2021 Sustainability Report | Shaping the Future of Trade

2021
SUSTAINABILITY
REPORT
Shaping the
Future of Trade
2021 Sustainability Report | Shaping the Future of Trade 1

Contents
Contents
04 08 14 17
About this Executive Stakeholder Our Materiality
Report Statement Engagement Approach
06 10 15
Deloitte DMCC at Sustainability
Assurance a Glance at DMCC
Statement
01
Sustainable City 21
Infrastructure Improvements 22
Energy, Water and Waste Management 26
Occupational Health and Safety 33
Community Engagement 36
02
Operational Excellence 37
Governance and Leadership 38
Economic Performance 41
Customer Excellence 42
Labour Practices 43
Talent Attraction, Development and Retention 46
03
Responsible Business Ecosystem 47
Digitalisation 48
Supply Chain Sustainability and Responsible Sourcing 48
Ethical Business 50
2 2021 Sustainability Report | Shaping the Future of Trade 2021 Sustainability Report | Shaping the Future of Trade 3
About this Report About this Report
ABOUT STRUCTURE AND MATERIALITY Community Declaration and Master Plan. In
THIS
The layout of the report mirrors our addition, we reference activities and services
sustainability strategy and illustrates how we offered to member companies, retailers,
REPORT
act, measure, and manage it within our co- developers and residents of the Master
dependent business activities daily. Community.
Each section of the report covers material In compliance with GRI Universal
topics under the umbrella of our three Standards, our scope of engagement
sustainability pillars: expanded to all business activities we
impact regardless of direct or indirect
• Sustainable City control. We categorised our business
• Operational Excellence relationships across our value chain and
• Responsible Ecosystem classified them based on proximity and
We, DMCC, developed this report Since August 2017, we’ve been influence of impact for organisational
prioritising topics identified in United Nations Global Compact We’ve linked each material topic to the three purposes. All levels of business relationships,
collaboration with our stakeholders by (UNGC) signatories, and this pillars on the page (insert page #). The 12 despite their degree of proximity and
understanding risks and opportunities, report complies with UN Global topics were identified and depicted following influence, were engaged in the process of
negative and positive, potential, Compact Advanced Level materiality principles. The material topics collecting feedback and data.
and actual impacts related to requirements, serving as our are further defined within the report and
environmental, social, and economic Communication on Progress supported with relevant disclosures. Due to ASSURANCE
aspects relevant to our operational (CoP). The report is also available the GRI update in the reporting standard, Deloitte & Touche Middle East (DTME)
activities and how we manage them. on the UN Global Compact material topics disclosure consistency was provided a limited independent assurance
website. We are also a signatory slightly impacted. All material topics are under ISAE 3000 (Revised) on preparing this
Our commitment to continuous of the UN Women Empowerment supported with comprehensive data and the report in accordance with the GRI Standards.
sustainability and transparency aims to Principles (WEPs) and an active continuity of data over the last two-three DTME is independent of DMCC at the point
strengthen our influence and impact advocate of the United Nations years variables based on new disclosures that the report is issued. The outcomes of
as a globally recognised hub for global Sustainable Development Goal added. the assurance and relevant recommendations
commodities trade and the fastest (SDGs) 5 on gender quality. We are presented in the management report that
growing and largest free economic are committed to progress on SCOPE OF ENGAGEMENT is reviewed at the senior level and circulated
zone in the United Arab Emirates. multiple SDGs and have developed This annual sustainability report covers to data owners. As a Dubai government
a strategic framework which can our environmental, social, and economic entity, we are not required to conduct
OUR REPORTING STANDARDS be viewed in the SDG index (insert performance in the last financial year, assurance of this Report. However, we
DMCC aligns with international page #). The GRI content index ranging from 1 January 2021 to 31 December believe transparency is critical, and Deloitte’s
sustainability standards to ensure can be found at www.dmcc.ae/ 2021. The reporting period and the scope recommendations help us improve. For the
best practices and reporting quality. sustainability. of this report is aligned with the DMCC's scope of work and observations, please refer
This report follows the Global annual financial report. It includes entities to the independent limited Assurance report
Reporting Initiative (GRI) Standards, RESTATEMENT OF INFORMATION and stakeholders which DMCC has shown on pages (insert page #) of this
covering stakeholder engagement, We have done a thorough administrative authority over, such as its Report.
materiality, completeness, and analysis of our Uptown energy permanent employees, owned and leased
accuracy. This report has been consumption data and identified property, its assets and infrastructure, free FEEDBACK AND SUGGESTIONS
prepared in accordance with the 2021 inconsistencies in 2019 and 2020 zone regulatory oversight, and the Master We welcome your feedback and suggestions
GRI Standards and is available on the data reported in the previous Community, which includes all of Jumeirah on our sustainability performance,
GRI online disclosure database and sustainability reports, which we Lakes Towers District, Uptown Dubai District, commitments, and progress. Please direct
DMCC’s website. have rectified in this report. the Jewellery and Gemplex District, One JLT, your comments to sustainability@dmcc.ae.
and other areas in line with DMCC Master
Assurance Statement Assurance Statement
Independent limited assurance report WHAT WE DID: KEY LIMITED ASSURANCE not involve procedures to verify the accuracy Deloitte:
to Dubai Multi Commodities Centre PROCEDURES of the performance data or assertions • Our responsibility is to provide a limited
(“DMCC”) on the preparation of the To form our conclusion, we undertook the published. level of assurance on the subject matters
DMCC Sustainability Report for the year following procedures: as defined within the scope of work
ended 31 December 2021 (the “Report”), • Interviewed Management and those with OUR INDEPENDENCE AND QUALITY CONTROL above to DMCC in accordance with our
in accordance with the Global Reporting operational responsibility for sustainability In carrying out our work, we have complied letter of engagement, and report thereon.
Initiative Standards 2021 (the “GRI”). performance to assess the application of the with the independence and other ethical In conducting our limited assurance
GRI in the preparation of the Report; requirements of the Code of Ethics for engagement, we have complied with the
WHAT WE LOOKED AT: SCOPE OF • Understood, analysed and assessed the key Professional Accountants issued by the Code of Ethics for Professional Accountants
OUR WORK structures, processes, procedures and controls International Ethics Standards Board for issued by the International Ethics Standards
DMCC has engaged Deloitte to perform relating to the preparation of the Report; Accountants (IESBA Code), which are founded Board for Accountants (IESBA Code).
limited assurance procedures on DMCC’s • Evaluated whether the management approach on fundamental principles of integrity, • We confirm that we apply International
declaration of preparing the Report in for the material sustainability issues presented objectivity, professional competence and due Standard on Quality Control 1 and
accordance with the GRI. in the Report are consistent with our overall care, confidentiality and professional behaviour accordingly maintain a comprehensive
knowledge and experience of sustainability and the ethical requirements that are relevant system of quality control including
WHAT STANDARDS WE USED: BASIS OF management and performance at DMCC; in Qatar. We have fulfilled our other ethical documented policies and procedures
OUR WORK, CRITERIA USED AND LEVEL OF • Assessed the completeness and accuracy of responsibilities in accordance with these regarding compliance with ethical
ASSURANCE the GRI Standards content index with respect requirements and the IESBA Code. requirements, professional standards and
We carried out limited assurance to the GRI, including review of reasons for applicable legal and regulatory requirements.
procedures over the selected Subject omission; and In performing our work, we applied • Our work has been undertaken so that we
Matter in accordance with the International • Reviewed the content of the Report International Standard on Quality Control 1 might state to DMCC those matters we are
Standard on Assurance Engagements against the findings of the aforementioned and accordingly maintain a comprehensive required to state to them in this limited
3000 (Revised) “Assurance Engagements procedures. system of quality control including documented assurance report and for no other purpose.
other than Audits or Reviews of policies and procedures regarding compliance To the fullest extent permitted by law, we
Historical Financial Information” (“ISAE LIMITATIONS with ethical requirements, professional do not accept or assume responsibility to
3000”). To achieve limited assurance, The process an organisation adopts to define, standards and applicable legal and regulatory anyone other than DMCC for our work, for
ISAE 3000 requires that we review the gather and report information on its non- requirements. this report, or for the conclusion we have
processes, systems and competencies financial performance is not subject to the formed.
used to compile the Report, on which formal processes adopted for financial reporting. ROLES AND RESPONSIBILITIES
we provide limited assurance. It does not Therefore, data of this nature is subject to CONCLUSIONS
include detailed testing for each of the variations in definitions, collection and reporting DMCC: Based on our limited assurance procedures
indicators reported, or of the operating methodology, often with no consistent, accepted • DMCC is responsible for the preparation performed and evidence obtained, subject to
effectiveness of processes and internal external standard. This may result in non- of the Report and for the information and the limitations mentioned above, nothing has
controls. The procedures performed in comparable information between organisations statements contained within. They are come to our attention that causes us to believe
a limited assurance engagement vary in and from year to year within an organisation as responsible for determining sustainability that the Report has not been prepared, in all
nature and timing from, and are less in methodologies develop. objectives, identifying stakeholder groups and material respects, in accordance with the GRI.
extent than for, a reasonable assurance determine material topics to be included in
engagement. Consequently, the level of In relation to our work performed on the Report, the Report and ensuring that these are in line Deloitte & Touche (M.E.)
assurance obtained in a limited assurance we note the following specific limitation: with the GRI criteria. The Management is also
engagement is substantially lower than the • Our testing did not include assurance of, responsible for establishing and maintaining
assurance that would have been obtained or detailed testing of the underlying data appropriate performance management and
had a reasonable assurance engagement for each of the indicators reported, or of internal control systems from which the
been performed. published assertions. As such, our work does reported information is derived. 26 January 2023
Executive Statement Executive Statement
EXECUTIVE
STATEMENT
ESG must be top-of-mind for any business to our strategy and demonstrate how DMCC The past year has seen the launch and solution is part of our continuous efforts
achieve long-term success. This is a statement has performed against our commitment delivery of many initiatives and projects to significantly improve water quality in
that has never been clearer than today. And it to the 17 United Nations Sustainable that target positive impact, though a the JLT’s lakes.
is a fundamental belief that has guided DMCC Development Goals (SDGs). few are worth highlighting in particular.
and the way we have operated for the past In line with the UAE’s and Dubai’s Finally, we launched the Smart District
decade. As a government authority on trade In the second year of our updated decarbonisation strategy, we have started Platform last year. We are now capturing,
and enterprise and one of the world’s leading sustainability strategy, we have continued work on a 6.3MW solar parking shade storing, and reporting community and
business districts with over 21,000 member to place stakeholders’ interests at the centre project across 17 locations in our Jumeirah environmental data in real-time. This
companies, we have a significant reach and of everything we do. We have completed Lakes Towers (JLT) community. This is forms part of our wider Smart and
the opportunity to deliver a positive, real- the most in-depth materiality assessment expected to save over 7,612 MWh annually Sustainable District Strategy, which
world environmental and social impact. This exercise by engaging organisations across whilst also reducing energy costs for consists of five pillars – smart mobility,
ethos is a core component of our record- all business sectors where DMCC is present. landlords and tenants. smart living, smart infrastructure, smart
breaking performance last year, in which we Fully understanding their needs and interests environment, and smart business.
registered 2,485 new member companies. remains the most effective way to create We have also been working with the
positive change. To enhance how we deliver towers across the JLT to reduce energy As with all our Sustainability Reports,
We are proud to issue our fifth Sustainability a positive impact for employees, customers, consumption by 30% by 2030, in line we actively encourage constructive
Report, outlining DMCC’s progress and member companies, residents, and visitors, with Dubai’s broader target. We launched feedback so that we can enhance future
providing an outlook of how we plan to we have maintained high levels of investment our new bore-well project to produce iterations and refine our sustainability
increase our sustainability efforts over the in sustainability projects across our clean water to refill the lakes and reduce strategy further.
coming years. We reaffirm the core pillars of communities. the reliance on cleaning chemicals. This
Ahmed Bin Sulayem Feryal Ahmadi

