ADNEC Group Social Impact Strategy by ADNEC Group

Social Impact strategy

April 2026

Acknowledgement

Dear Reader,

Welcome to the ADNEC Group Social Impact Strategy. This document marks a significant milestone in our sustainability journey – one that moves beyond measuring what we do, to understanding and quantifying the difference we make in the lives of people, communities, and the broader ecosystem in which we operate.

Since our earliest steps in sustainability reporting, social impact has been woven into the fabric of how we think about growth. We have long recognized that ADNEC Group is more than a venue operator or events business. Every exhibition we host, every community we engage, every supplier we empower, and every employee we develop represents an opportunity to generate lasting social value. This strategy formalizes that recognition – translating years of social initiatives and commitments into a structured, measurable, and forward-looking framework.

Our social impact journey has been shaped by the millions of people who pass through our venues and events each year. We have prioritized building an inclusive workforce through our Emiratization programs, talent development initiatives, and commitments to gender balance and equal opportunity. We have invested in community resilience – forging partnerships with local organizations, opening our platforms to public programming, and ensuring that our growth creates shared value for Abu Dhabi's residents and neighborhoods. And we have extended our accountability beyond our direct operations, embedding social standards into our supply chain and holding our partners to the same expectations we hold ourselves.

This strategy builds on those foundations. It defines, for the first time, a clear and structured architecture for social impact at ADNEC Group – articulating our vision and pillars, mapping the social value we create across each of our business clusters, setting measurable targets aligned with our ESG timeline, and establishing the governance and measurement frameworks necessary to track and grow our impact over time.

Importantly, this document reaffirms our alignment with Abu Dhabi's and the UAE's broader social ambitions – including We the UAE 2031, the UAE Principles of the 50, the Abu Dhabi Economic Vision 2030, and the In-Country Value Program – as well as with global frameworks including the UN Sustainable Development Goals and the UN Guiding Principles on Business and Human Rights. Social impact is not a parallel agenda. It is central to who we are and how we grow.

As we move forward, we recognise that social impact is an evolving commitment – one that requires continuous learning, honest measurement, and genuine engagement with the people and communities we serve. We invite our employees, partners, suppliers, and stakeholders to join us in this journey, and we look forward to reporting our progress with transparency and accountability in the years ahead.

ESG and Sustainability Team

ADNEC Group

Social Impact Vision and Strategic Intent

Our Social Impact Ambition

ADNEC Group aims to generate measurable, inclusive value by connecting communities, creating economic opportunity, advancing knowledge, and formalizing impact strategy.

ADNEC Group is not merely a venue operator or events business. It is a platform for social value creation – one that convenes economies, connects communities, and accelerates human progress through the power of gathering. Every exhibition hosted, every tourist guided, every meal served, and every event delivered represents an opportunity to generate social outcomes that extend well beyond commercial return.

This Social Impact Strategy formalizes ADNEC's commitment to that opportunity. It defines what social value ADNEC creates, how it is generated, who benefits, and how it will be measured and grown over time.

Why Social Impact Matters for ADNEC

ADNEC Group operates at the intersection of economic development, cultural exchange, and community life. Its activities draw millions of visitors annually, employ thousands directly and indirectly, engage hundreds of SMEs, and position Abu Dhabi as a globally competitive destination.

Four strategic drivers make social impact a core organizational imperative:

Driver Rationale

Alignment with National Mandate

Shareholder Expectation

ADNEC's operations directly support We the UAE 2031, Abu Dhabi Economic Vision 2030, the UAE Principles of the 50, and the In-Country Value (ICV) Program – all of which explicitly require demonstrable social and economic contribution

Global Stakeholder Demand

As a Modon Holding subsidiary, ADNEC is required to demonstrate social performance aligned with Modon's ESG Policy, which explicitly includes community impact, workforce equity, and responsible value-chain management

International clients, partners, ratings agencies, and institutional investors increasingly expect quantified social impact. ADNEC's competitiveness in global event bids depends on credible social credentials

Long-Term Value Creation

Social impact creates intangible assets – reputation, trust, talent attraction, and community license to operate – that directly support ADNEC's commercial resilience and growth

How ADNEC Creates Social Value

ADNEC generates social value through five primary mechanisms, each embedded across its business clusters:

Economic Activity

ADNEC's operations stimulate direct and indirect economic value through employment, procurement, visitor spend, and supply chain engagement. In 2024, ADNEC generated AED 93 million in quantified social value – supporting jobs, local businesses, and economic inclusion across Abu Dhabi.

Knowledge Exchange

Through conferences, exhibitions, forums, and media productions, ADNEC facilitates the transfer of industry knowledge, technical expertise, and innovation across sectors – contributing to human capital development at city and national scale.

Employment and Workforce Development

ADNEC directly employs thousands of full-time and temporary workers across its clusters and indirectly supports thousands more through its contractor and supplier ecosystem. Skills development, Emiratization, and inclusive hiring are core levers of social value.

Cultural Engagement

Events hosted by ADNEC bring together diverse nationalities, traditions, and perspectives – enabling cultural exchange, civic participation, and the promotion of Emirati heritage in alignment with national identity objectives.

Community Participation

ADNEC venues serve as civic infrastructure – hosting community events, public programs, educational activities, and CSR initiatives that extend social benefit beyond commercial event attendees.

Link to ESG Strategy and Long-Term Objectives

This Social Impact Strategy is a direct extension of ADNEC's broader ESG Strategy, not a standalone document. It operationalises the social dimension of ADNEC's ESG commitment – specifically Priority 2 (Growing and Investing in Our Employees) and Priority 3 (Collaborating with Our Communities, Partners, and Suppliers)

ADNEC Corporate strategy

ADNEC ESG strategy (4 priority areas)

Social impact strategy

Cluster-level implementation plans

This document

Social impact performance is integrated into ADNEC's ESG Index, reported to Modon Holding on a monthly basis, and disclosed publicly through the annual ESG report in alignment with GRI Standards, the UN SDGs, and the UN Guiding Principles on Business and Human Rights.

| Definition of Social Impact for ADNEC

What social impact means for ADNEC

This definition is deliberately outcome-oriented. It focuses not on what ADNEC does, but on what changes as a result of what ADNEC does – for individuals, communities, and society.

The measurable changes in the well-being, opportunities, and capabilities of people and communities that result from ADNEC's operational activities, its ecosystem of events, venues, tourism, and services – whether intended or unintended, positive or negative.

Clarifying the Boundaries

What social impact is and is not

A critical step in building a credible social impact strategy is defining scope with precision. The table below distinguishes social impact from adjacent concepts that are often blended:

Concept Definition ADNEC Examples

Social Impact

Corporate Social Responsibility (CSR)

Measurable outcomes generated through core operations and ecosystem activities –employment, economic inclusion, knowledge access, community wellbeing

Jobs supported through events; SME revenue enabled through exhibitions; skills transferred through media productions

Scope for This Strategy?

Yes – Primary Focus

Philanthropy / In-Kind Contributions

Voluntary initiatives undertaken to contribute positively to society, often as a complement to commercial activity

Employee volunteering programs; community donations; sustainability campaigns

Partially – where CSR generates measurable social outcomes

Internal Workforce Policies

Charitable giving, donations, or free/subsidized services provided to external beneficiaries

Venue subsidies for non-profits; food donation programs; scholarships

Partially – captured as a distinct social impact sub-category

HR policies governing ADNEC's own employees (wellbeing, DEI, training)

Emiratization targets; flexible working policies; training hours

Captured under ESG Social Pillar –referenced but not primary focus here

ADNEC's Social Value Creation Logic

ADNEC creates external social value through three interconnected pathways:

Through its operations – by directly employing people, sourcing locally, and making its venues and services accessible

Through its ecosystem – by enabling exhibitors, organizers, and suppliers to generate economic and social value through participation in ADNEC's platforms

Through its programming – by deliberately designing events, initiatives, and partnerships that extend social benefit to communities beyond commercial attendees

3 | Social Impact Pillars

Social impact pillars

ADNEC's social impact agenda is structured around six strategic pillars, each representing a domain where ADNEC has both a significant impact footprint and a strategic opportunity to generate measurable, lasting social value.

1. Economic Opportunity and SME Development

• SMEs and local suppliers

• Exhibitors and event organizers

• Local business community

• Government economic development partners

2. Knowledge Exchange and Industry Advancement

• Conference delegates and attendees

• Industry professionals

• Academic and research institutions

• Government and regulatory bodies

ADNEC’s social impact strategic pillars

3. Job Creation and Workforce Participation

• Full-time and part-time employees

• Temporary and contract event workers

• Emirati and UAE national workforce

• Supply chain and contractor workers

4. Community Access and Cultural Engagement

• Local communities and residents

• Youth and students

• Cultural and heritage organizations

• People of Determination and underrepresented groups

5. Inclusive and Accessible Events

• People of Determination

• International and diverse visitor groups

• Families and children

• Marginalized or underrepresented communities

6. Responsible Supply Chain and Local Value Creation

• Direct suppliers and contractors

• Migrant and temporary workers in the supply chain

• Local and SME suppliers

• External advisors and service providers

Pillar 1 – Economic Opportunity and SME Development

Description:

ADNEC generates direct and indirect economic value through its operations, procurement, and ecosystem. Exhibitions and events enable SMEs to access new markets, generate business leads, and grow their revenues. Procurement policies that prioritize local and SME suppliers extend this economic benefit upstream.

Rationale for Inclusion:

Economic inclusion is the single largest social impact lever available to ADNEC. The scale of spend flowing through ADNEC's supply chain, combined with the business-generation capacity of its events, creates a uniquely powerful economic multiplier. This pillar directly supports the UAE's ICV Program and Abu Dhabi Economic Vision 2030.

Key Stakeholders Impacted:

• SMEs and local suppliers

• Exhibitors and event organizers

• Local business community

• Government economic development partners

Headline Metrics:

• % of procurement spend with local and SME suppliers

• Number of SMEs participating in exhibitions

• Economic value of new business leads generated through events

• AED value of local procurement spend

Pillar 2 – Knowledge Exchange and Industry Advancement

Description:

ADNEC's events, conferences, and media platforms facilitate the transfer of knowledge, expertise, and innovation across industries and geographies. This pillar captures the educational and professional development value generated through participation in ADNEC's events ecosystem.

Rationale for Inclusion:

Knowledge exchange is a distinctive and high-value form of social impact that is uniquely enabled by the events sector. ADNEC hosts events across sectors including healthcare, technology, energy, and defense – generating knowledge spillovers that contribute to workforce capability and national competitiveness. This aligns directly with UAE Principles of the 50 (human capital development) and We the UAE 2031.

Key Stakeholders Impacted:

• Conference delegates and attendees

• Industry professionals

• Academic and research institutions

• Government and regulatory bodies

Headline Metrics:

• Number of educational events hosted

• Number of participants in knowledge-sharing events

• Countries represented at ADNEC events (diversity of knowledge exchange)

• Number of knowledge-transfer programs or publications supported

Pillar 3 – Job Creation and Workforce Participation

Description:

ADNEC directly and indirectly creates employment across full-time, part-time, temporary, and contract roles. This pillar captures the employment footprint of ADNEC's operations – including its Emiratization contribution, skills development activities, and the jobs supported through its supply chain and event ecosystem.

Rationale for Inclusion:

Employment is the most tangible and widely recognized form of social value. ADNEC's workforce is large, diverse, and extends far beyond its directly employed staff – encompassing contractors, event staff, catering workers, and supply chain employees. Responsible workforce practices, including training, fair wages, and inclusion, amplify the quality of this social value. This pillar supports ADNEC's Nationalization commitments

Key Stakeholders Impacted:

• Full-time and part-time employees

• Temporary and contract event workers

• Emirati and UAE national workforce

• Supply chain and contractor workers

Headline Metrics:

• Total direct and indirect jobs supported

• Emiratization rate and Emirati retention

• Training hours per employee

• % of workforce from local community

Pillar 4 – Community Access and Cultural Engagement

Description:

ADNEC venues function as civic infrastructure – enabling community gatherings, cultural events, public programming, and educational activities. This pillar captures the social value generated when ADNEC opens its platforms to communities beyond commercial event attendees, including through subsidized or free access.

