk Management more frequently if necessitated.
Guidelines to ensure that risks and During the testing phase, areas
Business Continuity & Crisis
threats across the organization for improvement are identified
Management in DEWA is governed
are managed consistently. and prioritised with support from
by the C r i si s M a nag e m e nt
The Framework defines the the Corporate Risk & Resilience
Committee (CMC).
management policies, procedures, Department.
and practices to be applied to the
risk management process steps of For externally facing risks and CRISIS MEDIA RESPONSE &
identifying, analysing, evaluating, scenarios, DEWA has developed COMMUNICATIONS
treating, and continuing to joint response plans with its
strategic partners to ensure DEWA has a media response
monitor risks. Regular monitoring,
collaborative response and critical and crisis communications plan
review and reporting of risks is an
communication interchange in place with pre-defined holding
important component of DEWA’s
during emergencies. Information statements to ensure swift and
ERM Framework, as it ensures
sharing between local and effective communications to
new risks and changes to existing
national authorities is two-way employees and the public during
risks are identified and mitigation
and regular, ensuring that DEWA’s emergency situations. DEWA’s
plans are implemented to address
preparedness for emergencies Crisis Command Centre (CCC)
such risks.
meets the required local and acts as the hub for directing,
nat ional re qui re me nts a nd supporting, and provisioning all
Risks are identified using a top-
standards. the necessary steps during a crisis
down (corporate) and bottom-up
with direct communication links
(divisional) approach to ensure
DEWA undertakes division-wide to Dubai level crisis management
the full spectrum of risks to DEWA
mock drill exercises based on risk- teams and Dubai Media Office.
are identified and, where required,
mitigated to an acceptable level as based crisis situations including
articulated in the ERM Framework cyber-attacks, fire, accidents due CYBER SECURITY
and governed by the Group Risk to human error and equipment
& Resilience Committee (GRRC); malfunction to ensure the DEWA places a high priority
who continue to identify and preparedness and adaptive capacity on Cybersecurity due to the
mitigate new and emerging risks for handling such emergent and fact that it is a critical national
to ensure the strategic priorities crisis situations. Following each infrastructure. Therefore, DEWA
of the organisation are not mock drill, a comprehensive review has established a comprehensive
compromised. To further improve is undertaken indicating the Cybersecurity framework that
the efficiency and productivity of outline of the crisis, response of consists of four pillars, with
risk management, DEWA has and the various teams, observations, unique technologies, processes,

guidelines, international and local security Programmes, malware & Assure which includes activities
standards and a dedicated team. protection, identity and access for the Board and senior managers
control, security team competence to ensure that cyber resilience
The purpose of this framework and training, staff awareness is overseen and validated by
is to leverage existing policies, training, encryption, physical and DEWA Top Management. This is
procedures, frameworks and other environmental security, patch done through a comprehensive
guidelines to enable DEWA to management, systems, network, risk management programme,
adopt a posture of cyber resilience. and communications security, external validation/ certification,
asset management and supply board level commitment and
The four pillars are: chain risk management. The involvement, governance structure
second element of the Cyber and processes, and continual
• Manage & Protect Resilience Framework is Identify improvement process.
& Detect which focuses on
• Identify & Detect monitoring DEWA’s information, 1.
Unique technologies such
information systems and industrial as AI, Big Data, Zero trust,
• Respond & Recover control systems for anomalies Automation, simulation and
through security monitoring integration.
• Govern & Assure and active detection. The third
element of the Cyber Resilience 2.
Unique processes, guidelines,
The first element of DEWA’s Cyber Framework is Respond & Recover international and local
Resilience Framework is Manage & to manage incidents quickly and standards
Protect which involves managing effectively to limit harm and
security defenses and protecting return to functionality after a 3.
A dedicated and collaborative
DEWA from cyber threats. Critical cyber-incident has occurred. This team
assets are identified and their is done through incident response
associated risks are identified management, IT service continuity The framework is also governed
to target areas for improvement management, business continuity and compliant with multiple
through implementation of management, and information international and local best
control measures, reviews and sharing and collaboration. Finally, security standards such as ISO
audits. This is done through the fourth element of the Cyber 27001 and Dubai ISR.
information security policies and Resilience Framework is Govern