Executive Chairman and CEO, DMCC COO, DMCC
About at
DMCC DMCC
a Glance DMCC at a Glance
DMCC AT
A GLANCE
WHO WE ARE OUR VALUES OUR OPERATIONS

DMCC is a government entity established HIGH PERFORMANCE FREE ZONE
by the government of Dubai in 2002. It We deliver consistent HIGH PERFORMANCE Located in the heart of Dubai, DMCC is one of the
was founded to provide a physical market through the services we offer and the world’s most interconnected and fastest-growing
and financial infrastructure required for partnerships we forge. free zones. We strive to make the company set-up
a hub for global commodities trade. process and future expansion seamless whilst ensuring
Trade, free zone, community, and their COMMITTED companies operate with confidence and trade efficiently.
associated services are all functions that We are COMMITTED to all our stakeholders,
come under the government entity. As the employees, members, partners and residents – TRADE
world-leading free zone, DMCC promotes, and to our own success. We bring the energy, By offering everything to set up, grow and build your
attracts and facilitates trade through Dubai focus and resources required to achieve our business, we play a significant role in positioning
sustainably and responsibly by offering goals and bring our mission to life. Dubai as a leading trade hub for commodities. We
world-class infrastructure and state-of- successfully connect producers to consumers to create
the-art facilities alongside a wide range of BOUNDLESS an international gateway to the Middle East markets and
value-added products and services. Our ambition is BOUNDLESS. It redefines world beyond.
trade, constantly seeking new opportunities
Our unique position allows us to play a through bold and visionary ideas. COMMUNITY
significant role in securing Dubai's position Almost 100,000 people live, visit, and do business in
as a regional leader for global trade and COLLABORATIVE our vibrant Master Community. We offer modern and
enabling it to meet its long-term economic, We are COLLABORATIVE in the way we work. beautifully constructed real estate that offers first-rate
environmental and social ambitions. Pulling together as a diverse team and working facilities such as restaurants, hotels, parks, and the best
with our members and partners to understand healthcare and education facilities. We make a concerted
each other’s needs. CLARITY effort to bring the community together and have launched
We are CLEAR on direction, stand by our Instagram, Facebook, and Twitter channels to this effect.
decisions, and take responsibility for our actions. Through these channels, we promote an eco-friendly
lifestyle, recycling, bike-sharing, and tips to live a more
sustainable lifestyle.
About at
DMCC DMCC
a Glance DMCC at a Glance
OUR CUSTOMERS AND SERVICES Through our fully integrated services,

DMCC’s value chain and its services are business owners can register their
complex. Still, through identifying and business license within the free zone
prioritising our stakeholders, which are our and enjoy our value-added services
business owners, residents, and visitors, we depending on their needs. For example,
can provide a multifunctional ecosystem we cater to the coffee, tea, and precious
to serve all their business needs and more. metals sectors by granting access to
The diagram of our operations depicts how our network, education, and regulatory
we interact and impact our stakeholders guidance for these commodity activities.
through our services. Residents, visitors, and employees of
DMCC registered businesses can enjoy
We manage a business community of the various community engagement
over 21,000 member companies from 190 opportunities in a secure and pleasant
countries that employ over 60,000 people. setting.
Register & License Register & License

Companies Companies
Packaging Blending
Storage
Roasting TRADE Registration
Transportation Visa handing
Commercial Space Insurance
Learning Hub Audit
Banking
DMCC Tradeflow
Dubai Gold & Commodities Exchange COMMUNITY
Shariah Asset Management
Networking
Training
Export/import of Kimberley Process
Mediation
rough diamonds
Compliance
Governance Dubai Diamond Regulation
Tender facilities Exchange Help centre
Industry advocacy
Mediation
Gold accreditation standards

DMCC Vault
UAE Gold Bullion Coins
Uptown Regulatory framework Events

One JLT Health & Safety Parks and recreation
Jewellery & Gemplex Security Festivals
Office solutions Energy, Waste and Water Volunteering
Retail Transportation
Plots of land
Warehouse solutions
About DMCCEngagement
Stakeholder Sustainability at DMCC
STAKEHOLDER SUSTAINABILITY
ENGAGEMENT AT DMCC
Stakeholders were identified by the SDG Steering Committee based on the frequency of OUR STRATEGY
engagement and financial and social impact on the business. DMCC engages directly with all We established our sustainability strategy in 2019 when we issued our ‘Sustainability
of these stakeholders and engaged them in the materiality process. We revisit the relevance Guidelines’ with a ‘Sustainability Policy Statement. These guidelines and policies reflect our
of these stakeholders every two-three years at the time of a materiality review. commitment to aligning our business operations with international sustainability frameworks
and best practices. Our policy statement can be found on our website.
ENGAGE WITH STAKEHOLDERS The framework pictured reflects DMCC’s 5C management approach to sustainability, divided
into three pillars: Sustainable City, Responsible Business Ecosystem, and Operational
NGOs and Excellence. The 5C’s: Convene, Connect, Communicate, Capacity Build, and Care is how
Institutions &
Customers Communities Colleagues Suppliers Industry Peers Community we lead our engagements with our stakeholders. This method of collaboration allows us to
Policy Makers
Partners
incorporate feedback and improvements towards shaping a sustainable future of trade, our
DMCC is a DMCC is closely DMCC wants its DMCC suppliers DMCC, a DMMC DMCC continues
customer focused connected with employees to are valued government recognises that to formalise its supply chain, finance, and infrastructure.
company. its community be ambassadors business partners. authority, plays some topics are social impact
Understanding where 100,000 for its activities Stable and long the dual role of best addressed strategy. This
and meeting people live and putting their term relations developing and collectively. will ensure the
the needs of work and 18,000 development at are key to mutual implementing DMCC works relationship
their member companies are the forefront. growth. policies. DMCC with industry with NGOs and
companies is at
the core of what
registered. follows UAE
Vision 2021 and
peers to
define industry
community
partners become MADE FOR TRADE
they do. the Dubai Plan standards more strategic.
2021. and common
solutions to
shared risks.
SUSTAINABILITY STRATEGY
HOW DMCC ENGAGES
NGOs and
Institutions &
Customers Communities Colleagues Suppliers Industry Peers Community Convene Connect Communicate Capacity Build Care
Policy Makers
Partners
Help customers Create a Commit to being Facilitate a Implement Multi-stakeholder Maintain

grow their safe, green, an employer transparent and create initiatives such transparency Sustainable City Responsible Business Ecosystem Operational Excellence
business and leisurely of choice by and digital awareness as the Kimberley through annual
by offering family friendly offering diverse procurement for local laws, Process, OECD reporting and
capacity building environment capacity building process, while new and old, governance open dialogue on
initiatives, where residents opportunities, advocating for to encourage group, and project progress
financial services, can live and conducting a responsible best practice. Diamond with focus on
infrastructure businesses satisfaction supply chain Engaging Development data driven SOCIAL IMPACT
and networking can operate surveys, and supplemented on special Initiative to stories.
opportunities responsibly. always exploring with capacity committees, ensure protection
while supporting Continuously new ways for building and maintaining to the most
them in their enhancing more open open dialogue. dialogue and vulnerable in
sustainability mechanisms communications using the DMCC the value chain Entrepreneurship Gender Equality Community
journey. for feedback and enhanced platform to host reducing the
and open diversity. events. flow of conflict
communications. diamonds.
UNDERPINNED BY THE SDGS

