2010 Sustainability Report

Building a Sustainable Transport System
Sustainability Report 2010

Contents
01 DoT 2010 Sustainability Report

02 Chairman’s Message
03 DoT and Sustainability
17 Abu Dhabi’s Integrated and Multimodal Transport System
22 Outcome: Supports Economic Growth and Diversification
33 Outcome: Contributes to Environmental Sustainability
42 Outcome: Delivers Social Well-Being and Quality of Life
54 DoT, the Organisation
69 Appendix A - Report Parameters
72 Appendix B - GRI Application Level Check Statement
74 Appendix C - GRI Index
85 Appendix D - Stakeholders
88 Appendix E - Acronyms and Glossary
92 Appendix F - DoT Performance Data
DoT 2010 Sustainability Report
About This Report

This report was prepared using the most widely recognised international standard for sustainability reporting - the Global Reporting
Initiative (GRI) G3 guidelines. The GRI has checked the report and confirmed that it achieves a GRI Level A standard, demonstrating
disclosure and transparency on all 127 criteria. We are proud to be the first national department of transport in the world to achieve
this level of transparency.
The purpose of this 2010 sustainability report is to provide our stakeholders with:
• An update on the commitments made in our first sustainability report published in 2009.
• Data and information on DoT and the transport system’s sustainability performance in 2010.
• Insight into new programs and initiatives to help improve performance in 2011 and beyond.
For comments and questions regarding our sustainability initiatives and performance, please get in touch with our Sustainability
Management working team.
Department of Transport
P.O. Box 20
Abu Dhabi
United Arab Emirates
sustainability@dot.abudhabi.ae
DoT 2010 Sustainability Report 1

Chairman’s Message
It gives me great pleasure to present to you the Department In creating this report we used the Global Reporting Initiative
of Transport’s second annual sustainability report, Building (GRI) G3 Guidelines, the most internationally recognised
a Sustainable Transport System. As an organisation with standard for sustainability reporting. To demonstrate
big ambition and an ever-emerging set of responsibilities increased transparency and accountability, we have
and challenges due to the rapid development of Abu Dhabi, disclosed information on all 127 GRI indicators and are proud
we continue to research, study and implement policies to announce that this report has been checked by the GRI
and solutions designed to create an advanced, modern, organisation and confirmed to have achieved a GRI Level A
integrated transport system for the public in the Emirate of rating. We are now the first national department of transport
Abu Dhabi. globally, and second government entity in Abu Dhabi, to have
achieved such a rating.
As we grow and develop, we continue to set base-lines and
implement new and innovative functions that improve our This year’s report structure aligns with our sustainability
performance as a Department and ultimately improve the framework and strategy to focus on the key outcomes we
transport system across the Emirate. strive to deliver in creating the integrated and multimodal
transport system in Abu Dhabi:
In line with Plan Abu Dhabi 2030 and governmental priorities
for creating one of the most sustainable cities in the Arab • Economic growth and diversification
region, we have placed great emphasis on ensuring that • Environmental sustainability
the current and future transport system we govern helps
create a more sustainable Abu Dhabi. As a result, we have • Social well-being and quality of life
been working to implement and embed the principles of
sustainability across the Department. As well as presenting data and providing an update on
performance and objectives on these three outcomes,
But to ensure this is achieved, at the end of 2010 I mandated we have outlined how we intend to manage sustainability
the creation of the DoT Sustainability Management Working internally, how we will enhance our stakeholder engagement
Team (SMWT). This team drives the implementation systems and process, and how we performed against the
and embedding of sustainability into the DNA of our commitments made in our 2009 sustainability report.
organisation and the transport system through policies and
procedures, improved performance tracking and stakeholder We hope that you benefit from reading the report and we look
engagement. Creating this report has been one of the team’s forward to receiving your comments and feedback on our
first tasks in 2011, and it offers a chance to report back to our progress and plans for the future creation of a sustainable
stakeholders on plans, progress and performance since our Abu Dhabi.
last report covering 2009.
Abdulla Rashid Al Otaiba

Chairman
Chairman’s Message 2
DoT and Sustainability
3
Delivering on our Commitments
Within our base-line 2009 sustainability report, we made a number of commitments for 2010 designed to address sustainability
performance gaps, or achieve a higher level of sustainability within the transport system. Below is a summary of progress towards
our 2010 commitments. The rest of the report provides more detail on progress against our 2010 commitments, and sets out
additional commitments for 2011.
Our 2010 commitments below are arranged by DoT sectors and do not reflect the revised structure of this report.
Summary of Progress against 2010 Commitments

Commitment Status
Surface Transport
Implement the Abu Dhabi city bus priority project To be completed in 2011
Gather and present a comprehensive set of bus network key performance indicators
(KPIs), including:
• Number of bus passengers (Refer to page 15 and 16)
• Percentage of buses running on time
• Number of bus accidents
Complete study and begin implementation of the pedestrian safety action plan (Refer to page 47)
Complete plan and begin implementation of the transport industry environment, health Completed with implementation
and safety management system (EHSMS) in 2011
Gather and present base-line environment, health and safety (EHS) performance data
for all of DoT’s surface transport infrastructure projects, including:
• Percentage of projects undergoing an environmental impact assessment Tracking systems for contractors
• Measurement of waste from projects and the percentage being recycled still under development
• Number of fatalities, injuries, incidents and lost time of staff and contractors involved in
DoT infrastructure projects
Hire a qualified EHS specialist to measure and present bus network safety performance
for 2010
Present detailed statistics and data on safety and security of taxi operations during 2010, Tracking of all KPIs not
including speeding fines, accidents, injuries and fatalities yet implemented
Measure and present annual bus and taxi environmental data, including emissions and Tracking of all KPIs not
percentage of fleet hitting green specifications yet implemented
Convert 7% of TransAD’s silver fleet taxis to use compressed natural gas (CNG) – 500
Achieved 1% (70 taxis) in 2010
taxis
Convert 5%–10% of DoT’s bus fleet to use CNG (50 buses) Alternatives being considered
Measure and present main road safety, including figures for the number of crashes (Refer to page 46)
= Completed = Ongoing = Not completed
DoT and Sustainability 4

Aviation
Measure and report safety and security indicators Liaising with sector stakeholders for data
Measure and report EHS performance Liaising with sector stakeholders for data
Develop airport systems master plan
Serve 74 scheduled destinations (Refer to page 30)
Maritime
Create and approve Abu Dhabi waterways management regulations Created but awaiting approval
Create and approve updated port regulations (Refer to page 52)
Develop and approve Abu Dhabi Port Company (ADPC) EHSMS Ongoing
Develop economic development and sector expansion plans for recreational boating, the Focus has shifted to measuring
cruise ship industry and creation of a regional maritime centre the economic impact of the sector
Measure and report all new indicators, including sector emissions, port and waterway Tracking of all KPIs not
audits, marina development and ferry service performance yet implemented
Government Excellence
Produce a 2010 Level B+ sustainability report Achieved Level A
Achieve 80% of our 2010 commitments 41% achieved, 38% in progress
Launch the advanced online talent management system (Refer to page 65)
Implement 80% of the EHSMS (Refer to page 67)
Soft and hard measures
Reduce electricity consumption by 5%
under implementation
Run environmental initiatives, including a paperless office day, an energy-saving hour
(Refer to page 68)
and a recycling campaign
Present health and safety data in the 2010 report for employees and contractors,
including number of employee fatalities, number of contractor fatalities, injuries to DoT Initial data presented; tracking
employees, injuries to contractors, assaults on staff or contractors operating public of all KPIs not yet implemented
transport and DoT employee absenteeism rate
Present environmental data in the 2010 report for direct and indirect contractor
environmental performance, including:
• Greenhouse gas (GHG) emissions from DoT
• GHG emissions from contractors KPIs are set and initial data
• Water consumption by DoT is presented; implementation
• Water consumption by contractors of tracking for all KPIs is ongoing
• Amount of waste generated by DoT
• Amount of waste generated by contractors
• % of waste recycled
Measure and present comprehensive data on the number of visitors and callers to DoT’s
(Refer to page 12)
centre and hotline and their top issues in our 2010 sustainability report
= Completed = Ongoing = Not completed

We have made a number of additional commitments for 2011 in an effort to build a more sustainable transport system and enhance
our own organisational sustainability management and performance. These are captured in the table below and arranged in our new
reporting format.
2011 Commitments
DoT and Sustainability
Create and adopt a DoT-wide sustainability policy
Create DoT sustainability “management system” guidelines for use by all DoT employees
Create and embed a sustainability performance tracking system that measures the sustainability of DoT and the transport system
Educate staff and stakeholders on sustainability management
Abu Dhabi’s Integrated and Multimodal Transport System
Complete feasibility studies on the implementation of the metro, light-rail transit and regional railway
Complete Al Ain surface transport master plan (STMP)
Begin working on the Al Gharbia STMP
Complete freight master plan
Complete Abu Dhabi Airport strategic plan study
Outcome: Supports Economic Growth and Diversification
Begin measurement and reporting on the transport sector’s direct contribution to gross domestic product (GDP) and employment
Begin initial work on measuring and reporting the maritime sector’s contribution to the Abu Dhabi economy
Outcome: Contributes to Environmental Sustainability
Begin and complete Park and Ride Project planning
Convert 500 of TransAD’s taxis to use compressed natural gas
Complete Abu Dhabi–wide vehicle emissions reduction strategy
Begin working on the measurement of base-line GHG emissions for the entire transport system
Launch the transport industry environment, health and safety management system (EHSMS) (under ‘Safe and Secure’)
Outcome: Delivers Social Well-Being and Quality of Life
Begin implementing the Abu Dhabi walking and biking master plan
Safe and Secure
Develop and launch a contractor health and safety reporting system
Work with TransAD to measure taxi system safety performance (fines, accidents, injuries and fatalities)
Complete the pedestrian safety action plan and begin implementation
Review and approve ADPC and Abu Dhabi Airport Company (ADAC) EHSMS
(under ‘Outcome: Contributes to Environmental Sustainability’)
Reliable and Efficient
Implement the Abu Dhabi city bus priority project
Launch MAWAQiF online payment services

Gain approval on waterways management regulations and begin implementation

Inclusive and Accessible
Implement recommendations from the Transport for the Mobility Impaired study
Put in place tracking and reporting for the transport system accessibility index
DoT, the Organisation
Produce a 2011 GRI Level A+ sustainability report
Target is to achieve 80% of our 2011 sustainability commitments
Create a sustainable transport stakeholder council
Conduct a comprehensive strategic review of the purpose, goals and channels of all internal communication
Implement 100% of DoT-wide EHSMS
Conduct a facilities energy audit and install energy-saving light bulbs across all facilities
Convert 25% of our internal fleet to use CNG
Begin measuring and reporting on waste generation and water consumption
Begin measuring and reporting on all employee injuries, absenteeism rates and sick days
Integrate sustainability principles into the DoT procurement policies and procedures

The Department of Transport
Vision
To deliver an effective transport system that contributes to the economic growth, quality of life and environmental
sustainability of the Emirate of Abu Dhabi.
Mission
To regulate, plan and develop an efficient and well-integrated transport system that serves the public interest by enhancing
mobility and delivering safe, secure and environmentally responsible aviation, maritime, public transport and
highways sectors.
Core Values
Excellence, commitment, integrity, cooperation, transparency and efficiency.
Goals
1. Create and deliver a world-class integrated transport system that supports Abu Dhabi’s broader social and economic
objectives, and meets its needs for the future.
2. Identify and develop a clear and appropriate allocation of responsibilities among the various public and private entities in
Abu Dhabi that are involved in delivering, supervising and managing transport services.
3. Deliver cross-portfolio visibility and effective information sharing between the public and private sectors to ensure that
transport decisions can support and influence real estate and industrial development in other areas.
4. Create an appropriate structure for DoT to efficiently and effectively deliver the Emirate’s transport vision.

The Department of Transport
Areas of Focus and Role Main Roads (Regulator, Operator and

Developer)
Aviation (Regulator) • Manage traffic and transport operations on
• Review, develop, implement and oversee main highways.
aviation policy and regulations. • Manage and oversee implementation of highways
• Oversee strategic planning of the aviation industry. infrastructure development plans.
• Develop and enhance systems and processes to provide • Monitor, evaluate and report sector performance.
timely and accurate monitoring, evaluation and reporting
on sector performance. Contribution to Abu Dhabi Vision
• Facilitate sustainable development of the aviation sector Government goal for transport: ‘A sustainable transport
by continuous and effective coordination with the General network to support development’.
Civil Aviation Authority (GCAA) and other stakeholders.
Abu Dhabi will develop a highly sophisticated transport
Maritime (Regulator) network that moves people and materials efficiently through
the Emirate, contributing to the quality of life for all residents,
• Develop, coordinate and oversee maritime businesses and visitors. Implementing such a transport
regulations within a federal framework: safety, system is critical in supporting the ongoing growth and
security, environmental and economic. diversification of the Abu Dhabi economy.
• Oversee ADPC’s strategic planning efforts.
The Executive Council has kindly charged DoT with meeting
• Monitor, evaluate and report sector performance. its objectives in ways that are consistent with its stated
• Promote the rapid and ongoing development of the pillars, emphasizing privatisation and cost efficiency, world-
maritime sector. class standards, employing more emiratis and enhancing
accountability in a transparent regulatory environment.
Surface Transport (Regulator, Operator and
Developer) 2010 Awards and Memberships
• Develop hired vehicle, bus and future fixed The International Customer Service
mass transport and ferry sector regulations. Standard (TICSS) certification
• Provide hired vehicle, bus and future fixed mass transport Abu Dhabi Sustainability Group
and ferry licensing and registration services.
• Oversee hired vehicle, bus and future fixed mass transport
and ferry service operations.
The International Association for Public
• Monitor, evaluate and report sector performance.
Transport - signatory of the Charter on
• Implement parking management program to alleviate Sustainable Development
congestion and support the integrated transport system.
• Develop strategic plans, policies and regulations and
monitor performance of the freight sector.

Driven by Our Stakeholders
Our Stakeholders
We recognize that our organisation’s decisions as well as the decisions of our stakeholders have a significant effect on the ability
to deliver a transport system and thus on the development of Abu Dhabi as a whole. We therefore continue to engage all of our
stakeholders throughout the planning, development, regulation and operation of the transport system.
For more details on our stakeholders’ priorities and how DoT responds to these, please see Appendix D.
Direct and indirect customers Abu Dhabi Systems & Information Centre (ADSIC), Civil
(general public and visitors) - 1.64 million general Service Council, Abu Dhabi Tawteen Council (ADTC), Abu
population1 and 1.81 million visitors2 who use the Emirate’s Dhabi Education Council (ADEC), and Critical National
transport system infrastructure, taxis, as well as DoT’s own Infrastructure Authority (CNIA).
services (bus and MAWAQiF).
Suppliers - organisations that supply DoT with the goods
Employees - 740 regular contract, special contract and and services required to operate as an organisation.
outsourced employees of DoT.
Private sector - including, but not limited to, ADAC, ADPC,
Government entities and municipalities TransAD, Etihad Railway, airlines, Abu Dhabi Terminals
(local and federal) - including, but not limited to, the General (ADTs) and developers.
Secretariate of the Executive Council (GSEC), Urban
Planning Council (UPC), Environment Agency Abu Dhabi Contractors - organisations contracted to work on behalf of
(EAD), Department of Municipal Affairs (DMA), Abu Dhabi DoT to build transport system infrastructure.
Municipality (ADM), Al Ain Municipality (AAM), Western
Region Municipality (WRM), Abu Dhabi Tourism Authority The environment - the physical environment of Abu Dhabi
(ADTA), GCAA, Abu Dhabi Police (ADP), National Transport and its water and air quality, each of which is affected by the
Authority (NTA), Abu Dhabi Water and Electricity Authority development and operation of the transport system.
(ADWEA), Maritime Security Executive Council (MSEC),
1
Statistics Centre Abu Dhabi, mid-2009
2
Abu Dhabi Tourism Authority

Building Strategic Partnerships during planning, development and operation of all aspects of
We see building strategic and mutually beneficial the transport system. We have also increased our investment
partnerships with private-sector organisations and in numerous campaigns to promote customer safety in using
government entities as fundamental to delivering a the system, as discussed in the ‘Safe and Secure’ section on
sustainable, integrated and multimodal transport system. page 46.
We continue to work on developing a corporate stakeholder Customer Care and Satisfaction

engagement management system. At present, numerous We have two types of customers:
memorandums of understanding with multiple organisational
stakeholders are in place to deliver high performance and • Direct customers, who interact directly with DoT and pay
a coordinated approach to the Emirate’s development. us to use services such as the bus and parking.
Individual stakeholder engagement plans have also been • Indirect customers, including most of the general public
developed to aid the ongoing creation and expansion of the and visitors who use the Abu Dhabi transport infrastructure
integrated public transport network. every day yet do not interact directly with DoT.
Creating a Customer-Focused Culture Our dedicated customer care function has been taking the
As an organisation we have relatively little direct interaction lead on actively engaging and understanding both direct and
with our customers, who include every citizen of and visitor indirect customers. We aim to cater to all transport users and
to the Emirate of Abu Dhabi. Yet our customers are in direct ensure that development of the transport system responds
contact with our services or infrastructure on a daily basis. directly to customers’ feedback. At the end of 2010, we had
seven customer care centres in operation: three specifically
for MAWAQiF, two in the Western Region, one in Abu Dhabi
city and one in Al Ain. At the request of our customers, we will
open new customer care centres in the Western Region and
Delma Island, and another MAWAQiF-specific centre in Abu
Dhabi city in 2011.
DoT Customer Care Center 02 656 6566

(7:30 a.m.–3:30 p.m.)
Bus Trasportation (6:00 a.m.–10:00 p.m.) 800 55 555
MAWAQiF (Parking), (24 hours) 800 3009
customer.care@dot.abudhabi.ae
With the customer care function more than a year old, we are
able to present data on our interaction with our customers.
To ensure the successful delivery of a sustainable, integrated We aim to demonstrate initial responses to these customer
and multimodal transport system, and the satisfaction of interactions throughout this report, and a systematic
our most important stakeholder, in 2010 we made creating response to customer concerns in our 2011 report.
a customer-focused culture a major priority for the entire
organisation. Our efforts include expanding our current For overall customer satisfaction, we have measured a base-
customer care function, measuring customer satisfaction, line of 75%. Our target is to improve this to 80% in 2011 by
and improving dialogue and interaction with the customer systematically responding to customer concerns.

