1

3
 “We were like those who had climbed a mountain and
reached the top. When we looked down, we still wanted to
go higher to realize our goals. Despite all the achievements,
we still have an ambition for more”.

Late S heikh Zayed Bin Sultan Al Nahyan

Founder of the UAE and Builder of its Modern Renaissance

Delivering Life and Light to empower Abu Dhabi

F
Managing Director’s Statement
H.E Saeed Mohammed Al Suwaidi
Managing Director
T
his strategic plan represents a road map Water and electricity provide the basics of life and light
for our journey towards realising our in our desert climate, so it’s imperative our customers
aspirations in the water and electricity receive an efficient, dynamic and reliable service.
sector, working in alignment with the Simplifying customer related processes and adopting
strategic direction of the government’s new technologies enables us to reach customers
Abu Dhabi 2020 Plan. The aims of the through smart services and digital channels, giving
plan resonate with us as a company and we are fully them more control of their daily consumption.
committed to help empowering Abu Dhabi to achieve
its vision for the future: “To continue to work on the Only by understanding specific needs and actively
establishment of a confident and secure society, and improving the customer journey, can we build a level
build a sustainable and globally open economy that of service excellence that delivers customer delight.
has the ability to compete”.
The company’s customer satisfaction results for
Our strategy is focused on four key areas: growth and 2014, 2015 and 2016 demonstrate how successful
sustainability of our network and supply; achieving our drive towards achieving customer delight has
customer delight through unprecedented service been to date, and we are confident this will continue.
provision; demonstrating operational excellence in Our performance compares favourably with the best
our core functions; and building a performance driven in the world, but we cannot be complacent. We will
organisation spearheaded by a proud workforce continue educating people about the importance
committed to delivering our aims. This plan clearly of preserving UAE’s valuable resources for future
defines sixteen strategic goals and over eighty six generations. We will continue to invest capital, time
strategic initiatives, providing a firm framework for our and effort to simplify, streamline and digitise our
dedicated team to realise the aims of Objective 17 services. We will continue investing in our customer
of the Abu Dhabi 2020 Plan, to build a “Sustainable service employees, to empower them and develop
water, electricity and sewage sector that guarantees the knowledge they need to address the needs of our
the optimum utilisation of resources”, as well as customers. Furthermore, we will continue to look to
achieving more than twenty other government the future to pre-empt customer needs and automate
objectives and their associated programmes. our service provision.

From the day my career began with this company, Empowering our employees is another essential part
I have lived its organisational challenges as an of our success. I firmly believe that happy employees
employee, worked with many talented people lead to happy customers. In the next five years
and served our beloved customers; and I am still we will continue to create a corporate culture that
passionate about upholding these commitments as fosters innovation and creativity, and attracts and
Managing Director. This first-hand experience gave retains UAE national talent. We will nurture this talent
me the holistic vision to transform the company into using tailored development programmes that help
a truly customer-focused organisation. I believe employees learn and grow. We will strengthen our
strongly in the employees of this great company and performance culture through applying this strategy to
respect their professionalism and dedication. I also all of our employees, whoever they are and wherever
believe in our stakeholders who support us on our they work.
journey.
This strategic plan is the result of listening to our
Now, more than ever, our company is moving steadily employees, customers and key stakeholders. By
toward my vision of a customer focused, robust, working together we will make our carefully laid plans
barrier-free, innovative, efficient, smart, caring come to fruition. Whatever unplanned surprises the
organisation, led by talented people, with ownership future holds, we have developed a plan dynamic
and shared accountability woven into its fabric. enough and adaptable enough to overcome any
obstacles that stand in our path.
My main priority on becoming Managing Director
was, and still is, developing and enhancing customer May this plan pave the way.
focus in every aspect of our performance. Working
alongside my senior management team and the rest
of the employees, I am very proud to say that our
efforts have yielded flourishing results in a very short
time.
 CONTENTS

01 Executive Summery

02 About ADDC

13 ADDC’s Business Results

19 ADDC’s Achievements

23 ADDC’s Strategy 2020

26 ADDC’s Strategy Structure

 Abu Dhabi Distribution Company Strategic Plan 2020

30 Alignment with Abu Dhabi Plan 2020

Goals and Programs

34 ADDC’s Vision, Mission and Core Values

38 Strategic Goals, KPIs & Targets, and Initiatives

65 Strategic Programs

70 Strategic Plan Map

Executive Summary

This strategic plan details ADDC’s strategic goals environment by systematically reducing our carbon
and initiatives to achieve the government aspirations footprint.
outlined in Abu Dhabi 2020 Plan.
Over the next five years we will focus on building a
As a company, we strive daily to delight our customers great corporate environment that fosters innovation
by simplifying our service interactions to provide a and creativity. We will continue investing to attract and
convenient and efficient experience without the need develop UAE national talent capable of leading the
to visiting a branch, while also enabling customers to company to new levels of excellence.
measure and control their daily consumption.
We will strengthen the ADDC brand so it becomes an
We will implement a sustainable growth strategy to inspiration to others, while giving back to the community
support Abu Dhabi’s development, instantly connect and engaging actively with our stakeholders. In addition,
our customers to the grid, invest in building the Smart we will achieve a robust financial model by improving
Grid and manage our assets efficiently. We will operate efficiency and effectively targeted investment.
our network intelligently, improving quality and further
reducing interruptions and losses, and consider our

1
 About ADDC

Abu Dhabi Distribution Company, ADDC

ADDC is one of the region’s leading water and Our family of 2,100 employees works day and night
electricity distribution companies; it was established to provide a continuous, reliable service to our
under law number (2) 1998 concerning the regulation customers. With strategically placed branches and a
of the water and electricity sector in the emirate of constantly expanding network, our operations cover
Abu Dhabi. Our continued success is driven by the most areas of the emirate of Abu Dhabi, except
devotion of our people, who strive day and night to Al Ain which is serviced by Al Ain Distribution
achieve excellence in everything they do. Company (AADC), our sister company.