Rationale for Inclusion:

Abu Dhabi's identity as a cultural destination and the UAE's commitment to preserving Emirati heritage create a clear mandate for ADNEC to actively contribute to cultural engagement. Community access also strengthens ADNEC's social licence to operate and builds long-term goodwill with local stakeholders. This pillar aligns with the Community Initiatives and Engagement material topic in ADNEC's ESG strategy.

Key Stakeholders Impacted:

• Local communities and residents

• Youth and students

• Cultural and heritage organizations

• People of Determination and underrepresented groups

Headline Metrics:

• Number of community events hosted

• Community beneficiaries reached

• Venue days donated or subsidized for community use

• Number of youth/educational programs supported

Pillar 5 – Inclusive and Accessible Events

Description:

ADNEC is committed to ensuring that its events, venues, and services are physically, digitally, and socially accessible to all people – including People of Determination, elderly visitors, international attendees with language barriers, and economically disadvantaged community members..

Rationale for Inclusion:

Inclusion is both a moral imperative and a commercial differentiator. International event standards and global best practice frameworks (GRI, ESRS) increasingly require organizations to demonstrate accessible and inclusive practices. ADNEC's venues host millions of visitors annually – the scale of this reach creates a significant inclusion impact opportunity. This pillar also supports ADNEC's Gender Balance and Equal Opportunity ESG material topic.

Key Stakeholders Impacted:

• People of Determination

• International and diverse visitor groups

• Families and children

• Marginalized or underrepresented communities

Headline Metrics:

• % of venue space meeting accessibility standards

• Number of accessibility features implemented

• % of staff trained in inclusion and accessibility

• Number of inclusive event offerings or programs

Pillar 6 – Responsible Supply Chain and Local Value Creation

Description:

ADNEC's supply chain represents one of its largest leverage points for social value creation. By embedding ethical sourcing standards, supporting local suppliers, and ensuring fair labor practices across its value chain, ADNEC extends its social impact well beyond its direct operations.

Rationale for Inclusion:

International frameworks (CSDDD, GRI ESRS S2) now require organizations to extend social accountability to their supply chains. ADNEC's benchmarking revealed that value-chain and external advisor rights represent the most significant gap relative to peer best practice. Responsible supply chain management also protects ADNEC from reputational and operational risk. This pillar directly supports the Ethical Sourcing and Supply Chain Oversight ESG material topic.

Key Stakeholders Impacted:

• Direct suppliers and contractors

• Migrant and temporary workers in the supply chain

• Local and SME suppliers

• External advisors and service providers

Headline Metrics:

• Supplier ESG compliance rate

• % of spend with local/UAE-based suppliers

• Number of suppliers subject to social compliance audits

• % of key suppliers with signed Supplier Code of Conduct

| Stakeholder impact map

Stakeholder impact map

The following map identifies the primary stakeholder groups affected by or benefiting from ADNEC's operations, the nature of social value created for each group, and the relevant social impact pillar(s) through which value is generated.

Stakeholder Group

Visitors and Attendees

Exhibitors and organizers

SMEs and Local Suppliers

Local Communities

Temporary and Contract Workforce

Emirati and UAE National Workforce

Industry Professionals

Government and Economic Development

Partners

People of Determination

Supply Chain Workers (Value Chain)

Youth and Students

Cultural and Heritage organizations

Nature of Social Value Created

Access to knowledge, cultural experiences, networking, and economic opportunity

Business lead generation, market access, brand visibility, revenue growth

Revenue generation, market access, skills development, supply chain inclusion

Access to civic infrastructure, cultural programming, community events, employment

Employment, fair wages, skills development, safe working conditions

Preferential employment pathways, skills development, leadership opportunities

Knowledge access, professional development, global networking

National mandate delivery, ICV contribution, economic diversification data

Physical and digital accessibility, inclusive participation

Fair treatment, safe conditions, labor rights, access to grievance mechanisms

Skills exposure, educational access, career pathways, mentorship

Platform access, audience reach, cultural preservation support

Primary Pillar(s)

Pillars 2, 4, 5

Pillar 1, 2

Pillar 1, 6

Pillars 3, 4

Pillar 3, 6

Pillar 3

Pillar 2

Pillars 1, 2, 3

Pillar 5

Pillar 6

Pillars 2, 3, 4

Pillar 4

Key Engagement Mechanism

Event participation, surveys, accessibility programs

Exhibition platforms, B2B matchmaking, ADNEC Events services

Procurement processes, supplier development programs

Community engagement programs, subsidized venue access

labor standards, training programs, grievance mechanisms

Emiratization Program, mentorship, career development

Conferences, forums, professional events

Reporting, strategic alignment, public events

Accessibility standards, inclusive programming

Supplier Code of Conduct, audits, grievance channels

Educational events, internships, community programs

Cultural event partnerships, subsidized programming

Cluster-Specific Social Impact Pathways

Each of ADNEC Group's business clusters generates social value through a distinct set of activities, mechanisms, and stakeholder relationships. The following profiles define the social impact pathway for each cluster

5.1 ADNEC Venues

(ADNEC Centre Abu Dhabi, ADNEC Centre Al Ain, ExCeL London)

Dimension

Core Activities

Social Outcomes Generated

Content

Stakeholders Impacted

Example Metrics

Hosting exhibitions, conferences, public events, and community programming; managing large-scale venue infrastructure

Large-scale visitor access; employment of on-site and subcontracted workforce; provision of accessible civic infrastructure; cultural engagement through diverse event programming

Visitors and attendees; on-site employees; subcontractors; local communities; People of Determination

Total annual visitors hosted; number of events by type; % of accessible venue space; subcontractor workers engaged; community events hosted

Priority Pillars

Pillars one, two, three, four and five

5.2 ADNEC Events

Dimension

Core Activities

Social Outcomes Generated

Content

Stakeholders Impacted

Example Metrics

Organising and managing exhibitions, trade shows, conferences, and public events across sectors

Business lead generation for exhibitors and SMEs; knowledge transfer between industry professionals; intercultural exchange among international participants; temporary employment

Exhibitors; delegates; industry professionals; temporary event workers; local business community

Number of exhibitors per event; international participation rate; business leads generated; temporary workers employed per event; educational sessions delivered

Priority Pillars

Pillars one, two and three

Dimension Content

Core Activities

Social Outcomes Generated

Stakeholders Impacted

Providing food and beverage services across venues and events; managing catering operations and supply chains

Direct employment in hospitality roles; local and SME food supplier development; food safety and consumer wellbeing; food redistribution to vulnerable populations

F&B employees; local food suppliers; event attendees; food charity beneficiaries; temporary catering staff

Example Metrics

Total F&B employees; % spend with local/SME suppliers; meals donated; food safety certification rate; food diverted from landfill (kg)

Priority Pillars

Pillars one, three and six

Dimension Content

Core Activities

Social Outcomes Generated

Stakeholders Impacted

Example Metrics

Providing operational support services including protocol, logistics, facilities management, and security

Operational employment across skilled and semi-skilled roles; indirect employment through service contractor ecosystem; public value through government and protocol services

Service employees; SME contractors; government and diplomatic clients; public institutions

Total service employees; SME contractor spend; government engagements supported; safety incident rate (LTIFR); pro bono/subsidized service engagements

Priority Pillars Pillars three and six

5.5 ADNEC Tourism

Dimension Content

Core Activities

Social Outcomes Generated

Stakeholders Impacted

Managing tourism operations, destination experiences, hotel services, and visitor engagement in Abu Dhabi

Cultural exchange through international tourism; local employment in tourism roles; engagement with local communities and heritage; accessible tourism offerings

International tourists; local guides and hospitality workers; cultural partners; local communities; People of Determination

Example Metrics

Tourists served; countries of origin represented; % local guides employed; local partner spend; accessible tourism packages offered

Priority Pillars

Pillars two, three, four and five

5.6 ADNEC Media

Dimension Content

Core Activities

Social Outcomes Generated

Stakeholders Impacted

Operating media production facilities, creative studios, and content platforms; supporting creative professionals and productions

Creative ecosystem development; Emirati creative sector advancement; skills development for media professionals and freelancers; SME and startup incubation

Creative professionals; Emirati creatives; SMEs and media startups; youth and aspiring professionals; educational institutions

Example Metrics

Active community members/occupancy; SMEs supported; Emirati creatives engaged; training hours; productions hosted

Priority Pillars

Pillars two, three and four

| Social Impact Model

Social impact model

ADNEC's social impact follows a structured, evidence-based model aligned with global frameworks, enabling clear measurement and communication of lasting value

Activities

• What ADNEC does for social impact

Outputs

Outcomes

• Direct, measurable results

• Changes in behavior, capability or wellbeing

Impact

• Long-term, systemic change

Applied Impact Model: ADNEC Examples

ADNEC drives measurable economic, social, and cultural impact through events, local sourcing, inclusion, workforce development, and responsible supply chain practices

Activity Output [Illustrative examples] Outcome Impact

Host international trade exhibition

500 exhibitors; 25,000 visitors; 40 countries represented

SMEs generate new business leads; professionals gain knowledge; cultural exchange occurs

Economic growth for local businesses; industry advancement; international reputation of Abu Dhabi

Source F&B ingredients from local SME suppliers

60% of food spend with local suppliers; 35 SME suppliers engaged

SMEs increase revenue; local food ecosystem strengthened

Economic resilience and diversification in local supply chain

Implement accessibility upgrades across venues

15 new accessibility features installed; 95% of staff trained

People of Determination attend events independently; visitor satisfaction improves

Deliver Emiratization Program

28% Emiratization rate; 25 Emiratis in senior roles

UAE nationals gain professional experience and progression

Inclusive participation in public and economic life; societal equity

Subsidise venue access for community events

20 community events hosted; 5,000 community beneficiaries reached

Local communities access civic infrastructure; cultural programs delivered

National workforce capability; alignment with UAE Principles of the 50

Implement Supplier Code of Conduct

80% of key suppliers signed; 40 suppliers audited

Fair labor standards enforced in supply chain; worker rights protected

Strengthened community cohesion; cultural preservation

Responsible business ecosystem; reduction of exploitative labor practices

| Social Impact baseline - 2024

Baseline 2024

The following headline figures represent ADNEC's social impact baseline, derived from the Social Impact Calculation Tool (2024 data)

The year 2024 is established as ADNEC's Social Impact Strategy baseline year, consistent with the baseline used for the Social Impact Calculation Tool and aligned with ADNEC's ESG reporting cycle. The 2024 baseline captures the first full year of Group-wide social impact data following ADNEC's integration within Modon Holding. Metric 2024 Baseline Value

[To be confirmed – extrapolated from 2023

Food diverted from landfill [Calculated at 0.3 kg/portion; ~1,250 kg total]

Purpose of the baseline

The 2024 baseline serves four purposes:

Trend Tracking – Enabling year-on-year comparison of social impact performance across clusters and at Group level

Target Setting – Providing an evidence-based foundation from which SMART social impact targets are derived

Benchmarking – Enabling comparison against peer organizations and industry standards (see Appendix )

Accountability – Establishing a verifiable starting point against which progress can be assessed by stakeholders, including Modon Holding, regulators, and the public

| Social Impact Targets

Target-Setting Principles

• Specific to ADNEC's operational context and cluster structure

• Measurable through the Social Impact Calculation Tool

• Achievable based on current performance and available levers

• Relevant to the six Social Impact Pillars and aligned with ADNEC's ESG strategy timeline

• Time-bound with milestones aligned to 2026, 2028, and 2030

Group-Level Social Impact Targets

Cluster-specific social impact targets

ADNEC Events

of events with inclusion-focused programming

ADNEC F&B

ADNEC Tourism

Meals donated to food redistribution programs

Establish baseline +50% vs. baseline

% of tourism packages meeting accessibility standards Establish baseline

ADNEC Media Emirati creatives supported annually Establish baseline

vs. baseline

ADNEC Services % of contractor spend with local SMEs

Venues

Community events hosted per venue per year

Establish baseline ≥12 per major venue

9 | Implementation roadmap

Implementation roadmap

Foundation

Establish Social Impact Champions Group with defined roles

Implementation roadmap

Implementation is structured across three phases, progressing from foundation-building through acceleration to leadership and assurance.