NGOs and
Institutions &
Customers Communities Colleagues Suppliers Industry Peers Community
Policy Makers
Partners
Customer Social media Employee Supplier portal. Meetings, Public affairs Meetings,
satisfaction and events. satisfaction events, team, events, MOUs, on going
surveys. survey. inspections and publications, dialogue.
audits, public partnerships.
affairs team.
About DMCC at DMCC
Sustainability About DMCC Our Materiality Approach
The three pillars are a result of a self-evaluation conducted in 2019 to understand what
sustainability means for DMCC and how it can best influence the environment and the
community where it operates through its business activities. Since 2019, we have updated our
material topics in alignment with new GRI Standards and have mapped our three pillars with OUR MATERIALITY
new material topics based on our materiality assessment approach. The three pillars still guide
our sustainability strategy and commitments.
APPROACH
SOCIAL IMPACT STRATEGY Following the best practice, in 2021, DMCC redefined its material topics and updated its
Our approach to social impact was formalised with the creation of our social impact policy methodology in alignment with Global Reporting Initiative Universal Standards. Due to the
mapped to the SDGs, and the launch of the DMCC’s social impact strategy last year solidified evolution of the stakeholder engagement process, there was a reduction in material topics. In
our commitment. This is represented by the ‘5th C' under our strategy, ‘Care’. Giving back previous years, a quantitative survey was distributed to relevant stakeholders, and a subset of
0.5% of the company’s net profit annually towards social impact reinforces our strategic interviews was conducted to reinforce the quantitative data gathered.
commitment to addressing entrepreneurship, vulnerable communities, and gender equality as
a cross-cutting topic. In 2021, DMCC’s approach was first to identify key business relationships within its value
chain that it influences and impacts and then conduct in-depth feedback consultations with
Entrepreneurship Gender Equality stakeholders to identify actual and potential negative and positive impacts.
DMCC has distinguished itself as an award- Gender equality intersects the
winning free zone and community as the entrepreneurship pillar of the social These changes resulted in a new set of material topics for DMCC.
‘Global Free Zone of the Year from the impact strategy. DMCC aims to support
Financial Times fDi magazine for seven female entrepreneurs and partner with
years. This acknowledgement stems from organisations focused on female equality IDENTIFICATION DMCC interviewed its internal directors and
our role in advancing the entrepreneurship and development. In 2021, we signed a DMCC’s value chain is complex, with managers within each business activity to
ecosystem in Dubai. The development of pledge with the UAE Gender Balance stakeholders intersecting multiple business ensure a robust and accurate list of appropriate
seamless services and education to foster Council to maintain and promote the activities. DMCC’s main activities in the UAE stakeholders. The interviews included a
business success is part of whom we are, increase in women in managerial positions include trade infrastructure (developing breakdown of their business operations and
making entrepreneurship part of our core across the UAE. ecosystems for gold, diamond, tea and recommendations for external stakeholder
pillars within our social impact strategy. coffee industries along with new areas and engagement exercises.
Our Engagement financial services), free zone (company
Vulnerable Communities DMCC’s stakeholders are diverse and registration, supporting ecosystem), This process resulted in a thorough list of 30+
DMCC promotes and enhances the highly regarded, contributing to the and community (property development, relevant stakeholders and experts with whom to
diamond trade in the UAE and globally value of our services and community. The management, and engagement). Within engage to gather feedback on material topics for
because it recognises that vulnerable SDG Steering Committee has identified each main activity, DMCC classified each DMCC. A second review of the final list took place
communities are impacted by the precious stakeholders based on how we impact and stakeholder into tiers 1-3 based DMCC's by DMCC’s management team to gather contact
metals industry. DMCC is a member of can potentially impact their financial, social, proximity of impact on the stakeholders. information and verify stakeholder accuracy.
the World Diamond Council through its and environmental operations through
Dubai Diamond Exchange and Kimberley engaging with us. We engage directly with
Process through the Ministry of Economy all stakeholders, including our materiality ENGAGEMENT Given DMCC’s complex value chain and
and acts as a 'connector' to advocate assessment process. We revisit the relevance Systainability team conducted in-depth business activities, some stakeholders
for responsible sourcing. The Kimberly of these stakeholders every two years at the discussions with stakeholders, including were classified under one business activity
Process exists to reduce the flow of conflict time of a materiality review. customers, employees, suppliers, but during the interview provided their
diamonds, includes 82 member countries, policymakers, industry peers, NGOs, and feedback on more due to the their broad
industry representatives and NGOs that community organisations to gain perspective scale of operations. Within DMCC’s trade
implement projects to safeguard artisanal on how they perceive us impacting them. infrastructure services, 8 stakeholders
miners. We advocate for and protect After contacting all external stakeholders were engaged across all four verticals.
vulnerable communities through our ability for consultations, 30 individuals and In the community business activities, 18
to influence the standard of precious metal organisations participated in a 1–2-hour stakeholders were consulted, of which 13
trade and operations. dialogue to assess DMCC’s impact. were the residents living in Jumeirah Lake
Our Materiality Approach Our Materiality Approach
Towers. The free zone activities are the most understanding of the intended outcome PRIORITISATION
intersectional given that many stakeholders of the consultation and to inform them The sustanability team conducted a prioritisation exercise by scoring each material topic
operating within trade and community of the GRI Standards update. Examples identified in line with the stakeholders' feedback. We re-examinated all consolidated transcribed
are licensed member companies. For the include a presentation deck describing consultations and considered the importance and the severity of the impacts highlighted by
free zone pillar, we specifically engaged what “positive and negative impact” stakeholders, which allowed us to rank the material topics internally.
4 additional stakeholders. However, could mean to a stakeholder, why their
many more stakeholders we engaged on feedback matters to DMCC and open- In the result of the exercise, we were able to prioritise the material topics successfully,
community and trade provided us with their ended questions to guide the conversation however the final decision was made to keep all topics in the final list to eliminate any risk of
observations on the free zone ecosystem. towards points of potential issues and incompliance with the GRI Universal Standards and ensure that all impacts identified in the
improvements. DMCC then prompted course of the stakeholder engagement exercise are covered in this report.
DMCC created educational resources stakeholders to ask questions for further
before consulting stakeholders on the clarification if necessary.
organisation’s impact on them. DMCC
provided context to each stakeholder
before each interaction to ensure an
ANALYSIS
The conversations with each stakeholder was completed, a cross-reference to a
were transcribed and analysed on the constructed universe of ESG (environmental,
actual, potential, negative, and positive social, and governance) topics sourced
impacts on the economy, environment from GRI Standards 2021 and SASB
and people. The analysis took into (Sustainability Accounting Standards
consideration all DMCC activities and Board) was consolidated to reflect a list of
business relationships mentioned during relevant material topics for DMCC based
the meetings. The sustainability team on its business activities and stakeholeder
considered all aspects of the DMCC’s feedback.
complex value chain to guarantee that
stakeholders’ feedback was analysed Material topics were then identified and
according to the organisational context. selected so they would cover each impact
identified earlier. Once all appropriate
Once the classification of all actual, material topics were ascertained, a
potential, negative, and positive impacts prioritisation process began.
Our Materiality Approach
MATERIAL TOPICS
A total of 12 topics were identified, each having 3-5 underlining sub-topics directly
aligned with GRI 2021 disclosures. The final topics reflected the most significant values
across all three rankings once averaged based on prioritisation. DMCC’s leadership
reviewed each topic to ensure understanding and appropriateness. Below is the list of
topics identified as material.
Climate Change and Energy

Community and Giving
Customer Satisfaction and Engagement
Economic Performance
Ethical Business Conduct
Governance and Leadership
Labour Practices
Occupational Health and Safety
Supply Chain Sustainability and Responsible Sourcing
Talent attraction, Development and Retention
Waste Management
Water Effluents
SUSTAINABLE
CITY
20 2021 Sustainability Report | Shaping the Future of Trade 2020

2021 Sustainability Report | Shaping the Future of Trade 21
Infrasructure Improvements Infrasructure Improvements
INFRASTRUCTURE LANDSCAPE BEAUTIFICATION

As part of the large-scale project to enhance the existing infrastructure and community
IMPROVEMENTS assets in Jumeirah Lakes Towers, we have completely rebuilt the public areas around the
metro stations to improve the experience of the residents and visitors.
We have also started to replace all lake borewells and fascia panels, a significant
At DMCC, we look after creating infrastructure where our stakeholders can live, work and thrive. enhancement that’s been due for a long time, and we are happy to confirm that the works
The spaces are designed and dedicated to helping our members, residents, and visitors achieve will be completed in 2022.
their objectives. We are committed to providing a safe, healthy, and sustainable environment to
our stakeholders; these elements represent the key focus areas of our operation and day-to-day Throughout our engagement with the community in 2020, we have also learnt that
processes. there was a strong demand for more public areas focused on fitness and community
engagement. This has been our top priority, and four more fitness stations, two half
Located at the heart of Dubai, our Master Community consists of residential, commercial, retail, basketball courts, and a new large fitness station in the JLT park are to be opened by the
and leisure destinations and includes three districts: Jumeirah Lakes Towers (JLT), Uptown Dubai, Q3 of 2022. The construction has already begun, and the projects are on track.
and the Jewellery and Gemplex.
In this section, we are covering the strategy and critical ongoing projects implemented by DMCC to
maintain our positive impact on stakeholders’ lives within the community and the measures taken to
ensure our alignment with the UAE and Dubai’s strategy focused on sustainable development.
Infrasructure Improvements Infrasructure Improvements
ENHANCEMENT OF EXISTING INFRASTRUCTURE