OUR CYBER SECURITY FRAMEWORK
Manage & Protect Identify & Detect

Managing security defenses icy Framework
Pol
Monitoring DEWA's
and protecting DEWA from information systems and
Cyber threates industrial control systems
for anomalies
ure
rity Architecht
Comp ce
Continuous
Governance &
lian
Improvement
cu
Se
Ris
Govern & Assure k M a n a g e m e nt Respond & Recover
Overseeing and Develop and implement the
ensuring appropriate activities to take
cybersecurity and action regarding a detected
cyber resilence in cybersecurity event and restore
DEWA impacted services

We are a member of the GRI
Community and support the
mission of GRI to empower
decision makers everywhere,
through GRI Sustainability
Reporting Standards and its
multi-stakeholder network,
to take action towards a more
sustainable economy and world.
GRI
CONTENT INDEX
Disclosure Description Page SDGs Linkage to GRI

GRI 2: GENERAL DISCLOSURES 2021
The organisation and its reporting practices
2-1 Organizational details 12
Entities included in the organization’s
2-2 13
sustainability reporting
Reporting period, frequency and contact
2-3 13 12.6
point
No material
2-4 Restatements of information
restatements
Activities and Workers
Activities, value chain and other business
2-6 15-17
relationships
2-7 Employees 67 - 71 8.3; 8.5; 8.6; 10.3
2-8 Workers who are not employees 67 8.2
Governance
2-9 Governance structure and composition 18 8.5; 8.B; 16.3
Nomination and selection of the highest
2-10 18
governance body
2-11 Chair of the highest governance body 18
Role of the highest governance body in
2-12 18
overseeing the
Delegation of responsibility for managing
2-13 18
impacts
Role of the highest governance body in
2-14 18 12.6
sustainability reporting
2-15 Conflicts of interest 18
2-16 Communication of critical concerns 18
Collective knowledge of the highest
2-17 18
governance body
Evaluation of the performance of the highest
2-18 18
governance body
Strategy, Policies and Practices
Statement on sustainable development
2-22 6-7
strategy
2-23 Policy commitments 23
2-24 Embedding policy commitments 23
2-25 Processes to remediate negative impacts 23 - 25
Mechanisms for seeking advice and raising
2-26 24 - 25
concerns
2-27 Compliance with laws and regulations 65
2-28 Membership associations 25
Stakeholder Engagement
2-29 Approach to stakeholder engagement 26 - 29 17.17
2-30 Collective bargaining agreements No CBA In UAE 8.8

GRI G4 Sector Disclosures 2013 Electric Utilities

Installed capacity, broken down by primary
EU1 48 7.2
energy source and by regulatory regime
Net energy output broken down by primary
EU2 32 7.2
energy source and by regulatory regime
Number of residential, industrial, institutional
EU3 15
and commercial customer accounts
Length of above and underground
EU4 transmission and distribution lines by 39 - 41
regulatory regime
Allocation of CO2 emissions allowances or
EU5 equivalent, broken down by carbon trading 53 - 54 13.2; 13.3; 13.B
framework
ECONOMIC PERSPECTIVE
Economic Performance
3-3 Management of material topics 31
Direct economic value generated and
201-1 8 & 31 8.1;8.2; 9.1;9.4;9.5
distributed
Financial implications and other risks and
201-2 57 - 60 & 83 - 84 13.1; 13.2;13.3; 13.B
opportunities due to climate change
Indirect Economic Impact
3-3 Management of material topics 31 & 48 - 50
Infrastructure investments and services
203-1 48 - 50 5.4; 9.1; 9.4; 11.2
supported
203-2 Significant indirect economic impacts 48- 50 1.2; 1.4; 8.2; 8.3; 8.5
Market Presence
3-3 Management of material topics 15 - 16
Procurement Practices
3-3 Management of material topics 15 12.7
204-1 Proportion of spending on local suppliers 15 8.2; 8.3
Anti-Corruption
Availability & Reliability of electricity
Planned capacity against projected electricity
demand over the long term by energy source
EU 10 32 7.1;9.1;9.4
(GRI G4 Sector Disclosures 2013 Electric
Utilities)
Demand Side Management
Demand-side management programs
G4-DMA including residential, commercial, institutional 35 - 37 7.1;7b;8.4; 9.4;12.8; 13.2;13.3
and industrial programs

Research & Development

Research and development activity and
expenditure aimed at providing reliable
electricity and promoting sustainable
G4-DMA development 38 - 39 7a;9.5

