ESG Maturity in Abu Dhabi's Maritime Sector - A Reporting Handbook for a Sustainable Maritime Sector in Abu Dhabi

ESG Maturity
in Abu Dhabi’s
Maritime Sector
A reporting handbook for a sustainable
Maritime Sector in Abu Dhabi

Prologue
The inaugural “ESG Maturity in the
Abu Dhabi’s Maritime Sector”
report provides a holistic overview
of the Environmental, Social, and
Governance (ESG) maturity in the
maritime sector in Abu Dhabi
(hereafter referred to as Abu
Dhabi’s Maritime Sector). It
reflects Abu Dhabi Maritime’s
commitment to transparency and
sustainability by assessing the
current state of ESG performance
and identifying potential areas of
improvement. This report serves
as a comprehensive resource for
stakeholders, highlighting the
sector’s initiatives in alignment
with international standards.
This report consolidates the
sector’s ESG performance
against the ESG framework using
stakeholder insights. Distributed
questionnaires facilitated a
comparative analysis of ESG
progress in 2021 and 2022 across
diverse maritime activities.
This report is a testament to our
commitment to fostering a
smart, sustainable, and safe
mobility ecosystem. The ITC is
driving a new sustainable era to
enhance the lives of residents
and stimulate economic growth.
This strategic transformation
leverages cutting-edge
technology, innovative ideas, and
sustainability initiatives to adapt
to the growing population and
evolving sector needs.
The stakeholders surveyed include:
The boundary of this report
considers Abu Dhabi’s
Maritime Sector and provides
a perspective on the current
ESG maturity of the sector.
The key outcomes of this
report offer strategic insights,
defining progress,
achievements, and areas for
improvement.
It serves as a roadmap for
advancing ESG practices,
contributing to a sustainable
and responsible future for Abu
Dhabi’s Maritime Sector.
ESG Maturity in Abu Dhabi's Maritime Sector
01
Prologue
02
Shipping agents
Jet ski rental operators
Boat rental operators
Cargo forwarding and customs
clearance
Freight forwarders
Diving service providers
Boat building companies
Marine contractors
Marine and fishing equipment
retailers
Pleasure boating operators
Water sports retailers
Maintenance and repairing
Marine activities service
providers
Yachting industry
Offshore companies
Marine project management
service providers
Marine operations

TABLE OF
CONTENTS
Chapter 1
Defining Sustainability
Chapter 2
Empowering a Sustainable Maritime Sector
Chapter 3
ESG Framework for Abu Dhabi’s Maritime Sector
Chapter 4
ESG Trends in Abu Dhabi’s Maritime Sector
Chapter 5
Sustainability Reporting Journey for the Maritime Sector
Chapter 6
Looking Ahead
07
17
25
31
45
61

Defining Sustainability
Chapter 1

ESG Maturity in Abu Dhabi's Maritime Sector
07
Chapter 1: Defining Sustainability
08
What is Sustainability?
Sustainable Development
Corporate Sustainability
Sustainability entails adopting responsible business practices to accelerate growth and empower
companies to effectively navigate and align with economic, environmental, and social imperatives,
ensuring their enduring viability over the long term.
development that meets the needs of the present without compromising the ability of the future
generations to meet their own needs (The Brundtland Report, 1987).
is an umbrella term that encompasses all of a company’s efforts to reduce its impact on the world around
it. It involves creating long-term stakeholder value through the implementation of a business strategy
that focuses on the ethical, social, environmental, cultural, and economic dimensions of doing business.
ESG Focus Areas
A Global and Local Perspective on Sustainability
Megatrends to demonstrate the urgency and relevance of embracing sustainability now 2 3
2 Science Based Targets, Companies taking action, 2022
3 Big Shifts, Small Steps: Survey of Sustainability Reporting 2022 done by KPMG
Environmental
Consider how a company acts in
its role as steward of nature, such
as energy use, recycling practices,
pollution, and natural resource
conversation. The criteria can
also be used to assess
environmental risks and how the
company is managing them.
Social
Examines how well a company
manages relationships with
employees, suppliers,
customers, and the community.
Governance
Is concerned with a company’s
leadership, internal controls,
executive pay, audits, and
shareholder rights.
Over the past few years, it has become apparent that sustainability can no longer mean just focusing on
the environment, but also how we impact our people, society, and our communities. From this, it became
evident that our governance processes also needed to step up to the ever-evolving challenges.