In 2021, we introduced a new system to manage traffic and improve mobility around the
parking areas, addressing the requests and feedback of our residents. The system will be
further upgraded to make transportation as seamless as possible.
As part of the improvements in our community focused on health and safety, we plan to
install smart pedestrian crossings to improve their visibility. The construction will begin in
March 2022 and be completed by the end of April.
DMCC is also planning to launch a complete structural evaluation of public areas and parking
structures in twenty-five clusters of Jumeirah Lakes Towers. The goal is to identify all defects
and repairs required to be addressed.
This includes installing design-based solutions for lighting, air-conditioning and ventilation
fan retrofitting. The projected energy consumption reduction is 45% from the assets to be
part of the project.
We are also building a new SOLAR PANEL CAR PARKING SHADE INSTALLATION
football pitch, which will be In line with the UAE’s and Dubai’s decarbonisation and energy strategy, we are building a
completed by Q1 2022. 6.3MW solar parking shade project across 17 locations in the Jumeirah Lakes Towers, which
are expected to save over 7,612 MWh annually.
The project will result in a significant reduction in power consumption tariffs for the district,
generating savings each year for property owners, making Jumeirah Lakes Towers district more
affordable for residents and tenants alike. The project is funded from the cost savings achieved
by the energy generation, and therefore there will be no added cost to the community members.
The work is set to commence in March 2022, with additional DMCC assets and other energy
reduction initiatives set to join the scheme in the coming period.
Energy, Water and Waste Management Energy, Water and Waste Management
ENERGY, WATER AND reduce energy consumption across the Master

Community.
expected to be completed by 2022. To date
progress continue to be made with Provis
WASTE MANAGEMENT The partnership between DMCC and Etihad

Building Management managed towers and
Almas Tower.
ESCO looks to provide the buildings within the
Master Community with retrofitting energy Despite the increase in consumption in the
In addition to all ongoing and future The data is then verified through solutions to reduce energy consumption community overall due to increased demand
infrastructure improvements, we continue Measurabl, the platform adopted by and contribute to Dubai’s Demand Side and more available public areas, we reduced
addressing our environmental impact and DMCC that tracks consumption across all Management Strategy 2030 and its target to the energy consumption by 710.43GJ2 by
responsibilities through regular monitoring of our assets without human involvement achieve ± 30% energy and water savings by adjusting the operations and switching off the
our operation and continuous performance by analysing all DEWA bills and cross- 2030. Partnership agreement finalisation is lights in low-use areas after 11 PM.
improvement. referencing them with each meter
location. This system helps us to cross-
For Jumeirah Lakes Towers, the energy and check each data point and eliminate any
water consumption data are sourced from potential human errors that happened in
the Master Community facility management the past. It also allows us to notice the Energy, Water
provider, Concordia, which logs the data unusual spikes for each location and take and Waste Performance3
manually based on the bills received from the necessary measures to identify and 2019/2020/2021
Dubai Electricity and Water Authority tackle the issues.
(DEWA)1. The waste data is provided by
Bee’ah, the only waste management provider CO2 emissions have been calculated
in the Master Community. using DEWA’s 2018 grid emission factor
as 0.4258 tCO2e/MWh for electricity and
For the DMCC assets, such as our offices in 23.69 tCO2e/MIG for water. Indicator 2019 2020 2021
Almas Tower, One JLT, and Tea and Coffee
Energy Usage (GJ) 45,410 44,869 45,576
Centres, the energy, water and waste data are The energy and water are sourced (5,371 tCO2) (5,307 tCO2) (5,390 tCO2)
provided by our current facility management from DEWA. The DMCC-appointed 3rd
Water Consumption (Ml) 34.5 35.4 33.3
supplier, Mace Macro. For the Uptown Dubai party contractor approved by Dubai (180 tCO2) (185 tCO2) (173 tCO2)
District, all data is provided by Besix Group, Municipality (DM) is responsible for
Treated Sewage Effluent (Ml) 462 780 369
the construction company that manages the effluent discharge, which follows local
construction process of the district. standards and DM guidelines. General Waste (tonnes) 27,015 26,584 16,258.97
Recycled 128.4 151.6 138.39
Composted 547.92
Landfill 26,886.6 26,432.4 15,572.66
JUMEIRAH LAKES TOWERS reduce the reliance on cleaning chemicals. Hazardous Waste (tonnes) 1.8
1.8
Recycled
In addition to all ongoing and future infrastructure The solution is part of our continuous
improvements, we continue addressing our efforts to improve water quality in JLT
environmental impact and responsibilities lakes significantly.
through regular monitoring of our operation and UPTOWN DUBAI DISTRICT
continuous performance improvement. In line with Dubai’s target to reduce Uptown Dubai is one of the city’s upcoming projects. The district is a multi-function
energy demand by 30% by 2030, a community consisting of residential and commercial spaces. The district will provide visitors
This year we launched our new bore-well project collaboration between towers and and residents with a wide range of entertainment destinations consisting of world-class F&B,
to produce clean water to refill the lakes and towers association has been proposed to retail outlets, a central entertainment plaza, and hotels.
1
UAE’s only utility provider of energy 2
The calculation is done by comparing the baseline as the
and water. rate per hour prior to the adjustment and the current one.
3
All waste is disposed, recycled or diverted from the
landfill off-site. DMCC doesn't have the capabilities to
manage waste. This process is currently managed by the
external contractor.
The waste generated at the project can broadly be categorised into eight waste streams:
Recyclable: non-hazardous waste Non-recyclable: non-hazardous waste

Wood waste General waste
Paper and cardboard waste Food waste
Plastic waste Hazardous waste:
Steel/metal waste non-recyclable (used oils, empty chemical
Concrete waste containers, oily rags, expired chemicals etc.)
The waste collected from the project correction actions are taken if any deviations
is segregated into these multiple are observed.
waste streams and sent to relevant
authorised recycling/landfill facilities The 3R principle – reduce/reuse and recycle
through authorised waste transporters. is followed in the project to manage its
Each transporter submits a monthly waste with the sole purpose of diverting the
waste report along with the supporting maximum amount from landfill. The project
evidence, verified and logged by the targets a minimum of 75% waste diversion
onsite Besix environmental sustainability from landfill, and the current average waste
team. The data is then uploaded to diversion rate is 85%.
DMCC’s account in Measurabl for further
verification and storage. A project-specific construction and demolition
waste management plan has been developed,
Regular site inspections are carried out assessing its impact and enlisting relevant
to ensure that the waste management control measures to guide the project in
practices are aligned with the project implementing efficient waste management
waste management plan. Immediate practices and monitor the same.
The LEED Gold Certification project features The energy is mainly sourced from solar
highly efficient advanced systems to reduce panels, the energy grid and fuel used to Energy, Water and Waste Performance 2019/2020/2021
building carbon emissions through energy power vehicles on the site. The types of
Indicator 2019 2020 2021
saving and clean energy usage through water used in the project include:
solar panels. Uptown Dubai is the first Renewable fuel sources 67 1384 7274
- Solar power (GJ)
Building Information Management (BIM) Potable water delivered via tankers (used
and Computer-Aided Facilities Management for construction activities, drinking purposes Non-Renewable fuel sources (GJ) 826.251 1.044.440 572,524 (1,539 tCO24)
Diesel consumption (2.222 tC02) (2.809 tC02) 8,583 (1,015 tC02)
(CAFM) managed facility within our portfolio, and welfare Electricity from the main grid5 None 1,542 (182 tC02)
with significant operational cost efficiencies Saltwater delivered via tankers (used for
Water consumption (Ml)6 15.7 48.9 63.95
and savings. dust suppression purposes only) (82 tCO2) (258 tCO2) (333 tCO2)
DMCC is constructing the district through the The sewage from project facilities is
% of Waste
Total
main contractor, Besix Group, who manages and disposed of at the municipal sewage Recycled Waste Landfilled Sub-Total
(Tonnes)
Diverted from
Landfill
procures the required sub-contractors. DMCC treatment plants via tankers, with 32Ml
Wood Paper and Plastic Steel and Concrete General Hazardous Organic Recycled
oversees the construction process directly disposed of this year. DMCC follows the Waste Cardboard Waste Metal Waste Waste Waste Waste Waste (Tonnes)
(Tonnes) Waste (Tonnes) (Tonnes) (Tonnes) (Tonnes) (Tonnes) (Tonnes)
through six employees located on the site from local rules and regulations issued by Dubai (Tonnes)
the DMCC Property and HSE departments. Municipality.
323.50 10.78 17.52 230.03 5,759.60 592.50 60.91 435.63 6,341.43 7,430.46 85.34%
4
Additional 375.5 GJ was generated by solar panels; however, the excess was given back to the DEWA grid.
5
Calculation methodology is based on US Environmental Protection Agency formula of 10,180grams of CO2/gallon of diesel
6
Sweet water - 51.7Ml, salt water 12.2Ml
DMCC TEA AND Meanwhile, in 2021 we started the

