EDUCATE. ENGAGE. Table of Contents

ROTANA CORPORATE SUSTAINABILITY REPORT 2013 - 2014

2 About this Report 05 Our Colleagues 52 Profile 56 Message from our President and CEO 07 Engagement 58 Our Company 11 Learning and Development 60 Fair Employment 62 Our Vision and Brand Promise 12 Welfare, Health and Safety 64 Our Values: Rotana Life 12 Our Global Portfolio 14 Our Environment 69 Our Growth and Expansion 15 Energy 70 Partnerships and Awards 16 Water 72 Waste 74 Our Governance 18 Materials 75 Board Operation 21 Green Building Design 77 Organisation 23 Biodiversity 78 Code of Business Conduct and Ethics 25 Our Community 83 Our Sustainability Strategy 29 Contribution 84 Our Vision 30 Nationalisation 91 Our Goals 30 Our Approach 31 Our Suppliers 95 Our Stakeholders 32 Suppliers Assessment 96 Materiality Assessment 35 Responsible Supplies 96 Local Supplies 98 Our Guests 41 Satisfaction 42 Appendix A: GRI G4 Content Index 99 Innovation and Technology 45 Education and Inspiration 46 Heath, Safety and Security 47

3 About this Report

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Rotana Hotel Management Corporation PJSC is pleased to Guidelines used present its second Sustainability Report that features quantitative Rotana declares that this report follows the G4 Global Reporting and qualitative data for the calendar years 2013 and 2014, with Initiative (GRI) Guidelines at Core level. The GRI G4 Content additional data from previous years for comparison reasons, Index can be found at the end of the report, in Appendix A. related to material issues or notable information. Defining report content Scope and boundary The content of this document was defined using the The reporting scope is global, unless otherwise noted for Sustainability Materiality Map that was based on three elements situations or circumstances where reporting data are collected to list and prioritise our material issues. The map relies mainly on: and available only for a certain geography, business or issue. • Sustainability Maturity Assessment results and scores The report covers all Rotana hotels, all four brands, 50 operating hotels in the Middle East and Northern Africa region and their • The company’s sustainability focus areas material, economic, environmental and social impacts. • Stakeholders’ expectations as defined by the company We report the progress of all Rotana hotels that have operated for The process was guided by the Group’s Corporate Sustainability at least one year: Committee and through a process involving internal stakeholders. • Two hotels that opened within 2013 were not included in Details of Rotana Sustainability Materiality Map can be found in 2013 report data, as they had not completed a full year of the Materiality Assessment section. operations during this reporting period: Majestic Arjaan Rotana reports on the G4 indicators that were relevant to our by Rotana - Bahrain and Karbala Rayhaan by Rotana - Iraq. business operation and where data is available for previous years However they were added in the 2014 report. and more indicators that were measured in 2013. • In 2014, four hotels were removed from the company’s While the report development was overseen by the company’s portfolio, hence are not included in the report: Coral Beach Corporate Sustainability Committee and with the Abu Dhabi Rotana Resort - Hurghada, Coral Beach Rotana Resort - Tiran, Sustainability Group advisory, this second report was not subject Coral Beach Rotana Resort - Montazah and Afamia Rotana. to an external assurance audit. • Hili Rayhaan by Rotana - Al Ain, Sedra Residences by Rotana - Qatar and Salalah Rotana Resort - Oman were opened in 2014, hence were excluded from the 2014 data report as they had not completed a full year of operation.

5 Message from the President and CEO

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At Rotana, we have long believed in continuously improving more than AED 2 million through 273 community engagement on our services and offerings, making it worthwhile for guests, activities that were implemented across our properties. colleagues, partners and stakeholders. After all, the long-term Looking ahead, and in keeping with the fundamental success of any initiative lies in the health and prosperity of the values embedded in Rotana Earth, we have lined up two communities in which we do business. major sustainability programmes for the coming year. The In this, our second annual sustainability report, we have first of these involves building on Rotana’s commitment briefly outlined some of the initiatives that the company to ‘Responsible Procurement’, whereby we develop a has undertaken to advance environmental sustainability and procurement code that is in line with our vision. The second strengthen our bond with our communities. It also highlights is to implement a ‘Stakeholder Engagement Plan’ through the meaningful progress that we have achieved with our surveys and targetted interaction, to actively engage with our sustainable priorities. stakeholders, listen to them and respond to their concerns in a mutually beneficial way. Last year, our theme focussed on ‘Respect and Protect’, with an emphasis on people and how we can do our bit to make At Rotana, we are continuously evolving to meet the a positive impact to our planet. But we also understand that challenges and opportunities around us. At the same time, we sustainability demands both a systematic perspective and a are also working hard to ensure that our fundamental values cultural approach. Which is why, for this year, our theme is based do not change. We know that we don’t have all the answers. on ‘Educate and Engage’. It is a theme that encourages us to On the contrary, we believe that, in today’s world filled with integrate sustainable practices and principles across our business. great challenges and even greater opportunities, we must To that end, more than 125 initiatives have been implemented work side by side with our partners, non-governmental and across all of our hotels to better educate guests on the various government agencies and others. sustainable practices that we have introduced. And key to the Sustainability is at the heart of the hospitality industry. As a success of this campaign have been our colleagues who were business, we understand that sustainability efforts are themselves active partners in developing these programmes. only sustainable when they help our company grow and prosper. While our business has continued to grow and expand, I Which is why it is important that we continuously inspire, create am encouraged by the results that have come in this past value and make a lasting difference. year. Our water usage has dropped by 9%, while we have consumed 4.3% less of energy. We also generated 10.4% less of waste in 2014 than we did in 2013. Responsible sourcing also became standard practice whereby 23 products are now environment friendly, while 83 imported products were Omer Kaddouri substituted with those locally produced. We have also raised President and Chief Executive Officer

7 Our Company

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Our Company

Rotana Hotel Management Corporation PJSC, based in The brandmark symbolises the palm tree, more specifically the Abu Dhabi, UAE was founded in 1992 by a partnership between very rare palm tree, botanically named phoenix dactylifera, and two visionary thinkers, Nasser Al Nowais and Selim El Zyr, who found only in Saudi Arabia were joined three years later by Nael Hashweh and Imad Elias. This brandmark was chosen because of the similarities between Operating under the brand name “Rotana”, it opened its first the palm tree and Rotana. Found in a desert oasis, it provides property, Beach Rotana - Abu Dhabi in 1993. Today, it is one of the nomadic Bedouin tribes food and shelter from the relentless the leading hotel management companies in the Middle East sun and at the same time an opportunity to socialise with other and Africa. visitors to the oasis. Rotana’s expansion plans have resulted in the company growing Similarly, Rotana aims to provide its guests with high quality food from two properties in 1993 to a total of 48 properties in 2013 and drink, a safe and cool environment, a warm welcome and in 20 cities. By 2020, Rotana will be present in 21 countries. A a place to socialise and discuss the affairs of the day. Rotana’s further 50 properties are planned for opening with new projects unique brand of hospitality is defined by the blend of warm in the pipeline, confirming the company’s intention to have a Arabian culture and strict international standards and expertise. Rotana managed property in all the major cities throughout the Middle East, Africa and Southeast Asia within the next five years.

Under Operation Brands Human Resources 3.5 5.5 Million rooms Million guests Operating properties 50 Number of nationalities 72 nights sold nights Total number of rooms 12,769 Number of colleagues 11,000 Number of cities 19 Number of Duroob programme 246 colleagues Total number of meeting rooms 322 13 Food & Beverage Rotana Rewards Members Million Operations guests Total number of members 72,363 Number of Number of outlets 247 Total revenue food covers rotana.com Number of rotana.com visitors 5,500,000 770.8 10 Number of bookings made 61,000 on rotana.com Million USD Million

11 Our Vision and Brand Promise

To be the leading hospitality management company recognised This means that we pledge to understand and meet the for its unique blend of world-class standards with genuine individual needs of all who we deal with. In doing so, we strive hospitality and for its truly treasured experiences provided for to continually build long-term relationships with our stakeholders guests, colleagues and owners. including our owners, our colleagues and, of course, our guests. Treasured Time is Rotana today. In today’s busy, pressured world, time is our most precious commodity. How and with whom we choose to spend it is perhaps one of the most important decisions we make in our lives. At Rotana, we have chosen to acknowledge this fact by embracing the challenge of making all time spent with us a “Treasured Time”.

Our Values: Rotana Life

If one were to look back through Rotana’s history in order to In order to ensure our brand is delivered with consistency and distill the essence of Rotana’s success, one will find it is based integrity we have distilled a set of values that clearly represent upon enduring partnerships. At the core of these relationships our character. Our team strives to live these values every day. We lie genuine friendships which have been built solidly over time. call this, “The Rotana Life”. The word, LIFE provides us with the It is these bonds that best describe who Rotana is. All those who acronym with which to remember our values. know Rotana, know that they have a friendship that will last for Each of the four letters in the word, LIFE, are triggers or short a lifetime. It is a friendship based upon loyalty, one which will cuts to a value that together make up The Rotana Life. continue to surprise; a relationship with integrity.

We are committed to creating and nurturing lifelong relationships with our owners and partners, colleagues and guests. We are focussed on delivering moments that will be remembered for years to come.

We acknowledge that each one of our owners and partners, colleagues and guests is different. We respond accordingly by striving to create new ways to meet their individual needs.

We share a passion to serve and provide an experience that is genuine and above all friendly. We always have time for our owners and partners, colleagues and guests, as we would do for a friend.

We always treat our owners and partners, colleagues and guests with the utmost respect. We act with integrity everyday, in each moment, in every way.

12 Beirut Damascus Erbil Kuwait City Karbala Kabul Lebanon Syria Iraq Kuwait Iraq Afghanistan

Istanbul Turkey

Amman Jordan

Doha Qatar

Salalah Oman

Amwaj Islands Manama, Muharraq Kingdom of Bahrain

Riyadh Kingdom of Saudi Arabia

Khartoum Makkah Abu Dhabi Sudan Kingdom of Saudi Arabia Al Ain Dubai Fujairah Sharm-el-Sheikh Ras Al Khaimah Egypt Sharjah, UAE

13 Our Global Portfolio

Our five main brands: Rotana Hotels & Resorts, Centro Hotels by Rotana, Rayhaan Hotels & Resorts by Rotana, Arjaan Hotel Apartments by Rotana and The Residences by Rotana, each offer the same impeccable Rotana service - excellence to our different target audiences, be they leisure, business travellers or the local community. To access our hotels and resorts directory visit rotana.com

Something for every type and level of traveller. The brand’s success is founded on its portfolio of 4 and 5-star properties and on its ability to attract some of the most renowned names in the restaurant world. Rotana Hotels & Resorts are designed for those that love to explore. In cities and along coasts right across the Middle East and Africa, these 4 and 5-star hotels and resorts are located right at the heart of the action – be it for business or for leisure.

First-class residences, with an added personal touch, characterise Arjaan Hotel Apartments by Rotana which have been developed with both long-term guests and families in mind. Arjaan Hotel Apartments by Rotana are the pinnacle of the Rotana offering. They represent the height of elegant city living for long stay residents and for families, set in some of the loveliest hotel apartment buildings anywhere.

Centro meets the demands of a new generation of traveller, seeking finesse and functionality at reasonable rates. Young and fresh, Centro is a lifestyle brand that is original in its presentation and dynamic in its offerings. Rotana’s budget lifestyle hotel brand, Centro, redefines the concept of economical comfort by offering affordable, superior-class accommodation and hospitality with a stylish twist.

Rayhaan respects the beliefs and culture of our guests whilst fostering the image of a new Arabia in today’s world. In Arabic, the word ‘rayhaan’ describes an aromatic plant which is mentioned in the sayings of prophets within the Holy Quran. The Rayhaan Hotels & Resorts might be the first alcohol-free hospitality concept in the region, but that is far from its only unique selling point. These 4 and 5-star hotels and resorts distill every standard created for the region’s best-in-breed luxury hotels.

The Residences by Rotana are furnished and unfurnished, non-serviced branded residential buildings, architecturally designed using Rotana specifications and standards. The Residences by Rotana are geared for longer stays and will focus on guests that are looking for a permanent home within the country of residence.

“It’s the determination, the drive, the hardwork, the integrity and the vision, that have made Rotana what it is today.”

Selim EL Zyr Vice Chairman

14 Our Growth and Expansion

Since its inception, the company has grown to become the The only way we can achieve this kind of growth is by offering largest hospitality management company in the region, a brand the best in Arab hospitality. This is delivered through our five not only widely recognised but much admired. Rotana’s strategic main brands. The development of these brands is rigorously development is orchestrated by a team of professionals who planned and meticulously managed across all our operations, have exceptional international experience and a fundamental evoking the utmost trust and confidence among property owners. understanding of the cultures and communities of the Middle As a management team, we are dedicated to raising the standards East and Africa. The impressive growth in the number of Rotana within the hotel industry by setting and improving on our own. properties under management is powered by a consistency in We will continue to achieve measured growth and realistic ‘getting it right’ the first time, every time. Indeed, the company’s expansion throughout the Middle East and Africa, South Asia strategy is nothing less than to have a property located in every and Eastern Europe bringing our expertise to every future hotel, country in the region. convention centre, serviced apartment or prime resort. As a company, we will pursue new openings and opportunities, fresh This plan is under full sail. Rotana is managing an ambitious challenges and partners who seek the same goals and share the expansion that will see our portfolio of operational properties same aspirations. increase from two in 1993 to a target of 100 hotels by 2020. Currently the company has 12,769 rooms already operational and a firm pipeline of 50 properties are under development with 14,089 additional rooms to span 21 countries and 29 cities.

“One of my wishes is that we have one of all of our brands in every major city in the Middle East and Africa. When we started up the company, the target was to have a Rotana hotel of some sort in every major city of Growth and expansion* the Middle East. Now that we’ve achieved that, we want to get to the next level, Properties under development 55 which is every brand of Rotana in every major Middle East city. Probably by 2020 we’re going to be very close to that. Number of cities 29 We’re working very hard to ensure that all of our brands are Total number of additional rooms 14,089 in the right locations.” Number of properties 98 Number of countries 21 Omer Kaddouri President and Chief Executive Officer Total rooms 26,858 Total food and beverage outlets 420 Total colleagues 20,000

*Figures are based on the 2014 expansion plan

15 Partnerships and Awards

2013 Awards • Al Salam Rotana Khartoum, 5-star Award for Airport Hotel Category, Sudan World Luxury Hotel • Boulevard Arjaan by Rotana Amman, 5-star Award for New • Al Ain Rotana, Middle East Luxury Wedding Destination Hotel Construction & Design Category, Jordan • Al Bustan Rotana Dubai, Middle East Luxury Airport Hotel Rotana was voted The Middle East’s leading hotel brand at • Al Ghurair Rayhaan by Rotana Dubai, United Arab Emirates World Travel Awards 2013 Luxury Design Hotel • Al Murooj Rotana Dubai, United Arab Emirates Luxury • Fujairah Rotana Resort & Spa voted Middle East’s Leading Business Hotel Family Resort • Beach Rotana Abu Dhabi, Middle East Best Hotel Restaurant • Beach Rotana Abu Dhabi, voted Middle East Leading Corporate Resort • BurJuman Arjaan by Rotana Dubai, Middle East Luxury Boutique Hotel • Park Rotana Abu Dhabi, voted Abu Dhabi’s Leading Business Hotel • Nour Arjaan by Rotana Fujairah, United Arab Emirates Best Serviced Apartment • Arjaan by Rotana Dubai, voted Middle East’s Leading Luxury Hotel Apartments • The Cove Rotana Resort Ras Al Khaimah, Middle East Luxury Coastal Resort • Amwaj Rotana Dubai, voted Dubai’s Leading City Hotel • Al Bustan Rotana Dubai, voted Middle East’s Leading City Hotel International Hotel Awards Arabia • Erbil Rotana voted Iraq’s Leading Hotel • Al Murooj Rotana Dubai, 5-star Award for Best Hotel Category, • Gefinor Rotana Beirut, voted Lebanon’s Leading Business Hotel Dubai • Al Manshar Rotana Kuwait, voted Kuwait’s Leading Business • Al Bustan Rotana Dubai, 5-star Award for Convention Hotel Hotel Category, Dubai • Al Ghurair Rayhaan Dubai, voted Leading New Hotel • The Cove Rotana Resort Ras Al Khaimah, Award for Hotel • Al Ghurair Arjaan Dubai, voted Leading Serviced Apartment Architecture Category, Ras Al Khaimah Business Traveller Middle East Awards • Fujairah Rotana Resort & Spa Fujairah, 5-star Award for Resort • Best Hotel Loyalty Programme in the Middle East Gourmet Hotel Category, Fujairah Abu Dhabi • Al Ain Rotana, 5-star Award Best Hotel Category, Abu Dhabi • BBC Good Food Middle Eats Best Sustainability Practice • Beach Rotana Abu Dhabi, 5-star Award Best Hotel Category, Yas Island Rotana Abu Dhabi Abu Dhabi • Centro Capital Centre Abu Dhabi, Award for New Hotel CEO Middle East Awards Construction and Design Category, Abu Dhabi • Selim El Zyr awarded the hospitality CEO of the year

Group Picture for the management team celebrating 2014 successes.

16 2014 Awards Mr Kinan Al Ghraoui, General The Cove Rotana Environmental Award Manager - Villa Rotana, Rimal • First place for Best Environmental Practices, Ras Al Khaimah Rotana and Rihab Rotana, UAE Environment Protection and Development Authority, UAE voted as the CSR Champion • First place in saving water, electricity and paper in of the Year by Hotelier Middle Ras Al Khaimah Environment Protection and Development East, 2014 Authority, UAE

Business Traveller Middle East Awards • Best Hotel Loyalty Programme in the Middle East • Best Budget Hotel Brand - Centro Hotels by Rotana

World Travel Awards 2014 Gourmet Abu Dhabi Middle • Rotana voted the ‘World’s Leading Business Hotel Brand’ for East Best Sustainability Practice the third time at the ‘World Travel Awards 2014’, attesting the Yas Island Rotana Abu Dhabi, continuous efforts and outstanding achievements 2014 • Beach Rotana Abu Dhabi, recognised as the ‘World’s Leading Corporate Resort’

Hotelier Middle East • CSR Champion of the year, General Manager of Villa, Rimal and Rihab Rotana, UAE

To view our awards visit rotana.com/awards Rotana won the ‘World’s Leading Business Hotel Brand’ for the third time at the World Travel Awards 2014

Memberships Rotana believes that in sustainable development, businesses, public authorities and social society shall work in partnership in order to reconcile the three fundamental constituents of development: economy, ecology and social equity. By partnering and joining forces with dedicated organisations and groups across the base countries and at a corporate level, we will make a real progress on our sustainability programme and make all a real difference. Our membership at the Abu Dhabi Sustainability Group continues to be effective for the second year cycle in aiding Rotana to progress on its sustainability programme by acquiring a more knowledge to successfully implement sustainability management programme, as well as to develop the annual sustainability report.