Utilities)
System Efficiency
3-3 Management of material topics 39 7.3;8.4
Average generation efficiency of thermal
plants by energy source and by regulatory
regime
EU11 41 - 42 7.1;7.3;8.4; 12.2;13.2
Utilities)
Transmission and distribution losses as a
percentage of total energy
EU12 39 - 40 7.1;7.3;8.4; 12.2
Utilities)
Innovation
Non GRI AFKARI Platform Results 43
Disclosures Digitalization 44 9.4
Business Ecosystem
Non GRI
Ecosystem 18 16.5; 16.6; 16.7; 16.B
Disclosures
Circular Economy
Non GRI
Circular Economy 42 -43 3.9, 6.3, 8.4, 11.2, 12.4, 12.5
Disclosures
ENVIRONMENTAL PERSPECTIVE
Energy
3-3 Management of material topics 50 - 52 8.4
7.1;7.2;7.3;7a;7b;8.2;8.4;9.4;
302-1 Energy consumption within the organization 50 - 52
12.2 ;13.2
7.1;7.2;7.3;7a;7b;8.2;8.4;12.2;1
302-4 Reduction of energy consumption 50 - 52
2.8;13.1;13.2;13.3
Water & Effluents
3-3 Management of material topics 60 6.4;6.5; 12.2
303-1 Interactions with water as a shared resource 60 6.3;6.4;6.5;6.A;6.B;12.4;12.5
Management of water discharge-related
303-2 63 - 65 3.9;6.3; 12.4
impact
303-3 Water withdrawal 60 - 65 6.4;6.6; 14.3
303-4 Water discharge 63 - 65 3.9;6.3;6.4;6.5;12.4 ;12.5
303-5 Water consumption 63 12.2;6.1; 6.4

Emissions
3.9;12.4;12.C;13.1;13.2;13.3;13
305-1 Direct (Scope 1) GHG emissions 53 - 54
.B;14.1;14.3;15.1;15.2
No Power Purchased 3.9;12.4;12.C;13.1;13.2;13.3;13
305-2 Energy indirect (Scope 2) GHG emissions
during 2022 .B;14.1;14.3;15.1;15.2
3.9;12.4;12.C;13.1;13.2;13.3;13
305-4 GHG emissions intensity 53 - 54
.B;14.1;14.3;15.1;15.2
3.9;12.4;13.1;13.2;13.3;13.B;14
305-5 Reduction of GHG emissions 53 - 54
.3;15.1;15.3
Nitrogen oxides (NOX), sulfur oxides (SOX), 3.9;12.4;12.C;13.2;14.1;14.3;15
305-7 55
and other significant air emissions .1;15.2
Waste
Waste generation and significant waste- 3.9;6.3; 6.6; 11.6; 12.4; 12.5;
306-1 55 - 56
related impacts 14.2
Management of significant waste-related
306-2 55 - 56 3.9;6.3; 8.4; 11.6; 12.4; 12.5
impacts
306-3 Waste generated 55 - 56 3.9; 6.6; 11.6; 12.4; 12.5; 15.1
306-4 Waste diverted from disposal 55 - 56 3.9;6.3; 11.6; 12.4; 12.5; 14.1
3.9; 6.3; 6.6; 11.6; 12.4; 12.5;
306-5 Waste directed to disposal 55 - 56
14.1; 15.1
Environmental Compliance
Non-compliance with environmental laws
307-1 65 16.3; 16.6; 16.7
and regulations
Climate Change
Diversifying the energy mix 48 - 50 7.2
Mohammed Bin Rashed Solar Park 48 - 50 7.2
Non GRI
Disclosures CO2 Emission Reduction Programme 53 - 55 13.2; 13.3; 13.B
Emission Reduction and Renewable Energy
51 13.2; 13.3; 13.B
Certification
Supplier Environmental Assessment
New suppliers that were screened using
308-1 15
environmental criteria
Negative environmental impacts in the
308-2 15
supply chain and actions taken
Net Zero Carbon Emission
3-3 Management of material topics 21, 31, 42, 65
Renewable energy technologies 48 - 50 7.2
Non GRI Energy efficiency 38 - 39 7.3; 8.4;12.2;13.1;
Disclosures Electrification 7 - 9, 33 11.2
Behavioral Efficiency 36 7.3;8.4;12.2;13.1