Phase 2: Acceleration (Q3 2026 – 2028)

Launch first Annual Social Impact Report (2026 data)

Roll out Supplier Code of Conduct to top 100 suppliers

Implementation roadmap

Implementation is structured across three phases, progressing from foundation-building through acceleration to leadership and assurance.

Phase 3: Leadership and Assurance (2029 – 2030+)

"Achieve best-in-class social impact performance and independent verification"

Achieve third-party assurance on Annual Social Impact Report

Reach 2030 social impact targets across all pillars

Pursue relevant social responsibility certification (e.g. ISO 26000 alignment, B Corp consideration)

Publish thought leadership on social impact in MICE sector

Benchmark against global leaders and refine strategy

10 | Governance

Governance Structure and principles

Modon Holding Board of Directors

(strategic oversight and approval)

ADNEC Group Managing Director/ CEO

(Executive accountability for social impact performance)

ADNEC ESG Committee

(Social impact strategy oversight; quarterly review)

Social impact champions group

(Operational coordination; monthly meetings)

Effective social impact governance requires clear ownership, escalation paths, and integration with existing ESG structures – not a parallel bureaucracy.

ADNEC's social impact governance is embedded within its existing ESG governance framework, with additions to ensure operational accountability at cluster level.

Cluster social impact champions

(Cluster-level data collection, initiative delivery)

Department teams

(operational implementation)

Roles and responsibilities

Role

Modon Holding Board

ADNEC Group CEO / MD

ESG Department

Approve social impact strategy; receive annual performance summary Annual

Champion social impact agenda; hold cluster heads accountable for targets Quarterly

Own Social Impact Strategy; coordinate Champions Group; manage tool and reporting; ensure GRI/SDG alignment

Champion Lead (ESGappointed)

Cluster Social Impact Champions

Procurement Department

HR Department

Communications

Finance

Monthly (internal); Annual (public)

Chair monthly Champions meetings; consolidate Group-level social impact data; report to Group CEO and ESG Committee Monthly

Collect and validate cluster-level data; deliver cluster initiatives; report monthly to Champion Lead Monthly

Implement supplier social standards; conduct audits; report supplier compliance metrics Quarterly

Own workforce social metrics (Emiratization, training, wellbeing); report to Champion Lead Monthly

Produce Social Impact Report; manage internal and external messaging; coordinate stakeholder engagement Annual + ongoing

Allocate social impact budgets; track social investment ROI Annual + quarterly

Each cluster head is accountable for delivering their cluster's social impact targets as defined in Section 8.3. Cluster-level performance is reviewed by the Champion Lead on a monthly basis and reported to the ESG Committee quarterly. Cluster champions are responsible for:

• Data collection and validation within their cluster

• Reporting against cluster-specific KPIs through the Social Impact Calculation Tool

• Identifying and escalating delivery risks or data gaps to the Champion Lead

11 | Measurement and Data Collection Framework

Measurement Approach

ADNEC's social impact measurement follows a bottom-up, outcome-focused methodology, aggregating cluster-level data into Group-level social impact results. The approach is designed to be:

• Consistent same methodology applied across clusters and over time

• Auditable transparent assumptions, documented sources, and defined calculation rules

• Practical manageable data requirements that grow with capability maturity

• Scalable tool architecture that accommodates new clusters, metrics, and years

The Social Impact Calculation Tool (Core Aggregation

Platform)

The Social Impact Calculation Tool, developed by Roland Berger, is the primary platform for quantifying and aggregating ADNEC's social impact. It operates through a structured three-step logic:

Multiplication Factors

Operational data from cluster systems (headcount, spend, events, visitors, meals, etc.)

Defined conversion rates (e.g. average salary, spend per visitor, value per lead)

Calculated outcomes by cluster

Inputted by cluster champions into standardised template

Activity-level data by cluster and year

Applied to activity data to translate scale into social value

Aggregated to Group level; pivotable by year, cluster, and metric

Social outcome indicators

Group social impact dashboard

1. Social Impact Metrics

3. Social Impact KPIs

Data Sources by Pillar

Economic Opportunity &

Knowledge Exchange

Job Creation & Workforce

Procurement system; finance records

Event management system; attendance records

HR system (Oracle/SAP); payroll; contractor records

Procurement + Finance Quarterly

ADNEC Events + Clusters Per event + annual

HR + Operations Monthly

Community Access

Inclusive Events

Responsible Supply Chain

Venue booking records;

community partnership logs

Facilities audit records; accessibility survey data

Supplier audit reports; procurement records

Venues + Community Lead Quarterly

Facilities + Operations Semi-annual

Procurement + ESG Quarterly

Reporting frequency

Report

Social Impact Dashboard Update ESG Committee + Cluster Heads

Cluster Social Impact Performance Update

Committee

Champions

ESG Index Update (Social Component) Modon Holding Bi-weekly (as per ESG Index) ESG Department

Annual Social Impact Report Public, Modon Holding Board, Regulators

ESG + Communications

Validation mechanisms

Internal Review – Champion Lead reviews cluster submissions for completeness and plausibility before aggregation

Cross-Functional Verification – Finance and HR validate workforce and spend data against financial records

ESG Committee Review – Quarterly social impact performance reviewed and challenged by ESG Committee

Third-Party Assurance – From 2027, ADNEC will seek independent assurance of social impact data and reporting (aligned with ESG report assurance ambition)

12 | Integration with ESG reporting

Alignment Architecture

Social impact is not reported in isolation. It is an integrated component of ADNEC's ESG framework, feeding into the same governance, reporting, and disclosure infrastructure.

Social impact data (cluster level)

Social impact calculation tool

ESG Index (social component)

Annual ESG report

Internal ESG dashboard

Modon Holding (Monthly)

Public, GRI, Regulators

Executive management, board

ESG Report integration

Social impact performance is disclosed annually within ADNEC's ESG Report, under the Social pillar of the ESG framework. Specific integrations include:

ESG Report Section

Material Topics (Social)

Social Impact Integration

Social impact results mapped to Workforce Well-Being, Community Initiatives, Customer Experience, and Nationalization material topics

GRI Index

Social impact KPIs referenced against GRI Standards (LA, HR, SO indicators)

SDG Contributions

TCFD Alignment

Social impact outcomes linked to relevant SDGs (SDG 4, 5, 8, 10, 11, 17)

Social risks (workforce disruption, community relations) addressed under risk management disclosures

Social impact KPIs are integrated into ADNEC's internal performance management dashboards, enabling:

• Real-time cluster performance tracking against social impact targets

• Monthly reporting to the ESG Committee and Group leadership

• Bi-weekly ESG Index updates submitted to Modon Holding

Beyond the annual ESG Report, social impact performance is communicated through:

• Event sustainability reports (for major events and exhibitions)

• ADNEC corporate website – dedicated Social Impact section

• Stakeholder briefings – for government partners, institutional clients, and media

• Press releases and media engagement – for milestone achievements and notable social outcomes

13 | Management of Negative Social Impacts

Approach

ADNEC acknowledges that its operations, at scale, carry the potential to generate negative social impacts alongside positive ones. Proactively identifying, monitoring, and mitigating these risks is a fundamental component of responsible social impact management and a requirement under the UN Guiding Principles on Business and Human Rights.

Negative Social Impact Risk Register

Event Congestion & Community Disruption

Supply Chain labor Conditions

Large-scale events generate traffic, noise, and disruption to local residents and businesses

Contractor and supplier workers –including migrant workers – may face unsafe conditions, excessive hours, or wage violations outside ADNEC's direct control

Accessibility Barriers

Community Relations and Social Licence

Physical, digital, or linguistic barriers may exclude People of Determination, elderly visitors, or non-Arabic/English speakers from full participation

Insufficient community engagement or perceived indifference to local needs may erode trust and social licence to operate

Data Privacy at Events

Child Protection at Events

Responsible

Disengagement from Suppliers

Collection and use of attendee and visitor data may infringe on privacy rights if not governed appropriately

Large public events may create risks for unaccompanied minors or vulnerable children

Abrupt termination of supplier relationships may harm workers dependent on those contracts

Traffic management plans; community notification; event scheduling consideration; dedicated community liaison Operations + Facilities

Supplier Code of Conduct; social compliance audits; worker grievance mechanisms accessible to supply chain workers; regular contractor reviews

Phased accessibility upgrade Program; inclusive event design standards; multilingual communications; staff inclusion training Facilities + Operations

Structured community engagement Program; community advisory channel; regular community event programming; transparent communication ESG + Communications

GDPR and UAE data law compliance; data processing agreements with technology vendors; privacy notices at events; IT security protocols IT + Legal

Child safeguarding policies; staff training on child protection; secure event design; incident reporting protocols Operations + HR

Documented disengagement protocols; proportionate, risk-based disengagement decisions; transition support where appropriate

14 | Communication and transparency

Communication Principles

ADNEC's social impact communication is governed by three principles:

Accuracy – Only verified, validated data is communicated externally

Relevance – Communications are tailored to the needs and expectations of each stakeholder group

Timeliness – Performance updates are provided at a cadence that supports accountability and stakeholder trust

Internal communication framework

Audience Channel Frequency Content

Group CEO + Board Executive Dashboard; Board Updates Monthly / Quarterly

Cluster Heads + Directors Leadership Meetings; Intranet Monthly

Social Impact Champions Group Champions Meetings; Teams/Collaboration Tools

Monthly + ongoing

All Employees Company Emails; Intranet; Town Halls Quarterly

Owner

Social KPIs, strategic progress, risks and opportunities

Champion Lead

Cluster performance; initiative progress; action items Theme Leads

Coordination; data sharing; best practices Champion Lead

Policy awareness; achievements; training Champions + Communications

External communication framework

Audience

Channel Frequency Content Owner

Modon Holding

General Public and Media

ESG Index Reports; ESG Committee briefings Monthly / Quarterly

Annual ESG/Social Impact Report; Press Releases; Website Annual + ad hoc

Social performance metrics; strategic updates ESG Department

Social impact highlights; case studies; aggregate data Communications + ESG

Suppliers and Partners Supplier Portal; Stakeholder Forums Quarterly Compliance expectations; ESG collaboration initiatives

Government and Regulatory Bodies

Formal reporting; Strategic briefings Annual + as required

International Clients and Bidders

Event credentials documents; sustainability reports Per bid / annual

Procurement + ESG

ICV contribution; Emiratization data; community impact ESG + Strategy

Social impact credentials; ESG certifications; case studies Communications + Events

Appendix

Detailing of methodological approach & underlying analyses

Appendix Content Source

Appendix A – International Framework Benchmarking

Mapping of UN SDGs, UN GPs, GRI, ESRS, and CSDDD against ADNEC's social impact pillars

Appendix B – Social Impact Calculation Tool

Appendix C – Peer Benchmarking and Gap Assessment

Full methodology, multiplication factors, KPI logic, and Excel-based calculation tool

Module 2, Section B.1

Appendix D – KPI Long-List by Material Topic

Comparison of ADNEC's social topic coverage against TUI, GL Events, and other venue/events peers

Full KPI catalogue with baselines, targets, and benchmarks

Module 2, Section B.4

Module 2, Section B.2

Module 2, Section B.3

Appendix E – Social Impact Policy

Full ADNEC Social Impact Policy document (standalone)

Appendix F – Social Impact Champions Group Charter Roles, responsibilities, meeting cadence, and governance of Champions Group

Module 2, Section B.3

B.1 | Benchmarking of reporting standards

International frameworks overview

We benchmarked international frameworks to facilitate the alignment of the social impact strategy with global best practices

UN SDGs – The UN SDGs are 17 global goals to end poverty, promote equality, enhance health, education and decent work, protect the planet and ensure that by 2030 all people enjoy peace, inclusion and shared prosperity

UN Guiding Principles – UN Guiding Principles on Business and Human Rights outline a global standard for preventing and addressing the risk of adverse human rights impacts linked to business activity

GRI standards – The Global Reporting Initiative (GRI) Standards provide a globally recognized framework for organizations to disclose their economic, environmental and social impacts, including labor practices, human rights, community engagement and equity, in a transparent and comparable manner

ESRS – European Sustainability Reporting Standards (ESRS) sets out mandatory ESG disclosure requirements for companies in scope for the EU Corporate Sustainability Reporting Directive (CSRD). Those ESRSs include standards related to own workforce (ESRS S1), workers in the value chain (ESRS S2), affected communities (ESRS S3) and consumers and end-users (ESRS S4)

CSDDD – The EU Corporate Sustainability Due Diligence Directive requires companies to conduct due diligence on human rights and environmental impacts across operations and value chains, including labor rights, workplace conditions and supply chain practices, supported by grievance mechanisms and transparent reporting

Key takeaways by framework

While SDGs and UNGPs set the social ambition and principles, GRI, ESRS and CSDDD translate them into structured and enforceable social requirements

Comments

UN SDGs

UN Guiding Principles

GRI standards

• Broad, outcome-led social agenda across workers, communities and consumers defining what social impact looks like (e.g. decent work, equality, health, etc.)