17 Our Governance

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Board Operation

Corporate governance is a multifaceted system that directs Responsible business the business conduct. It includes the rights and duties of To earn and retain the trust of our owners, guests and other stakeholders, board of directors and management alike. Rotana’s stakeholders, we manage our operations responsibly and understanding of corporate governance delves beyond financial conduct our business in an ethical and transparent way, performance, to encompass guest and colleague’s satisfaction, ensuring we comply with legislations, guest’s requirements and commitment to quality and brand standards, accountability, stakeholder’s expectation. transparency and business ethics. The board of directors is responsible for the overall strategic Our corporate governance is rooted in our legacy of maintaining direction of the company, risk management and is supported in a top-quality guest-oriented management system that fulfills the day to day operation by four committees: ethics, executive, our responsibilities and creates relationships of trust with audit and sustainability. our stakeholders. These are built upon strong foundations of An investment strategy is established taking into consideration transparency, disclosure, fairness, monitoring and review with different type of business risks including, but not limited to a focus on dialogue between management and colleagues and market, products, political, owners profile, partners, level of society at large. investment and the strategy is approved by the board of directors. The board of directors regularly addresses all key treasuries Board of directors related decision, assess and approve its utilisation. Our board of directors comprises one executive and four non An official detailed authority matrix is established and executive members including the chairman. All our board approved by the board specifying the authorities of the members are non-independent, elected by the shareholders executive committee and the board members over specific every three years. The skill and knowledge of the board members tasks involving financial, social, legal, procurement and has proved to be of immense value, the members possess business development. This authority matrix represents the key experience in fields as varied as finance, economy, business tool on addressing and preventing any potential risks related to administration, and hoteliering to social service and engineering. fraud and conflict of interest. The board of directors meet regularly and minimum quarterly to Shareholders are initially and continuously involved to set discuss the company’s performance reports covering the various company’s values, mission, and strategy. areas of financial, social sustainability aspects, and is presented by a senior executive to the board of directors. Related resolutions are In terms of performance with respect to governance the board made accordingly. carries out self-assessments and does not currently have specific sustainability criteria by which it assesses its performance.

21 Financial transparency and control Audit process Rotana’s finance systems are based on a very simple principle: Grant Thornton performs an annual audit of the core business for that real financial management can only be achieved through all Rotana hotels and support processes to highlight gaps in internal transparency and control. These two accounting principles controls and also review the business and support processes for inform everything we do and ensure an up-to- the-minute identifying improvement opportunities. A risk based approach is understanding of where our hotels stands financially – as well followed by: as a clear understanding of how improved cost efficiencies will • Evaluating the control objectives of the main processes affect the future. • Evaluating the risks surrounding each process Rotana’s systems provide feedback to property owners on every • Evaluating the existing controls in each process aspect of their property, be it occupancy trends, colleague • Identifying the main gaps and deficiencies in the control system productivity or cost efficiency. Financial planning is underpinned • Recommending and proposing solutions, controls and systems by practical policies, state-of-the-art information systems and a that remediate the gaps and manage risks two-tier audit process that ensures management and operations performance is continuously reviewed and evaluated. Findings under each category’s criteria are highlighted as low, medium and high risk, hence enabling our hotels to priorities Our operations manuals and authorisation systems are geared and act on the recommendations to strengthen the business and towards maintaining control over every operating cost. support processes. A review of the status of implementation of Combined, these tools give owners and managers the means to recommendations made are carried out annually and added to the maximise sales growth, ensure profitability, and deliver strictly report presented to the management. controlled expenditure.

“Bullet-proof financial planning is underpinned by practical policies, state-of-the-art information systems and a two-tier audit process that ensures management and operations performance is continuously reviewed and evaluated.”

Hamid Abou Sahyoun Executive Vice President and Chief Financial Officer

22 Organisation

We operate according to a decentralised Corporate Sustainability Committee Members organisational structure, with General Shareholder Managers in each hotel and Area Vice EHS Hotels Committee

Presidents in different regions. The General Board Manager of each hotel reports directly to the of Directors relevant Area Vice Presidents and the company Chief Operating Officer. Executive Audit Committee Committee The Chief Operating Officer of Rotana chairs the Corporate Sustainability Committee, President Internal which includes the most senior members of all & CEO Auditors departments at Rotana. Rotana has a corporate director for EHS in charge of Sustainability, who Ethics is supported by an Environment, Health and Committee Safety (EHS)/Sustainability manager or officer Executive Vice Executive Vice in every hotel, and is tasked with incorporating President & Chief President & Chief sustainability management into relevant Rotana Financial Officer Operating Officer hotels, reports directly to the hotel General Manager or Executive Assistant Manager and Area Vice CVP - F&B CVP - Senior Vice President CVP - FinanceCVP - Projects CVP - Sales Projects indirectly to the Director of EHS in the head office Development President - India Abu Dhabi Development who also reports to the Chief Operating Officer. & Al Ain

Corporate CVP - An Environment, Health and Safety/Sustainability CVP - CVP - CVP - Front Director of EHS / Materials Engineering Housekeeping Office Committee is established in each Rotana Sustainability Management hotel. Senior managers from all departments CVP - Hotels CVP - Human CVP - CVP - F&B are represented on the EHS/Sustainability Information General Resources Marketing Operations Committee. Other sub-committees, such as Earth Technology Manager champions, colleague welfare committees ensure Department EHS Manager that broader participation is facilitated between Heads / Officer middle management and below. We combine both a top-down and bottom-up approach to ensure maximum engagement in * Executive committee acts as the remuneration and compensation committee operations and the greatest impact for the group ** Ethics committee comprises the CFO, Chief Operating Officer and CVP Human resources as a whole.

Function Role

• Corporate Sustainability Committee (CSC) • Review and approving sustainable goals, objectives, policies • Chief Operating Officer (COO) and procedures • Chief Executive Officer (CEO) • Provide key decisions on sustainable initiatives/programmes • Corporate EHS/Sustainability Director • Circulate information, programmes and policies to our hotels • Ensure a high level of supervision of the hotels relevant department’s sustainable direction and performance Head office • Evaluate the progress made and the challenges faced during the implementation

• Area Vice Presidents • Evaluate the progress made and the challenges faced during the implementation • Monitor the relevant area hotels performance Region

• General Manager • Define and implement Rotana Corporate Sustainability • EHS Committee Committee action plans and programmes

Hotels • Report on performance

23 Committees and report directly to the Hotel’s General Manager and to the corporate EHS Director in the head office. If required, issues We have four Corporate Committees that overlook the related to sustainability are channeled from hotels EHS team functioning of the company’s operation and the sustainability. and/or General Managers to the Corporate Director of EHS/ These committees are Executive, Ethics, Audit and Sustainability. Sustainability, to the company Chief Operating Officer and Chief All committees act in accordance with a formal charter approved Executive Officer and consequently to the Board. by the Board of Directors. Whenever needed, the committees are empowered to acquire 4: Ethics committee the consulting resources and expertise deemed necessary The Corporate Ethics Committee’s objective is mainly to look to perform their responsibilities such as retention policy and after the rights and interests of Department Heads and colleagues programme, restructuring of the organisation, compensation reporting directly to the General Managers of properties alignment and others. Specialised independent consultants are concerned and the company ethic framework in general. It carefully selected. consists of the following members: • Chief Operating Officer • Chief Financial Officer 1: Executive committee • Corporate Vice President – Human Resources The Executive Committee consists of three directors appointed by the board and exercise all the powers of the board of directors The Hotel Ethics Committee’s objective is to look into complaints in the management of the business and affairs of the company. on unethical practices, primarily dedicated to the rights and It acts as the remuneration and compensation committee and interest of all our colleagues. It consists of the following members: directly involve the board of directors members. The executive • General Manager committee engage directly with different stakeholders including • Head of Finance owners, guests, colleagues and regulatory bodies. The members • Head of Human Resources meets frequently and as when needed in order to ensure the response and implementation of matters delegated to the Neutral Department Head, to be elected as ‘contra part’ based on committee by the board of directors in accordance with the members 1 – 3 (male/female ratio, nationality mix, etc.) company’s authority‘s matrix. The committees ensure the following while handling any issues 2: Audit committee related to the company’s code of business conduct and ethics: The audit committee is responsible for oversight of the financial • Response time reporting process, selection of the independent auditor, and • Facts finding receipt of audit results both internal and external. The committee • Proper forum assists the board of directors fulfill its corporate governance and • Investigation oversees responsibilities in relation to the company’s financial reporting, internal control system, risk management system and • Transparency and objectivity internal and external audit functions. It also provides advice and • Independency recommendations to the board within the scope of its terms of Serious decisions are made as warranted in accordance with the charter. The audit committee meets twice a year and receives company’s policy and procedures. All decisions are disclosed and regular updates from the internal and external third part auditors. communicated transparently, following the company’s process and with notice period when applicable. 3: Corporate sustainability committee The Corporate Sustainability Committee function is to oversee the sustainability programmes, including: • Providing key decisions on sustainable initiatives/programmes • Circulating information, programmes and policies to our hotels • Ensuring a high level of supervision of the hotels relevant department’s sustainable direction and performance • Evaluating the progress made and the challenges faced during the implementation • Reviewing and approving sustainable goals, policies and procedures It consists of the Corporate Vice Presidents from Engineering, Marketing, Human Resources, Information Technology, Materials, Food and Beverage, Housekeeping, Director of Environment Health and Safety and the Chief Operating Officer. The members meet every quarter. Since its establishment in 2012, the committee members have met 15 times to set policies, agree on group KPIs, analyse progress and issue guideline to support the hotels achieving their KPIs. There are a total of 38 EHS Managers or EHS Officers to implement Rotana Corporate Sustainability Committee action plans. Each hotel’s EHS Manager or/and EHS officer chairs and works closely with the hotel EHS Sustainability Committee

24 Code of Business Conduct and Ethics

For Rotana, ethics is the centrepiece of the company’s and Compliance colleague’s commitment to conducting business legally and with As a result of the practices we follow at Rotana, during 2013 and high standards of integrity. The cornerstone of our business 20114 there were: conduct is the ‘Code of Business Conduct and Ethics’, which • No fines or non-monetary sanctions for compliance with addresses in a detailed way, the following issues: environmental laws; violations of rights for indigenous people; incidents of discrimination; incidents of non-compliance with • Compliance with Laws, Rules and Regulations regulation and voluntary marketing codes; or non-compliance • Conflict of interest with laws and regulations • Confidentiality • Use and Protection of Company Assets • No financial or non-financial contribution to political parties or • Entertainment and Gifts polities took place, nor did we receive any financial aid from • Dealing with Government Colleagues or Officials governments • Dealing with Media and Online Communities • No legal actions for anti-competitive behavior, anti-trust and • Corporate Opportunities monopoly behavior against Rotana were claimed • Protection of Company Records • Bribery and Corruption • Competitive Practices • Political Activities and Contributions • Safety, Health and Environment • Grooming Standards • Discipline • Discrimination and Harassment • Use of Electronic System • Information System/Software • Employment of Relatives

Continuous efforts are made to ensure Rotana’s Code represents best practices in ethics and compliance. It is a compulsory requirement for all colleagues to undertake the module of Code of Conduct training as part of the Rotana Life orientation programme covering anti-corruption and bribery and discrimination, which is an important aspect of human rights issues relevant to our operation. All colleagues who handle customer information are required to also undertake the same module of code of conduct training on confidentiality and customer data privacy. In the coming year, while continuing to have new colleagues complete the Code of conduct training, we will also be rolling out a refreshment programme for all Rotana colleagues. In 2013 and 2014, all new joiners have been trained on the Code, as well as have signed the respective acknowledgement, bringing the percentage to 100% of our colleagues who were induced on the code content and have acknowledged their commitment to operate ethically. Out of the group’s workforce of over 11,000 colleagues, grievances of discrimination were lodged, investigated and dealt Our targets for 2015 with in accordance with the company’s policy, and there were no • Code of Business Conduct and Ethics: while continuing reported breaches of anti-corruption practices. to have new colleagues complete the Code of Conduct Annual Confidential Code of Business Conduct and Ethics training, we will roll out a refreshment programme for disclosure acknowledgement is issued on a yearly basis and all Rotana colleagues. signed by Corporate Officers, General Managers, Resident • Develop and define long-term sustainable business Managers, Executive Assistant Manager, Head of Finance, Head goals for the year 2020. of Materials, Area Director of Sales and Marketing and Director • Continue to training the corporate sustainability of Sales and Marketing to disclose compliance with code content committee members on different aspects of and any unethical incidents. sustainability management. • Integrate sustainability mandatory criteria to the existing annual corporate vice presidents hotels audits.

25 Our Sustainability Strategy

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Our Sustainability Strategy

The Journey So Far… In the past years Rotana has demonstrated its commitment to sustainability with good economic performance, various environmental and social programmes and high impact initiatives that are currently underway to achieve natural resources reduction and various social responsibility and community engagement programmes. The Rotana sustainability journey started in 2012 by developing and implementing a comprehensive Sustainability strategy to provide a planned and systematic approach to set our sustainability targets, key performance indicators, management initiatives and measuring and reporting framework. Since then, we are striving to find better and most sustainable ways to continue providing the highest standards of luxury and quality to our guests. Our journeys started with an aim to “Respect and Protect “the people and the planet by developing many systems and programmes and setting targets. But we understand that Sustainability demands both a system perspective and a cultural approach. Therefore the way forward is to focus on educating and engaging our stakeholders and integrating sustainable practices and principles across our business. Many initiatives were implemented in our hotels to educate our stakeholders on various sustainability topics that are detailed in corresponding stakeholders chapters.

29 Our Vision

Sustainability vision O ECON MY “To be a hotel industry leader in implementing sustainable business practices that minimise

harm and maximise benefit to our stakeholders” Our Our Governance Environment In order to achieve our sustainability vision, Rotana has identified key strategic sustainability goals that align with our core corporate values of LIFE: Long term, Innovative, Friendly and Our Our E

Ethical. We will use these guiding principles and objectives to manage our businesses in a way Suppliers Community N V

that sustain the people, the planet, and profit. Our sustainability vision is supported by our R

O T

N Board and Senior Management, who have committed to leading Rotana towards this vision. I Our Our

C Colleagues Guests

O E

S N T

Our Goals

Beside the strategic sustainability goals, we have set short term KPIs under each of our key sustainability areas - our environment, our colleagues, our guests, our suppliers and our communities, progress on achievements and future KPIs are detailed in each section of the report.

Sustainability policy strategic goals

Our Management and Governance Our colleagues • We will maximise financial return to our shareholders by • We will instill a culture of sustainability through education optimising our operational efficiency and reducing risks and and promotion of sustainability values and principles amongst liabilities through sustainable business planning our colleagues • We will consult with and engage our stakeholders and • We will protect the health and safety of our colleagues by community in our sustainability initiatives adhering to international principles that respect human rights • We will instill a culture of sustainability through education and • We will ensure colleague’s satisfaction and wellbeing at work promotion of sustainability values and principles amongst our colleagues, guests and the community Our community • We will comply with laws and regulations and ensure that • We will instill a culture of sustainability through education our business is conducted in accordance with the standards and promotion of sustainability values and principles amongst outlined in our code of Business Conduct and ethics our community • We will contribute to the society we work and live in by Our guests supporting local community needs and promoting sustainability • We will ensure guests satisfaction and provide value for money and the cultural values of our society through the realisation of sustainable business and operational efficiency • We will contribute to local and national economic development through local employment and the promotion • We will protect the health, safety, privacy and security of and growth of sustainable tourism guests by adhering to international principles that respect human rights Our suppliers Our environment • We will address sustainability issues in our supply chains, with the goal of minimising the negative environmental and social • We will manage our operations in a manner that protects impacts of our procurement decisions whilst meeting our our valuable natural resources and prevents pollution of the financial and quality requirements environment, in compliance with environmental laws • We will make preference to source locally and from sustainable • We will minimise our impact on climate change and reduce our sources in order to support the local communities and consumption of energy and water by optimising operational environment efficiency, procuring locally and adopting clean technologies • We will optimise materials consumption and reduce waste to landfill by reusing and recycling natural resources and materials

30 Our Approach

Over the past 21 years, Rotana has established itself as the leading In order to better understand our company’s current hotel management company in the Middle East, Africa, South sustainability maturity level, we have utilised the Sustainability Asia and Eastern Europe, with 50 operating properties across the Maturity Assessment Tool (part of the Capacity Building region and an ambitious expansion plan to operate 100 hotels in programme of the Abu Dhabi Sustainability Group –ADSG) 2020. With expansion comes responsibility to be mindful of the enabling us to conduct a thorough assessment of our global impact on the environment and communities’ lives. operations with the goal of evaluating our current sustainability performance and creating rigid strategy to define and build Therefore, in April 2012, Rotana established a new level of sustainability into our operations. The sustainability Maturity leadership in sustainable development by announcing an Assessment Tool enabled us to develop our short term 2012-2015 expansive sustainability strategy to be implemented at all new and plan under each of our platform areas: governance, colleagues, operating hotels, apartments and resorts. It is a framework that suppliers, guests, communities and environment. We have addresses environmental, economic and social sustainability. The identified: programme provides guidance for each property thus enabling • Policies to be developed them to work towards sustainable practices throughout the property’s operations as well as the development of new hotels. • Approaches and Programmes to be implemented • Performance monitoring tools for related KPIs Rotana became well positioned to make a difference • Perception collection methodologies to be implemented environmentally, socially and economically in the countries where we operate and aim to expand into. As a result, Rotana Earth was included in the company’s business priorities to embed Rotana Earth and priorities including Under our sustainability platform, we have set strategic implementation of community engagement activities, reduction environmental, economic and social objectives focussing on of natural resources consumption, substitution of products into the most sustainability issues facing the hospitality industry and more responsibly sources products, and have set corporate globally. We did a materiality assessment to identify the issues that Sustainability Key Performance Indicators for the operating have most significant economic, environmental and social impacts hotels to achieve by end of 2014. Therefore, we introduced on the company’s performance as well as on our stakeholders to the annual sustainability budget and added it in the annual identify areas to focus on and integrate it in our strategy. budgetary process.