We operate under the umbrella of Abu Dhabi Water &

Electricity Authority (ADWEA), working side by side
with other companies in the group to operate the
water and electricity supply chain in Abu Dhabi. Since
we were established, our dedicated team has strived
to distribute the highest quality water and electricity
to our growing number of customers, providing them
with superior and sustainable services comparable
with the best internationally.

Abu Dhabi Water & Electricity Authority, ADWEA

Abu Dhabi Water & Electricity Authority is an entity personnel, procurement and financial policy. In 2014
wholly owned by the Government of Abu Dhabi, ADWEA issued the Manual of Authority 2014, giving
maintaining legal and administrative independence. ADDC and its other subsidiaries more autonomy.

Incorporated in March 1998, by virtue of Amiri Decree

No. 2/1998, ADWEA replaced its forerunner, Abu
Dhabi Water & Electricity Department. ADWEA was
responsible for executing government policy relating
to the water and electricity sector in the emirate,
including privatisation of the sector.

ADDC operates within the overall policy framework set

by ADWEA, particularly regarding matters relating to

ADWEA’s group of companies:

2
The Sector’s Regulatory environment

We operate under the watchful eye of the Regulation The RSB uses a price control mechanism to set a
& Supervision Bureau (RSB), the independent ceiling on the amount of revenue ADDC can recover
regulator for the water and electricity sector. from its licensed activities, with Price Control
The RSB has full powers to regulate all licensed Number 5 in effect from 2014 until 2017, inclusive.
operators both economically and technically, in We agree a Maximum Allowable Revenue (MAR)
accordance and within the limits of Law No 2. cap with the RSB, which is incorporated into our
license.
On 1st January 2014, the RSB issued Water and
Electricity Distribution and Supply License ED/
L01/008, awarding us sole rights to own and
operate distribution and supply businesses within
the area designated.

3
 Our Home
Abu Dhabi’s Water & Electricity Sector

Abu Dhabi National Oil Company

(ADNOC) and Dolphin Energy Independent water and power
Limited (DEL) supply natural producers (IWPP), comprising Abu Dhabi Water & Electricity Company
gas, the primary fuel used in a 40/60 joint-stock arrangement is the sole buyer and seller of water and
Abu Dhabi’s water and electricity between a foreign partner and electricity in Abu Dhabi. ADWEC’s role is
sector, through Power and Water the Government of Abu Dhabi, to guarantee a secure supply of water and
Purchasing Agreements (PWPA). are the largest producers of both electricity to consumers in the emirate;
Diesel oil and crude oil are used water and electricity in the city. balancing both short term and long term
as backup fuel whenever needed. Looking to the future, Abu Dhabi supply and demand by efficiently utilising
Generating companies need to is investing in renewable energy Power & Water Purchase Agreements
hold sufficient reserves of fuel for technologies like solar and wind (PWPA), Bulk Supply Tariffs (BST) and
their plants to run at full capacity power, as well as nuclear power, Fuel Supply Agreements (FSA).
for at least seven days. which will soon be integrated
smoothly into the electricity supply
chain.
Abu Dhabi Transmission &
Dispatch Company (TRANSCO)
is responsible for the safe, secure
and reliable transmission of water
and electricity from IWPPs to the
distribution networks, in addition to
supplying the Northern Emirates.

4
Fuel Supply Generation & Single Buyer Transmission
Production and seller
The last mile in the water and
electricity supply chain is managed
by sister companies Abu Dhabi
Distribution Company and Al Ain
Distribution Company. They are
responsible for the daily distribution
and supply of water and electricity
to consumers across the emirate.

We’re here

The last mile

5
Distribution & Supply
 Our organisation structure

ADDC’s organisational structure supports

specialisation by segmenting and grouping
together common skills and activities: for example,
the creation of network assets, plus measurement
and specification of operations, maintenance
and disposal standards are collectively managed
HR
by the Asset Management Directorate; while the
Operation and Maintenance Directorate looks Business Support
after the distribution network in its entirety; with the Directorate
Projects and Connection Directorate concerned
with the delivery and management of capital
projects and connecting customers to the grid;
while the Customer Service Directorate provides
all customer relationship services, including Supply
metering, billing, customer contact and handling
complaints.

All of our directorates operate in harmony with each

other to ensure a continuous and secure supply of
water and electricity reaches our customers, and
Operations
work together to streamline our processes and Directorate
procedures.
Finance

Legal affairs

Projects
IT
Managing & Connections
Directorate
Director

Business
Strategy
Planning &
Performance
Department CSH
HSEQ

Asset Management
Distribution business Directorate

Supply business

Support functions

Customer Service
Directorate

6
Our Supply and Distribution Businesses

Distribution Business

ADDC operates four businesses within one company. Our

Network Planning, Development and Construction
license specifies two separate accounts for our distribution
businesses, one for water and another for electricity, and
two more for each of our supply businesses.
The core activities of distribution are planning, operating,
Operations and Maintenance maintaining and ownership of network assets, which differ
from the customer-facing activities at the heart of the supply
businesses. Such fundamental differences require careful
consideration; for example, innovation in distribution is
Customer Connections about new solutions to power and water availability, while
innovation in supply is concerned with customer care,
products and synergies.

Although the businesses need to work harmoniously

Meter Provisioning and Operations
together, we adopt a different management approach with
each, utilising different strategies, KPIs and structures.

Our teams in the Distribution Business are responsible for the growth, operations, management and maintenance of
our distribution network including the connections to our end customers

More than 400 people, mostly UAE nationals, work

day and night in our Customer Service Directorate. As
the main custodian of the supply business, this team is
Supply Business responsible for the sale of electricity and water to our
customers, billing and collection, meter reading and
other customer-facing functions, illustrated below.