• Framework itself is largely general/outcome-based rather than disclosure-metric specific

• Human-rights lens for social topics, strongest on preventing, mitigating and remedying harm across the value-chain

• Primarily qualitative/process-based; metrics are encouraged but required process structure includes policy, impact assessment, integration, tracking and remedy

• Most comprehensive social reporting framework covering workforce, value chain, communities and consumers across topics of labor rights, DEI, H&S, etc.

• Clear quantified and indicator-driven topic standards with formulas for calculations, ensuring comparability between companies

• Most structured and stakeholder-explicit social framework, covering stakeholder groups (own workforce, value-chain, communities and end-users)

• Strongly quantified and auditable, requires both qualitative descriptions of policies and hard KPIs while considering how social issues affect the company's financials

• Key focus on preventing child labor, forced labor and unsafe working conditions, specifically within the "upstream" (suppliers) and parts of the "downstream" chain

• Structured as obligations/legal-style requirements mandating due diligence for human rights

Mapping across standards (3/7)

Mapping across standards (4/7)

Mapping across standards (5/7)

Key social impact topics have been mapped across relevant international standards

Affected stakeholders

Workers in the value chain

Working conditions, equal treatment and rights of external advisors

Affected communities Culture and heritage

Affected communities

Local socio-economic development

Topic present in standard/framework

Other work-related rights

Privacy (external advisors)

Water and sanitation (external advisors)

Working conditions Adequate wages (external advisors)

Working conditions

Occupational Health and safety (external advisors)

Secure employment (external advisors)

Workers voice, engagement & representation mechanisms (external advisors)

Working conditions Working time (external advisors)

Rights of local communities

Communities civil rights

Communities economic, social and cultural rights

Culture and heritage

Grievance mechanisms (Freedom of expression)

Access to basic products and services (food, water, sanitation, energy, housing, transport)

Mapping across standards (6/7)

Key social impact topics have been mapped across relevant international standards

Affected stakeholders Sub-topic Sub-sub-topic Topic

Affected communities

Local socio-economic development Communities economic, social and cultural rights

Localization and local content in the value chain

Responsible use of data and AI

Affected communities Responsible use of data and AI

Topic present in standard/framework

Localization and local content in the value chain

Other work-related rights

Access to education and skills development

Access to healthcare

Access to Sports and Physical Activity

Community safety and human security (securityrelated impacts)

Land use and community rights (land-related impacts)

Localization and local content in the value chain (downstream)

Localization and local content in the value chain (upstream)

Data privacy and cybersecurity in the value chain

Responsible AI use

Responsible AI use by external advisors

Mapping across standards (7/7)

Affected

Consumers and end-users

Data privacy and cybersecurity in the value chain

Responsible communication and stakeholder relations

Consumers and end-users Responsible communication and stakeholder relations

Consumers and end-users Responsible marketing and stakeholder relations

Consumers and end-users

Responsible use of data and AI

Data privacy and cybersecurity in the value chain

Information-related impacts for consumers /end-users

Personal safety of consumers/end-users

Data privacy and cybersecurity in the value chain

Access to quality information

Protection of children

Social inclusion of consumers/end-users Digital accessibility

Social inclusion of consumers/end-users Responsible marketing practices

Information-related impacts for consumers/end-users

Freedom of expression

Key takeaways from the benchmarking

Global ESG frameworks consistently address core social topics while extending accountability beyond direct employees to the value chain

Key takeaways from the international frameworks mapping and benchmarking

Core social topics (including workforce conditions, DEI, health & safety, human rights and privacy) are consistently addressed across UN SDGs, UN Guiding Principles, GRI, ESRS and CSDDD, establishing a shared global baseline for social sustainability

UN SDGs, GRI and ESRS serve as the most comprehensive reference frameworks for social sustainability, offering consistent, exhaustive coverage of traditional and emerging social risks (including data privacy and responsible AI) essential for defining, structuring & evaluating social strategies 1 2 3

Social policies are expanding beyond direct employees to cover value-chain workers and external advisors, reflecting that many social impacts arise outside the organization and require recognition and preventative measures

| Social impact measurement

Overview of social impact quantification tool

To quantify and manage ADNEC’s social impact, we developed a customizable Social Impact Calculation Tool

Tool provided to ADNEC

The tool identifies businessspecific social impact metrics, translates them into measurable indicators and quantifies social impact bottom-up, enabling consistent, data-driven assessment of ADNEC’s social value across business clusters & at Group level

Social impact calculation at Business Cluster level

Key insights

The tool’s key output is a comprehensive ADNEC social impact profile, enabling management to:

• Understand how each business cluster contributes to social value

• Track social impact across employment, inclusion, community and wellbeing

• Compare performance across clusters and over time

• Support ESG reporting, stakeholder communication and strategic prioritization

In addition, we created a simplified version (i.e., a 1-pager calculation document) to facilitate a lower-complexity alternative

Screening of methodologies (1/2)

First, we reviewed relevant, internationally recognized social impact methodologies to understand available calculation, measurement & valuation approaches

Methodology / approach Type

B Impact Assessment (formerly B Rating System) Rating system

Balanced Scorecard (Impact-modified) Management framework

CHAT (Charity Analysis Tool)

Assessment process

Compass Assessment for Investors Impact strategy framework

Dalberg Approach – Theory of Change Impact strategy framework

DOTS (Development Outcome Tracking System) Outcome tracking system

Ecological Footprint Environmental metric

EPRS (Environmental Performance Reporting System)

Reporting system

Fair Trade Certification Certification

HIP (Human Impact + Profit Framework) Rating system

LEED Certification Certification

Brief description / overview

Uses standardized evaluation to measure a company’s positive social and environmental impact across governance, workers, community and environment

Defines a framework for managing strategy and linking/measuring social performance topics by embedding them across stakeholder outcomes, responsible operations, organizational capacity and stewardship

Assesses Results, Risks and Capacity ratings, combining qualitative analysis and 1–5 quantitative scores to evaluate the scale, depth and systemic change of impact, alongside organizational factors

Measures organizational impact through a point-based assessment across Nature, Society, Economy, Wellbeing and Synergy, using defined indicators to capture impacts & interconnections

Measures social impact by showing how a project’s activities lead to real social outcomes and then compares those results to a baseline to demonstrate the added value beyond traditional performance

Tracks development and social outcomes over time at project or program level using structured indicators

Measures impact by calculating how much biologically productive land and resources are needed to support a population or product, capturing resource use and waste generation relative to nature’s capacity

Measures impact by establishing portfolio-specific indicators and baselines, then tracking and comparing company performance against a base case to quantify net environmental (and related) benefits

Provides certifications grounded on compliance with social and labor standards in specific supply chains based on binary compliance audit rather than quantified impact scoring

Calculates impact by scoring and ranking investments on a 0–100 scale based on 5 categories (health, wealth, earth, equality & trust) and mgmt. practices to rate human impact, profit and mgmt. practices

Uses a point based certification system for buildings focusing on environmental/health standards; awards surplus points to projects demonstrating fair labor & social equity standards in their supply chain practices

Screening of methodologies (2/2)

First, we reviewed relevant, internationally recognized social impact methodologies to understand available calculation, measurement & valuation approaches

Methodology / approach Type

Movement Above the $1 a Day Threshold

Pulse Impact Investing Management Software (formerly PDMS (Portfolio Data Mgmt System))

Poverty Probability Index (formerly PPI (Progress out of Poverty Index))

Outcome tracking system

Brief description / overview

Tracks whether microfinance clients move out of extreme poverty, using surveys, poverty scorecards and expert validation to monitor income changes over time against the US$1/day threshold

Outcome tracking system Tracked and benchmarked social impact metrics with financial & operational data, combining quantitative indicators with qualitative reporting to compare performance against peers at portfolio and sector level

Poverty estimation tool

PROI (Political Return on Investment) Rating system

RISE / OASIS

SIA (Social Impact Assessment)

Social Rating Systems

Outcome tracking system

Assessment process

Rating systems

Uses a 10-question poverty score to estimate the likelihood that individuals or households live below the poverty line, enabling orgs. to identify and track poverty levels within their client or workforce populations

Collects standardized resource and outcome data through questionnaires, then scores & ranks orgs. against peers using core and sector-specific metrics to assess relative social performance and effectiveness

Tracks individual outcomes over time through regular interviews with program participants, using standardized questions on employment, income and housing to assess changes from baseline

Uses theory of change to define intended outcomes, then tracking a small set of key indicators linked to business activities and, possibly, monetizing those outcomes to estimate the long-term social value created

Combines and analyzes document reviews, management and client interviews, field surveys and poverty assessments to produce a standardized social rating with quantitative analysis and qualitative insights

Social Value Metrics Outcome tracking system Integrates standardized social, economic and environmental indicators into the loan application process, then tracking changes in these indicators annually through data analysis and site visits

SROI (Social Return on Investment) (all variants) Outcome tracking system (SROI variants) measure social impact by screening and tracking standardized social outputs and workforce outcomes across portfolios, aggregating results and monetizing them through SROI methods to link investment performance, operational data and social value creation in a comparable, decision-useful way

TruCost Assessment process

Measures impact by quantifying direct and supply-chain environmental impacts using modeled and company data, translating resource use and emissions into efficiency metrics and external cost estimates

Criteria for comparison

To identify best-practice social impact calculation methodologies, approaches were compared based on the breadth of coverage, quantification and reliability

Social scope

Extent to which the methodology covers relevant social topics and stakeholder groups

Narrow focus (e.g. single issue such as poverty or jobs only)

Quantification Comparability Impact breadth

Degree to which the approach captures outputs, outcomes and longer-term / systemic change.