Customer Care Numbers Mawaqif Customer Satisfaction

In October 2010, one year after the launch of our strategic
2010 parking services, we conducted a citizen and corporate
Customer Concerns MAWAQiF service assessment. The results of this
Total number of concerns 6,767 survey gave us useful data and direction in the continued
development and rollout of MAWAQiF services.
Bus concerns 6,010
Other concerns 39 Customer satisfaction with general parking availability stood
Suggestions at 56%. Our target is to increase this figure to 60% in 2011.
Number of suggestions received 375 The study showed that 76% of customers were fully or
Number of suggestions acted upon 9 somewhat satisfied with the MAWAQiF service.
Customer Satisfaction The remaining 24% less satisfied or dissatisfied customers
cited lack of parking spaces as their main concern, followed
Overall customer satisfaction 75%
by high cost and lack of service coverage. We are dealing
with all of these concerns as we continue to implement
In 2011, we will develop a referral system designed to multiple expansion initiatives.
distribute all customer suggestions and concerns to the
appropriate departments for action to be taken. Within the The assessment also captured citizens’ perceptions of the
customer care function itself, we have already made changes impact of MAWAQiF, proving that most citizens believe that
in response to our customers’ feedback, including: the system is helping to improve traffic, reduce illegal parking,
• Opening branches in Al Ain and the Western Region. reduce accidents and organise the city. However,
some still report that finding parking has not improved
• Giving priority to elderly and disabled customers. dramatically, something we aim to tackle with the continued
• Establishing a dedicated women’s waiting area. expansion of the MAWAQiF and building new parking
infrastructure. See the ‘Reliable and Efficient’ section on page
• Extending the hours of our customer care centres
49 for more details.
in Abu Dhabi city.
Mawaqif Customer Satisfaction Survey

The traffic situation is considerably better in the controlled areas. 50% 38% 9% 3%
Illegal parking has been eliminated. 46% 32% 16% 5%
The number of accidents has decreased. 46% 36% 15% 3%
The city is more organised in the controlled area. 46% 36% 15% 3%
The frequency of commuting (leisure shopping visits) has increased. 26% 24% 29% 21%
It’s easier for visitors to get parking 22% 32% 28% 13%
It’s easier to find places to park cars in the controlled area. 22% 32% 28% 13%
Surely agree Rather agree Rather disagree Surely disagree

Sustainability at DoT
Our Sustainability Framework

In responding to our stakeholders’ priorities, we have developed a sustainability framework that visually represents our position in
creating an integrated and multimodal transport system. From DoT’s perspective this system should ultimately deliver three
Emirate-level sustainability outcomes: it supports economic growth and diversification, contributes to environmental sustainability,
and delivers social well-being and quality of life for all.
Outcome: Supports economic growth and diversification
The Department An integrated

of Transport - and multimodal Outcome: Contributes to environmental sustainability
Abu Dhabi transport System
Outcome: delivers social well-being and quality of life by being:
Safe and Secure, Reliable and Efficient, Inclusive and Accessible
This report focuses on mapping out the Abu Dhabi integrated and multimodal transport system while showing the progress made
towards the three outcomes in more detail. It will include DoT’s contribution and actions as well as plans for 2011 to improve the
transport system’s performance from a social, economic and environmental perspective.
How We Manage Sustainability

To embed sustainability principles into DoT’s systems and • Ensuring implementation and a high level of sustainability
processes, at the end of 2010 the chairman issued a formal performance, with the primary goal of a sustainable
order of decision to establish the Sustainability Management transport system.
Working Team (SMWT), a cross-functional team whose role
• Ensuring that DoT regularly reports publicly on its
includes the following:
sustainability performance, and maintains a meaningful
• Championing and embedding sustainability into DoT’s dialogue and seeks to co-innovate with its stakeholders.
strategy, management systems and operations.
The team meets once a month and has committed, through
• Identifying and supporting the identification of
signing a team charter, to work together to create a more
sustainability initiatives that will accelerate sustainability-
sustainable DoT and transport system for the people and
related performance gains.
environment of Abu Dhabi.

Sustainability at DoT
Khalid Saeed Al Mqeemi

Sustainability Management Working Team (SMWT) Chair
With the creation of the SMWT, we have put in place a formal mechanism to ensure the successful development of sustainability
management and reporting practices within DoT. Working together as a team, we expect to lay the groundwork in 2011 for
improved measurement methods and standards, management and reporting of sustainability performance.
Beyond this, the team will also be working on ways to improve our organisation-wide stakeholder engagement systems, as well
as the integration of sustainability principles into our procurement policy and procedures—two projects that we see as crucial to
overall improved performance.
On behalf of the SMWT, we are excited about continuing to work with all internal and external stakeholders in order to ensure the
long-term sustainability of DoT and the transport system of Abu Dhabi.
In 2011, the SMWT will focus on developing the sustainability • Implementing a comprehensive sustainability performance
management system. Its activities will include: tracking system that measures our internal organisational
sustainability as well as that of the transport system.
• Developing an official DoT sustainability policy to be • Embedding sustainability into the job roles and
adopted and implemented across the organisation. deliverables of staff members.
• Creating and implementing corporate sustainability • Integrating sustainability principles into the existing
guidelines. procurement policies and procedures.
• Educating staff and stakeholders on sustainability
management and reporting.

Sustainability Performance Snapshot
Performance Snapshot
2008 2009 2010
Supports Economic Growth and Diversification
Transport contribution to GDP (%) New indicator
Transport contribution to employment New indicator
Number of bus passengers 10,000,000 33,000,000 58,000,000
Bus service revenues (AED) - 58,100,000 90,600,000
Number of taxi passenger trips 6,306,021 27,320,700 53,916,639
Number of taxi drivers 3,864 5,645 6,460
Air freight received at Abu Dhabi Airport (tons) 353,820 378,746 437,810
Shipping cargo received (tons) 5,122,866 4,914,167 5,257,805
Number of passenger movements at Abu Dhabi Airport 9,016,900 9,672,325 10,855,091
Port visits 2,490 2,123 2,086
Cruise ship passengers 71,467 90,004 143,953
Contributes to Environmental Sustainability
Number of environmental impact assessments conducted and approved
- - 3
on construction projects
Percentage of taxis converted to run on CNG - - 1% (70 taxis)
Percentage of buses hitting Euro 4 emissions standards - - 65%
Transport sector emissions New indicator
Delivers Social Well-Being and Quality of Life
Mercer quality of life international ranking 87th 84th 83rd
Safe and Secure
Number of road incident fatalities 376 412 376
Number of road incident injuries 4648 4830 3933
Number of bus crashes with driver at fault per 100,000 operated kilome-
- - 1.03
tres
Number of taxi speeding fines per 100,000 passenger trips - - 26
Paid parking spaces - 2,474 33,231
Parking compliance rate - 97 98.02%
Percentage of buses running on time - - 90%
Average wait time for taxis (minutes) - 13 8.5

Sustainability Performance Snapshot

DoT-operated bus routes on the outskirts of Abu Dhabi - 10 15
Number of female-only taxis 4 12 46
Number of buses that are wheelchair accessible 115 215 395
DoT, the Organisation
GRI level of reporting - B A
Number of GRI indicators fully reported (127 total) - 87 112
Percentage of commitments achieved from previous year - 41% 80%
Percentage of income from public transport and parking services 4% 6% 6%
Total number of employees 215 468 544
Emiratisation rate 42% 57% 46%
Female employment rate 14% 13% 28%
Turnover rate 4.4% 5.5% 6.6%
Hours of training per employee 12.3 11.9 40.3
Total greenhouse gas (GHG) emissions (tonnes) - 7,121.47 13,338.05

17

Objective
A multimodal transport system that is well integrated with the existing and future urban and regional developments that it is
intended to serve.
Long-Term Outcome
DoT has established deep and effective relationships with the Urban Planning Council, municipalities and major developers to
ensure optimal design of communities for public and commercial transport. The design aims to make public transport and low-
carbon commercial transport the preferred and most financially attractive methods of travel or business activity, while reducing
infrastructure costs and environmental impacts.
Abu Dhabi’s Integrated and Multimodal Transport System 18

A Multimodal System
The Abu Dhabi Economic Vision 2030 sets out the government’s aim to create a more sustainable Abu Dhabi. A key to achieving this vision is creating a sustainable, integrated and multimodal transport system-a result that DoT, together with a wide range
of stakeholders, is responsible for delivering.
Our role in achieving this vision varies from sector to sector, and even for each mode of transport. However, we are responsible for monitoring and reporting on the performance and health of the entire Emirate transport system.
Icon DoT Role 2010 Infrastructure 2010 Users
Developer
Developer
Developer, operator and regulator 761 buses 58,000,000 passengers
Regulator 6,445 taxis 53,916,639 passengers
Developer, operator and regulator 2 ferries 73,812 passengers
Undergoing feasibility
Undergoing feasibility
Undergoing design finalization
Developer, operator and regulator Approx. 8,000 kilometres of main road Approx. 750,000 licensed vehicles
Abu Dhabi International Airport 10,855,091 passenger movements

Al Ain Airport 91,765 passenger movements
Regulator Al Bateen Airport 180,205 passenger movements
Sir Bani Yas Airport
Delma Island Airport
2,086 port visits
16 ports
143,953 cruise ship passengers
Regulator 26 marinas in operation
25 marinas under construction

Development and Integration
Planning
To guide the development and integration of our future 2011. If constructed, these new forms of public transport
transport system, we have been working on specific master will transform the delivery of our three sustainable transport
plans for various sectors. These plans connect to one outcomes.
another and the Abu Dhabi Economic Vision 2030.
In 2010 we also began work on the Al Ain STMP, which is due
One of the most prominent is the surface transport master for completion in 2011. Development of the Al Gharbia STMP
plan (STMP) completed in 2009 for the capital of Abu Dhabi. is due to be completed in early 2012.
It is a central tool for engaging with our stakeholders to
coordinate urban development and the future transport Other master plans discussed in this report include the
system. It also links directly to the Abu Dhabi Economic following:
Vision 2030, and its implementation will form a major pillar of
• Walking and cycling master plan, due to be completed in
economic growth for Abu Dhabi.
2011.
The ongoing implementation of this Abu Dhabi STMP • Freight master plan, due to be completed in 2011.
includes feasibility and implementation studies for the metro,
• Abu Dhabi Airport strategic plan study, due to be
light-rail transit and regional railway, due for completion in
completed in 2011.
Actively Managing Development

DoT plays a critical role in assessing the impact of all development on the current and future Abu Dhabi transport system. During the
design stage of all planned developments, the developer must work with us to create a traffic impact study or a transportation master
plan, depending on the size and location of the development.
Using advanced transport modelling and forecasting technology, we are able to ensure that the current and future transport system
caters to all future developments, in line with the longer-term vision of Abu Dhabi 2030.
Transport impact
94 199 56
studies commenced
Transport impact 23 181 24

studies approved
Transport master
20 18 1
plans commenced
Transport master
16 5
plans approved
0 40 80 120 160 200 240 280 320 360 400
2009 2010 2011 Forecast

Development and Integration
Case Study: Reem Islands

Reem Islands, a new city-sized development located to the north-east of Abu Dhabi Island and accommodating over 200,000
residents, is to be built within the next 10 years.
The transportation master plan was completed in partnership with stakeholders, including UPC and the developers. It focused on
embedding a heavy reliance on public transport, an environmentally and financially more sustainable alternative to cars.
The Reem Island transport model has been designed to minimize traffic congestion and pollution, ensuring a higher quality of life for
its residents.

22

Objective
A transport system that supports economic growth and diversification by providing adequate infrastructure and comprehensive
system management.
Long-Term Outcome
Internationally, Abu Dhabi’s transport infrastructure will be ranked highly as a sophisticated enabler of efficient industry, and
identified as a competitive advantage in attracting, developing and retaining industry, business and knowledge workers.
The transport sector’s role in supporting the growth and plans to enhance the competitiveness of the transport
diversification of the economy is twofold: it contributes system, focusing on performance and quality of service
directly to GDP and employment, and it facilitates social and and infrastructure within each sector. We continue to work
economic development, activity and diversification. on measuring the transport system’s direct and indirect
economic impact and expect to present comprehensive data
Our goals for increasing the transport system’s direct and in 2011 and 2012.
indirect contribution to the economy are backed with robust
Outcome: Supports Economic Growth and Diversification 23

Improving Main Road Mobility
The mobility of people and goods directly affects the economic growth, global appeal, and diversification of cities. Two factors central
to improving mobility are connectivity and congestion.
High-Quality Connectivity
Providing good connectivity across the Emirate of Abu Dhabi, especially by connecting new developments and industrial zones to
the broader transport system, is vital for economic development. To strongly support economic growth, the transport system must
meet the mobility needs of people and goods by providing high-quality main roads as well as public transport, as discussed in the
following section. In 2010, around 80 kilometres of new main roads were built by one contractor.
Main Roads
2008 2009 2010
Lane kilometres under DoT mandate 7,514 7,764 8,424
Number of main road projects completed 0 0 1
The Economic Cost of Congestion and Accidents campaigns. We are currently studying the economic impact of
Congestion and accidents are recognised globally as congestion and will report on this in 2011.
major roadblocks to the rapid and dynamic growth of local
and national economies. For urban centres like the city of To help tackle congestion in Abu Dhabi city, we are working
Abu Dhabi, where the population will continue to expand, to implement an intelligent transport system, as discussed
accidents and congestion can become a particularly big later in this section. We have also pioneered the development
problem. of MAWAQiF (a parking management program) to tackle
congestion by regulating parking areas and providing new
A study estimated that road accidents across the Emirate parking facilities that ensure more organised and congestion-
cost the Abu Dhabi economy AED 3.55 billion in 2009. The free roads.
cost of accidents is therefore another important reason for See the ‘Reliable and Efficient’ section on page 49 for more
investing in road safety upgrades and public awareness information.