Core Supply Business Supply Support Functions

Meter Reading Customer Service Customer Systems Pricing & Tariffs

Billing & Product

Key Accounts Analytics
Revenue Development

Credit & Quality & Marketing &

Contact Center
Collection Regulation Communications

7
 ADDC’s Span of Operations

ADDC’s Electricity Assets:

• Our electricity network length is 38,503 Km

• We distribute electricity with more than
4,826 Km of overhead Lines
• More than 18,239 are our substations
across Abu Dhabi Emirati Housing on Delma Island

• Number of transformers in service 23,897

transformers

Sir Baniyas Island Development

ADDC’s Water Assets:

• Our water network length is 9,443 Km

Customers: 29,759
• We connect to our customers with more
Peak Load (MW): 619
than 1,444 Km of service pipes
Substations: 4,215
• More than 42 pump stations across
Abu Dhabi
ICAD II, III, V
Steel Factories
Others

Housing Complex in Ghwaifat

WR Housing Development in Sila
Emirati Housing Sila New Industrial Area Ghayathi
WR Housing Development Ghayathi
Bidaa Al Motawaa
Um Al Ashtan
Other

Al Dafrah Region

Abu Dhabi Island

Al Dafrah Region

ADDC caters to more than 356,162 customers across an area of 57,000

squared KMs covering the whole Abu Dhabi Emirate excluding Al Ain.

8
 Ras Al Khaimah Al Saih

Um Al Quwain
Customers: 144,784
Peak Load (MW): 2,969 Ajman

Substations: 10,107
Sharjah

Dubai
Fujairah
Customers: 180,719
Peak Load (MW): 2,171
Substations: 3,917

Saadiyat Island
Mina Zayed
Al Reem Island
Other

Quick facts

UAE nationals of
42% the workforce
Khalifa Port &
Industrial Zone

2100 Total number of

employees

Abu Dhabi
Island 84%
Employees
Engagement
Shahama / Abu Mureikhah development
Hydra Village
Shahama Residence
Al Reef Villas
Motor World
Global Foundries FAB Net Income
Al Falah Free Zone
other
2.336 (AED Billion)

Abu Dhabi Capital District

Khalifa City A 18.57 Total Revenue
Raha Gardens (AED Billion)
Watani
other

Number of Customer
636K Service Points

Al Gharbia MP Liwa
Jiffin Industrial Area
Yabana
Qasr Al Sarab
Umm Al Zummol
Other
Al Ain 81.3% Customer
Satisfaction

9
 Our Abu Dhabi Plan key Stakeholders

The General Secretariat of the Executive Council, Abu Dhabi Water & Electricity Authority, ADWEA
GSEC, requires that ADDC aligns its strategic plan
with the Abu Dhabi 2020 Plan in terms of aligning ADWEA draws and develops the governing policies
strategic programs, initiatives and projects to the Abu and sector strategy of the Water & Electricity Sector
Dhabi Plan Governmental Programs. In this aspect, in Abu Dhabi ensuring that all sector companies
GSEC requires that ADDC meets the targets agreed operate within the delegated authority granted to them.
for the sector’s strategic key performance indicators. ADWEA requires that ADDC abides by the established
In addition, GSEC requires ADDC to ensure an overarching policies and strategies set by ADWEA.
efficient, sustainable, and secure distribution of water
and electricity services and promote demand side
management in Abu Dhabi.

Our Customers: Our employees:

Our customers require from ADDC to meet their ADDC’s employees are one of the most important
expectations of simple understandable service pillars in the organization. The employees require from
procedures, quick service provision and grid ADDC fair compensation, a clear career path, clear
connection, safety quality and sustainability of service incentive schemes linked to performance, progressive
supply, the ability to control their daily consumption and development and growth, engagement in achieving
most importantly approachability and care. the company’s strategy, an environment that fosters
creativity and innovation and values real talent.

The RSB requires from ADDC to meet the License,

codes, regulations obligations through Regulatory
Price Control mechanism, incentivizing ADDC’s
performance improvement and operational efficiency Sector Companies:
along the way. The regulator is expected to exercise
the law-giving role in the sector via collaborating The sector companies required full cooperation from
with the sector companies to agree upon long term ADDC regarding demand forecasting, infrastructure
improvement programs that are executed reasonably capital programs alignment and operational
within the resources available to the sector companies. coordination, and overall cooperation in varies strategic
The regulator is expected to align the regulatory matters.
framework to Abu Dhabi Plan 2020 requirement
creating a regulated environment that ensures the
strict achievement of Abu Dhabi Government ambition
in the Emirate.

10
The Abu Dhabi Quality Conformity Council is one As a key player in the development of the city of Abu
of our key partners in terms of maintaining a quality Dhabi, ADM&T requires from ADDC full cooperation
infrastructure with global standards. The QCC requires as the sole provider of Water & Electricity to Abu
from ADDC to conform with the highest standards Dhabi. ADM supports ADDC in acquiring required
of network elements and product delivered to the route approvals and permits related to ADDC’s capital
customer. projects alongside other necessary approvals. ADM
plays a fundamental role in enabling ADDC execute
its capital projects alongside successfully connect the
customers to the grid.

ADDC supports the Western Region Development

Vision and cooperates with the Western Region
Municipality in providing the required services to all
areas in the Western Region.
As the custodian of the Abu Dhabi Urban Vision 2030,
the Urban Planning Council needs from ADDC to align
its growth plans with Abu Dhabi’s envisioned growth
and ensure the successful execution of all of its growth
capital projects to ensure the readiness of Water and
Electricity Infrastructure

Abu Dhabi General Services Company “Musanada” is

one of the key stakeholders to ADDC who requires full
cooperation and support in its endeavor of providing Consultants, Contractors & Suppliers:
support services to government entities especially in
mega developments that will benefit the city of Abu
Dhabi like the South Shamkha project and many more.
Our partners expect us to grant them fair terms, abide
by contractual arrangements and be reliable and
reasonable with our dealings with them in a transparent
manner and simplified procedures.