COFFEE CENTRES conversation for an agreement with Etihad
At DMCC, we continue to evaluate the efficiency of ESCO to install a solar roof at the DMCC
our existing infrastructure, including our flagship Coffee Centre; this will allow achieving an
Coffee and Tea Centres in Jebel Ali Free Zone. estimated saving of 774K AED/year. The
We have considered retrofitting both buildings project is expected to be completed by the
to enhance their environmental performance; end of 2022.
however, we decided to develop a long-term
project plan to do it strategically. The general waste from the centres is
deposited at the allocated site assigned by
To have a full-fledged strategy, we have onboarded Dubai Municipality, and IMDAAD, a third-
a Director of Agri-Commodities who is now party waste management company, collects
responsible for the development of a roadmap and it. There is currently no opportunity to adjust
management of the operations of both centres. the processes and procedures, as IMDAAD
is the only company that operates in Jebel
While we continue to monitor our daily Ali Free Zone, where the centres are located.
consumption, we will be able to present a detailed Provided that we are limited to the actions
outlook on future infrastructure improvements and we can undertake, DMCC tracks the data
plans in 2022. monthly.
Coffee Centre - Energy, Water and Waste Performance 2020/2021
Indicator 2020 2021
Energy usage (GJ) 6,533.94 (773 tCO2) 7,152.48 (846 tCO2)
Water consumption (Ml) 1.2 (6 tCO2) 1.4 (7 tCO2)
General waste (tonnes) 360 Not applicable7

Recycled 2.2
Landfill
Hazardous waste (tonnes) 0 0

Recycled
Tea Centre - Energy, Water and Waste Performance 2020/2021
Indicator 2020 2021
Energy usage (GJ) 3,922.81 (464 tCO2) 4,175.51 (494 tCO2)
Water consumption (Ml) 7.28 (38 tCO2) 4.28 (22 tCO2)
General waste (tonnes) 1558 249

Recycled 27.54 13
Landfill 127.46 236
Hazardous waste (tonnes) 0 0

Recycled
7
The data is not collected as the Coffee Centre utilises the waste storage facilities of the Tea centre.
8
Waste data has been collected in cubic metres. To ensure reporting consistency with the previous sustainability reports, which used a conversion factor for the average
density for different domestic solid waste components as 143.77 kg/m3.
ONE JLT through parking light retrofitting, cooling GHG EMISSIONS DMCC’S SMART AND
The LEED Gold standard building maintains system energy management, and operational As DMCC does not have energy-intensive SUSTAINABLE DISTRICT
its energy-efficient performance through changes. manufacturing processes in its value chain, our In line with Dubai’s vision to be the happiest
sustainable, highly efficient fixtures and direct (scope 1) GHG emissions are limited to and most technologically advanced city on
measures taken at the site. We continue As part of our plan to reduce our carbon the fuel consumption at the Uptown District earth, we look after creating spaces that meet
focusing on energy and water efficiency, emissions and expand our consumption of used for construction purposes. The indirect the current expectations and needs. As part
clean energy production, and waste renewable, an ongoing conversation has been (scope 2) emissions derive from the electricity of the Dubai Smart City Initiative, we expect
management. In 2021 One JLT has achieved carried out with Etihad ESCO to install a solar and water consumption from the energy grid Smart District phase 1 to be completed and
a ~16% reduction in energy consumption roof at One JLT. The agreement is expected used to provide lighting and cooling to our undergo testing and commissioning by 2022.
compared to 2020. This was achieved to be completed by 2023. offices and public areas. In terms of other
indirect (scope 3) emissions, we consider that District’s security guarding and equipment will
business travel and employee commuting are be managed by a new security model platform
material for DMCC; however, the currently that will be created in 2022.
available data for scope 3 is incomplete. We aim
to gather the required information and provide In late 2021 the smart district platform was
the scope 3 data in the next year’s report. launched; it allows capturing, storing, and
reporting live environmental data through
various smart sensors and devices installed
GHG Emissions
around the district. The DMCC’s digital twin
Indicator 2021 integrated system captures and presents
the data on multiple dashboard screens.
Direct – Scope 1 1,539 tCO2
The information includes and is not limited
Indirect – Scope 2 9,242 tCO2 to weather and air quality, noise level, water
quality, streetlights energy consumption, and
Other indirect – Scope 3 Not available
flood and waste bin sensors.
OCCUPATIONAL HEALTH
AND SAFETY
At DMCC, our HSE policies, procedures and and regulations in our community, we can
their implementation are essential to the minimise potential issues that could arise from
One JLT Energy, Water and Waste Performance 2019/2020/2021
success of our efforts to effectively protect the development of the new plots or ongoing
Indicator 2019 2020 2021 our owners, residents, and visitors’ wellbeing. business activities by monitoring and enhancing
We continue to seek excellence regarding our existing infrastructure to ensure that our
Energy usage (GJ) 10,991.10 9,080.76 7,599.03
(1300 tCO2) (1074 tCO2) (899 tCO2)
health and safety responsibilities throughout community’s well-being is maintained at the
our Master Community and DMCC assets. highest level.
Water consumption (Ml) 10.03 (52 tCO2) 8.68 (45 tCO2) 12.02 (63 tCO2)
General waste (tonnes) 655 729 505 DMCC has significant actual and potential Our Occupation, Health and Safety
Recycled 2.62 4.12 11.62 positive impacts identified during the Management System, is established and
Landfill 652.38 724.88 493.4 stakeholder engagement exercise. As we implemented in line with the HSEQ plan
Hazardous waste (tonnes) 0.507 oversee the enforcement of the HSE rules executed by the facility management service
Recycled 0.507
Occupational Health and Safety Occupational Health and Safety
provider of the Master Community. The system In 2021, an employee empowerment policy In 2021, we were able to succeed in the following areas:
is based on ISO 45001 OHS management was implemented across the business; the Uptown Dubai reached over 13.8 million safe working hours
system, ISO 14001 environmental management policy empowers the workers to cease or Online HSE reporting system was launched
system and ISO 9001 quality management refuse any unsafe work and escalate to Zero fatalities and LTI across Master Community
system. All work activities within the Master management. We also have an Incident and Gold award from the Royal Society for the Prevention of Accidents for health and safety
Community are covered and monitored through Investigation Procedure to evaluate and performance for the management of their flagship Uptown Dubai Project
the permits issued by the facility management assess the incidents’ risks and determine the DMCC conducted fire and life safety visual audits for the Master Community. Portable
provider, whose work is overseen by us. corrective actions. Department supervisors Appliance Test is implemented for all power tools and equipment to ensure they are safe and
are well trained in accident investigation and do not pose any risk to users
All work activities, including non-routine, are reporting by a third party.
controlled and managed through a suitable
and sufficient risk assessment9. We ensure We also have a documented procedure 202112
that these processes are implemented through for worker participation and consultation
regular inspections, tours and audits. The results in the development, implementation, and HSE indicatorsator Master Uptown DMCC Tea and
Community District Coffee Centres
of these audits help us to further improve evaluation of the HSE management system,
through periodic HSEQ performance reviews, which is conducted through HSEQ meetings, Total hours worked
as all feedback, learnings and results of incident Toolbox Talks and classroom HSE awareness Employees 1,575,060 6,556,112 564,743
Non-employees 2,642,226
investigations are considered, reviewed and sessions. An HSEQ committee includes equal
incorporated into the risk assessments and other representation of the workers and their Total number of lost day rate 0 0 0
processes as part of continual improvement. managers/supervisors. They are responsible
Total number of lost day rate 0 0 0
for gathering the feedback from their team
A risk identification reporting system has been members, including contractor workers, and Total number of occupational 1 (Medical Treatment 10 (First Aid Cases) 0
illnesses/diseases rate Cases (MTC) - Minor)
implemented to report work-related hazards include it in the monthly HSEQ forum.
and risks, which are captured through Eco- Total number of fatalities (recordable 0 0 0
/ work-related)
Online and CAFM systems. The HSE team All employees and workers10 whose work is
and HR department oversee all professionals under the control of DMCC are covered by the Non-compliance with environmental 0 0 0
working towards the health and safety of the occupational health and safety management laws and regulations
entity. Confidential information sets with the system, which has been audited and certified
HR department. by an external party11.
In line with the enhancement of reporting hazardous or risk-related
our occupational health and safety work conditions.
Internal Training Programmes: management system, a digital software
26 Toolbox Talks Safety Awareness programs delivered to all staff solution was launched in 2021 to elevate DMCC is still evaluating the
865 Employees attended Basic Fundamental HSE Awareness Program the efficiency of our operations. The implementation of ISO 9001/14001 and
system facilitates the automation of data 45001 across its assets; however, it is
External Training Programmes: related to accidents, inspections, and currently on hold due to the upcoming
32 staff attended Confined Space Training injuries. changes to the Coffee Centre’s
21 staff attended third party Basic Firefighting Training infrastructure. DMCC prescribes
20 staff attended third party Basic First Aid Training As part of the induction program, the international standards like the British
13 supervisors attended IOSH Managing Safety Course process of reporting risk-related hazards Safety Council and the implementation
10 staff attended Mobile Scaffolding Training and hazardous situations is communicated of Nebosh training to mitigate risks and
8 staff attended Rigging and Slinging Training to all new employees. At Uptown Dubai, prevent critical hazards.
7 staff attended Fire Warden Training monthly incentives are issued to employees
5 supervisors attended Accident/Incident Investigation Training
2 HSEQ staff attended NEBOSH Fire Safety Certificate Training 12
Calculation methodology: the numbers are maintained through individual reports sent to DMCC Property Department control which then enable the
monthly dashboards. Master Community incidents are logged by Concordia, Jumeirah Lakes Towers facility management provider. Depending on the
severity of the cases, they are escalated to DMCC Asset Management and HSE team. In addition, security reports of any incidents are circulated to key
personnel, and a documented report follows, which is sent to the relevant internal stakeholders.
9
Hierarchy of controls ERICPD (Eliminate, Reduce, Isolate, Control, PPEs and Discipline) is maintained. The following procedure are implemented: C-PRC-IMS-010 -
Issues flagged for rectification are then delegated to DMCC and Concordia. Any issues which arise from external stakeholders within the community
Incident Reporting, Investigation and Analysis, C-PRC-IMS-HSE-004-Risk-Impact Assessment, C-PRC-IMS-022-Enterprise Risk Management.
are dealt with by the HSE department, and DMCC issues warnings and violations as required, which could include fines. It is then the stakeholders’
10
The manpower including contractors is ~2000 people.
responsibility to close out the issues detected, which is overseen by DMCC.
11
DMCC is unable to provide the data on the specfic number of workers who are not employees, as it doesn't have a system and methodology to calculate it. All
workers who are not employees, whether they are providing a service in line with a direct agreement with DMCC, through sub-contractors, or through agreements
All rates have been calculated based on the 1,000,000 hours approach. For 2020 and 2019 data, please refer to Sustainability Report 2020 and
between parties located within the Master Community, are subject to DMCC's occupational health and safety management system.
Sustainability Report 2019 at www.dmcc.ae/sustainability.
Community Engagement
COMMUNITY
ENGAGEMENT
As the Master Developer of the Jumeirah to collect feedback and integrate it into the
Lakes Towers district and a government of analysis. We also have a formal grievance
Dubai entity, we care about our residents and process that the residents can follow by
focus on improving the existing infrastructure reporting their feedback or concerns
to promote well-being and a sustainable directly to DMCC Community Management
lifestyle. We monitor the environmental or Dubai Municipality.
impacts and act in the interests of the
residents. We have assessed our community
operations on actual and potential
We organise various development negative impacts and believe that those
programmes for our members and the wider are either minimal or non-existent; to
community focused on business education. the contrary, it is our role to oversee all
In 2021, we established a DMCC Impact stakeholders that operate in JLT and
Scale-Up Platform focused on supporting ensure their compliance with our laws
entrepreneurs whose strategy is aligned with and regulations. One potential significant
achieving Sustainable Development Goals. negative impact logically derives from
The programme provides a 70% business our role as an Authority – provided that
discount for such companies for two years, DMCC gives a business license to another
50% for the third year and 30% for the 4 and entity to operate, it empowers it, which can
5 years. In addition, DMCC, in collaboration lead to a negative impact if the company
with Companies Creating Change, will violates the law or our procedures. As we
provide training to these companies for six have demonstrated in this Report, DMCC
months, leading to an investor pitch event in established its rules and regulations in
2023. While going through the onboarding line with the international best practice
process, the programme will be fully launched standards, and we continuously act in
in March 2022. the best interests of our community. In
the instances where we don’t have the
DMCC has always organised a long list of authority to impact other stakeholders,
OPERATIONAL
community events for the JLT and Dubai there are many regulatory bodies in the
residents. As COVID-19 prevented us from UAE whom we work closely with to achieve
doing many such events in 2020 and 2021, this objective.
EXCELLENCE
we strongly commit to renew all activities
in 2022 and build a long-term strategy that
would further support our stakeholders.
DMCC engaged its Jumeirah Lakes Towers