Sustainability-value chain

Sustainability Engaging colleagues Engaging and Marketing and Inspiration, Meet guest vision commitment in sustainability educating diverse responsible innovation expectations to mission statement programmes stakeholders communication

Colleagues engagement, Satisfied Colleagues retention satisfaction, productivity community and talent attraction and innovation Local economic prosperity

Effective managers, Sustainable External market Operational cost Satisfied and loyal rewards systems, forces saving and efficiencies guest company workplace culture profit Revenue/growth /market share Company goals, Quality products strategies, systems, and services Growth structure and governance and expansion

Brand/image/reputation

Radically Invest Seek carbon Responsible Reduce increase natural emission supply carbon productivity capital reduction chain footprint

31 Sustainability Earth website health and safety management system audit procedure. No audits In order to batter engage our stakeholders, educate and share with directly targetting the sustainability overall scope were conducted them our performance and achievements, we have designed and so far. Sustainability mandatory criteria were prepared for each launched our Rotana Earth website rotanaearth.com and linked it department and will be added to the existing annual corporate vice to Rotana’s main web page. presidents audits to their respective hotels audits. We have also created property specific sustainable identities on various social networking sites where we share all our activities Integration in the value chain Rotana has selected its sustainability strategy to act as the main with our followers. pillar of our business. It spans the entire value chain in order to meet the expectations of our stakeholders as it helps as well to find Sustainability programmes new ways to cooperate with our suppliers, owners, and to relate to Our 3-year plan (2012-2015) included different environmental, our guests, colleagues and community in general. social and economic programmes to be implemented in our hotels during this period to underpin our sustainability platform. Last year we have completed several programmes that will be mentioned Al Bustan Rotana attains under each of the relevant section in the report. ISO 14001 certification Al Bustan Rotana makes a significant mark in Rotana’s history Training and engagement as the first property to achieve this recognition by earning We have committed to educate and engage more our stakeholders the internationally-recognised ISO 14001 certification to increase their sustainability awareness on sustainability issues for Environmental Management Systems In line with its and have added to our plan more activities to educate our guests, advancements in environmental sustainability standards. colleagues and the community. As for the suppliers, we have not yet initiated an engagement pathway; it will be included in our 2014 sustainable procurement programme.

Sustainability audits Internal and external audits have a key role in the journey towards sustainability by continuously assessing the extent to which the sustainability programmes are implemented within the company and our hotels. We have not yet completed a holistic internal audit protocol; however an ISO 14001, environmental management system audit protocol was prepared, as well as an environment,

Our Stakeholders

As we progress in our sustainability journey, we continue to define assessment has increasingly become a core in our sustainability and redefine our stakeholders and our interaction with them. reporting and therefore we do recognise the importance to conducting a proper stakeholder engagement and a materiality Our stakeholders are defined as those which can impact, or are assessment, to further align business practices with societal needs impacted by, the operations. and expectations, helping to drive long‐term sustainability. Below is the list of who we considers to be our most material A holistic stakeholder engagement and materiality assessment stakeholders: process was initiated in 2014 to enable us review our strategy and • Our Colleagues policies, improve activities and set long term 2020 goals. • Our Guests • Our Owners • Our Suppliers Stakeholders expectations • Our Environment Different stakeholders mean different expectations, which may • Our Communities (including governmental bodies) be contradictory to one another. Rotana aims to balance differing expectations, while allowing all stakeholder groups to feel their Stakeholder dialogue demands are being met. In 2012, we sought feedback from a select group of internal We involve our stakeholders in strategic decision making stakeholders: guests and colleagues from the satisfaction survey and setting of guidelines that clearly indicate management results and answers as well as from the corporate sustainability responsibility. We also proactively share information on our committee members who were requested to identify the most progress toward these on a regular basis. materials aspects in terms of their importance to the society and Some of the results of our stakeholder’s expectations and our to Rotana’s business. response to them are shared in the following table. With the decision to adopt the new GRI G4 guidelines, materiality

32 Expectations Typical engagement Our response Examples of results pathways

• Career growth and • Monthly team meetings • Promoting colleagues • 84% of our colleagues say development • Roundtable lunches with wellbeing through safe that Rotana offers excellent • Learning opportunities GMs working conditions and career opportunities to • Wages and benefits • Access to my Rotana portal motivating atmospheres colleagues who are strong competitiveness • Biannual Rotana • Conducting annual performers • Social welfare Colleagues Satisfaction performance reviews • 86% of our colleagues • Job security Survey: Engaged to Life and setting personal say “my future career development plan for opportunities with Rotana • Equal treatment • Colleagues Welfare colleagues look good” • Open interaction Committee • Setting a performance • 88% of our colleagues say • Recognition of • Annual performance review based bonus and reward “Rotana strongly supports performance and (Rotana bonus scheme) learning and development • Daily departmental contribution of all colleagues” briefing • Respecting the culture and • Healthy and safe values of colleagues and • 79% of our colleagues • Newsletters workplace supporting equality says “The performance

Colleagues • Notice boards, posters • Positive impact on the • Participating in wages management system works community • Exit Interview surveys effectively for me” • Insight Rotana • Implementing Environment • 74% of our colleague Health and Safety say that “Colleagues are Management Systems treated fairly regardless • Promoting colleagues of their age, nationality, participation in gender or seniority, communities contribution nationality“ activities • 29,813 volunteering hours were given by our colleagues to participate in CSR activities

• Satisfaction/high quality • RGSS – Rotana Guests • Developing new product • Our hotels Environmental products and good Satisfaction Survey and services packages and Friendliness was ranked services • Social Media rates 6th among the top 10 • Reasonable pricing • Guests comments cards • Offering good price/quality drivers for Rotana guests • Clear billing practices • Meet the team gathering ratio to recommend and return • Environmentally friendly guests-department heads. • Implement guests to our hotels products • Strategic level meetings distinction programmes • Sustainability was among • Energy conservation tips with guest contacts, travel • Developing guest the top 10 drivers for Rotana guests to choose • Responsibility networks environmental and return to our hotels • Long term guests • Sustainability related programmes • We achieved a score relationship brochures • Implementing Environment of 83.8% for the survey • Sustainability related Health and Safety • Positive impact on the criteria if we did fulfill activities at our hotels Management Systems community making the guest stay with • Health, Safety and Security • Implementing emergency management plan and us a treasured experience security programmes • We achieved a score of Guests 84.7% when we asked the guest about their overall satisfaction of the stay experience • Guests satisfaction score on the value for price is 78.1% and the accuracy of our bills at check out is 88.8% • Guests satisfaction score on our hotels overall environmental friendliness is 84.8% • Our guests satisfaction with the overall safety at the health and fitness centre, pool and beach facilities is 87.7%

33 Expectations Typical engagement Our response Examples of results pathways

• High yield share • Representation in Board of • Representation in Board of • Risk management Directors Directors • Consideration of the • Monthly meetings with • Monthly meetings with economic, social and business owners business owners

Owners environmental impacts of • Annual audit reports • Annual audit reports our operations • Supplier forums and • Supplier forums and meeting meeting

• Ethical and transparent • Suppliers negotiation • Respecting purchasing • 147 supliers were audited purchasing and meetings agreements terms in the last two years (total procurement practices • Contracts renewal • Evaluating our suppliers of 515 since the supplier’s meetings performance and awarding qualification programme agreements accordingly was initiated. Contracts were fairly awarded to Suppliers suppliers meeting our requirements, of whom 19 have been rejected till date

• Local employment and • Rotana “Duroob” • Contributing to the local • 150 activties engaging career development nationalisation programme communities where we the communities were opportunities • Media relations events and operate implemented in 2013 and • Activities for the good of meetings • Participating in societies 260 activities in 2014 the society • Joint NGO partnership activities (campaigns, • Openness Activities charities, education) • Managing our economic, social and environmental impacts

Community • Compliance with laws and regulations • Dialogue and Transparency • Reporting • Payment of taxes (where applicable)

• Protection and • Implementation of ISO • Implementing • An environment Health preservation of natural 14001 Environmental and Safety Management resources • Performance monitoring management system System is currently in reports • Continuously monitoring implementation in our 45 and improving operating hotels performance in the • Our hotels started areas of energy, water, implementing the ISO chemicals and resource 14001 standards and

Environment consumption, and waste one hotel achieved the generation certification • 19 hotels targetting the ISO 14001 certification in 2015

Case Study As part of our Corporate Responsibility activities, Rotana assisted Zayed University students to complete their master research project about social responsibility and colleague engagement in Abu Dhabi. The purpose of the project is to explore the Corporate Social Responsibility (CSR) initiatives in Abu Dhabi organisations and to find the degree of colleague awareness and engagement in theses CSR programmes in their companies such as environmental campaigns, children activities, education, social welfare, health activities, donations, charities. Hence our colleagues were asked to participate in a voluntary survey. The result of the survey helped us to understand our colleagues’ perspective on CSR and provide appropriate recommendations on engaging colleagues. Results indicate that colleagues are generally aware of CSR as a concept and CSR activities within the company, but they are not actively engaged in them. Thus, we need to design and implement a communication strategy geared towards motivating our colleagues to join CSR activities. 75% of colleagues said that their company motivates them to participate in CSR activities.

34 Materiality Assessment

Sustainability materiality map Materiality matrix We believe that by conducting a materiality assessment and In our materiality matrix, material issues are defined as the issues stakeholder engagement, we will be providing opportunities of highest concern to the company and have high impact on our to further align business practices with societal needs and external stakeholders. For the company, priorities are set based expectations, helping to drive long term sustainability and on the likelihood and potential impact of issues affecting business shareholder value. The Materiality Map included all GRI G4 continuity and development. The importance of identified Aspects, as well as other aspects important for our business. It is materials issues was ranked by 40 Rotana General Managers, all based on three elements that helped us to list and prioritise the Vice Presidents and Chief Officers during an internal workshop most material issues (Table 1). The map relies mainly on: on stakeholder’s materiality assessment, based on a scoring scale • Sustainability maturity assessment results and scores from 1 for low importance to 5 as high important. • The company’s sustainability focusses areas For external stakeholders, prioritisation is given to the impact of • Stakeholder expectations as analysed by Rotana the issues to them and their relevance to Rotana.

35 Table 1: Sustainability issues, mapping and prioritisation

Governance/ Colleagues Suppliers Guests Community Environment Management

· Board operation · Workforce · Local supplies · Satisfaction · Contribution · Energy · Organisation · Satisfaction · Responsible · Education and · Nationalisation · Biodiversity · Code of business · Learning and supplies inspiration · Economic · Materials conduct and development · Operational · Health and development and · Water ethics · Health and safety support safety investment · Effluents and · Strategy · Fair employment · Responsible · Security · Local employment waste · Targets · Learning and buying · Responsible · Positive support/ · Atmospheric · Reporting development · Sustainability communication contribution emissions · Culture · Equality and awareness · Sustainability · Negative impact · Responsible · Knowledge fairness · Procurement awareness · Sustainability transport · Dialogue · Health and safety practices · Product, service, awareness · Products and · Impact · Workplace · Suppliers quality · Anti-corruption services assessment · Human rights assessment for · Product and · Local · Compliance · Function · Work impact on society service labelling communities · Compliance arrangements · Suppliers human · Marketing and direct economic · Economic · Non rights assessment communication impact performance discrimination · Supplier (code) · Indirect economic · Market presence · Diversity assessment for · Guest privacy impacts and equal labour practices · Product (community) opportunity · Supplier and service · Public policy · Equal environmental compliance · Anti-competitive remuneration for assessment behavior women and men · Compliance · Security practices · Local employment · Occupational health and safety · Sustainability training and education · Indigenous rights · Assessment · Labour/ management relation · Collective bargaining · Child labour · Forced or compulsory labour

*The brown highlighted issues are the materials issues for the company

36 In 2014, we developed a “Stakeholder Engagement Plan” to to include all stakeholders’ material issues and to be able to actively engage with our stakeholders, listen to them, build a further align our business practices with needs and expectations relationship with them and then respond better to their concerns raised during the engagement exercise.The plan was developed in a mutually beneficial way. By conducting the stakeholders’ around the following five steps: engagement exercise, the materiality map will be revised in 2015

1 Plan • Establish objectives, scope • Identify and prioritise stakeholders

6 Apply 2 Prepare • Assess and share internally • Identify issues • Report back to stakeholders • Categorise issue 6 2 • Prioritise issues

5 Evaluate 3 Design • Design evaluation method 5 3 • Identify engagement • Evaluate process and results mode • Determine need for further • Identify technique and engagement need for facilitation • Identify engagement 4 questionnaire • Design engagement questionnaire • Determine timeline for 4 Engage completion • Prepare the team • Provide stakeholders with background information • Conduct engagement workshop

Our targets for 2015

• Implement the developed framework for stakeholder engagement plan and revise the materiality map

• Establish a robust sustainability communication plan to engage stakeholders on wider sustainability issues and company’s performance

37 Our Guests

38 39 40 06

Our Guests

Building on today’s busy, fast moving world, time is our most embracing the challenge of making all time spent to understand precious commodity. How and with whom we choose to spend and meet the individual needs of all who we deal with. In doing it is perhaps one of the most important decisions we make in so, we strive to continually build long-term relationships with our our lives. At Rotana, we have chosen to acknowledge this fact by guests and ensure to exceed their expectations.

Our focus areas • Satisfaction • Education and Inspiration • Innovation and Technology • Health, Safety and Security

Our progress • Rotana Guest Satisfaction Survey (RGSS) Score 88.0% √ • 90 Guests Sustainability Education Activities √ • Reduce Health and Safety incidents by 20% ¨ • Launch CRM and communication to the hotels √ • Increase the Rotana Quality Standards (RQS) Score √ • Implement the Treasured Time training programme (Guest care programme) √ • Achieve Hazard Analysis and Critical Control Points (HACCP) certification for 90% of our hotels √

Achieved √ Ongoing ¨

41 Guest Satisfaction

In a world where feedback from guests drives business decisions, our most important measure of success is our guests and their satisfactions. Rotana deals with “Market Metrix“, the leader in feedback solutions for the hospitality industry, to collect guest’s feedback. It covers the entire journey of guest experience from making a reservation to departure, assessing the quality of services such as housekeeping and laundry, pools and fitness centres as well as restaurants, lobbies, spas and other guest areas. Detailed reports with performance charts, scoring summaries, and executive analyses provide insights into how we can continuously improve. By connecting feedback with revenue, Market Metrix helps us to make smart investment decisions that both improve the guest experience and produce higher profits and also used as an input into training programmes to address service shortfalls.

Our colleagues achieved 90.1% score by our guests on their attitude.* *2013 RGSS results

“Rotana considers every guest as an Rotana guest satisfaction survey important customer. We wish to ensure In 2013, overall 61,000 guests responded to the survey that every guest throughout the year with a satisfaction score of 88.5%. leaves our hotels In 2014, the overall score for Rotana Guests Satisfaction score satisfied with the was maintained with a result of 86.6% for 81,309 surveys service they have responded, this is an increase of 2.5% response rate from 2013. received and the desire to return. We do this by following 84% of our guests confirm that Rotana’s brand promise a ‘can do’ approach. ‘Treasured Time’ was fulfilled by making their stay with We ensure that us a treasured experience. our service levels are consistent and distinct throughout each of the brands. Our desire is to surpass guest Guest‘s Champion Story expectations so that they will remember the time spent in our Ms Abbou was staying at Rihab Rotana for 18 nights. As she hotels and encourage others to visit.” suffered a broken arm, it was very challenging to complete her Dominic Carr daily activities and routine. Everyday, she required continuous Corporate Vice President and careful assistance. Quality and Customer Service Excellence Both Babegenn (Front Desk Agent) and Eireen (Housekeeping attendant) volunteered to assist Ms Abbou. They had divided the tasks among each other to ensure the guest is comfortable during her stay at the hotel. Guest service champions Babegenn worked in the morning shift. She came daily at Every minute, hundreds of interactions take place between 5:00 am, 2 hours before her duty starts to assist Ms Abbou to our guests and colleagues. Some of these interactions exceed get ready. During her visits, she came to know that guests’ expectations and create ‘treasured experiences’ that are Ms Abbou likes fresh fruits but was unable to peel them due cherished for life. to her fractured arm. So Babegenn made sure that peeled To this end, we provide our colleagues with Knowledge is Power fresh fruits are available in the guest room every day. (KIP) training that equips and empowers our colleagues to meet From her side, Eireen assisted Ms Abbou during the day. She guest’s demands and to surpass their expectations. The Rotana helped in bathing, washing and pressing clothes and arranging Guest Service Champion Award recognises colleagues who her meals. Eireen extended her duty for 2-3 hours daily. go beyond what standard service requires. They surprised our guests with spontaneous actions, little gestures and sometimes, heroic acts.

Our Guest Service Champions of the Year received their awards and trophies during the 2014 Annual Rotana Conference, UAE.

42 Rotana Rewards, our loyalty programme Guest‘s champion story Rotana was the first regional hotel company to launch a loyalty During Eid Al Adha period, the city of Karbala gets very programme for dining and staying in 1999 and reached more than busy with pilgrims and visitors. During his visit to one of the 72,363 members in 2014 for the three types of Rotana Rewards shrines, a Saudi national, who was a guest at Karbala Rayhaan Programmes: Exclusive, Select and Classic. by Rotana, lost his passport. He tried in vain to look for it but Our repeated business average increased from 40% in 2012 to due to the large crowds, his attempts to find the passport 48% in 2013 to reach 54% in 2014. were not successful.The problem seemed more complicated as the Kingdom of Saudi Arabia closed the doors of its embassy in Baghdad in 1990. The guest was devastated and Rotana Rewards members lost all hopes of finding the passport. reached 72,363 in 2014 Without hesitation and challenging the large crowds in the The programme is the most regionally relevant loyalty programmes city, Amer Ibrahim Hussein, Security Supervisor, formed a in the Middle East and Africa, ensuring that every Rotana hotel is search squad with some of his friends. They all headed to the busy. For four consecutive years (2011-2014) Rotana has won the shrine area where the passport was lost. Best Loyalty programme for its Rewards programme during the After six hours of continuous night search, Amer was able to Business Traveller Middle East Awards. find the passport and return it back to the guest. Leo arranged for a speedy pickup of the bag and handed it over to the guest. Leo ensured that the guest left the country on time. Rotana Rewards Rotana Rewards Exclusive Select

Rotana rewards members 90

60 Quality audits Our hotels undergo Quality Audits to measure our performance 50 against Rotana’s set standards. The detailed audits provide us 72,363 with tools to assist through each part of the quality assurance 40 59,878 process: communicate, train, audit, analyse and act. In 2013 and 2014, we have further improved our results. 30 36,950 23,903 20 19,210 Rotana quality standards audits score 2014 10 2010 2011 2012 2013 2014 90 Number of active members 86.6 86.2 78.9 75.2 80 Members renewal ratio 70 2012 2013 2014

60 54% 50 tio%

40 l Ra 48% wa

30 ne Re 40% 20

CentroArjaanRotanaRayhaan 0% 20%640% 0%

43 Members by programme Local heritage 90 Preserving Emirati heritage and informing our guests about 46,218 the local traditions, Rotana has partnered with Sougha, a 80 social enterprise which markets on behalf of the local Bedouin artisans to improve the livelihood in opportunity deprived 70 locations. Sougha products are displayed for sale in 29 Rotana 22,098 hotels in the UAE for tourists and guests to purchase, learn 60 about the country’s artisanal traditional products and create opportunities for unemployable or difficult to employ Emiratis 50 with entrepreneurial potential. 17,826 40 16,149 17,112 13,228 30 10,631 7,698 6,610 20

10 Exclusive Select Classic

2012 2013 2014

Guests perception Sustainability has become increasingly more important to our guests and the communities in which we operate. We strive to ensure that our hotels’ sustainable practices impact the satisfaction and intention of our guests to return to our hotels. Best Loyalty Programme, Middle East Surveys completed by our hotel guests have confirmed that Business Travellers Awards 2012 - 2014 our practices overall do have a positive relationship on guests’ satisfaction level and return intentions. As per our 2014 RGSS (Rotana Guests Satisfaction Survey) results, sustainability was Cultural connection ranked 6 in the factors correlated with guest intent to return. Being a leading Emirati Company in the hospitality industry, As for our quality audits, we have integrated environmental each of the Group’s hotels reflects local culture by providing our sustainability criteria in the audit questionnaires in 2013. To guests with a warm welcome and a place to socialise and discuss evaluate our hotels practices specifically in the guest rooms. We the affairs of the day. All our hotels have in their lobby Arabic have achieved scores of 87.8% in 2013 and 86.3% in 2014 on the coffee and dates to add value to the hotels, by connecting our set sustainability criterias. international guests to the Arabian culture, and explain more of the local cultural history.

