ALDAR Sustainablity Report 2009

Creating
Sustainable
Lifestyle
Communities
ALDAR 2009 Sustainability Report
About this Report
In this first ALDAR sustainability report, we aim

to demonstrate our current understanding of
sustainability, showcase the journey we have
travelled thus far, and outline our direction and
intentions as we embed sustainability into the way
we do business. This report will serve to establish key
performance indicators, determine baselines and set
ambitious targets.
The process of preparing this report has highlighted

areas where we need to implement systems
to accurately capture and then manage our
performance. Information on both the scope and
data quality of this report is provided in the Report
Parameters section.
In preparing this report we have

followed the Global Reporting
Initiative’s (GRI) G3 Guidelines
www.globalreporting.org, the
leading international guidelines for sustainability
reporting. We self-declare this report to meet GRI
Application Level B and the GRI has reviewed and
confirmed this level. If you have any questions,
comments or feedback on this report, please contact
ALDAR at sustainability@ALDAR.com
ALDAR joined the Abu Dhabi

Sustainability Group (ADSG) in June
of 2008. The ADSG is comprised of 20
leading government, private, and NGO
organizations in the Emirate which are committed
to the adoption of sustainability reporting and
management. ALDAR has been elected as a member
of the General Secretariat of the ADSG and is
contributing to the overall direction of the group.
For further information on the ADSG, please refer to
www.adsg.ae
This Report has been prepared from information held by ALDAR and is accurate as at 31 December 2010
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Contents
Message from the Chairman 4

Message from the CEO 5
Summary of 2010 Commitments 6
About ALDAR 10
Sustainability at ALDAR 16
Creating Sustainable Lifestyle Communities 17
Providing Sustainability-Oriented Corporate Support
Functions and Ensuring Strong Corporate Performance 18
Our Sustainability Framework 19
Embedding Sustainability in Our Developments 20
Design Stage 21
Build Stage 31
Own and Operate Stage 45
Steward Stage 55
Embedding Sustainability in Our Corporate Functions 59
Governance 61
Economic Impact 63
Workforce 64
Environmental Impact 68
Relationships 70
Appendices 73
Appendix A: Summary of Performance 74
Appendix B: Subsidiaries and Joint Ventures 76
Appendix C: Report Parameters 77
Appendix D: GRI Index 78
Appendix E: Acronyms 79
Appendix F: Glossary 80
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Message from the

Chairman
The late Sheikh Zayed Bin Sultan Al Nahyan, founder and
first President of the UAE, and H. H. Sheikh Khalifa Bin
Zayed Al Nahyan, President of the United Arab Emirates,
are regarded as pioneers of social and environmental
conservation, and we believe it is vital that ALDAR, Abu
Dhabi’s leading property development, management
and investment company, continues to work in unison
with its peers in the Abu Dhabi Sustainability Group to
continue this great legacy.
It is our responsibility to future generations of Abu

Dhabi citizens that we strive to adapt our projects
to the unique ecology and society of Abu Dhabi, by
creating and managing economically, socially and
environmentally sustainable communities that facilitate
the development of the Emirate.
Ours is not an exclusive challenge. Much of the world

is facing up to the issues of transitioning from a 20th
Century, carbon focussed economy into one fit for the
low carbon world of the 21st Century whilst meeting the
social needs of a growing population.
Ahmed Ali Al Sayegh

Chairman
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Message from the CEO
Welcome to the first ALDAR Sustainability Report. But it is also about commercial sustainability. For ALDAR,
As the largest developer in Abu Dhabi, ALDAR’s mission that means creating places that will provide owners and
is the development of first class sustainable communities investors with long term quality, growth and security. Our
to support economic diversification and the planned focus is on creating “community living” – real places that
growth of the region. We are doing this by creating will evolve over time, where facilities, delivered to the
quality products across the full development spectrum highest standards are available in one location and are
- residential, commercial, retail, leisure, education, and fully integrated within its society.
health. We are also involved in the actual “infrastructure”
- fulfilling our role as a key partner to the government in Taking sustainability seriously is therefore more than a
developing major civic works to community facilities. “should” do, it is a “must” do, not only for the preservation
and protection of natural resources and society, but also
There is a unique scale and diversity to our operations for the true and lasting success of any business.
and this has a variety of impacts of which we must be
conscious. What this report demonstrates is ALDAR’s Our staff are the key tool in implementing sustainability
ability to anticipate and lay the foundations to address management across our organisation and I thank
the future, thereby seeking to minimise the effect on the them for their efforts. There has been some great work
ecosystem and benefit the society, culture and economy completed so far in raising our sustainability performance
underpinning Abu Dhabi. but we always strive to achieve more.
As the Chairman says, this is not a challenge exclusive This first report is a “benchmark”. It contains a number of
to ALDAR but one faced by all organisations in the new targets for the future to sustain our momentum in
21st Century. It is not an exaggeration to state that this field. ALDAR is committed to making a real difference.
sustainability must be at the heart of everything we
do if we are to demonstrate a will to manage the We look forward to updating our stakeholders on our
responsibilities we have to our stakeholders which progress.
include the Government and the people of Abu Dhabi.
John Bullough
But what is Sustainability? Chief Executive Officer
The preservation and protection of resources are

often the first things that come to mind. Abu Dhabi is
blessed with many resources that have facilitated the
transformation that is already well underway, as well as a
vibrant ecological environment symbolised by the native
mangroves and aquatic life around us. However, we must
take a responsible approach to what we have and must
continue to work hard to preserve this.
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Summary of 2010 Commitments

Design Stage Commitments
Formalize,
Design all Design all track and improve
best cases for mixed-
new buildings to new communities use ratio, residential and
meet a minimum of 2 to meet a minimum of non-residential unit type
ratios, and "community feel"
Pearls under the new 2 Pearls under the new best practices in order
Estidama Guidelines Estidama Guidelines to design and assess
ALDAR communities
accordingly
Track and
report on the All development
results of stakeholder projects will be
engagement at the required to submit
Sustainability
Design stage, and will Management Plans as
conduct a stakeholder part of the Design
satisfaction survey Control Process.
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Build Stage Commitments
100% of new
100% of new ALDAR contracts will require Aim to have zero
development projects CEMPs to be used on incidence of non-
will implement CEMPs. ALDAR development compliance with CEMP
projects.
Collect
data and
report on diesel Require 100% of
Aim for zero breaches consumption for ALDAR development
on-site electricity
of regulations, generation across all projects to report
notifications or fines project sites, and on their resource
for construction consumption
vehicle use
Develop a waste Report on all Develop and

management plan and environmental undertake a
criteria for improved protection mangrove survey
performance expenditures programme across our
developments
Aim for no
more than 500
hospital referrals on-
Aim for a zero fatality Achieve a LTIFR of less site, more than a 60%
rate than 0.25 reduction from 2009
performance
Develop and
Aim to reduce the track quality of Increase sustainable
number of first aid life indicators for all procurement spending
cases by 30% operatives in our by 20%
Operative Villages
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Own and Operate Stage Commitments
ALDAR
Each operations
Set up a systematic will implement management team
environmental will finalize a group of
reporting mechanism
initiatives in managed indicators to monitor over
for electricity and water operations with reduction the course of the year
consumption for all which cover priority areas
goals to be set in 2010 of value to the customer
ALDAR assets for energy, water and as well as ALDAR
waste
Steward Stage Commitments
Launch a website with Develop quality of Develop a reporting

an interactive forum for life indicators for the mechanism to track and
ALDAR residents targeted lifestyle of each monitor key performance
community indicators
Begin forming
stakeholder councils in
our communities
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ALDAR Corporate Functions and Performance

Commitments
Establish Establish a
Issue a focus
a sustainability career development statement, with clearly
committee for the team to address defined organisational and
systematic implementation employee concerns and departmental objectives,
that will address the All
of sustainability gaps in professional
Staff Survey findings
throughout our development
operations
Begin tracking Accomplish a 50%

the waste, electricity Implement segregated reduction in water
and water consumption materials recycling for bottles at ALDAR's
patterns of our office activities headquarters by end of
operational assets 2010
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About ALDAR
ALDAR Properties PJSC (Public Joint Stock The emirate anticipates a 346% increase in
Company) is a premier real estate development, population by 2030 and has accordingly outlined a
management and investment company vision of sustainable economic and social growth
headquartered in Abu Dhabi, one of the fastest- in its Abu Dhabi Vision 2030 strategy.
growing cities in the world. As one of the
largest developers in the emirate, ALDAR has ALDAR is owned by leading Abu Dhabi institutions,
assumed a leadership role in the emirate’s land founder shareholders and over 18,000 individual
and infrastructure development through the investors. The top five shareholders as at 31
creation of high-quality, attractive and sustainable December 2009 are Mubadala Development
communities-communities equipped with Company (19.0%), Abu Dhabi Investment
residential, commercial, retail, leisure, hospitality, Company (7.2%), National Bank of Abu Dhabi
healthcare and educational facilities. ALDAR aims (5.2%), HSBC Bank PLC (4.5%), and Tasameem Real
to build communities that capture the attention of Estate Company LLC (3.5%).
the world while preserving the cultural and natural
heritage of the emirate.
Our Vision
To become Abu Dhabi’s leading developer and owner of sustainable lifestyle communities.
Our Mission
• Put our customers, current and future, at the heart of everything we do
• Offer them quality products at affordable prices across the complete spectrum
• Support Plan Abu Dhabi 2030 by creating the very best in community living
• Reward our shareholders for their support with long-term stable returns
• Provide all our employees with the opportunity to work in a rewarding and fulfilling environment
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ALDAR Achievements
Significant Achievements in 2009
Bringing Formula One to the United Arab Emirates: ALDAR properties brought the inaugural
Formula One Etihad Airways Abu Dhabi Grand Prix to life on the Yas Marina Circuit. A notable motorsport development,
the track has been described by the Formula One President as one of the most exciting tracks he has ever seen.
Over 100 Million Hours Worked Without Lost Time Injury: ALDAR achieved the significant
health and safety milestone in early 2009; a grand feat considering ALDAR supervised over 70,000 people working
on a diverse portfolio of projects.
ALDAR partners with Cambridge University: ALDAR partners with Cambridge University’s Judge
Business School for ALDAR’s LEAD programme.
Launches UAE National Housing Project: ALDAR launches Al Falah Development, comprised of 5,000
units for UAE Nationals.
ALDAR Academies opens third School: ALDAR Academies opens its third school, Al Muna Primary in
September 2009.
Awards and Recognition

ALDAR project awarded World’s Leading Tourism Development Project:
Yas Island, ALDAR’s premier leisure and entertainment destination, was selected as the World’s Leading Tourism
Development Project at the World Travel Awards, a red-carpet event held in London, in November 2009.
ALDAR granted the Estidama Excellence Award by the Abu Dhabi Urban
Planning Council: ALDAR’s sustainable master plan for Mina Zayed, a world-class waterfront city quarter of Abu
Dhabi, was awarded the Estidama Excellence Award at the World Future Energy Summit by the Abu Dhabi government.
The design of the city quarter aims to reduce reliance on cars and improve quality of life for the 182,000 residents, and is
adopting a sustainable energy, water and resource strategy, while creating 310,000 new jobs.
Best Office Development: HQ, Al Raha Beach (Arabian Property Awards)

Best Mixed Use Development for Yas Island (Arabian Property Awards)
ALDAR wins Environmental Awareness Award: ALDAR‘s environmental advertising campaign wins
three awards at Dubai Lynx Awards. The campaign covered energy, water and paper saving initiatives
Best Islamic Real Estate Finance Award: Awarded at the Cityscape Middle East Award ceremony (2008)
Best Development Award: Al Bandar, Al Raha Beach (Arabian Property Awards)
Best Health and Safety Achievement in Construction Award: Awarded by the Safety and Health
Practice and Institute in Occupation Safety and Health (2008)
End of 2009 Corporate Snapshot

Revenues: 1,979.3m AED Developments in Design stage: 10
Earnings per Share: 0.39 AED Developments in Construction Stage: 14

Developments in Operations stage: 12
Assignments since 2005 launch worth: US$75B
ALDAR Corporate Employees: 598
Land Bank: 52 km2 Total Average Construction Workforce (approx): 70,000
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Our Structure
ALDAR has been evolving from primarily a developer, to a combined role of developer and owner/manager.
Our business units reflect this evolution, covering the development, ownership and management of six
types of developments, as outlined below. In many cases, this has included the creation of subsidiaries and
joint ventures. Some of these subsidiaries are noted below, while a more complete list of subsidiaries and
joint ventures can be found in Appendix A. These operational divisions and subsidiaries are supported by
other ALDAR departments such as finance, human resources, environment health and safety, and others.
Projects
Projects undertaken by ALDAR include commercial and residential properties, retail developments, hotel
and leisure facilities, tourist attractions, luxury resorts and schools. Although a number of ALDAR’s projects
that are still under development are for sale, as part of its long-term business strategy, ALDAR will hold and
manage selected ones as individual operational businesses, enabling it to secure long-term revenue streams.
Apart from property development, ALDAR currently has the following operational business divisions:
Estates Management Hotels (ALDAR Hotels and Hospitality LLC)
We are committed to delivering high-quality ALDAR Hotels and Hospitality LLC is at the forefront
residential, retail and commercial projects to the of hospitality related developments in the Emirate
nation, while generating recurring returns for of Abu Dhabi to complement ALDAR’s overall
our stakeholders. As part of our strategy, we have objective of supporting Abu Dhabi becoming
kept a proportion of our development projects as a world renowned prime business and leisure
investment properties yielding long-term income for destination.
ALDAR.
Marinas (ALDAR Marinas LLC) Golf Courses (Yas Links LLC)
ALDAR Marinas LLC aims to provide world class With the prime objective of developing and
marina facilities and services as an integral operating the Links Golf Course, the Yas Links
component of selected waterfront developments LLC has plans to identify opportunities for new
being built by ALDAR. ALDAR Marinas LLC will ventures. It aims to provide specialised services
supervise the design and construction of marinas in design, development and operations of golf
and will operate them upon their completion. facilities through a team of highly skilled and
qualified experts.
Theme Parks (Farah Leisure Parks Management LLC) Schools (ALDAR Academies LLC)
Farah Leisure Park Management LLC (Farah) will be Established in 2007, ALDAR Academies LLC is
operating the region’s first Ferrari theme park on Yas currently operating three schools with a mission
Island which will also be the largest indoor park in the to expand its portfolio by building several new
world. schools for the growing student population of Abu
Dhabi.
Aiming to explore further opportunities to expand
its current profile, Farah expects to enter into
partnership with other renowned brands.
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Our Stakeholders
Our Understanding of Their

Our Stakeholders How we Engage Our Response
Priority Issues
- Annual general meetings - Sound governance and - Disclosure of financial statements
Investors (AGMs) reputation
Over 18,000 - Diversifying portfolio
- Committee meetings - Protection of assets and wealth - Profitable growth
shareholders - Financial reports - Good return on investments
- Annual Report - Award-winning performance
- Shareholder Value
- Website - Transparent financial information - Prudent financial management
- Investor Relation Dept - Good credit rating - Continuously meeting requirements
- Investor presentations - Sustainable long-term growth of Abu Dhabi Securities Exchange
- Meetings - Meeting Abu Dhabi Vision 2030 - Support in policy development (e.g.
Government
- Regulatory inspections and objectives UPC’s affordable housing policy)
Our Abu Dhabi
audits - Benefiting the development of - Following procedures and
Government, Federal
- Report submissions Abu Dhabi and catering to the specifications
Government, and
- Planning approvals process population - Delivering infrastructure
Regulators
- Compliance with laws - Maintaining open and transparent
- Contribution to quality of life communication
Employees - Darna staff magazine - Job security, fair pay, good - Competitive salary
598 corporate - DARnet - intranet working-conditions, and equal - Equal opportunity
employees, and - All Staff Survey opportunities - All Staff Survey and transparency
more than 70,000 - Employee appraisals - Continuous career development - LEAD and other training and
operatives associated - All Staff events and - Clear roles and responsibilities development programs
with ALDAR projects conferences - Communication with - Transparent recruitment process
- Accessibility of staff to management and between - Health and safety incentives
Human Resources departments - Staff recognition (year end gala)
Supply Chain - Contracts - Fair engagement and contracts - Fair bidding processes for projects
Our contractors, - Prequalification meetings - Timely payment - H&S Trainings for our operatives
operatives, suppliers, - Day-to-day liaison - Favourable working conditions - Community-building initiatives in
and business partners - Opportunities for growth the ALDAR Operative Villages
Customers - Events and tradeshows - Safe and clean environments - Annual General Meetings for
Our customers - Promotional material - Fair costs and charges community residents
are made up of - Customer service centre - Good infrastructure and - Residential Satisfaction Survey
development owners, - Facilities management amenities - Customer service centre
end-users, students, - Website - Community spirit - Deliver customer-driven stock
visitors - Ongoing developments - Quality product - Show home events
and end product - Connection with Abu Dhabi
- Clear vision and controlled
master plan
Community - Media communication - Same as ALDAR’s customers, as - Comprehensive master-planning

