Abu Dhabi Sustainability Group – Forum Quarterly Meeting

21st November 2013

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ProgrammeMEETING: Abu Dhabi Sustainability Group – Forum Quarterly MeetingDATE: 21st November 2013

PURPOSE: 1. To brief attendees on the proposed strategy development process 2. To gain the attendees valuable input into current stage

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What we have been asked to do

To develop a 5-year Strategy for Abu Dhabi Sustainability Group (ADSG) for 2014-2018…

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ADSG Declaration

We, the undersigned, Abu Dhabi Sustainability Group founding members Hereby declare our commitment to work together in adopting sustainability as the fundamental approach in

developing and executing strategic policies and using integrated management of our economic, environmental and social performance for the purpose of realising the vision of H. H. Sheikh Khalifa Bin Zayed Al Nahyan, President of the UAE, and the vision of Abu Dhabi Emirate to

achieve sustainable development, build a cohesive society and an open economy capable of global competitiveness.

We commit ourselves to do everything in our power, with our partners in this group, through the introduction of sustainability management practices, to improve management methods and decision making, reduce risks, and encourage use of technological applications to support

sustainable economic and social growth. We also commit to publishing an annual report that explains our sustainability management

approach and an evaluation of our environmental, economic and social performance. We pledge this in a spirit of cooperation and open dialogue to ensure the highest levels of transparency; and

we commit to supporting national plans and strategies

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Looking towards 2030

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Abu Dhabi population set to

increase 5.3% year-on-year to

reach an estimate of 5.03million by

2030

If sea levels rise by 1m as predicted – 344 sq. km of land in Abu Dhabi will be inundated, of which 6sq km is in built up areas

More than 26% of the land in Abu Dhabi is overgrazed and the livestock population exceeds the land’s

carrying capacity by over 6 times

Global climate change models indicate that by

2050 the average annual temperature in Abu Dhabi is likely to increase by 1.74 to

2.67oC

Look forward to 2030 - Visions• UAE VISION 2021: “We want to be among the best countries in the world by 2021”

• ABU DHABI 2007/2008 POLICY AGENDA: “A safe and secure society and a dynamic, open economy”

• ABU DHABI ECONOMIC VISION 2030: “Abu Dhabi as a sustainable, diversified, high-value- added economy that encourages enterprises and entrepreneurship and well integrated in the global economy leading to better opportunities for all”

• ABU DHABI ENVIRONMENT VISION 2030: ‘To preserve and enhance Abu Dhabi’s natural heritage, which is a legacy and blessing that should be passed on to future generations, whilst acting as a global leader in the efficient use of resources and contributing to a better quality of life for all’

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Our proposed process – see A3 handout

ADSG FCC – Options Appraisal

workshop

Develop 6 ‘options’ for strategic choice (and criteria to appraise)

Positioning Abu Dhabi

internationally

Uncertainties and future risks

What is missing?

Leading strategies and

practices

What is already being done?

Global best practice standards and

certification

Issues previously identified August FQM

Document and evidence meta-review

ADSG members and stakeholder engagement

What are the gaps?

TODAY: Identify material issues, priorities (risk or opportunity) and sizing

SWOT and PESTLE

1-2 material issues for strategy focus

Dashboard Strategy Roadmap

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Where we are now

ADSG FCC – Options Appraisal

workshop

Develop 6 ‘options’ for strategic choice (and criteria to appraise)

Positioning Abu Dhabi

internationally

Uncertainties and future risks

What is missing?

Leading strategies and

practices

What is already being done?

Global best practice standards and

certification

Issues previously identified August FQM

Document and evidence meta-review

ADSG members and stakeholder engagement

What are the gaps?

TODAY: Identify material issues, priorities (risk or opportunity) and sizing

SWOT and PESTLE

1-2 material issues for strategy focus

Dashboard Strategy Roadmap

Question One

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Within these visions – what should the focus be for ADSG members to deliver? What are the most material issues within their scope?

Materiality – understanding what matters most and to whom

A material issues is something from across the societal, environmental and economic agendas - that could make a major difference (as risk or an opportunity) to an

organisation and its stakeholders

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Increasing importance to Abu Dhabi (the Emirate and organisations) – and within the impact of ADSG

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What matters most?

and to whom?