SOCIAL PERSPECTIVE
Employment
3-3 Management of material topics 67 - 70 8.8
5.1; 5.5; 5.A; 5.B; 8.2; 8.3;8.5;
401-1 New employee hires and employee turnover 69 - 70
8.6; 8.8; 10.2; 10.3; 10.4
Benefits provided to full-time employees that
401-2 are not provided to temporary or part-time 71 3.2; 3.8; 3.C; 5.4; 8.2; 8.3; 8.5
employees
5.1; 5.4; 5.5; 5.A; 5.C; 8.2; 8.3;
401-3 Parental leave 72
8.5; 8.8
Percentage of employees eligible to retire in
the next 5 and 10 years broken down by job
category and by region
EU15 70 8.3; 8.5
Utilities)
Diversity and Equal Opportunity
Diversity of governance bodies and
405-1 72
employees
Training and education
Average hours of training per year per
404-1 73-74 4.3;4.4;4.5;5.1;8.2;8.5;10.3
employee
Programs for upgrading employee skills and
404-2 73-74 8.2; 8.5
transition assistance programs
Occupational Health & Safety
Occupational health and safety management
403-1 74 8.8
system
Hazard identification, risk assessment, and
403-2 75 3.8; 3.9; 3.C; 8.8
incident investigation
403-3 Occupational health services 75 3.7;3.8; 8.2; 8.3; 8.5; 8.8
Worker participation, consultation, and
403-4 communication on occupational health and 76 8.8, 16.7
safety
Worker training on occupational health and
403-5 76 8.2; 8.3; 8.5; 8.8
safety
Promotion of worker health
Prevention and mitigation of occupational
403-6 health and Prevention and mitigation of 76 - 77 3.3; 3.5; 3.7; 3.8
occupational health and safety impacts
directly linked by business relationship
Prevention and mitigation of occupational
403-7 health and safety impacts directly linked by 77 8.2; 8.3; 8.5; 8.8
business relationship
403-9 Work-related injuries 77 3.6; 3.9; 8.8; 16.1
403-10 Work-related ill Health 77

Human Rights Assessment

Operations that have been subject to human
412 - 1 73
rights reviews or impact assessments
Employee training on human rights policies
412-2 73
or procedures
Local Communities
Operations with local community
413-1 engagement, impact assessments, and 78
development programs
Customer Health and Safety
Non-GRI
Customer Health and Safety 82
Disclosure
Socioeconomic Compliance
No significant
monetary or non-
monetary sanctions
Non-compliance with laws and regulations in for non-compliance
419-1 16.3
the social and economic area with the laws and
regulations in the
social and economic
area
Disaster/Emergency Planning & Response
Management Approach
GRI G4 83 - 84 1.5;11.5; 11.6
Utilities)
Access to Electricity
3-3 Management of material topics 33 1.4;7.1; 11.1
Power outage frequency (GRI G4 Sector
EU28 33 - 35 1.4; 7.1
Disclosures 2013 Electric Utilities)
Average power outage duration (GRI G4
EU29 33 - 35 1.4; 7.1
Sector Disclosures 2013 Electric Utilities)
Average plant availability factor by energy
EU30 source and by regulatory regime (GRI G4 35 1.4; 7.1
Sector Disclosures 2013 Electric Utilities)
Provision of Information
Number of people physically or economically
EU22 displaced and compensation, broken down by 78 - 80 2.2
type of project
Non GRI Results of surveys measuring customer
29
Disclosures happiness

Customer Happiness
3-3 Management of material topics 33-34, 82
Non GRI Results of surveys measuring customer
29
Disclosures happiness
Cyber Security
Non GRI
Cyber security framework 84
Disclosures

ABBREVIATIONS
4IR Fourth Industrial Revolution

AF Availability Factor
AI Artificial Intelligence
AMI Advanced Metering Infrastructure
ASR Aquifer Storage and Recovery
BAU Business As Usual
CDM The Clean Development Mechanism
CEO Chief Executive Officer
CER Certified Emission Reduction
CML Customer Minutes Loss
CO2 Carbon Dioxide
CSP Concentrated Solar Power
DEWA Dubai Electricity and Water Authority
DEWA PJSC Dubai Electricity and Water Authority (Public Joint-Stock Company)
DFM Dubai Financial Market
DFO Diesel Fuel Oil
DSCE Dubai Supreme Council of Energy
DSM Demand Side Management Strategy
DUSUP Dubai Supply Authority
EOD Employees of Determination
ERM Enterprise Risk Management
ERP Emission Reduction Program
EV Electric Vehicle
EWS-WWF Emirates Nature - World Wide Fund for Nature
GHG Greenhouse Gases
GRI Global Reporting Initiative
GWh Gigawatt Hour
H&S Health and Safety
HPP Hassyan Power Plant
HR Human Resources
HSE Health, Safety, and Environment
IDCXS International Digital Customer Experience Standard
IMS Integrated Management System
IoT Internet of things
IPP Independent Power Producer
I-RECs Renewable Energy Certificates
ISO International Organization for Standardization
KM kilometres
KV kilovolt