Residents of Abu - Cityscape well as: - Providing good education facilities
Dhabi and areas - Website - Social inclusion - CSR contributions
where we build - Infrastructure and - Employment opportunities
and manage community development - Investing in the community/CSR
developments - ALDAR Academies
NGOs - Informal meetings - To be heard - Discussion forum
WWF, EEG, UN, WHO, - Polices - Support - Supporting causes through financial
ILO, Red Crescent - Website - Adoption of principles support and initiative involvement
Voiceless - Monitoring - Protection of the environment - Environmental Management Plans

Environment, - Protection - Responsible resource - Hiring environmental consultants
Resources, and our consumption - Mangrove planting initiatives
future generations - Ensuring future generations have - Embedding sustainability in our
the same opportunities we have strategy and operations
today - Compliance with regulations
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Our Portfolio
Design Stage Build Stage Own & Operate/Stewardship Stage

Yas Island Yas Island Etihad Plaza
Nareel Island Sha’salamah mosque Al Jimi Mall
Khalifa University Shiebhat Al Watah National Housing Al Muna School
Motor World Nareel Island Al Mamoura A&B
Al Raha Beach Mussafah Operative Village Al Raha Gardens
Al Falah Town Centre The Wing Al Yasmina School
Al Bateen Park Abu Dhabi Cleveland Clinic Hospital Royal House (Hala Arjan)
ARG-Retail Central Market The Pearl School
Mina Zayed Baniyas Towers Yas Island
Al Raha Beach
Al Gurm
Al Falah Community
Al Ain Operative Village

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Our property development portfolio is diverse in scope and style, attracting worldwide interest and inward
investment. Spanning over 52 million square metres of land in strategic locations throughout Abu Dhabi,
our portfolio includes major developments and redevelopments in residential, commercial, retail, hospitality,
education and healthcare sectors, among others. ALDAR currently manages 28 projects which we have
categorised, for the purposes of this report, according to their stage of development: the Design stage; the
Build stage; the Own and Operate stage, at which time they are functional; and finally the Steward stage,
during which community members and leadership networks are engaged in reinforcing the sustainable
lifestyle qualities of the community
ALDAR’s portfolio highlights includes:
Yas Island, Abu Dhabi’s multi-billion-dollar

flagship lifestyle and entertainment hub including
the world’s largest indoor theme park (Ferrari
World). Upon completion, Yas Island will feature
five-star and boutique hotels, a water park, a
250,000 m2-retail-outlet shopping mall, golf
courses, marinas, restaurants, and residential and
commercial properties.
Central Market in downtown Abu Dhabi, a rebirth

of one of the emirate’s popular landmarks: the
former centre of trade and tourist attraction for 40
years.
Al Raha Beach development, is the ‘Ultimate

Waterfront City’, which is being built along 10.5
kilometres of beachfront offering residential,
commercial, cultural and entertainment facilities
and will soon be home to the new World Trade
Centre building.
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Sustainability at ALDAR
Our Sustainability Approach
Our goal is to create sustainable lifestyle communities, taking into account the full range of considerations of
all our stakeholders. Our approach to sustainability concentrates on three main elements:
Understanding and defining the key elements of sustainable lifestyle communities

Executing a four-stage process for creating sustainable lifestyle communities
Providing high-quality corporate support functions and ensuring strong corporate performance
Defining Sustainable Lifestyle Communities

Sustainable communities are places where people want to work and live, now and in the future: they
meet the diverse needs of existing and future residents, respect and function within long-term ecological
constraints, and contribute to a high quality of life. Simply put, sustainable communities integrate and
optimise the social, economic and environmental components of the community, while respecting the
needs of other communities regionally and globally. There are at least five key elements of sustainable
communities that ALDAR aims to integrate into all our projects, and which are fully aligned to Abu Dhabi’s
Vision 2030. These elements are summarised in the following table.
“The important thing is to serve

the community... our strong belief
is in building today’s project for
tomorrow’s market…”
Sami Asad Chief Operating Officer of ALDAR Properties PJSC
Understanding and Defining Sustainable Lifestyle Communities
Key Elements Alignment with Abu Dhabi Vision 2030
The right mix Creating Communities that include all the key ingredients-in the right balance-to make them
attractive and vibrant communities
Socially vibrant Offering attractive social, recreational, health and education services, and outstanding performance
on quality of life indicators
Economically sound Combining affordability with asset appreciation, job creation and local micro-economy development
Environmentally sustainable Using innovative design and technologies for reducing environmental impact and living within long-
term environmental constraints
Actively engaged Using civic engagement and collaborative governance as the catalyst for ongoing innovation and
improvement in community health and attractiveness
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Creating Sustainable
Lifestyle Communities
Achieving sustainable lifestyle communities requires key interventions at all stages of community
development. To ensure we understand and respond to the critical sustainability issues at each step, we
have divided, and aim to systematically manage, our sustainability performance across four main stages of
community development.
Four Stages of Creating Sustainable Lifestyle Communities

Stage Material Issues Our Aim
• Alignment with Abu Dhabi Vision 2030
By incorporating sustainability at
• Maximizing the economic and social prospects of a
the Design stage, we intend to
community
significantly enhance the economic
• Design that supports a “sense of community”
Design prospects and quality of life
• Resource consumption
prospects of a community, while
• Protection and enhancement of local ecology
dramatically improving its designed
• Integration with surrounding communities
environmental performance.
• Designing within financial parameters
• Health and safety
• Labour management/operative welfare
Our communities will be built using
• Reducing emissions
innovative designs and technologies
• Waste management
Build for reducing environmental impact,
• Sustainable procurement process
while prioritising health and safety of
• Impact on surrounding communities
our operatives and residents.
(ecological and human)
• Resource consumption
Our communities will be socially

vibrant, with attractive recreation,
• Customer Satisfaction
health and education services, and
• Energy and water consumption
outstanding performance on quality
Own and • Waste management
of life indicators; generating health
Operate • Health, safety and security
and contentment benefits alongside
• Continuous profitability
financial savings. Our buildings will be
• Preventative maintenance and upkeep of the facilities
operated efficiently whilst meeting
the needs of the occupiers.
• Engaging customers, tenants, and the community to Thriving communities require

raise awareness and actively participate in preserving the active civil engagement and multi-
natural and built environment stakeholder collaboration. ALDAR
• Building and collaboration with leadership networks will be the catalyst for this ongoing
Stewardship
to promote stewardship in ALDAR communities and collaboration, engagement, and
properties as well as in Abu Dhabi tracking of indicators of community
• Encouraging participation in community building health.
social activities
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Providing Sustainability-Oriented
Corporate Support Functions
and Ensuring Strong Corporate
Performance
Our corporate functions support our efforts to create sustainable lifestyle communities. These functions
play a key role in setting the policies, management systems and corporate culture required to achieve our
corporate objectives, and will be essential to embedding sustainability across the organisation, including
within their own functions. There are five main corporate functions essential to our business performance.
Embedding Sustainability in Our Corporate Functions and Impacts

Corporate
Material Issues Our Aim
Function
We believe ethical business practice is
• Ensuring integrity, accountability and trust
absolutely fundamental to long-term
• Ensuring good return on investments for our
business success. We also recognise the
shareholders
Governance importance of being accountable towards
• Complying with government laws and regulations
all our key stakeholders. We will work
• Ensuring alignment of corporate vision with Abu
unceasingly to maintain the trust of all our
Dhabi Vision 2030
key stakeholders.
We recognise that our presence in an
• Being profitable area generates significant economic
Economic • Generating economic opportunities for suppliers opportunities for employment and
Impact and community members suppliers. We will work to ensure that
• Reinvesting in society economic gains contribute to the socio-
economic development of communities.
• Maintaining labour management relations
Our people are our critically important
• Ensuring quality of life in our Operative Villages
resource. We aim to empower them to
• Supporting Emiratisation drive
continuously improve and deliver results,
Workforce • Providing training and development
and integrate more sustainable practices
• Promoting staff satisfaction
into all aspects of our operations and our
• Encouraging employee diversity
value proposition.
• Health and safety
We believe in leading by example.
Therefore we recognise that we must
• Monitoring and managing our energy, water and
practice minimizing our negative
Environmental material consumption
environmental impacts in smart and
Impact • Raising awareness of sustainability and
innovative ways, in our actions and
environmental issues in the workplace
through our purchasing choices and
consumption patterns.
• Supporting and collaborating with our government
partners We are committed to building relations
Relationships • Forming strategic alliances with our private sector within and outside of our sector to boost
and NGO partners our contribution to society.
• Supporting our local communities through CSR
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Our Sustainability Framework
Our sustainability framework captures these three essential elements:

Understanding and defining the key elements of sustainable lifestyle communities
Executing a four-stage process for creating sustainable lifestyle communities
Providing high-quality, sustainability-oriented corporate support functions, and ensuring strong
corporate performance
Creating Sustainable
Lifestyle Communities
Key Elements
Aligned with Abu Dhabi Vision 2030
Active Civil
Environmentally Engagement and
The Right Mix Socially Vibrant Economically Sound
Sustainable Collaborative
Management
Four stage Process

Embedding Sustainability in our Developments
Design Build Own & Operate Steward
Corporate Function and Performance
Governance Economic Impact Our Workforce Managing our Relationships

Environment
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Embedding Sustainability in Our

Developments
Four stage Process
Embedding Sustainability in our Developments
Design Build Own & Operate Steward
ALDAR’s Development Control

Process
The four main stages of ALDAR developments are Design, Build, Own and Operate, and Steward. In 2009,
ALDAR established a comprehensive Development Control Process (DCP) as a means of capturing and
continuously improving project delivery processes across each of these core project stages. The DCP defines
in detail ALDAR’s project methodology, including gateways for quality and performance checks, and clear
definitions of roles, responsibilities and decision-making processes.
The DCP aims to ensure that our rigorous standards are applied consistently across our portfolio, with each
project meeting the following six targets:
Clearly articulated project objectives and project brief

Planning
for success Time, cost and quality targets
Feasibility
Clarity on roles and responsibilities

Clarity on accountability
Clarity on stakeholder engagement—who to engage and when
Transparency and control Engaging the Executive Management Team to assist with decision making and sign-offs
Empowerment for project teams between decisions and sign-offs
Clarity from project inception

Product and brand integrity
Integrity maintained throughout the process through to asset ownership and management
How projects are delivered

Consistency
Ways of working and communicating
Standardization of product and process
Robust financial appraisals

Commerciality
Focus on commercial implications of projects
Guidance on sustainable practices is embedded within each stage of the DCP, with further refinement
planned for 2010. Although the DCP involves seven stages, for the purposes of simplicity we have condensed
these stages into Design, Build, Own Operate, and Steward. The following chapters outline the key
interventions we are aiming to make at each stage in order to most successfully create sustainable lifestyle
communities.
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Design
Design
Design Stage
By incorporating sustainability at the Design stage, we

intend to significantly enhance the economic and quality of
life prospects of a community, while dramatically improving
its designed environmental performance. Design is the most
important stage of intervention.
Key Issues Key Interventions and Rationale
• Aligning with Abu Dhabi Vision Sustainable Building Design

2030 A single building can be designed to be resource-efficient, in terms of
energy, water and material use, without compromising performance;
• Maximizing the economic as well as incorporating more environmentally friendly and healthy
and social prospects of a building materials. Furthermore, buildings can be designed to benefit
community the well-being of occupants and surrounding communities and
environment.
• Promoting design that supports
a ‘sense of community’ Sustainable Community Design
Leveraging Sustainable Buildings: When sustainable design is
• Resource consumption applied to an entire community, and when design and function of
multiple buildings are integrated, these effects are compounded,
• Protection and enhancement of reducing infrastructure needs, time to build, costs and waste through
the local ecology lower collective demand.
• Integrating with surrounding Choosing the Right Mix: Economically and socially, the right housing,
communities non-residential, and overall real estate mix is critical. The right mix not
only contributes to functionality, but supports the creation of a sense
• Designing within financial of belonging.
parameters
Infrastructure Appropriateness: Well-designed infrastructure
improves accessibility and connectivity for all, while enabling a low
environmental impact
Connection with Nature: Consideration of open spaces and

surrounding environment can lead to improved well-being alongside
significant benefits to the local ecology.
Estidama Community Design Guidelines: A key element of the new

Estidama guidelines is their focus on integrated community design,
which systematically recognises the multiplier effect of adopting
sustainability at the community system level.
Embedding Sustainability and Aligning to Abu Dhabi Vision 2030:

ALDAR’s Development Control Process (DCP) places emphasis on
incorporating the preceding sustainability elements throughout the
Design stage. Our overarching goal is to develop sustainable lifestyle
communities aligned to Abu Dhabi’s Vision 2030.
22
Design
23
Design
Perspective
From an opportunity perspective, the Design in order to provide a benchmark for assessment of
stage is the most critical stage of intervention buildings. ALDAR became a corporate member of
for achieving higher levels of sustainability. By US Green Building Council in June 2009. Twenty-
incorporating sustainability at this stage, we two ALDAR staff (involved in projects and design)
intend to significantly enhance the economic attended the LEED Core Concepts and Strategies
and quality of life prospects of a community, Workshop on 8 October 2009, to raise awareness in
while dramatically improving its designed projects on LEED and Green Building Design.
environmental performance. There are two main
levels of intervention: at a building-specific level ALDAR’s efforts to adopt sustainable building
and at a community design level. design are increasingly evident. Case studies from
our HQ building, Shams Towers, and Trust Tower
Design Stage Profile 2009 can be found in the following pages.
Land area of developments in the Design stage 3987 Ha
% of ALDAR developments in the Design stage 30%
Projects with Green Building