Intelligent Surface Transport
The intelligent surface transport system has the potential

to significantly enhance the surface transport sector. By
reducing travel times, providing real-time traffic information
to transport system users, and creating a safer and more
environmentally friendly transport system, Abu Dhabi can
improve its status as an attractive destination for visitors, as
well as for those who work and live here.
While long-term intelligent surface transport projects are in

the planning and design phase, several short-term projects
have recently been implemented, including trial mobile
dynamic messaging signs (DMSs) and closed-circuit TV
(CCTV) cameras. The DMSs, in combination with CCTV,
detect traffic snarls and warn users of hazards or poor driving
conditions on the road ahead. So far, they have been well
received by the motoring public. Emirate, connecting directly to individual municipalities’ traffic
control rooms.
Creation of the integrated, multimodal, multi-agency Abu
Dhabi Transportation Management Centre, which is currently Dynamic en route car navigation, web and mobile phone
in the design stage, will provide a centralised control room information, and highway advisory radio services are some
for all intelligent surface transport components across the applications of Abu Dhabi’s future intelligent transport system.

A Rapidly Growing Public Transport System
The Abu Dhabi public transport system continues to grow at an impressive rate, with ridership numbers increasing by between 75%
and 90% in 2010. As a result, we have worked hard to not only expand the existing network but also to ensure that the bus and taxi
systems operate some of the most modern vehicles in the region.
The expanded, modernised bus and taxi network is helping more and more people move around the city and Emirate, while also
having a direct economic impact by contributing to GDP and job growth.
Expanding and Modern Public Transport System
Bus Services Operated by DoT
Number of passengers Number of buses in service

100,000,000 1000
1000
96,000,000
75,000,000 750
761
58,000,000
50,000,000 500
505
33,000,000
25,000,000 250
10,000,000 115
0 0
2008 2009 2010 2011 Forecast 2008 2009 2010 2011 Forecast
Number of new buses phased in Total revenues (AED)

500
500
150,000,000
375
112,500,000 120,000,000
250 90,600,000
75,000,000
58,100,000
125 37,500,000
0 25
0 0

A Rapidly Growing Public Transport System
Expanding and Modern Public Transport System
Taxi Services Operated by TransAD
Number of passenger trips Number of taxis in operation

60,000,000 8,000
60,000,000
53,916,639 7,147
45,000,000 6,000 6,445
4,934
30,000,000 4,000
27,320,700
3,121
15,000,000 2,000
6,306,021
0 0
Number of taxi drivers (all) Number of female taxi drivers

8,000 60
60
7,334
6,000 6,460 45
46
5,645
4,000 30
3,864
2,000 15
12
0 0 4
Number of TransAD employees Cumulative number of old taxis phased out

150 7,000
7,000
139 6,686
134
112.5 5,250
113
4,406
75 3,500
78
37.5 1,750
1,357
0 0
Three feasibility studies for developing metro, light-rail transit and regional railway systems began in 2010 and are due to
be completed in 2011. These studies will present the business case for the projects, highlighting the economic, social and
environmental benefits, and will outline clear plans for implementation.

Developing a Responsive Freight Transport System
Freight transport plays a key role in supporting the sustainable growth of our economy and making Abu Dhabi a world business
centre. We therefore began work in 2010 on the Abu Dhabi multimodal freight master plan to create a road map for freight strategies,
policies and plans in Abu Dhabi up until 2030.
Work to capitalise on Abu Dhabi’s potential to become a regional hub for freight will begin immediately and is due for completion at
the end of 2011.
Freight
6,000,000
4,500,000
3,000,000
5,122,866 5,257,805
4,914,167
1,500,000
2,680,101
315,317 336,496 353,820 390,087 378,746 530,271 437,810 521,156

0
2007 2008 2009 2010
Weight of air freight handled at Abu Dhabi Airport (tons)

Number of TEUs (intermodal shipping containers) received
Shipping cargo received (tons)
In 2010, both aviation and maritime freight tonnage continued to rise. Measurement of road freight is due to be included as part of
the freight master plan.

A Rapidly Expanding Aviation Sector
With over 11 million passenger movements, and almost 440,000 tons of freight handled at Abu Dhabi airports in 2010, the aviation
sector plays a big role in supporting the economic growth of Abu Dhabi. As a regulator of the sector, DoT is focusing on a number of
strategic priorities to enhance the sector’s contribution to economic growth and diversification.
Aviation Sector Profile
Number of Abu Dhabi Airport air transport movements

Total passenger movements at Abu Dhabi Airport
120,000
11,000,000
90,000
8,250,000
60,000 5,500,000 10,855,091

112,009
102,118 9,672,325
93,163 9,016,900
82,287
6,926,460
30,000 2,750,000
0 0
2007 2008 2009 2010 2007 2008 2009 2010
Abu Dhabi Airports - Operated by ADAC

Abu Dhabi Airports Company (ADAC) is responsible for Establish airport infrastructure development for Al Gharbia
the operation, ongoing development and planning of Abu in accordance with Al Gharbia’s Vision 2030.
Dhabi’s five airports. DoT oversees airport development to
Incorporate ADAC airports’ development master plans into
facilitate the coordination and integration of new airports and
the Emirate airport system strategic plan.
airport upgrades with the rest of the transport system and
development of the whole Emirate.
Facilitating the Increase in Overall
The new Abu Dhabi International Airport Midfield Terminal Competitiveness of the Aviation Sector
Complex is underway and due for completion in 2016. The As regulator of the aviation sector, DoT promotes its
Al Ain Airport master plan is also in progress and will be competitiveness by encouraging airports to enhance
reviewed by DoT upon completion. infrastructure and elevate levels of services. One measure of
an airport’s competitiveness is connectivity, or access to the
By the end of 2010, work on the airport strategic plan was global air transport network. Connectivity is assessed through
almost complete. The plan will: frequency of services, number of scheduled destinations
served, number of scheduled carriers operating from the
Monitor growth in air transport and link development of
airport, and the ‘quality’ of destinations served,
airport infrastructure to tourism and economic and social
so that airports can be benchmarked against each other
development.
and over time.
Create urban strategic and transportation plans for the
Emirate as per Vision 2030. We will continue to explore and develop methods to measure
the leakage of Abu Dhabi–based passengers to other
regional airports.
Abu Dhabi Airport Connectivity
80
74
68
60
60
54
40
32 32
29
26
20
2007 2008 2009 2010

Number of scheduled destinations served
Number of scheduled airlines operating at AUH

Monitoring Service Quality

DoT continuously monitors service quality at Abu Dhabi airports and works with airport operators to improve passenger services.
We use the Airports Council International (ACI) Airport Service Quality programme, which surveys passenger perception of service
quality and compares it with other regional and global airports. Service quality is measured using a KPI index with a maximum of 5.0,
allowing airports to be ranked against other participating airports world-wide. Abu Dhabi Airport’s ranking is as follows.
Abu Dhabi Airport Quality

2007 2008 2009 2010
Abu Dhabi International Airport ACI service quality (out of 5.00) 3.91 3.94 4.10 4.31
Abu Dhabi International Airport international ranking 39/101 51/127 45/140 29/154
This year, Abu Dhabi International Airport performed well, moving up 16 positions on the international ranking despite additional
airports being added to the total number of airports included in the ranking. Service quality has also improved steadily, year over
year, with the overall service quality KPI rising from 3.91 to 4.31 since 2007.

Defining Maritime Economic Role
With five ports under our regulation, DoT’s planning, coordination and integration of maritime and surface transport master plans (for
people and goods) is vital to Abu Dhabi’s economic growth and diversification.
Beginning in 2011, we will conduct a study of the impact of the maritime sector on Abu Dhabi’s economy. The study will result in
a road map for the economic development of the maritime sector and help us determine the most effective ways to improve the
competitiveness of the sector.
We will also continue to work with Abu Dhabi Tourism Authority on developing the Emirate’s cruise ship industry, which increased by
Ports under DoT regulations Number of port visits
60% in 2010.
2007 2007 2,452
Maritime Sector Performance
2008 3 2008 2,490
Ports
2009 3 2009 2,123
Ports under DoT regulations Number of port visits
2010 6 2010 2,086
2007 2007 2,452
0 1.5 3 4.5 6 2,000 2,125 2,250 2,375 2,500
2008 3 2008 2,490
Cruise ship passengers

2009 3 2009 2,123
2007 42,017
2010 6 2010 2,086
2008 71,467 2,000 2,125 2,250 2,375 2,500

0 1.5 3 4.5 6
2009 90,004
Cruise ship passengers
2010 143,953
2007 0 42,017 37,500 75,000 112,500 150,000
2008 71,467
2009 90,004
2010 143,953
0 37,500 75,000 112,500 150,000
Marinas
Number of marinas currently in operation Number of marinas under construction
2007 2007
2008 2008
2009 2009
Number of marinas currently in operation Number of marinas under construction
2010 26 2010 25
2007 2007
0 6.5 13 19.5 26 0 6.25 12.5 18.75 25
2008 2008
2009 2009
2010 26 2010 25
0 6.5 13 19.5 26 0 6.25 12.5 18.75 25

33

Objective
A transport system that contributes to Abu Dhabi’s goals of global environmental and low-carbon leadership.
Long-Term Outcomes
• Transport helps to continuously reduce carbon and pollution by fostering lower carbon/pollution modal shifts by industry and
the public, and by better enabling an environmentally closed-loop economy.
• The transport system has a low impact on the environment and is low-carbon during construction and operations.
Transportation activities account for about 17% of the and a current public transport share of approximately 5%,
greenhouse gas (GHG) emissions of the United Arab there is significant room for improvement. As a result, DoT
Emirates (UAE). The transportation and communication is encouraging the uptake of more sustainable modes
sectors generate over 10,000 tons of waste annually. of transport, while continuously striving to improve the
With projected population growth rates of 4% or higher environmental performance of the transport system.
Outcome: Contributes to Environmental Sustainability 34

Encouraging Sustainable Modes of Transport
A Modal Shift in the Transportation of People for developing metro, light-rail transit, water transport and
Road transport fuel consumption in the UAE accounts for regional rail services for Abu Dhabi commuters. Furthermore,
9% of all fuel consumed in the Arab region and for almost a walking and cycling master plan was submitted for
all of the region’s transport-related GHG emissions. With approval; demonstration projects are scheduled to begin in
road-related fuel use per capita in Abu Dhabi reaching 2011. This long-term plan will encourage the uptake of active
8,242 litres and vehicle ownership reaching 406.9 per 1000 transport in the Emirate, supporting the promotion of healthy
people, we are working towards providing transport options active lifestyles for its citizens (see page 45).
that encourage a modal shift away from single occupancy
vehicles. In the future, DoT is planning to achieve increased Moving forward, all new development projects must
reliance on the public transport system, reducing auto include energy savings and reduction feasibility studies as
dependence and improving air quality. The STMP, DoT’s mandated by the Executive Council. Work has also begun on
visionary document, is targeting a 30%-40% public transport embedding Estimada Pearl Rating elements into transport
share by 2030. system development guidelines and standards, ensuring that
future developments account for multimodal transport and
In 2010, feasibility studies were underway to establish the low-carbon transport options.
business case and provide clear implementation plans
Case Study – Park and Ride

As part of our overall environmental sustainability strategy to reduce pollution by reducing congestion and increasing public
transportation usage in Abu Dhabi, a high-level park and ride plan was integrated into the transportation demand management
strategy for Abu Dhabi. This service aims to:
• Reduce parking demand (there is a severe shortage of parking in the city centre).
• Reduce congestion and the need to build more road capacity.
• Transition motorists away from private cars to walking, cycling
and public transport.
• Minimize the environmental impacts of a large number
of private cars.
• Create significant cost saving for motorists—for fuel, vehicle
upkeep, parking at destination, etc.
• Reduce costs for government and society (infrastructure costs
from new and maintenance of tunnels, bridges and roadway).
• Provide safe and secured parking for motorists (who may use
informal, unsightly, obstructive or illegal parking areas to access
public transport).
In the short term we aim to use existing parking facilities and bus routes where possible to provide for the lack of parking in
Abu Dhabi city and to reduce peak-hour congestion on key downtown intersections and corridors. Medium- and long-term planning
for the park and ride service is currently underway within the Abu Dhabi Park and Ride Services Project and Committee. The project
commenced in 2011 and will be completed within 12 months with preliminary phasing plans to begin by the end of 2011.

Encouraging Sustainable Modes of Transport
A Modal Shift in Transporting Freight

While working towards enhancing the effectiveness and availability of all types of transport in the Emirate, we also work towards
facilitating the uptake of more sustainable modes of transport. Air and truck freight transport emit more than 10 times the amount
of carbon dioxide as rail and ship freight transport emits. Truck freight transport also contributes significantly to the degradation of
roadways, with external costs such as air pollution, noise, accidents and congestion, up to four times higher for one truck-kilometre
than for private cars.
In 2010, 98% of the goods transported in the Emirate were transported by road. In response, Etihad Rail was created in 2009, and in
2010, we commissioned a feasibility study for creating a regional rail network to be completed in 2011. Constructing such a railway
would reduce congestion and degradation of Abu Dhabi’s roads from freight transport, while providing an efficient and cleaner
alternative for transporting goods.
Abu Dhabi Goods Volumes Transported (000 tons)

Greening the Emirate’s Transport Infrastructure
Aside from encouraging the uptake of more sustainable With private vehicles having the largest cumulative
modes of transport, DoT is working towards minimising the environmental impact within all road transport activities,
environmental impacts of the entire transport system. DoT studied the most effective and appropriate regulatory
instruments to implement. In 2010, we set out a strategy for
Main Roads and Vehicles reducing vehicle emissions. We will start implementing the
Since the end of 2010, environmental impact assessments recommended actions in 2011.
(EIAs) for all main road construction projects have been
made mandatory. In 2010, three EIAs were completed and
approved for projects commencing in 2010 and 2011.
We also began planning our green road project to develop

guidelines for building green roads in the Emirate, taking
into consideration elements such as the Executive Council’s
mandate to use at least 40% recycled aggregate in all
construction projects, alternative green materials, efficient
lighting, waste handling, and water usage. In 2011, we plan to
oversee the design and build of a pilot stretch of 5 kilometres
of the 150-kilometre road between Abu Dhabi and Dubai.
3 EIAs conducted and approved in 2010
Taxis and Buses

Within Abu Dhabi’s public transport fleet, TransAD is working
with Abu Dhabi National Oil Company (ADNOC) and GASCO 65% of in-services buses met Euro
(Abu Dhabi Gas Industries Ltd.) to implement plans for 4 emissions standards
converting 20% of the silver taxi fleet (1,500 taxis) to run on
CNG, a cleaner fuel alternative, by 2011. In 2010, 1% of taxis Plans are also underway for potentially migrating buses
(70) were converted to use CNG. towards using CNG upon the establishment of a bus depot
(planned for 2014). While the Emirate currently lacks the
infrastructure required for electric buses, we are considering
70 taxis converted to CNG in 2010 piloting electric buses for some frequently travelled routes
in the city. Furthermore, introducing priority bus lanes in
At present none of the taxi fleet is hitting Euro 4 emissions 2011 is expected to increase public transport usage and
standards; however, plans are in place to convert all airport reduce emissions.
taxis so that they hit Euro 4 emissions standards.
We are also working towards greening the bus fleet by

ensuring all new buses meet Euro 4 emissions standards
at minimum, with plans to introduce buses that run on CNG
or electricity in the future. In 2010, 65% of the 761 buses in
service met Euro 4 emissions standards.

Greening the Emirate’s Transport Infrastructure
Parking
In developing the parking system, we have ensured that all MAWAQiF payment machines are solar powered, while parking
inspectors use electric trekkies for inspections.
2010 also saw the launch of m-MAWAQiF virtual parking system and permits, which customers can purchase through their mobile
phones, reducing paper consumption.
The MAWAQiF system is also helping to reduce emissions by improving the flow of cars on internal roads, reducing both congestion
and the time required to find parking.

Aviation Sector
Through DoT’s role in overseeing and coordinating aviation stakeholders, the aviation sector is striving to reduce its overall
environmental impact collaboratively. DoT works with many stakeholders across the UAE and internationally towards increasing
commercial airspace routes and reducing travel time and emissions.
Indian Ocean Strategic Partnership to reduce Emissions (INSPIRE)

INSPIRE is a collaborative industry initiative designed to lessen the environmental impact of aviation by developing and
implementing operational procedures for all phases of flight on a gate-to-gate basis.
INSPIRE aims to reduce fuel burn and greenhouse gas emissions through the application of optimised ground and in-flight
procedures that do not compromise safety.
Due to commence in July 2011, the INSPIRE partnership will undertake a series of ‘demonstration flights’ across the Arabian
Sea and Indian oceanic airspace and adjoining TMA/Enroute continental airspace (including the UAE airports and airspace).
These demonstration flights will establish the best-case fuel and emissions scenario and facilitate the development of the ‘perfect
flight’ benchmark. The first batch of green flights will be conducted in July 2011 between the UAE and Australian cities with the
participation of Etihad Airways, Emirates Airlines and Virgin Australia.