Consultation Activity One

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QUESTION: What issue(s) matters most (are material) to ADSG and its stakeholders?

a) In 5 yearsb) In 10 years

Previously identified issues (August FQM)

What are your organisation's key challenges? (‘ranking’ as per August survey)

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=1 Energy Use=1 Health and Safety and Staff

Well-Being=1 Emiratisation and Change

Management=4 Governance, Transparency and

Accountability=4 Environmental

Management & Staff Awareness=6 Sustainable

Procurement=6 Water & Resource Use=6 Customer

Relationships=6 Learning and development10 Waste Management

What areas of sustainability are important to your entity? (top ten as ‘ranking’ as per August survey)

1 Regulations 2 Talent/Emiratisation3 Costs4 Customers5 Economy6 Growth7 Demand8 Government spending8 Competition10 Labour11 Changing in Roles and Responsibility

Other identified issues (August FQM)

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• Biodiversity• Charity• Diversity and Equality• Economic & Social Regeneration• Employee Communication and

Consultation • Employee volunteering• Innovation, Product & Service

Development• Labour rights & standards• Marketing, packaging and

Advertising Integrity

What areas of sustainability are important to your entity? (alphabetical)

• Pay, Benefits & Compensation• Pollution and Hazardous Material

Control• Product & Service Safety• Stakeholder Engagement• Sustainability reporting &

Communications• Transport and Distribution Use • Waste Management• Work-Life Balance

What issues are missing?

What issue should be higher?

Consultation Activity One: Instructions

Individually • Spend 5 minutes reviewing the current list of issues

(identified in August) – and answer– Are they material to ADSG?– Are there any gaps / what is missing – and why?

• Write down the three most important issues (be as specific as possible) – and why?

Working in table groups • Nominate one note-taker – to write on the flip chart

all the issues identified by each table member• Discuss as a group - and comes to agreement on -

which are the three most material issue for ADSG – and why?

• Table facilitator write these three issues up on the flip chart

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FLIP CHART

Gaps • • •

Why• • •

Top 3 issues• • •

Why• • •

Consultation Activity One

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Feedback from Group

Group feedback

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GROUP TWO1. Communication2. Training, learning and

development3. Water

GROUP THREE1. Demand (across

economic, social and environmental)

2. Governance and transparency (economic, social and environmental governance)

GROUP FIVE1. Resource management 2. Change management 3. Water

GROUP FOUR1. Governance, accountability

and policy2. Water and resource use3. Environment

GROUP ONE1. Innovation

(research and development

2. Governance, transparency

3. Stakeholder engagement and communication

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Coffee Break

Consultation Activity Two

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QUESTION: Are these most material issues – risks or opportunities and why? and what are the size of these risks or opportunities

(1-5)?

Consultation Activity Two: Prioritisation (risk or opportunity) and sizing the issues

Working in table groups • Review your table’s “Top 3” list• Go round the table and ask each delegate to answer

1. Is it a risk (and why)?2. Is it an opportunity (and why)?

• Discuss as a group and gain agreement - note taker writes up on flip chart

• Go round the table ask each delegate to size on a scale (1-5) the size of the risk or opportunity

• Discuss as a group and gain agreement - note taker writes up on flip chart

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FLIP CHARTIssue

1.

2.

3.

Risk Opp1-5 1-5

Consultation Activity Two

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Feedback from Group

Consultation Activity Three

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QUESTION: Taking the most material issue in your group - who is already working on this issue? And who should be working on

this issue?

Consultation Activity Three: Building impact and ‘possible partnerships’

Working in table sub-groups • As a group go through the most material issue and

in turn answer1. Who is working on it now - opportunities for

partnerships?2. Who should be working on this issue?3. Any other organisations (globally) working on this

issue4. How to measure success – what would it look like?5. How does it fit with the AD vision(s)

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FLIP CHARTIssue 1:1. Who is working on it now?- -

2. Who should be working on this issue- -

3. Any organisation working globally?- -

4. How to measure success?- -

5. Fit with vision?- - -

Consultation Activity Three

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Feedback from Group

To summarise…

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What have we heard

Actions arising…

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What• • • •

Who• • • •

When• • • •

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Next steps

ADSG FCC – Options Appraisal

workshop

NEXT STEPS: Develop 6 ‘options’ for strategic choice

(and criteria to appraise)

Positioning Abu Dhabi

internationally

Uncertainties and future risks

What is missing?

Leading strategies and

practices

What is already being done?

Global best practice standards and

certification

Issues previously identified August FQM

Document and evidence meta-review

ADSG members and stakeholder engagement

What are the gaps?

TODAY: Identify material issues, priorities (risk or opportunity) and sizing

SWOT and PESTLE

1-2 material issues for strategy focus

Dashboard Strategy Roadmap