Target
Sustainable Building HQ Building

Targets
LEED Silver
Design Trust Tower - Central Market

Development
LEED Gold
Cleveland Clinic LEED Gold

A single building designed to be resource Al Zeina (ARB)
efficient, without compromising performance, Used LEED to
Al Muneera (ARB)
inform designs
can reduce energy use by 24–50%, carbon dioxide Yas Mall
emissions by 33–39%, and water use by 40%.
Furthermore, sustainable design can incorporate
more environmentally friendly and healthier
building materials. ALDAR has committed to
designing all future buildings with these targets
firmly in mind.
As champions of sustainable buildings and

communities, ALDAR has supported the
development of the Estidama Pearl Rating
We will design all
System, an Abu Dhabi-focused sustainable
building standard developed in collaboration new buildings to meet
with the Urban Planning Council (UPC) and the a minimum of 2 Pearls
Environment Agency – Abu Dhabi (EAD). The first
program of its kind in the Middle East region, the under the new Estidama
Pearl system encompasses specific guidelines Guidelines
for green buildings that are tailored for local
conditions. The Estidama system was formally
launched in early 2010, and ALDAR is committed
to all ALDAR buildings being designed to meet a
minimum of 2 Pearls.
Prior to the release of Estidama, ALDAR had been

referencing international systems, such as LEED,
24
Design
Delivering Award-Winning
Sustainable Designs
HQ, Al Raha Beach
ALDAR’s award winning Head Quarters (HQ)
building is the first disk shaped office building
in the world. Designed to meet the demands of
regional and international companies for high-end
office accommodation, the 120-metre structure
is one of Abu Dhabi’s first buildings seeking
certification under the US Green Building Council
(USGBC) LEED® rating system, aiming for a Silver
rating* under the LEED Core and Shell Version 2.
HQ stands as a regional and international marvel

of modern architecture. Before HQ was built, an
analysis was undertaken during initial project
conception allowing for due consideration of
design and functionality as well as materials and
product selection to ensure that sustainability
was taken into consideration-reducing long-term
energy needs and future proofing designs for the
market. There have been a number of principles of
sustainable design implemented in the designing
and construction of the HQ building, including but
not limited to:
Reduced energy consumption,** reducing in turn CO2 emissions and associated impacts: The building design has
many energy efficiency measures that have been projected to reduce overall energy use in the building by more
than 17%. Energy-efficient measures include intelligent lighting controls that automatically sense daylight and use
motion sensors to turn off lights in unoccupied areas, lighting systems on timers, state-of-the-art air conditioners and
other energy-efficient systems. Also the walls of HQ were made energy-efficient through improved glazing and wall
construction to retain cool air and keep out the outdoor heat.
Reduced water consumption, thereby reducing associated CO2 emission associated with the production of water
in Abu Dhabi, and helping to preserve this precious resource. Office water consumption was reduced by more
than 30% through the use of water-efficient fixtures, and a 70% reduction in water use for irrigation through the
irrigation design and selection of appropriate plant species
Minimisation of light pollution
Use of HVAC&R and fire suppression systems which eliminate emissions that contribute to ozone depletion and
global warming
Use of FSC Certified wood
Reduced waste generation during construction by prefabricating elements, such as toilet pods, stairs cases etc. off-site
Diversion of more than 50% of construction waste from landfill
An automated vacuum waste system to reduce nuisance associated with the handling, storage and transportation of
waste and allow the recycling of tenant waste
Control of construction activities to reduce impact on the local environment
Adoption of green housekeeping practices
The recognition that HQ has received has helped to shine a spotlight on the possibilities in sustainable
designs. This attention has presented an opportunity for ALDAR to promote ‘green education’, engaging with
our tenants and updating them on both ALDAR and our tenants’ environmental performance.
* ALDAR is currently undertaking the LEED submission process to gain formal certification from USGBC.
** ALDAR has frequently been asked about the impact that building orientation would have on the energy consumption of this building. We therefore undertook additional energy modelling to determine this impact;
the results predicted an energy saving of just 1.5%.
25
Design
Trust Tower, Central Market
Trust Tower is a 72,000-square-metre

grade-A premium office building located
in the heart of Abu Dhabi’s city centre,
and part of ALDAR’s redevelopment of the
Central Market site. At the forefront of Trust
Tower’s design is sustainability, and careful
consideration has been taken to balance the
environmental impact of its development,
whilst creating high-quality office space that
will meet the needs of its user and business
occupants.
The design is currently undergoing a LEED

Core & Shell Version 2 pre-certification
review by the US Green Building Council and
is anticipated to achieve a Gold rating.
The building is anticipated to achieve a

25% reduction in energy consumption by
utilizing intelligent lighting systems, the
most state-of-the-art and efficient HVAC
and building management systems. A 30%
reduction in potable water consumption is
expected with the installation of efficient
water-fixtures, and a 100% reduction in
potable water consumption for irrigation
will be demonstrated, by strictly recycling
condensate from air conditioning systems
for low-hydration plants. By practicing
responsible procurement, 95% of the
wood used will have been sourced from
Forest Stewardship Council (FSC) certified
wood, to ensure the mitigation of indirect
environmental damage. The tower is also
scheduled to be equipped with a tenant
recycling system which will collect and
correctly dispose of all recyclables.
The end-user will benefit most from our

sustainable designs, as the innovative
building envelope is estimated to save five
million dirhams per annum in lowered air
conditioning costs alone.
26
Design
Incorporating Unique
Environmental Design Aspects
Shams Towers, Yas Island
Yas Island is home to what some have called the
‘jewel’ of the Formula 1 racing circuits, the Yas
Marina Circuit. In designing this track, ALDAR
wanted to make a highly visible statement of
environmental commitment by innovative use of
otherwise unused space and renewable natural
resources.
ALDAR installed a customised photovoltaic solar

panel system spreading over 2,500 square metres,
which serves the 60-metre-high Shams Tower. The
solar system will simultaneously provide shade
for the car park underneath and produce 450
megawatt-hours of clean solar electricity annually.
Power generated will not only offset electricity
needs during motorsports events, but will also
continue to power the Yas Marina Circuit facility
for decades, saving 400 tonnes of greenhouse
gases annually.
The panel installation was completed in unison

with other building works, maximising resources
and minimising time delays. The solar panels
yielded nearly 57,000 kilowatt-hours in just over
two months of operations in 2009. The panels’
connection to the Abu Dhabi Municipal grid
ensures all produced solar power is utilised.
27
Design
Sustainable Community
Design
Leveraging
Sustainable
We will design all new
Buildings
We will formalize, When
communities to meet
track and improve sustainable
a minimum of 2 Pearls
best cases for mixed- building under the new Estidama
use ratio, residential and design is Guidelines
non-residential unit type applied to all
ratios, and "community feel" the buildings
best practices in order
in a planned
to design and assess
ALDAR communities community,
accordingly and when design
and function
of these buildings
Designing Appropriate
are integrated, the
Infrastructure
beneficial sustainability effects
Well-designed infrastructure improves accessibility
are multiplied. Resulting benefits include reduced
and connectivity for all, and plays a critical role in
infrastructure needs, reduced time to build, and
facilitating vibrant communities. It also enables
lowered costs and waste produced. The benefits
low environmental impact, in the construction
not only lighten environmental impacts, but
phase and especially over the longer term.
generate significant financial benefits, creating a
strong business incentive to maximise sustainable
design of communities. Beyond this aggregation
Connecting with Nature
effect, there are other key elements of sustainable
Consideration of open spaces and surrounding
community design, as follows.
environment can lead to improved well-being.
Availability and proximity of open spaces is one of
the most commonly measured indicators amongst
Choosing the Right Mix
leading sustainable communities in the world.
Economically and socially, the right housing,
Mindful and respectful connection to nature can
non-residential, and overall real estate mix is
also yield significant benefits to the local ecology,
critical. For example, adding schools can boost
protecting and enhancing it for current and future
residential value by up to 30%, while inclusion of
generations.
non-residential properties supports job creation
and economic livelihood, reduced commute
times, and added convenience. The right mix not
Following Estidama Community
only contributes to functionality, but sets the
Design Guidelines
stage for the creation of a sense of belonging, a
A key element of the new Estidama guidelines
fundamental aspect to which our Steward stage is
is their focus on integrated community design,
devoted.
which systematically recognises the multiplier
effect of adopting sustainability at the community
system level. To emphasise this, Estidama has
also established rankings at a community level,
28
Design
separate from building-level rankings. As a incorporate at the planning stage a wide range of
developer of communities, ALDAR is in a privileged stakeholders who are expected to benefit from,
position to be able to capitalise on the full or may be directly or indirectly impacted by,
opportunity presented by sustainable community developments under consideration. By committing
design—and to work towards achieving truly to systematically improve that engagement, we
sustainable lifestyle communities. will improve community designs.
ALDAR has committed to
achieving a minimum of As a final stage of planning, in
2 Pearls across all of 2010 ALDAR will require a
our community-level Sustainability Management
projects. Plan to be submitted by
ALDAR will track and report
project managers as part of
on the results of stakeholder
the planning process in all
Embedding engagement at the design stage,
projects. While sustainability
Sustainability and will conduct a stakeholder is arguably incorporated
and Aligning to satisfaction survey. across a project plan, this
Abu Dhabi Vision accompanying plan helps to
2030 highlight key innovations and
ALDAR’s Development interventions that will have the
Control Process places highest sustainability impact. This
emphasis on incorporating the practice was successfully piloted in Al
preceding sustainability elements Dana Precinct.
throughout the Design stage. Four of the DCP’s
more detailed stages (there are seven) are focused
on the Design stage.
Our overarching goal is to develop sustainable

lifestyle communities aligned to Abu Dhabi’s
Vision 2030. Given that the Estidama guidelines
All development
were developed by the Urban Planning Council
projects will be
(UPC) alongside ‘Plan Abu Dhabi 2030’, we believe
that utilizing the Estidama Pearl Rating System is
required to submit
one of the best means of ensuring alignment to Sustainability
Vision 2030, both at an independent building and Management Plans as
overall community level. We have therefore set part of the Design
our targets in this regard. Part of ALDAR’s Design Control Process.
Control Process (DCP) involves submission of all
development plans to the UPC for approval; this
process is a direct step in ensuring alignment to
Abu Dhabi Vision 2030 and a chance to engage
key stakeholders with regard to how design
can be further improved to meet this goal. Our
stakeholder engagement processes extend
well beyond these most direct stakeholders, to
29
Design
Design Stage:
Summary of Commitments
Indicator Commitment
Sustainable Building Design
• % of buildings planned to meet Estidama/LEED

(buildings per level) • Design all new buildings to meet a minimum of 2 Pearls under
• Estimated reduction in environmental impacts the new Estidama Guidelines
and associated reductions in infrastructure re-
quirements and costs
Sustainable Community Design
• Community alignment to Estidama integrated

planning guidance (ranking)
• Design all new communities to meet a minimum of 2 Pearls
• Estimated reduction in environmental impacts under the new Estidama Guidelines
and associated reductions in infrastructure re-
quirements and costs
• Formalize, track and improve best cases for mixed-use ratio,
residential and non-residential unit type ratios, and “commu-
• Mixed-use ratio within communities
nity feel” best practices in order to design and assess ALDAR
communities accordingly
• Track and report on the results of stakeholder engagement at
• Number, quality and outcome of stakeholder
the Design stage, and assess whether or not a targeted satis-
engagements
faction level can be a predictor of community success
• All development projects will be required to submit Sus-

• % of projects implementing a Sustainability Man-
tainability Management Plans as part of the Design Control
agement Plan
Process.
30
Build
Build
Build Stage
We
Our communities will be built using will aim for
innovative approaches and technologies zero breaches
for reducing environmental impact, while of regulations,
prioritising the health and safety of our notifications or
operatives and residents. The Build stage is fines
critical in following through with sustainable
designs incorporated in the Design stage.
• Minimizing environmental impacts Minimizing Our Ecological Footprint

due to construction Our Management Approach: ALDAR will do its part to measure,
monitor and actively reduce its environmental impacts. ALDAR
• Being respectful to surrounding uses a Construction Environmental Management Plan (CEMP)
communities to integrate sustainability practices into existing construction
processes, enhancing overall environmental performance while
• Building within financial parameters maintaining or improving project financial performance. CEMPs will
be updated to improve our sustainability performance in 2010. We
• Promoting the health and safety of will also respect and engage any local stakeholders affected during
all workers the construction process.
• Ensuring the well-being of residents Reducing Energy Consumption and Greenhouse Gas Emissions:
in ALDAR Operative Villages Building construction is responsible for over 25% of the world’s
energy consumption. ALDAR will proactively work with our project
• Procuring more environmentally teams to reduce our energy consumption during the energy-
friendly and healthier building prod- intensive Build stage.
ucts and supporting technologies
Conserving Water: Water is a scarce commodity in the region,
and ALDAR is actively reducing its consumption of this precious
resource.
Managing Waste: ALDAR has undertaken various innovative

methods of diverting waste from landfills and is committed to
replicating the best practices across our portfolio of projects.
Protecting the Emirate’s Biodiversity: ALDAR will do its part to

preserve biodiversity in Abu Dhabi’s mangroves and other natural
habitats.
Creating a Safe Work Environment and Promoting Well-being

Health and Safety: ALDAR takes the health and safety of all who
work on our behalf seriously, benchmarking global performance
standards.
Operatives’ Well-being: With ALDAR’s Operative Villages, we have

aimed to set a new regional standard for worker care and well-being.
Sustainable Procurement
The sourcing of environmentally friendly building materials, and
of technologies for sophisticated environmental management,
is essential for reducing the environmental impact of a building’s
construction and ongoing operation.
32
Build
Perspective
The Build stage of our developments has the while maintaining or improving project financial
greatest impact on ALDAR’s ecological footprint- performance. The CEMP will continue to be a
and therefore presents significant opportunities requirement in 2010. We will also respect and
to reduce that footprint. As the largest property engage any local stakeholders affected during the
developer in the Emirate of Abu Dhabi and the construction process.
second largest in the UAE, we recognise that the
construction of our buildings and communities
places a heavy demand on natural resources.
It also directly impacts our stakeholders and
surrounding community, including ALDAR 100% of
operatives. In the Build stage, we seek to minimise new ALDAR
our ecological footprint and provide the highest
standards in caring for the health and safety of our
development
operatives. projects will
implement
Build Stage Profile 2009 CEMPs.
Land area of developments in the Build stage 2758 Ha
% of ALDAR developments in the Build stage 42%
The CEMP is in line with requirements of the

Environment Agency – Abu Dhabi (EAD). ALDAR‘s
Minimizing Our Development Control Process requires the
Ecological Footprint application of CEMP to each future development

project. We tested and enforced the use of CEMP
by our contractors and subcontractors and will
Managing Our Impact ensure that these will be integrated within our
ALDAR will do its part to measure, monitor and building contracts.
actively reduce its environmental impacts. ALDAR
uses a Construction Environmental Management To further ensure the continuous implementation
Plan (CEMP) to further integrate sustainability of CEMP, we have employed environmental
practices into existing construction processes, consultants to manage, monitor and audit the
enhancing overall environmental performance extent to which the CEMP is being implemented
on-site, taking action as necessary when violations
are identified. This has proven to be a best-case
practice that will be replicated in all ALDAR
projects in the future. Our goal for 2010 is to have
zero incidence of non-compliance with CEMP and
zero breaches of regulations, notifications or fines.
100% of new
contracts will
require CEMPs to
be used on ALDAR
development
projects.
33
Build
Revamping Practices as
We Renew Developments
Central Market, Abu Dhabi
We will aim to
have zero incidence
of non-compliance
with CEMP
Reducing Energy Consumption and Greenhouse

ALDAR’s Central Market Redevelopment is a Gas Emissions
project for both ALDAR Properties and Abu Dhabi, Building construction is currrently the most energy
spread over five hectares of prime city space. It
intensive aspect of our business.
will comprise luxury apartments, international
ALDAR has therefore committed to proactively
grade-A office space, restaurants, world class hotels,
branded retail outlets and a traditional Arabian working with our project teams to reduce our
souk. energy consumption during the energy-intensive
Build stage.
For the Central Market project, ALDAR has used
only sub-contractors with environmental policies The first step will be to
already in place, or those willing to commit to implement a tracking
following an environmental policy on-site. The process to better
policy was visible, displayed both at the site offices understand the We
in public spaces, and on-site notice boards. magnitude of our will require
impact and where 100% of ALDAR
An external audit of our contractors revealed
exemplary environmental management, covering
we can reduce it. development
an extensive range of impact areas, including The CEMP will also projects to report
serve as an essential
training on environmental issues, a public
tool in monitoring
on their resource
complaints register, daily compliance monitoring,
noise and vibration reduction measures, and a and managing our consumption
standard waste management procedure. emissions across all
projects.
34
Build
Generating Electricity at Our Sites
During the Build stage, some of our sites are not connected to the emirate’s electricity grid; we therefore
use diesel-powered generators as an alternative source of electricity on-site. Below is a list of sites with
diesel generators and, where available, statistics on diesel consumption for 2009:
Site 2009 Diesel Consumption GHG Emissions

(Tons of CO2 equivalent)
Al Zeina 6,866,792 litres 19,441
HQ 1,636,592 litres 4,634
Cleveland Clinic Abu Dhabi 309,811 litres 877
ALDAR ReadyMix* 450,000 litres 1,279
Yas Island Operator’s Village 12,261,450 litres 34,700
Not available: Al Raha Beach, Al Bandar, Al Muneera, Yas Island, Al Falah