Maritime Sector
As a regulator, we work to ensure the protection of marine life and the general environment by creating and implementing port
regulations and waterways management regulations, which are awaiting final approval.
In 2011 we will sign memoranda of understanding with the Ministry of Environment and Water and EAD to monitor compliance with
international rules and regulations that support the protection of Abu Dhabi’s marine environment. We will also begin working on
a ballast water management approach, which is a top priority for Abu Dhabi and all other countries that are part of the Regional
Organisation for the Protection of the Maritime Environment Sea Area (IMO).
Yas Marina Waste Management

In 2010 we launched a project to establish a waste reception facility in Yas Marina in collaboration with the Centre of Waste
Management (CWM) and Yas Marina management.
The main objective of this project is to give vessel owners in Yas Marina a convenient facility to handle their marine waste in an
environmentally friendly way. As part of the agreement between the two entities, DoT was responsible for designing and building
the reception facility, while CWM was responsible for operating the facility and regularly providing us with data. The outcomes of
this project will be used to develop and provide similar facilities across the Emirate based on the number and size of the vessels
visiting these marinas and ports.

Implementing the Abu Dhabi Environment,
Health and Safety Management System
In 2009 the Abu Dhabi Environment, Health and Safety

Nominated Entities
Management System (EHSMS) Decree was issued
mandating every major sector of Abu Dhabi, including Abu Dhabi Ports Company
Transport, to comply with Emirate-wide EHSMS standards. Abu Dhabi Aircraft Technologies
Government entities and specific sector-nominated entities Abu Dhabi Airports Company
will develop and implement environment, health and
safety management systems (EHSMSs) in order to ensure Abu Dhabi Aviation
compliance. Al Ghazal Taxi
Amiri Presidential Flight
The environment, health and safety (EHS) regulatory
framework and decree assigned DoT a dual role to do the Arabia Taxi*
following: Cars Taxi
• Develop and implement a DoT-wide EHSMS designed to Emirates Taxi
improve the department’s performance. Etihad Airways
• Develop and implement a transport-sector EHSMS,
National Taxi
identifying and nominating key entities to adopt and
comply with the management system. TawAsul Taxi*
*Not yet registered with DoT as of December 31st 2010
Due for completion in 2011, the transport-sector management
system will cover EHS aspects such as:
To date, 10 of the 12 nominated entities have officially registered
• Spill prevention and contingency plans
acknowledgement of such to DoT and have begun working
• Emergency response plans towards the development of an EHSMS with DoT’s support.
• Management and storage of hazardous materials In 2010, three of the nominated entities submitted their
EHSMS to DoT for approval. The approval process is due to
• Waste minimisation and recycling
be completed in 2011. Upon approval, the nominated entities
• Transportation of materials and people must begin reporting data and information on their EHS
• Energy conservation and management program performance and the overall health of the EHSMS to DoT.
Upon full implementation of the EHSMS across the sector,
• Greenhouse gas management program it is expected that the transport sector will be well equipped
• Water conservation program to systematically manage and develop an environmentally
• Biodiversity protection sustainable transportation system that is also safe and
secure. As a result, we expect that DoT will have a major
• Green building/Estidama design elements increase in EHS data and information by 2012, enabling
• Accidents and incident reporting improved tracking of the transport system’s performance.
Main Road Contractor EHS Performance

All of DoT’s direct contractors must abide by Abu Dhabi’s EHS guidelines and management system. In 2010, DoT worked closely
with its contractors to implement the EHS guidelines, including holding two intensive contractor workshops focused on implementing
construction environmental management plans (CEMPs). Dashboard reporting for all projects comprising the most important
indicators appropriate for each project, including EHS-related indicators, has begun. In 2010, we began preparation for the 2011
implementation of EHS performance audits for all construction and maintenance projects, and developed a comprehensive EHS
manual to be released in 2011.

Outcome: Delivers Social Well-Being And Quality Of Life
42
Outcome: Delivers Social Well-Being And Quality Of Life

Objective
A transport system that meets the needs of all residents and visitors and provides a comfortable, reliable, efficient, affordable,
safe and secure travel experience.
Long-Term Outcomes
• We have dynamic liveable communities, where public and non-motorized transport is the preferred, most reliable, accessible
and safest method of travel.
• We have seen a major modal shift from primarily private to primarily public transport.
• Safe and fair employment is available and talent and skills are developed through the construction and operation of the entire
transport system.
Creating dynamic and liveable communities across the the quality of life and social well-being of every citizen.
Emirate of Abu Dhabi is inextricably linked to the planning, The transport system also has a major indirect affect on
development and operation of the transport system. quality of life because it supports economic development and
By providing a safe, secure, reliable, efficient, inclusive and impacts air quality, as discussed in the previous section.
accessible transport system, DoT is directly contributing to
Outcome: Delivers Social Well-Being And Quality Of Life 43

Abu Dhabi Quality of Life
The Mercer Quality of Life Survey, one of the most widely The Mercer ranking has 10 categories including ‘Public
recognised quality-of-life rankings, placed Abu Dhabi 83rd Services and Transport’, with three specific transport-related
internationally in 2010, up one from 84th in 2009 and third criteria. DoT has strategies in place to improve Abu Dhabi’s
highest in the Middle East and Africa. performance in each of these categories and thus contribute
to improved quality of life across the Emirate.
Mercer Quality of Life International Ranking
2010 83
2009 84
2008 87
Mercer Quality of Life Transport Criteria DoT’s Response

The STMP – with a major focus on public transport
Public transport provision
development
The STMP, MAWAQiF and Higher Committee for
Traffic congestion
traffic safety and solutions
International flights from local airports The Aviation Systems Master Plan

Promoting Healthy and Active Lifestyles
– Walking and Cycling
For the past few decades Abu Dhabi city planning and
transport system development has focused predominantly
Walking and Biking Master Plan
on motorised methods of transportation. But, for six months 2010 – Master plan commenced
of the year, the city boasts average highs of less than 31 2011 – Master plan completed and approved
degrees centigrade. The potential for walking and cycling has
2011 – Demonstration projects commence
been undervalued.
2013 – Demonstration projects completed
With this in mind, we have taken the lead in exploring the 2013 – Walking and cycling infrastructure implemented and
potential for increased walking and biking across the Emirate maintained
through improved urban planning and development and the
upgrading of infrastructure. By developing and implementing
the walking and biking master plan (WCMP), we aim to: • Continue coordinating and implementing extensive
strategic walking and cycling networks in the mid and long
• Increase the number of citizens and visitors who walk or terms
cycle for short and long distance or in order to get to a
public transport system node • Start planning and implementing accessibility and way-
finding standards to complement the WCMP
• Reduce congestion
• Integrate walking and cycling with public transport
• Reduce pedestrian accidents infrastructure and operations
• Reduce air pollutions • Develop guidance and benchmarks for high-quality
• Ultimately promote and encourage a healthier and more facilities maintenance
active lifestyle • Develop and implement recommendations from the road
safety strategy and pedestrian safety action plans
With completion of the WCMP due in the second half of 2011,
DoT will engage with UPC, Abu Dhabi municipalities and • Conduct road user training and education, with a particular
Abu Dhabi Police (ADP) to begin implementing a number of focus on children, and coordinate modifications to
demonstration projects and increase public awareness. enforcement policy and practice
• Implement promotion campaigns, schemes and
A wide variety of actions are being recommended to influence programmes
attitudes and behaviour and promote walking and cycling:
• Facilitate regulatory instruments, governance
• Implement demonstration projects, with targeted arrangements, and capacity and skills within public
campaigns for education and enforcement agencies that actively promote walking and cycling
• Adopt and use design guidelines for the development of initiatives
safe infrastructure

Safe and Secure
The Safety Imperative Injury deaths 2010

Safety and security in creating and operating the transport
system is central to achieving improved social well-being,
quality of life and health for all citizens. In recent years the
UAE has placed poorly on global road safety rankings due to
a high number of fatalities; in Abu Dhabi 63% of injury deaths
are from road traffic injuries. A major focus has been placed
on improving the measurement and safety performance of
the development and operation of all modes of transport
across the Emirate.
In Abu Dhabi we have taken an active lead in directly

improving the safety of existing and new roads, as well as in
operating the bus system and overseeing and regulating the
taxi system. Monitoring and reporting on health and safety
in the aviation and maritime sectors continues to inform our
stakeholder relationships, dialogues and sector regulation.
As part of our extended responsibility, DoT is also in the process of dramatically improving contractor health and safety performance,
measurement and compliance to ensure that all new infrastructure developments are delivered to the highest safety standards.
Road Safety
2010 saw a 17.6% decrease in main road accidents involving casualties and a drop of 8.7% in the number of fatalities as compared
to 2009. We continue to aggressively pursue improvements in Abu Dhabi road and pedestrian safety.
5000
4,648 4,830
3750
3,812 3,933
3,087 3,142
2500
1250
674 658 537

376 412 376 110 121 99
0
Number of road accidents Number of road Number of road Number of incidents Number of
involving casualties incident fatalities incident injuries involving pedestrians pedestrian fatalities
2008 2009 2010
With other stakeholders such as the ADP working to reduce speeding and reckless driving, our department has focused on
developing and maintaining high-quality main roads, working with municipalities to improve infrastructure to ensure pedestrian safety,
and delivering numerous road safety awareness programmes.

Safe and Secure
The Joint Committee for Traffic Safety and Solutions in technical safety committee, which has four work groups:
the Emirate of Abu Dhabi legislation, engineering, education and enforcement.
Set up in 2011, this committee comprises high-level These work groups include members from all concerned
representatives from DoT, ADP, UPC and the ADM; it stakeholders and are required to prepare annual action plans
is responsible for coordinating traffic safety efforts in in their respective fields.
accordance with an integrated approach in the Emirate.
This integrated and high-level approach should allow for
The committee approves annual comprehensive safety plans rolling out strategic road safety improvements across the
and programmes emerging from the road safety strategy Emirate in 2011, including building numerous pedestrian
aimed at reducing rates of traffic death and injury. bridges at black spot areas.
To achieve its goals the joint committee established a
Pedestrian Safety Action Plan

Due for completion in 2011 and implementation in mid-2012, the Pedestrian Safety Action Plan aims to improve the quality
of life in the city of Abu Dhabi by reducing congestion, pollution and, most importantly, the number of road accidents, injuries
and fatalities.
Portable Variable Message Signs Student Road Safety Programme

In 2010 we expanded the use of 40 portable variable As part of a coordinated effort to increase awareness of
message signs (VMSs) to enhance road safety. Visible road safety, we have launched an education campaign to
from a distance of up to 300 meters, the wheeled hydraulic target students, teachers and parents. Through a series
portable devices can be easily positioned in areas of concern of workshops, teachers learn ways to convey road safety
to warn drivers and give them up-to-date information on road concepts to students.
and travel conditions. So far they have proven very effective
in reducing speeds and preventing crashes. The use of Volunteers from DoT have spoken at a number of schools
portable VMSs is a short-term solution until permanent on traffic rules and regulations, safe passage and the correct
VMSs and intelligent transport systems (ITSs) are installed use of roads. By targeting youth we hope to instil a new level
in the future. of awareness and responsibility within the population of Abu
Dhabi to ensure safety when using the transport system.
MAWAQiF – Improving Safety through Organised Parking

By implementing MAWAQiF parking management services, we are able to report a 23% reduction in minor accidents in parking
areas. Furthermore, due to the reduction in illegal parking and improved organisation of cars on internal roads, emergency
service crews have reported greater accessibility in dealing with emergency situations.

Safe and Secure
Public Transport Safety and development to bus drivers. We continue to work with
Ensuring the safety of public transport users is key to them on way to improve training and development over time.
ensuring the successful adoption and growth of the public
transport system. DoT has invested significantly to ensure The speed and location of the new taxi fleet is monitored
safety by installing high-tech equipment and purchasing remotely through a global positioning system (GPS) allowing
vehicles with high safety performance. TransAD to track taxi locations as well as automatically warn
drivers of speed limit violations. If the taxi continues to speed
In 2010 the number of bus crashes in which the driver was then an automatic fine is delivered to the driver through the
at fault per 100,000 operated kilometres has been base- on-board screen. In 2010 over 14,000 fines were issued
lined at 1.03. The target is to reduce this to 1.0 in 2011. To for speeding on over 50 million passenger trips. TransAD
accomplish this, our contractors will provide ongoing training continues to work to reduce speeding and will begin reporting
on road traffic accidents to DoT in 2011.
Bus Safety
Taxi Safety
2010 Target 2011
2010 Target 2011
Number of bus crashes
with driver at fault per Number of speeding
1.03 1.0 14,035 13,000
100,000 operated fines for taxi drivers
kilometres Number of accidents New indicator
Aviation and Maritime Sector Safety Contractor Health and Safety

DoT Aviation is required to oversee the provision and standards Our organisation oversees a large number of contractors that
of aviation safety and security at airports within the Emirate of work on the rapid development and upgrading of Abu Dhabi’s
Abu Dhabi to ensure that they meet national requirements. We transport infrastructure. Our main construction projects
also monitor aviation security facilitation from the point of view include developing and upgrading the main road and highway
of the sustainability of high service levels. system, building bus network infrastructure (including air-
conditioned bus shelters and depots) and developing the
We are currently coordinating the consolidation and reporting MAWAQiF system, which itself includes the creation of paid
of the aviation sector’s health and safety performance, parking spaces and multi-storey car parks.
together with other key stakeholders. We expect to have
publicly reportable figures by 2012 on indicators such as Ensuring the health and safety of the thousands of workers
number of accidents, air/maritime safety incidents, fires and contracted to build and maintain the transport system is an
medical emergencies. important role that we take very seriously. Our dedicated EHS
specialists are actively involved in approving and monitoring
We will also sign a memorandum of understanding with the our contractors’ EHS plans and performance. In the event
National Transport Authority (NTA) to improve the safety, of a breach in Abu Dhabi health and safety standards,
security and environmental impact of all vessels sailing within contractors are warned and action is taken to ensure
Abu Dhabi’s waters. improved performance.
As per Abu Dhabi law, DoT is also responsible for approving In 2010, we began preparation for the 2011 implementation of
the development of ADAC’s and ADPC’s EHSMS, which will EHS performance audits for all construction and maintenance
provide a wealth of additional Abu Dhabi airport and sea port projects, along with the development of a comprehensive
health and safety indicators and information to be reported EHS manual to be released in 2011.
and acted upon in 2012. The EHSMS is expected to be
implemented in 2011.