Other stakeholders:
Developers:
ADDC as an important provider of service in Abu Dhabi
Developers need clear guidelines regarding network has an extensive list of stakeholder that these few pages
standards and specifications and simplified asset might not carry. We acknowledge the importance of our
handing over procedures with ADDC that ensures stakeholders in the Emirate, especially our partners in
smooth hand over of these assets to ADDC once achieving our strategic ambition to support Abu Dhabi
completed. 2020 Plan

11
 We let our results speak for us:
At ADDC, our customers are at the heart of our Yet, our greatest investment is in our employees
existence, that’s why we continually strive to provide as we realise they form an important pillar of our
them with a consistently high level of service. prosperity. We ensure their continued education
and development to enable them to carry out their
Our relatively new distribution networks allow us daily duties effectively and efficiently.
to reach customers with the service quality they
need, delivered in a sustainable manner and at the We’re a results focused company with the future
most economical prices permitted by the sector’s always in mind. Over the past three years we’ve
regulator. achieved success after success by refocusing the
energy of the entire company to be more customer
We continue to invest heavily to expand our centric, while exploiting our engineering experience
network infrastructure, and implement an intelligent to innovate and adopt new solutions to strengthen
maintenance programme to ensure our existing the organisation’s position.
assets remain robust and in good condition. We are
acquiring state-of-the-art technological solutions
and integrating a variety of our existing platforms
together, while streamlining our internal processes
to deliver an even faster service to our customers.

2009 2010 2011 2012 2013 2014 2015 2016

12 ADDC’s Business Results

ADDC’s Business Results

ove Co
n
/M AD nect
se DC to
Clo ount
acc

Customer

Emergency

Activate
Service
Interaction
Interaction
with ADDC

No
n
Inte -Eme tion
mp nt
rac r
tion gency nsu me
Co pay
and Customer Journey

According to an international When our customers interact with

benchmark study conducted by us we aim to make their journey
management consultants EY, as simple, seamless and enjoyable
we compare favourably to Good as possible to ensure a positive
Energy in the UK, and outperform Per Customer experience.
many regional service providers. Journey

Per Customer
Persona 81.3% Per Brand
Attributes

Is ADDC’s Customer
Satisfaction Rate

At 81.3% overall customer satisfaction, ADDC is comparable amongst

the top tier of energy and utility companies across the region and in
the UK

Customer Delight

Customer delight is our ultimate goal. Over the past The 2016 study employed a much larger sample size
years we’ve implemented a series of solid initiatives to and customer classification system than previous
gain higher rates of customer satisfaction in the short and studies, involving 3,877 customers, countless visits
long run, bringing us ever closer to achieving customer to 8 ADDC branches across all regions, 2,386 emails,
delight in the near future. 1,036 telephone and 509 face-to-face interviews. The
study utilised more robust metrics and for the first time
We’ve conducted a unique customer satisfaction study, analysed the customer journey with weighted scores,
which utilises a new Customer Personas classification developed to more accurately record the characteristics
developed by ADDC. By identifying different types of of personas and interactions. This survey also used more
persona, we can map each customer journey to target communication channels enabling a richer customer
service delivery and improve customer perception of response.
the company’s brand attributes. We will implement
these streamlined and focused procedures in our new
E-service delivery chain to further enhance customer
satisfaction levels.

13
 ADDC’s Business Results

“The achievements of an organization are the results

of the combined effort of each individual”.

Vince Lombardi
42%

38%
37%

32%

30%

Emiratization(%)
42% 26%
Is the Emiratization
rate in 2016

2011 2012 2013 2014 2015 2016

84%

74% 79%

Employees 68%
Engagement
Rate
84%
Employees 98%
Engagement 96.7%

Satisfaction Engagement
91%
2012 2013 2014 2015
85%

71%
x

% Payments via 50%

none-branch 98%
payment is the % payments made via the different
channels none-branch payment channels provided by
Number of cases processed via the company
digital channels vs. branches. Branch
None branch

2011 2012 2013 2014 2015 2016

8,000

60,000
Processed Cases

6,000
Service is the number of annual visits
Activation 4,000 avoided to ADDC’s branches
via Tawtheeq thanks to integration with
(a service automation Tawtheeq
2,000 Cases processed via Tawtheeq
initiative done with ADM)
Cases processed via Branches

2016 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

14
 Span of operations

2.375 2.336

2.336
(AED Billion) 833 920

Is ADDC’s Net Income in 2015, Net Income

(AED Billion)
reflecting the increase in Maximum
Allowable Revenue cap and a robust 18.569
17.235
operational efficiency

2012 2013 2014 2015

14.027
13.827
14.405

18.57
(AED Billion)
Total Revenue
65 Is ADDC’s total revenue in 2015 (AED Billion)

factoring in customer billing and

government subsidy

2011 2012 2013 2014 2015

3
x

(Days)
Average
Is the average number of days
4
6
Connection
that takes for connecting the
service to the customer after the 3 3
Duration
(Days)
completion of his building

2012 2013 2014 2015 2016

207
204
188 201

160 152
146
160
SAIDI
(Duration of
Minutes per affected customer, Interruptions)
the lowest ever reached, (Days)
increased slightly due to March
2016 Strom

2010 2011 2012 2013 2014 2015 2016

2.0

1.57
1.89

1.71
1.76 SAIFI
1.6 (Frequency of
1.54 1.56 Interruptions)
interruptions per affected customer,
(No.)
increased slightly due to March 2016 storm

2010 2011 2012 2013 2014 2015 2016

15
 Tariff Reform Impact on Consumption

In 2015 and 2016, we conducted a Tariff

reform impact study to assess the effect of a
tariff increase, levied earlier that same year,
on water and electricity consumption in Abu
-3.06% UAE Nationals
Dhabi. The results clearly show a drop in
residential water consumption among UAE
Nationals and a reduction in consumption
across the board. While ADDC doesn’t
control tariff reform, it conducts such price
elasticity studies to help establish the most
appropriate tariff to achieve government
aspirations concerning consumption and
subsidy rationalisation. Expats
-6.30%