Ability to produce comparable, decision-ready scores or metrics

Ability to compare across peers, sectors, or portfolios

Organization-specific, not comparable Outputs only (activities, counts)

Narrative or qualitative only

Covers multiple social themes but limited stakeholder groups

Outcomes (short- to mediumterm change)

Mixed qualitative and quantitative indicators

Comparable within a sector or portfolio

Verification

Extent to which results can be validated and audited for accuracy and credibility

Self-reported, no external verification

Off-site verification, document review, spot checks

Comprehensive coverage across stakeholders & social themes

Outcomes plus causality, counterfactuals, or systemic change

Clear scoring, ratings, or monetized outputs (e.g. SROI, point scales)

Standardized scores enabling cross-sector or peer comparison

On-site audits, third-party certification, statistical sampling

Assessment of calculation methodologies (1/2)

Then we assessed the selected methodologies against the criteria and extracted key learnings to consider for

Use standardized scoring that measures across governance, workers, community and ensure potential for third-party verification

Embed social KPIs into strategy, operations and performance management dashboards

Track society, well-being, environment and economy & show synergies between the

Build a Theory of Change and benchmark actual outcomes against counterfactuals/status-quo scenario

Use structured indicators with strong auditability for reporting and comparability

Assessment of calculation methodologies (2/2)

Then we assessed the selected methodologies against the criteria and extracted key learnings to consider for

Takeaways and learnings from existing social impact methodologies

The social impact methodology assessment informs a tailored, practical approach that suggests outcome-focused social impact methodology

Key takeaways

• Outcome-focused, bottom-up approaches are stronger because they clearly show impact and can be aggregated, but they require well-designed indicators

• High-scoring tools/methodologies are robust and comprehensive, but they differ in how practical, scalable and easy they are to implement in practice

• A tailored, hybrid approach is needed to balance impact measurement quality with operational feasibility

Learnings for ADNEC

• Focus on outcomes rather than activities, capturing the real social impact of ADNEC’s operations and events

• Measure impact bottom-up at venue and business-cluster level and aggregate consistently to the ADNEC Group

• Ensure results are comparable and auditable, allowing for third-party verification (e.g. for certifications)

• Design a practical, repeatable approach based on available data and clear ownership across ADNEC entities

This assessment confirms that ADNEC needs a tailored, hybrid social impact methodology that balances reliability and rigor with practicality and combines clear impact logic, measurable KPIs and disciplined aggregation

Proposed methodological approach

Based on the assessment of relevant calculation methodologies, we developed a systematic 5-step approach to quantify ADNEC’s social impact

5 4 3 2 1

Items

Define social impact logic by business cluster

• Identify how each ADNEC business cluster creates social outcomes, based on its operating model and sphere of influence

• Clear definition of intended social outcomes, not activities

• Identification of who experiences the impact (visitors, employees, creatives, communities, SMEs)

• Distinction between direct impacts and enabled impacts

• Consideration of positive impact and potential risks (e.g. safety, accessibility)

Translate impact metric into measurable indicators

• Convert each impact metric into a limited, outcome-oriented set of measurable KPIs

Define social multiplication factors

Define

social impact KPIs

• Define standardized factors that express the average social outcome generated per unit of activity

• Outcome-oriented indicators (people reached, jobs enabled, access provided) Indicators reflecting scale, reach, and intensity of impact

• Consistency across clusters where possible, flexibility where needed

• Practical data availability and ownership

• Metrics such as spend per visitor, participants per event, jobs supported per unit of spend, beneficiaries per initiative

• Separation between operational activity data and multiplication factors

• Use of internal data where available, complemented by benchmarks where needed

• Transparent, documented, and adjustable parameters

• Define the social impact KPIs that result from applying multiplication factors to the corresponding impact metrics

• KPI logic defined as impact metric × factor

• KPIs covering key social impact themes relevant for ADNEC (e.g. people impacted, jobs supported, skills developed, local economic value enabled)

• Clear aggregation rules & no double counting

• KPI structure suitable for internal mgmt. and external reporting

Social impact logic and metrics by business cluster

KPI catalogue by business cluster, with clear definitions

Set of standalone social multiplication factors

Defined set of quantified social impact KPIs

• Operationalize the methodology into a repeatable, auditable Excelbased tool

• Clear separation of inputs (impact metrics), parameters (multiplication factors), and outputs (KPIs)

• Bottom-up calculation logic with cluster-level granularity and Group-level aggregation

• Flexibility to update assumptions, add KPIs, and evolve scope over time

• Visual dashboards to facilitate internal reporting Tool creation and social impact calculation

Annual, repeatable ADNEC Social Impact Calculation Tool

Impact metrics overview (1/6) – F&B

F&B delivers social impact through employment, skills development, food safety, local sourcing, and targeted food access initiatives for vulnerable populations

Primary impact metrics

Core operations

Number of meals served

F&B workforce size and composition

What this means in practice

KPIs / measurable indicators

Scale of service to people

Employment and skills in hospitality

Training

Human capital development

Local and SME suppliers

Economic inclusion through procurement

Food safety and hygiene practices

Targeted social initiatives

Food redistribution initiatives

Direct impact on consumer wellbeing

Social food access programs

Improved food access for vulnerable populations

Total meals served; meals served per event

Total F&B employees; % local workforce; % permanent vs temporary

Training hours; trained employees; certification completion rate

% spend with local suppliers; % spend with SMEs; number of SME suppliers

Food safety incidents; % staff food safety certified; audit compliance rate

Intentional extension of social value beyond operations

Meals donated; beneficiaries reached; charity/NGO partners engaged

Events with redistribution program; frequency of donations (per year)

Impact metrics overview (2/6) - Venues

Venues generate social impact by enabling large-scale participation, employment, inclusion & community access via safe, accessible civic infrastructure

Primary impact metrics

Core operations

Volume of visitors hosted

Number and type of events hosted

On-site workforce

Subcontractors and service providers

Physical accessibility of space

Educational events

Targeted social initiatives

Community access initiatives

Accessibility enhancement initiatives

What this means in practice

KPIs / measurable indicators

Venues create impact by enabling large numbers of people to gather, interact, and access events

Different event types generate different social value (commercial, cultural, community, educational)

Direct employment and job quality at venues

Significant indirect employment (security, cleaning, logistics, AV)

Inclusion is driven by how accessible the infrastructure is

Knowledge sharing & learning opportunities

Total annual visitors; average visitors per event

Total events hosted; share of events by type

Total on-site employees (FTE); % permanent vs temporary; training hours per FTE

Subcontractor workers engaged; subcontractor spend; contractor days worked

% accessible sqm; number of accessibility features; staff trained in inclusion

Number of events, number of participants, educational materials published

Venues act as civic infrastructure enabling access for local communities

Inclusion impact increases through continuous improvements beyond baseline compliance

Community events hosted; venue days donated or subsidized; community beneficiaries reached

New accessibility features introduced; inclusion training coverage (%)

Impact metrics overview (3/6) - Media

Media generates social impact by enabling a creative ecosystem, supporting SMEs &jobs, building local talent, and promoting inclusive creative participation

Primary impact metrics

Core operations

Size of creative ecosystem

Number of active companies and SMEs

Creative professionals and freelancers

Productions supported

Access to infrastructure (studios, facilities)

Targeted social initiatives

Training and talent development

Local / Emirati participation

Youth / underrepresented groups

What this means in practice KPIs / measurable indicators

Social impact comes from enabling a creative community

Economic inclusion and entrepreneurship

Jobs enabled, not audiences reached

Cultural output and global visibility

Democratization of production capabilities

Active community members; occupancy / memberships

Resident companies; SMEs supported; new companies onboarded

Creative jobs enabled; freelancers engaged (unique)

Productions supported; production days hosted

Studio days utilized; facility utilization rate (%)

Long-term capability building

National creative sector development

Inclusive access to the creative economy

Creatives trained; training hours; program completion rate

% Emirati creatives; Emirati-led productions; Emirati beneficiaries (count)

Participants from targeted groups; scholarships/grants awarded

Impact metrics overview (4/6) - Services

Services contribute social impact via operational employment, contractor inclusion, public-value services, workforce

wellbeing & selective pro bono initiatives

Primary impact metrics

Core operations

Size of service workforce

What this means in practice

KPIs / measurable indicators

Employment creation in operational roles

Use of contractors and SMEs

Nature of services provided

Indirect employment and local economic impact

Some services (protocol, government support) have public value

Total service employees; contractor headcount; training hours per FTE

% spend with contractors; % spend with SMEs; number of SME contractors

Government/protocol engagements (count); high-level delegations supported

Health and safety exposure

Targeted social initiatives

Pro bono / public value services

Worker wellbeing in physically intensive roles

Direct support to public institutions and NGOs

LTIFR; safety incidents; safety training hours; compliance checks completed

Workforce inclusion initiatives

Inclusion beyond standard hiring

Pro bono/subsidized engagements; institutions supported; beneficiary institutions (count)

Participants from targeted groups; placements or internships (count)

Impact metrics overview (5/6) - Events

Events create social value by convening diverse stakeholders, enabling intercultural exchange, temporary employment, and targeted community initiatives

Primary impact metrics

Core operations

Delegates, exhibitors, speakers

What this means in practice

KPIs / measurable indicators

Social value is driven by convening people and organizations

Total delegates; total exhibitors; total speakers

International vs local participation

Intercultural exchange and knowledge transfer

Event workforce and contractors

Temporary and project-based employment

Educational events

Knowledge sharing & learning opportunities

Targeted social initiatives

Public and CSR-oriented events

Inclusion-focused programming

Direct community benefit beyond commercial value

% international participants; number of countries represented

Temporary event workers; contractor days worked; % local workforce

Number of events, number of participants, educational materials published

Number of public / CSR events; beneficiaries reached; volunteer hours

Events can serve youth, education, or inclusion agendas

Events with youth/education focus; events with inclusion theme (count)

Impact metrics overview (6/6) – Tourism

Tourism creates social value by enabling cultural exchange, local employment, community partnerships and inclusive tourism offerings

Primary impact metrics

Core operations

Number of tourists served

Origin of visitors

Tourism workforce and guides

What this means in practice

KPIs / measurable indicators

Core driver of cultural and social exchange Tourists served; packages sold

Depth of intercultural interaction

Local employment and skills

Engagement with local partners

Visitor experience and safety

Targeted social initiatives

Community-based tourism initiatives

Whether tourism benefits communities or bypasses them

Wellbeing and reputation of destination

Shared value creation with local communities

% international tourists; number of source countries

Tourism employees; local guides employed; training hours

Local partners engaged; % spend with local partners; local SME partners (count)

Visitor satisfaction score; safety incidents; complaints resolved (%)

Accessible tourism initiatives

Tourism-for-all and inclusion

Community partners engaged; community beneficiaries reached; community revenue supported

Accessible packages offered; tourists served through inclusive offerings

Multiplication factors

Multiplication factors express the average social outcome generated per unit of activity, translating operational scale into measurable social impact

What are multiplication factors?

• Standardized metrics that describe the typical level of social impact per unit of activity (e.g., people, spend, time, or resources)

• They sit between operational data and final KPIs, acting as the translation mechanism from activity to outcome

How are they defined?

• Defined using internal ADNEC data where available, complemented by external benchmarks or conservative assumptions where needed

• Documented with clear units, sources, and update rules to ensure transparency, consistency, and auditability

How are they applied?

• Applied by multiplying the relevant impact metric by the corresponding impact intensity metric to calculate social impact KPIs

• Designed to be adjustable over time, enabling refinement as data quality improves or scope evolves.

Note: in some cases, the use of factors is not required – Some impact metrics may be considered social impact KPIs as standalone (e.g., total number of attendees to conferences)

Multiplication factors

Average salary value [AED]

Cost per hour of training [AED]

Value per volunteer hour [AED]

Average value per client served [AED]

Average exhibitor revenue/value [AED]

Average spend per visitor [AED]

Average value per lead [AED]

Average value per community program [AED]

Cost or retail value per meal [AED]

Average AED support per beneficiary [AED]

Leads per reporting exhibitor [# leads]

Average interactions per cultural visitor [#]

Average number of new contacts exchanged per visitor [# connections]

Average number of meetings or leads per exhibitor [# connections]

Average value per business lead [AED]

Average number of visitors per CSR event [# people]

Average value of business support from exposure [AED]

Average exhibitor revenue/value [AED]

Average income per job [AED]

Average value per booth/activity [AED]

Social impact KPIs

Social impact KPIs quantify ADNEC’s social outcomes by combining activity data and factors into clear, decisionrelevant results

What are social impact KPIs?

• Quantified measures of social outcomes achieved, such as people impacted, jobs supported, economic value enabled, or wellbeing outcomes delivered

• They represent the final outputs of the social impact calculation, not inputs or assumptions

How are they defined?

• Defined as the result of impact metrics multiplied by factors, with clear units (e.g., people, jobs, AED, meals etc.)

• Structured around key social impact themes relevant for ADNEC, ensuring consistency across business clusters

How are they applied?

• Calculated bottom-up at business-cluster level and aggregated to a Group-level social impact view

• Used for management decision-making, ESG reporting, and external communication, with transparent logic and no double counting.

Social impact KPIs

Total employees

Total visitors

Number of exhibitors reporting new business leads [# people]

Number of visitors engaging in cultural content [# people]

Number of trained employees

Number of donated meal beneficiaries

Economic value of full time employment

Total direct jobs supported

Total indirect jobs supported

Economic value of training investment

Value of volunteering contribution from ADNEC staff

Economic value from partners engaged

Economic value of local procurement spend

Economic value of SME procurement spend

Value of new business leads generated

Monetary donations

Value of discounts provided

Total knowledge gain participation

Exhibitor-buyer connections facilitated

Total food rescued and diverted from landfill

Social impact calculation process – High-level overview

The calculation process follows three steps: data collection & processing, input of factors, and the final social impact computation

Social impact metrics Impact intensity metrics ADNEC’s social impact

• Operational data reflecting the scale of ADNEC’s activities across business clusters, including people served, events and productions delivered, workforce engaged, services provided, and community initiatives undertaken

• These metrics represent the fundamental sources through which social impact is generated.