As a major social as well as economic outcome, we aim to ensure that the transport system continues to become more reliable and
efficient, despite increases in population and visitors using the system. We are doing this by implementing organised parking in urban
areas as well as improving the public transport service quality and scope to cover increasing demand.
MAWAQiF – Minimising Congestion

By preventing lane-blocking due to illegally parked cars, the MAWAQiF program will help ease congestion and enhance the flow of
traffic throughout Abu Dhabi. The number of sectors covered by the parking system has increased from 2 to 19 in just one year, bringing
a total of 33,231 parking spaces to the Emirate.
In 2010, an additional parking project was initiated to create a 1,200-space parking lot in the Al Khalidya area, one of the most
congested areas of Abu Dhabi. Residents of these congested areas have access to free parking permits, enabling them to park in
designated parking areas.
Number of new MAWAQiF sectors Paid parking spaces

50 80,000
71,000
43
37.5 60,000
25 40,000
33,231
19
20,000
12.5
2 2,474
0
0
2009 2010 2011 Target 2009 2010 2011 Target
Parking space turnover (per day) Parking compliance rate

3.2 3.2
99%
3.125
98.25%
98.02% >98%
3.05
97.5%
3 >3 97%
2.975 96.75%
2.9 96%
2009 2010 2011 Target 2009 2010 2011 Target

In 2011, we plan to continue implementing the parking management system in new areas to encourage the efficient use of space in Abu
Dhabi. We are also in the tendering stage for the development of temporary and permanent multi-storey parking structures.
To ensure the success of the MAWAQiF program, DoT issues parking violation tickets to those who park illegally, and has also started
towing vehicles blocking roads or parked behind other vehicles. This has improved the parking compliance rate from 97% to 98.02%
between 2009 and 2010. We also endeavoured to ensure that MAWAQiF services are convenient for all users. The m-MAWAQiF
service was launched in 2010, enabling customers to pay for parking with their mobile phones. In 2011, we plan to launch rechargeable
parking cards as well as online payment services.
Improving Public Transport Efficiency We have set a target for improving this figure to 92% in 2011,
Encouraging the use of public transport can significantly and with the bus priority project due for completion in 2012,
reduce congestion in the Emirate. We introduced 515 new we expect bus system reliability and efficiency to improve
buses in 2011 to fulfil peak demand, which continues to rise significantly in the future, making it one of the fastest modes of
and hit 465 buses in 2010. With 50 kilometres of planned transport in the city.
dedicated bus lanes to be completed by 2012, we envision bus
transport to become the transportation method of choice for In line with the population growth of Abu Dhabi in recent
most frequently travelled arteries. years, additional taxis have also been introduced to meet the
demands of citizens. Since 2009, the number of taxis has
In 2010, 90% of buses ran on time, meaning they did not leave increased by 31%, decreasing the average wait time by 34.6%
the bus station more than three minutes late. to 8.5 minutes.
Bus and Taxi

2009 2010 2011
Percentage of buses running on time - 90% 92%
Average wait time for taxi (minutes) 13 8.5 7.7
Regulating towards Reliability and Efficiency

The Abu Dhabi Waterways Management Regulations drafted by DoT and awaiting approval set out the standards, processes and
guidelines for the effective and systematic management of Abu Dhabi’s waterway system, which spans over 200 islands. Once
approved, the regulations and associated actions will govern the effective transportation of commercial, fishing, public transport and
recreational vessels, ensuring reliable, efficient and safe passage for all.
We will also bring in a service level agreement with the enforcement agency-the Critical National Infrastructure Authority-to monitor
compliance with the waterways management regulations.
DoT works closely with the aviation sector to ensure it operates reliably and efficiently. We approve and monitor all service level
agreements developed by the Emirate’s airport operators; this provides the foundation for high standards of customer service at our
airports. In addition to the ACI Service Quality survey programme described earlier, performance monitoring that measures and reports
queuing times will begin at Abu Dhabi airports. Average check-in and other processing times will be provided in future sustainability
reports, giving an effective indication of the efficiency of airport service.
With the Abu Dhabi Emirate airport system strategic plan, to be unveiled in 2011, the Emirate will continue enhancing the reliability and
efficiency of the aviation and broader transport system (see more on page 29).

At DoT we are working hard to ensure that the Emirate’s transport system is accessible to all, including the less able, the underprivileged
and those who do not live within central urban areas. We have also ensured that the development of the transport system caters to the
national culture and norms.
Improving Coverage and Connectivity

Our public transport system within Abu Dhabi City is currently achieving a coverage index score of 20%, from almost doubling the
number of bus routes in the past year to 88 routes. We have also officially launched the daily passenger ferry service on our two new
ferries, providing comfortable and reliable access four times a day to and from Delma Island, home to roughly 10,000 residents.
In 2011, we aim to measure our transport system accessibility on a transport system accessibility index and commit to improving the
index as better GIS technology and data becomes available.
10
2009 6
15
2010 29
18
0 7.5 15 22.5 30
DoT operated bus routes on the outskirts of Abu Dhabi

DoT operated bus routes in Al Ain
DoT operated bus routes in Western Region
Enhancing Mobility for All Serving the General Population

Since launching public transport services within the Emirate, As population growth in Abu Dhabi continues, more citizens
DoT has been identifying and striving to overcome key barriers are beginning to consider viable transportation alternatives
to public transport use. In addition to the general population, to private vehicles to avoid the inconveniences of traffic and
key demographic segments were identified including females, parking. DoT has been encouraging citizens to take public
low-income citizens and people with disabilities. DoT has transport by increasing the comfort of travel through providing
supported a variety of initiatives to ensure that travel is easy for air-conditioned bus shelters. Since 2010, another 26
all within the Emirate of Abu Dhabi. air-conditioned shelters have been installed, with plans to
provide another 280 in the coming years.
‘Introducing air-conditioned bus shelters is a great

initiative by the government.’
Bus customer

Providing for Female Mobility

In line with improving the quality of life for all residents and In 2010 the number of buses with wheelchair access increased
visitors to the Emirate, we have implemented a number of by 84% to 395 in-service buses. This is helping to ensure that
initiatives to ensure safe, secure, convenient and pleasant our public transport network provides for all citizens regardless
journeys for females travelling within the Emirate. of physical ability. Based on the study conducted on Transport
Initiatives designed for female travellers include: for the Mobility Impaired, DoT will begin the implementation of
its major recommendations in 2011.
• Establishing designated areas for women for 100% of in-
service buses
Protecting Our Customers
• Quadrupling women-only taxis since 2009 to reach 46 Public buses charge a very affordable fare of 2 AED, enabling
taxis at the end of 2010 citizens and visitors of all economic classes to move around
the city. After completing a review of fare structure and policy,
• Increasing women-only parking bays to 132 bays in 2010
we will have a clear plan to ensure an economically viable
transportation system that is affordable for all.
As customer demand has increased over the last few years,
some buses have had men standing in areas of the bus
The Transport Regulations Civil Aviation regulates prices
designated for females. In response to this and our customers’
in accordance with International Civil Aviation Organisation
demand for more buses, DoT will double its fleet and increase
(ICAO) principles, safeguarding against anti-competitive
the routes to 123 by the end of 2011, ensuring more spaces for
behaviours, protecting both the industry and the rights of the
all riders.
consumer, and promoting efficiency. DoT constantly monitors
operating airline and airport services to identify discriminatory
Providing for The Less Able
or deceptive practices or abuses of a dominant position or
We commit to increasing the accessibility of transport services
market power that would constitute unfair competition. DoT has
to include those with physical, cognitive, or other disabilities.
the right to apply the regulatory mechanisms as it sees fit to
Currently, all seniors (aged 60+) and all those with special
prevent conduct that is seen to be against the public’s interest.
needs receive complimentary bus service. Those with special
needs permits in their vehicles are exempt from paying
We also enforce a number of port regulations that were issued
for parking fees, and a set number of preferential parking
in 2007 to protect port customers. These regulations surround
spots are reserved for people with special needs. In 2011 all
fair port pricing and tariffs as well as the procedures for
MAWAQiF Customer Service Centres will have a dedicated
investigating complaints made against port authorities. These
counter for people with special needs.
port regulations were reviewed in 2010, with no changes made
to any customer-related regulations.
Bus Accessibility
2008 2009 2010 Advancing Accessibility
DoT is always looking at ways to enhance accessibility and is
Number of wheelchair working with stakeholders on a number of initiatives to improve
115 215 395
accessible buses access to the airport as well as to special annual events,
including the Etihad Airways Abu Dhabi Formula 1 Grand Prix.

Airport Accessibility
Ease of passenger access to airport facilities is an important aspect of both service quality and sustainable operational efficiency. DoT
is reviewing access and surface transport connectivity to the airport by public transport while investigating, with ADAC, opportunities to
decentralise some passenger and baggage check-in facilities to areas away from the airport. This would help address airport capacity
issues, enhance customer service and make passenger transportation more efficient, promoting sustainable access.
Increasing Access to Special Events

Traffic, transport management and ease of accessibility impact how competitors, officials, crowds in attendance and television
audiences experience special events and the impressions they have of Abu Dhabi.
In recent years we have played an ever-growing role in the success of these special events and have been making a valuable
contribution to the vision of Abu Dhabi by:
• Showcasing Abu Dhabi’s values, culture and heritage.
• Helping create strong and diverse international relationships.
• Empowering private-sector partnerships on the world stage.
• Advertising Abu Dhabi as a safe, sophisticated and international Emirate.
• Bringing world-class events and entertainment to the Emirate.
To date, DoT has played a major role in the success of the following major international events by providing world-class public transport solutions:
• FIFA Club World Cup UAE (2009 and 2010).
• Etihad Airways Formula 1 Abu Dhabi Grand Prix (2009 and 2010).
Etihad Airways Abu Dhabi Formula 1 Grand Prix

Each year since 2009, DoT provides strategic and operational assistance to the Executive Affairs Authority (government entity)
and Abu Dhabi Motorsports Management to deliver the Etihad Airways Abu Dhabi Formula 1 Grand Prix.
On average, DoT provides public transport services for over 45,000 spectators per day on nine dedicated bus shuttle routes over
the three race days. This covers all internal shuttles on Yas Island as well as external park and ride operations.

DoT, The Organisation
54
DoT, The Organisation
Supports economic growth and diversification
An integrated
DoT and multimodal Contributes to environmental sustainability
transport System
Delivers social well-being and quality of life by being:
Objective
Highest levels of integrity, financial management, risk management, accountability, and transparency, while leading by example,
with exceptional performance across employee relations and development, outsourcing and human rights, and environment,
health and safety.
Long-Term Outcomes
• Governance, accountability and transparency: We have an ongoing, high-quality dialogue with all stakeholders.
• Our finances:
• We move from a purely capital intensive investor to a balanced revenue collector.
• We ensure effective long-term asset investment, management and maintenance.
• Our workforce and human resource development: We make a significant contribute to the Emirate’s workforce through local
equal opportunities employment and skills development
• The environment, health and safety: We will uphold the highest environmental, health and safety (EHS) standards in the
planning, developing and regulating of the transport system.
DoT, The Organisation 55

Governance, Accountability and Transparency
Governance
DoT is held accountable through the Abu Dhabi government’s governance system, which is made up of a number of governmental and
independent bodies that assess and audit DoT’s performance.
Ultimately, DoT is accountable to the ruler of the Emirate of Abu Dhabi, His Highness Sheikh Khalifa Bin Zayed Al Nahyan. The
Executive Council of Abu Dhabi, in coordination with the Executive Affairs Authority, is charged with conducting strategic governmental
planning and monitoring performance on behalf of the Ruler.
In order to ensure good governance, an independent corporate body called the Abu Dhabi Accountability Authority (ADAA) is in place to
conduct annual auditing of our consolidated financial statements, and reports. ADAA also conducts performance and risk assurance of
public entities, examining the efficiency and effectiveness of operational activities, and compliance with laws and regulations.
Abu Dhabi Judicial Department Ruler of Abu Dhabi Emirate
Ruler’s Representative Court of the Western Region

National Consultative Council
Ruler’s Representative Court of the Eastern Region
Crown Prince & Chairman of the

Court of the Crown Prince
Executive Council
Abu Dhabi Accountability Authority Abu Dhabi Accountability Authority
Executive Council
General Secretariat
Department of Finance
Department of Economic Development
Department of Municipal Affairs
Al Ain City Abu Dhabi City Western Region

Municipal Council Municipal Council Municipal Council
Municipality Municipality Municipality

Executive Committee
Within DoT, the Executive Committee is made up of the chairman, undersecretary, four executive directors, the director of strategy and
planning and the director of organisational development. The chairman is selected by the ruler of Abu Dhabi based on experience and
expertise to effectively lead the organisation.
Chairman
Undersecretary
Corporate Strategic Planning and Performance

Management Division Director
Organizational Development Division Director
Executive Director Executive Director Executive Director Executive Director

Aviation Sector Maritime Sector Surface Transport Sector Support Services Sector
The Executive Committee is responsible for: In 2010 the committee had six members with some members
holding multiple positions. The committee consists of five
• Conducting strategic planning and approving all sector
males and one female, none of whom are independent of DoT.
strategic plans.
There is no compensation structure for sitting on the
• Overseeing and reviewing all major DoT projects. Executive Committee.
• Approving policies, regulations and master plans.
• Approving and steering all major stakeholder
engagements.

Transparency and Accountability

Beyond the traditional governance and accountability structures that are in place for all departments in the Abu Dhabi government, we
have committed to a higher level of transparency in order to build trust and hold ourselves accountable to a wide range of stakeholders,
including our customers and transport development partners.
Our annual sustainability reporting process is one of the main tools we use to engage with our stakeholders on the economic,
environmental and social performance of the transport system and our organisation.
Transparency and Accountability

2009 2010 Target 2011
GRI level of sustainability report B A A+
Number of GRI indicators fully reported (127 total) 87 112 127
Percentage of commitments achieved from previous year - 38% 80%
In 2011, we will create a Sustainable Transport Stakeholder deterring and investigating fraud or corruption, conflicts of
Council that will provide guidance and feedback on our interest, safeguarding assets, and compliance with laws and
sustainability performance, objectives and reports. This regulations.
group, made up of representatives from all stakeholders, will
ultimately ensure that our organisation is efficiently meeting In 2010 there were no reported incidents of corruption.
stakeholder needs. The organisation was not analysed for risks of corruption;
however, 100% of employees have now signed a Fraud
With the Sustainable Transport Stakeholder Council in place, Control Policy and a disclosure regarding conflicts of interest.
we will also ensure our 2011 report is formally assured by Around 15% of employees have attended training sessions on
our stakeholders in order to achieve a GRI Level A+. This job ethics.
will demonstrate our commitment to the highest levels of
transparency and accountability. The DOT is subject to the Abu Dhabi laws and regulations.
The Abu Dhabi Accountability Authority conducts audits
to determine our compliance with all necessary laws and
Fraud, Corruption and Compliance regulations. It reports its findings to the Executive Council.
The role of Internal Audit is mainly to analyse business
To date we are not aware of any fines, sanctions or legal
processes, procedures and activities with the goal of
action taken against our organisation with respect to anti-
highlighting organisational problems and recommending
competitiveness, anti-trust or monopoly practices, marketing
solutions. The scope of internal auditing within DoT includes
and communications, provision of products and services and
the efficacy of operations, the reliability of financial reporting,
environmental law and regulation.

Our Finances
In order to ensure the financial sustainability of our organisation and the Abu Dhabi government as a whole, we must evolve from being
a purely capital intensive department to a revenue collector while ensuring the long-term management and value maintenance of all
transport assets purchased or developed.
As current forms of transport expand, new forms of transport come online, and other potential revenue generators such as congestion
charging or road tolls are introduced, we expect to see significant growth of income beyond government funding. In 2010 we have
already begun to see positive signs of this as growth in revenues from services moves beyond growth in government funding. For full
year-on-year financial disclosure and forecasts, please see Appendix G.
Our Sources of Finance
2010 saw a 53% increase in total financing rising to 2.9 billion AED, 93% of which came directly from the Abu Dhabi Government with
approval of budgets and allocation of resources handled by the Department of Finance in cooperation with our own finance department.
Although government funding increased by 48% in 2010, we also saw triple-digit growth (162%) in income from the provision of bus and
parking services, an extremely positive trend that we expect to continue with the expansion of both services. This rise in other income
includes strong growth in aviation and seaport fees, representing significant progress in diversifying our sources of finance.

Our Finances
Expenditure
The 53% increase in the budget demonstrates the significant growth in our organisational and transport development activities over the
last year. Although most of our spending (60%) is classed as capital expenditure (developing new roads, new modes of transport and
other strategic initiatives), 2010 saw a 400% increase in operating expenditure. This is attributable to an increase in maintenance and
rental fees, and other advances paid during the year, although 2010 did see a decrease in the amount spent on consumable materials.
2010 also saw an expected increase in employee wages and benefits as our team continues to expand, and an increase in investments
in the procurement of professional services as implementation of the STMP continues to gather pace.
Managing Our Finances DoT is currently audited by Abu Dhabi Accountability Authority
The finance team of DoT consists of 21 employees tasked with (ADAA) and each year a statement of cash receipts and
the responsibilities of: disbursements (cash flow statement) comparing actual and
budget figures is prepared.
• Recording transactions
• Preparing monthly management reports In 2010 DoT also prepared Institute for International Public
Sector Accounting Standards (IPSAS) financial statements
• Paying suppliers
based on accrual accounting methodology. We will continue to
• Monitoring revenues and reconciliations to source records do so each year moving forward.
• Performing other strategic roles as an internal business
partner to DoT

Our Workforce and Human Resource Development
DoT’s human resources division, consisting of 56 employees, is devoted to building and developing the workforce efficiency in order
to achieve sustainable high productivity, continuous development, organisational rejuvenation and exceptional services. Creating a
workplace that supports teamwork, individual contribution, development and integrity is the division’s goal.
Our Workforce in 2010 Employment by Sector

With a total of 544 employees in 2010, our workforce
witnessed a 16.2% increase over 2009. In 2011 we expect this
to continue to rise by around 36% to reach a total
of 740 employees.
2010 544 Employees
The surface transport sector within DoT is predicted to account
for over 50% of the total increase in workforce for 2011. The
greatest percentage growth in workforce is expected to come 2011
Target
740 Employees
from the maritime and surface transport sectors, with workforce
growth of 55% and 41% respectively.
Our total workforce turnover rate stood at 6.6% in 2010 up federal laws and regulations. As a result our workforce does
from 5.9% in 2009: 4.6% was for the turnover of employees not consist of anyone under the age of 18 or anyone involved
on special contracts, 1.7% for outsourced employees, and the in any form of forced or compulsory labour.
remaining 0.4% for employees on regular contracts.
For more data and information about our workforce and
DoT employment and workforce policies are developed and turnover numbers, broken down by categories,
implemented in line with governmental standards, national and please refer to Appendix G.