*ALDAR ReadyMix works across various ALDAR development projects.
For 2010, we will systematically collect data and report on diesel consumption for on-site electricity
generation across all project sites, and for construction vehicle use.
Conserving Water
Water is a scarce commodity in the region, We will
and ALDAR is actively seeking to reduce its collect data and
consumption of this precious resource. The report on diesel
primary source of water for ALDAR’s construction consumption for on-site
activities is the potable water from the Abu Dhabi
electricity generation
potable water network produced in the emirate’s
thermal desalination plants. We use seawater for
across all project sites,
dust suppression to further minimise our impact. and for construction
vehicle use
We remain conscious of our overall water
consumption. However, our current billing system
consolidates consumption for all activities, so we
are unable to report on the rate of consumption Managing Waste
for construction activities only. We are developing ALDAR has undertaken various innovative
a project-by-project account of our water methods of diverting waste from landfills and
consumption for future reports. is committed to replicating the best practices
across our portfolio of projects. Focusing on
waste management at the Build stage not only
reduces costs of waste disposal, but can also
100%
save significant input costs by avoiding the
of ALDAR unnecessary use of materials. For 2010, we will
development develop waste management criteria as a part
projects will be of the CEMP for improved performance and to
required to report track waste generation. The criteria will address
on their resource both hazardous and non-hazardous waste, spills
or discharge, and resulting complaints from the
consumption.
community about waste.
35
Build
We will develop a
waste management
plan and criteria for
improved performance
Best Practices in
Waste Management
Al Raha Beach - Al Zeina, Abu Dhabi
ALDAR’s Al Zeina development is the strategic gateway to the new Al Raha Beach development, which will
represent the natural beauty of Abu Dhabi through formal Arabic gardens, courts and plazas.
In creating this vision, ALDAR and its construction partners are working to eliminate waste at every step of
the building process through a focused Site Waste Management Plan (SWMP). Surplus materials, including
timber, plastic, metals, crushed concrete and cardboard, are gathered at strategic recycling areas within the
construction site. Whenever possible, these materials are treated as resources, not as waste, and are reused
on-site. Those that cannot be reused are recycled.
We reused or recycled over 33,000 tonnes of materials in 2009, diverting 83% of waste generated on-
site from landfills. Cost savings were estimated to be over AED 1.3 Million in 2009.
Solutions for Recycling and Reusing
22,600 tonnes of concrete was recycled and reused

Residual and surplus concrete was used in traffic lane dividers, the hardstand base to the construction waste
segregation areas, haul roads, storage compounds and drainage trench backfill. Crushed concrete has also
been stored for use on future phases of the development.
9,130 tonnes of timber was recycled and reused

Through good segregation, stackable plywood was sold to downstream markets. Large pieces of plywood
formwork were cleaned and reused multiple times and discarded plywood used to make boxes for safe
on-site storage. Surplus timber was stockpiled until we could find a solution, and was eventually sold to a
landscaping company and a waste-to-energy plant. When transported, the timber was shredded in order to
double the tonnage that could be hauled for each journey.
1,260 tonnes of metal was recycled and reused

Scrap or surplus metal was reused on-site or segregated and stored for collection by downstream merchant
companies.
85 tonnes of plastic was recycled and reused

Soft plastics (such as bags and film) were segregated from hard plastic (PVC) materials and sold. Where
possible, clean and undamaged PVC conduit off-cuts were sold to downstream markets as a reusable
product. Plastic water bottles were recycled at the project offices. In an effort to drive down plastic bottle
usage, a drive to use bulk water stations and reusable jugs and glasses was implemented.
55 tonnes of paper was recycled

Cardboard was segregated, balled and consigned to merchants for pulping and for use in the production of
brown paper.
Other innovations were used to reduce waste

Innovative lightweight masonry walling panels, prefabricated staircases and prefabricated service ducts
allow quicker and less wasteful construction. The use of bathroom pods constructed off-site saved
approximately 8m3 of waste per pod compared to conventional on-site methods of bathroom construction.
36
Build
Protecting the Emirate’s Biodiversity
ALDAR will do its part to preserve biodiversity in
Abu Dhabi’s mangroves and other natural habitats.
From the Design stage of a project, ALDAR
undertakes Environmental Impact Assessments to
ensure that we avoid or minimise any disruption to
We will report on all
the existing ecosystem. We have identified about
30 species on the IUCN Red List of Threatened environmental protection
Species™ in areas close to our operations, of which expenditures .
nine are classified as vulnerable, near threatened,
endangered, or critically endangered; we plan our
developments with a view to preserving these
species.
Environmental Protection 2009

Total environmental protection
8.5 million AED
expenditures and investments
Protecting Abu Dhabi’s Wildlife

The area along Airport Channel had been approved for use in reclamation and backfill for the Al Raha Beach
Development. However, ALDAR’s Environmental Impact Assessments noted that the mudflats and mangroves to
the west of Yas Island supported large populations of shorebirds and waders, including Eurasian Spoonbills, an
uncommon species in the UAE.
When the area’s importance as a habitat became clear, ALDAR, working in concert with authorities and local experts,
changed its dredging plans. The importance of the area has also been recognised by HH Sheikh Sultan bin Zayed,
then deputy prime minister of the UAE, who decreed that the mangroves, mudflats and shallow sea to the north of
Sammaliah Island should remain in perpetuity as a Marine Protected Area.
ALDAR also observed that the area surrounding Yas Island contains the greatest diversity of species of all our project
locations, and is also an area visited by the endangered Green Turtle and critically endangered Hawksbill Turtle.
Indo-Pacific humpback dolphins, finless porpoise, and Dugong are other vulnerable species that we look out for
in our proposed developments around Yas Island, avoiding activities that will have significant negative impacts.
However, the important habitats such as the most established and diverse seagrass beds and mangrove areas are
not directly impacted by the island or the activities, as they are some distance from the island and separated by
channels and in some cases a wide intertidal area. As such this limits the direct effects of the proposed development
on these habitats. To our knowledge our other projects do not directly threaten the surrounding natural habitats.
As part of the regular environmental monitoring programme, Nautica Environmental Associates LLC, a locally-based
environmental consultancy was retained to undertake quarterly ecological monitoring of the site and surroundings,
following their completion of the environmental baseline survey in 2005.
© Environment Agency - Abu Dhabi (EAD) © Environment Agency - Abu Dhabi (EAD)
37
Build
We will develop
ALDAR and Mangroves and undertake a
mangrove survey
programme across
Protecting Our Environment our developments
About three-quarters of the mangrove forests in On Yas Island, during the construction of the
the United Arab Emirates are in Abu Dhabi. The Links Golf Course, fewer than 500 mangroves
mangroves provide natural habitats for spawning had to be removed. ALDAR, with the help of His
fish and aquatic wildlife, create a nesting habitat Highness Sheikh Hamdan Bin Zayed, planted
for birds, preserve coastal areas against erosion 115,000 mangrove trees between December
caused by wave and wind action, act as one of the 2008 and February 2009 opposite the Links Golf
few naturally occurring carbon sinks in the region, Course on the other side of the western channel.
and provide beautiful vistas that are a part of the Following planting, the mangrove area was visited
local culture and history. on a monthly basis throughout 2009 to monitor
progress and for basic maintenance; the survival
The measures ALDAR is taking to protect rate has been estimated to be 80–85%.
mangroves are particularly relevant to two
ALDAR developments, Al Gurm Resort and Yas
Island, as mangroves are an integral part of
We frequently liaise with and are
both areas’ natural environment and appeal. inspected by EAD to ensure they
Both developments have required the removal are satisfied with our protection
of mangroves, but ALDAR is actively managing measures.
site activities through its CEMP to limit negative
impacts—and in both cases has replanted more Our Commitment
mangroves than were lost during development. Going forward, ALDAR will continue to
actively protect mangroves surrounding our
developments, and in 2010 we will develop and
undertake a mangrove survey programme across
our developments, with a view to reporting on the
following key performance indicators:
Total number of mangroves lost owing to

our activities
Total number and area (in hectares) of
mangrove planted
For mangrove areas already under our control, we

will report on total number of mangroves, density,
area covered, age, heights and health of the
mangroves.
We will seek to collaborate and engage with

external agencies, such as EAD and Emirates
At Al Gurm, approximately 0.4 hectares of Wildlife Society (EWS), in our mangrove surveys
mangrove forest were lost owing to land and identify opportunities to help raise public
acquisition. In 2009, ALDAR planted a total of awareness on the importance of mangroves in Abu
roughly two hectares, or over 74,000 mangroves, Dhabi. Because mangroves function as a carbon
in areas around the site. Daily water quality testing sink, we will also take them into account in future
confirms that there has been no deterioration, carbon emission calculations for our activities.
and modelling predicts that conditions and tidal
movement will continue to support mangroves.
38
Build
We will aim for
Providing a Safe a zero fatality
rate in 2010
Working Environment
and Promoting Well-being
Health and Safety
ALDAR takes the health and safety of its employees and Setting the Standard for Health and
all who work on our behalf seriously, benchmarking
global performance standards. With approximately
Safety
80,000 people working on ALDAR developments, health The EAD has recently legislated that all
and safety risks are high across our business. As well companies and organisations in the UAE
as being our legal and moral responsibility, ensuring must institute Environmental, Health and
the safety of our operatives also reduces the costs Safety Management Systems, in accordance
of injuries and time away from work, and promotes with OSHAS 18001 and ISO 14001 standards.
the overall well-being of our sustainable lifestyle ALDAR has been asked by the Department
communities. of Municipal Affairs to be a pilot organisation
for the evaluation of this regulation in
ALDAR has developed a robust Health, Safety, Security practice; ALDAR will be the first to undergo
and Environmental Management System (HSSEMS)
that addresses the inherent risks of our construction
inspection under these new criteria. ALDAR
activities. HSSEMS is implemented strictly in line with is honoured to be a pacesetter in health
international and UAE-recognised standards, such as and safety and we intend to report on our
OHSAS and ISO and other best practices, in all ongoing performance iin future reports.
projects and owned, rented and managed assets.
Leadership in Health and Safety
To ensure that ALDAR’s risk and performance In February 2009, Andrew Broderick, ALDAR’s
management systems stay current, a working group Head of Health and Safety, became the
made up of representatives from all departments of Abu Dhabi spokesperson for Build Safe
ALDAR operations carries out annual reviews of health UAE, a not-for-profit organisation aimed at
and safety policies and performance.
improving the health, safety and welfare
Because the vast majority of our workforce is involved conditions of all construction industry
in high-risk construction activities, we make it a top stakeholders. By creating a platform that
priority to track labour-specific indicators critical to encourages companies to pool and share
their health and safety and address issues immediately information, Build Safe UAE hopes to
as they arise. prevent accidents by raising awareness
and communicating potential dangers and
lessons learnt throughout the industry. We
are proud to be the first master developer to
formally become a full signatory member of
Build Safe UAE. Upon ALDAR’s commitments
to Build Safe UAE, 80% of ALDAR’s
contractors also joined the NGO’s efforts
in catalysing a safer construction culture
throughout the UAE.
We aim to
reduce the number
of first aid cases by
30%
39
Build
Health & Safety of ALDAR Construction Workers 2007 2008 2009
Fatalities 2 2 2
Lost time injuries over 3 days 11 35 71
LTIFR (lost time injury frequency rate) 0.28 0.22 0.28
Lost time days 216 393 636
Medical treatment (hospital referred) 219 1,474 1,371
First aid cases 2,931 4,917 6,267 Achieve a
Work-related illnesses (occupational illness) 0 2 23 LTIFR of less
Near-miss incidents 658 367 546 than 0.25

Average monthly total manpower on-site 17,787 49,677 70,123
Maximum incident-free hours reached N/A* 74,284,709 1,587,494,067
Safety inductions 25,014 55,265 40,982

ALDAR HSE Meetings 475 1,671 2,315
Safety toolbox meetings 4,717 25,552 47,664
*Started tracking in November 2008
Over the last three years we have experienced is less than half the international standard of
six fatalities on ALDAR Developments. All of the 0.60 (0.60 is also the UK construction industry
fatalities have been directly work-related and standard), averaging only 0.26 over the last three
involved accidents where appropriate safety years.
precautions were not taken by individuals around
vehicles or equipment. ALDAR makes every
effort to review such incidents and implement
“Everyone who works for an ALDAR
recommendations to prevent reoccurrences where backed project needs to understand
applicable. that their safety remains a priority
of the highest order for us. Frankly,
With the growth of our developments and an it is irrelevant whether the teams of
increase in the number of people and hours spent people working on site are members
working on them, we naturally saw more health of the ALDAR Executive Management
and safety incidents over the past three years. Team or work for a contractor’s
However, we are pleased to report that our lost
time injury frequency rate (LTIFR), which reflects
contractor.”
how often serious health and safety incidents
John Bullough, CEO ALDAR Properties PJSC
occur relative to the number of hours worked,
We hope to continuously lower injury rates by increasing awareness of health and safety risks and improving
safety standards. ALDAR has set ambitious health and safety performance targets for upcoming years;
however, we understand that achieving these targets will take time. For the next year, our goals are as
follows:
Health & Safety Targets 2009 2010 Target

Aim for no
Fatalities 2 0
more than 500
Lost time injuries over 3 days 71 0
hospital referrals on-
LTIFR (lost time injury frequency rate) 0.28 <0.25 site, more than a 60%
Lost time days 636 -25% reduction from 2009
Medical treatment (hospital referred) 1,371 500 performance
First aid cases 6,267 -30%
Work-related illnesses (occupational illness) 23 -25%
40
Build
Operative Well-Being
With ALDAR’s Operative Villages (OV), we have aimed to set a
new regional standard for worker care and well-being. ALDAR
recognises that good health is just one indicator of the quality
of life. We also want our operatives to enjoy a balanced and ALDAR will develop
sustainable community. ALDAR has thus developed several and track quality of
accommodation options to cater to the needs of our operatives, life indicators for our
creating communities they can be proud to call home. All operatives in our OVs.
necessary amenities are provided, including healthcare,
educational, and entertainment facilities. We are committed to
developing and tracking quality of life indicators for residents of
our Operative Villages.
Our Operative Villages

A Sustainable Community in the Making
Before ALDAR began constructing its 28 mega-developments spanning 52 million square metres across
the Emirate of Abu Dhabi, we had to consider accommodation for the more than 70,000 men and
women who were needed to make the projects a reality. Two Operative Villages (OVs) were operating
by the end of 2009: Yas Island OV has been fully functional for all of 2009, and Mussafah OV became
operational in June 2009.
Diverse Communities
The OVs are a mix of cultures, with 34 nationalities represented and eight standard languages used.
Though only 5% of the residences in one of the six Yas Island OVs are currently occupied by women,
female occupancy should rise to 30%, or 600 women, by the end of 2010. To cater specifically to
women, the security task force has female staff at all times and the medical clinic has female doctors
and nurses on staff 24 hours a day. The Yas Island OV also houses a mosque with a capacity of 2,500 and
prayer rooms throughout the community. Individuals of different faiths are bussed into the city to their
respective places of worship. A community centre serves as an accessible venue for monthly feedback
sessions with camp bosses, contractor companies and facility managers.
Energy Consumption, GHG Emissions and Water
2009 Yas Island Operational Villages