Resedintial

-4.57%
Total reduction in the
residential sector

-0.6%
Reduction in total electricity
consumption

Electricity
+1.1%
Total increase in the none
residential sector

None Residential

-4.72% +0.53% +8.85%

Government Commercial Industrial

16
 Span of operations

-20.80% UAE Nationals

Expats
-17.10%

Residential

-19.18%
Total reduction in the
residential sector

-14.23%
Reduction in total water
consumption

Water
-7.70%
Total reduction in the none
residential sector

None Residential

-18.10% -11.60% -8.80%

Government Commercial Industrial

17
 “Our customers happiness starts with employees’
happiness. We need to focus our energy on our
employees’ happiness”
H.E Saeed Al Suawidi
ADDC’s Managing Director

18 ADDC’s Achievements
ADDC’s Achievements

Employees engagement in the 2020 strategy formulation

and alignment with Abu Dhabi 2020 Plan

In developing our strategic plan, ADDC conducted a

substantial number of engagement workshops, facilitated
by the Business Strategy Planning & Development team, to
collect inputs from employees of all business units across
the job spectrum.

With General Secretariat of the Executive Council guidance,

ADDC has aligned all of its strategic projects to the goals
and programmes of Abu Dhabi’s 2020 Plan, linking all
strategic performance indicators to the plan and quantifying
each project’s progress to improving these indicators. We
are engaging with relevant stakeholders, including: Abu
Dhabi Department of Municipal Affairs and Transport,
Environmental Agency, Abu Dhabi Urban Planning Council,
and many other stakeholders. Achieved 81.3% Customer Satisfaction

Launch of Demand Side Management programme We proudly achieved a high rating in our
Tarsheed: Customer Satisfaction Survey, which covered
almost 4,000 customers. Extensive interviews
We began our strategic DSM programme Tarsheed aiming were conducted to understand customers’
to reduce energy and water consumption in Abu Dhabi, experience of dealing with ADDC across a range
systematically executing a number of interconnected projects of customer interactions, with ADDC’s results
over a period of years. The company’s strategy achieved comparing favourably when benchmarked
RSB approval, which constituted an important milestone against top performing regional and international
in our quest to lead energy and water efficiency efforts in utilities.
Abu Dhabi and guide our customers toward rationalising
their consumption. We inaugurated the program in the
International Water Summit in Abu Dhabi in January 2017

Achieved Lowest Electricity Service Interruption Figures

in Our History:

During the summer period, ADDC recorded the lowest

interruption duration and frequency rates since the company
was established. Despite the scorching heat we achieved
record figures of 139 minutes and 1.49 interruptions per
affected customer, easily surpassing the government target
of 160 minutes and 1.6 interruptions per affected customers.

Our success is the result of investing in several strategic

initiatives targeting increased resilience and reliability
within our distribution network, as well as applying creative
solutions to remedy network interruptions immediately. We
are continuing our steady year-on-year improvement trend
to lower service interruptions further.

Achieved 84% Employee Engagement

ADDC conducted an employee engagement study in 2015

to gain a better understanding of our staff’s concerns and
challenges. We scored a high employee engagement rate of
84%, upholding the company leadership’s vision of creating
a proud, engaged workforce.

19
 ADDC’s Achievements

Implementing our New Digital Customer Delight Launched Wharton University of Pennsylvania
Strategy Middle Management Development Programmes

ADDC conducted a customer segmentation study to ADDC enrolled a number of its middle management
identify the individual nature of different customer types on a tailored programme at Wharton University of
and categorise their unique needs. Our vision was to Pennsylvania, in recognition that their capability
explore and better understand our customers, allowing to execute the company’s strategy is an essential
us to deliver tailored services through a variety of pillar of our success. The course aims to accelerate
innovative digital solutions to embrace the new era of development in a number of important fields, including
smart digital technology. strategy, leadership and performance management.
The company sought further development opportunities
Whether our customers interact with us using a mobile by utilising other training programmes, such as Putting
phone, tablet, computer or any of our voice channels, Core Values into Action and Seven Habits of Highly
ADDC’s services are increasingly at their fingertips. Effective People and Leadership training programms.
Introducing new communication channels systematically
reduces the need for customers to visit our branches and
provides more options to access our services, wherever Implementation of the Business Continuity
they are and whenever they choose. Management (BCM) Programme

The company started its Business Continuity

Automated Account Opening Through Tawtheeq Management Programme, in accordance with Executive
Council Order No. 4 for 2014 and the Abu Dhabi 2020
In collaboration with Abu Dhabi Municipality, ADDC Plan. By implementing procedures in accordance with
implemented a new automated service initiative, National Emergency Crisis and Disaster Management
allowing water and electricity services for new tenants Authority (NCEMA) guidance, the requirements of
to be activated without them needing to visit a branch. the RSB and the ISO22301: 2012 standard, this will
Once a customer’s property rental contract is registered ensure we can continue to provide essential services to
with Tawtheeq, our services can now be activated customers in the event of natural disasters, sabotage
automatically in mere minutes; over 879 real estate and other emergencies.
companies have joined the scheme. This efficiency
initiative saves considerable time and effort and has
further increased overall customer satisfaction, as it
removes the need for over 60,000 annual customer
visits to branches.

Contact Centre Transformation

Our leadership envisaged providing customers with a

level of service they could access as quickly as making
a phone call. To facilitate this, the company transformed
its contact center into a multi-channel service provision
center, giving customers many new ways to apply for
services, pay bills, make enquiries, engage with us on
social media, and more; interactions which are handled
simply and consistently by our customer services team.

In partnership with Abu Dhabi University, ADDC also

opened a second, state-of-the-art contact center on
campus, which hires university students on a part-time
basis. As well as helping the company provide additional
services, this venture enables students to support
themselves financially, while learning about corporate
culture through the training and coaching they receive
from our customer service team.