100 87.8 86.3 90

Coffee and dates welcome guests at every Rotana hotel 10 2013 2014

44 UAE National Day Rotana Egypt Rotana UAE hotels celebrate the annual National Day of the On World Heritage Day, Coral Beach Rotana Resort - UAE union with a variety of events, festivities and shows for Hurghada organised an exhibition on ancient Egyptian the whole family around the emirates. Pharaonic civilisation set to music of Opera Verdi “Egyptian International Opera” to educate hotel guests about Egyptian civilisation.

Innovation and Technology

In this day and age, the ability to be dynamic and adapt to a 100% on a genuine personal welcome and interaction with our changing environment is the only means of survival, and an guests. entity that cannot adapt fast enough will become obsolete immediately. At Rotana, we are constantly pushing for innovation and development in all departments and we strongly believe in meeting guests’ evolving needs. This requires keeping the hotel owners aware of the continuous need for renovation on all levels in order to ensure the guest’s expectations are exceeded.

In the past two years, we have put a lot of emphasis on “Technology is technology and have implemented several guest focussed an essential part technology initiatives including launch of Rotana Mobile App on of the industry iOS, Android, Blackberry World and Windows Store. evolution and many Mobile platform: With the mobile and smartphones evolution a new trends have few years back, we decided not to focus on a specific product or emerged based on solution but to keep our clients digitally engaged and connected the customer needs with us. Hence we deployed a mobile platform that integrates and expectations. with hotels’ key application in order to extend value added However, it is services to our client via the various available smart devices. important to note that the purpose The objective was to increase hotel revenue, improve our hotels’ of investing in efficiency and enhance our guests experience. technology is to bring Online check-in: Rotana embraced the smart technology added services to the service model even further by introducing online check-in guest and enhance service, allowing our guests the option to speed up their check-in his experience” experience at the hotel by completing their check-in online using either rotana.com, Rotana App or an html link. The Rotana online Samir Abi Frem check-in ensures that our colleagues at the front desk focus Corporate Vice President - Information Technology

45 Tablet delivered services With the burst of tablet options now available on the market Rotana mobile app and the various applications that can be developed using them, Rotana App is available on four mobile stores (Apple, Android, Rotana, re-evaluated certain processes that could improve our Blackberry and Microsoft) two years ago, resulted in a 20% guest satisfaction with the use of tablets: increase in monthly mobile bookings, delivering significant • Tablet check-in check out: 85% of guest’s surveys found the return on investment in developing the monthly platform. tablet check-in a better check-in experience to a typical hotel paper registration card check-in. • Guest curveys: Guests complete a quick satisfaction survey on the tablet presented to diners, event’s organisers. Greater response rates and more details satisfaction intelligence allowed the company to improve the guest experience. • E-menus: Tablets including menu items and wine selection are presented to guests in the restaurants to improve their dining experience more accurate understanding of their selection.

Guest Education and Inspiration

We know we have an important role to play in implementing Plant a Tree with Rotana: Rotana hotels in UAE initiated the sustainable business practices that minimise harm and maximise “Plant a Tree with Rotana” project to raise funds to plant 100 Ghaf benefit to the environment, the economy and our local trees and 15 Cedra trees through corporate planting programme community. But we also know our efforts can only be more of “Give a Ghaft” organisation in the UAE and Emirates successful in partnership with our colleagues, guests, owners Environmental Group, EEG. The funds are raised during 5 months and communities. Therefore, we aim to create awareness through selling 333 of a specially produced “Plant a Tree with among our guests and inspire to implement programmes and Rotana” mug across all Rotana properties in the UAE. to communicate clear messages relating to protection of local environment, community and the culture.

Engaging our guests We know that by engaging and educating our guest we can achieve better results. In 2014, we implemented 123 activities and campaigns aiming to raise our guest’s awareness towards environment and health issues. Earth Hour: a global climate change awareness campaign organised by World Wide Fund for Nature/World Wildlife Fund (WWF), was started in Australia in 2007 and has become an annual global environmental activity. Rotana hotels joined the hundreds of millions of people around the globe in switching off lights in the various back and front of the house areas for one hour on March 29, 2014 at 8:30 pm and doing various activities UAE Green Festival: Rotana hotels in UAE have participated in to entertain guests and colleagues while in the dark. the UAE Green Festival, a month long countrywide celebration In Park Rotana Abu Dhabi, Engineering Team designed an Earth that is specifically designed to educate people across the seven Hour signage powered by LED lights which is linked through a emirates about a new way of life that’s achievable in an enjoyable cross trainer. The lights was lighted only by people using the cross and sustainable way. trainer. Guests participated in the event. We called this activity The festival started from 16 March and ended on 16 April 2014 Get Fit and Light Up. During this period hotels initiated exciting activities to educate and engage guests: • Launching ‘the sustainable table’, which is a green menu in all day dining restaurants • Guests sports activities • Guests planting activities • Recyclables arts and crafts competition • Guests environmental education and awareness

46 Rotana colleagues from different departments created 324 arts and crafts pieces out of recyclable items. The finished arts and crafts are displayed in the hotel lobby and hotel guests were asked to vote for the best piece of their choice.

Arts and Crafts pieces created by Rotana colleagues

In 2014, we have implemented 123 activities and campaigns aiming to raise our guest’s awareness towards environment and health.

Guest Health, Safety and Security

Ensuring the Health, Safety and security of our guests is of prime • Total number of Non Conformances Reports (NCRs) raised importance to us; therefore we have deployed health and safety, during the 36 audits dropped from six NCRs in 2012, four in security, food safety and emergency management systems in 2013 to only one NCR in 2014 for the whole group line with local and international guidelines and standards. These • Total number of observations/numbers of Rotana hotels audited systems are designed at corporate and hotel level to ensure safe dropped from 7.22 in 2012 to 5.7 in 2013 and 5.06 in 2014 areas. • Total Number of NCRs/numbers of Rotana hotels audited Safeguarding food safety dropped from 0.6 in 2012, 0.1 in 2013 to 0.03 in 2014 At present, 84% of our operating hotels are certified under In 2013, 91% of our hotels food handlers were trained on the Hazard Analysis and Critical Control Points (HACCP) for food basic level of food safety and 87% in 2014, that beside the safety management system implementation and the focus is to intermediate and advanced food safety programme and HACCP ensure all our hotels will be certified. trainings for supervisory and managerial level. To further raise • During 2014, a total of 36 third part audits were conducted the bar on safeguarding food safety and hygiene, our aim is in Rotana properties by third part auditing company, Bureau to have all our food and beverage operations go beyond their VERITAS, resulting in a total of 37 HACCP certified hotels local regulatory requirements to achieve Hazard Analysis and Critical Control Points (HACCP) certification in six months of • Three hotels newly achieved their certification in 2014 the opening date.

47 Abu Dhabi Food Control Authority HACCP Certified Hotels audit scores 40 Number of Average score 37 inspections 35 34 2013 139 97% 32 2014 79 97.8% 30

* Total number of inspections conducted in 11 hotels in Abu Dhabi by the 25 food control authority. 22

20 16 15 11 Rotana suppliers evaluation programme 10 7 In 2013 and 2014, we have audited 147 food suppliers, rejected 12 suppliers for non-compliance 5 3 1 with Rotana Food Safety Standards. 0 Total of 515 supplier’s evaluation audits 2006 2007 2008 2009 2010 2011 2012 2013 2014 completed till date. 84% of Rotana hotels are HACCP (Hazard Analysis and Critical Control Points) certified

Safeguarding health, safety system manual, monitoring and reporting quarterly on our performance to evaluate progress. Rotana is continuously working to improve the Emergency, Health, and Safety performance in our hotels. After deploying A corporate health and safety framework was developed in the Environment, Health and Safety management system across 2013 in order to improve the H&S system’s implementation and all Rotana hotels, we started implementing the EHS management practices. It includes the following stages:

√ Achieved ¨ On Plan

I Health and safety awareness and culture Status • Develop and launch EHSMS corporate manual √ • Develop and launch LIFE EHS module for orientation programme √ • Develop EHS basic awareness training √ • Develop H&S communication procedure (posters, boards, signage, intranet) √ • Measuring colleagues and guest’s security, health and safety perception about Rotana √ • Develop H&S awareness campaigns for all hotels √ II Hotels hazards identification and risk assessment • Complete EHS team certification training on risk assessment √ • Develop EHS risk assessment procedure √ • Develop EHS risk assessment training materials and tutor notes to train all HODs and Assistants √ • Conduct departmental generic SOPs risk assessment ¨ • Conduct hotels site risk assessment ¨ • Amend Rotana generic SOPS to include H&S steps ¨ • Develop occupational H&S procedures and programmes ¨ III Hotels health and safety inspections and auditing ¨ • Develop hotels H&S checklists for routine EHS team inspection √ • Develop H&S audit guideline and protocol to be used for: ¨ - Annual audits (part of EHS/SUS audits) ¨ - Hotels biannual self-assessment/internal audits (scores, classification of hotels risks) ¨ - Integrate minimum H&S criteria's in all CVPs audits ¨ - Amend H&S policy, linking it to incident reporting and investigation policy √

48 IV Incidents reporting and investigation • Develop a corporate incident reporting and investigation procedure √ • Develop a corporate incident reporting and investigation training √ • Amend HR H&S policy, linking it to incident reporting and investigation procedure √ • Harmonise and create e-fillable online H&S incidents reporting form √ • Calculate and analyse quarterly and annually over all company’s H&S performance and indicators √ V Fire and emergency response ¨ • Complete and launch corporate emergency management plan ¨ • Develop and launch LIFE: Fire and emergency module √ • Develop a harmonised corporate fire and emergency refresher training all hotels √ • Develop fire and emergency response mandatory awareness training √ • Develop a policy for mandatory drills frequencies for all emergencies (hotel and corporate level), including √ colleagues accommodation

Al Maha Arjaan by Rotana, UAE Al Bustan Rotana, UAE On World Health Day, the hotel management initiated a free Was the first hotel in the group to achieve the OHSAS medical check up to celebrate the day inviting all in-house 18001 – Occupational Health and Safety Assessment Series guests and colleagues to have their health screened with in 2014. Many hotels are targetting to achieve the said diabetes screening, blood pressure checkup, BMI, physician certification in 2015. consultation, diet advice.

Erbil Rotana, Iraq Park Rotana, UAE Guests were invited to the hotel kitchen and shared their To ensure availability of first aider at all times for guests cooking experience with the chef. Our executive chef and colleagues, an FCS phone to be called is provided to presented health and safety tips for food preparation. nominated first aiders. Though there is always a first aider in every department, there are times when a first aider is not nearby especially during the night. Thus, they assigned an FCS number which is configured through the operator with assigned alerts and escalations if an issue has not been attended to. The FCS phone is assigned to colleague nurse during the day and to security during the night. The other first aiders continue doing their responsibility in their respective departments and whenever called upon. The nominated first aiders are to be called on emergency cases and whenever there is no first aider available nearby.

49 Fire safety and emergency Safeguarding guests security Fire safety in Rotana hotels have equal importance with other Our hotels we have invested in various security measures like business objectives. This is driven through the executive vice luggage screening, metal detectors, x-rays machines, regular presidents for strict implementation by general managers training of security personnel and organising awareness and annually audited in all hotels by engineering to ensure campaigns for guests. At the corporate level, we have constituted performance and practices are in line with Rotana’s fire safety a security policies committee that reviewed and harmonised the standards built with reference to the USA National Fire Protection company security policies, processes, implementation of security Associations. procedures and preparedness of hotels for security risks. As part of its EHSMS programmes, Rotana requires its nominated contracted companies to have an Emergency, Health, and Socio-political and ecological drivers Safety Management System (EHSMS), the implementation and Political instability, conflict between nations, threat of terrorist observation of which must then be approved and monitored by activities, occurrence of infectious diseases, extreme weather our hotels. conditions, natural calamities, etc. directly affect level of travel An emergency management plan was developed by a corporate and business activity. While we have minimal control over emergency planning committee. The manuals describe processes these risks, we diligently observe the national and international to address emergency, natural disasters, health risks and other conditions for taking any decisions or adapting our operations. threats to business continuity, including data security and backup, guest and colleague’s safety and safeguarding of property and assets. In 2014, hotels fire safety audits were The deployment of Health and Safety and Security Management completed in our hotels achieving systems and action plans has helped us to improve guest an average audit score of 87%. perception of safety practices at our hotels.

50 Privacy and data protection Our robust security measures and privacy management programmes help us give our guests and colleagues the confidence that we are safeguarding their personal data and respecting their privacy. The way we handle privacy and security is a vital part of our responsibility to our guests and essential to the success of our business and to strengthen our reputation through our efforts in these areas. Our hotels guests trust us with their personal information and their privacy. Protecting that information and respecting their privacy is fundamental to maintaining that trust. Our privacy and security programmes govern how we collect, use and manage guests information – from ensuring the confidentiality of their personal profile to protecting and securing their information before, during and after they stay in any Rotana hotels. To ensure this is executed well, we use technology to make it easier and more secure and we include checking on its compliance during the annual IT audits as well as front office audits.

Our targets for 2015 Education and inspiration • Implement 100 activities and awareness campaigns in all Rotana operating hotels engaging and educating guests on health and environment topic

Guest health and safety • Reduce guest health, safety incidents by 10% • Further improve our disabled guests rooms standards to meet universal access guideline • Review our policies and procedures for universal access to enhance disabled guest experience • Revise our baby sitting procedures and add training requirement on specific babysitting beyond CPR and pediatric first aid

Guest satisfaction • Improve LRA sustainability audit score • Improve the group Rotana guest satisfaction survey results

51 Our Colleagues

52 53 54 07

“LIFE” has its rewards

At Rotana, we know that the single most important factor in sourcing potential candidates, providing job security and career keeping a property at peak performance is its manpower. enhancement through training and development and creating a Our human resources vision is to be the preferred employer by sense of belonging and loyalty within Rotana hotel’s team.

Our sustainability goals • We will ensure guests satisfaction and provide value for money through the realisation of sustainable business and operational efficiency • We will protect the health, safety, privacy and security of guests by adhering to international principles that respect human rights • We will instill a culture of sustainability through education and promotion of sustainability values and principles amongst our colleagues • We will protect the health and safety of our colleagues by adhering to international principles that respect human rights • We will ensure colleague’s satisfaction and wellbeing at work Our focus areas • Engagement • Learning and development • Fair employment • Welfare, health and safety Our progress • ‘Engage to Life’ satisfaction survey score √ • Strengthening executive and leadership development ¨ • Reduce turnover √ • Minimise occupational health and safety incidents by implementing a holistic health safety framework ¨ • Improving incidents reporting system by rolling out an online security, health and safety incidents reporting tool √ • Develop and launch the corporate emergency management plan √ • Improve colleague participation and volunteering hour’s contribution in different activities √

Achieved √ Ongoing ¨

55 Profile

With 20 years’ experience of hiring competent people in the We aim to ensure colleagues development, training and retention industry to run our hotels and resorts, it makes the service strategies. We operate surveys and competency programmes, experienced by our customer world-class. Attracting, developing participate in career fairs, as well as a centralised recruitment and retaining the right talents are fundamental to our success. system that gives access to colleagues from around the world.

Our priorities

Value to the business I believe that the lowest paid job at a Talent acquisition hotel is very often To attract and source the right talent, in line the most important with our on-going workforce expansion. for its success. You can go to the best hotel in the world, but if your plate is Leadership development not polished, your To develop a robust and diverse pipeline glass is not clean, or of leaders. the bellboy not as friendly as the manager, you may not want to head LD resources back there, It is our To enrich our learning and development people that make resources and portfolio with new competency all the difference to Rotana’s continued success. /values driven programmes. Selim El Zyr Vice Chairman

Colleagues engagement To maintain a highly engaged, empowered and accountable culture. The total permanent headcount in our hotels at the end of 2014 was 11,031 colleagues. The overall gender split of our colleagues is 81% male and 19% female. The age profile also remains relatively young (53.5% younger than 30 years, 2% older than 50 years. The proportion of senior managers (Department Head and Colleagues by country General Managers) is 4.53%. 10,000 8,396 Colleagues by gender 20 8,000

6,000 2012 2013 2014 4,000 10

2,000

121439 365 164216 327412 210325 56

n ain ypt ait abia Syria UAE Eg distan)Kuw Oman Qatar Suda 0 Bahr ur Lebanon Saudi Ar % females % females Iraq (K total colleagues management level

56 Total number of full time Colleagues by level colleagues 12,000 10,000

Senior management (#) Mid management (#) Line colleagues (#) 11,000

5,000

10,000

9,000 0 2010 2011 2012 2013 2014 2011 2012 2013 2014

Colleagues by age

100.% 2012 2013 2014

50%

Our Rotana careers website alone attracts talents from more than 182 nationalities, as we have already more than 232,000 applicants registered on our careers webite. 0% 18-30 31-4041-50 51-60

57 Engagement

In 2013, Rotana entered in an agreement with Aon Hewitt At the corporate level, we also take actions to strengthen our to conduct ‘Engaged to Life’ the company’s new colleagues’ colleague’s engagement during their employment with Rotana as satisfaction survey to give our colleagues the opportunity to give it has a direct impact on their loyalty, retention and willingness to constructive and honest feedback to enhance their Rotana LIFE recommend the company as a preferred employer. experience. The engagement survey enables us to: • Assess colleagues’ attitudes and beliefs about their work activities, opportunities, quality of work life, company You opinion will shape our future procedures and policies, rewards, people, etc In 2014, 8,603 colleagues participated in the ‘Engaged to • Identify the extent to which colleagues are observing and Life’ survey representing 84% of eligible total colleagues, managers are supporting the desired behaviors throughout the 4% higher than 2013. Overall colleague engagement score is organisation 66%*. This is 2% increase compared to 2013 (64%) and 6% above the average Middle East scores, placing Rotana in the • Reinforce the idea of shared responsibility to improve business moderate zone. results *The 2013 and 2014 survey results are reported without comparison with previous years since a new survey methodology is used. However we • Identify key drivers of colleague engagement benchmark with the Middle East and market average. • Learn whether different groups of colleagues have different needs or issues The engagement survey is administered by Aon Hewitt itself.