09
Chapter 1: Defining Sustainability
10
ESG Maturity in Abu Dhabi's Maritime Sector
Sustainability Progress Globally and Within UAE
Global milestones toward sustainable development.
UN Conference on
the Human
Environment,
Stockholm
UN’s first major
conference on
international
environmental issues.
1972
Brundtland Report,
“Our Common Future”
published
Developed guiding
principles for sustainable
development.
UN Conference on
Environment and
Development, (UNCED),
Rio de Janeiro
172 participating countries
signed 3 agreements,
non-binding in
international law (Agenda
21, Rio Declaration and
Statement of Forest
Principles) and 2 legally
binding agreements
(Framework Convention on
Climate Change (UNFCCC)
and Convention on
Biological Diversity).
UN Conference on
Environment and
Development,
(UNCED), Rio de
Janeiro
Rio+5 Conference,
New York
First comprehensive
status review of work
to implement the
UNCED’s agreements.
UN 2000 Millennium
Summit
This led to the Millennium
Declaration of the
Millennium Development
Goals (MDGs).
Kyoto Protocol adopted in
Kyoto, Japan
International treaty
extending the 1992 UNFCCC.
1987
1992 1997 2000
UN World Summit
on Sustainable
Development
(WSSD),
Johannesburg
Examined
implementation of
resolution made at
UNCED, particularly
focusing on Agenda 21.
2002
Kyoto Protocol
entered into force.
2005 Issuance of the
World’s First
Green Bond by
the World Bank
In response to
demand from
large institutional
investors desiring
liquid investment
that explicitly
supported
climate-related
project financing.
2008
Conference on Sustainable
Development Rio+20
The international community
renewed political commitment to
sustainable development
assessed to-date progress and
gaps and identified solutions to
new challenges.
Conference outcomes are
recorded in the 50-page
document “The Future We Want”.
Green Bond Principles
introduced by the
International Capital
Markets Associate (ICMA)
Voluntary process guidelines
for companies wishing to
issue Green Bonds.
2012
UN Climate Change
Conference or
Conference of the
Parties (COP21),
Paris
195 countries
adopted the Paris
Agreement, the
first-ever universal,
legally binding
global climate deal.
United Nation’s
Sustainable
Development
Summit
Adoption of the 17
United Nations
Sustainable
Development Goals
(UN SDGs) of the
2030 Agenda for
Sustainable
Development by 193
UN Member States.
Task Force on
Climate-related
Financial Disclosures
(TCFD)
The final report
released established
recommendations for
helping businesses
disclose
climate-related
financial information.
2015 2015
2015 1997 World Summit,
New York
A follow-up summit
meeting post the
Millennium Summit.
2005
Paris
Agreement on
Climate Change
came into force.
17 SDGs came into
force.
Introduction of
Social Bond
Principles by ICMA
Update to Green
Bond Principles.
2016
2016 2016
2017

2017
2015 2020
2020
Local milestones toward
sustainable development
11
Chapter 1: Defining Sustainability
12
ESG Maturity in Abu Dhabi's Maritime Sector
2021
2021
2023
2023
2022 2021-2022 2020 2024
2023 2023

13
Chapter 1: Defining Sustainability
14
ESG Maturity in Abu Dhabi's Maritime Sector
COP28 Outcomes
community’s commitment to a
sustainable future.4
The COP28 Action Agenda
centred on expediting a just and
orderly energy transition,
climate finance, prioritising
people, nature, lives, and
livelihoods, and promoting
inclusivity.
COP28 witnessed the maritime
industry's commitment to
sustainability. The maritime
industry played a pivotal role
during COP28, collaborating to
find pathways forward, fostering
partnerships, and ensuring
investment security. The 'Green
Shipping Challenge' exemplifies
the industry's collective
dedication, with over 60 major
announcements addressing green
shipping corridors, new emission
fuels and technologies, training
frameworks for seafarers, and
supporting the implementation
of the IMO GHG Strategy.5
At COP28, hosted by the UAE, a
new course for climate action
was charted. The conference
introduced the first Global
Stocktake and prioritised
inclusivity. COP28 emerged as a
collective effort to steer the
world towards a clear trajectory
to limit the global temperature
rise to 1.5°C, safeguarding those
impacted by climate change and
ensuring no one is left behind.
Post the two-week conference,
the UAE Consensus was
delivered embodying the global
4 COP28 UAE
5 Effects of COP28 on the shipping industry

Empowering a Sustainable
Maritime Sector
Chapter 2

Positioned strategically along the
global shipping routes, Abu
Dhabi has evolved into a vibrant
hub for the maritime industry.
The sector boasts some of the
busiest and most advanced
The growth not only enhances
the maritime sector but also
contributes to the development
of interconnected ecosystems
within Abu Dhabi’s expanding
maritime community.
Overview of Abu Dhabi’s Maritime Sector
Shipping
Ship Owners &
Ship Operators
(Including Ship
Chartering)
Ship
Management
Ship Agencies Shipbroking
Port Operators,
Cargo/ Passenger
Terminals
Salvage &
Rescue
Ship
Bunkering
Inland Water
Transport
Stevedoring
Key Approximate Statistics on Abu Dhabi’s Maritime Sector
Shipping
Finance
Classification
Societies
Ship
Chandling
Maritime
Legal &
Arbitration
Services
Consultancy
Maritime Logistics
Sea freight, Cargo
Survey, Etc.
Maritime
Services
Marine
Surveying
Marine
Infocomm
Engineering
Services
Marine
Insurance
17
Chapter 2: Empowering a Sustainable Maritime Sector
18
Offshore Rig
Building &
Repair
Shipbuilding
& Repair
Offshore
/Marine
Engineering Port
ESG Maturity in Abu Dhabi's Maritime Sector
ports in the world. Located at
the crossroads of East-West
shipping routes, the ports
attract different stakeholder
groups and fosters a dynamic
and pro-business environment.
*(AECOM, socio economic analysis, 2015, Study for plan maritime 2030)