community during the materiality assessment

2021Sustainability
SustainabilityReport
Report| |Shaping
Shapingthe
theFuture
Futureof
ofTrade
Trade 37
Governanance and Leadership Governanance and Leadership
GOVERNANCE The Board members, including the

Chairman, are appointed by the Ruler, and
Directors in line with the BoD Charter. The
tenure of the members is undefined and
AND LEADERSHIP their roles and duties are in line with Decree
No. 28 of 2015 Concerning the Governance
subject to the decision of the Chairman of
the Board.
of the Boards and Committees Affiliated to
the Government of Dubai and the DMCC The Audit Subcommittee is responsible for
Our operations and sustainability objectives are governed by various organisations’ Law. monitoring the integrity of the financial
bodies, each serving a critical role in the stakeholders and our progress. Our statements, reviewing internal financial
governing bodies establish protocols and standards for business operations. We The DMCC Board of Directors approves and operational controls, monitoring
participate in the Dubai Free Zone Council, World Diamond Council, Kimberley all policies and procedures across DMCC. and reviewing the effectiveness of the
Process, UAE Gender Balance Council, OECD Multi-Stakeholder Group, and the The Board conducts annual reviews to internal audit function, recommending
World Federation of Diamond Bourses to stay updated on best practices and evaluate the performance of the DMCC, the appointment of external auditors and
standards, share insights, and provide first-rate services. and necessary actions are taken. The Board reviewing the independence, objectivity
is also involved in reviewing the DMCC and effectiveness of the audit process.
In line with the new law issued in 2020 by His Highness Sheik Mohammed bin Rashid sustainability report post-publication, Its members include Thierry Jean Louis
Al Maktoum, Ruler of Dubai, Vice President and Prime Minister of the UAE, the Board which could change in the future, provided Gimonnet (Chairman), Abdulwahid Abdul
of Directors was established this year, which serves as the highest governing body that it decides to be more involved in the Rahim Alulama, Abdulla Saif Al Shamsi
responsible for supervising DMCC. This law establishes a structure and procedure to process conducted by the sustainability and Justin Manala, DMCC Director of
uphold strong governance at DMCC and further the ease of trade in the UAE. team and the SDG Steering Committee. Internal Audit & Risk Management, who
To ensure its impartiality, the conflict-of- is acting as Subcommittee Secretary. Any
interest declaration is signed during the violations, misconduct, and issues are
DMCC BOARD OF DIRECTORS onboarding of the board members, who are reported to the Committee in line with our
required to abstain from voting in decisions Corporate Whistleblowing Policy.
where conflict may arise. Such instances are
Name Designation Executive/Non-executive
documented internally but not disclosed The Remuneration Subcommittee is
publicly due to confidentiality constraints. primarily responsible for determining and
Hamad Mubarak Buamim Chair Non-executive agreeing with the Board of Directors on
The Board brings diverse skill sets and the framework or broad policy for the
Abdulwahid Abdul Rahim Vice-Chair Non-executive expertise to the organisation across remuneration of the Executive Committee
Alulama property, finance, free zone, and and the Executive Chairman and CEO,
commodities. The board also serves to including establishing annual performance
Ahmed Bin Sulayem Member Executive develop, approve, and support DMCC’s value measures for the management (scorecard
proposition, strategy and policies related and variable pay pool). Its members
Abdullah Saif Al Shamsi Member Non-executive to sustainability. To date, we have not yet include Abdulwahid Abdul Rahim Alulama
taken measures to advance the collective (Chairman), Abdulla Saif Al Shamsi,
Charles George Webb Member Non-executive knowledge, skills, and experience of the Thierry Jean Louis Gimonnet and Ahmad
highest governance body on sustainable Al Shareef, DMCC Director of Human
development, which we plan to do in 2022 Resources, who is acting as Subcommittee
Roger Alfred Bernstein Member Non-executive
by reviewing the data of this report in Secretary. The Remuneration
collaboration with the Board of Directors. Subcommittee also reviews and assesses
Thierry Jean Louis Gimonnet Member Non-executive proposals for long-term incentive plans
The Board of Directors has two where appropriate. The HR department
subcommittees: the Audit Subcommittee works with an independent third-party
The Board of Directors’ age range is 30-50 (71%), over 50 (29%). At present, there is no female and the Remuneration Subcommittee. remuneration consultant to propose
representation in the Board of Directors or its subcommittees. The current tenure of the The members of the subcommittees are changes and maintain the organisation’s
members is open-ended. selected by the Chairman of the Board of structure’s effectiveness.
Governanance and Leadership Economic Performance
Violations, misconduct, and issues are to uphold high ethical standards across social
reported to the respective Audit Committee and environmental issues while enhancing
and Board in line with our Corporate
Whistleblowing Policy.
policies and procedures through risk-based
objectives. ECONOMIC
The Internal Audit Committee at DMCC is
PERFORMANCE
independently managed. Its responsibility is
DMCC has a significant direct and indirect Commodities such as diamonds, coffee,
EXECUTIVE COMMITTEE economic impact on Dubai and the broader and tea are at the core of the economic
The Executive Committee’s role is to ensure the organisation’s strategic objectives are followed economy. Our free zone accounts for more contribution of DMCC. The diamond sector
and managed appropriately. The members of this committee are the primary decision-makers than 2% of total Dubai’s employment, is a clear example of DMCC and its member
of the organisation and directors of DMCC’s business units. The Executive Committee oversees while the residents of Jumeirah Lakes companies’ success in the global commodities
our sustainability strategy through its work with the SDG Steering Committee. Towers district account for ~3% of Dubai’s market, where 92% of rough diamond import
population. DMCC plays a crucial role in shipments, a total value of over $9bn for the
facilitating the set-up of companies within whole of the UAE, went via DMCC companies
SDG STEERING COMMITTEE its borders. This contributes to GDP via in 2021.
The SDG Steering Committee is led by our Chief Operating Officer and has six more additional profits, wages, and rents.
members from the Executive Management representing core services of DMCC’s operations. The rare mix of residential and commercial
The committee manages the implementation of the sustainability strategy and ensures DMCC supports a high concentration of property in DMCC means that people can
collaboration across the organisation to help meet our commitments to the UNGC, WEPs, economic activity and acts as a platform live close to where they work, resulting in a
and SDGs. DMCC’s sustainability team is responsible for reviewing and analysing sustainable for FDI. This facilitates the sharing of vibrant atmosphere during and after working
impact initiatives. At the same time, key departments manage the implementation of changes technologies, innovations, and ideas, hours. Furthermore, digitisation initiatives
to ensure best practices are being followed and positive impacts are increasing. The progress is making the productivity of Dubai and the such as solar shading, smart meters, smart
overseen by the SDG Steering Committee, which reports annually to the Executive Committee UAE higher. bins, and movement sensors have improved
on impacts on the economy, environment, and people across the organisation. the sustainability of DMCC property.
We are currently going through the
rigorous quantitative assessment of our The member companies registered in our
POLICY COMMITMENTS contribution to Dubai’s GDP by calculating free zone contribute to the economy further
We maintain our commitment to responsible DMCC workers through the Employee the direct economic contribution that through their supply chain. As a government
business conduct and respect for human Portal and are communicated to all new uses sectoral employee data from DMCC of Dubai entity, we cannot share the financial
rights through our Code of Conduct, Fraud employees through the induction process. businesses and national accounts data data publicly; however, it is not as relevant as
Control Policy, and Sustainability Policy. The External stakeholders can access other from the Dubai Statistics Centre. if we were a publicly traded business. In this
Fraud Control Policy establishes the practice publicly available policies through the case, DMCC’s core focus is to facilitate and
of conducting thorough due diligence and DMCC website. In addition, case-specific In addition to that, DMCC’s presence grow business in Dubai.
taking precautionary action when conducting policies are shared with specific external makes Dubai and the UAE more
business across all our services. stakeholders on a need basis. productive through the following The indirect economic impact is highly
mechanisms: significant in the context of external
Our policies align with our commitment and These commitments are integrated into benchmarks and the UAE's national strategy,
membership in the UN Global Compact. DMCC the existing and future operations through Economic density spill-over benefits which DMCC is aligned with. DMCC works
is committed to 10 Principles of the Global the annual review of the departmental FDI spill-over benefits with all relevant industry stakeholders and
Compact, including Principles 8 and 9 on strategies, objectives, KPIs and results. Indirect supply chain benefits organisations to advance further in this
environmental stewardship. Practical efforts Provided that each employee and direction. For example, it aligned all its
can be seen in the adoption of innovative department undergo an annual performance These mechanisms are estimated using operations with GDPR even though the
partnerships and new technologies and review, the organisation can track the economic data and elasticities from official UAE is not part of the rule's jurisdiction.
projects featured in the Sustainable City compliance of each business unit with this statistics centres and academic research. It works closely with FATF to improve the
section of this Report. requirement. The organisation provides its They will be added to the study's core and transparency and compliance of its businesses
employees training on the DMCC Code of broader economic contribution. with international regulations.
The policy commitments are available to all Conduct, other policies, and sustainability.
Customer Excellence Labour Practices
CUSTOMER EXCELLENCE LABOUR PRACTICES