“Colleague’s engagement is an investment we make for the privilege of future proofing our organisation’s productivity and performance.” Emphasising dialogue and engagement The Aon Hewitt engagement model is based on measuring and Starting from the corporate office to all hotels, we do foster an studying three key behaviors displayed by colleagues: atmosphere of open communication. Our hotels use different means to ensure that colleagues are informed, kept updated and their opinion heard at all time: notice boards, weekly meetings, monthly team gathering and meetings. The senior management of each hotel engages all colleagues on different matters and seek their feedback or concern during round table lunches or breakfasts. The different type of meetings and gatherings are held to keep colleagues updated on priority business issues, celebrate achievements, recognise guest’s champions, and distribute awards and encourage colleagues to express their concerns and expectations.

Say: 77% of Rotana colleagues would not hesitate to recommend Rotana to a friend seeking an employment. Strive: 71% of Rotana colleagues agree that Rotana motivates them to contribute more than is normally required to complete their work. The survey findings also showed that there was room for us to improve on total rewards, opportunities and quality of life. At the hotel level, focus group, departmental actions plan are submitted to the corporate office to address feedback gathered from the survey and actions to be implemented.

58 To complement these initiatives, we have implemented an online Turnover rate by age (%) system CHAT (Candid Honest Actual Talk) to facilitate structured communication of Rotana hotel colleagues with the company’s 100 executive. Rotana CHAT was launched in 2014, a quarterly virtual .1 .2 .7 .5 64 63 presentation, where Rotana colleagues engage in a live chat 65 68.2 64 with the Chief Executive Officer and Chief Operating Officer. .1 .7 While conveying Rotana’s strategic direction and updates, Rotana .5 29 26 29 28.8 30.2 CHAT offers the opportunity to establish a productive and 50 transparent dialogue with the company’s executives: updating colleagues on priority business issues to and encouraging them 1 1 1 9 9 2 9 to express their concerns and expectations. With the ambitious 4 4 5. 5. 4. 1. 1. 5. 4. 0. 0. company’s growth, expanding geographical spread and the 0.8 raised communication expectations of the digital age, the CHAT is indeed an essential tool to ensure that our brand’s culture and stories are aligned across the company with an emphasised 0 dialogue and engagement. Group Group Group Group (18-30) (31-40) (41-50) (51-60+)

Turnover by region/country (%)

120

100

80 Turnover rate (%) 60 40 36.6 37.2 34.9 32.0 29.7 40

30 20

20 0 A a ain aq ri ypt Ir KS Sy n Oman Sudan Bahr Eg banon Qatar Kuwait Le Abu Dhabi& Al Ai Dubai & NE

0 2010 2011 2012 2013 2014

Retaining our colleagues With the various engagement programmes and human resources practices, we were able to reduce our colleague’s turnover in 2014 by almost 3% less than 2013 and have reduced the female turnover rate from 6.3 to 6.1%.

59 Learning and Development

At Rotana we believe in ‘setting out to win’ by creating the On-stage programme: Even in today’s information and competitive advantage, understanding the industry, our business, technology-driven age, excellent public speaking skills remain the market and our guests. We believe in ‘Winning through central to excelling personally and professionally. Every People’ by building through relationships and developing the presentation can truly make or break a manager’s career. The capability of the people to meet current and future needs and we 2-day ‘On-stage’ programme has been tailored in line with Rotana’s believe in ‘Delivering Impressive Results’ by translating vision and competencies ‘Influencing Outcomes’ and ‘Building Relationships’. strategies into action to deliver results and continuous success. It covers the presentation and public speaking skills required to We update our learning and development programme based on deliver a successful business presentation. the annual analysis of training needs across the company. In light of the company’s business development plan and to enrich our learning and development resources and portfolio with new competency/values-driven programmes, a series of new development programme were introduced or updated in 2013 and 2014: • More Time For You programme • Presentation Skills and Public Speaking programme • Duroob Development programme (GCC Nationals) • Leading Hoteliers programme • Effective Coaching programme • Rotana Guest Experience programme

Unit 2013 2014 Total training hours Hours 340,940 347,258 Leadership Development Programme Average hours of training per hours 19 31.48 In light of the group’s business development plan, Rotana General Colleague Managers LEAD Development Programme, LEAD 1, 2 and 3 Total training cost USD 2,317,373 2,769,775 continue to remain for the 4th year an effective programme to developing a robust and diverse pipeline of leaders and improving their skill sets to ‘stay in the competitive market’ and to become well equipped to support the group in expanding its Developing our colleagues portfolio. Since the programme rolled out in 2011, we engaged 52 Developing our colleagues and talents is a central component selected executives in a range of job simulations, ability tests and of our learning and development strategy. We offer an array personality questionnaires, which reflect the essential behavioral of learning opportunities for colleagues across the company. elements of the role. The process is based on a standardised In addition to the many different programmes Rotana has process to drive objectivity and fairness and is widely regarded as established to develop our people, in 2013 and 2014 we launched one of the most accurate and valid procedures of determining an the following programmes beside Leadership Development individual’s strengths and development areas. Programmes LEAD. • Mentor for Life programme: the programme was created The LEAD 2 programme places strategic emphasis on the to develop the mentoring relationship between mentors development of Executive Assistant Managers at Rotana. and mentees and to enable the company’s mentees to The LEAD 3 programme embodies Rotana’s commitment to optimise their full potential. The 2-day programme covers the develop our high potential Department Heads. It offers them the fundamentals of mentoring, the relationship between mentor opportunity to enhance their competencies and to achieve their and mentee and various development theories that can be career aspirations to become Executive Assistant Managers. applied in the relationship. • Winning Business Case programme: As executives manage the resources of their departments, justification for projects or initiatives is imperative in order to advance a manager’s Since we initiated the LEAD programme in 2011, we have cause. In most occasions, a business case is required to developed 52 participants: document the initiative and to move it through the approval • LEAD 1: 24 General Managers and funding process. The 1-day programme covers how to write a persuasive business case that will allow participants to • LEAD 2: 12 Executive Assistant Managers withstand challenges from individuals who do not fully support • LEAD 3: 10 Department Heads their initiatives.

60 TAROT programme Recognition and awards The Accelerated Refinement of Talent - is a fast track Rotana Guest Service Champion Awards recognises the development programme in which participant will be behavior and effort of a colleague who goes the extra mile to trained over a period of 18 months with progressive growth create a ‘Treasured Time’ experience and promote Rotana as a opportunities. It will give them a chance to ‘create their own guest caring brand. deck’ and choose from options that best suit their learning style. Long Service awards: Are given to our colleagues to recognise The programme covers all the necessary areas needed for a and encourage their loyalty towards Rotana for completing 5, 10, future managerial role with Rotana. The plan focusses on the 15 or 20 years and boost their morale. development of the competencies, technical skills as well as the way to manage people. Life cards: Are a formal acknowledgement of a person’s behavior, effort or business result that supports Rotana or the property’s goals and values and which has clearly been The number of TAROT colleagues beyond expectations. Communicating and celebrating the employee’s performance encourages the colleague and reached 23 in 2014. others to continue or copy the behavior.

Performance management reviews Colleagues personal development plan The Rotana performance reviews policy enables us to Unit 2011 2012 2013 2014 communicate performance expectations to colleagues at the start of the year thereby ensuring that day-to-day actions Number of 944 1,017 1,084 1,091 1,115 throughout the year contribute to the achievement of business promotions strategy and to provide a formal process to accurately evaluate performance as a basis for sound business decisions in Number of 494 398 540 426 561 compensation management, succession planning and talent inter-company management. For three consecutive years. The first stage of the transfers Performance Management Reviews is the Performance Planning where the line manager and colleague meet at the start of the year to discuss job responsibilities, agree on performance goals 2,334 LIFE cards were issued to our for the year ahead and plan the personal development needed to support effective performance. 100% of our eligible colleagues colleagues in 2013 and 2014. (completing six months) received an annual performance review.

Service Champions award Rotana Awards are established to recognise individual properties as well as individual General Managers for their continuous efforts LEAD 2, and commitment towards exceeding company’s expectations, Bloc 1, 2013 demonstrating exemplary performance and achieving excellent results in the following areas; GOP, Guest Satisfaction, Colleagues’ Retention, Corporate Social Responsibility, Innovation, Owners Relations, Sustainability and Duroob Programme. Rotana Awards were presented during the annual General Managers conference LEAD 3 for the following criterias: Programme, • Chairman’s Award Bloc 1, 2014 • Hotel of the Year Award • Hotel Achiever of the Year Award • Manager of the Year Award LEAD 3 • Hotel Opening of the Year Award Programme, • President’s Award Bloc2, 2014

Promotions and inter-property transfers To demonstrate the company’s commitment to career development, the promotion and inter-company transfer policies reward high performing colleagues by promoting them or transferring them to other Rotana properties thereby retaining knowledge and skills within the company In the process, we motivate and encourage colleagues to participate in their own self development and strengthen the image of Rotana as a preferred employer. A minimum notice period of one month is given to colleagues before an approved inter-property transfer is done.

61 Rotana Earth award In 2013, we added the Rotana Earth Sustainability Award to the company’s awards to recognise our hotels’ efforts for achieving outstanding sustainability results.

Rotana Earth module In 2014, we added and developed a new sustainability module to Rotana’s orientation programme to introduce to our new joining colleagues the Rotana Earth sustainability platform and educate them on sustainable practices. We hope our colleagues will be more engaged and be inspired to take individual actions in making a difference. Villa Rotana, winner of Earth Award 2013

Fair Employment

Rotana is committed to providing an inclusive, non- discriminatory workplace which gives opportunities of continuing development Our colleagues comprise more than 82 to all colleagues as well as fair consideration to all applicants nationalities from around the world. regardless of gender, age, nationality, religion or disability. At our operations across the world, Rotana adheres to all local laws relating to worker rights and we also takes significant steps to help ensure that there are no violations of worker rights, including A grievance procedure is available to any colleague who believes forced or compulsory labour, among contractors. that he or she may have been unfairly discriminated against. As part of the routine Human Resource audit of hotels, the Diversity and equal opportunity corporate office monitors the implementation of this non- Rotana is committed to fair employment practices without discrimination and grievance policies, and that compensation, discrimination. A human resource policy is available for equal benefits, promotions, transfer opportunities, training and other opportunity to ensure that: benefits are administered without discrimination. • All colleagues and job applicants are treated equally regardless As a result of the policies and the auditing practices, during the of their race, colour, religion, nationality, ethnic origin, or last two years there were no violations of rights for indigenous gender people and no incidents of discrimination. • All properties recruit, develop, promote and reward individuals According to information supplied by each hotel, in 2013 and on the basis of experience, abilities, and qualifications and in 2014 approximately 6.9% of permanent colleagues in Egypt accordance with business needs and Sudan participated in some form of collective bargaining agreement between workers and hotel management.

62 We do not participate in forced and compulsory labour or child labour of any kind. Our policy on age of employment is to strictly The total paid in colleagues’ salary, observe local laws and regulations in every country of operation. benefits and rewards in 2014 220.1 Million USD Colleagues benefits and compensation At Rotana, total compensation comprises colleague’s wages and benefit that reflect competitive local market standards, fairly competitive within the hospitality sector in the MENA region and are above the standard entry level wage where applicable in the countries where we operate.

The company’s management relies on the following for the remuneration, compensation and benefits decision: • Hotels grouping • Hotel positions grading system/population • Positions salary scale by region To this end, we structure our compensation profiles to reflect • Performance management policy salaries, performance and equity across job position. And to • Competencies framework ensure that its compensation package retains its competitive edge, Rotana participates in an annual compensation and benefits • The Rotana Balance Score Card (RBS) policy to fairly recognise survey and has signed an agreement with Aon Hewitt, a 3rd party and reward eligible colleagues for their contribution and good company for salary surveys. performance Rotana also offers food and beverage discounts and stay over To encourage colleagues to be involved and to participate in the discounts for colleagues and for colleagues’ friends and relatives. success and growth of the company, a performance management policy has been established to reinforce the company’s belief Overtime is duly compensated and a policy is developed so that that the good performance of our colleagues directly reflects our colleague’s passports are secured with human resources. on our growth, and colleagues who contribute with their good performance merit recognition and rewards, thus motivating them to be highly productive on an ongoing basis. Therefore men and women are treated equally in the salary administration process.

63 Welfare, Health and Safety

Rotana’s commitment to colleagues Health and Safety has In parallel, several activities, awareness campaign and remained steadfast throughout the company’s history. programmes were implemented to boost the health and safety culture of our colleagues. The company has worked diligently to implement several programmes, initiatives, policies, and guidelines to protect its Every hotel appoints a designated person, environment, health most valued resource - its colleagues, thus resulting in 0 work and safety manager or officer to oversee health and safety related fatalities. In 2015, we aim to enhance our injury and issues and to establish an EHS committee which comprises illness prevention programmes through more robust post-incident representatives of various departments who meet on a monthly investigations. In 2014 we have embarked on developing and basis to review progress, develop programmes, investigate implementing a health and safety framework that includes: incidents, develop awareness campaigns and set corrective • Adding health and safety induction module to the group actions and control measures in the operation. orientation programme and mandatory awareness training to all The Environment, Health and Safety Management System, colleagues’ EHSMS, manual was rolled out across all opearting hotels in • Preparing the risk register for the operational departments’ different regions. activities as per the company’s generic SOPs • Developing health and safety inspections checklists and audits protocols for all departments • Improve fire and emergency response management plan. We Rotana – Daman health also began to introduce a new online incident reporting and and wellbeing programme investigation programme with accompanying online reporting form, policies and procedures across all operations to formalise The Rotana-Daman wellness programme was implemented the reporting of workplace incidents. This new system helps to raise Rotana’s colleague’s health awareness and help them improve internal controls and injury prevention measures. achieving a work -life balance. The enrolled participants: All operations also have a health and safety committee, • Attended health awareness session which meets regularly to review performance and devise the • Completed health risk assessment appropriate improvement. We will continue monitoring and • Completed the medical health screening (weight, BMI, rolling out the new online health and safety reporting tool fat %, muscles %, metabolic rate, water %, blood sugar, to improve the group operations performance on incidents blood lipid profile) reduction • Attended one to one meeting with a personal coach to assess, classify the colleague health risk level and to draw Al Bustan Rotana achieves individual participants’ road map • Tracked personal activities using the Fitbit tracker with OHSAS 18001: 2007 individual goals set for each colleague Al Bustan Rotana Dubai, has achieved the Occupational • Attended weekly fitness classes, increased daily activities Health and Safety Management System Certification. This is and followed a healthy diet a high level health and safety management system process which contains systematic approach of identifying and More than half of the participants had poor to fair heart managing various health and safety hazards lying at the work fitness. 16% of the males had superior heart fitness while only place. Additionally, OHSAS 18001:2007 helps the hotel to 4% of the females have so. define the optimum working conditions for the colleagues to reduce workplace hazards and boost colleague morale, creating a positive environment. Risk category

28% 47% Male 28% 40% 25% Low Medium High 20% 28%

Female 32% 52%

64 Lost time injuries rates Al Ain Rotana, UAE World No Tobacco Day 30 Hotel colleagues carried out formative acitivities including a 2013 2014 month long competition of who among our colleagues had stopped smoking, for how long and why? Announcement of 20 19.98 winner and prize was given during the team meeting. Another activity included the distribution of Quit Smoking flyers courtesy of Al Noor Hospital to all colleagues and guests and 10.75 10 explaining the benefit of it, the activity was joined by several volunteered colleagues.

3.75 3.75

0 Lost Time Injury Lost Time Injury Frequency Rate Severity Rate

A corporate policy for colleague health and safety is in place and a policy for incidents reporting and investigation was issued for reporting incidents, improving its investigation and preventing re-occurrence, monitoring incidents data and rate. We are constantly improving the way we track safety data. For the last two years, our injury rate, lost day rate and occupational Al Ghurair Rotana by Rotana, UAE disease rate were calculated only for Abu Dhabi, UAE hotels. The lost time injury freqeuncy rate dropped from 10.7% in 2013 to The hotel organised in collaboration with local hospitals 3.7% in 2014. Similarly the lost time injury severity rate dropped a free medical camps for eye, scalp analysis and bone from 19.9% to 3.7% in 2014. density, dental checkup, GP consultation and homeopathic consultation. Almost 100 colleagues participated. We continue training all our colleagues on the new incindent reporting policy and the online reporting system for incidents and near misses to calculate these rates for the whole group. This will help to ensure consistent classification of incidents across the hotels, which will improve the data and the monitoring of our performance in this important area. We will be able to calculate these data in 2015 and was set a a KPI for all hotels. An emergency management plan is developed for the company to ensure that all hotels are capable to deal with different types of emergencies and colleagues are trained on the response procedure. Training is fundamental to our approach in managing health Our targets for 2015 and safety concerns. Across our operations, various health and safety training programmes of different levels were provided Colleagues profile to colleagues, including the mandatory health and safety and emergency module introduced during the Rotana orientation • Reduce colleagues turnover rate programmes. Workplace safety, fire safety and first aid were the • Increase workforce female% and senior female main training topics covered beside specific intermediate and advanced levels of health and safety trainings. Health and Safety · Calculate and report on the group colleagues injury rates Ebola awareness training and lost day rates Consequent to the spread of the deadly Ebola disease, we • Achieve zero work related fatalities or incidents resulting have developed training materials and mandated all our hotels in permanent disability to train colleagues on it to provide them with necessary • Complete hotels site and workplaces risk assessment information about the disease and its prevention, and the procedure to respond to the epidemic infectious disease • Complete 80% training on environment, health and emergency. safety and sustainability basic awareness training • Enhance our support for colleague wellness and work-life balance • Hotels to implement the Emergency Management Plan

Engagement • Continuously improve Engaged to Life survey score

65 Our Environment

66 67 68 08

Our Environment

Nature is the basis of our wellbeing and our prosperity. We resources, prevents pollution of the environment, reduce continue to make strides in our efforts to managing our our consumption of energy and water and improve waste operations in a manner that protects our valuable natural performance and materials consumption.

Our sustainability goals • We will manage our operations in a manner that protects our valuable natural resources and prevents pollution of the environment, in compliance with environmental laws • We will minimise our impact on climate change and reduce our consumption of energy and water by optimising operational efficiency and adopting clean technologies • We will optimise materials consumption and reduce waste to landfill by reusing and recycling natural resources and materials

Our focus areas • Energy • Water • Waste • Biodiversity

Our progress • Reduce energy consumption by 3% √ • Reduce water consumption by 5% √ • Reduce general waste disposal to landfill by 10% √ • Increase waste recycling by 15% ¨ • Reduce A4 and ink cartridges consumption by 10% √

Achieved √ Ongoing ¨

69 The group’s annual KPIS and long term goals set out our commitments and provides a clear framework for driving A nod to our commitment continuous improvement. We have found that as we increasingly Al Bustan Rotana, Rotana’s flagship property in Dubai recently look at our operation through a sustainability lens, it opens up made a significant mark by earning the internationally new opportunities for driving innovation, efficiency and cost recognised ISO 14001 certification for environmental reduction while further enhancing the standard of our services management systems in line with its advancements in and products: sustainability standards. ISO 14001 is an international standard that provides a set of Despite business growth, we used 9% less water, standardised requirements for environmental management 4.3% less energy, generate 10.4% less waste, systems. Companies gain certification by implementing policies, procedures and systems that follow and meet ISO standards, recycled 7.4% more waste in 2014, than we did which are assessed by a third-party certification body. in 2013 across the group. We are also prioritising 19 of our hotels are targetting the ISO 14001 responsible sourcing as a standard practice, certification in 2015. replaced 23 products to more environmentally friendly products and substituted 83 imported products to locally produced products.