Total capacity 35,000
Average occupancy rate 80%
Peak occupancy rate 94%
GHG emissions (CO2 equivalent) 34.7 million tons
Total diesel consumption 2,697,142 gallons
Potable water consumption 486 million gallons
Total waste water discharge (100% recycled) 228 million gallons
Yas Island OV has successfully monitored energy and water consumption and waste management. It
is one of the only ALDAR developments that currently tracks its diesel use. The community recycles
100% of its waste water for on-site irrigation; waste water that is not used is fed to Yas Links Golf Course
Nursery. In this way, 47% of all potable water used onsite is recycled.
41
Build
Develop
and track
The facilities` management is looking into new ways to reduce operating
quality of life
costs through sustainable and environmentally friendly initiatives. ALDAR
indicators for all
is currently assessing the use of solar panels and water-efficient fixtures to
operatives in
reduce consumption rates.
our Operative
Villages
Resident Health and Safety
ALDAR makes every effort to ensure that the healthcare needs of our operatives
are met, above and beyond regional standards. In order to provide accessible and
affordable access to medical care, our OVs have clinics open 24 hours a day, seven days a week. These
clinics are equipped with emergency rooms, X-ray machines, and isolation rooms. Each clinic tracks the
five top diseases and medical issues, as well as rates of infectious disease, with trends monitored by
ALDAR. Free medical awareness camps are held once a month by Serve and Inspire, a group of volunteer
doctors, nurses and helpers who provide consultations, blood pressure checks, blood sugar tests, eye
tests, and when required, free eyeglasses. They also offer free lectures on good hygiene, H1N1 and other
health-related issues.
Yas Island OV employs over 150 staff to provide security for the community. Every serious incident is
recorded and monitored. The crime rate is low for a community this size, and over the past three years,
the community has seen five deaths, all being natural deaths. All OVs are equipped with 75 fire hoses
and 35 double-headed fire hydrants. Fire drills are practiced and updated regularly, and maintenance of
fire equipment is carried out periodically by certified firemen.
Resident Well-Being
OV residents have access to a laundry service, an Internet cafe, a money transfer facility, a postal office
and a corner store for daily staples. Two restaurants within each village provide variety from the mess
hall. Construction workers are required to consume at least 3,500 calories per day to maintain good
health, and the mess hall monitors their food intake. Meals can also be delivered to construction sites.
Yas Island Community is equipped with 30 recreation rooms, which include table tennis, pool,
shuffleboard and satellite TV. Adjacent to 15 of the recreation rooms are small outdoor seating areas for
relaxation. Two large play-areas contain football pitches, volleyball courts, basketball courts and tennis
courts. A full-size cricket pitch is also being built for 2010. Various recreational activities are planned
throughout the year to create a familial and community atmosphere within the village. In 2009, these
included a table tennis tournament, movie nights, a pool tournament, a chess tournament, spring fairs,
comedy shows, picnics, Filipino karaoke, marathons, football matches and health awareness days.
Monthly Resident Satisfaction Surveys are issued, and services are adjusted to respond to comments
and feedback. Yas Island OV has received exceptional performance reviews over the past year, with an
average 98% satisfaction rate among residents.
Yas Island OV Resident Satisfaction
Cleaning of the Village 99% 1%

Timely Maintenance Services 98% 2%
Entertainment, Recreation and Sports 98% 2%
Helpful Management of the Village 97% 3%
Food Services 99% 1%
Satisfied Not Satisfied
42
Build
Sustainable Procurement responsible procurement, use, and recycling of
The sourcing of environmentally friendly building construction materials has the potential to be an
materials, and of technologies for sophisticated important cost-saving factor in our business.
environmental management, is important for
reducing the environmental impact of a building’s
construction and ongoing operation. By using
responsibly sourced materials, ALDAR also
implicitly endorses and promotes these products.
ALDAR will
Procurement of smart technologies, such as smart
meters and automated lighting systems, ensures increase sustainable
that ALDAR properties are built with sustainability procurement spending
in mind. ALDAR is committed to increasing its by 20%
sustainable procurements where possible, above
and beyond that requested by the Estidama Pearl
Rating System for sustainable buildings.
In addition to benefiting the environment, the
Performance Indicators
For 2010 and future reports, we are introducing new key performance indicators to ensure that ALDAR’s
project teams, including third-party contractors, adhere to our commitments across our entire portfolio.
With the CEMP at the core of our project management, we will continue to find innovative ways to manage
our impacts and increase efficiency while closely managing cost, quality control and the time for projects
under development.
New KPIs: Embedding Sustainability Management in Our Construction 2010 Targets

Projects implementing a CEMP (%) 100%
Contracts that require a CEMP (%) 100%
Projects reporting on resource consumption (%) 100%
Incidents of non-compliance with CEMP 0
Projects receiving notifications/fines from EAD or other government agencies 0
% increase of sustainable procurement spending 20%
43
Build
Build Stage
Minimizing Our Ecological Footprint
• % of projects implementing Construction Environmental • 100% of new ALDAR development projects will be
Management Plans (CEMPs) implementing CEMP.
• % of contracts that require Construction Environmental • 100% of new contracts will require CEMP to be used
Management Plans (CEMPs) on ALDAR development projects.
• ALDAR will aim to have zero incidence of non-

• Incidence of non-compliance with CEMP
compliance with CEMP in 2010.
• Projects receiving notifications/fines from any government • ALDAR will aim for zero breaches of regulations,
agencies for breach of regulated requirements resulting in no notifications or fines in 2010.
• ALDAR will systematically collect data and report on

diesel consumption for on-site electricity generation
• Litres of diesel consumed
across all project sites, and for construction vehicle
use.
• 100% of ALDAR development projects will be

• % of projects reporting their resource consumption
required to report on their resource consumption.
• ALDAR will develop a waste management plan and

• Tonnes of waste generated during construction
criteria for improved performance.
• Total environmental protection expenditures and • ALDAR will report on all environmental protection
investments expenditures by investment type.
• Total number of mangroves lost owing to ALDAR’s activities • ALDAR will develop and undertake a mangrove
and number and area of mangroves planted by ALDAR survey programme across our developments.
Creating a Safe Work Environment and Promoting Well-being
• Fatalities • ALDAR aims for a zero fatality rate.
• LTIFR • ALDAR is setting a LTIFR target of less than 0.25.
• ALDAR is aiming for no more than 500 referrals

• Medical treatment (hospital referred) on-site, more than a 60% reduction from 2009
performance.
• ALDAR is seeking to more than halve the number of

• First aid cases
first aid cases to 3,000.
• ALDAR will develop and track quality of life

• OV Resident Satisfaction Survey results
indicators for our operatives in our OVs.
Sustainable Procurement
• % of sustainable procurement spending vs. total • ALDAR is committed to increasing its sustainable
procurement spending procurement spending by 20%.
44
Own & Operate
Own & Operate

Own and Operate Stage
With attractive recreation, health and education services
and outstanding performance on quality of life indicators,
our socially vibrant communities will generate health and
contentment benefits alongside financial savings.
• Reducing environmental impacts Protecting Our Investments

from our built environment • Efficient Resource Consumption: More than 30% of the world’s
energy is consumed in our built environment. By applying
• Prioritizing the health, safety and innovative technologies to increase efficiency in resource
well-being of our tenants consumption, ALDAR Estates can significantly increase financial
gains.
• Ensuring customer and resident
satisfaction • Tenant Safety and Engagement: ALDAR Estates tenants are our
collaborative partners in creating sustainable lifestyle communities.
• Encouraging tenant engagement Tenant safety, satisfaction and engagement is our number one
priority.
• Planned Preventative Maintenance (PPM): ALDAR’s PPM service is

designed to keep systems operating at the highest level of efficiency
for the long term.
Operating the Right Mix within Our Communities

• ALDAR Academies: Building and operating quality educational
institutions in the heart of ALDAR’s communities not only increases
residential property value by 30%, but enhances sustainability as
travel to schools is reduced and the community takes another step
to being self-sufficient.
• ALDAR Hotels and Hospitality: To serve Abu Dhabi’s vision of being

a great place to live, work and visit, ALDAR seeks to provide world-
class hotels around our communities and at top tourist destinations
such as Yas Island.
• ALDAR Marinas: a division of ALDAR Properties PJSC, adds a

recreational element to ALDAR’s sustainable communities by
providing world-class facilities for accessing regional waters.
46
Own & Operate

Perspective
In the Own and Operate stage, users judge
ALDAR’s sustainable design and construction
work on its performance. ALDAR uses sustainable We will set up a
technologies and innovative approaches for systematic reporting
maintenance, management and community
planning to reduce resource consumption. Our
mechanism for energy
approach not only lowers operational costs, and water consumption
protecting our investments and allowing us for all ALDAR assets.
to pass savings on to residents and tenants,
but also makes our lifestyle communities more
environmentally sustainable.
Own and Operate Stage Profile 2009

Land area of developments in the Own and Operate stage 546 Ha
% of ALDAR developments in the Own and Operate stage 27%
Protecting our Investments

Efficient Resource Consumption ALDAR is currently developing an Estates
More than 30% of the world’s energy is consumed Control Process (ECP) to serve as a management
in our built environment. By applying innovative framework for the Own and Operate stage.
technologies to use resources more efficiently Monitoring performance indicators, such as
during operations, we can recover initial the consumption of water and energy, waste
investments in the greening of ALDAR Estates generated, emissions of harmful greenhouse gases,
in the Own and Operate stage, even as we and safety standards in our operations, will help us
maintain an operational cost advantage over our minimise costs and ensure continued profitability.
competitors. We are currently developing a systematic method
of capturing the environmental and service
Technologies we use to reduce energy and water quality performance of our assets across all of our
consumption and enhance waste management managed holdings, which will then be integrated
include: into the ECP.
• Automated lighting systems, water-efficient

fixtures and energy-efficient appliances
• Smart technologies in commercial and retail
buildings like Al Jimi Mall, such as foot-counters ALDAR
that allow air conditioning to regulate itself will implement
depending on peak shopping hours environmental initiatives
• Water-efficient horticulture in ornamental in managed operations,
botanical gardens on properties with reduction goals to be
• A community-wide underground waste- set in 2010 for energy,
management system, which moves waste water and waste.
through a collection of underground
piping
47
Own & Operate

The Retail, Commercial and Residential teams under ALDAR Estates Management have already begun to
collect and organise critical baseline data about performance, though not all key indicators have been
measured. For 2010 we will build on the work already begun by Estates and apply the critical learning points
as we develop a reporting mechanism that will be customised for each of ALDAR’s Estates teams.
Al Raha Gardens Residential Data

Al Raha Gardens is the first residential operation for which ALDAR has begun to monitor performance.
The Estates Team will also be looking to monitor waste generation per household, percentage of
residents signed up for planned preventative maintenance (PPM) contracts, number of health and safety
incidents reported, security incidents, and overall satisfaction levels.
Area Occupancy Total Total Total Total Overall

Rate Greenhouse Electricity Potable Chilled Resident
Gas Emissions Consumption Water Water Satisfaction
(tonnes) (Kwh) Consumption Consumption Levels
(m3) (gallons)
106 Ha 93.4% 1613.4 2,121,028 150.5 95,552 77%
Tenant Turnover in 2009 Customer Complaints

New Leases Signed Number of Tenants Number of Tenants Jobs and Speed of
Moved Out who Renewed Leases Maintenance Calls handling complaints
890 151 309 29,362 13 days
Tenant Safety and Engagement

ALDAR Estates tenants are our collaborative
partners in creating sustainable lifestyle
communities. Tenant safety, satisfaction and FIRE
engagement are our number one priorities.
OCCUPATIONAL HEALTH
In order to maintain a safe environment for
tenants and customers, ALDAR has developed the COMPLIANCE
FOCUS system, a bespoke system implemented
within ALDAR Estates to complement our overall SUSTAINABILITY
Health and Safety Management system. The
FOCUS system is operated primarily by Building SAFETY
Management staff at our operational facilities.
It provides guidance on Critical Health, Safety
and Environment (HSE) and compliance-related
issues, and relies on simple practices such as the
enforcement of safe working instructions.
48
Own & Operate

While the FOCUS system is designed to be self- In 2009, the Estates Management Team began
governing at each facility level, periodic site monitoring customer satisfaction in order to
inspections and audits are undertaken to ensure identify ALDAR’s strengths and weaknesses in
the system is being operated as expected. The customer servicing and delivery. ALDAR achieved
ALDAR Estates Health, Safety, Environment and an overall customer satisfaction rating of 72%,
Compliance Department, third-party auditors and showing greatest strength in the operation of its
other stakeholders may be involved in reviewing call centre. ALDAR is committed to developing a
the system at any time. Customer Relationship Management (CRM) system
to enhance our customer engagement.
Customer Satisfaction
Overall Customer Satisfaction 72%

Provision of up-to-date Information 72%
Website 67%
Call Centre 82%
Customer Understanding 67%
Awarness of needs 70%
Planned Preventative Maintenance (PPM) ALDAR is committed to creating reporting

ALDAR’s PPM service is designed to keep systems mechanisms across our portfolio groups,
operating at the highest level of efficiency for beginning with Residential, Commercial & Retail
the long term. PPM involves quarterly check- Estates, Marinas LLC, Hotels and Hospitality,
ups on two primary concerns: (1) the efficient and Academies LLC. The indicators for each
operations of all mechanical systems, plumbing management group will reflect the areas of
and appliances in the tenant’s property, and greatest impact and value to the customer, tenant
(2) the health and safety provided by the built or end-user, as well as to ALDAR.
environment, including checks on fire alarms,
obstruction of evacuation routes and the proper
maintenance of hand-rails and household
safeguards. Though there is an annual fee for the
PPM service, an unlimited number of repairs and
all upkeep are provided free of charge. Each
operations
Operating the Right Mix within Our management team
Communities will finalize a group of
ALDAR has had the luxury of strong capital indicators to monitor over
investments, allowing us to grow a diverse the course of the year.
portfolio. We have created ALDAR Academies
Indicators will cover
to bring quality education into the heart of our
priority areas of value to
communities, ALDAR Marinas to provide access
to the water, and ALDAR Hotels and Hospitality
the customer as well
to cater to tourists and visitors. This attractive mix as ALDAR.
of elements in ALDAR’s communities increases
property value and quality of life.
49
Own & Operate

ALDAR Academies
Building and operating quality educational institutions in the heart of ALDAR’s communities not only
increases residential property value by 30%, but enhances sustainability as travel to schools is reduced
and the community takes another step towards being self-sufficient. Thus, in 2007, ALDAR Academies
LLC, a wholly owned subsidiary of ALDAR properties, emerged as an integral part of ALDAR’s larger
plans. ALDAR’s commitment to building the nation now extends to building the next generation.
ALDAR Academies works to support the Abu Dhabi Education Authority’s mission of raising the
standards of educational provision throughout the emirate. ALDAR Academies staff includes managers
with extensive experience with education on a national scale in the Middle East, as well as staff who
have delivered large-scale school design and build programmes.
ALDAR Academies Primary Schools

The ALDAR Academies family of schools includes the Pearl Primary School, the Al Yasmina School and
the Al Muna primary school. The first two schools offer an international British curriculum, while the
latter follows the English National Curriculum for Primary Schools, with a focus on French, Arabic, and
Islamic studies. Each new school’s curriculum will vary depending on each community’s specific needs.
The results of engagement surveys show that most students are confident, feel engaged in their
studies and like coming to school. The schools also offer a variety of extracurricular activities, as well
as special programming such as ‘green week’, during which students learned about greenhouse gas
emissions and discussed how Abu Dhabi citizens can get involved in recycling.
50
Own & Operate

ALDAR Hotels and Hospitality
To serve Abu Dhabi’s vision of being a great place to live, work and visit, ALDAR seeks to provide world-
class hotels around our communities and at top tourist destinations such as Yas Island. ALDAR Hotels
and Hospitality is committed to delivering the best hospitality brands and operators available to Abu
Dhabi and to partnering them with some of the region’s best locations and iconic buildings. This will
not only enhance the amenities available on ALDAR’s many superb mixed-use developments but will
also improve product and service levels in the nation’s capital for residents and visitors alike.
The Yas Hotel Facts about the Yas Hotel...