Commitment to the Global Goals Regulatory Trends in the Maritime Sector
International Marine Organization (IMO)
MARPOL
Plan Maritime
19
Chapter 2: Empowering a Sustainable Maritime Sector
20
ESG Maturity in Abu Dhabi's Maritime Sector
The maritime sector plays an
important role in global
sustainability as one of the key
stakeholders, demonstrating the
intricate connection to the
SDGs. This connection is
multifaceted due to its support
of world trade and its capacity
to drive economic development
and social progress. This broad
influence underscores the need
for collaborative efforts within
the sector to align practices and
policies with the diverse
objectives outlined in the SDGs,
ultimately contributing to a
more resilient and sustainable
future for our planet.
The UN SDGs or SDGs are a set
of 17 goals that serve as a
universal call to action to end
poverty, protect the planet, and
improve the lives and prospects
of everyone, everywhere. The 17
Goals were adopted by all UN
Member States in 2015, as part
of the 2030 Agenda for
Sustainable Development.
The maritime sector directly and indirectly contributes to the development of all 17 SDGs, however,
highlighted below are some key instances to indicate the sector’s contribution towards the
attainment of these global goals:
As the United Nations
specialised agency, IMO is
actively working towards the
2030 Agenda for Sustainable
Development. The support of
the maritime sector to achieve
the SDGs is crucial with specific
relevance to addressing
challenges such as marine
pollution, GHG emissions from
ships, and ocean acidification.
Besides its support of the SDGs,
IMO is the global
standard-setting authority for
the safety, security, and
environmental performance of
international shipping. Its main
role is to create a regulatory
framework for the shipping
industry that is fair and effective,
universally adopted and
universally implemented.
The International Convention for
the Prevention of Pollution from
Ships, commonly known as
MARPOL, is a key international
treaty designed to prevent
marine pollution by ships.
MARPOL is administered by IMO,
and its six annexes address
different aspects of
ship-generated pollution,
outlining measures and
requirements to safeguard
the marine environment and
ensure sustainable maritime
practices on a global scale.
Plan Maritime is a coastal and
maritime framework document
providing strategic planning
guidance and direction for the
Emirate of Abu Dhabi.
Vision
The Abu Dhabi Government endorsed the vision of the Maritime
Strategy in the Emirate of Abu Dhabi for: ‘A safe, secure and
sustainable maritime domain for Abu Dhabi’. Maritime Plan supports
this vision statement.
SDG 8: Decent Work and
Economic Growth
Fostering employment and
economic development through
shipping and, port operations, and
other related activities.
SDG 13: Climate Action
Addressing environmental
concerns related to the maritime
industry as shipping emissions and
sustainable practices are pivotal in
mitigating climate change’s impact
on marine ecosystems.
SDG 14: Life Below Water
Emphasising the need to conserve
and sustainable use the oceans,
seas, and marine resources.

ESG Maturity in Abu Dhabi's Maritime Sector
Plan Maritime consists of several frameworks for dealing with the main challenges
facing the coastal and marine areas in the Emirate of Abu Dhabi. This is achieved
through identifying the objectives, policies, and administrative procedures for each
of the following frameworks, in addition to an implementation plan.
Climate Change Adaptation Framework
Coastal and Marine Natural Resources Framework
Marine Water Quality Framework
Cultural Heritage Framework
Recreation and Tourism Framework
Access and Landscapes Framework
Maritime Transport Framework
Maritime Utilities Framework
Blue Economy Framework
Safety and Security Framework
National Capital Spearheading the Change
The maritime sector is a key pillar of the UAE national economy,
demonstrating remarkable results across various performance
indicators, aligned with the UAE's commitment to achieving net zero
emissions by 2050 and the IMO targets. Abu Dhabi’s Maritime Sector
can persist in actively supporting the international climate change
agenda and also aid in the local efforts to reduce national emissions
in accordance with the net zero targets.
Abu Dhabi Maritime, in
collaboration with the
Integrated Transport Centre –
Department of Municipality and
Transport (DMT), launched
Maritime Hub Abu Dhabi, a
platform aimed at fostering
collaboration between public
and private stakeholders to
enhance the maritime sector.
The Maritime Hub was formed
following extensive research
and benchmarking against other
leading maritime cities such as
Singapore and France. Founded
on three core strategic pillars -
Connect, Create, and
Collaborate, the Hub aims to
harness collective synergies
through cooperation across
public and private sectors, thus
bolstering growth across the
entire maritime ecosystem.
A committee composed of
representatives from various
segments of both the public and
private maritime sectors will
lead working groups,
contributing innovative ideas,
addressing challenges, and
guiding collaborative efforts to
promote industry growth and
development.
The Hub will also play a role in
facilitating the maritime
industry’s sustainability, by
offering awareness, guidance,
and familiarisation on the
pathway to decarbonisation,
promoting best practices, and
the development of
eco-friendly solutions to assist
businesses in reducing their
carbon footprint.
By forging essential links with
global and domestic
stakeholders, policymakers, and
media, the Maritime Hub intends
to elevate Abu Dhabi’s Maritime
Sector, enhancing exposure, and
augmenting its economic
impact, while promoting
collaboration and knowledge
exchange for the benefit of all.
The Launch of Maritime Hub Abu Dhabi
21
Chapter 2: Empowering a Sustainable Maritime Sector
22