MBR Mohammed bin Rashid
MD Managing Director
MENA Middle East and North Africa
MFO Medium Fuel Oil
MIG Million Imperial Gallons
MIGD million imperial gallons per day
MMBTU Metric Million British Thermal Units
MRV Monitoring, Reporting and Verification
MSF Multi-Stage Flashing
MW Megawatts
MWh Megawatts Hours
NOx Nitrogen oxide
POD People of Determination
PPM Parts Per Million
PV Photovoltaic Solar Power
QHSE Quality, Health, Safety and Environment
R&D Research and Development
RO Reverse Osmosis
SAIFI System Average Interruption Frequency Index
SDGs The Sustainable Development Goals
SF6 Sulphur Hexafluoride
SO2 Sulphur Dioxide
SWRO Sea Water Reverse Osmosis
T&D Transmission and Distribution
TDS Total Dissolved Solids
UNGC United Nations Global Compact
UNSDGs United Nations Sustainable Development Goals

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DEWA (PJSC)

KEY HIGHLIGHTS IN 2022........................................................................................................... 9

DEWA PJSC AND ITS REPORTING PRACTICES.................................................................11

VALUE CHAIN AND OTHER BUSINESS RELATIONSHIPS...........................................15

DEWA’S PORTFOLIO ....................................................................................................................16

DEWA’S GOOD GOVERNANCE.................................................................................................18

STRATEGIES, POLICIES, & PRACTICES ................................................................................19

MECHANISMS FOR SEEKING ADVICE AND RAISING CONCERNS .........................24

OUR CYBER SECURITY FRAMEWORK..................................................................................88

GRI CONTENT INDEX...................................................................................................................89

MD & CEO MESSAGE

06 Sustainability Report 2022 Contents

07 Sustainability Report 2022 Contents

AED 27.34 Billion AED 8 Billion AED 19.524 Billion

AED 7 Billion AED 5.919 Billion AED 3.659 Billion

10,932 101 Health and Safety DEWA received over

Zero Lowest customer DEWA served

08 Sustainability Report 2022 Contents

09 Sustainability Report 2022 Contents

010 Sustainability Report 2022 Contents

DEWA PJSC AND

In April 2022, DEWA was listed

012 Sustainability Report 2022 Contents

013 Sustainability Report 2022 Contents

DEWA’S 2022 MATERIALITY ASSESSMENT RESULTS

Customer Health and Safety

Compliance with Socio-economic Laws and Regulation

Provision of information Indirect Economic Impacts

Human Rights Assessment

Diversity and Equal Opportunity

FINANCIAL PERFORMANCE SCOPE

The financial data presented in the Financial statement is in accordance

014 Sustainability Report 2022 Contents

VALUE CHAIN AND OTHER

SERVICES SUPPLIERS through a cti ons that foste r

DEWA is committed to promoting

015 Sustainability Report 2022 Contents

Number of Customer Accounts as of 31 December 2022

Total 1,116,575 100.00% 995,478 100.00%

DEWA’S PORTFOLIO within the UAE and to other

Etihad ESCO is a wholly-owned

016 Sustainability Report 2022 Contents

IPP PORTFOLIO In addition, the Hassyan Power

017 Sustainability Report 2022 Contents

018 Sustainability Report 2022 Contents

STRATEGIES DEWA’S STRATEGIC identifying the strategic

DEWA’s Strategic Intelligence Framework include the following:

019 Sustainability Report 2022 Contents

The Strategic Intelligence Framework of DEWA is built on five major pillars:

(A) Insights (C) Internal (E) Scenario

(B) (D) Horizon

020 Sustainability Report 2022 Contents

021 Sustainability Report 2022 Contents

Top priority goals

Second priority goals

Other priority goals

Progress towards the SDGs

022 Sustainability Report 2022 Contents

United Nations Global Compact POLICIES The following is the grievances

023 Sustainability Report 2022 Contents

• HR obtains the MD&CEO’s

024 Sustainability Report 2022 Contents

025 Sustainability Report 2022 Contents

• HR obtains the MD&CEO’s