20
Achieved excellent regulatory performance

One of ADDC’s strategic priorities in 2014 and 2015 was to

maintain active regulatory compliance, which was achieved
by engaging with the regulator on a daily basis concerning
strategic and operational matters. All in all, ADDC achieved
excellent regulatory performance results according to the
RSB’s 2014, 2015 and 2016 reports.

In particular, Operating Expenditure was 17.6% lower than

target, Capital Expenditure was lower due to ADDC’s capital
efficiency initiative, profitability was better by 22.1% and
return on investment was better by 3.6%.

Strengthened Strategic Asset Management Strategy

by Adopting PASS55 & ISO55000 Standards

ADDC has solidified its asset management strategy by

Smart Integration of Technology Systems
adopting the internationally recognised PAS55 standard, an
International Asset Management Institute certification. The
ADDC has increasingly linked its existing systems,
company is also currently seeking ISO55000 Certification to
such as Maximo, EPPM, CC&B and SCADA. For
build upon its PAS55 certification success.
example, we created a smart link between our
SCADA Network Management System and our
Achieved Connection Time Improvements
Customer Care & Billing System (CC&B), enabling
the company to send automated SMS messages to
We reduced the time it takes to put new connections in
customers once a service interruption takes place.
place to just 3 days once the customer’s building has been
Another smart integration between Maximo and
completed, a monumental improvement from the previous
CC&B will streamline customer-based processes
best of 65 days, achieved in 2012. This extraordinary
related to connections, auto-triggering each step
achievement is due to reengineering our processes and
to minimise human processing and eliminate the
using smart approaches, such as live connection, to quickly
need to repetitively enter information.
connect customers to the grid. We also embarked upon
a new reengineering project of our connection process to
Implemented Customer Advanced Data
further streamline the customers connection journey.
Analytics (ADAA)
Payment Channel Diversification
ADAA is a state-of-the-art customer business
intelligence system, based on the SAP HANA
As a company we offer over 700 different bill payment
platform, which analyses all customer related
channels. In 2016, 97% of all payments received were made
data in real time. This system has dramatically
through non-branch payment channels, which include:
enhanced our ability to analyse and understand
banks, exchanges, e-payment via the website or mobile app.
customer data, as we’re now able to use real-time
Our customers can now easily pay their bill without the need
intelligence to drive our performance and improve
to visit a branch, which saves a lot of effort, is more efficient
customer satisfaction.
and significantly reduces our operational expenditure.

21
22
Our
2020
Strategy

23
 Our aspiration
Delivering Life and Light to empower Abu Dhabi

24
From pure sustainable water sprouts life and from the reliable supply of
electricity shines the brightest lights. In ADDC, we aspire to deliver those two
essential elements to empower Abu Dhabi.

25
 ADDC’s Strategy Structure

Strategy Structure:

This section details the strategy envisioned by ADDC’s senior management for the next five years. The
company’s strategy is extremely practical, allowing fulfillment of its different elements to enable the
company to achieve its vision. The diagram on the right of this page breaks down our strategy, showing
where the company’s vision is directly aligned with Abu Dhabi 2020 Plan.

ADDC’s strategy translates into 16 strategic goals that lock directly with a number of Abu Dhabi 2020
Plan’s goals and programmes. Our strategic goals will be ultimately achieved by successfully executing
more than 85 strategic initiatives, which are fully aligned with Abu Dhabi’s Plan 2020 Programmes. The
strategy’s success will be measured against a number of strategic Key Performance Indicators that
encompass all of the company’s business units.

Strategic alignment to the Abu Dhabi 2020 Plan:

The next few pages detail ADDC’s alignment with Abu Dhabi 2020 Plan’s goals and programmes. The
link is essential to ensure that all of our projects serve to empower the fulfillment of the plan’s long-term
goals. Our Business Strategy Planning & Performance Department, in liaison with the different business
units, worked vigorously to achieve this alignment. The company’s planning process involved numerous
internal and external workshops, where those in attendance discussed the potential alignment of the
sector in general and ADDC in particular. The figure below illustrates the alignment methodology:

1 2 Propose new 3 4
initiatives and
Review scope of Review ADDC’s projects to further Quantify the impact
Abu Dhabi 2020 list of existing & strengthen Abu each project will
Plan’s goals and future initiatives and Dhabi Plan 2020 have on the sector’s
programmes projects alignment and link all KPIs
projects to the plans
programs

ADDC’s Strategy in numbers:

20 4 16 86 31
Aligned with 20
governmental goals
Strategic
themes
Strategic goals Strategic
initiatives
Strategic Key
Performance
Indicators

26
 The holistic breakdown of ADDC’s strategy

Abu Dhabi Vision

Abu Dhabi Vision

“Continue to work on the establishment of a confident

and secure society, and building a sustainable and
globally open economy that has the ability to compete”

Abu Dhabi Plan

Relevant Goals &
Program

Sector Vision and

Strategy Sector’s vision and strategy

Strategy Execution Plan (SEP)

1

ADDC’s Vision
The Balanced Scorecard

2 3 4 5 6 7 8

Strategic Strategic Strategic Strategic Strategic Strategic Cross-

Objectives Aspirations Goals KPIs Initiatives Projects themes
Strategic
Programs

Strategy map
27
 Abu Dhabi 2020 Plan

Abu Dhabi 2020 Plan

Our guiding northern start

Abu Dhabi 2020 Plan is considered the most ADDC as a key player in the Water and Electricity
important strategic input to ADDC five years’ Sector, participated in a tremendous number of
strategy. The Abu Dhabi 2020 Plan aims at workshops with the General Secretariat of the
achieving the Emirate’s vision which is “To continue Executive Council, and the concerned stakeholders
to create a confident, secure society and to build to discuss Abu Dhabi 2020 Plan in details and
a sustainable, open and globally competitive ensure the alignments of all of its strategic goals
economy”. and initiatives with it.