DMCC is committed to and constantly stakeholders from all around the world, We prioritise our diverse workforce because we know it leads to innovation, creativity, and
engages with its customers and stakeholders sometimes it is not easy to consistently well-being. We offer a range of benefits to our employees to ensure they have a healthy work-
from the wider community to collect achieve a positive outcome. life balance. All our full-time colleagues have access to life and health insurance, various types
feedback and information material for of leaves, remote working, and wide range of additional benefits that include educational
our business operations to enhance the While we had a significant increase in allowance for children, full family insurance coverage along with visa processing. These
experience of living and working in our registered member companies, we admit benefits allow us to be a top-tier employer that attracts talent from all around the globe and
community. that it could have affected our customer promote diversity and inclusion.
service, simply due to the increased time
DMCC has dedicated member success required to attend to all customers. We As DMCC is a government entity, full-time employment is often a complex process that is not
and satisfaction teams to attend to our are developing a long-term vision and feasible for the jobs that constantly change based on the required workload and company
customers and address their concerns. We constantly undertake measures to ensure operations. Temporary employees include administration staff, IT personnel and customer
continued to build on our existing processes our customers’ experience is excellent. service representatives working in the DMCC call centre. Our temporary staff are entitled
and focused on collecting as much feedback We started offering self-help channels to benefits by their direct employers following the provisions of the UAE Labour Law; these
as possible from our members. In addition to and improved our membership portal include annual paid leave, sick leave, health insurance, flight allowance, and maternity leave.
annual satisfaction surveys, we introduced with more than 160 online services. We
transactional surveys, which are meant to also have a mystery shopping programme
collect feedback from all members when that helps us to acquire independent
they acquire any type of service from us. feedback. OUR EMPLOYEES13
As it is a new initiative, we are slowly adding From a more high-level perspective,
more and more services into the system with DMCC has an internal audit department
a target to reach at least 90% of our services that is responsible for the development
being evaluated by our stakeholders. In and maintenance of the risk management
2021, we received 4,794 responses out of framework. Through its ongoing work
52,315 surveys with an average satisfaction with each department, the internal audit
rate of 94%. The surveys are conducted can identify negative impacts, risks, and
in Salesforce, and our dedicated call opportunities and log them into the
centre team conducts service recovery. system for the departments to remediate.
DMCC collects feedback from dissatisfied This process is documented, and the
clients, takes corrective actions by creating Board of Directors reviews the progress.
action plans and KPIs, and tracks their
implementation until completion. We have As DMCC is a government entity, we don’t
also collected 616 responses out of 3960 on have significant negative impacts on Total Female Male
new company setup services. our stakeholders. We issue the rules and
2021 300 (71) 111 (35) 189 (36)
regulations and oversee these to ensure
DMCC Dispute Centre achieved an 81% that the members of our community 2020 294 (65) 109 (29) 185 (36)
satisfaction rate, which is in line with our implement them. We act in line with the 2019 313 (127) 113 (25) 200 (102)
target – the complexity of the tasks and UAE law and grievance mechanisms that
cases is very high. While we deal with apply to Dubai government entities.
Employees are only located in the UAE, which is considered the only significant location of our operations. The data is presented in
13
headcount at the end of the reporting period. Temporary employees are presented in brackets. Permanent employees comprise total
employees minus temporary employees.
Labour Practices Labour Practices
When employees returned to the office after DMCC employees’ salary is broken down DIVERSITY AND INCLUSION
COVID-19, we conducted 15 webinars on into the following elements: basic salary Diversity is embedded in our business as we cater to international customers,
wellness; since then, we have conducted 23 (60%), housing allowance (28%) and residents, and visitors. Our staff proudly represents 42 nationalities with 23% of
wellness events and webinars for our staff. transportation (12%). Emirati employees executive and senior management hired from the local community16. DMCC provides a
This year we had a total of 828 attendees. also receive a national allowance on top of safe and encouraging environment to share and broaden their understanding of other
Throughout the year, HR invites subject the salary in line with the local rules and cultures. Additionally, no incidents of discrimination were reported during 2021.
matter experts and professionals to share regulations. The ratio of the basic salary
knowledge, train and raise awareness on and remuneration of women to men for GENDER EQUALITY
different subjects that serve the employees’ each employee category in DMCC is 1:1. We were the first free zone in the country to become a WEPs signatory and have made
wellbeing, including physical, mental, and a concerted effort toward a 'top to bottom' gender balance in our workforce. This year
financial wellbeing. In line with the UAE law , only local we signed up for a pledge by the UAE Gender Balance Council (GBC) and committed
citizens are eligible for pension; therefore, to reporting the data and collaborating with the UAE GBC on enhancing women
We understand that the world’s commodities DMCC contributes 5% of the employee’s empowerment in the UAE. As a signatory to the WEPs, we continually integrate SDG 5
business of tea, coffee, diamond, and basic salary, housing and national as part of our corporate strategy.
gold trade has historically been known allowances to the pension fund.14 The
for violations of human and labour rights. Dubai government then adds 15% more
Therefore, we are strictly committed to of the initial amount used to calculate the
respecting human rights articulated by the contribution. 2020 2021
UNGC and the UN Guiding Principles on
Business and Human Rights. Our commitment DMCC had no reported incidents of any Employees entitled 293 300
to human rights is integrated into our discrimination in the reporting period. to parental leave
business ecosystem. Male 185 189
Female 109 111
Employees entitled 15 6
to parental leave
Total number of new Total number of
employee hires entering employees leaving Male 5 5
employment during the employment during the
Female 10 1
reporting period reporting period
Employees that returned to work in the reporting 15 7
period after parental leave ended
Total 29 2515
Male 5 5
Breakdown by
gender
Female 9 2
Male 14 12
Employees that returned to work after parental leave ended that 8 15
were still employed 12 months after their return to work
Female 15 13
Male 7 5
Breakdown by
gender
Female 1 10
Under 30 years old 22 3