Diversity
Female Participation in the Organisation
As an equal opportunities employer, we work hard to create a comfortable and suitable working environment that allows for actively
recruiting female employees. In 2010, there was a 121% increase in the number of female employees at DoT in comparison to 2009
numbers, bringing the total number of females employed to 150, representing 28% of the total workforce. This increase is attributed to
a rise in the number of females employed in administrative support positions. In 2011 we will target over 100% growth in our number of
female employees.
Female Participation in the Organisation
2007 18 57
2008 30 185
2009 68 400
2010 150 394
2011 Target 197 543
0 80 160 240 320 400 480 560 640 720 800
Female Male
Female participation in DoT’s management team has

increased in 2010. Two females are currently part of the senior
Female Participation in DoT
management team, and 10 are on the middle management 2010 Target 2011
team, a figure that we intend to grow. Percentage of females in
20.8% 23.2%
middle management positions
To ensure that we continue to develop a healthy and inclusive
Percentage of females in senior
workplace, DoT’s recruitment plans involve allotting a higher 8.7% 11.1%
management positions
percentage of available positions to females, particularly
of UAE nationality, ensuring that our organisation actively
contributes to the development of local female talent.
In all positions, male and female employees have the same

ratio of basic salary. All compensation and salaries depend on
the individual’s qualification and job description.

Emiratisation
The employment of local emiratis remains a top priority; we In 2011 we aim to continue increasing our percentage of
recognise our responsibility to ensure the active development emirati employees by prioritising recruitment of UAE nationals
and participation of the local population if we are to build a in partnership with the Abu Dhabi Tawteen Council who
sustainable organisation and Emirate. In 2010 we targeted the will actively help to ensure that all approved and off-chart
recruitment of entry and middle level Emiratis. As a result, our positions allotted for UAE nationals are filled. Our targets for
emiratisation rate in 2010 was 46% for all employees, 94% for 2011 include achieving a 96% emiratisation rate for senior
middle management, and 88% for senior management. management, 100% for middle management, and 52% for all
employees.
Employment by Nationality
400
300
200 383
357
296
265 248
100 203
125
90
0
2008 2009 2010 2011 Target
Local Expatriates
Emiratisation
100%
75%
50% 100% 100% 96% 100%

94%
88%
57% 52%
25%
42% 46%
0%
2008 2009 2010 2011 Target
Emiratisation % Emiratisation % of senior management Emiratisation % of middle management
Less Able Employees

The number of less able employees within DoT rose by one to a total of eight in 2010, demonstrating DoT’s equal opportunities policy
that ensures the hiring and accommodation of any employee regardless of physical ability.

Training and Development • Launching a number of awareness campaigns such as the

In 2010, we invested heavily in workforce training and health and safety campaign, which was mandatory for all
development. The total number of training hours increased employees to attend
substantially in 2010, despite an actual drop in the total cost of • Introducing the mass transit railways (MTR) training
training. Both the increase in training hours per employee and program, which is a secondment program for two months
reduction in costs are a result of: in Hong Kong
• Conducting in-house training courses, which usually target • Introducing the Future Leaders Program (FLP) for high-
large numbers of employees at once potential employees
Hours and Cost of Training
Training Hours - Training Hours -

Total number of training hours Average hours of training per individual
30,000 50
22,500 37.5
15,000 25
40.3
21,908
7,500 12.5
12.3 11.9
6,026
2,801
0 0
2008 2009 2010 2008 2009 2010

Training Cost - Training Cost -

Total cost of training (AED) Average cost of training per individual (AED)
3,000,000 6,000
2,250,000 4,500
1,500,000 3,000
2,813,326 5,538
2,709,869
4,981
3,509
750,000 1,500
796,569
0 0
2008 2009 2010 2008 2009 2010
The Future Leaders Program The MTR Attachment Program

Targeting high-potential employees, this program focuses on developing This program targets fresh graduates working at DoT and aims to help
management and strategic skills. After completing five modules, develop a foundation in transport knowledge. The program lasts for
participants are accredited with an internationally recognised professional two months and is based in Hong Kong. To date, 11 employees have
certificate (NVQ7). In 2010, 12 of 13 nominated employees graduated been part of the program, which started in October 2010.
from the program. This program started in April 2009.
360 Assessment Program

The 360 Assessment program is designed to ensure the alignment of DoT’s top management team’s skill set with the strategic vision and mission
statement of DoT. The program aims to identify key skills gaps for the participants and recommends action plans for individuals. The first phase of
the program was launched in 2010, and included the executive directors and top managers. The second phase will be launched in 2011 and will
include division managers.
Scholarship for the Transport Engineering Degree Talent Management System (TMS)
DoT has coordinated with the Higher College of Technology to design a Launched in 2010, the TMS is a 24/7 web-based learning hub that
bachelor’s degree in transport engineering. This initiative is designed to skilled workers and sector-specific employees can access to learn
help national employees attain degrees in the transport sector. Selected and improve their job skills. The system contains online modules and
students enrolling in this program will receive scholarships and be hired learning tools. In 2011, the system will be expanded to accommodate
by DoT in the future. The project started in 2009; thus no graduates have performance management and appraisals.
yet been recruited.

Employee Benefits, Satisfaction and Engagement

Compensation and Benefits
Our compensation strategy is directly based on the Abu Dhabi government remuneration strategy, which is competitive within the public
and private sectors. The minimum entry wage for lower-paid employees is in line with government law and policy.
All employees, whether nationals or expatriates, enjoy a number of benefits.
Full-Time Employees Part-Time Employees

• Basic salary • Basic salary
• Supplementary (including transportation, educational • Supplementary
assistance, housing, etc.)
• Health insurance
• End-of-service benefits
• Social allowance (for UAE nationals)
• Child allowance (for UAE nationals)
• Mobilisation / demobilisation (for expatriates)
• UAE nationals are registered with the Abu Dhabi
Retirement Fund; expatriates’ retirement benefits are
included in the end-of-service benefits
Employee Engagement and Satisfaction matrix, ease the selection and approval process, and
In 2010, we conducted our annual employee satisfaction encourage line managers to continually recognise their highest
survey, which yielded satisfaction results of 66.1%, a positive achieving and high-potential employees. A motivation scheme
figure that we will continue improving. Our long-term plan is to was also implemented in the hiring, training, promotions and
achieve an 80% employee satisfaction rating by the year 2016 empowerment process.
and to rank in the top three government entities in Abu Dhabi.
The minimum notice period to employees about significant
In 2010, we continued developing internal communication operational changes that may affect them is usually
channels to ensure effective employee engagement practices. determined by Abu Dhabi labour laws and civil service
Communication channels currently available include employee- policies. This includes a two-month notice period for contract
targeted campaigns, internal e-mail, a newly developed termination. For other major changes not covered by country
intranet and an internal newsletter. laws, employee acceptance of the change is a condition for
implementing the change. Although trade unions do not exist
The Employee Suggestion Program received 54 suggestions in the Emirate of Abu Dhabi, as demonstrated above we have
in 2009 and 2010. Seven of the suggestions have been fully placed a significant focus on employee engagement and
implemented with the remaining deemed unsuitable or lower satisfaction.
priority. In 2010 we also launched the Human Resources
Complaints Program to increase our understanding and In 2011, HR will lead a comprehensive strategic review of the
awareness of any employee dissatisfaction and address it purpose, goals and channels of all internal communication.
systematically. We will report on the progress of this initiative Working with all relevant internal stakeholders, we shall ensure
in 2011. increased effectiveness in our employee engagement while
increasing the number of channels for employees to provide
The recognition, incentive and promotion policy was also recommendations and direction directly to senior management
updated in 2010 to update the selection criteria and approval and the Executive Committee.

The Environment, Health and Safety
As set out in the Abu Dhabi EHSMS Decree, DoT is required to develop and implement an organisation-wide EHSMS. Created in 2009,
our EHS division continues to raise awareness and conduct training on the development and implementation of the EHSMS.
With development and implementation of the EHSMS at 80% in 2010, 2011 will see the final elements of the system implemented,
ensuring that a comprehensive set of EHS performance data is available for 2012.
The Environment
As implementation of the DoT EHSMS continues, we continue consumption, consuming 7,743.92L (235.07 gigajoules)
to track our performance on a number of environmental in the last six months of the year. A request was put forward to
indicators. We also begin implementing a range of initiatives the third party that manages the DoT fleet to convert 42 of the
designed to improve performance for 2011. vehicles to run on CNG, thus reducing emissions.
Energy Greenhouse Gas (GHG) Emissions

In 2010, we expanded our indirect energy As a result of widening the scope of our indirect
measurement to include the electricity consumption of our energy measurement to take into account main road
street lighting. This, combined with our facilities electricity lighting, the amount of GHG emissions produced by DoT
consumption, accounted for indirect energy consumption of has increased significantly in 2010. Our GHG emissions
15,873,193 kilowatt-hours or 57,143.49 gigajoules of non from direct energy usage have also increased due to an
renewable energy from the national grid. increase in our internal fleet.
The Executive Council has set a governmental target for DoT GHG Emissions
reducing indirect energy use by 5%, this was not achieved 2010
in 2010 thus we have increased our efforts in facilities and
street light energy efficiency. In 2011 we will install energy- Indirect GHG emissions (tonnes) 12,074.65
saving light bulbs throughout DoT facilities, and we have also Direct GHG emissions (tonnes) 1,263.40
commissioned an energy audit, due to begin in 2011,
to identify and prioritise key actions to increase the energy Total GHG emissions (tonnes) 13,338.05
efficiency of DoT.
WATER
Our internal fleet was made up of 165 vehicles in 2010, an Collaborating with the Abu Dhabi government and
increase of 62 vehicles since 2009. Due to replacing our the Environment Agency – Abu Dhabi, we aim to
car rental company in mid-2010 we have not been able to install water-saving devices in all bathrooms and kitchens
retrieve accurate fuel consumption data covering January to across our facilities in 2011. To enable performance tracking of
July 2010. Using data from 2009 and the last six months of water usage, we also aim to track facility water consumption
2010 (271,614.30 litres consumed) we have estimated the by 2011 and report on this in 2012. This has not been possible
total gasoline consumption for 2011 to be 514,222.64 litres to date because distributors have not provided consumption
(14,139.15 gigajoulse). In 2010 we also began tracking diesel details; they have provided only the monetary values of water
consumed.
DoT Energy Consumption
2010 In 2010 our consumption of disposable water bottles
increased 185% as a result of increased staff, the provision of
Indirect Energy Consumption (gigajoules) bottled water at additional offices, and a focus on increasing
Electricity (facilities and street lighting) 57,143.49 employees’ water consumption, especially during the hot
Direct Energy Consumption (gigajoules) summer when heat stroke is a major issue. We are still
reviewing options to eliminate our use of disposable water
Internal fleet consumption (diesel) 235.07 bottles and will decide on the best way forward in 2011. Water
Internal fleet consumption (gasoline) 14,139.15 conservation is one of five environmental programmes to be
Total Energy Consumption (gigajoules) 71,517.71 implemented in 2011 and 2012.

Paper
In 2010, our paper consumption increased 61% • The control room electricity panel was repaired and the
to reach 12,485 kilograms, mainly due to the expansion of room repainted.
employees and operations by 7% to 544 employees. Per • The electricity and control room air conditioners were
capita paper consumption increased by 16%, revealing an upgraded.
opportunity to improve our efficiency. We will continue to
implement our paperless office educational campaign to raise Following this incident, a fire-risk assessment was also
awareness among employees and contractors. conducted across all DoT facilities to ensure that potential fire
hazards were identified and corrective actions implemented.
Waste
Since the inception of our internal recycling program, Currently, 4% of our workforce is represented by a formal
we have recycled a total of 11,890 kilograms of paper, carton health and safety committee; we can improve further by
and plastic. DoT continues to train new employees and striving to ensure that all members of the workforce are
contractors on proper material segregation and tracking waste represented.
and recycling indicators. We also commit to tracking our
overall waste generation in 2011 in an effort to reduce overall Health, safety and well-being initiatives and benefits include:
consumption as part of a comprehensive waste management • Health insurance coverage for employee families
programme to be implemented in 2011/12. • First aid, CPR and fire-fighting training sessions
• Complementary health check-ups as part of Heart Day
Health and Safety • Blood donation campaigns
We are continuing to implement our organisation-wide health • Periodic fire drills
and safety reporting system, due for completion in 2011, while
running a number of employee and family health promotion Beyond health insurance, employee families and communities
campaigns throughout 2010. have not been involved in any education, training, counselling,
prevention and risk-control programs regarding serious
Two health and safety incidents were formally reported in disease.
2010. One incident involved an employee falling from a ladder
at height, resulting in a coma and death. The events leading Towards Sustainable Procurement
to this unfortunate incident have been thoroughly investigated As a major purchaser of products and services in the Emirate,
and the following put in place to prevent future incidents: DoT has a unique opportunity to encourage the sustainability
• A blanket policy ensures that no high-risk activities are performance of its suppliers and contractors. In 2010, we
performed by DoT staff. began integrating EHS criteria into the procurement process.
• Specialised and trained manpower is used for all high-risk Next year, we plan to broaden these criteria to include a wider
activities. range of sustainability considerations.
• Risk assessments for hazardous activities are performed
before work is conducted. Adopting sustainable procurement will give DoT value for
• High-risk work is properly supervised at all times. money, minimise the environmental impacts over the whole
• Proper safety equipment is used while performing any lifecycle of goods and services, and enhance suppliers’
high-risk activities. sustainability performance and innovation.
The other incident involved a minor electrical panel fire in an

underground car park. Employee action prevented injuries
and the need for first aid cases. The following corrective
action was taken:

Appendix A - Report Parameters
69
Defining Report Content

The data in this report represents our performance for the year 2010 ending December 31, 2010. Data covers economic, social and
environmental aspects of our business.
Determining our Key Priority Issues - In creating our sustainability framework, strategy and report we have followed a systematic
process in order to define our key priority issues, considering the principles for defining report content. The process resulted in
defining the Emirate-level sustainability outcomes of the transport sector as well as organisational impact and performance. We have
not prioritised sustainability issues throughout the report within each section; priority sustainability issues are highlighted with key
performance indicators drawn with appropriate targets to guide our progress in sustainability performance.
Materiality - We believe that this report covers the issues and topics that reflect the organisation’s economic, social and environmental
performance and, to the best of our ability, the performance of the transport sector, that are of highest importance and most material to
our stakeholders.
Stakeholder Inclusiveness - We have considered the priorities and concerns of all of our stakeholders in creating this report and
planning for ongoing sustainability. This year our focus has been on improving our interaction with our ‘customer’ the population of
Abu Dhabi, the users of the transport system.
Sustainability Context - We considered our sustainability context, including the national context of the United Arab Emirates,
the regional context, and the global and international sustainability context. We have also considered the transport industry and sector-
specific realities. In some instances, we have identified different priorities among these contexts, and tried to address those priorities
from multiple perspectives.
Ensuring Quality
Balance - By basing this report on the principles of transparency, integrity and honesty, we believe that it presents a balanced account
of our positive sustainability performance and of areas that require attention.
Comparability - We have used the GRI Indicator Protocols where possible to facilitate comparison between this report, our report
from 2009 and those of other organisations. We recognise that we have presented a large number of transport-specific indicators; in all
cases, we strived to align them to international transport standards. We have also provided comparable data from 2008 and 2009 (year
ending December 31) where possible. Revised figures and calculations for Human Resources have been provided in Appendix G for
2008 and 2009.
Accuracy - All data and information presented has been verified and approved by the SMWT to ensure maximum accuracy. Data
estimations or limitations to accuracy have been indicated, and any restatements from 2009 clearly identified.
Clarity - We have included transport-specific and sustainability-related technical details. We have also revised the structure of our report
to increase clarity and organise information to aid the reader.
Assurance - This report will not be assured by a third party. DoT aims to put in place the necessary systems for external assurance of
the 2011 sustainability report.
Appendix A - Report Parameters 70