To drive continuous improvement on our environmental performance, we have set in 2015 annual KPIs for water, energy, waste and materials use. In 2014 we have saved more than 1 M USD on waste management, water and energy bills.

Energy

Through discipline, creativity and new technology, we continue to improve our energy, water and waste performance by Al Salam Rotana, Sudan improving our environmental programmes on water conservation In 2013, Al Salam Rotana, Sudan replaced more than 1,300 and reduction, energy conservation, waste management and halogen lamps in the hotels to LED lights reducing the energy recycling and food waste reduction programmes. We continue demand by 86%, 54,100 kw saved in 2013 by changing: to pursue initiatives and collabourative efforts with property • 900 spot light from 50w to LED 7w owners, colleagues and guests to develop and implement more • 250 bulb from 60w to 8w initiatives and programmes to further improve our performance. • 100 spot light from 25w to 4w Lighting Our engineering department is always looking for more energy efficient lighting options: CFL, LED, timers, photocells. The ongoing re-lamping exercise started in 2010 has resulted in replacing 65% bulbs to LED lamps in UAE hotels and an average of 45% of total bulbs in all our hotels were changed to LED lamps.

Energy optimisation The heating and cooling systems consume the most energy in a building. In addition to the technical process, our engineers understand how to manage cost, safety, efficiency, as well as heat balance and outside climatic conditions: • The variable frequency drives (VFDs) are installed on 41% of our total hotels pumps and on 42% of our hotels air handling units that helps to optimise energy load to the demand of our ventilation systems and pumps

70 • Building management systems installed in 67% of our hotels, helps to further optimise the energy consumption by centrally adjusting guestroom thermostats and public areas temperature We estimate that our completed actions and is commonly integrated into new construction and have resulted in an energy reductions renovations 4.3% kwh per occupied room and • Guestroom energy management systems that use keycards to activate or deactivate electrical power for lighting are installed 20,947,809.6 MJ (20947.8 GJ). in 96% of our hotels and for FCUs in 48% of our hotels

Adopting clean technologies Energy Currently four Rotana hotels partially source power from onsite renewable energy. The solar panels installed in four hotels saved Unit 2013 2014 2,057,710 MJ in 2013 and 2014. However we are still behind our target to add the percentage of energy from renewable Total energy Kwh 501,800,645 495,981,809 sources. More study and budgeting will be put to improve our from non performance on renewable energy sourcing renewable sources Ozone depleting substances Direct Kwh 73,837,336.10 65,572,381.40 The ODS have a detrimental effect on the ozone layer, damaging Indirect Kwh 427,963,309 430,409,427 the Earth’s protection against excessive levels of solar radiation. The Montreal Protocol regulates the phase-out of CFCs, halons Energy Kwh/OR 175.3 167.7 and other ozone-depleting chemicals internationally. Older intensity kwh systems in our hotels and properties are the main sources of our per occupied ODS emissions. We are aiming to replace all ozone-depleting room refrigerants in use by the group by continuing our efforts to Energy Kwh/m2 404.90 400.20 upgrade our current systems and changing to environmentally intensity refrigerants across our hotels. Kwh per m2 Our estimated ODS emissions were 240 kg CFC-11 equivalent in 2013 and 235 Kg CFC -11 equivalent in 2014 compared to 246 kg in 2011. Amwaj Rotana, UAE Energy and carbon reduction Earth Hour ‘Concert in the Dark’ In 2013 and 2014, we continued the pursuit of improving our As part of the hotel’s commitment to support the Earth Hour energy performance and carbon footprint through initiatives initiatives, the hotel switched off the lights for 60 minutes trainings, education, technology andoptimisation and were able in all public and private areas of the hotel. As a result, an to reduce our energy consumption by 1.16% per square metre and estimated 58% in energy consumption during that hour was 4.3% per occupied room than 2013. Hence resulting in a saving of saved. The hotel has hosted a special unplugged concert on 800,000 USD on our utility bills. the terrace during that special hour featuring three of the In 2013 we have started calculating our carbon emission for the hotel’s colleagues as well as guests who had volunteered to UAE hotels. Our energy and water consumption in 2014 generated join in the cause. a total of 638,347 tonnes of CO2 equivalent, 9,199 tonnes more than the previous year while our carbon intensity increased only by 1.4% to 649 kg CO2e per square metre.

Energy intensity nsit y 2 400.20 in te

gy 404.90 kwh /m Ener nsit y R 167.7 2013 in te 2014 gy 175.3 kwh /O Ener

0100 200 300 400

71 Information Technology As an emerging topic in IT management, ‘Eco friendly IT’ Al Ain Rotana, UAE practices are drawing high interest among our hotels, as well as Several initiatives to save energy suppliers, manufacturers and service providers that we deal with on daily basis. consumption initiated • Converting 12 physical servers to virtual, which reduces With the growing body of evidence demonstrating the power consumption by 50%, cooling by 50% and space potential return on investment resulting from adopting green IT requirement by 75% in the MDF room approaches, a big focus in our 2013 - 2014 IT strategy was on implementing innovative solutions that reduce our utility bills and • Removing 8 photo copiers, 15 local printers, 4 scanners make our procurement practices more responsible. We are also • Introducing centralised 3 in 1 printer/copier/scanner that implementing technologies that massively reduce the space we reduces the power consumption and space requirement occupy in our data centres and power required to operate and cool these systems. In the coming year, we will work even harder to identify opportunities for improvement.

Smart printing programmes installed in 2014 in our hotels saved 13.49% on A4 papers and 16.3% printing ink cartridges units.

Water

Water scarcity in the Middle East, Northern Africa and other these practices to be adopted group-wide and in new projects arid regions of where we operate requires urgent action, where appropriate. They undertake a cost benefits analysis to as rapidly growing economies intensify the demand for this determine which water conservation measures meet the business precious resource. Studies have shown that more than 40% needs without affecting guest’s expectations by identifying the of the world’s population will be living in water-stressed areas specifications of water aerators or other devices by 2030, majority of countries where our properties are Our Rotana guest voluntary towels and bed sheets reuse located, are among the world’s most water-stressed places. programme continue to engage more of our guests and involve Solving this challenge requires intellectual collaboration and them to participate in the programme. decisive implementation of next-generation technologies. We fully recognise the gravity of the issue and the importance of In 2013 and 2014 we installed water-efficient fixtures in more promoting water sustainability in arid regions and developing a than 60% of our hotels and we have add the installation long term plan in response to the water challenge. projects for water recycling system and sewage treatment in all our new resorts. In 2014, Rotana has set a goal to reduce 5% water consumption versus 2013 in terms of both total water consumption and water consumption per guest night. In UAE, around 2.5 Million rooms were Our hotels analyse and report the monthly amount of water sold, 80% of our guests participated in our consumed and its cost to evaluate progress towards annual voluntary bed sheets reuse programme and set targets. 1.15 Million towels were reused by guests. Water awareness training is given to all our colleagues as part of the Environment, Health and Safety awareness training and to The water intensity of our hotels in 2014 was 548 litres per the new joiners during the orientation environment, health and guest night, 9% lower than 2013 and 9% lower than the 2012. safety/sustainability module. Our objectives for 2015 is to achieve 3% water intensity further Rotana’s corporate engineering office review a selection of best reduction and to assess potential areas of water savings. practices within the group for water conservation and endorse Across our hotels, we used 2.53 million Across our hotels, in 2014 we used 9% m3 of water, 9% lower than 2013 with less water than 2013. 2.60 million m3.

72 Hotels water intensity Villa Rotana, UAE 0.65 World Water Day 0.605 Water intensity Villa Rotana, in collaboration with Dubai Electricity and Water Authority (DEWA), Dubai Refreshment (P.J.S.C.) and 0.6 Wild Wadi Water Park, celebrated World Water Day 2014, by giving an awareness session about water conservation, water and energy, and sustainability. The event aimed to strengthen 0.549 awareness on the need to rationalise the use of electricity 0.55 and water, and to adopt eco-friendly and energy efficient technologies, which will enable us to further reinforce its committed efforts to conserve natural resources.

0.5 After the awareness session, a group of colleagues from Villa 2013 2014 Rotana, Rihab Rotana and Rimal Rotana distributed 1,000 Aquafina water bottles to municipality and construction workers working outside in harsh conditions across specific areas in Dubai. Yas Island Rotana, UAE During 2014, the hotel implemented several initiatives to save on water consumption including the installation of water savers, and has resulted in 22% water saving less than 2013 with around 14,000 cbm.

Fujairah Rotana Resort and Spa, UAE ‘My Planet, My Life’ The hotel hosted a one day conference for school students to create awareness on the impact of global warming and the importance of sustainability. The conference ‘My Planet, My Life’, the first initiative of its kind in the region, had the objective of encouraging the future generation towards caring and saving the environment. The presentation titled ‘My Planet, My Life’ was aimed at generating awareness and commit their actions to the future of the country and the planet. It included various environmental sessions, quizzes, Water and competitions. Unit 2013 2014

Total volume of water m cbm 2.6 2.53 Water intensity volume cbm 0.6 0.55 of water per Total volume of water cbm 161,830 267,983 recycled and reused School kids learn to embrace global sustainability Percentage of water % 5% 8.5% at Fujairah Rotana Resort & Spa recycled

73 Waste

In the last two years, across Rotana hotels, we have improved As for used cooking oil, we have recycled 40% of the total used. our waste management programme to eliminate, minimise wastes Some of our hotels outside the UAE do not have full data about at source as well as to reuse and to recycle it. 90% of our hotels their waste generation, because of non-availability of service are monitoring and reporting on general and recyclables waste provider qualified. The scope of this indicator is only the UAE production and segregation. Some of the achievements under this hotels. programme include: In 2014, 1,019 tonnes of dry waste and 122,603 litres of used cooking oil were diverted from landfill for reuse and recycling. Increase of recycled waste by more than Compared to 2013, we reduced the waste we generated by 733 tonnes and increased dry waste segregated by 75.5 tonnes. four times, from 160 tonnes in 2011 to 1019 tonnes in 2014. Food waste Food security and food waste is an especially important issue in Rotana deals with qualified waste contractors in different the Middle East. Globally, 30–50% (or 1.2–2 billion tonnes) of all countries to further expand recycling and reduce waste food produced is lost before reaching a human stomach. Food production by training our colleagues and making recycling more waste is most significant component of hospitality waste and we convenient and comprehensive for them. Four programmes do recognise our role to reduce food waste in our hotels, much were developed to underpin the waste performance results: of it preventable by better portioning, managing, storage and/ Waste management programme, hazardous waste management or preparation. A study was done in five hotels in Abu Dhabi programme, food waste management programme, Green in collaboration with Masdar Institute to analyse the quantity Office Programme. The programmes are rolled out to all Rotana of food wasted per food cover produced for a lunch buffet, properties. The progress outside the UAE is slower owing to the breakfast buffet, a la carte menu and including Iftar Ramadan lack of recyclables collection companies in certain countries of buffet. Based on the relatively high results, a food waste reduction operation. Nevertheless continuous efforts are taken to reduce programme was launched for all food and beverage department general waste generation. colleagues to implement. We are aiming to report separately the quantities of food waste per cover per hotel to better monitor hotels performance. In 2014, UAE Rotana hotels’ waste We can still further improve our waste management performance segregation efforts resulted in saving more by continuously monitoring and improving our practices and most importantly involving our colleagues as well as guests and than 29% on waste disposal expenses and suppliers. Food composting machines are installed in some of reduced 10% kg wet waste/guest night our big hotels, and several meals are donated daily to charitable from 2013. organisations and labour camps.

All group operations report their waste management performance on a monthly basis. This discipline has helped us improve our Al Bustan Rotana, UAE understanding of the nature and quantities of the resources The hotel joined hands with Royati Society in 2009 and we use and the waste generated. Waste disposal methods vary designed a mechanism in coordination with the local authority across our operations, largely due to available solutions and to pack and dispatch back up food from events, weddings infrastructure in the communities where we operate. and big catering functions. The project runs throughout the We contract with several asset disposal companies to recycle our year and in a ceremony it was highlighted by the society that e-waste as well, including computers, servers, printers, network Al Bustan Rotana contributions were top in the list exceeding equipment and associated components to divert it from landfill 6,000 meals in the year. The hotel managed to conserve disposal. Several hotels work with various charities to reduce wet wastage, environment and made sure the food that is still waste and hazardous waste collection companies for fluorescent perfect to eat, reaches those ones who are in need. The tubes, paints, solvents and dry cleaning chemicals. activity has multi-dimensional impact on the environment, the community and the hotel’s financial expenses.

In 2014, Rotana UAE hotels paid various contractors around 250,000 USD to collect the hotels’ general waste. In parallel we were able to successfully generate an amount of 100,000 USD from recyclables waste segregation including glass, paper, cardboard, plastic, cans and used oil.

74 * Beach Rotana, UAE Waste The hotel installed a composting machine with a capacity Unit 2011 2012 2013 2014 of 270 kg maximum. The main waste streams are kitchen Total weight of Tonnes 9,505 11,054 12,620 11,887 food waste and garden waste. The machine has a capacity of non-hazardous 270 kg of input of food waste, which gives around 2.7 kg of waste sent to compost after 24 hour process. The reduction percentage of landfill food waste is 85-90%. Till May 2014, Beach Rotana reduced around 5-10% of waste being sent for disposal, givining it a Kg general waste kg 3.61 4.25 3.39 3.04 reduction of 40% of the total quantity of segregated food per guests night waste. We also installed in waste management room located Total weight of Tonnes 160 745 800 846 outside the receiving area of Beach Rotana. recyclable waste diverted from landfill Total weight of % 78.52 6.88 5.39 recycled waste increased *UAE hotels waste only

Materials

The hospitality business involves usage of perishable products We realise the potential environmental impacts of our material like grocery, meat, fish, poultry, vegetables, fruits, milk and milk footprint and have deployed initiatives to measure, monitor and products, to a large extent. More than 70% of the total material optimise consumption. consumption is attributed to these perishable products. Such We currently have forms placed on our portal to be filled products have a low-shelf life and hence have to be stored at online and we are continuously focussing on identifying optimum levels in order to reduce wastage. administrative and control processes to redesign and enhance In our hotels we consume a significant number of papers, printer the efficiency with the development of technology e-procedures cartridges, check out folios, guest folios, beside rooms amenities, implementation to reduce significantly the paper use. key cards, laundry bags, slippers, housekeeping, laundry and We have started to assess the paper we utilise for printing, stewarding activities that involve usage of solid and liquid copying, offices, collateral we buy and to review how we may chemicals. Forestry that is managed poorly has catastrophic ensure that our operational needs are not met at the expense of environmental and socio-economic impacts. Uncontrolled exploiting the world’s forest resources. deforestation in the paper and timber industry supply chain is a In line with our Green Office Programme, all of our UAE hotels significant global issue. have shifted to A4 office papers made from post-consumer recycled materials.

Materials consumption In 2014, 100% of UAE Rotana hotels Unit 2012 2013 2014 had shifted to A4 office papers Number of toners/ Units 10,861 9,068 8,059 made from 100% post-consumer cartridges used recycled materials as part of the Total A4 reams of Reams 75,000 65,525 60,237 papers used Green Office Programme, which is Total weight of A4 Tonnes 150 131 120 equivalent to 81% of total group A4 papers used* paper consumption. We used 49,275 Total A4 sheets Sheet/ 14.4 7.7 6.6 reams, 7.45% less than 2013 with used/per guest guest 53,246 reams. *Including office A4 papers and letterheads

75 Used frying oil waste cooking oil from landfills and preventing harmful liquid In 2013, a corporate agreement was signed for the collection waste from contaminating groundwater supplies. of used frying oil from all properties in the UAE for recycling purposes by a specialised company. All our restaurants in the UAE and outside the UAE (wherever oil recycling companies In 2014, we recycled 39.5% of used are available) have participated in the used cooking oil recycling cooking oil almost 8% more than 2012. programme by providing it to local vendors, hence diverting

Frying oil Unit 2012 2013 2014 Total volume of frying oil consumed Litres 247,514 302,786 310,679 Total volume of recycled frying oil collected Litres 78,458 114,379 122,603 The weight of reused frying oil as a percentage of the total input oil used. % 31.70 37.78 39.46 Total oil used per produced cover Litres/cover 0.04 0.04

Recycled garden Paperless day activities Khalidiya Palace Rayhaan by Rotana, UAE Al Salam Rotana, Sudan In April 2014, the hotel announced the opening of the The department heads demonstrated their commitment to recycled garden aiming to promote among guests and environmental sustainability with a responsible initiative to colleagues awareness on materials conservation, sustainable stop printing and using papers during their meetings, instead environmental practices and ‘green’ future. Several colleagues they started using their personal ipads to ensure paper free put their hands together and transformed ordinary recycled meetings. Average of 15 heads of department per hotel use items into up-cycled ornaments and a sensational salvaged an average of 7,500 sheet a year for morning briefings only, garden consisting of innovative containers, fridge, cooking hence by adopting the same initiative in sister hotels, the pots, stands, washing machine, painted plastic bottles, bins group saves 337,000 A4 sheets a year and saving 45 trees, and other selective recycled items for the garden, along with 3,370,000 litres of water, beside the purchasing cost saved. a wide array of colourful flowers and plants. Al Maha Arjaan by Rotana The hotel guests and head of departments gathered around and Raouché Arjaan by Rotana the creative recycled garden whist admiring turning waste A paperless day was implemented as an awareness to into a beautiful garden. all colleagues on the importance of reducing paper consumption. Monthly monitoring of paper used per department and acknowledging the paperless hero during mionthy meetings. Both the hotels were able to reduce 380 A4 reams (190,000 A4 sheet).

76 Green Building Design

Whilst we are committed to providing the highest standard of luxury products and services to our customers, we are conscious Eco-hotel at the Sustainable Living Expo at that buildings account for about 40% of global energy and 25% WFES 2014, UAE of global water use, with significant impact on the world’s carbon footprint. Buildings are also a prime origin of municipal solid Eco-hotel layout of the Sustainable Living Expo at WFES 2014 waste which is expected to double in volume over the next 10 years, presenting grave environmental and social challenges. This makes energy, water and waste management a clear priority from the design stage to the operation. We are working to integrate green building criteria in our new projects standards taking into consideration architectural design, building materials, mechanical, electrical and plumbing requirements.

Eco-hotel rooms In January 2014, Rotana participated in the World Future Energy Summit, Sustainable Living Expo by showcasing a real size hotel room suite, a concept that is based on water and energy efficient solutions for urban environments, aiming to promote sustainability and resource conservation in urban areas by using the environmental, technological, economic, and social dynamics for selecting building materials, furniture, equipments electronics, room management system, decorative items, sanitary wares, carpets and tiles. The Rotana eco-hotel exemplifies good eco standards for the hotel industry and for Rotana to hopefully become the new standard to which the next generation of hotels strive to emulate. It is innovative and pushing the hospitality industry standards on gainful, environmental responsible design, procurement and operation.