Retention rates of employees that took parental leave
30-50 years old 7 20

Male 88% 100%
Over 50 years old 0 2

Female 100% 111%
14
DMCC acts in line with the UAE Pensions and Social Security Law. More information can be found at https://gpssa.gov.ae/. 16
DMCC defines local community as citizens of the United Arab Emirates.
15
Total turnover rate in 2021 was 8.3%.
Talent Attraction Development and Retention
TALENT ATTRACTION,
DEVELOPMENT AND RETENTION
Our services are diverse and require various We use the Learning Management System
skill sets and expertise. We know that to stay (LMS) as a digital solution for all learning
competitive and offer the best quality to and development needs. The solution acts
our customers, we must invest in our staff’s as a learning gate for employees to access
development and happiness. all training and development courses and
materials in different formats. We also offer our
Therefore, we continue to offer significant learning employees four DMCC Academies: Leadership
and growth opportunities for our colleagues for non-supervisory roles, Leadership for
and a healthy working environment. During the Managers, Customer Excellence for client-
year, employees could engage in online learning facing roles and Sales Academy for employees
anytime, anywhere, through any device. working in the sales sector.
KEY ACHIEVEMENTS OF 2021 INCLUDE:

5,131 training hours (2,407 male and 2,724 female)
17 hours of training per employee (25 on average among female employees, 13 on average
among male employees)
Participation in a diverse set of career fairs across the region to ensure equal opportunities are
given to fresh graduates
Developed a recruitment satisfaction survey for hiring managers and candidates
Executive Middle Staff Total

and Senior Management
Management17
Total number of training hours 734 1,319 3,078 5,131
Employees received regular performance 47 47 206 300 (100%)
RESPONSIBLE
and career development reviews
Breakdown by gender
BUSINESS
Male 72% 53% 64% 188
Female 28% 47% 36% 111
ECOSYSTEM
Breakdown by age
Under 30 years old 0% 4% 18% 45
30-50 years old 74% 83% 73% 225
Over 50 years old 26% 10% 9% 30
17
Executive and senior management includes department heads, directors and c-level employees. Middle management includes managers and senior managers.
Staff includes all other employees.

2021Sustainability
SustainabilityReport
Report| |Shaping
Shapingthe
theFuture
Futureof
ofTrade
Trade 47
Digitalisation Suply Chain Sustainability and Responsible Sourcing
covers sustainability topics. A combination serves as a proxy for us to evaluate suppliers’

of technical and commercial scoring is used negative social impacts on the supply chain.18
DIGITALISATION at every DMCC tender via Tejari, a digital

system we use for procurement processes.
As part of the procurement calculation
methodology, we consider any supplier with a
The qualification envelopes cover the UAE trade license operating within the country
following: trade license validity, insurance, with locally hired staff as a local supplier.
Our mission is to prioritise and innovate in risks to ensure business continuity. A amount of requested deviation from DMCC
the digitalisation of our services and internal significant achievement for us is ISO 27001 standard base contract, terms and conditions, The Supplier Code of Conduct requires all
processes to offer our customers excellent certification which allows us to comply with compliance with DMCC Supplier Code of suppliers to comply with applicable laws and
service, improve employee satisfaction, and the best practice standards, particularly from Conduct, confirmation of ultimate beneficial regulations concerning equal opportunities,
enhance our overall value proposition to an information security perspective. DMCC owners of the organisation, sustainability child labour, forced labour, human trafficking,
stakeholders. Our record-breaking number of take customer privacy very seriously, and questionnaire and other information relevant working hours and fair wages. In line with the
company registrations was mainly due to the we can confirm that our systems are secure. to the project. current workflow based on our evaluation and
investments made in digitalisation, focusing There have been no instances of any leaks or review of the current suppliers, DMCC doesn’t
on business intelligence and digitalising all unauthorised access to date. Every supplier going through the tender engage with any who are at significant
customer-facing processes to make them process was screened using environmental risk for incidents of the child, forced or
100% paperless. Customers are now able to Moreover, DMCC conducts regular internal criteria through the questionnaire, which compulsory labour.
register their businesses remotely. Through and external audits of its digital ecosystem
newly introduced business intelligence to ensure that we are aware of all the risks
solutions, the executive management has real- and can mitigate them. While the global
time visibility of performance and efficiency. landscape changes swiftly, we strive to stay
up-to-date and continuously work with
In 2021, we delivered several projects and our stakeholders and strategic partners
more than 80 digital enhancements focused to ensure enhanced experience, robust
on increasing productivity, improvement of security, customer satisfaction and seamless
customer experience and mitigating security operations.
SUPPLY CHAIN
SUSTAINABILITY AND
RESPONSIBLE SOURCING
We acknowledge that as a facilitator of (KP). The KP certification upholds high trade
trade in several industries, we have a and global standards and helps protect the
responsibility to maintain a high standard of legitimate diamond industry locally and
infrastructure to enable and promote best abroad. We oversaw the world's first UAE
practices. We believe this critical topic should Kimberley Process office to be awarded the DMCC Annual Procurement Budget (AED) 2020 2021
be navigated strategically. Therefore, we ISO 9001 certification.
participate in global organisations, such as Local suppliers19 473,163,492.07 564,817,666.88
the Organisation for Economic Cooperation To further support our trade ecosystem
International suppliers 22,131,748.96 17,781,957
and Development (OECD), the World through responsible procurement practices,
Diamond Council and the Kimberley Process we ensure that our supplier selection process Total 495,295,241.03 (96%) 582,599,623.88 (97%)
18
In total, 135 suppliers were assessed for environmental impacts versus 60 last year.
19
DMCC Defines Local Suppliers as the entities that have in-country operations and conduct transactions in UAE Dirhams.
Ethical Business
ETHICAL BUSINESS
We prioritise the standard of our business As the Dubai entity’s government, DMCC
ecosystem by ensuring our technical ensures compliance with the laws and
infrastructure protects our customer’s regulations in line with its organisation-
privacy and upholds anticorruption wide responsibility in accordance with
measures. In 2021, we conducted Fraud Risk the organisation’s risk management
Assessments across the entire organisation, policy. Each division’s responsibility is to
identifying no significant risk. report and escalate risk matters subject
to the risk management framework. To
DMCC anti-corruption policies and our best knowledge, DMCC has not had
procedures have been communicated to any incidents of non-compliance with
all employees and board members, where any laws or regulations.
everyone confirmed their understanding and
knowledge. No additional training has been DMCC will establish a register capturing
conducted this year; however, we plan to all the legislation, laws, and regulations
organise the training in 2023. DMCC is mandated to follow by
December 2023.
The organisation is constantly being
assessed on risks of anti-corruption by the
internal audit department. We confirm that
there have been no cases registered within
the reporting period.
50 2021 Sustainability Report | Shaping the Future of Trade

www.dmcc.ae

2021 Sustainability Report | Shaping the Future of Trade

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

2021 Sustainability Report | Shaping the Future of Trade

Uploaded by

Copyright:

Available Formats

2021

2021 Sustainability Report | Shaping the Future of Trade 1

ABOUT STRUCTURE AND MATERIALITY Community Declaration and Master Plan. In

Ahmed Bin Sulayem Feryal Ahmadi

WHO WE ARE OUR VALUES OUR OPERATIONS

OUR CUSTOMERS AND SERVICES Through our fully integrated services,

Register & License Register & License

Shariah Asset Management

Gold accreditation standards

Uptown Regulatory framework Events

Help customers Create a Commit to being Facilitate a Implement Multi-stakeholder Maintain

UNDERPINNED BY THE SDGS

Climate Change and Energy

20 2021 Sustainability Report | Shaping the Future of Trade 2020

INFRASTRUCTURE LANDSCAPE BEAUTIFICATION

ENHANCEMENT OF EXISTING INFRASTRUCTURE

ENERGY, WATER AND reduce energy consumption across the Master

WASTE MANAGEMENT The partnership between DMCC and Etihad

Recyclable: non-hazardous waste Non-recyclable: non-hazardous waste

DMCC TEA AND Meanwhile, in 2021 we started the

Coffee Centre - Energy, Water and Waste Performance 2020/2021

Indicator 2020 2021

Energy usage (GJ) 6,533.94 (773 tCO2) 7,152.48 (846 tCO2)

Water consumption (Ml) 1.2 (6 tCO2) 1.4 (7 tCO2)

General waste (tonnes) 360 Not applicable7

Hazardous waste (tonnes) 0 0

Tea Centre - Energy, Water and Waste Performance 2020/2021

Indicator 2020 2021

Energy usage (GJ) 3,922.81 (464 tCO2) 4,175.51 (494 tCO2)

Water consumption (Ml) 7.28 (38 tCO2) 4.28 (22 tCO2)

General waste (tonnes) 1558 249

Hazardous waste (tonnes) 0 0

DMCC engaged its Jumeirah Lakes Towers

36 2021 Sustainability Report | Shaping the Future of Trade 2021

GOVERNANCE The Board members, including the

CUSTOMER EXCELLENCE LABOUR PRACTICES

business ecosystem. Male 185 189

Female 109 111

Under 30 years old 22 3

30-50 years old 7 20

Over 50 years old 0 2

KEY ACHIEVEMENTS OF 2021 INCLUDE:

Executive Middle Staff Total

Total number of training hours 734 1,319 3,078 5,131

Employees received regular performance 47 47 206 300 (100%)

Female 28% 47% 36% 111

Under 30 years old 0% 4% 18% 45

30-50 years old 74% 83% 73% 225

Over 50 years old 26% 10% 9% 30

46 2021 Sustainability Report | Shaping the Future of Trade 2021

covers sustainability topics. A combination serves as a proxy for us to evaluate suppliers’

DIGITALISATION at every DMCC tender via Tejari, a digital

50 2021 Sustainability Report | Shaping the Future of Trade

You might also like