Reporting Boundaries and Limitations

Boundaries - This report presents data and information about DoT’s sustainability performance and, where possible, that of the
transport system that DoT regulates.
Limitations - As a relatively young organisation with ever-growing responsibilities, we recognise that we still have gaps in our
measurement of internal and, especially, transport system sustainability performance. To overcome this, we made commitments in 2009
and again in this report to improve reporting in weak areas. For this report we have only included information we believe to be accurate,
thus we did not include estimates in the report, unless clearly indicated.
Data Measurement Techniques - All information included in the report is, to the best of our knowledge, accurate and represents the
data currently available to DoT and transport system stakeholders. As a young organisation we continue to implement a wide range
of measurement systems to fully capture our organisational and sustainability-related performance, but we recognise that it may take
several years to produce accurate transport system economic, environmental and social data.
Outsourced/Contracted Operations - We have reported limited information relating to our outsourced and contracted operations.
Outsourced and contracted operations primarily include the operation of our bus fleet and parking services and the development of
transport infrastructure including main roads, bus stops, transport-related buildings and parking infrastructure. We continue to improve
our measurement and monitoring of these areas and aim to increase our reporting through the implementation of our EHSMS.
Appendix A - Report Parameters 71

Appendix B - GRI Application Level Check Statement
72
Appendix B - GRI Application Level
Report C C+ B B+ A A+
Application Level
Report on: Report on all criteria

1.1 for level c plus:
OUTPUT
G3 Profile Same as
Disclosures 2.1 - 2.10 1.2
requirement for level B
3.1 - 3.8 , 3.10 - 3.12 3.9, 3.13
4.1- 4.4, 4.14 - 4.15 4.5 - 4.13, 4.16 - 4.17
Standard Disclosures
Report Externally Assured
G3 Management Management Approach Management Approach

OUTPUT
Approach Not required Disclosures for each Disclosures for each

Disclosures indicator category indicator category
Report On A Minimum Report on each one,

Report On A Minimum of 20 performance G3 and sector supple-
G3 Performance of 10 performance indicators in including ment indicator with due
indicators &
OUTPUT
indicators in including at least one from each regard to the materiality

Sector Supplement of economic,
at least one from each principle by either.
Performance environmental, human
Indicators of economic, social a) Reporting on indicator
and environment. rights. Labor society, or b) explaining the
product responsibility. reason for its omission.
*Sector supplement in final version
Appendix B - GRI Application Level 73

Appendix C – GRI Index
74
Standard Disclosures Part 1 – Profile Disclosures
Profile Cross-Reference /
Description
Disclosure Direct Answer
1.1 Statement from the most senior decision-maker of the organization 2
1.2 Description of key impacts, risks and opportunities 2 and 13
2.1 Name of the organization 1
2.2 Primary brands, products and/or services 8 and 9
Operational structure of the organization, including main divisions, operating
2.3 57
companies, subsidiaries and joint ventures
2.4 Location of organization’s headquarters Abu Dhabi City
Number of countries where the organization operates, and names of countries
2.5 with either major operations or that are specifically relevant to the sustainability Emirate of Abu Dhabi
issues covered in the report
2.6 Nature of ownership and legal form 56 – Government entity
Markets served (including geographic breakdown, sectors served and types of
2.7 18 and 19
customers/beneficiaries)
2.8 Scale of the reporting organization 15, 16, 93 and 94
Significant changes during the reporting period regarding size, structure or
2.9 No significant changes
ownership
2.10 Awards received in the reporting period 9
3.1 Reporting period (e.g., fiscal/calendar year) for information provided Calendar year of 2010
3.2 Date of most recent previous report (if any) 2009 Sustainability Report
3.3 Reporting cycle (annual, biennial, etc.) Annual
3.4 Contact point for questions regarding the report or its contents 1
3.5 Process for defining report content 13 and 70
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities,
3.6 70 and 71
joint ventures, suppliers) (see GRI Boundary Protocol for further guidance)
Specific limitations on the scope or boundary of the report (see completeness
3.7 70 and 71
principle for explanation of scope)
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced
3.8 operations and other entities that can significantly affect comparability from 70 and 71
period to period and/or between organizations
Data measurement techniques and the basis for calculations, including
assumptions and techniques underlying estimations applied to the compilation
3.9 of the Indicators and other information in the report (including explanation of 70 and 71
any decisions not to apply, or to substantially diverge from, the GRI Indicator
Protocols)
Appendix C – GRI Index 75

Description
Data for indicators LA1,
2, 10 and 13 has been
Explanation of the effect of any re-statements of information provided in earlier
restated on pages 94 - 96
3.10 reports, and the reasons for such re-statement (e.g., mergers/acquisitions,
due to modifications in the
change of base years/periods, nature of business, measurement methods)
measurement of the total
number of employees at DoT.
Significant changes from previous reporting periods in the scope, boundary or
3.11 No change
measurement methods applied in the report
3.12 Table identifying the location of the Standard Disclosures in the report 75 – 84
Policy and current practice with regard to seeking external assurance for the
3.13 70
report
Governance structure of the organization, including committees under the
4.1 highest governance body responsible for specific tasks, such as setting strategy 56 and 57
or organizational oversight
4.2 Whether the chair of the highest governance body is also an executive officer 56 and 57
For organizations that have a unitary board structure, the number of members
4.3 of the highest governance body that are independent and/or non-executive 56 and 57
members
11, 12 and 66 - no
shareholders, however
Mechanisms for shareholders and employees to provide recommendations or
4.4 structures exist for employees
direction to the highest governance body
and customers to provide
direction and suggestions
Linkage between compensation for members of the highest governance body,
4.5 senior managers and executives (including departure arrangements), and the 57
organization’s performance (including social and environmental performance)
Processes in place for the highest governance body to ensure conflicts of interest
4.6 56 and 58
are avoided
Process for determining the qualifications and expertise of the members of the
4.7 highest governance body for guiding the organization’s strategy on economic, 56 and 57
environmental and social topics
Internally developed statements of mission or values, codes of conduct and
4.8 principles relevant to economic, environmental and social performance and the 13 and 14
status of their implementation
Procedures of the highest governance body for overseeing the organization’s
identification and management of economic, environmental and social
4.9 56, 57 and 58
performance, including relevant risks and opportunities, and adherence or
compliance with internationally agreed standards, codes of conduct and principles

Description
Processes for evaluating the highest governance body’s own performance,
4.10 56, 57 and 58
particularly with respect to economic, environmental and social performance
Explanation of whether and how the precautionary approach or principle is
4.11 2
addressed by the organization
Externally developed economic, environmental and social charters, principles or
4.12 9
other initiatives to which the organization subscribes or endorses
Memberships in associations (such as industry associations) and/or national/
international advocacy organizations in which the organization: * Has positions
4.13 in governance bodies; * Participates in projects or committees; * Provides 9
substantive funding beyond routine membership dues; or * Views membership
as strategic
4.14 List of stakeholder groups engaged by the organization 10
10 - stakeholders were
selected through an internal
analysis completed by
the EHS department that
4.15 Basis for identification and selection of stakeholders with whom to engage ranked stakeholders by
influence. This was then
presented to the Sustainability
Management Working Group
and approved
Approaches to stakeholder engagement, including frequency of engagement by
4.16 10, 11, 12, 86 and 87
type and by stakeholder group
Key topics and concerns that have been raised through stakeholder engagement,
4.17 and how the organization has responded to those key topics and concerns, 86 and 87
including through its reporting

Standard Disclosure Part 2 –
Disclosures on Management Approach
Cross-Reference / Direct
G3 DMA Description
Answer
DMA EC Disclosure on Management Approach Economic (EC) 23-32, 59, 60, 63 and 68
DMA EN Disclosure on Management Approach Environment (EN) 37, 41, 58, 67 and 68
DMA LA Disclosure on Management Approach Labour Practices (LA) 61, 62-65, 66 and 68
DMA HR Disclosure on Management Approach Human Rights (HR) 61-63, 66 and 68
DMA SO Disclosure on Management Approach Society (SO) 43-53 and 58
[Partial – not available] - 46-48 and
58 (not reporting on product and
DMA PR Disclosure on Management Approach Product Responsibility (PR)
service labelling due to no standard
management approach)

Standard Disclosures Part 3 - Performance Indicators
Economic
Indicator Description
Answer
Direct economic value generated and distributed, including revenues,
operating costs, employee compensation, donations and other community
EC1 93
investments, retained earnings, and payments to capital providers and
governments
Handled by the Department of
Financial implications and other risks and opportunities for the organization’s
EC2 Finance and Environment Agency
activities due to climate change
of Abu Dhabi
66 - Benefit plan managed
EC3 Coverage of the organization’s defined benefit plan obligations
by the Emirate
EC4 Significant financial assistance received from government 59
Range of ratios of standard entry-level wage compared to local minimum

EC5 66
wage at significant locations of operation
Procurement Law No. 6 of
2008 makes it mandatory to
enter into contracts only with
Policy, practices and proportion of spending on locally based suppliers at
EC6 local companies or branches of
significant locations of operation
international companies that are
locally registered within
Abu Dhabi.
Procedures for local hiring and proportion of senior management hired from
EC7 63
the local community at significant locations of operation
Development and impact of infrastructure investments and services All infrastructure development
EC8 provided primarily for public benefit through commercial, in-kind or pro bono conducted by DoT is provided
engagement primarily for public benefit
Understanding and describing significant indirect economic impacts,
EC9 23 - 32
including the extent of impacts

Environmental
Answer
[Partial – not available] 67 - 68
EN1 Materials used by weight or volume The reporting system for all
materials still under development
EN2 Percentage of materials used that are recycled input materials 0%
EN3 Direct energy consumption by primary energy source 67
EN4 Indirect energy consumption by primary source 67
EN5 Energy saved due to conservation and efficiency improvements 67
Initiatives to provide energy-efficient or renewable energy-based products
EN6 and services, and reductions in energy requirements as a result of these 37 and 40
initiatives
EN7 Initiatives to reduce indirect energy consumption and reductions achieved 67
EN8 Total water withdrawal by source 67
EN9 Water sources significantly affected by withdrawal of water [Not reported – not available]
EN10 Percentage and total volume of water recycled and reused 0
[Not reported – not available] Not
Location and size of land owned, leased, managed in, or adjacent to,
EN11 currently tracked as EHSMS is
protected areas and areas of high biodiversity value outside protected areas
still under implementation
Description of significant impacts of activities, products and services on [Not reported – not available] Not
EN12 biodiversity in protected areas and areas of high biodiversity value outside currently tracked as EHSMS is
protected areas still under implementation
EN13 Habitats protected or restored [Not reported – not available]
Strategies, current actions and future plans for managing impacts on
EN14 41
biodiversity
Number of IUCN Red List species and national conservation list species with
EN15 [Not reported – not available]
habitats in areas affected by operations, by level of extinction risk
EN16 Total direct and indirect greenhouse gas emissions by weight 67
EN17 Other relevant indirect greenhouse gas emissions by weight None known
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved 67
EN19 Emissions of ozone-depleting substances by weight None
EN20 NOx, SOx and other significant air emissions by type and weight currently tracked as EHSMS is
EN21 Total water discharge by quality and destination currently tracked as EHSMS is

EN22 Total weight of waste by type and disposal method 68

EN23 Total number and volume of significant spills None known
Weight of transported, imported, exported or treated waste deemed
EN24 hazardous under the terms of the Basel Convention Annex I, II, III and VIII, [Not reported – not available]
and percentage of transported waste shipped internationally
Identity, size, protected status and biodiversity value of water bodies
EN25 and related habitats significantly affected by the reporting organization’s [Not reported – not available]
discharges of water and runoff
Initiatives to mitigate environmental impacts of products and services, and
EN26 34 – 40
extent of impact mitigation
[Not applicable] - as a regulator
Percentage of products sold and their packaging materials that are reclaimed and provider of transport
EN27
by category services we have no packaging
to speak of
Monetary value of significant fines and total number of non-monetary
EN28 58
sanctions for non-compliance with environmental laws and regulations
Significant environmental impacts of transporting products and other goods
EN29 and materials used for the organization’s operations, and transporting 67
members of the workforce
EN30 Total environmental protection expenditures and investments by type [Not reported – not available]
Labour Practices
Cross-Reference/
Direct Answer
LA1 Total workforce by employment type, employment contract and region 61 and 94
Total number and rate of employee turnover by age group, gender and
LA2 61 and 95
region
Benefits provided to full-time employees that are not provided to temporary
LA3 66
or part-time employees, by major operations
0% – Trade unions do not exist in
LA4 Percentage of employees covered by collective bargaining agreements
Abu Dhabi.
Minimum notice period(s) regarding significant operational changes,
LA5 66
including whether it is specified in collective agreements
Percentage of total workforce represented in formal joint management-
LA6 worker health and safety committees that help monitor and advise on 68
occupational health and safety programs
Rates of injury, occupational diseases, lost days, absenteeism and number
LA7 68
of work-related fatalities by region

Education, training, counselling, prevention and risk-control programs in

LA8 place to assist workforce members, their families or community members 68
regarding serious diseases
[Not applicable] - trade unions do
LA9 Health and safety topics covered in formal agreements with trade unions
not exist in the UAE
[Partial – not available] 64, 65 and
96, no data available for average
LA10 Average hours of training per year per employee, by employee category
hours of training per employee
category
Programs for skills management and lifelong learning that support the
LA11 continued employability of employees and assist them in managing career 64 and 65
endings
Percentage of employees receiving regular performance and career
LA12 96
development reviews
Composition of governance bodies and breakdown of employees per
LA13 category according to gender, age group, minority group membership and 57, 62, 63 and 95
other indicators of diversity
LA14 Ratio of basic salary of men to women by employee category 62
Human Rights
Cross-Reference/
Direct Answer
Percentage and total number of significant investment agreements
HR1 that include human rights clauses or that have undergone human rights 100%
screening
Percentage of significant suppliers and contractors that have undergone
HR2 100%
screening on human rights and actions taken
DoT does not offer any kind of
Total hours of employee training on policies and procedures concerning
specific human rights training to
HR3 aspects of human rights that are relevant to operations, including the
employees although it is touched
percentage of employees trained
upon in induction
No incidents were identified or
HR4 Total number of incidents of discrimination and actions taken
reported.
Operations identified in which the right to exercise freedom of association
HR5 and collective bargaining may be at significant risk, and actions taken to 66
support these rights
61 - none of DoT’s internal
Operations identified as having significant risk for incidents of child labour, operations were identified as
HR6
and measures taken to contribute to the elimination of child labour having any significant risk of child
labour

61 - none of DoT’s internal

Operations identified as having significant risk for incidents of forced or
operations were identified as
HR7 compulsory labour, and measures to contribute to the elimination of forced
having any significant risk of forced
or compulsory labour
or compulsory labour
100% – All necessary human
Percentage of security personnel trained in the organization’s policies
rights elements are covered during
HR8 or procedures concerning aspects of human rights that are relevant to
orientation by the security contract
operations
companies.
Total number of incidents of violations involving rights of indigenous people
HR9 0 – 62 and 63
and actions taken
Society
Cross-Reference /
Direct Answer
Nature, scope and effectiveness of any programs and practices that assess
SO1 and manage the impacts of operations on communities, including entering, 43 – 53
operating and exiting
Percentage and total number of business units analyzed for risks related
SO2 58
to corruption
Percentage of employees trained in organization’s anti-corruption policies
SO3 58
and procedures
SO4 Actions taken in response to incidents of corruption 58
DoT creates policy and regulations

for the transport sector of
Public policy positions and participation in public policy development and
SO5 the Emirate of Abu Dhabi, as
lobbying
demonstrated throughout the
report
Total value of financial and in-kind contributions to political parties,
SO6 0
politicians and related institutions, by country
Total number of legal actions for anti-competitive behaviour, anti-trust and
SO7 58
monopoly practices and their outcomes
Monetary value of significant fines and total number of non-monetary
SO8 58
sanctions for non-compliance with laws and regulations