ESG Framework for Abu Dhabi’s
Maritime Sector
Chapter 3

25
Chapter 3: ESG Framework for Abu Dhabi’s Maritime Sector
26
Stakeholder Engagement and Materiality
Assessment
A comprehensive stakeholder
engagement was conducted for
Abu Dhabi’s Maritime Sector to
gauge the importance of
various topics that are material
to the sector.
Abu Dhabi Maritime initiated the
engagement through dedicated
workshops for internal and
external stakeholders to gather
their valuable insights on the
impacts of each topic identified
in alignment with the GRI 2021
materiality assessment process.
The feedback was collated to
arrive at the material topics list
for Abu Dhabi’s Maritime Sector.
Among internal stakeholders, senior management and employees from the following
departments of Abu Dhabi Maritime were engaged:
Maritime Transport
Marketing and Communications
Licensing and Inspection
Strategy and Regulation
Client Experience
Waterways and infrastructure management
Maritime Operations
Infrastructure
Similarly, while engaging with external stakeholders,
representatives from the following entities participated:
Environment Agency – Abu Dhabi
Department of Municipalities and Transport
Department of Economic Development
Industrial Development Bureau
Integrated Transport Centre
A D Ports Group
ESG Maturity in Abu Dhabi's Maritime Sector
Governance Environment Social
Employee Health
Safety & Hygiene
The list of topics identified is as follows:

27
Chapter 3: ESG Framework for Abu Dhabi’s Maritime Sector
28
ESG Strategic Framework Assessment
Following the stakeholder engagement and materiality assessment workshop, the insights and
outcomes derived have led to the development of the ESG strategic framework for Abu Dhabi’s
Maritime sector. Therefore, the ESG framework has emerged as a response to the need for a holistic
framework for Abu Dhabi’s Maritime Sector, and it was cultivated through extensive consultations and a
collaborative effort. The ESG strategic framework has been put into place to catalyse the adoption of
ESG practices within the sector in alignment with the needs of stakeholders, regulatory requirements,
industry standards, and global and national ESG agendas.
ESG Maturity in Abu Dhabi's Maritime Sector
The ESG strategic framework will
be instrumental in identifying
and streamlining ESG best
practices tailored to Abu Dhabi’s
Maritime Sector. The ESG
framework consists of three core
pillars critical to the successful
integration of ESG across the
sector and supports national and
international mandates, ensuring
it is firmly rooted in globally
recognised best practices and
aligned with regional
sustainability initiatives:
Environmental Stewardship
Responsible Business Practices
Social Responsibility
Supported by
national mandates:
UAE Net Zero 2050
National Climate Change
Plan of the UAE 2017-2050
UAE Energy Strategy
2050
UAE Circular
Economy Policy
Supported by
International mandates:
ESG pillars
Enablers
To promote environmentally responsible practices and decision-making processes as well as safeguard
the health and safety of the people engaged in the maritime sector.
Purpose
Objectives
Vision
Abu Dhabi’s Maritime Sector ESG Framework
To create a thriving and sustainable maritime sector that harmoniously balances conservation, safety, and responsible
business practices, thus ensuring a prosperous future for stakeholders and the planet.
Social Responsibility
Capacity development Risk management integration
Environmental Stewardship Responsible Business Practices

ESG Trends in Abu Dhabi’s
Maritime Sector 6 7
Chapter 4

ISO 50001:
Energy Management 10%
ISO 14064:
GHG verification and
validation
14%
ISO 14001:
Environmental
Management
57%
ISO 14067:
Carbon footprint
of products 14%
ISO 14080:
GHG management 19%
ISO 14090:
Adaptation to
climate change 14%
ISO 24161:
Waste collection and
transportation
management
19%
ISO 46001:
Water efficiency
management 14%
38% None
5% Other
Environmental Stewardship
ESG Maturity in Abu Dhabi's Maritime Sector
31
Chapter 4: ESG Trends in Abu Dhabi’s Maritime Sector
32
Environmental stewardship is core to the essence of ESG and stands as one of three pillars of
the ESG Framework for Abu Dhabi’s Maritime Sector. This chapter highlights the key
summary of the sector’s environmental performance.
Control Mechanisms Adopted by Entities in
the Maritime Sector
6 The assumptions and limitations associated with the data presented in the chapter are highlighted in the appendix.
7 The percentages presented pie charts may sum to more than 100% due to the possibility of entities falling into multiple categories simultaneously. Therefore,
the total percentage can exceed 100% as each entity can contribute to multiple segments of the chart, representing various categories.

65%
Environment/
Sustainability Policy
Climate Change
Policy 13%
Waste Management
Policy 48%
Energy Management
Policy 26%
Emission
Management Policy 22%
Water
Management Policy 22%
None 22%
Ship Recycling
Policy 13%
Policies Related to Environmental Performance
Adopted by the Maritime Sector in 2022
ESG Maturity in Abu Dhabi's Maritime Sector
33
Chapter 4: ESG Trends in Abu Dhabi’s Maritime Sector
34
Energy and Emissions
The sector is heavily reliant on non-renewable sources of energy. However, over
70% of entities have established targets related to energy management while
45% have set targets associated with emission reduction.
The replacement of halogen lights with LEDs and replaced petrol-based fleets
with electric vehicles are some initiatives undertaken by companies to reduce
emissions.
A recent uptake of solar energy for decentralised power is on the rise, as
companies have introduced initiatives such as powering lights on the dock using
solar energy and using solar water heaters.
99.93% Non-renewable energy
0.007% Renewable Energy
consumption
Energy Consumption in 2022
Scope 1 and Scope 2 GHG Emissions
2021
Scope 1
emission
Scope 2
emission
47%
53%
The monitoring of Scope 3 emissions is still not prevalent among the companies in the Abu Dhabi’s Maritime sector.
Other 26%
2022
Scope 1
emission
Scope 2
emission
50% 50%