ALDAR Hotels and Hospitality currently owns
68,000 cubic metres of concrete were used to
seven hotels on Yas Island. Yas Hotel, ALDAR’s
construct the frame.
flagship five-star hotel, opened in November
The concrete frame has 17,500 tonnes of
2009. It includes 499 guest-rooms, eight diverse reinforcement.
restaurants, three bars, a ballroom, conference
The hotel is covered with a steel and glass
rooms, spas, pools and gymnasiums. The hotel shell with a surface area of 17,000 square
is strategically located on Yas Island, with a metres: 2,100 tonnes of support steel and
portion overlooking the Yas Marina Circuit. Yas 5,096 individual panes of glass
Hotel uses natural lighting where possible to The largest glass pane on the hotel weighs
reduce energy consumption, and is currently 600 kilograms.
looking into additional methods for sustainable The shell is covered by 5,389 high-efficiency
operations. LED lights, which change colours.
51
Own & Operate

ALDAR Marinas
ALDAR Marinas, a division of ALDAR Properties PJSC, adds a recreational element to ALDAR’s
sustainable communities by providing world-class facilities for accessing regional waters.
Yas Marina, the flagship of ALDAR Marinas, is located at the heart of the Yas Marina Circuit with
berthing adjacent to the Formula 1 racetrack and is the first entry point to the stunning vistas, peaceful
backwaters and fantastic architecture of Abu Dhabi’s waterways. Yas Marina officially opened in
October 2009, in time to host the largest fleet of luxury yachts ever seen in the region during the
inaugural Formula 1 Abu Dhabi Grand Prix.
Yas Marina has attracted top talent in marina management to operate and manage the facilities. The
ALDAR Marina team includes 19 staff members, representing eight nationalities, who have tremendous
collective experience managing some of the most elite marinas in the world.
Protecting the Environment

For the Yas Marina team, protecting the environment is a top priority. Yas Marina has a thorough
environmental policy and plan in place, covering issues including vessel sewage management, litter
control, pollution control and oil spills.
Though construction can often lead to environmental degradation, the opposite has been true for Yas
Marina. A previously neutral environment with sandy-bottomed waterways has become increasingly
diverse in marine life. New corals have begun forming around the marina, attracting fish and other
species of marine life to the new ecosystem.
Specialised cleaning boats are deployed three times a day to remove debris from the water, and the
marina conducts regular water testing. Sewage pumps are provided to berthed vessels free of charge
to discourage boaters from dumping their sewage into the marina. Yas Marina monitors water and
energy consumption both for the marina as a whole and at each individual berth, in order to make the
boat users accountable for the power and water they use.
52
Own & Operate
53
Own & Operate

Own and Operate Stage
Protecting Our Investments
• Total energy consumption for all ALDAR assets

• ALDAR will set up a systematic reporting
mechanism for energy and water consumption for
all ALDAR assets.
• Total water consumption for all ALDAR assets
• Total tenant waste generated

• ALDAR will implement environmental initiatives in
managed operations, with reduction goals to be set
in 2010 for energy, water and waste.
• Average CO2 emissions per tenant
Operating the Right Mix within Our Communities
• Each operations management team (Residential

Estates, Commercial Estates, ALDAR Academies, etc.)
• CO2 emissions by operations (Academies, Hotels and
will finalise a group of indicators to monitor over the
Hospitality, Marinas etc.)
course of the year. Indicators will cover priority areas
of value to the customer as well as ALDAR.
54
Stewardship
Stewardship
Steward Stage
Thriving communities require active civil engagement and
multi-stakeholder collaboration. ALDAR will be the catalyst
for this ongoing collaboration, engagement, and tracking of
indicators of community health.
• Becoming a ‘sustainable community’ Informing Our Community and Raising Awareness

as one community • We see it as our responsibility to raise awareness in our
communities of the benefits of sustainability. Sustainability
• Engaging customers/ tenants/ initiatives will give our community members the knowledge to
community to raise awareness and ac- make the right decisionsfor a positive change.
tively participate in preserving natural
and built environment Engaging Our Community in Open Dialogue
• In raising awareness about sustainability, we seek not only
• Building and collaborating with to disseminate information, but also to begin conversations.
leadership networks to promote stew- Continuous dialogue is critical to building strong relationships, and
ardship in ALDAR properties as well as that is our goal in each ALDAR community. By giving the
Abu Dhabi community a voice, we work towards mutual understanding, open
and honest feedback, and meeting residents’ needs.
• Encouraging participation in com-
munity building social activities
Empowering Our Community to Take Action
• Empowering our community is about collaborative management.
We want to help our residents to think and act sustainably for
themselves, allowing the community to take a leadership role in
shaping its own future.
56
Stewardship
Perspective Engaging Our
As master developers, we produce high-quality Community in Open
property and infrastructure assets for our
clients. However, the ongoing value of such Dialogue
developments lies in the long-term sustainability
of not only the buildings themselves, but also In raising awareness about sustainability, we seek
the communities they belong to. In the Steward not only to disseminate information, but also
stage, ALDAR will seek to cooperate with actively to begin conversations. Continuous dialogue is
engaged stakeholders to promote the social and critical to building strong relationships, and that
economic well-being of communities by raising is our goal in each ALDAR community. By giving
awareness of sustainability, maintaining open the community a voice we work towards mutual
dialogue and empowering community members understanding, open and honest feedback, and
to take their own steps towards sustainability. meeting residents’ needs.
Informing Our We
Community and will launch
a website with
Raising Awareness an interactive
forum for
Sustainability is a relatively new concept in the
residents
region, and we see it as our responsibility to raise
awareness in our communities of the benefits
of sustainability. By launching sustainability
initiatives and giving community members the One channel for dialogue is the residents’ website,
knowledge to make the right decisions, we seek to which will feature an interactive forum where
act as agents of positive change. residents can communicate with ALDAR and with
each other about how their needs can be met in a
For example, ALDAR encourages its residents sustainable manner.
to actively participate in the stewardship of the
natural and built environment by recycling, using Other forms of engagement will include a
public transportation, conserving energy and bi-annual residents’ satisfaction survey and
respecting biodiversity. To promote our tenants’ stakeholder engagement sessions. The surveys will
health and well-being, smoking is forbidden on all be based on quality of life indicators customised to
ALDAR premises, and a jogging track was built at each community.
Al Raha Gardens in response to residents’ request.
In our residences, we discuss pertinent issues

and provide information about ALDAR activities
at Annual General Meetings (AGMs). We are also We will
developing a website to keep residents informed develop quality
of developments within the community. The of life indicators
website will feature our social events calendar, for the targeted
which includes events to promote healthy and lifestyle of each
sustainable lifestyle choices, environmental community.
awareness and community-building activities.
57
Stewardship
Ensuring Resident and Tenant Satisfaction
Customer satisfaction survey
2009
72%
Empowering Our
Handover satisfaction 100% Community to Take
Average resident satisfaction
Community Management Team satisfaction
77%
81%
Action
ALDAR will
begin forming
stakeholder
Ultimately, we will gauge the effectiveness of councils in our
our efforts in promoting stewardship through communities.
key performance indicators that will be part
of ALDAR’s Customer Relationship Model.
The indicators will capture our effectiveness
in building relationships, delivering value for Empowering our community is about collaborative
money, improving property management, management. We want to help our residents to
managing economic impact and managing our think and act sustainably for themselves, allowing
environmental impact. the community to take a leadership role in shaping
its own future. ALDAR will strive to drive this
transformation through collaborative campaigns
(involving our extended network of government
We will and private partners when possible), sustainable
services, and targeted performance indicators.
develop a reporting
mechanism to track In 2010, we intend to initiate ALDAR-facilitated
and monitor key community councils. The councils will serve
performance as community advocates and champions of
indicators. sustainability within the community. We expect
the councils to increase residents’ participation in
sustainability initiatives by imparting a sense of
ownership for community-driven ideas.
Stewardship Stage
Engaging Our Community in Open Dialogue
• Tenant/ownership turnover rate • ALDAR will launch a website with an interactive
• Number of customer complaints forum for residents.
• ALDAR will develop quality of life indicators for the
• Speed of handling complaints targeted lifestyle of each community.
• ALDAR will develop a reporting mechanism to track
• Customer Satisfaction Survey results
and monitor key performance indicators.
Empowering Our Community to Take Action
• Number of communities with active stakeholder councils
• ALDAR will begin forming stakeholder councils in
• Average number of community council meetings
certain communities.
• ALDAR’s attendance at community council meetings
58
Our Corporate
Functions
59
Our Corporate Functions

Embedding Sustainability in Our
Corporate Functions
In order to realise ALDAR’s vision of building sustainable lifestyle communities in line with Abu Dhabi Vision
2030, we must start by embedding sustainability management within our corporate functions. Although our
greatest priority is managing our external direct impacts through construction and property management,
our internal functions affect the way we manage our four stages of development. They must achieve the
highest standards of sustainability performance in terms of governance, economic impact, workforce,
environmental impact, and relationships.
Governance Economic Impact Our Workforce Environmental Relationships

Impact
Sustainability Management
60

Governance
Governance Economic Impact Our Workforce Environmental Impact Relationships
Perspective
ALDAR’s strong governance practices emphasise integrity and accountability. Our governance supports
and directs our efforts to promote local economic development, be an employer of choice, support
the communities in which we operate, and mitigate the indirect environmental impacts of our internal
operations.
The Board
The Board is responsible for the strategy, control and management of ALDAR Group. Guided by the Board
Charter, and with a commitment to maintaining transparency, the Board is accountable to the shareholders
for good corporate governance.
Board Members
Ahmed Ali Al Sayegh* Nasser Ahmed Al Suwaidi Khaldoon Khalifa Al Mubarak
Chairman Vice Chairman Vice Chairman
Khalifa Sultan Al Suwaidi Sultan Al Jaber Ali Al Muhairi
Director Director Director
Ibrahim Lari Ronald Barrott*
Director Director
*non-independent board members (2)
EMT Breakdown:
Organisational Chart Total Members: 13
UAE Nationals: 33%
Females: 23% (3)
61

Governance Committees
Establish
ALDAR’s governance body is fully engaged in ongoing activities
through timely briefings from various committees. ALDAR has
a sustainability
several governance committees including: committee for
the systematic
• Audit Committee (Internal Audit) implementation
• Investment Committee of sustainability
• Nomination and Remuneration Committee throughout our
• Strategy Committee operations
• Enterprise Information Security Committee
• Risk Management Committee
• Tender Committees
The responsibilities of each committee are detailed in ALDAR’s 2009 Annual Report, as is the Board
of Directors’ Charter, which was adopted in 2009, which supplements ALDAR’s Articles of Association
and addresses various issues including authorities and responsibilities of the Board, the selection of
the Chairman, conduct of Directors, including conflicts of interest, and leadership development and
performance assessment of the Board.
The Executive Management Team members meet regularly, chaired by the Chief Executive, to deal with the
ongoing management of the Group. The Chairman of the Board and individual Directors also meet regularly,
outside formal Annual General and Board meetings as part of each Director’s continuing contribution to the
delivery of the Company’s strategy.
Most members of the Board of Directors are compensated for their service as determined by ALDAR’s
company articles, according to their performance. Senior management and executives’ remuneration is
independent of their performance, except for in relation to bonuses. The Chairman, Chief Executive and
designated members of senior management are the company’s principal spokespersons in communications
with investors, the press and other interested parties.
The Group operates under a Code of Business Conduct which identifies the ethical parameters within which
the Group’s business must operate. It applies to all Group employees, consultants, contractors, suppliers and
all other parties with whom the Group conducts business.
Sustainability Committee
ALDAR plans to establish a sustainability committee which would include representatives from each of
ALDAR’s business units and departments, for the systematic implementation of sustainability throughout
our operations. The sustainability committee will be chaired by a member appointed by the EMT and will
report to the CEO, as well as providing biannual updates to the Board. A revamped CSR policy was released
in 2009 (http://www.aldar.com/downloads/ALDAR_CSR_statement.pdf ). ALDAR is committed to releasing a
sustainability report annually.
62

Financial
Snapshot
Revenue for the year was
Economic Impact AED 1,979.3 million (Year

ended 31 December 2008:
AED 4,978.3 million). The
decrease in revenue was
Corporate Function and Performance due to lower sale of land
plots during 2009.
Governance Economic Impact Our Workforce Environmental Relationships Net profit for the year
Impact
was AED 1,006.9 million
compared to AED 3,446.7
Sustainability Management million for the year ended
31 December 2008.
EBIDA (Earnings before

Perspective Interest, Depreciation and
Amortization) for the year
was AED 906.8 million
In 2009, global economic conditions were reflected in a decrease in our revenues; we
compared to AED 3,371.1
experienced lower sale of land plots during the year. Nevertheless, ALDAR remained
million for the year ended
resilient, continued to grow and delivered on major development targets. 31 December 2008.
Financial Key Performance Indicators Basic earnings per share

2008 2009
(AED million) for the year were AED 0.39
EBITDA 3,371.1 906.8 per share compared to
AED 1.39 per share for the
Net assets value 16,032.5 16,650.5
year ended 31 December
Investments in project developments 22,934.3 17,923.6 2008.
Net profits for the year 3446.7 1006.9
Developments under
construction were AED
Over the years, our strong financial position has enabled us to significantly benefit 17,923.6 million at year
the economic development of the communities in which we operate. Our success has end compared to AED
translated into economic opportunities in employment, business development for 22,934.3 million as at
local suppliers, community development and financial contributions to philanthropic 31 December 2008. The
decrease is due to number
causes. ALDAR’s Direct Economic Value Generated and Distributed is summarised below,
of projects completed
illustrating how our wealth is distributed amongst various stakeholders.
during the year.
Net assets value is up

by 3.9% to AED 16,650.5
Direct Economic Value Generated and
2006 2007 2008 2009 million (31 December
Distributed (000’ AED)
2008: AED 16,032.5
Total revenues 187,500 1,226,800 4,978,300 1,979,300 million).
Operating costs: 420,900 1,068,900 3,219,400 3,153,400
Employee wages and benefits: 131,300 211,700 398,500 695,900 The Group raised new
financing of AED 8,950.8
Payment to Provides of Capital
million during the year
Gross Finance Costs 10,500 625,400 958,300 1,565,800 to fund its development
Dividends 138,000 232,100 322,200 128,900 projects through a mix of
Total payments to providers of capital: 148,500 857,500 1,280,500 1,694,700 conventional and Islamic
Payment to government: Gross taxes No Taxes Exist in the UAE instruments, including
AED 4,590.0 million (USD
Community investment: 1,600 110 1,600 147
1,250.0 million) through
issuance of Corporate
Bonds.
63

Workforce
Perspective
ALDAR takes pride in attracting the best talent from all over the world. We are
an equal-opportunity employer, and we ensure an objective and transparent Our Employees
recruitment process from the application stage through to the interview and Out of 598
appointment stages. We offer competitive compensation, ongoing training
and career development opportunities and a safe working environment, Nationalities: 40
and we promote employee engagement through a number of internal
Women: 33%
communications tools and company activities.
A Diverse Workforce
Establish ALDAR promotes diversity in its workforce and does not tolerate child
a career labor, forced labor, or discrimination of any kind, as is clearly stated in
development team our Code of Business Conduct in our Personnel Policy Manual. ALDAR
to address employee follows all national regulations and laws in regards to human rights.
concerns and gaps No incidents of fines for not following regulations, or incidences of
in professional discrimination, child labor or compulsory labor were reported in 2009.
development
64

Gender Equality
The real estate and developer sectors are typically
male-dominated; one-third of our employees
are women. Although we do not currently have
any gender-targeted recruitment plans, we
promote an environment where male and female
employees alike are empowered, respected,
valued and encouraged to take advantage of
training and development opportunities that will
afford them equal potential for advancement.
The Emiratisation Challenge

Low participation of nationals in the emirate’s
labour market has resulted in a dependency
on foreign labour and expatriate workers.
While ALDAR warmly welcomes people of
all nationalities, we recognise that the local
population must actively contribute to the
economic growth of the emirate for it to be stable
and sustainable. We have therefore initiated
two Emiratisation programmes to promote
employment opportunities targeting Abu Dhabi
nationals.
The Accelerated Program (AP) consists of practical,

theoretical and experiential development that will
allow the participants to gain the knowledge and
experience necessary for career progression.
The Tawteen Leadership Academy, offered in

partnership with British Petroleum and accredited Tawteen Leadership 2008 2009
Academy
by the Institute of Leadership and Management
Number of participants 623 641
in the United Kingdom, is designed to help young
Emiratis with at least 3 years of experience develop
the critical skills essential for making the transition
from academic life to the commercial sector. The
Tawteen Leadership Academy has benefited more
than 1,000 young people in the past two years.
ALDAR aims to attain 25% emiratisation in 2010.
Competitive Compensation
ALDAR invests significantly in the well-being of its employees. All ALDAR employees work on a full-time basis;
we do not currently hire part-time or temporary employees. We offer competitive wages, and have a grading
system in place with a specified entry-level wage for each grade, accompanied by a appropriate benefits
package to which all permanent and direct hire employees are entitled. The package includes:
• Medical/life insurance • Annual leave entitlement