• Standardized metrics expressing the average social outcome per unit of activity, such as participants per event, spend per visitor, jobs supported per unit of spend, or beneficiaries per initiative

• These metrics translate operational scale into measurable social outcomes.

• Quantified social outcomes resulting from the application of multiplication factors to ADNEC’s activity data, capturing people impacted, jobs supported, skills developed, economic value enabled, and community and wellbeing outcomes at cluster and Group level

Social impact calculation tool overview

The tool is designed to flexibly adapt to ADNEC’s evolving business structure, KPIs, and time horizons while keeping calculations fully automated

What the tool delivers

The tool produces, a single, consolidated, pivot-ready output table with automated calculations; Manual processing is minimized: users only configure KPIs and upload data, while all calculations and aggregations run automatically in the background

How the user sets up the model

Users first define the calculation scope, including the number of years to be assessed and the number of business clusters, which can be expanded or reduced as ADNEC evolves; Users then select the relevant social impact metrics and multiplication factors, all of which are maintained in expandable, centrally managed lists

How KPIs are flexibly defined

KPIs are configured through a simple setup table; For each KPI, the user defines the name and unit, selects the relevant social impact metric from a dropdown, selects the relevant multiplication factor from a second dropdown, and defines the mathematical relationship between them – This can be multiplication (e.g., visitors × spend per visitor), addition etc., allowing standalone metrics to be included without forcing artificial assumptions

How calculations are automated

Once KPIs are defined, the input sheet automatically generates a standardized, pivotable data structure; Each year, business cluster, and metric combination is created dynamically (e.g. Year 1 – Cluster A – Metric 1). Adding years or clusters automatically expands the structure, enabling seamless bottom-up calculation and aggregation without manual restructuring

Following the development of the flexible social impact calculation tool, we have also created a simplified alternative

B.2 | Peers’ benchmarking on social reporting & gap assessment

Topic coverage by ADNEC

ADNEC addresses most ESG social dimensions, with targeted opportunities for further improvement in select topics

Own workforce Workers in the value chain

Career development and future skills

Human rights and fair treatment of workers

communities

Culture and heritage

& end-users

Data privacy and cybersecurity in the value chain

Diversity, equity & inclusion

Healthy and safe working environment

Responsible use of data and AI

Working conditions and employment quality

Social impact of external advisors Working conditions, equal treatment & rights of external advisors

Local socio-economic development

Localization and local content in the value chain

Responsible use of data and AI

Social impact of external advisors

Responsible communication and stakeholder relations

Responsible marketing and stakeholder relations

Responsible use of data and AI

Sub-topic gaps identified in ADNEC’s ESG report

Sub-topics that are not covered by ADNEC are mainly concentrated in the value chain/ external advisor rights, responsible tech. & AI use and community impact

Own workforce

Healthy and safe working environment

• Child labor

• Forced labor

• Secure employment

Workers in the value chain

Affected communities

Human rights and fair treatment of workers (vulnerable workers)

• Diversity

• Employment and inclusion of persons with disabilities

• Measures against violence and harassment in the workplace

• Privacy

• Secure employment

• Working time

Social impact of external advisors

• Responsible disengagement from suppliers

Working conditions, equal treatment & rights of external advisors

• Diversity

• Employment and inclusion of persons with disabilities

• Measures against violence and harassment in the workplace

• Privacy

• Secure employment

• Working time

Potential topic area for ADNEC to develop Sub-topics not covered

Local socio-economic development

• Access to basic products and services (food, water, sanitation, energy, housing, transport)

• Grievance mechanisms (Freedom of expression)

• Land use and community rights (landrelated impacts)

Responsible use of data and AI

• Responsible AI use by external advisors

Social impact of external advisors

• Social impact of external advisors

Consumers & end-users

Data privacy and cybersecurity in the value chain

• Data privacy and cybersecurity in the value chain

Responsible communication and stakeholder relations

• Protection of children

Potential levers to address current gaps

Most gaps can be addressed by extending workforce policies to the value chain, external advisors and communities through clear standards and contracts

Topic

Healthy and safe working environment

Human rights and fair treatment of workers (vulnerable workers)

Social impact of external advisors

Working conditions, equal treatment & rights of external advisors

Local socio-economic development

Responsible use of data and AI

Data privacy and cyber security in the value chain

Responsible communication and stakeholder relations

Potential solutions

• Formalize a Human Rights & Labor Standards Policy

• Introduce secure employment terms and benefits and include them in the ESG report

• Expand Supplier Code of Conduct to explicitly cover vulnerable workers1)

• Enable grievance access for value-chain workers, including anonymous reporting channels

• Extend access to grievance mechanisms to external advisors and affected third parties

• Require declarations or evidence of compliance with labor and human-rights standards

• Assess community impact of activities and recommendations

• Define “external advisors” as a distinct stakeholder group within the social policy

• Embed minimum social, labor, ethics, data-privacy and AI-use standards in advisory contracts

• Establish policies on maximum working hours and forced overtime

• Apply responsible engagement and disengagement protocols

• Establish a community engagement and grievance channels; train staff on handling grievance

• Partner with local entities (NGOs, municipalities) to support access to services and community benefits

• Extend responsible data & AI principles to third parties handling community or attendee data

• Introduce AI and data-use safeguards in vendor contracts, incl. transparency, consent and misuse prevention

• Implement data processing agreements with external advisors

• Expand data-privacy requirements to suppliers and partners, including minimum cybersecurity standards

• Conduct regular cybersecurity audits of value chain partners

• Introduce child-protection principles across events, marketing and digital platforms

• Train staff and partners on maintaining child safeguarding, health and safety standards at venues and events

Potential topic area for ADNEC to develop

1) Includes supply chain workers such as migrant, temporary or low-wage workers

Company benchmarking selection1)

To identify gaps, we conducted a benchmarking exercise – Peers with the broadest social topic coverage in their materiality assessments were shortlisted

1) For clusters with at least two benchmarks; whereas clusters with only one company were included as is

Key takeaways by company

Comments

• Concentrated coverage on value-chain workforce particularly human rights and external advisors’ working conditions

• Limited depth on own-workforce development, notably skills development and data & AI responsibilities

• Strong and well-rounded focus on own workforce, especially working conditions, DE&I and skills

• Relatively lighter emphasis on affected communities, including cultural impact and external advisor social impacts

• Balanced coverage across own workforce and consumers/end-users, with emphasis on working conditions and stakeholder relations

• Less developed recognition of value-chain worker rights beyond direct employment

• Clear emphasis on affected communities notably local socio-economic development and localization

• Limited treatment of value-chain labor topics, including external advisors’ conditions

• Deep coverage of value-chain workers, external advisors and own workforce

• Less emphasis on consumer-facing topics including responsible marketing and data & AI impacts

• Strong positioning on consumers/end-users and community-related topics, especially access to information and safety

• Thinner coverage of value-chain workforce issues, particularly external advisor rights and conditions

• Most comprehensive peer, advanced focus on value-chain human rights and working conditions

• Lower relative emphasis on community-level themes including culture, heritage and local development

• Solid baseline across own workforce and value-chain labor fundamentals, aligned with peer norms

• Potential to further expand coverage of communities/consumer impacts (responsible marketing and data/AI implications) and value chain (hiring, hours)

Key insights

• Overall, ADNEC has a very strong foundation of social frameworks, especially for directly employed or value chain stakeholders, in line with top peers

• Going forward, focusing on community and cultural impact will enhance ADNEC’s overall social impact

• In parallel, strengthening value chain coverage through clearer labor standards, grievance mechanisms and contractor disengagement would improve accountability and alignment with best practices

Mapping across companies (2/7)

Mapping across companies (3/7)

Mapping across companies (4/7)

Mapping across companies (5/7)

Key social impact topics were reviewed across benchmarked peers and ADNEC’s ESG reports to identify coverage gaps

Affected stakeholders

Workers in the value chain

Working conditions, equal treatment and rights of external advisors

Other work-related rights

Other work-related rights Water and sanitation (external advisors)

Working conditions Adequate wages (external advisors)

Working conditions

Occupational Health and safety (external advisors)

Working conditions Secure employment (external advisors)

Working conditions Workers voice, engagement & representation mechanisms (external advisors)

Working conditions Working time (external advisors)

Affected communities Culture and heritage Rights of local communities Culture and heritage

Affected communities Local socio-economic development Communities civil rights

Affected communities

Local socio-economic development Communities economic, social and cultural rights

Grievance mechanisms (Freedom of expression)

Access to basic products and services (food,water, sanitation, energy,housing,transport)

Topic present in benchmark’s ESG strategy document Topic not present in ADNEC’s ESG report

Mapping across companies (6/7)

Key social impact topics were reviewed across benchmarked peers and ADNEC’s ESG reports to identify coverage gaps

Affected stakeholders

Affected communities

Local socio-economic development Communities economic, social and cultural rights

Localization and local content in the value chain

Responsible use of data and AI

Affected communities Responsible use of data and AI

Localization and local content in the value chain

Other work-related rights

Access to education and skills development

Access to healthcare

Access to Sports and Physical Activity

Community safety and human security (securityrelated impacts)

Land use and community rights (land-related impacts)

Localization and local content in the value chain (downstream)

Localization and local content in the value chain (upstream)

Data privacy and cybersecurity in the value chain

Responsible AI use

Responsible AI use by external advisors

Mapping across companies (7/7)

Key social impact topics were reviewed across benchmarked peers and ADNEC’s ESG reports to identify coverage gaps

Affected communities

Consumers and end-users

Affected stakeholders Topic

Social impact of external advisors

Data privacy and cybersecurity in the value chain

Responsible communication and stakeholder relations

Responsible marketing and stakeholder relations

Responsible use of data and AI

Data privacy and cybersecurity in the value chain

Information-related impacts for consumers /end-users

Personal safety of consumers/end-users

Social inclusion of consumers/end-users

Information-related impacts for consumers/end-users

Social impact of external advisors

Data privacy and cybersecurity in the value chain

Access to quality information

Health & safety

Protection of children

Digital accessibility

Responsible marketing practices

Freedom of expression

Privacy

Key takeaways from the benchmarking

Overall, ADNEC has strong social topic coverage, with further opportunity to enhance consistency across value chain, tech. and community topics

Key takeaways from ADNEC and peers’

ESG report benchmarking

ADNEC’s ESG report demonstrates strong coverage across social topics and stakeholder groups; however, the depth and consistency of policies vary across ADNEC, ExCeL London and BDC (e.g. employment & inclusion of persons with disabilities are only present in Excel London and BDC)

Among the benchmarked companies, TUI and GL Events demonstrate the strongest social reporting, reflecting best practices through comprehensive approaches that address both affected stakeholders across core topics 1 2 3

Sub-topics not currently covered by ADNEC are in three areas: value-chain and external advisor rights; responsible use of technology and AI, including data governance and ethical AI use, and community impacts (e.g. civil grievance mechanisms)

B.3 | Social impact policy & governance

Overview of strategic alignment review

We applied a structured three-step approach to deliver a social impact policy draft, a potential governance set-up and a communication framework

1 Social policy draft

Reviewed int’l frameworks, peer benchmarks and existing ADNEC policies to identify core topics and draft the social impact policy

2

Governance definition

3

Translated strategy actions into departmental plans and designed a Social Impact Champions Group Communication framework

Reviewed communication channels and defined protocols and timelines for rolling out social impact messaging

Overview of strategic alignment review

We applied a structured three-step approach to deliver a social impact policy draft, a potential governance set-up and a communication framework

1 3

2 Social policy draft Governance definition Communication framework

Reviewed int’l frameworks, peer benchmarks and existing ADNEC policies to identify core topics and draft the social impact policy

Translated strategy actions into departmental plans and designed a Social Impact Champions Group

Reviewed communication channels and defined protocols and timelines for rolling out social impact messaging

Social policy – Sources of input

To develop ADNEC’s social impact policy, we reviewed international frameworks, peer policies and ADNEC’s ESG policies to identify core elements