Waste Management
ESG Maturity in Abu Dhabi's Maritime Sector
35
Chapter 4: ESG Trends in Abu Dhabi’s Maritime Sector
36
About 65% of companies in the
sector have established targets
associated with waste reduction.
The companies have increasingly
reported that they have
eliminated the use of single-use
plastic on-site and encouraged
the recycling of bottled water.
Treatment of Waste Generated ( Tonnes) in 2022
51%
48%
Waste diverted from
disposal by recycling, reusing, or
repurposing
Waste diverted to disposal
(landfill/ incineration)
Social Responsibility
Water Management
Over 60% of companies have established targets to address water-related operations.
Between 2022 and 2021, the sector saw an 18% decline in water withdrawal.
Many companies have reported an increase in the number of inspections to assess water leakages
within offices, worker accommodations, and ships. If leaks are detected, measures are quickly
implemented to address the leaks.
Social responsibility is of paramount importance to foster a culture of health and safety. By implementing
health and safety standards, coupled with safety awareness training programmes, the health and safety of
the workforce can be ensured. This chapter covers the key insights for the sector’s social performance.
Policies Implemented to
Govern Social Topics in 2021
Policies Implemented to
Govern Social Topics in 2022
57%
71%
7%
14%
63%
88%
13% 13%
None Other Health and
Safety Policy
Safety Training and
Awareness Policy

Health and Safety Safety and Awareness Training Programmes
Responsible Business Practice
ESG Maturity in Abu Dhabi's Maritime Sector
37
Chapter 4: ESG Trends in Abu Dhabi’s Maritime Sector
38
of the companies in the
sector have established
health and safety targets.
87% Policies on health and safety
are the most prominent
within the sector, with
of companies having an
established policy.
88%
ISO 45001:
2018 Occupational Health
and Safety Management
Systems is the most
implemented management
system in the sector with
about
Health and Safety Management Systems Implemented
Abu Dhabi’s Maritime sector
places a strong emphasis on
upholding business ethics,
robust risk management
strategies, and transparent
corporate governance.
governance. The sector is
committed to conducting its
operations with integrity and
fairness, adhering to the ethical
standards that foster trust
among stakeholders.
This chapter summarises how
the sector maintains a
sustainable and resilient
business that aligns with global
best practices.
About 73% of companies in the maritime sector have set
targets for safety training and awareness.
Daily toolbox talks, circulation of Health, Safety and
Environment (HSE) bulletins, and comprehensive training
programmes serve Abu Dhabi’s Maritime Sector as essential
channels for disseminating safety information.
Some maritime companies conduct health surveillance and
risk assessments to contribute towards proactive health and
safety management.
Companies that have Implemented Programmes to Enhance
Health and Safety Trainings
73%
of companies being
certified with it in 2022.
64%
43%
7%
14%
2021
ISO 45001 OSHAD Other None
2022
73%
53%
13%
7%
ISO 45001 OSHAD Other None
2021
2022 69%
55%

73% of companies have established dedicated risk
management committees that manage and oversee ESG
risks within their organisations.
Among the committees established, 67% maintain ESG
risk registers to ensure a proactive and comprehensive
approach to ESG risk management.
Grievance Reporting and Redressal Mechanism System in 2022
Grievance mechanism
in place
Not established
Business Ethics
Risk Management
Policies for Responsible Business Practices
ESG Maturity in Abu Dhabi's Maritime Sector
39
Chapter 4: ESG Trends in Abu Dhabi’s Maritime Sector
40
2021 2022
71%
50%
36%
14 %
7%
79%
64%
36%
7 %
14%
Risk Management Policy
Anti-Corruption Policy
Anti-Competitive behavior Policy
Other
None
Control Mechanisms in Place to Manage the Topics
of Responsible Business Practices
ISO 31000: Risk Management
ISO 9001: Quality Management
ISO 22301: Security and Resilience
2021
15%
62%
15%
2022
7% 7%
67%
of the companies have
provided anti-corruption
training to their entire
workforce.
21% of maritime companies have
reported that employees
received training on
anti-corruption practices,
policies, and procedures in
2022.
36%
There has been a
increase in the number of
companies that have an
anti-corruption policy
between 2021 and 2022.
14%
60%
40%

Corporate Governance
ESG Maturity in Abu Dhabi's Maritime Sector
41
Chapter 4: ESG Trends in Abu Dhabi’s Maritime Sector
42
In 2022, the sector reported a
representation of females on
its Boards. This promotes the
sector’s commitment to
gender diversity and the
promotion of equitable
decision-making within the
companies.
23%
2022
67%
2021
50%
Incentives Offered to Executives
2022
80%
2021
20%
Board Oversight of ESG
Board Oversight
No Board Oversight
Between 2021 and 2022,
there has been a
increase in companies
providing incentives to their
executives linked with their
ESG objectives and Key
Performing Indicators (KPIs).
17% of the companies have
confirmed their Board
oversight on ESG related
matters.
80%