• Maternity leave according to UAE labour laws • Paternity leave for three days
• For expatriates: flights to point of origin for eligible dependents
• Annual recreational allowance for all staff
(spouse plus up to three children)
• Housing allowance for all staff in an amount based on their level
• For UAE nationals: twice their basic monthly salary instead of
within the company
yearly flights
• Educational assistance for up to four children

(70,000 dirhams per child annually)
65

Training and Development Added Benefits
ALDAR is committed to providing personal professional development, career
at ALDAR
professional development, training and career counselling for all its employees.
The Learning and Development (L&D) Department runs dynamic in-house The Darak
training programs for all levels of staff, along with external training programs
Discount Card
where necessary.
ALDAR has negotiated a
Number of Employees Trained program through which
our employees receive
2006 2007 2008 2009
discounts from a growing
Total Employees Trained 182 310 449 461 list of service providers
Total Spent on Training (AED million) 1.7 6.3 7.5 6.5 and retailers in Abu Dhabi.
The Darak Discount Card
ALDAR also supports staff in furthering their education or career development is issued to all employees,
independently. In addition to academic sabbaticals, we also support employees allowing them to take
in obtaining professional memberships. ALDAR will pay for up to two relevant advantage of offers on
professional memberships per year for each employee. The training budget products and services
slightly decreased in 2009 compared to 2008 due to set up costs that were ranging from electronics
needed in 2008 in creating the LEAD programme. and clothing to travel and
hotels.
Communication and
Engagement
Having experienced rapid growth in a short period of time, ALDAR employs the following tools and
activities to promote employee engagement and effective internal feedback and communication:
Internal Communications Tools and Activities

DARnet, our company intranet system, allows staff to view company news, download corporate
videos, read company newsletters and access staff email addresses, among other things. DARcom,
our internal storage site, makes it possible for staff to access and share secure files. ALDAR’s annual
All Staff Day is an opportunity for employees and management to meet and exchange ideas. We have
also instituted a company-wide suggestion scheme, called Ibtika, to encourage suggestions from any
member of staff with ideas on how to improve the way we carry out our daily activities and business
processes.
Performance Review and Turnover

All Staff at ALDAR are expected to undergo an annual performance review, and have undergone
performance reviews since 2006. Reviews include a discussion with their Line Manager about
individual career development plans. We are currently establishing a career development team to
address employee concerns and gaps in professional development. Turnover at ALDAR increased
significantly in 2009 to 20% from 6% in 2008. This was a planned effort by ALDAR to right-size the
company in relation to market conditions after various project analyses were conducted, highlighting
ALDAR’s opportunity to become more efficient in its management of human resources. We made
every effort to support those who were leaving ALDAR by offering 90 days of severance pay, gratuity
payments, and pro rata benefit payments. Additionally, medical insurance was extended until the 90
day notice period ended.
Employee Turnover 2006 2007 2008 2009

Total Leavers 8 27 36 121
Total Turnover (%) 4% 8% 6% 20%
Total Starters 56 161 348 99
66

Issue a
focus statement,
with clearly defined
Employee Satisfaction: All Staff Survey organisational and
In 2009 ALDAR surveyed all its staff to help
management understand employees’ perceptions of
departmental objectives,
our business and how it could be improved. The 88% that will address the
participation rate reflects our culture of involvement. All Staff Survey
findings
Snaphot of Employee Satisfaction at ALDAR
Agreed that their superiors are assessable for input and advice.
Find work interesting
Feel treated with respect by their supervisors
Enjoy working with co-workers
Proud to work at ALDAR
82% 84% 86% 88% 90% 92% 94% 96% 98% 100%
We learned that we need to focus on increasing leadership accessibility, responsiveness and interaction.
We will also improve on making the process of job promotions more objective. We intend to begin these
improvements by strengthening communication between leadership and managers, between departments,
and when policy changes occur. To ensure that we remain on the right track, in 2010 we will issue a focus
statement, with clearly defined organisational and departmental objectives, that will address the All Staff
Survey findings.
Health and Safety

At ALDAR our commitment to providing a safe working environment for our employees applies not only
to construction workers but also to employees in areas of our corporate operations. We have implemented
simple yet effective measures to minimise risks to employee safety. These include:
• Work station assessments to ensure that office layout, lighting, furniture and office equipment are
set up to minimise health risks and promote a safe working environment
• Electrical safety awareness instruction
• Manual handling guides, to prevent injuries from lifting and moving objects
• A no-smoking policy
• Office security measures to prevent unauthorised access to our premises
• Adherence to the International Fire Code and regularly scheduled fire drills
67

Environmental Impact
Perspective
Earlier in the report, we discussed our environmental impacts in
the building stage as the most resource intensive stage of our
development. However, ALDAR has many assets and operational
activities including our corporate functions, where we recognize
we must do more to manage our environmental performance
under our existing Health, Safety, Security and Environmental Begin tracking
Management System (HSSEMS). We have looked at our
performance in waste management and our energy and water
the waste,
consumption. We recognize that there exists many opportunities electricity and water
for improvement. consumption patterns
of our operational
We favour suppliers who share our commitment to the community
assets
and the environment, and who conform to all local requirements
regarding environmental codes and guidelines.
Waste Management
Paperless Project Control
To reduce our paper consumption and waste, ALDAR is driving forward the concept of paperless project
control through the use of Aconex—a powerful online collaboration tool. Users around the globe can
exchange correspondence, reports and drawings at the touch of a button. The need to travel is avoided and
the use of paper vastly reduced. Aconex has had a dramatic impact on our operations, as seen in our major
projects at Yas Island and Al Raha Beach. A snapshot for April 2009 from the Aconex reporting facility shows
key information as follows:
Aconex @ Aconex @ Aconex @ ALDAR All

April 2009
Yas Island Al Raha Beach Projects
Organisations 333 121 553
Users 3,850 2,229 8,805
Registered documents 3,173,210 1,441,688 5,288,740
Transmitted documents 1,490,746 853,542 2,655,496
Document file size 7,947,741 4,149,509 14,238,181
Total mail received 2,786,355 281,197 3,639,020
68

The cost-saving opportunity is equally impressive. Yas Island is
forecasted to spend only three million dirhams per year in paper
and printing costs, 6.6 million less than the previous budget.
Reducing Plastics Disposal

In an attempt to reduce our waste from water bottles, in June 2009
ALDAR kick started the awareness campaign to reduce our water Implement
bottle consumption, switching to large dispensers and reusable segregated
jugs. Since then, ALDAR began tracking the amount of water bottles materials recycling for
used by ALDAR Staff through our purchasing records. By the end office activities
of 2009, ALDAR had witnessed a 25% decrease in the waste we
generated from plastic water bottles. We are determined to do
more and have set a reduction target of 50% for 2010.
Recycling at ALDAR
Although a recycling culture is lacking in the emirate, ALDAR has
taken on the challenge of improving the current standard of waste
management and resource recovery. ALDAR worked with the
Emirates Environmental Group (EEG) to begin our implementation
of segregated materials recycling across our office activities.
Materials to be recycled include paper, cards, plastic, metal and
glass. In addition ALDAR safely consigns used printer cartridges and
batteries through its links with EEG.
Energy Efficiency and

Water Consumption
By 2012, Abu Dhabi’s energy consumption is expected to exceed
the emirate’s current energy supply. In order to improve the energy Accomplish
and water efficiency of ALDAR’s operations, we have determined a 50% reduction
our total consumption as a baseline against which to set future
in water bottles at
reduction targets. We were unable to get accurate data for 2009’s
energy consumption due to changes in our billing process. ALDAR ALDAR's headquarters
commits to further enhancing data management processes to by end of 2010
ensure accurate information in the future. Water consumption
increased dramatically in 2009 compared to 2008 due to the
significant increase in the number of projects as well as the number
of assets managed after completion. ALDAR does not currenty
recycle or reuse water. For future reports, we hope to be able to give
a clear picture of consumption patters across our assets.
We will also work with ADDC (Abu Dhabi Distribution Company)

and AADC (Al Ain Distribution Company) to ensure that in the
future we can report our consumption per facility and facility type.
Energy and Emissions at ALDAR 2007 2008 2009

Electricity consumption (kWh) 1,974,174 97,968,333 57,376,393
Greenhouse Gas Emissions (Tonnes CO2 Equivalent) 1,501.7 74,520.8 43,644.1
Potable Water Consumption (m ) 3
2007 2008 2009
Water consumption 6,000 22,500 4,600,000
69

Relationships
Perspective
Building sustainable lifestyle communities goes beyond building physical structures—it is also about
building relationships. ALDAR works closely with the Government of Abu Dhabi and other institutions to
fulfil the vision of Abu Dhabi 2030 and the residents of Abu Dhabi.
Our Government Partners

ALDAR supported the development of Estidama, the sustainability initiative launched by Abu Dhabi
Urban Planning Council (UPC) and the Abu Dhabi Environment Agency. ALDAR also works with the Abu
Dhabi Municipality and Environment Agency – Abu Dhabi (EAD) to meet various regulatory requirements.
Collaboration with the municipality is important because communities developed by ALDAR must transition
to the municipality in order to be provided with municipal services. The Environment Agency has been a
major support in our work to protect the emirate’s biodiversity.
Our Private Sector and NGO Partners

The ALDAR Partnership Program
The first of its kind in the UAE, the ALDAR Partnership Program is a strategic initiative designed to involve
carefully selected, well-established investment partners in ALDAR’s developments.
Institutes of Higher Learning

ALDAR continues to forge relationships with leading training and educational institutions, such as
Cambridge University, Reading University, and the Inspirational Development Group (IDG), to develop world-
class, innovative curricula for the benefit of ALDAR employees and UAE nationals.
External Commitments and Memberships

- Abu Dhabi Sustainability Group (ADSG)
- Emirates Green Building Council
- Build Safe UAE
- Emirates Environment Group
70

Our Local Communities
As a leading property developer in Abu Dhabi, ALDAR has a responsibility to contribute to the social
development of both our lifestyle communities and neighbouring communities. We invest significantly
in health, safety, community building and environmental activities, attempting to set the standard for
corporate social responsibility (CSR) within the emirate.
We have set up a CSR Committee, including staff from various departments, who meet twice a month to
discuss ideas and drive CSR initiatives within the company.
Educating Our Future Leaders

ALDAR has launched a host of educational initiatives in association with world-renowned academic and
professional institutions. For instance, the Distinguished Student Scholarships Committee (The Scholarship
Coordination Office) sponsors students selected from various parts of the UAE to attend school abroad.
In 2008, ALDAR also supported the Emirates Foundation’s Summer Science, Technology, Engineering,
Aerospace, and Math (STEAM) program by hosting the Arab Youth Venture Foundation (AYVF) Mars Robotics
Clinic.
Creating a Platform for Knowledge Sharing

ALDAR supported the creation of the Mideast Property Research Society. Supported by the UK Society
of Property Researchers, the society will provide a forum for researchers to share views on market
developments and methodologies and access enhanced data and tools.
Fundraising for Cancer Cause

A Yas Island project team took part in Movember, an annual worldwide campaign in which participants raise
funds for research into men’s cancer by growing a moustache during the month of November. Our team
raised GBP 15,622 (over AED 80,000).
Supporting the Future Centre for Special Needs

The Future Centre for Special Needs (FCSN) helps students with physical and mental disabilities to experience
joyful and meaningful lives. ALDAR was pleased to extend a financial donation of 200,000 dirhams to the
FCSN.
Supporting Emirates Environmental Group (EEG)

ALDAR supported the Emirates Environmental Group (EEG) through Corporate Membership status in 2009.
EEG is a voluntary non-government organisation devoted to protecting the environment through education,
action programmes and community involvement. ALDAR also regularly supports EEG event days, such as
Clean Up UAE 2009 and Can Collection Drive2009/10.
71

Corporate Functions
Governance
• ALDAR will establish a sustainability committee for

• % implementation of sustainability commitments
the systematic implementation of sustainability
outlined in this report
throughout our operations
Workforce
• ALDAR will establish a career development team to

• % of employees receiving regular performance and
address employee concerns and gaps in professional
career development reviews
development.
• ALDAR will issue a focus statement, with clearly

• All Staff Survey results defined organisational and departmental objectives,
that will address the survey findings.
Environmental Impacts
• ALDAR will begin tracking the waste, electricity and

• % reduction in resource consumption
water consumption patterns of our operational assets.
• ALDAR will implement segregated materials recycling

• % of materials recycled
for office activities.
• ALDAR will accomplish a 50% reduction in water

• % reduction in water bottles
bottles at ALDAR’s HQ by end of 2010.
72

Appendices
73

Appendix A:
Summary of Performance
Over the mid to longer term, sustainability at ALDAR will be embodied by two major areas of focus: 1)
An outward-looking focus on our success in creating sustainable, lifestyle communities, and 2) Our own
operations, detailing how we work and how we integrate sustainability.
Material Issues Key Performance Indicators 2006 2007 2008 2009

Creating Sustainable Lifestyle Communities
Achieving the right Average % alignment with targeted mix (e.g., 60% small-
New Indicator
mix use residential, 1% hotel, etc.)
Environmentally
Average % green area (hectares or square metres) per
sustainable New Indicator
development
communities
# of jobs within community premises New Indicator

Economically sound
communities % of employed community members working inside the
New Indicator
community
Average community score for quality of life index New Indicator
Socially vibrant
Resident satisfaction N/A N/A N/A 77%
communities
Customer satisfaction New Indicator
% of ALDAR communities with well-functioning
Civic engagement and New Indicator
stakeholder councils
collaboration
# of community consultations New Indicator
Our Own Operations
Ensuring integrity,
accountability and # of independent Board members N/A N/A N/A 6
trust
Financial key EBITDA N/A 3,371.1 906.8
performance
indicators (AED Net assets value 3,270.9 7,869.3 16,032.5 16,650.5
million)
Total revenues 187,500 1,226,800 4,978,300 1,979,300
Direct economic Operating costs 420,900 1,068,900 3,219,400 3,153,400
value generated and
Employee wages and benefits 131,300 211,700 398,500 695,900
distributed (1,000
AED) Total payments to providers of capital 148,500 857,500 1,280,500 1,694,700
Community investments 1,600 110 1,603 147
74

Material Issues Key Performance Indicators 2006 2007 2008 2009
Total # of
Total workforce (corporate) 210 341 646 598
workforce
59 82 150 124
Local
Employment by (29%) (24%) (24%) (21%)
nationality 143 254 482 477
Expatriates
(71%) (76%) (76%) (79%)
Total number Female 71 127 222 192
of workforce by
gender Male 139 214 424 406
Total number of Age 18 - 30 72 115 215 157

workforce by age Age 31 - 45 107 162 321 319
group Age 45 and over 31 64 110 122
Number of Employees Trained 182 310 449 461
Training and
development
Total Spent on training (Million AED) 1.7 6.3 7.5 6.5
Total leavers 8 27 36 121
Turnover % of total workforce 4% 8% 6% 20%
Total starters 56 161 348 99
LTIFR 0.24 0.28 0.22 0.28
# of fatalities 0 2 2 2
Health and safety
Percentage of workforce represented on H&S committees N/A N/A N/A 25%
Number of HSE Meetings N/A 475 1,671 2,315
Waste
Total weight of waste across our portfolio New Indicator
management
Electricity consumption generated from renewable sources
0 0 0 57,000
(kWh)
Total energy
consumption Electricity consumption (kWh) N/A 1,974,174 97,968,333 57,376,393
across our Diesel New Indicator
portfolio Fuel leaded New Indicator
Fuel unleaded New Indicator
Greenhouse gas Total greenhouse gas emissions (Tonnes CO2 Equivalent) N/A 1,501.7 74,520.8 43,644.1
Water
Total potable water used (m3) N/A 6,000 22,500 4,600,000
management
Environmental Total environmental protection expenditures and investments
N/A N/A N/A 8.5
protection by type (Million AED)
Ensuring Number of customer complaints New Indicator
customer
satisfaction Customer satisfaction survey N/A N/A N/A 72%
Being a
Total number of incidents of non-compliance with regulations
responsible N/A N/A 0 0
and voluntary codes concerning health and safety impacts
developer
* N/A = Not Available
75