The Abu Dhabi Vision will be realized via long term

governmental objectives, which are achievable

25
through specific programs which achievements will
be measured through key performance indicators.

Related to:
1. Government affairs
2. Infrastructure and environment
3. Economic development
4. Security, justice and safety
5. Social development

Goals

83
Abu Dhabi Vision
“Continue to work on the establishment
of a confident and secure society, and
building a sustainable and globally
open economy that has the ability to
compete”

Programs ADDC’s Core Governmental

Program:
Ensuring the efficiency, the sustainability and
security of the water & electricity supply services
and demand side management

28
 Abu Dhabi 2020 Plan Goals Alignment Matrix

Government Infrastructure Economic Security, Social

Sector

and the Development justice and Development

Affairs
Environment safety

A promising
Financial Integrated urban
educated generation
system supporting areas meeting needs Flexible competitive
A secure society contributing to the
the emirate’s of the community business environment service of the country
development process and quality of life
and the society

O19 O15 O11 O7 O1

Effective
Legislations Effective private Effective
transportation system Food security and a
supporting the sector and pioneer participation of UAE
that serves the sustainable agricultural
development investment nationals in the labor
community and the sector
process opportunities mark
economy
O20 O16 O12 O8 O2
Abu Dhabi Plan Goals

Sustainable utilities Full prevention A healthy lifestyle

Excellence of and sanitation sector An attractive and and readiness that includes
experience and ensuring the optimal substantive tourist system to ensure preventative services
services for users usage of natural destination safe and secured and world class
resources community healthcare treatments
O21 O17 O13 O9 O3

A sustainable Vital sectors Social

environment and Fair and development that
Prominent media contributing
the optimal use of accomplished guarantees a decent
reputation to economic
resources to preserve judicial system life for all members of
diversification
natural heritage the society

O22 O14 O10 O4

O18

Integrated ADDC was engaged in a substantial number of

workshops with the General Secretariat of the Islamic services
human resources that are of the highest
Executive Council, GSEC, to align the Sector’s strategy
management Goals with the Abu Dhabi 2020 Plan. By utilising the General standards
alignment Secretariat of the Executive Council’s Strategic Planning
O23 Guide, ADDC was able to identify which government
O5
goals we could contribute to by aligning our strategic
initiatives and projects with the plan’s programmes.
Accurate data and An active and
statistics supporting educated society that
the decision-making maintains its traditions
process and values
Primary goal to the Water & Electricity Sector
O24
O6
Goals ADDC contributes to

Strengthening of
Potential future goal to contribute to
federation ties

Goals outside ADDC’s domain

O25
29
 Alignment with Abu Dhabi Plan 2020 Goals & Programs

ADDC’s Alignment to Abu Dhabi Plan 2020 Programmes

The programmes and goals outlined in Abu Dhabi 2020 government programmes. The matrix of government
Plan provide a blueprint for achieving the government’s responsibility ensures full cooperation between the
vision for the emirate. ADDC has aligned all of the different stakeholders, especially regarding the active
company’s capital and non-capital projects with the programme management effort exerted by GSEC with
government programmes detailed in the plan, to actively other government entities.
contribute to the prosperity of Abu Dhabi.
Below is the list of Abu Dhabi Plan 2020 programmes
The process also requires alignment with stakeholders that ADDC has aligned with, or will align with in the
who have leading or supporting roles in the coming five years:

Social Development
Goal No. Program Code Abu Dhabi Plan 2020 Program

1 O-01/Prg-02 Empower students through improving and enhancing their capacities and skills

O-01/Prg-03 Develop alternative educational paths for students

O-01/Prg-04 Provide graduates capable of actively competing in the labor market

O-01/Prg-05 Provide a driving and supporting environment for research, sciences and technology

O-01/Prg-06 Promote the system and culture of innovation

2 O-02/Prg-01 Increase Emiratization in government entities and companies

O-02/Prg-02 Develop the competencies and qualifications of jobseekers

3 O-03/Prg-01 Promotion of public health by preventing and fighting disease

4 O-04/Prg-01 Enhancing family stability and settlement

O-04/Prg-02 Child development

O-04/Prg-03 Provide diversified opportunities for youth participation in society

O-04/Prg-05 Increase and develop available services for people with special needs

O-04/Prg-06 Women’s enablement

5 O-05/Prg-02 Enhance awareness on Islam

O-05/Prg-03 Enhance and diversify the culture of charity

6
O-06/Prg-01 Enhancement of cultural, intellectual and technical creativity

O-06/Prg-02 Rehabilitation and promotion of legacy and culture

O-06/Prg-03 Build sport talents and diversify sport activities

30
Security, justice and safety

Goal No. Program Code Abu Dhabi Plan 2020 Programs

7 O-07/Prg-01 Ensuring the reservation of security and safety

O-07/Prg-02 Strengthening coordination in national security areas

9 O-09/Prg-01 Ensuring a safe and secured community

O-09/Prg-02 Deployment of the occupational health and safety system

Enhancing the capacities of emergency, crisis and disaster management and

O-09/Prg-03
business continuity

14 O-14/Prg-05 Securing the energy supply and sustainability

Infrastructure and the Environment

Goal No. Program Code Abu Dhabi Plan 2020 Programs

15 O-15/Prg-01 Integrated planning to meet the regions’ development and sustainability

requirements
O-15/Prg-02 Ensure an effective operational and financial implementation of projects

O-15/Prg-03 Ensure quality and promptness of the urban development services

17 Ensuring the efficiency, sustainability and security of water and power supply and
O-17/Prg-01
improving the demand management