Sustainability Reporting
Journey for the Maritime Sector
Chapter 5

ESG Maturity in Abu Dhabi's Maritime Sector
45
Chapter 5: Sustainability Reporting Journey for the Maritime Sector
46
Following a systematic sustainability reporting
process, helps companies improve the quality of
the sustainability information covered, respond
to stakeholders' expectations, and release
engaging and timely reports.
Key Elements to Develop a Sustainability Report 02 Stakeholder
engagement and
materiality analysis
a. Identify key stakeholders
(internal and external)
b. Gather feedback on
material issues
c. Seek senior
management validation
d. Determine material topics
05 Optional:
Third-party assurance
of the report
a. Once the content is
developed, engage with an
independent third-party to
review and verify the
data reported
b. Receive an assurance
statement from the
assurance provider and
include it within the report
03 Data collection
a. Develop a data collection
template to collect
qualitative and quantitative
data on the material topics
b. Distribute the templates
with the data owners
c. Collect and assess the
data received
06 Data collection
a.Identify the audience and
how to reach them
b. Select communication
platforms such as press
releases, social media
posts, email campaigns, etc.
c. Promote high-priority
topics to ensure key
audiences are drawn to the
content that matters most
d. A promotional video can
also be prepared as it is likely
to get better coverage and
viewing rates
01 Planning the report
development
a. Develop a reporting
project plan
b. Define the
reporting boundary
c. Determine the report
theme and key message to
be communicated through
the report
d. Draft the report outline
04 Content
development
a. Draft content based on the
data collected
b. Ensure content aligns with
the theme and reporting
standard requirements such
as GRI, SASB, ADX, etc.
07 Gather feedback
a. Proactively seek feedback
from key stakeholders
b. Analyse feedback received
c. Integrate feedback in the
next reporting cycle
and address
stakeholder expectations

ESG Maturity in Abu Dhabi's Maritime Sector
47
Chapter 5: Sustainability Reporting Journey for the Maritime Sector
48
Internal Benefits External Benefits
Vision and Strategy:
Reporting on sustainability performance helps in
aligning the company’s vision and strategy,
fostering a clear direction and purpose.
Employee Loyalty:
Demonstrating commitment to sustainability
enhances employee morale and loyalty,
contributing to a positive workplace culture.
Management Systems:
Sustainability reporting supports robust
management systems, enabling companies to
identify, monitor, and improve their ESG
performance.
Executive Awareness:
Reporting fosters awareness among executives
about the impact of business operations, driving
informed decision-making.
Strengths and Weaknesses:
Through reporting, companies can identify
strengths to leverage and weaknesses to address,
facilitating continuous improvement in
sustainability practices.
Connects Departments:
Sustainability reporting encourages collaboration
and communication across departments,
breaking down silos and fostering a holistic
approach to sustainability.
Reputation and Trust:
Transparent reporting enhances the reputation
and trustworthiness of companies, building
positive relationships with stakeholders.
Benchmarking:
Sustainability reports provide a basis for
benchmarking against industry peers, showcasing
comparative performance, and driving
industry-wide improvements.
Attracting Capital:
Investors increasingly prioritise sustainable
practices; hence, reporting on sustainability
performance attracts capital by demonstrating
long-term viability and responsibility.
Competitive Advantage:
Companies with strong sustainability
performance gain a competitive edge, appealing
to stakeholders to ESG-driven businesses.
Stakeholder Engagement:
Reporting engages stakeholders by providing
transparent insights into an company's ESG
impact, fostering trust and open communication.
Risk Reduction:
By addressing and reporting on sustainability risks,
companies enhance resilience, mitigate potential
issues, and protect against reputational and
financial risks in the long term.
Value for Companies to Report on their
Sustainability Performance

Based on the material topics and focus areas of the ESG framework, KPIs have been formulated in
accordance with globally acceptable reporting requirements standards such as the Global Reporting
Initiative (GRI) and SDGs as well as reporting specified by ADX. This report covers KPIs that are
deemed material and relevant to the sector. The list of KPIs highlighted in the report covers overs a
wider and more specific range of KPIs, which companies in the sector are encouraged to report on
going forward.
In line with the KPIs highlighted, data collection sheets have also been prepared to assist the reporting
journey of companies in the maritime sector. These sheets shall be shared with companies on an
annual basis.
KPIs for the Maritime Sector
ESG Maturity in Abu Dhabi's Maritime Sector
49
Chapter 5: Sustainability Reporting Journey for the Maritime Sector
50
Quantitative E3.
Energy Usage
Non-
renewable
energy
consumption
within the
organisation
Environmental KPIs
Material
Topic
Focus Area KPI
(metrics)
Data Type
(Qualitative/
Quantitative)
GRI
Reference
ADX
Reference
SDG #
Climate
Change
Energy
optimisation
and
management
Policies on
energy
management
Qualitative GRI 302:
Energy 2016
E7.
Environmental
Operations
- SDG 7.2,7.3
- SDG 8.4
- SDG 12.2
- SDG 13.1
Climate
Change
GHG
emissions Policies on
emission
management
Qualitative GRI 305:
Emissions
2016
E7.
Environmental
Operations
- SDG 3.9
- SDG 12.4
- SDG 13.1
- SDG 14.3
- SDG 15.2
Targets on
energy
Qualitative
Targets on
emissions Qualitative
Control
mechanisms to
manage
energy (ISO
certifications
Qualitative
Control
mechanisms to
manage
emissions (ISO
certifications
Qualitative
Energy saving
initiatives
Qualitative
E3. Energy
Usage
Renewable
energy
consumption
within the
organisation
Quantitative
E3. Energy
Usage
Total energy
consumption
within the
organisation
Quantitative
Covered within the current report