Appendix B:
Subsidiaries and Joint Ventures
Our most material subsidiaries and joint ventures are captured in the following tables.
Subsidiaries Principal Activity

Al Raha Gardens Property LLC Development, sale and management of properties
Al Jimi Mall LLC Development and management of investment property
ALDAR Real Estate Services LLC Property development
Al Raha Infrastructure Company LLC Development, sale and management of, and investment in, properties
ALDAR Academies LLC Investment in, and management of, entities providing educational services
Investment in, and management of, entities providing facilities management
ALDAR Facilities Management LLC
services
ALDAR Commercial Property Developments LLC Ownership, management and development of buildings
Farah Leisure Parks Management LLC Supervise, manage and operate theme parks
Investment in, and management of, entities providing hotels and hospitality
ALDAR Hotels and Hospitality LLC
services
ALDAR Marinas LLC Management and operation of marinas, sports clubs and marine machinery
Joint Venture Company Principal Activity

International property development, real estate investment and property
Al Maabar International Investments LLC management services; pursuing property developments in the Middle East,
North Africa, Europe and Asia
Al Raha International Integrated Facilities

Operating camps and FM services.
Management LLC
Inshaa Property development and management
The Nareel Island Hotels and tourism
Aseel Islamic finance institution
Abu Dhabi Finance (ADF) Mortgage provider
A&T Cool Refrigeration
ALDAR Laing O›Rourke Delivery of ALDAR Properties› Al Raha Beach projects in the UAE
Abu Dhabi Motor Sports Management LLS Construction of Yas Marina Circuit and ongoing management
Providing technology within all ALDAR for a payment management system

Textura Middle East LLC
enabling cash flow management and cost effectiveness of construction projects
Manufacture and supply of concrete, concrete derivatives and related ancillary

ALDAR Readymix
services
Al Maabar International LLC Global Real Estate Investment
ALDAR Besix LLC Real Estate Construction
ALDAR Etihad Investment Properties LLC Abraj residential property management
ALDAR EUROASIA Real estate management and property investment
FADAR Retail LLC Ferrari branded retail franchise
Fara H Leisure Parks Management LLC Operational management services for ALDAR’s theme parks and attractions
District Metering And Revenue Collection Providing electronic metering systems, configuration, ongoing maintenance and
Company LLC (DMRCC ) operations management for district energy clients
Green Emirates Properties Pvt. Joint Stock Co Real estate development, construction and leasing
Financing, building, managing, leasing, developing, maintaining and investing in

Royal House
a hotel and furnished residential complex
76

Appendix C:
Report Parameters
Process for Defining Report Content
Determining our Priority Issues: We have undertaken a systematic process for identifying the company’s priority sustain-
ability issues. We have applied each of the principles for defining report content. Our process has resulted in the identifica-
tion of sustainability issues across the stages of our development process and in our corporate functions that will drive our
sustainability strategy. We report on the relevant issues for each stage and for our internal cross-cutting functions in this
report. These issues are all deemed essential to business success and are not prioritised. Prioritisation within each issue is
defined in the form of a selected group of key performance indicators (KPIs) and related targets that we have determined
as the best means of achieving progress towards sustainability.
Materiality: We considered and believe we have covered all topics (and included associated indicators) that reflect the
organisation’s significant economic, environmental, and social impacts, or that would substantively influence the assess-
ments and decisions of stakeholders. This includes main issues raised by stakeholders, issues reported on by our peers,
standards and guidelines including the GRI G3 Reporting Guidelines.
Stakeholder inclusiveness: We considered and believe we have identified all of our key stakeholders and have outlined
how we engage them, our understanding of their interests and expectations, and how we have responded.
Sustainability context: We considered our sustainability context, taking into account global trends towards sustainability
but also considering regional and local contexts in which we operate. In some cases we point out the different priorities
among these contexts, and how we try to best address these issues from multiple perspectives.
Ensuring Quality in Our Sustainability Reporting
Balance: We believe this report presents both the positive aspects of our performance and areas requiring significant
improvement.
Comparability: Wherever possible we have provided 2006 to 2009 year-on-year data (end: Dec 31 each year), and have
attempted to follow the GRI Indicator Protocols in order to facilitate comparison of our report against industry peers and
other companies.
Accuracy: We have aimed for maximum accuracy. Where estimations or other limitations to the data are involved, this is
identified.
Clarity: Sustainability is a relatively new concept in our region and we have made an effort to provide introductory infor-
mation where useful to facilitate reader understanding of the report content.
Assurance: This report will not be assured by a third party.
Reporting Boundaries
Limitations: Owing to our existing billing structures, the data we obtained for our energy, water, and materials consump-
tion has been consolidated across our portfolio, making it difficult to attribute data to specific projects or assets. Further-
more, the vast majority of our business activities are contracted to third-party contractors and sub-contractors, making it
difficult to obtain information directly related to projects that are not tracked by our project teams. Joint-ventures were
included in all calculations, but activities of these operations were reported in a case by case manner.
Data measurement techniques: Where annual data had gaps, this report did not accept estimates, and listed the infor-
mation as unavailable. All information and data in this report is therefore as accurate as possible. The only estimation that
took place was in determining land areas in each development stage, where a project had various portions in different
stages of development (design, build, operate etc.). In these cases, the estimates were provided by project managers.
77

Appendix D: GRI Index
GRI Page (s) GRI Page(s) GRI Page(s)
1.1 4-5 Overall Management Approach Disclosure- Overall Management Approach Disclosure-
Environment: P. 32 - 33, 68 Society: P. 57, 70 - 71
1.2 4-5
EN2 36 SO1 20, 33
2.1 10
EN3 27, 69 SO4 No incidences reported
2.2 12, 14 - 15
EN4 27, 69 SO5 None
2.3 61, 75
EN5 25, 27 SO6 None
2.4 10
EN6 27 SO7 None
2.5 10
EN7 25 - 27 SO8 None
2.6 10
EN8 69: Desalinated Water Source Overall Management Approach Disclosure-
2.7 12, 75 Product Responsibility: P. 48 - 49, 57
EN9 Desalinated Water
2.8 11 PR4 None
EN10 69
2.9 11 PR5 49, 58
EN11 37 - 38
2.10 11 PR6 None
EN12 37 - 38
3.1 75 PR7 None
EN13 37 - 38
3.2 2 PR8 None
EN14 37 - 38
3.3 77 - Annually PR9 None
EN15 37 - 38
3.4 2
EN16 69, 75
3.5 77
EN17 69, 75
3.6 77
EN18 25 - 27
3.7 77
EN19 None known
3.8 77
EN22 36, 75
3.9 77
EN24 None
3.10 No Restatement as First Report
EN26 49
3.11 No Changes as First Report
EN27 None
3.12 78
EN28 None
3.13 77
EN30 37
4.1 61 - 62
Overall Management Approach Disclosure-
4.2 61 - 62 Labor Practices & Decent Work Practices: P. 64
4.3 61 LA2 66, 75
4.4 13, 61 - 62 LA3 65
4.5 62 Not applicable as trade unions do
LA4
4.6 62 not exist in UAE
4.7 62 LA6 75
4.8 10, 19 LA7 75
4.9 62 LA9 Trade Unions do not Exist
4.10 62 LA10 66
4.11 20 LA12 66
4.12 70 - 71 LA13 62, 64, 75
4.13 70 - 71 Overall Management Approach Disclosure-

Human Rights: P. 64
4.14 13
HR1 None
4.15 13
HR2 None
4.16 13
HR3 None
4.17 13
HR4 64
Overall Management Approach Disclosure-
Economic: P. 63 Unions do not Exist in the UAE
HR5
by Law
EC1 63
Not Operations Identified as
EC2 33, 47 HR6
having Risk for Child Labor
EC3 65
Not Operations Identified as
HR7
EC7 65 having Risk for Forced Labor
EC8 11 - 12, 50 HR8 None
EC9 63 HR9 None
78

Appendix E: Acronyms
HVAC&R Heating, Ventilation, Air Conditioning and
ACC Arabian Construction Company
Refrigeration
ADDC Abu Dhabi Distribution Company IFC International Fire Code
ADIC Abu Dhabi investment Company ILO International Labour Organisation
ADNHC Abu Dhabi National Hotels Company IUCN International Union for Conservation of Nature
ADP Accelerated Development Program JV Joint Venture
ADSG Abu Dhabi Sustainability Leadership Group KPI Key Performance Indicator
ADWEA Abu Dhabi Water & Electricity Authority L&D Learning and Development
AFP Administration Foundation Program LEAD Leadership Excellence Applied Diploma
Construction Environmental Management LEED Leadership in Energy and Environmental

CEMP
Plan Design
CFC Chlorofluorocarbon LTI Lost Time Injury
DCP Development Control Process LTIF Lost Time Injury Frequency
DMA Abu Dhabi Municipality LTIFR Lost time Injury Frequency Rate
DSF Design Standards Forum LTIR Lost Time Incident Rate
EAD Environmental Agency Abu Dhabi NCTH National Corporation for Tourism and Hotels
EEG Emirates Environmental Group NGO Non-Governmental Organisation
ELP Emerging Leaders Program PJSC Public Joint Stock Company
EMT Executive Management Team RICS Royal Institution of Chartered Surveyor
FRICS Fellow of RICS SMP Sustainability Management Plan
GDP Graduate Development Program TRIR Total Recordable Incident Rate
GHG Greenhouse Gas UAE United Arab Emirates
GRI Global Reporting Initiative UN United Nations
HCFC Hydrochlorofluorocarbons UPC Urban Planning Council
HQ Head Quarters USBGC United States Green Building Council
HR Human Resource VFL Visible and Felt Leadership
HSE Health, Safety and Environment WHO World Health Organisation
Health, Safety, Security and Environmental WWF World Wide Fund for Nature
HSSEMS
Management System
79
Appendix F: Glossary
Commonly known as freon, CFCs are ozone-depleting substances used as refrigerants. The
Chlorofluorocarbon Montreal Protocol calls for the phasing out of all CFCs.
DARcom ALDAR›s internal storage site where staff can access and share secure files.
DARnet ALDAR›s company intranet system.
Meaning «sustainability» in Arabic, a building design methodology for constructing and operat-
Estidama ing buildings and communities more sustainably.
Fatality Loss of life due to an occupational accident or ill health.
Occupational injuries that can be successfully treated by a qualified first-aider and do not re-
First Aid quire further treatment by a medical professional.
The steward of the most widely used reporting framework for performance on human rights,
labour, environmental, anti-corruption, and other corporate citizenship issues. The GRI frame-
Global Reporting Initiative work is the most widely used standardised sustainability reporting framework in the world.
(Practice of creating) structures and using processes that are environmentally responsible and
resource-efficient throughout a building›s life cycle: from siting to design, construction, opera-
Green Building tion, maintenance, renovation and deconstruction.
Gases in an atmosphere that absorb and emit radiation within the thermal infrared range. The
main greenhouse gases in the Earth’s atmosphere are water vapour, carbon dioxide, methane,
Greenhouse Gases (GHGs) nitrous oxide and ozone.
Hydrochlorofluorocarbons Hydrogen-containing CFCs (HCFC) which are less harmful to the ozone layer than CFCs.
A Green Building Rating System, developed by the U.S. Green Building Council (USGBC) that
provides a suite of standards for the environmentally sustainable design, construction and op-
LEED eration of buildings and neighbourhoods.
Legionella A bacteria that causes legionnaires› disease, an infectious disease that causes pneumonia.
Lost Time Days The number of days a person is unfit for work because of an occupational accident or Illness.
Any work-related injury other than a fatal injury which results in a person being unfit for work
or unable to resume normal duties for more than three days following the date of the accident
Lost Time Injuries (over three days) or the date of diagnosis of the illness.
The lost time injury frequency measures the number of lost time injuries in the exposure period
as a percentage of the workforce. It is calculated by multiplying the number of lost time injuries
Lost Time Injury Frequency Rate (LTI) by 1,000,000 and dividing by the exposure hours worked during the period.
(LTIFR) LTIF = No. of Lost Time Injuries x 1,000,000 / Exposure Hours
Any work-related injuries that are not severe enough to be reported as fatalities or lost work day
cases or restricted work day cases, but are more severe than requiring simple first aid treatment.
Medical Treatment Case (MTC) A MTC requires treatment by a medical professional.
An event or chain of events that could have resulted in fatality, injury, illness and/or damage
Near Miss (loss) to assets, the environment, company reputation or third parties.
A voluntary program for developers seeking to achieve recognition for pursuing a higher level
of green building and development under Estidama, used to evaluate sustainable building de-
Pearl Rating System sign.
Photovoltaic system A system which uses solar cells to convert light into electricity.
The world›s largest humanitarian organisation, providing assistance without discrimination as

Red Crescent to nationality, race, religious beliefs, class or political opinions.
Any work-related abnormal condition or disorder, other than an occupational injury caused by
Work Related Illness or mainly caused at work. (Also referred to as Occupational illness.)
80
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Creating

About this Report

In this first ALDAR sustainability report, we aim

The process of preparing this report has highlighted

In preparing this report we have

ALDAR joined the Abu Dhabi

Message from the Chairman 4

Message from the

It is our responsibility to future generations of Abu

Ours is not an exclusive challenge. Much of the world

Ahmed Ali Al Sayegh

Message from the CEO

The preservation and protection of resources are

Summary of 2010 Commitments

Build Stage Commitments

Develop a waste Report on all Develop and

Own and Operate Stage Commitments

Steward Stage Commitments

Launch a website with Develop quality of Develop a reporting

ALDAR Corporate Functions and Performance

Begin tracking Accomplish a 50%

Awards and Recognition

Best Office Development: HQ, Al Raha Beach (Arabian Property Awards)

End of 2009 Corporate Snapshot

Earnings per Share: 0.39 AED Developments in Construction Stage: 14

Estates Management Hotels (ALDAR Hotels and Hospitality LLC)

Our Understanding of Their

Community - Media communication - Same as ALDAR’s customers, as - Comprehensive master-planning

Voiceless - Monitoring - Protection of the environment - Environmental Management Plans

Design Stage Build Stage Own & Operate/Stewardship Stage

ALDAR’s portfolio highlights includes:

Yas Island, Abu Dhabi’s multi-billion-dollar

Central Market in downtown Abu Dhabi, a rebirth

Al Raha Beach development, is the ‘Ultimate

Understanding and defining the key elements of sustainable lifestyle communities

Defining Sustainable Lifestyle Communities

“The important thing is to serve

Understanding and Defining Sustainable Lifestyle Communities

Key Elements Alignment with Abu Dhabi Vision 2030

Four Stages of Creating Sustainable Lifestyle Communities

Our communities will be socially

• Engaging customers, tenants, and the community to Thriving communities require

Embedding Sustainability in Our Corporate Functions and Impacts

Our Sustainability Framework

Our sustainability framework captures these three essential elements:

Four stage Process

Design Build Own & Operate Steward

Corporate Function and Performance

Governance Economic Impact Our Workforce Managing our Relationships

Embedding Sustainability in Our

Design Build Own & Operate Steward

ALDAR’s Development Control

Clearly articulated project objectives and project brief

Clarity on roles and responsibilities

Clarity from project inception

How projects are delivered

Robust financial appraisals

By incorporating sustainability at the Design stage, we

• Aligning with Abu Dhabi Vision Sustainable Building Design

Connection with Nature: Consideration of open spaces and

Estidama Community Design Guidelines: A key element of the new

Embedding Sustainability and Aligning to Abu Dhabi Vision 2030:

Projects with Green Building