International frameworks

Understand core requirements of reporting and policy

Peers’

benchmarking

ADNEC policies

Recognize typical messaging language and stakeholders addressed

Identify most recurring themes and topics and overall structure Non-exhaustive

Social policy – Key learnings for ADNEC’s Social Impact policy

Key

International frameworks

• Built on UNGPs’ Respect–Protect–Remedy framework: commitment, due diligence, and access to remedy

• Focuses on salient human rights risks (e.g. forced labor, child labor, unsafe work, discrimination) as non-negotiables

• Extends responsibility beyond direct employees to contractors, suppliers, and event partners

• Embeds required processes: due diligence, KPIs, reporting, and remediation

Peer benchmarking

• Clear, concise, non-legalistic structure that is usable by operations and business teams

• Explicit commitments for worker welfare in a GCC / events context (migrant workers, recruitment fees, accommodation)

• Health & safety elevated as a standalone, visible pillar with strong governance

• Strong zero-tolerance statements on abuse, harassment, forced and child labor

• Responsible supply chain framed as both enforcement and supplier capability-building

• Community impact positioned as strategic value creation, not philanthropy

ADNEC ESG policies

• Tailored to event-venue operations with multiple contractors and high safety exposure

• Builds on ADNEC’s existing ESG governance structure (Board, management, functions)

• Reflects UAE priorities (Emiratization, local suppliers, community development)

• Highlights ADNEC’s KPI-led culture with measurable targets and dashboards

• Formalizes multi-stakeholder engagement through structured forums and steering mechanisms

Social policy

Accordingly, we have defined and developed the core policy sections to ensure ADNEC’s social policy is comprehensive, robust and aligned with best practices

Section Purpose

Sets leadership accountability, scope, and alignment with international standards to ensure credibility and compliance

Defines ADNEC’s non-negotiable social standards for rights, safety, inclusion, and responsible valuechain and community impact

Establishes engagement, grievance, and due diligence processes to make commitments operational and prevent issues

Uses KPIs and public reporting to track performance, build trust, and enforce delivery

Assigns departmental ownership and ensures continuous updates so the policy stays effective and relevant

Overview of key enhancements compared to previous ESG policies

The new social impact policy closes the critical gaps in scope, governance, measurement and remedy

New Social Impact Policy

Consolidates social requirements into one Group-wide policy, supported by implementation standards and metrics

Draft policy document submitted separately for ADNEC review

Key enhancements versus prior ADNEC ESG policies

Group-wide scope

Applies across ADNEC Group entities and geographies and extends to the value chain

Clear governance and accountability

Defines Board oversight, Executive ownership, functional accountabilities and a Social Impact Champions network

International best-practice alignment

Explicitly anchored in UNGPs, SDGs and leading reporting standards (GRI/ESRS)

Measurable performance management

Defines KPIs across material topics to enable consistent monitoring and management action

Full stakeholder coverage

Covers employees, contractors, suppliers, visitors, and affected communities (incl. vulnerable groups)

Rights-based controls and remedy

Formalizes grievance channels, due diligence, escalation and remediation when harm occurs

Structured update and review cycle

Sets a defined update cadence, with departmental implementation plans and periodic policy review 1 2 3 4 5 6 7

Overview of strategic alignment review

We applied a structured three-step approach to deliver a social impact policy draft, a potential governance set-up and a communication framework

1

2 Social policy draft Governance definition Communication framework

Reviewed int’l frameworks, peer benchmarks and existing ADNEC policies to identify core topics and draft the social impact policy

Translated strategy actions into departmental plans and designed a Social Impact Champions Group

Reviewed communication channels and defined protocols and timelines for rolling out social impact messaging

KPIs by ADNEC’s material topic (1/2) – Introduction

Based on peer KPI benchmarking and ADNEC’s material topics, we have developed a long list of success metrics to help track progress on Social topics

Material topic

KPI1)

Well-Being Index score (composite)

Employee turnover rate

Average sickness absence per colleague (days)

% of eligible employees who took parental leave

% leave utilization rate

Overtime intensity

% of promotions awarded to women

% women in new hires

Average gender pay ratio

Emiratizations rate (% local employees)

# of Emiratis in senior management roles

Emirati retention rate (12month)

Description

Measures avg. score across mental, physical, and financial well-being questions (survey-based)

Signals workplace culture, compensation, or engagement issues requiring attention.

Proxy for workforce health, well-being, and workload strain (non-injury related)

Demonstrates support for work-life balance and family-friendly workplace policies

Indicates healthy work-life balance practices and employee wellbeing

Measures workload peaks and work-life balance pressure, especially during event cycles

Indicates progression equity and strength of the female leadership pipeline

Tracks gender balance in recruitment and the future talent pipeline

Measures the average pay of women relative to men across comparable roles and levels

Tracks progress against nationalization objectives and local workforce participation

Indicates meaningful progression opportunities for local talent and leadership diversity

Reflects success in creating supportive career pathways for local talent

Material topic

KPI1)

# of end-user interviews (or as a % of end-users)

# of unique visitors (engagement)

Net Promoter Score (NPS)

Total value of donations contributed

# of volunteering hours

# of beneficiaries (direct and indirect)

Total Recordable Incident Rate (TRIR) (e.g. per 200,000 hours)

Lost Time Injury Frequency Rate (LTIFR)

% of required safety training completed on time

Description

Demonstrates commitment to understanding stakeholder needs and improving service quality

Measures reach, accessibility, and community engagement effectiveness

Indicates visitor experience quality and brand reputation strength

Quantifies community investment and contribution scale

Reflects active community engagement and employee participation in social impact initiatives

Measures the breadth and reach of social impact activities

Indicates safety performance for employees and contractors

Reflects the impact of injuries on workforce availability and recovery time

Measures safety training completion rate, targeting competence and compliance

KPIs by ADNEC’s material topic (2/2) – Actual

and target

We determined targets for each KPI based on international best practices benchmarks and positioned ADNEC’s performance accordingly

Material topic

ADNEC (2024)

Well-Being Index score (composite)

Employee turnover rate

# of end-user interviews (or as a % of end-users)

# of unique visitors (engagement)

Average sickness absence per colleague (days) Net Promoter Score (NPS)

% of eligible employees who took parental leave

% leave utilization rate

Overtime intensity

% of promotions awarded to women

Total value of donations contributed

# of volunteering hours

# of beneficiaries (direct and indirect)

rate (% local employees)

# of Emiratis in senior management roles

Emirati retention rate (12month)

Target met Room for improvement New metric

Social impact policy – Roles and responsibilities for internal departments (1/4)

The successful implementation of ADNEC's Social Impact Policy relies on assigning key roles and responsibilities to its internal departments

Each department will play a vital role in contributing to the organization's social impact objectives

Human Resources Department Facilities Management Department

• Lead implementation of workforce wellbeing, inclusion and employability initiatives across ADNEC operations

• Ensure compliance with UAE labor laws, health and safety regulations and fair employment practices

• Develop and deliver diversity, equity and inclusion (DEI) programs, including initiatives for People of Determination

• Implement comprehensive training programs on social responsibility, human rights, ethical conduct and inclusive practices

• Establish and manage employee grievance mechanisms and feedback channels

• Monitor and report on workforce wellbeing metrics, safety incidents, diversity indicators and employee satisfaction

• Coordinate employee recognition programs for exemplary social responsibility practices

• Ensure fair compensation, benefits and professional development opportunities for employees

• Ensure all ADNEC facilities meet accessibility standards for People of Determination and diverse user needs

• Implement and maintain health and safety protocols across buildings, venues and events

• Conduct regular safety audits and risk assessments to protect employees, visitors and communities

• Collaborate with community groups to ensure facilities support local events and cultural activities

• Monitor and address facility-related consumer safety and satisfaction concerns

Social impact policy – Roles and responsibilities for internal departments (2/4)

Operations Department

• Ensure consumer safety and accessibility during ADNEC-hosted events and services

• Implement inclusive practices in event planning and visitor engagement

• Promote responsible practices among staff and visitors through signage, communication and operational protocols

• Monitor and respond to consumer feedback and satisfaction metrics

• Coordinate with security and emergency services to ensure visitor safety and wellbeing

Procurement

Department

• Prioritize suppliers and contractors who demonstrate commitment to human rights, fair labor practices and social responsibility

• Conduct social compliance assessments and audits of key suppliers and partners

• Collaborate with suppliers to advance shared social objectives and capacity building/host trainings

• Support local procurement and localization initiatives to benefit host communities

• Establish clear expectations and accountability mechanisms for partner conduct

• Monitor supplier adherence to ADNEC's social impact standards and take corrective action when necessary

• Establish clear triggers for disengagement with suppliers/partners (e.g., severe human-rights violations, repeated non-compliance…)

• Ensure supplier disengagements are risk-based, proportionate, documented and designed to prevent further harm, not simply to terminate contracts

Information Technology Department

• Implement and maintain robust data protection and privacy systems for workforce, partners, consumers and communities

• Ensure responsible and ethical use of digital technologies and AI systems

• Develop accessible digital platforms and communications for diverse user needs

• Monitor cybersecurity threats and protect stakeholder data from unauthorized access

• Establish transparent data governance protocols aligned with UAE data protection laws

Social impact policy – Roles and responsibilities for internal departments (3/4)

By clearly defining the roles and responsibilities of each department, ADNEC can ensure a coordinated approach to deliver on social impact initiatives & metrics

• Promote ADNEC's commitment to social responsibility through internal and external communications

• Highlight achievements and success stories related to social impact initiatives

• Prepare and publish annual Social Impact Reports with transparent performance data

• Manage stakeholder engagement and consultation processes

• Ensure communications protect consumer rights and provide accurate, honest information

• Coordinate community outreach programs and awareness campaigns

• Allocate budgets for social impact initiatives, community programs and employee wellbeing

• Monitor and track cost savings and value generated from social investment and community partnerships

• Ensure transparent financial reporting related to social impact expenditures

• Support impact measurement and return on social investment analysis

• Allocate resources for training, certifications and capacity building in social responsibility

• Stay aligned with changes in UAE labor laws, health and safety regulations, human rights legislation and accessibility standards

• Ensure ADNEC's adherence to all relevant social compliance requirements and regulations

• Coordinate regular compliance audits and assessments related to workforce rights, data protection and consumer safety

• Implement corrective actions and remediation measures for identified non-compliance

• Maintain grievance mechanisms and complaint handling procedures aligned with regulatory requirements

• Represent ADNEC and liaise with government authorities on social responsibility matters

Note: The suggested social impact policy governance includes ADNEC Group’s

Social impact policy – Roles and responsibilities for internal departments (4/4)

Employees and Contractors

• Coordinate overall implementation of the Social Impact Policy across departments

• Monitor and report on social performance metrics aligned with GRI, SDGs and ISO 26000

• Conduct regular benchmarking against industry best practices and standards

• Pursue relevant social responsibility certifications2)

• Coordinate annual social impact assessments and thirdparty audits

• Identify opportunities for continuous improvement and innovation in social practices

• Collaborate with external research institutions and NGOs to stay at forefront of social responsibility advancements

• Adhere to ADNEC's Social Impact Policy guidelines and ethical conduct standards in daily work

• Practice inclusive behaviors and support diversity, equity and inclusion in the workplace

• Participate in social responsibility training and awareness programs

• Report concerns related to human rights, safety, discrimination or unethical conduct through established channels

• Contribute ideas and feedback for improving ADNEC's social impact performance

• Support community engagement initiatives and volunteer programs

Social Impact Champions Group (1/2) - Overview

Establishing an interdepartmental Social Impact Champions group will enable coordinated implementation

The Social Impact Champions will be a cross-functional team of initiative leaders responsible for driving the implementation, monitoring and continuous improvement of ADNEC's Social Impact Policy

Meetings

Success Metrics

Individual Performance:

• Achievement of role-specific targets and deliverables

• Quality and timeliness of reporting

• Stakeholder satisfaction scores (relevant to role)

• Attend monthly Champions meetings and quarterly strategy reviews

• Champion social impact initiatives within their respective departments

• Serve as visible role models demonstrating inclusive and responsible behaviors

• Share knowledge, best practices and lessons learned across the group

• Support cross-departmental collaboration on social initiatives

• Contribute to annual Social Impact Report preparation

• Participate in continuous improvement and innovation efforts

• Maintain confidentiality of sensitive stakeholder information Collective responsibilities