Policies on
water
management
Qualitative GRI 303: Water
and Effluents
2018
E7.
Environmental
Operations
- SDG 6.3, 6.4,
6.a, 6.b
- SDG 12.4
Targets on
water
management
Qualitative
Material
Topic
Focus Area KPI
(metrics)
Data Type
(Qualitative/
Quantitative)
GRI
Reference
ADX
Reference
SDG #
Climate
Change
Emission
tracking
process and
methodology
Qualitative
E1: GHG
Emissions
Emission
saving
initiatives
Qualitative
Gross direct
(Scope 1)
GHG emissions
Quantitative
E1: GHG
Emissions
Gross
location-based
energy indirect
(Scope 2)
GHG emissions
Quantitative
E1: GHG
Emissions
E7.
Environmental
Operations
Gross other
indirect
(Scope 3)
GHG emissions
Quantitative
ESG Maturity in Abu Dhabi's Maritime Sector
51
Chapter 5: Sustainability Reporting Journey for the Maritime Sector
52
GHG
emissions
Climate
Change
Emissions of
Ozone
Depleting
Substances
(ODS)
Quantitative
Nitrogen
oxides (NOX),
Sulphur oxides
(SOX), and
other
significant air
emissions
Quantitative
Policies on
waste
management
Qualitative
Targets on
waste
management
Qualitative
GRI 305:
Emissions
2016
GRI 306:
Waste 2020
- SDG 3.9
- SDG 12.4
- SDG 13.1
- SDG 14.3
- SDG 15.2
- SDG 3.9
- SDG 6.3, 6.6
- SDG 8.4
- SDG 11.6
- SDG 12.4
Air quality
Waste Waste
management
Material
Topic
Focus Area KPI
(metrics)
Data Type
(Qualitative/
Quantitative)
GRI
Reference
ADX
Reference
SDG #
Waste Control
mechanisms to
manage waste
(ISO
certifications)
Qualitative
Qualitative
12.5
- SDG 15.1
Waste
reduction
initiatives
Quantitative Total waste
generated
Quantitative Total waste
diverted from
disposal (by
recycling/
reusing/
repurposing)
Quantitative Total weight of
waste directed
to landfills (by
sending it to
landfills/
incinerators)
Waste
management
Waste Total number
of ships
recycled
Quantitative
Total material
recovered
from ship
recycling
Quantitative
- SDG 3.9
- SDG 6.3, 6.6
- SDG 8.4
- SDG 11.6
- SDG 12.4,
12.5
- SDG 15.1
Ship recycling
Water and
Effluents
Water and
effluents

Covered within the current report
Social KPIs
Material
Topic
Focus Area KPI
(metrics)
Data Type
(Qualitative/
Quantitative)
GRI
Reference
ADX
Reference
SDG #
Water and
Effluents
Control
mechanisms to
manage water
(ISO
certifications)
Qualitative Water and
effluents
Material
Topic
Focus Area KPI
(metrics)
Data Type
(Qualitative/
Quantitative)
GRI
Reference
ADX
Reference
SDG #
Employee
Health Safety
and Hygiene
Policies on
health and
safety
Qualitative - SDG 3.3,
3.4, 3.5, 3.6,
3.7, 3.8, 3.9
- SDG 8.8
- SDG 16.1
Occupational
health and
safety
ESG Maturity in Abu Dhabi's Maritime Sector
53
Chapter 5: Sustainability Reporting Journey for the Maritime Sector
54
Water
conservation
initiatives
Qualitative
Water
withdrawal
Qualitative E6.
Water Usage
Water
discharge
Quantitative E6.
Water Usage
Water
consumption
Quantitative E6.
Water Usage
GRI 403:
Occupational
Health and
Safety 2018
S8. Global
Health and
Safety
Targets on
health and
safety
Qualitative
Control
mechanisms to
manage health
and safety (ISO
certifications)
Qualitative
Occupational
health and
safety
management
system
Qualitative
Hazard
identification,
risk
assessment,
and incident
investigation
Qualitative
Total
recordable
injuries (RI)
Quantitative S7. Injury rate
Total number
of fatalities as a
result of
work-related
injury
Quantitative S7. Injury rate
Total number
of fatalities as a
result of
work-related
ill-health
Quantitative S7. Injury rate
Total Loss Time
Injuries (LTI)
Quantitative S7. Injury rate