77 Biodiversity

The web of species and ecosystems that makes up our planet We do have some of our hotels built in areas of high biodiversity – provides us with the vital services our lives depend on. Yet value, the Grand Rotana Resort & Spa in Sharm el Sheikh, Egypt, this rich diversity is being lost at an alarming rate, due largely built adjacent to the coastal corals. However we believe that to unsustainable human activities. The Living Planet Report tourism can be instrumental in safeguarding biodiversity and we from WWF (the world’s leading, science-based analysis on the ensure a direct cooperation with the tourism authority in Sharm health of our only planet and the impact of human activity) was el Sheikh two safeguard corals area while continuing to attract published in October 2014 and the report reveals some hard large numbers of visitors. facts: Over the years Rotana has taken up various actions within the • The world has lost more than half its wildlife over the last four framework of global sustainability for biodiversity and we are decades now shaping a global strategy to protect the lands ecosystem and • The dramatic decline in animal species could cost the world safeguard biodiversity in the areas where Rotana hotels are built by: billions in economic losses • Assessing the natural system of the project site before the start of the design process and site clearance • Population is growing at a fast rate and a majority will live in cities: from current 7.2 billion (3.6 live in cities) to 9.6 billion • Protecting the natural system assess and mitigating the impact on (6.3 will be in cities) in 2050 the natural system by a good design and management systems

78 Turtle protection Saadiyat Beach Resort Protection of endangered fish species, UAE Since Rotana hotels started construction on Saadiyat Island, The Cove Rotana Resort is very concerned about the ecology during the turtle nesting season, we collaborated with the particularly the status of the local fish stock in the UAE. contractors and the developers to ensure that we do not Studies carried out by the UAE government show that many disturb the turtles nesting at the project site beach, thereby species of fish are being taken out at an unsustainable level. ensuring the protection and preservation of our natural These fishes are hamour, fersh, zuraidi, shaari, qabit, yemah, environment and biodiversity. kanaad and safi arabi. The hotel contributed in the protection of endangered fish species by choosing to buy sustainable fish only, to help lower the demand for the threatened species. The hotel followed and supported the campaign of the EWS-WWF, a national leading environmental NGO. EWS-WWF works at the federal level to conserve biodiversity and promote sustainable living through education and conservation initiatives.

Ghaff Tree Planting, UAE The Ghaff tree is native to the UAE and has been recently declared as the UAE’s National Tree. In Bahrain, it is referred to as the ‘Tree of Life’ because of its multi-purpose properties to prevent desertification (desertification is not just an ecological issue but also one of shrinking food and water supplies) and to improve soil. It is also a great survivor against fierce temperatures, strong winds and high rates of water loss. With the contribution of Rotana hotels in Abu Dhabi, 1,000 trees were planted.

Oryx Rotana, Qatar Save the mangroves The hotel participated in a cleaning activity held at the mangroves with collaboration of ‘I Love Qatar’ at Al-Khor Our targets for 2015 beach. Everybody played their part to clean up as much as possible and to demonstrate what a caring community can Energy do to help the environment. The hotel colleagues managed • Reduce energy consumption by 5% baseline 2013 to make a difference by sharing more than 110 hours to this activity. The goal was to educate through awareness and Water hopefully encourage people to think twice before they throw • Reduce water consumption by 8% m3 per guest night something on the ground. baseline 2013

Waste • Reduce general waste tonnes generated by 5% baseline 2014 • Increase waste recycling and segregation by Waste recycling increase by 5% baseline 2014 • Waste diversion rate 5 ≥10% • Oil recycled of total oil used to reach 50%

Materials • Reduce A4 reams usage by guest by 5% • Reduce Ink cartridges usage reduction by 5%

Green building design • Revise Rotana building design standard to integrate green biding design criteria

Biodiversity • Evaluate the new projects site and assess its impact on the biodiversity

79 Our Community

80 81 82 09

Our Community

Our community development and engagement work continues hotels and 29,663 volunteering hours were contributed by our to grow every year. We strive to integrate our aspirations for colleagues to engage more with our communities and respond to supporting the development of our communities with our core their needs in a strategic, relevant and focussed way. The aim is operations. In 2014, 325 activities were implemented in our to bring lasting benefits to these communities.

Our sustainability goals • We will instill a culture of sustainability through education and promotion of sustainability values and principles amongst our community • We will contribute to the society we work and live in by supporting local community needs and promoting sustainability and the cultural values of our society • We will contribute to local and national economic development through local employment and the promotion and growth of sustainable tourism Our focus areas • Contribution • Nationalisation

Our progress • All operating hotels to organise at least five activities engaging colleagues and two engaging guests to contribute to the communities in the country of operation (225 activities for the group) √ • Develop and implement an online reporting tool to effectively √ • Communicate and report on engagement activities and initiatives in our hotels √ • Calculate the monetary contributions, volunteerism contribution, in kind contribution √ • Develop group ‘Impact’ programme at corporate level ¨

Achieved √ Ongoing ¨

83 Contribution

With our fast expansion, it is essential to continuously evaluate, Increasing Rotana Earth sustainability and CSR activities remains calculate and report on how much the company is giving back among the company’s business priorities for two consecutive to the communities where we operate, as they provide the years. To underpin that, we have set, as part of the annual resources, infrastructure and markets that support our businesses sustainability KPIs for 2104 a target for our hotels to plan and and it is to our mutual benefit and responsibility to keep execute five communities’ engagement activities and two enhancing them. sustainability activities engaging guests and to plan our activities in a way to respond to the communities need in an innovative, Over the last two years, Rotana’s initiative has expanded even relevant and focussed way. Our aim is to make a real impact and more to touch the lives of hundreds of people through year- bring lasting benefits to these communities. round community engagement programmes and fundraising initiatives and other activities. We are looking continuously to In addition to monetary donations, we also provided a variety further enhance our community engagement programmes. of in- kind contributions by offering rooms, meeting and event venues, to support certain causes or organisations. In order to ensure that the company’s Corporate Social Responsibility (CSR) activities and sustainability best practices are planned, implemented and reported efficiently in line with our Community development strategy strategies, an EHS policy on ‘Corporate Social Responsibility and Best Practices Execution and Reporting’ was issued in 2014 to be Our Community Development framework includes engagement implemented in all operating hotels: of the communities at different levels and in different aspects. The hotels giving programmes and the corporate giving programme. Our hotels strive to support the communities in Total community engagement activities the country of operation through employment opportunities, through procurement from local suppliers, fundraising, monetary Unit 2012 2013 2014 contributions or in kind contributions. We have initiated the Total community # 195 165 325 development of a corporate giving programme in 2014, targetting engagement to complete and launch in 2015. activities* Company monetary $ 250,000 270,000 312,448 In 2014, we have contributed and or ** donations partnered with more than 63 organisations * During 2013 and 2014, Syria properties did not participate in in the region: 47 in UAE and 16 outside activities due to the country’s political issues ** Cash monetary donations only UAE. Our donations totalled 527,510 USD of which about 313,000 USD was • To identify where our contributions are going and to analyse the public benefits from our activities donations and 215,000 USD colleagues • To ensure that the activities are implemented across the volunteering hour’s value. company to leverage the strong sustainability commitment and engagement among all hotels • To raise motivation among all Rotana properties to participate Unit 2014 more in initialising and implementing community driven engagements and sustainability activities Total activities reported # 273 • To evaluate our contributions in terms of cash contribution, In kind contribution value $ 157,269 colleagues fund raising, in kind contribution and colleagues volunteering hours Colleagues fundraising $ 5,464 The policy provides a guidance on: Cash contributions $ 149,715 • Preparation and submission of an annual CSR activities plan Total monetary contributions $ 312,448 • Effective execution of CSR activities Colleagues volunteering hours Hours 29,813 • Reporting on total contributions (monetary, non-monetary, in Colleagues volunteering hours value $ 215,061 kind, cash, fundraising) Total contribution $ 527,510 As a result, we were able to better evaluate our contributions value to the community as a group in terms of community Total activities/campaigns involving # 123 engagement activities, colleagues volunteering hours, fundraising, guests in kind donations and cash contributions. Average volunteering hours per Hours 2.7 colleague In 2013 and 2014, 98% of our hotels had participated and implemented activities engaging local community.

84 Rotana and Harmony House UAE Green Festival Arts and Crafts Competition Rotana hotels in the UAE supported this year’s festive event of the Harmony House with donations of raffle vouchers, • We will instill a culture of sustainability through education helping the organisation meet its 2014 target of raising more and promotion of sustainability values and principles than double of what was collected in 2013. Harmony House amongst our community is an organisation that is dedicated to improving the lives of • We will contribute to the society we work and live in children on a physical, emotional and intellectual level and by supporting local community needs and promoting aims to give enriching experiences to children. sustainability and the cultural values of our society “We are grateful to Rotana for their support in helping us to • We will contribute to local and national economic keep Harmony House alive,” shares Lucy Bruce, Director of development through local employment and the promotion Harmony House. and growth of sustainable tourism

Rotana & Harmony House

Al Ghurair Rayhaan by Rotana, UAE Think Pink, Breast Cancer Campaigns Community Centre for Elderly ‘Family Gathering Centre’ Rotana hotels took part in the global fight against breast cancer during the whole month of October as the hotels The hotel has generously contributed to the elderly event commemorated Breast Cancer awareness month. The month- by donating lunch boxes for all patients. Giveaways, towels, long initiatives included different activities aiming to spread slippers, toiletries were also donated to elderly patients. more awareness against the disease, which is currently one of the most widespread types of cancer all over the world. Many colleagues participated in the annual Pink Walkathon, several awareness lectures took place for colleagues and guests with breast cancer check-up.

Al Ain Rotana, UAE Walk for a Cause Children with Cancer

Hotel colleagues walked for the fourth time to support children with cancer in collaboration with Red Crescent. Many residents from Al Ain participated in the walk and an amount of 36,000 USD was collected for the organisation.

85 Al Murooj Rotana, UAE Give Blood, Save Lives Fun Day with special needs Rotana hotels organised blood donation campaigns in an The SNF Development Centre provides an institution for effort to educate the community about the importance and young adults with special needs and their inclusion into the benefits of donating blood to help save lives. common workplace and to be independent in a variety of daily activities. The children and the dedicated team of SNF were treated to an exciting event day planned in collaboration with the centre’s management and featured fun games for the students with prizes and gifts, a breakfast and lunch buffet prepared by the hotel’s master chefs and multiple other activities set up by the hotel team.

839 colleagues donated 378,000 ml blood, equivalent to 252 large bottles of water.

Al Maha Arjaan by Rotana, UAE Children’s Day ‘Fun Day Event’

The hotel celebrated Children’s Day by inviting children Earth Day, Battle of the Bottles with special needs along with their teachers for lunch. They enjoyed the entertainment and shows like magic show, face Khalidiya Palace Rayhaan by Rotana initiated the ‘Battle of painting, cupcake decoration, and clown with balloon making Bottles’ boat race, a unique environmental sport activity and took with them special giveaways. The children thanked realised under the umbrella of Earth Day 2014. By organising the team by presenting a dance number where all in the room the ‘Battle of Bottles’ boat race, Khalidiya Palace Rayhaan by danced with them. Rotana celebrated Earth Day 2014 in Abu Dhabi with the aim to show support for the protection of the environment and to educate the audience towards climate change and creating a sustainable future for the planet and our children. The boats registered for racing were solely made out of recyclable materials, mainly plastic PET bottles. Innovative and creatively designed boats were paddled and peddled to the opposite island and back in a nail biting contest that lasted 15 minutes. Each team battling to win the coveted trophy of recycled water bottles. 10 Rotana hotels in Abu Dhabi participated in the boat race Beach Rotana, UAE Make a Difference Day

The hotel hosted its annual charity event, ‘Make a Difference Day’ for the 13th and 14th year running in 2013 and 2014. The afternoon event, offered families a fun day out where kids enjoyed a variety of activities such as a bouncy castle and other carnival games. The most popular activity of the afternoon was the dunking pool. The hotel collected more than 130,000 USD and were donated to different charitable organisations.

86 Centro Barsha, UAE Grand Rotana Resort & Spa, Egypt A glimpse of my dream Universal Children’s Day

A two-week campaign where the kitchen team went to the On Universal Children’s Day the hotel succeeded in bakery workshop section of Al Noor School for disabled bringing together more than 32 kids in one place practicing children and taught the children how to enhance their pastry activities with the shared ambition to be good stewards of items. On the 2nd week of the activity, the children got the the environment. The theme was ‘Children’s education is chance to visit the Centro Barsha kitchen and get a glimpse of imperative to sustainable development’. how it feel to be real junior chefs for a day. The smile and joy on their faces as they put on the chef uniform were evident on them. The activity aimed to provide children with special needs a chance of experiential learning, allowing them to feel that they are no different from anyone else.

Erbil Rotana, Iraq Centro Sharjah, UAE Erbil Marathon Training programme for children The hotel participated and sponsored the Erbil Marathon. with special needs The purpose of the run was peace and solidarity in Erbil, the For a two month period, the hotel trained two students hotel has contributed also to raise the participants awareness with special needs on different administrative work in the towards the environment and the importance of recycling the hotel in preparation to be able to be appointed for certain water bottles used in the marathon. administrative positions in the hospitality sector.

The Cove Rotana Resort, UAE Villa Rotana, Rimal Rotana and Rihab Universal Children’s Day Rotana, UAE On the occasion of Universal Children’s Day, The Cove Graduation ceremony for students Rotana Resort organised a range of innovative and fun with special needs filled activities for students of Ras Al Khaimah Academy. th The students enjoyed a warm and friendly welcome by the On its 5 graduation ceremony, four students of Rashid Cove team highlighted with exciting educational games, face Centre with special needs successfully passed the industrial painting and competitions. training programme of Villa Rotana, Rimal Rotana and Rihab Rotana held for 10 months. The students were prepared to join the hospitality industry jobs.

87 Towers Rotana, UAE Raouché Arjaan by Rotana, Lebanon Trekking for Harrison’s fund Yes they are very important kids Trekking for a good cause from the UAE to Mount Everest in Because they deserve all the care and all the happiness in the support of Harrison’s fund. In March 2014, six enthusiastic world, we at Raouché Arjaan by Rotana, decided to adopt 11 adventurers, led by the representatives of Towers Rotana, children with special social needs from l’école des Soeurs de teamed up to travel from the UAE to Nepal to take on the la Charité de Besançon, offering them unforgettable moments mighty Himalaya and reach the summit of Gokyo Ri (5,357m), in their lives. Noting that this commitment will be ongoing till standing opposite Mount Everest, inspired by the story of a the end of the year where each department will adopt one very brave young eight year old boy, Harrison Smith. or more kid(s) from the 11 children and prepare activities for them and invite them to lunch and dinner. Harrison is suffering from Duchene Muscular Dystrophy, a killer disease that will end his life and all patients suffering from the same disease before they are 20 years old.

Arjaan Rotana Dubai Media City, UAE Adopt a camp charity Iftar Rose Rayhaan by Rotana, UAE Iftar boxes were distributed to labourers in Dubai. Universal Children’s Day The hotel held different activities for kids with special needs and to raise awareness about their integration to society.

Majestic Arjaan by Rotana, Bahrain Oryx Rotana, Qatar Universal Children’s Day From darkness to light On the occasion of Universal Children’s Day, Majestic Arjaan A dinner to support Orbis ‘A dining experience with a by Rotana organised a range of innovative and fun filled difference’, wearing a blindfold in a darkened room while activities for the children from Batelco Child Care Centre. you are served a set tasting menu. This is an opportunity to The children enjoyed a warm and friendly welcome by the experience not just a delicious meal, but something truly Majestic Arjaan by Rotana colleagues highlighted with exciting sensual and unique; by removing the sense of sight, the educational games, face painting and competitions followed senses of taste, touch, smell and hearing can be heightened, by dinner at Ginger, the all day dining outlet. On that day, and It’s a chance to find out what it’s like to not have you children were divided into teams and joined by the volunteers eyesight, and to gauge the precision of your palate.’ in various group activities and games where the winning teams were rewarded with prizes.

88 Media Rotana, UAE Park Rotana, UAE Dubai Centre for Special Needs Ambassador’s Wives Charity Event Media Rotana supported the Dubai Centre for Special Needs The hotel hosted the Charity Bazaar organised by Diplomatic (DCSN) in making a difference in the lives of Special Needs Group of Spouses of Ambassadors. Proceeds from the bazaar students by displaying greeting cards and paintings that have went to Haiyan tyhpoon victims. been handcrafted by the talented students which were then sold by our team members in the restaurants, lobby and other areas. Towards the end of the activity, the funds raised were donated to the Dubai Centre for Special Needs.

Hala Arjaan by Rotana, UAE Jumeirah Rotana, UAE Art from the Heart Charity Iftar Hala Arjaan by Rotana presented paintings made by students Jumeira Rotana in collaboration with ERE Homes and WSP of the Special Care Centre in an exhibition titled Art from joined forces to give out Iftar and Care packages to labourers the Heart at The Gallery. This is an effort by Hala Arjaan by this Ramadan. More than 150 packages were distributed Rotana to build the self-esteem and talent of the students at among the people of labour camp at Al Quoz. Special Care Centre.

89 90 Nationalisation

As the leading hotel management company in the Middle East and Africa, we strongly believe that by doing more to nurture Local employement-non GCC - 2014 local talent, nationalisation within the hospitality industry will grow from strength to strength. Our nationalisation programme 1000 ‘Duroob’ gives us the drive to recruit nationals and to contribute to the community in which we operate, by developing them, Number of local colleagues integrating them in the private sector and offering increased 800 opportunities in the hotel industry. It also supports the initiatives Number of total colleagues undertaken by the respective governments towards implementing the nationalisation programme. By offering a healthy work 600 environment, best training and extensive colleague development, 431 439 we carve each GCC national’s successful career for the future 365 294 325 and promise to make it a rewarding one. 400 216 213 As for countries outside the GCC, we also ensure to support local economies by creating employment and stimulating 127 50 56 economic activity. New jobs are created in various countries 200 for the locals to further boost their life quality. The number of Egyptians working in Egypt hotels constitute 99.09% of total colleagues, in Iraq, Iraqis constitutes 23.31% of total colleagues, in 0 Lebanon 99.07%, in Sudan 88.85% and in Syria 96 .34% of total Egypt Iraq Lebanon SudanSyria colleagues. It is common practice for Rotana hotels to give preference for local employment in each country of operation. The majority of our colleagues in all our non GCC hotels are nationals.