Product Responsibility
Cross-Reference/
Direct Answer
Life cycle stages in which health and safety impacts of products and services
PR1 are assessed for improvement, and percentage of significant products and 46 - 48
services categories subject to such procedures
DoT is not aware of any voluntary
Total number of incidents of non-compliance with regulations and voluntary
or regulatory non compliance
PR2 codes concerning health and safety impacts of products and services during
issues related to products and
their life cycle, by type of outcomes
services
DoT is not aware of any
Type of product and service information required by procedures, and
information required by
PR3 percentage of significant products and services subject to such information
procedures of significant services
requirements
offered
DoT is not aware of any voluntary
or regulatory non compliance
PR4 codes concerning product and service information and labelling, by type of
issues related to service
outcomes
information and labelling
Practices related to customer satisfaction, including results of surveys
PR5 11 and 12
measuring customer satisfaction
None at present – DoT is
Programs for adherence to laws, standards and voluntary codes related
currently developing a media
PR6 to marketing communications, including advertising, promotion and
policy based on national and
sponsorship
international best practices.
PR7 codes concerning marketing communications, including advertising, 58
promotion and sponsorship by type of outcomes
No incidents of breaches in
Total number of substantiated complaints regarding breaches of customer
PR8 customer data or losses of
privacy and losses of customer data
customer data
Monetary value of significant fines for non-compliance with laws and

PR9 58
regulations concerning the provision and use of products and services

Appendix D - Stakeholders
85
Priority Stakeholder
Method of Engagement Priority DoT Issues
Issues
Direct and Ongoing public advertising Affordable transport system Encourage a modal shift from
Indirect or targeted campaigns the dominant car to other less
Accessible, convenient and
Customers polluting and congesting forms
Website integrated transport system
(General of transport
Population and Through our bus drivers on a Fast, efficient and reliable public
Promoting and enforcing safety
Visitors) daily basis transport infrastructure
measures to reduce accidents
Through our customer care Comfortable and clean
Increasing the occupancy of cars
channels open during office public transport
and encouraging the purchase of
hours (available by phone,
High-quality main roads low-emissions vehicles
email or in person)
Conducive urban design
Through daily use of
transportation infrastructure
Employees Annual employee satisfaction Economic reward and benefits Attracting, utilising and retaining
surveys the highest quality of talent
Job security
Intranet available 24 hours a day Increasing the number of
Training and development
emiratis, building their skills and
Quarterly Newsletter
Responsibility and opportunity knowledge to a world-class level
Ongoing internal emails and for promotion
Ensuring the safety and security
targeted campaigns
Safe and inclusive working of all DoT employees
Employees suggestion program environment
reviewed monthly
Work-at-home flexibility
HR complaints program
reviewed monthly
Partner Joint planning and project The transportation system’s Clear direction and allocation of
Government implementation contribution to the roles and responsibilities
Entities and Emirate-level priority measures
Performance management Fast and effective decision
Municipalities and related targets
contracts making and approval of plans
Fulfilment of all roles and and budgets
Memorandums of understanding
responsibilities
DoT’s continued involvement in
Ongoing project consultations
Effectiveness and efficiency of urban planning
Through long term visions and DoT: Effective planning, quality
Transport as a core
master plans that are distributed management systems, and high
consideration in design of all
to all entities performance in operating and
developments, to maximize
regulating the transport sector
sustainable design
Connectivity of all current and
Regulations and guidance
future developments
that set a high standard for
Ensuring that DoT monitors performance and that help
and then systematically transition infrastructure towards
and significantly improves the most sustainable options
environmental performance of
the transport system as a whole
Appendix D - Stakeholders 86
Suppliers Pre qualification surveys Secure, long-term contracts that Getting the best product or
are financially rewarding service for money spent
Contracts
Prompt payment upon delivery of Suppliers with economic
Meetings and service delivery
goods or services stability and a strong reputation
evaluation completed upon
for effective, ethical and
completion A reward/ advantage for supplier
timely delivery
eco-friendliness that has net
environmental, economic and Eco-friendly goods, with
social gains acceptable or even improved
economic performance
Private Sector Transport policy and regulations Integrated transport to all new All new developments with
(Transport developments transport as a core planning
Ongoing project consultations
Related) consideration to maximize
Prompt approval of transport-
Joint planning and transport sustainability impacts
related impact master
modelling
plan assessments Reduced travel through smart
Relevant monthly, quarterly and and mixed-use planning
Issuance of no-objection
annual monitoring systems as
certificates
part of the EHSMS and general
transport monitoring role
Contractors Pre qualifications Clear scope of work and High-quality, fast and effective
specifications along with delivery of projects, especially
Bid and proposal presentations
adequate data, information and large infrastructure projects
Contracts and policies policies required to complete the
Adherence to all Abu Dhabi
project to the desired standard
Regular internal policy EHS policies and procedures
adherence evaluation Long-term relationships based
Ensuring all health and safety
and auditing on multiple projects
guidelines and regulations are
Regular project progress and Prompt payment upon delivery in place to protect contractor
evaluation meetings of projects labour health and safety
The Environment Construction and operation of Protection of ecological systems, Optimal use of finite and infinite
the transport system especially air quality resources to create and operate
the transport system
Energy material and resource Minimal use of finite resources
consumption
Ongoing reduction of all types of
air emissions, including carbon
Appendix D - Stakeholders 87
Appendix E - Acronyms and Glossary
88
Appendix E - Acronyms
Acronym Definition
AAM Al Ain Municipality
ACI Airport Council International
ADAA Abu Dhabi Accountability Authority
ADAC Abu Dhabi Airports Company
ADM Abu Dhabi Municipality
ADNOC Abu Dhabi National Oil Company
ADP Abu Dhabi Police
ADPC Abu Dhabi Port Company
ADSIC Abu Dhabi Systems & Information Centre
ADSG Abu Dhabi Sustainability Group
ADT Abu Dhabi Terminals
ADTA Abu Dhabi Tourism Authority
ADWEA Abu Dhabi Water and Electricity Authority
AFC Automated fare collection
BASA Bilateral Air Services Agreement
CCTV Closed circuit TV
CEMP Construction environmental management plan
CNG Compressed natural gas
CNIA Critical National Infrastructure Authority
CWM Centre of Waste Management
DMA Department of Municipal Affairs
DMS Dynamic messaging signs
DoT Department of Transport
EAD Environment agency - Abu Dhabi
EHS Environment, health and safety
EHSMS Environment, health and safety management system
EIA Environmental impact assessment
FLP Future Leaders Program
GCAA General Civil Aviation Authority
GCC Gulf Cooperation Council
GDP Gross domestic product
GHG Greenhouse gases
GIS Geographical information system
Appendix E - Acronyms 89
Appendix E - Acronyms
GRI Global Reporting Initiative

GSEC General Secretariat of the Executive Council
HR Human resources
ICAO International Civil Aviation Organisation
IMO International Maritime Organisation
ITS Intelligent transport system
KPI Key performance indicator
MoU Memorandum of understanding
MSEC Maritime Security Executive Council
MTR Mass transit railways
NTA National Transport Authority
NTA National Transport Authority
ROPME Regional Organisation for the Protection of the Maritime Environment
SMWT Sustainability management working team
SPA Sea Ports Authority
STMP Surface transport master plan
TransAD The Centre for Regulation of Transport by Hire Cars in the Emirate of Abu Dhabi
TICSS The International Customer Service Standard
TIS Traffic impact study
TMP Traffic master plan
TMS Talent management system
UAE United Arab Emirates
UPC Urban Planning Council
VMS Variable messaging signs
WCMP Walking and cycling master plan
WRM Western Regional Municipality
Glossary
Term Definition
Developed by the Government, in consultation with the private sector, as a 22-year
strategy to achieve socio-economic progress through a set of guidelines and priorities,
Abu Dhabi Economic Vision 2030
ensuring that all stakeholders in the economy are moving in concert, with a clear view
of the long-term goals.
Managed by the Urban Planning council it is designed to help Abu Dhabi filter and
respond to current and future development needs, establish a planning culture and
Abu Dhabi Plan 2030
introduce strong guiding principles for new development grounded in the cultural and
environmental identity of the Emirate of Abu Dhabi.
A measure used to describe how much global warming a given type and amount of
Carbon Dioxide Equivalent greenhouse gas may cause, using the functionally equivalent amount or concentration
of carbon dioxide (CO2) as the reference.
Estidama means ‘sustainability’ in Arabic and is the sustainability initiative of the
Estidama
emirate of Abu Dhabi.
An initiative by the government of the United Arab Emirates to employ its citizens in a
Emiratisation
meaningful and efficient manner in the public and private sector.
A set of guidelines for sustainability reporting developed by the Global Reporting
G3 Reporting Guidelines Initiative and based on the GRI’s Sustainability Framework - the most widely used
common framework for sustainability reporting.
The GRI’s vision is that reporting on economic, environmental and social performance
by all organisations becomes routine and comparable to financial reporting. GRI
Global Reporting Initiative GRI accomplishes this vision by developing, continually improving and building capacity
around the use of its Sustainability Reporting Framework of which the sustainability
reporting guidelines are the cornerstone.
An attempt to provide the best outcomes for the human and natural environment both
Sustainability
now and into the indefinite future.
The integrated management of economic, environmental and social factors for the
Sustainability Management
benefit of all key stakeholders.
The practice of publicly reporting to stakeholders on an ongoing basis, the organisation’s
Sustainability Reporting economic, environmental and social performance including the issues most relevant to
all of its key stakeholders.
Appendix F - DoT Performance Data
92
Our Direct Economic Impact
Sources of Finance (AED)

2009 2010 *Forecast 2011
Funding income 1,874,346,000 2,774,189,000 1,896,882,453
Bus fares and MAWAQiF revenues 72,768,000 190,405,000 264,223,698
Other income 14,709,000 27,690,000 39,487,144
Total financing 1,961,823,000 2,992,284,000 2,200,593,295
Expenditure (AED)
2009 2010 2011 Forecast*
Capital expenditure 1,456,426,000 1,789,880,000 1,162,576,582
Operating costs 124,363,000 625,850,000 334,648,156
Professional and support services 205,286,000 294,137,000 379,275,394
Employees wages and benefits 175,748,000 282,417,000 324,093,163
Total expenditure 1,961,823,000 2,992,284,000 2,200,593,295
* Based on actual until June 2011 (six months) pro-rated for the full year
Appendix F - DoT Performance Data 93

Total Workforce Break-Down

2011
2007 2008 2009 2010
Target
Total number of employees 75 215 468 544 740
Employment by Contract
Regular contract 36 48 66 107 186
Special contract 39 117 329 304 391
Outsourced - 50 73 133 163
Employment by Level
Number of senior management positions - - - 23 27
Number of middle management positions - - - 48 56
Number of workers - - - 473 657
Employment by Sector
Top management 11 20 38 62 84
Aviation 12 21 25 39 50
Maritime 9 23 27 31 48
Surface transport 13 72 261 258 363
Support services 30 79 117 154 195
Employment by Age Group
18–30 15 69 188 186 253
31–40 28 68 143 194 264
41–50 19 43 81 88 120
51–60 7 23 40 50 68
61–70 6 12 16 26 35
Employment by Nationality
Local 40 90 265 248 383
Expatriates 35 125 203 296 357
Emiratisation
Emiratisation percentage 53% 42% 57% 46% 52%
Emiratisation percentage of senior management 100% 100% 100% 88% 96%
Emiratisation percentage of middle management - - - 94% 100%
Employment by Gender
Female 18 30 68 150 197
Male 57 185 400 394 543
Female employment percentage 24% 14% 15% 28% 27%

Female Participation in the Organization’s Management

Number of females in middle management positions 2 0 7 10 10
Number of females in senior management positions 0 0 1 2 2
Turnover Break-Down
2007 2008 2009 2010
Turnover of Total Workforce 2 10 28 36
Turnover percentage 3% 5% 6% 7%
Turnover by Contract
Regular contract - - - 2
Special contract - - - 25
Outsourced - - - 9
Turnover by Level
Senior management positions - - - 0
Middle management positions - - - 4
Workers - - - 32
Turnover by Sector
Top management 1 1 4 7
Aviation 0 1 3 0
Maritime 0 1 2 3
Surface transport 0 3 11 17
Support services 1 4 8 9
Turnover by Age Group
18–30 0 1 0 5
31–40 1 3 20 13
41–50 1 4 6 10
51–60 0 2 2 8
61–70 0 0 0 0
Turnover by Gender
Number of females - - - 14
Number of males - - - 22

Performance Reviews
2011
2007 2008 2009 2010
Target
Percentage (%) of employees receiving regular
17% 12% 100% 90%* 100%
performance and career development reviews
*Consultants and advisers were excluded in 2010, but will be included in 2011

2007 2008 2009 2010
Training Hours
Total number of training hours 245 2,801 6,026 21,908
Average hours of training per individual 3.2 12.3 11.9 40.3
Training Hours per Employee Category
Senior managers - 23.0 26.0 15.8
Middle managers - 36.9 21.8 14.7
Workers - 31.9 29.1 12.6
Training Cost
Total cost of training (AED) 130,540 796,569 2,813,326 2,709,869
Average cost of training per individual (AED) 1,695 3,509 5,538 4,981

DoT Energy Consumption

2009 2010
Indirect Energy Consumption
Electricity (kilowatt-hours) 8,078,786 15,873,193
Electricity (gigajoules) 29,083.63 *57,143.49
Direct Energy Consumption**
Internal diesel fleet consumption (litres) - 7,743.92
Internal diesel fleet consumption (gigajoules) - 235.07
Internal gasoline fleet consumption (litres) 404,000.00 514,222.64
Internal gasoline fleet consumption (gigajoules) 11,108.45 14,139.15
Total Energy Consumption (gigajoules) 40,192.08 71,517.71
*Includes street lighting under DoT mandate in 2010 **Estimated on 2009 and six months of 2010 performance data
DoT GHG Emissions

2009 2010
Indirect GHG emissions (tonnes) 6145.49 12,074.65
Direct GHG emissions (tonnes) 975.98 1,263.40
Total GHG emissions (tonnes) 7,121.47 13,338.05

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Building a Sustainable Transport System

Sustainability Report 2010

01 DoT 2010 Sustainability Report

About This Report

DoT 2010 Sustainability Report 1

Abdulla Rashid Al Otaiba

Summary of Progress against 2010 Commitments

= Completed = Ongoing = Not completed

DoT and Sustainability 4

DoT and Sustainability 5

DoT and Sustainability 6

Gain approval on waterways management regulations and begin implementation

DoT and Sustainability 7

DoT and Sustainability 8

Areas of Focus and Role Main Roads (Regulator, Operator and

DoT and Sustainability 9

DoT and Sustainability 10

We continue to work on developing a corporate stakeholder Customer Care and Satisfaction

DoT Customer Care Center 02 656 6566

DoT and Sustainability 11

Customer Care Numbers Mawaqif Customer Satisfaction

Mawaqif Customer Satisfaction Survey

Illegal parking has been eliminated. 46% 32% 16% 5%

The number of accidents has decreased. 46% 36% 15% 3%

Surely agree Rather agree Rather disagree Surely disagree

DoT and Sustainability 12

Our Sustainability Framework

Outcome: Supports economic growth and diversiﬁcation

The Department An integrated

How We Manage Sustainability

DoT and Sustainability 13

Khalid Saeed Al Mqeemi

DoT and Sustainability 14

DoT and Sustainability 15

Inclusive and Accessible

DoT and Sustainability 16

Outcome: Supports economic growth and diversiﬁcation

The Department An integrated

Abu Dhabi’s Integrated and Multimodal Transport System 18

Icon DoT Role 2010 Infrastructure 2010 Users

Developer, operator and regulator 761 buses 58,000,000 passengers

Regulator 6,445 taxis 53,916,639 passengers

Developer, operator and regulator 2 ferries 73,812 passengers

Undergoing design finalization

Abu Dhabi International Airport 10,855,091 passenger movements

Abu Dhabi’s Integrated and Multimodal Transport System 19

Actively Managing Development

Transport impact 23 181 24

0 40 80 120 160 200 240 280 320 360 400

2009 2010 2011 Forecast

Abu Dhabi’s Integrated and Multimodal Transport System 20

Case Study: Reem Islands

Abu Dhabi’s Integrated and Multimodal Transport System 21

Outcome: Supports economic growth and diversiﬁcation

The Department An integrated

Outcome: Supports Economic Growth and Diversification 23

Outcome: Supports Economic Growth and Diversification 24

The intelligent surface transport system has the potential

While long-term intelligent surface transport projects are in

Outcome: Supports Economic Growth and Diversification 25

Expanding and Modern Public Transport System

Bus Services Operated by DoT

Number of passengers Number of buses in service

Number of new buses phased in Total revenues (AED)