• Monthly Champions Meetings: Review progress, share updates, coordinate initiatives

• Quarterly Strategy Reviews: Assess performance against targets, strategic planning

• Annual Planning Sessions: Set objectives and priorities for upcoming year

• Ad-hoc Working Groups: Address specific initiatives or challenges as needed

• Cross-departmental collaboration effectiveness Collective Performance:

• Overall achievement of social impact targets across five themes

• Employee engagement and awareness scores

• Progress toward certifications and standards compliance

• Stakeholder feedback ratings

• External recognition and awards

Social Impact Champions Group (2/2) - Roles

and responsibilities

For efficient and effective operations, the Social Impact Champions group will be organized by topic areas and crossfunctional needs, led by a Group Lead

Champion Lead

• Overall coordination and strategic direction of Social Impact Champions group

• Chair monthly meetings and quarterly strategy reviews

• Report progress to executive leadership (CEO – Group and Clusters) and Board

Workforce wellbeing and inclusion Lead

• Design and implement DEI programs and initiatives, incl. PoD

• Monitor workforce wellbeing metrics (safety incidents, satisfaction scores, diversity indicators)

• Lead employee training on inclusion, accessibility and ethical conduct

Responsible value chain & partner practices Lead

• Develop ethical sourcing criteria and supplier social compliance standards

• Conduct/launch supplier social compliance assessments and audits

• Monitor supplier relationships and oversee responsible disengagements

Functional Specialists

Data & analytics specialist

• Adapt and update social performance monitoring framework and KPIs

• Collect, analyze and visualize social impact data from all departments

• Prepare monthly dashboards tracking progress against targets

Stakeholder engagement coordinator

• Design and implement stakeholder consultation and feedback processes

• Coordinate engagement sessions with employees, partners, communities and consumers

• Manage grievance mechanisms and complaint handling procedures

• Final approval of annual Social Impact Report and strategic initiatives

• Allocate resources and budget across social impact programs

Technology, AI and data rights Lead

• Implement data protection and privacy systems for stakeholders

• Ensure ethical use of AI and digital technologies

• Monitor compliance with UAE data protection laws and international standards

Community & local development Lead

• Design and implement community engagement programs and partnerships

• Lead local socio-economic dev. initiatives and localization efforts

• Launch and monitor community feedback mechanism

Consumer trust & enduser engagement Lead

• Ensure consumer safety protocols across ADNEC events and facilities

• Implement accessible and inclusive visitor experience programs

• Address consumer complaints and feedback through established channels

Training & education coordinator

• Design/arrange social responsibility training programs for employees

• Coordinate onboarding modules on the social impact policy for new hires

• Organize awareness campaigns on DEI, human rights, accessibility and ethics

Standards & certifications specialist

• Ensure alignment with international standards (GRI, UN SDGs, ESRS)

• Coordinate third-party audits and assessments of ADNEC operations and social impact

• Refresh policies as per emerging ESG frameworks and best practices

Compliance & risk specialist

• Monitor adherence to UAE labor laws, health & safety regulations and accessibility standards

• Conduct internal social compliance audits across ADNEC operations

• Identify and assess social risks and mitigation strategies

Theme Leads

Overview of strategic alignment review

For efficient and effective operations, the Social Impact Champions group will be organized by topic areas and crossfunctional needs, led by a Group Lead

1

2 Social policy draft Governance definition Communication framework

Reviewed int’l frameworks, peer benchmarks and existing ADNEC policies to identify core topics and draft the social impact policy

Translated strategy actions into departmental plans and designed a Social Impact Champions Group

Reviewed communication channels and defined protocols and timelines for rolling out social impact messaging

Internal communications – Communication hierarchy

For internal communications, ADNEC should continue enabling two-way dialogue, focusing on social impact implementation and performance tracking

Level

Executive

Audience Channel Frequency

• Group and Cluster CEOs

• Board

Leadership

• Directors

• Internal department heads

Social Impact Champions Group

• Designated Champions Group members

• Executive dashboard

• Board updates

• Strategy reviews

• Leadership meetings

• Email updates

• Intranet portal

• Champions meetings

• Online collaboration tools (e.g. Teams)

Monthly / Quarterly

• Social KPIs & strategic progress

• Risks, opportunities & resource needs

Monthly / Bi-weekly

• Departmental performance

• Initiative progress

• Decisions/action items

Monthly + ongoing

Department Teams

• Department representatives/ employees

• Department meetings

• Email communications

• Team huddles

Monthly + ad-hoc

• Coordination updates

• Data sharing

• Best practices

• Issue resolution

• Department initiatives implementation and progress

• Training & recognition

Owner

Champion Lead

Theme Leads

Champion Lead & Theme Leads

Champion Lead & Group

All Staff

• All employees

• Company-wide emails

• Intranet

• Digital signage

• Town halls

Quarterly + ongoing

• Policy awareness

• Achievements

• Training invitations

• Success stories

Champions

Functional

Specialists

External communications – Communication hierarchy

Tiered disclosures, supported by fit-for-purpose channels and clear ownership, ensure transparent, compliant and targeted external communication

Type of content

Strategic Disclosure

Public Reporting

• ESG strategy & material performance

• Risks, opportunities, certifications

• Policies, performance data

• Achievements/ success case studies

Audience

• Board

• Government

• General public

Format/channels

• Annual ESG & social impact reports

• Website & public reports

• Press releases

• Public

• Media

• NGOs

Stakeholder Engagement

• Progress updates, compliance expectations

• Collaboration & feedback

Industry & Peer Sharing

• Best practices & innovation

• Thought leadership

• Suppliers

• Partners

• Communities

• Website & public reports

• Press releases

• Official social media posts

Frequency

• Annual

• Quarterly + as needed

Examples

• Quarterly + as needed

• Stakeholder forums & community meetings

• Supplier portal & audits

• Community newsletters

• Quarterly + as needed

• Peers

• Associations

• Researchers

• Conferences & industry forums

• Benchmarking & research partnerships

• Case studies

• Ad-hoc (Events)

Feedback and response mechanisms

ADNEC already has strong feedback mechanisms – Social impact topics can be further embedded through a new Champions communication channel

Internal Feedback (Employees & Internal Stakeholders)

External Feedback

(Partners1) , Communities, Public)

Core channels

• Social Impact Champions Group Email2) – inquiries & suggestions

• Champions Office Hours2) – live consultation

• Anonymous Feedback & Grievance / Speak Up Channel / MyWEB –confidential issues

• Employee/Staff Satisfaction Surveys –structured pulse feedback

Response standard

• 3–5 business days (acknowledgement)

• ≤30 days (resolution for grievances)

Ownership

• Social Impact Champions Group –Theme Leads

• Compliance & risk specialist

• Compliance and Regulatory Affairs or HR Department (for sensitive cases)

Core channels

• Website general enquiry form/Contact details – public inquiries

• Supplier/Procurement portal –compliance & sourcing issues

• Public grievances / Speak Up Channel – whistleblowing/local concerns

• Consumer surveys & social media monitoring – experience & sentiment

Response standard

• 24 hours (social media monitoring)

• 3–5 business days (other channels)

Ownership

• Responsible value chain & partner practices Lead

• Community & local development Lead

• Stakeholder engagement coordinator

Potential implementation roadmap

Implementation progresses from establishing core protocols and channels to reporting, assurance and advanced stakeholder engagement

• Finalize communication protocols and engagement plan

• Establish Champions Group communication channels and tools

• Launch policy awareness campaign internally

• Develop website Social Impact section

• Complete employee training rollout

• Establish stakeholder engagement calendar

• Launch first quarterly performance update

• Conduct first stakeholder forums

• Launch recognition programs to reward top internal (employees, etc.) or external stakeholders (suppliers, etc.)

• Initiate development of the Social Impact report with 2026 figures

• Publish Annual Social Impact Report

• Conduct year-end town hall review and refine communication protocols

• Plan Year 2 engagement activities

• Expand stakeholder engagement to new groups

• Introduce advanced communication tools (dashboards, apps)

• Increase frequency and depth of external disclosure

• Pursue third-party assurance for Annual Report

• Launch innovation challenges and collaborative initiatives

• Benchmark communication effectiveness against industry leaders

Proposed marketing material (1/3) - Message house

To support the policy launch, the message house translates the core topics into clear, focused messaging

One Social Standard across ADNEC

to protect dignity, safety and rights for employees, contractors, visitors and communities

Pillar

Dignity and Respect (Zero Tolerance)

“We protect dignity at work and on site with zero tolerance for harassment, bullying, violence or abuse”

Pillar 2

Safety and Wellbeing (Zero Harm)

“We deliver safe venues and events across the full lifecycle for employees, contractors and visitors”

Pillar 3

Inclusion & Opportunity

“We build an inclusive workplace and guest experience where everyone is respected and able to succeed”

Pillar 4

Speak Up and Remedy (No Retaliation)

“We provide confidential ways to speak up, protect people from retaliation and ensure fair case handling and remedy”

Pillar 5

AccountabilityAcross Our Ecosystem

“We set clear expectations for partners and we engage communities and measure, report and improve performance”

• Aligned with the UN Guiding Principles, UN SDGs and GRI with ESRS Social as a reference and compliant with UAE laws and regulations

• Board oversight supported by the ESG Department, CEO accountability with COO delivery, cluster and functional implementation, Social Impact Champions Group coordination

• Due diligence across operations and the value chain supported by accessible speak up channels, no retaliation protections and documented case management procedures

Message House

A strategic communication framework that organizes complex information into a simple, memorable structure

•Umbrella statement: single core message

•Pillars that explain the message

•Foundation: Facts, actions, policies, tools, and examples that make the message credible

✓ Consistency

✓ Clarity

✓ Alignment

✓ Memorability

Proposed marketing material (2/3) – Taglines and headlines

From the pillars, engaging headlines and taglines can be crafted to reinforce the policy

Pillar 1

Dignity and Respect (Zero Tolerance)

Pillar 2

Safety and Wellbeing (Zero Harm)

Protecting dignity in every workplace and event

Zero tolerance for abuse and misconduct

Every role. Every venue.

One standard of conduct

Respect and accountability as core standards

Preventing harm through clear conduct expectations

Dignity, Safety, Accountability

Professional Always

Zero Tolerance, Full Respect

Safe, Respectful Spaces

We Act Fast. We Protect First.

Recommended

Safe events from setup to show close

Safety embedded in every operation

Protecting health, safety and wellbeing at all times

Prepared for every scenario

Safe kitchens, safe crowds, safe venues

Plan Safe, Work Safe

Well-being is Our Priority

Your Safety, Our Promise

Safety First, Always

Ready for Every Scenario

Pillar 3

Inclusion & Opportunity

Enabling growth through access and development

Reflecting the diversity of the communities we serve

We empower every individual to reach their full potential Advancing equal opportunity and fair pay

Empowering talent across the UAE

Pillar 4

Speak Up and Remedy (No Retaliation)

Safe to speak up at every site

Confidential reporting and fair case handling

Protecting individuals who raise concerns

Clear channels across every cluster

Your voice strengthens our operations

Pillar 5

Accountability Across Our Ecosystem

One social standard across our value chain

Extending social standards across the value chain

From supplier to stage, accountability matters

Strong partnerships build trusted events

Community impact you can see and measure

Headlines

Attention-grabbing titles or headers at the top of articles, posters, or sections

✓ Informative and direct

✓ Used to introduce or organize info

✓ Summarizes main idea

Taglines

We Listen, We Act

Inclusion in Action

Opportunity for All Succeed Together

Diversity Makes Us Strong

Equal Pay, Equal Progress

Your Voice Matters

Fair Resolution, No Retaliation Report, Resolve, Improve

Report It, We Handle It

One Standard, Every Partner

Measure, Report, Improve

Performance with Purpose

Shared Success, Shared Duty

Responsible Partners. Responsible Events.

Short, memorable phrases designed to stick in people’s minds

✓ Memorable and catchy

✓ Used for brand/policy recall

✓ Emotional or motivational

Proposed marketing material (3/3) - Mockups

Structured communication across launch, activation and reinforcement phases will maintain clear and consistent messaging across stakeholders & platforms