Duroob programme - GCC Unit 2012 2013 2014 Number of Duroob # 147 212 275 programme participants Percentage of senior % 2 2 2 nationals who are managers

Your Duroob

There are no better people to run the Our targets for 2015 tourism industry in the GCC region Contribution than the nationals • All operating hotels to organise at least five activities themselves, they including cause marketing campaigns engaging guest to know our countries contribute to communities in the county of operation and they can see the • Engage colleagues in different activities as a minimum potential of growing of 10% of colleagues participation and to contribute a with it. minimum of 2 hours x total number of colleagues • Develop a corporate giving programme Nasser Al Nowais • Identify an impact programme for each property to Chairman develop every year

91 Our Suppliers

92 93 94 10

Our Suppliers

We work with a diverse range of suppliers to source raw expense of labour standards or the environment and we are materials and products to support our operations around the continuously working to improve our sustainable purchasing by world. We seek to buy at competitive rates but not at the buying more sustainable materials for our hotels.

Our sustainability goals • We will address sustainability issues in our supply chains, with the goal of minimising the negative environmental and social impacts of our procurement decisions whilst meeting our financial and quality requirements • We will make preference to source locally and from sustainable sources in order to support the local communities and environment

Our focus areas • Supplier assessment • Responsible supplies • Local supplies

Our progress • Develop and implement a sustainable procurement code ¨ • Add compliance with the code as a contractual standard in all corporate procurement agreements ¨ • Substitute two imported products by hotel to two locally produced products and two others to more environmentally friendly products √ • Conduct suppliers screening using environmental, labour practices, human rights and impact on society criteria ¨ • Run supplier satisfaction survey to further enhance our relation with suppliers ¨ • Evaluate our supplier’s performance and awarding agreements accordingly √

Achieved √ Ongoing ¨

95 Suppliers Assessment

Building Rotana is a hospitality service industry and our supply chain is comprised primarily of tens of thousands of suppliers of We currently have around 50 products and services required to serve our guests in our diverse properties. We maintain a complex inflow of diverse goods and signed corporate agreements and services ranging from furniture and fittings, food and beverages, equipment, transportation and IT, communications and other understandings with various suppliers technology support systems. Our supply base is local to the that resulted in more than 1 million country of operation and in many cases, imported. USD saved in 2014. In order to ensure the highest safety and quality of food and beverage, a supplier qualification programme was implemented since 2008. It consists of a pre-qualification and physical assessment of the vendors in line with the corporate and local Following the launch of the responsible procurement code regulatory authorities requirements. in 2015, we will start surveying our major suppliers by a self- assessment questionnaire to assess their environmental, labour, We have not started assessing or screening our suppliers and social and human rights practices as well as their compliance contractors on sustainable and responsible business practices. with the code. In the last two years, we have progressively incorporated environmental requirement in corporate procurement decisions.

Suppliers assessment Till date, we have completed 515 food Unit 2010 2011 2012 2013 2014 and beverage suppliers audit and Number of food # 22 22 40 73 74 and beverage rejected 19 suppliers failing to comply suppliers audited with our requirements or achieving an Average achieved % 65 65 71 72 70 audit score audit score below 60%. The average Number # 2 2 2 2 10 achieved score by the total of 515 of rejected suppliers* audited suppliers was 71%. *Audit score below 60%

Responsible Supplies

Over the past few years, we have become more conscious of In 2014, we amended our procurement policy and have added the environmental and social impact of the products we select a clause on sustainable procurement. However, in 2015 we will from our suppliers. Responsible buying is one of our focus areas, develop a separate code for responsible procurement to be we aim to maintain providing quality products while looking to shared with our corporate suppliers as we expect that they follow source ethically, sustainably and locally. the same set of values in managing business that represent the highest standards of quality, integrity, excellence, compliance Across hotels, we have developed a purchasing management with the law and respect for the unique customs and cultures in programme, with the aim to give guidance to each department the countries in which they operate. on sourcing products which are more sustainable in their manufacture, use and disposal. We constantly review certain We strive to ensure that our corporate agreements are signed with products and services and identify availability of sustainable suppliers sharing with us the same commitments to sustainable alternatives. development. Amongst our corporate suppliers are the following:

96 Coffee, Julius Meinl Tea, Dilmah

Rotana corporate office Our hotels food and signed an agreement with beverage outlets use Dilmah Julius Meinl, a coffee tea. The tea producing producer committed to company has pioneered a support sustainable farming comprehensive commitment practices, faretrade as to minimising impact on the well as rainforest alliance planet, fostering respect certified coffees. The for the environment and company’s sustainable ensuring its protection by packaging dramatically encouraging a harmonious reduced the amount of coexistence of man and materials used for all of our nature. Their core values packaging. allow them to meet and exceed our expectations of sustainability.

Rooms Toiletries Other initiatives L’Occitane has a charter for the eco-design of its packaging, • Providing guests with reusable cloth laundry bags in 100% of focussed on reducing the weight of packaging, the amount of our rooms wasted product and to control the ecological commitment of • All UAE hotels use A4 office papers made from 100% post- their suppliers. We use L’Occitane amenities like shampoo and consumer recycled materials as part of the Green Office lotion in bottles in 30% of our rooms and the packaging is Programme, equivalent to 81% of total group A4 consumption 100% recyclable. • Switching/replacing to zero-VOC paints Chemicals • Installing CFC and LED light bulbs in hotels A corporate agreement has been signed with chemical provider Ecolab. Our housekeeping, laundry, and food and beverage • Selecting Energy Star rated office equipment departments in 97% of our hotels use Ecolab cleaning products • Serving Illy coffee, as declared by the company, ‘the world’s and detergents. Cleaning and laundry products are delivered in first company to earn the Responsible Supply Chain Process concentrated form which reduce waste, water and energy. certification from DNV (Det Norske Vertias)’. The certification attests to the sustainable practices of Illy’s supply chain, and in Mattresses particular, to the quality of Illy’s relationships with its suppliers: Intercoil shares our commitment to guest’s health and safety. the world’s highest-calibre coffee growers The company’s social responsibility is derived from its mission • Using light weight plastic water bottles Rotana signed a statement to be proactive in serving the consumer, society and corporate agreement with Masafi in the UAE. The company has the environment. Being a leading manufacturer of orthopedic a new light-weight 0.5 litre plastic bottles with 23% reduced beds and mattresses, Intercoil is committed to promoting healthy plastic and is less harmful to the environment, by ensuring sleep and increasing consumers’ awareness of its importance in less carbon dioxide emission. The new bottles weigh just 13 contributing to a healthy life, the company has invested recently grams instead of the original 16 grams. The new bottles will in several marketing and public awareness campaigns, such as the produce 0.023 kilograms less carbon dioxide (CO2) emissions ‘Healthy Sleep Seminar’ and the ‘Healthy Kids Week’. per bottle. For HDPE closures used in water bottles, the weight is reduced by 30% from 2.5 grams to 1.75 grams. The water bottles’ shrink-wrap packaging is made of oxo-biodegradable films, a significant step that reinforces the company’s commitment to the environment • Offering sustainably and responsibly sourced menu options, replacing sustainable sea food selections. The hammour is the most commercial fish in the UAE and it is dangerously over-fished, causing it to decline beyond its sustainable level of more than 80% since 1978 according to Emirates Wildlife Society. Khalidya Palace Rayhaan by Rotana Abu Dhabi stopped hammour service in all its outlets and distributes flyers together with the menu to educate guests to think twice before ordering this endangered fish in any other outlets outside the hotel Among the products that our hotels have substituted by environmentally friendly products are A4 papers, bio degradable In 2014, we substituted 23 products garbage bags, takeaway disposal containers, napkins, tissue rolls to more environmentally friendly and ink cartridges. products.

97 Sustainable table Yas Island Rotana, UAE During the UAE Green Festival, 29 of our Rotana restaurants Organic garden participated in the festival by offering a sustainable menu to our guests for a whole month. The sustainable menu recipes were The organic garden was set up on the hotel grounds, managed sourced from local, organic ingredients including locally sourced directly by the chef and his team and supplied the hotel with yoghurt, Arabian Gulf prawns, locally caught sea bream, organic fresh seasonal produce such as Thai basil, mint, melons, water tagliatelle, Emirati potato puree and local mountain honey. spinach, cherry tomato, eggplant, tomatoes, and many other cooking and aromatic herbs. This initiative was completely self-driven, with the executive chef and his staff working on non-operational hours, days off and even holidays – advancing and experimenting with new techniques, varieties, and planning menus in such a manner as to use produce directly in the buffet. The hotel received the Best Sustainability Practice Award for oganic garden.

Local Supplies

Over the past few years, we have become more conscious of the environmental and social impact of the products we select from In 2014, we substituted 82 imported our suppliers beside our commitment to develop local markets products to locally produced products in the countries we operate, through the collaboration with local suppliers and contractors and by purchasing locally produced in the country of operation. supplies. We mainly deal with locally registered supplier in the base country. However, due to circumstantial exceptions, approximately 10% of our suppliers are without a local presence and goods are imported directly. In 2014 alone, we spent nearly 206.3 million USD with suppliers. Our targets for 2015 Among the products shifted to locally produced products are dairy products, fruits and vegetables, fishes, eggs, and collaterals • Develop a sustainable procurement code printing services and other products. • Review the seafood products across our hotels and issue a seafood policy Unit 2012 2013 2014 • Start screening our suppliers and contractors by a self- assessment questionnaire to assess their environmental, Payments to $ 183.4 M 198 M 206.3 M labour, social and human rights practices as well as their locally registered compliance with the code suppliers/ • Develop a monitoring and reporting template to measure contractors hotels performance on sustainable procurement, local supplies and products • Substitute two imported products per hotel to locally produced products • Substitute two products per hotel to environmentally friendly products • Identify critically endangered species and substitute with other less endangered species

98 Appendix A: Global Reporting Initiative G4 Content Index

Key: n Full l Partial NV: Non-verified Rotana did not seek external assurance for this report

G4 Coverage Cross reference, direct answer, Material aspects External omissions page/link (boundary) assurance Strategy and analysis G4-1 n Letter from Omer Kaddouri, President and CEO, P.07 Yes (All hotels) NV Organisational profile G4-3 n Rotana Hotel Management Corporation PJSC Yes (All hotels) NV G4-4 n “Our Company”, P.11 Yes (All hotels) NV G4-5 n P.O. Box 95100, Abu Dhabi, U.A.E Yes (All hotels) NV T: +971 (0)2 699 4444 F: +971 (0)2 699 4445 | G4-6 n Map of global portfolio, P. 13 Yes (All hotels) NV G4-7 n Rotana Hotel Management Corporation is a private joint Yes (All hotels) NV stock company G4-8 n Map of global portfolio, P. 13 Yes (All hotels) NV G4-9 n “Our Company”, P.11 Yes (All hotels) NV G4-10 n “Profile”, P. 56 Yes (All hotels) NV G4-11 n Rotana follows local legislations in all countries of operation. Yes (All hotels) NV For example in Sudan and Egypt labour unions can be formed, 6.9% of total colleagues G4-12 n “Our Suppliers”, P. 96-97 Yes (All hotels) NV G4-13 n There have been no significant changes structure Yes (All hotels ) NV or ownership, beyond the ongoing acquisition and development of properties: five new properties were added to the portfolio, and four other properties were de-flagged and excluded from the reporting scope G4-15 n “Partnerships and Awards”, P.16-17 NV Identified materials aspects and boundaries G4-16 n We are members and hold governance positions in several Yes (All hotels ) NV organisations and institutions in the tourism sector, and as part of our charitable activities. See section “Partnerships and Awards”, P. 16-17 G4-17 n Data in this report includes all our properties unless Yes (All hotels ) NV otherwise noted. It includes all the hotels listed in our directory by countries on rotana.com excluding the three new opened hotels in 2014 for not completing one full year of operation (Hili Rayhaan by Rotana, Salalah Rotana Resort, and Sedra Residence by Rotana) G4-18 n “About this Report”, P. 05 Yes (All hotels) NV “Materiality Assessment”, P. 35 G4-19 n “Materiality Assessment”, P.36 Yes (All hotels) NV

99 G4-20 n All material aspects selected in this report apply equally to all Yes (All hotels) NV of our hotels as listed in G4-17 G4-21 n All material aspects selected in this report apply equally to Yes (All hotels) NV our all of our hotels as listed in G4-17 G4-22 n There is no restatement of information from previous report Yes (All hotels) NV except the reporting cycle changed from annual to bi-annual G4-23 n There is no significant change from previous reporting in the Yes (All hotels) NV scope and Aspect Boundaries of this report Stakeholders engagement G4-24 n Our primary stakeholders are listed in Our Stakeholders, P.32 Yes (All hotels) NV G4-25 n “Our Stakeholders”, P. 32-33-34 Yes (All hotels) NV G4-26 n “Our Stakeholders “, P. 32 Yes (All hotels) NV G4-27 n The key topics that we believe are most important to our Yes (All hotels) NV stakeholders are reflected in the material issues we have chosen to report this year. See section “Our Stakeholders “, P. 33,34,36 Report profile G4-28 n Calendar year 2013 -2014 Yes (All hotels) NV G4-29 n 2012 annual report, which included the sustainability review Yes (All hotels) NV and data statements, covered calendar year 2012 G4-30 n Bi-Annual Yes (All hotels) NV G4-31 n P. 114 Yes (All hotels) NV G4-32 n Appendix B: Global Reporting Initiative G4 Content Index Yes (All hotels) NV G4-33 n P. 05 Yes (All hotels) NV Governance G4-34 n “Our Governance“, P. 21-24 Yes (All hotels) NV G4-35 n “Our Governance“, P. 23 Yes (All hotels) NV G4-36 n “Our Governance“, P. 23 Yes (All hotels) NV G4-37 l “Our Governance“, P. 21 Yes (All hotels) NV G4-38 n “Our Governance“, P. 21-23-24 Yes (All hotels) NV G4-39 n “Our Governance“, P. 21 Yes (All hotels) NV G4-40 l “Our Governance“, P. 21-24 Yes (All hotels) NV G4-41 n “Our Governance“, P. 21 Yes (All hotels) NV G4-49 n “Our Governance“, P. 23 Yes (All hotels) NV Ethics and integrity G4-56 n “Code of Business Conduct and Ethics“, P. 25 Yes (All hotels) NV

Specific standards disclosure G4 Coverage Cross reference, direct answer, Material aspects External omissions page/link (boundary) assurance Category: Economic Economic performance g4-EC1 l “Our Company”, P. 11 Yes (All hotels) NV G4-EC4 n No financial assistance was received from governments Yes (All hotels) NV Market presence G4-EC5 l “Our Colleagues”, Fair Employment, P. 63 Yes (All hotels) NV

100 G4-EC 6 n “Our Communities, Nationalisation, P. 91 Yes (All hotels) NV Procurement practices g4-EC9 n “Our Suppliers”, Local Suppliers, P. 98 Yes (All hotels) NV Category: Environment Materials G4-EN 1 n “Our Environment”, Materials, P. 75 Yes (All hotels) NV G4-EN2 l “Our Environment”, Waste, Materials sections, P. 75-76 Yes (All hotels) NV Energy G4-EN3 l “Our Environment”, Energy Table, P. 71 Yes (All hotels) NV G4-EN5 n “Our Environment”, Energy Table, P. 71 Yes (All hotels) NV G4-EN6 n “Our Environment”, Energy, P. 71 Yes (All hotels) NV Water G4-EN 9 l “Our Environment”, Water table, P. 73 Yes (All hotels) NV Almost all our water is drawn from municipal water supply G4-EN 10 n “Our Environment”, Water table, P. 73 Yes (All hotels) NV Biodiversity G4- EN 13 n “Our Environment”, Biodiversity, P. 78-79 Yes (All hotels) NV Emissions G4- EN 15 n “Our Environment”, Energy and Carbon Reduction, P. 71 Yes (All hotels) NV G4-EN 20 n “Our Environment”, Ozone depleting substances, P. 71 Yes (All hotels) NV Effluents and waste G4-EN 22 l All waste water is directed to the public sewage company in Yes (All hotels) NV the countries of operation G4-EN 23 n “Our Environment”, Waste table, P. 75 Yes (All hotels) NV G4-EN 24 n No significant water spills were noticed during the reporting Yes (All hotels) NV period Compliance G4-EN 29 n “Our Governance ”, Compliance, P. 25 Yes (All hotels) NV Category: Social Sub Category: Labour practices and decent work Employment G4-LA1 n “Our Colleagues”, Colleagues Profile, P. 56-57 Yes (All hotels) NV G4-LA2 n “Our Colleagues”, Fair Employment, P. 62-63 Yes (All hotels) NV G4-LA3 l “Our Colleagues”, Fair Employment, P. 61 Yes (All hotels) NV Labour/management relations G4-LA4 n “Our Colleagues”, Yes (All hotels) NV Promotions and Inter-Property Transfers, P. 61 Occupational health and safety G4-LA6 n “Our Colleagues”, Welfare, Health and Safety, p.65. Yes (Abu Dhabi Hotels) NV Indicators cover only Abu Dhabi Hotels, all other hotels will be included for 2014 reports Training and education G4-LA9 n “Our Colleagues”, Learning and Development, P. 60 Yes (All hotels) NV G4-LA11 n “Our Colleagues”, Learning and Development, P. 61 Yes (All hotels) NV

101 Diversity and equal opportunity G4-LA12 n “Our Colleagues”, Fair Employment, P. 62 Yes (All hotels) NV “Our Colleagues”, Profile, P. 57 Equal remuneration for women and men G4-LA13 l “Our Colleagues”, Fair Employment, P. 62 Yes (All hotels) NV Category: Social Sub category: Human rights Forced or compulsory labour G4-HR 6 l “Our Colleagues”, Fair Employment, P. 63 – NV Category: Social Sub category: Society Local communities G4-SO1 n “Our Communities”, Contribution, P. 84 Yes (All hotels) NV Anti-corruption G4-SO4 n “Our Governance”, Code of Business Conduct and Ethics, Yes (All hotels) NV P. 25 Public policy G4-SO6 n “Our Governance”, Code of Business Conduct and Ethics, Yes (All hotels) NV P. 25 Anti-competitive behavior G4-SO 7 n “Our Governance”, Code of Business Conduct and Ethics, Yes (All hotels) NV P. 25 Category: Social Sub category: Product responsibility Product and service labelling G4-PR4 n Rotana is not aware of any voluntary or regulatory Yes (All hotels) NV noncompliance issues related to products and services G4-PR5 n “Our Guests”, Guest Satisfaction, P. 42 Yes (All hotels) NV Customer privacy G4-PR8 n A reporting system is implemented and monitored in each Yes (All hotels) NV hotel, however a mechanism for data gathering from all hotels to get the total number of complaints, will be built in 2015 Compliance G4-PR9 n Rotana is not aware of any significant fines received for Yes (All hotels) NV noncompliance with laws and regulations concerning the provision and use of products and services

For more information about Rotana Global Sustainability efforts or to share thoughts about this report please contact: Christiane A Zeidan Corporate Director of Environment, Health and Safety Head of Corporate Sustainability Committee [email protected]

102 Printed on 100% recycled paper using eco-friendly vegetable inks. Rotana Hotel Management Corporation PJSC P O Box 95100, Abu Dhabi, UAE T: +971 (0)2 699 4444, F: +971 (0)2 699 4445 [email protected] rotanaearth.com 104