Material
Topic
Focus Area KPI
(metrics)
Data Type
(Qualitative/
Quantitative)
GRI
Reference
ADX
Reference
SDG #
Risk
Management
Policies on risk
management
Qualitative
Risk
management
process
Qualitative
Control
mechanisms to
manage risks
(ISO
certifications)
Qualitative
Critical
incident risk
management
Business
Ethics and
Governance
Policies on
anti-
corruption
Qualitative GRI 205:
Anti-
corruption
2016
G5.
Ethics and
Prevention
of
Corruption
- SDG 16.5
Control
mechanisms to
manage
corruption (ISO
certifications)
Qualitative
Grievance
Platform for
reporting
incidents of
corruption
Qualitative
Anti-
corruption
Identified
cases of critical
incident risk
Quantitative
Management
of ESG risks by
the Risk
Management
Committee
Qualitative
Maintaining a
risk register for
ESG Risks
Qualitative
Covered within the current report
Governance KPIs
ESG Maturity in Abu Dhabi's Maritime Sector
55
Chapter 5: Sustainability Reporting Journey for the Maritime Sector
56
Material
Topic
Focus Area KPI
(metrics)
Data Type
(Qualitative/
Quantitative)
GRI
Reference
ADX
Reference
SDG #
Employee
Health Safety
and Hygiene
Type of
work-related
hazards that
have resulted
in fatalities
Qualitative
Frequency of
injury events
relative to total
workforce time
Qualitative
Occupational
health and
safety
Employee
Health Safety
and Hygiene
Policies on
safety training
and awareness
Qualitative GRI 403:
Occupational
Health and
Safety 2018
GRI 404:
Training and
Education
2016
S8. Global
Health and
Safety
- SDG 4.3, 4.4,
4.5
- SDG 5.1,
- SDG 8.2, 8.5
- SDG 10.3
Safety
training and
awareness
Targets on
safety training
and awareness
Total number
of programmes
implemented
and provided
to increase
safety training
and awareness
Qualitative
Quantitative
Actions taken
or types of
programmes
implemented
to eliminate
and minimise
risks associated
with
work-related
hazards
Qualitative
Average hours
of safety
training per
year per
employee
Quantitative

Business
Ethics and
Governance
Policies on
anti-
competitive
behaviour
Qualitative GRI 206:
Anti-
competitive
Behaviour
- SDG 16.3 Anti-Competitive
behaviour
Material
Topic
Focus Area KPI
(metrics)
Data Type
(Qualitative/
Quantitative)
GRI
Reference
ADX
Reference
SDG #
Confirmed
incidents of
corruption and
actions taken
Qualitative and
Quantitative
Percentage of
employees
provided
training on
anti-corruption
practices,
policies, and
procedures
Quantitative G5. Ethics and
Prevention of
Corruption
Business
Ethics and
Governance
Board diversity Quantitative GRI 2:
General
Disclosures
2021
G1. Board
Diversity
- SDG 5.5
- SDG 10.3
- SDG 16.6
Corporate
governance
Control
mechanisms to
manage anti-
competitive
behaviour (ISO
certifications)
Qualitative
Legal actions
for anti-
competitive
behaviour,
anti-trust, and
monopoly
practices)
Qualitative and
Quantitative
ESG Maturity in Abu Dhabi's Maritime Sector
57
Chapter 5: Sustainability Reporting Journey for the Maritime Sector
58
Board
independence
Quantitative G2. Board
Independence
Incentives
offered to
executives on
sustainability
performance
Qualitative G3.
Incentivized
Pay
Material
Topic
Focus Area KPI
(metrics)
Data Type
(Qualitative/
Quantitative)
GRI
Reference
ADX
Reference
SDG #
Governance
structure and
composition
Qualitative
Nomination
and selection
of the highest
governance
body
Qualitative
Board over-
sight on ESG
issues
Qualitative E8 and E9.
Environmental
Oversight
Climate Risk
Mitigation
Quantitative E10. Climate
Risk Mitigation
Sustainability
Reporting
Qualitative G7.
Sustainability
Reporting

Looking Ahead
Chapter 6

Looking Ahead
61
Chapter 6: Looking Ahead
62
As Abu Dhabi’s Maritime Sector
embarks on the journey to
enhance its resilience, it remains
committed to aligning with the
national and international
objectives along with the
visionary Plan Maritime
2030 framework.
The forward-looking ESG
framework encompasses a
comprehensive approach to
elevate the performance of the
sector and integrate
sustainability practices within
the ethos of the Maritime Sector.
Recognising the growing
the well-being of
future generations.
Abu Dhabi Maritime is supporting
the maritime ecosystem to pivot
its members towards sustainable
enterprise and circular economy,
while aligning with the well-being
of both people and the planet.
Various initiatives are being
implemented to support SMEs in
Abu Dhabi in their transformation
towards being sustainable.
ESG Maturity in Abu Dhabi's Maritime Sector
importance of sustainable
finance, the sector actively seeks
collaboration with stakeholders
to innovate and implement
financial strategies that not only
ensure economic growth but
also prioritise environmental
and social considerations.
With this emphasis on
sustainable finance along with
collaboration with our
stakeholders, innovation,
and a commitment to
sustainability, the sector serves
to be a beacon of responsible
maritime practices, contributing
to the prosperity of the UAE and
To Abu Dhabi's Maritime Sector, sustainability is
“thriving with perpetuity”.

Appendix
63
Chapter 6: Looking Ahead
64
ESG Maturity in Abu Dhabi's Maritime Sector
Assumptions and Limitations
The data presented within the Chapter “ESG Trends in Abu Dhabi’s Maritime Sector” was compiled by
gathering stakeholder data through an ESG questionnaire. The responses received from each stakeholder
were consolidated to present the overall sector’s ESG performance. The data presented, however,
acknowledges certain assumptions and limitations which are stated below:
Assumptions
Limitations
Given the relatively recent emergence of ESG as a significant topic, many small to medium-sized
enterprises are in the initial stages of ESG maturity, impacting the overall ESG maturity of the sector.

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