18 O-18/Prg-02 Improve the air quality and limit the climate change impact

Government affairs

Goal No. Program Code Abu Dhabi Plan 2020 Programs

19 O-19/Prg-01 Development of financial policies

O-19/Prg-02 Development of financial performance

O-19/Prg-03 Development of accounting frameworks and maintaining the public fund

O-19/Prg-04 Securing the financial sustainability for vital sectors

31
 Alignment with Abu Dhabi Plan 2020 Goals & Programs

Goal No. Program Code Abu Dhabi Plan 2020 Programs

20 O-20/Prg-01 Execution of full / integrated legislative system

O-20/Prg-02 Managing and enabling legal knowledge/ education

21 O-21/Prg-01 Improve and facilitates government services and processes

O-21/Prg-02 Develop and optimize the ICT (information and communication technology) enablers

22 O-22/Prg-01 Enhance government communication and awareness on Government entity roles

O-22/Prg-02 Manage the Abu Dhabi media’s reputation and position

23 O-23/Prg-01 Enhancement of integrated legislative system for HR management

O-23/Prg-02 Development of human capital

24 O-24/Prg-01 Building a statistics system for the emirate

25 Enhancement of inter-government (on a local and federal level) communication

O-25/Prg-01
and coordination

Alignment and quantification of Abu Dhabi Goals Fulfillment:

After reviewing Abu Dhabi Plan 2020, we’ve In addition to detailing government programmes,
carefully compared the scope of each government the plan also outlines the different Key Performance
programme against ADDC’s existing and future Indicators (KPI) that will measure success.
initiatives and projects, to determine which
programmes we can contribute to. After linking its initiatives and projects with the
plan’s programmes, ADDC has quantified the
Subsequent workshops and meetings have been percent improvement the projects will yield on each
held with the respective programme leaders KPI to measure the full benefit of the company’s
and supporters, to ensure that our projects are investments in achieving the plan’s goals.
incorporated into their strategic plans.

Future governmental programme management

will ensure that all projects are fully synchronised
in terms of initiative development, capital priority,
criticality and risk management.

32
Achieving ADDC’s Strategy is substantial contribution to
the achievements of the Abu Dhabi Plan 2020

33
 ADDC’s Vision, Mission & Core Values

Vision
ADDC becomes a leading water and electricity distribution and
supply company comparable with the top quartile performers
worldwide by 2020.

Our vision is comprised of two parts: the core our aspiration of becoming comparable with the
belief of the company and also its envisioned top quartile performers worldwide within the next
future. What we believe as a company forms our five years.
enduring identity, it’s what we stand for and why
we exist and will live on regardless of any changes To belong in the top quartile of the world’s best-
that might alter the organisation. Our core belief in-class companies, means striving for excellence
lives in the context of our envisioned future; what in every aspect of what we do. The top 25%
we aspire to become and what progress we want performers globally form the elite in aspects
to achieve as an organisation. such as service quality, cost efficiency and
organisational health.
That’s why the first part of our vision is to “lead”, We will need to continue benchmarking ourselves
which is a quality that we will always need against the best to actively bridge the gap.
regardless of any changes taking place now or in
the future. Sound leadership is essential to realise

Strategic Objectives
Strategic Objective 1
1 Building a smart and sustainable distribution network that meets the demand and supports
rationalization of consumption

Strategic Objective 2
2 Delighting the customers by reaching them with services that meet their needs

3 Strategic Objective 3
Safely operating and controlling the distribution network, maintaining a continuous efficiency
of operation

34
 Mission
Plan, develop, maintain and operate a reliable, secure, safe
and cost effective distribution system in Abu Dhabi and deliver
services that meet or exceed our customers’ expectations.

Our mission statement describes our motivation It also describes necessary improvements to our
and drive as a company, outlining what we need to service provision, to work towards delighting our
do on daily basis to achieve our vision. It describes customers with a service that meets or exceeds
in practical term the steps we will take to make their expectations.
the progress we strive for, relating to areas like
efficiently and effectively planning, developing, We will refine our corporate skills to achieve the
maintaining and operating our distribution various elements of our mission. We will continue
networks to achieve a reliable and secure supply, streamlining our operations and processes,
while ensuring the safety of the public and our optimising wherever necessary, while eliminating
employees. waste and redundancies.

Core Values

Care
To care for each other and everyone we interact with, treating them with respect and humility: our
customers, our employees, the society and the environment.

Transparency
To work without ulterior motives and be open and transparent. To share information among
ourselves and with others, for the greater good of the company and the government.

Innovation
To use creativity to solve challenges, transforming ideas into projects. To empower our employees
to think and share their ideas, and to guide them toward seeing their ideas materialise.

Ownership
To aim for perfection in completing our work, to deliver it on time and once challenges arise, take
responsibility for correcting our mistakes while helping others correct theirs.

Teamwork
To overcome our differences and work hand in hand to achieve company goals, against all
challenges. To accept other people and help them do a better job. To keep in mind that the group is
much more powerful than the individual if we choose to collaborate.
35
 Strategic Theme
36 GS Growth & Sustainability
 Alignment with Abu Dhabi 2020 Plan Goals

O17 O14 O15

Sustainable Water, Vital sectors Integrated urban Abu Dhabi
Electricity and contributing areas that meets
Sewage Sector that to economic the needs of the Plan 2020
Guarantees the diversification community Goals
Optimum Utilization of and quality of life
Resources

A1
The planning
and construction ADDC Strategic aspiration to meet the
of a smart,
effective, robust
Abu Dhabi Plan 2020 Goal
and sustainable
distribution network

GS1 GS2 GS3

Preparing distribution Effectively Managing Building and managing

network growth plans and executing all the Smart Grid for the
that support the urban distribution network instantaneous control
and economic growth growth projects of the distribution
of Abu Dhabi network

ADDC’s Growth & Sustainability Strategic Goals

We understand that developing our water and electricity infrastructure in a sustainable manner
is a fundamental part of Abu Dhabi’s continued growth. That’s why we’ve taken account of
environmental, organisational and economic sustainability to aligned our aspirations with two key
objectives of Abu Dhabi 2020 Plan. Objective 17 directs the water and electricity sector toward
a “Sustainable water, electricity and sewage sector that guarantees the optimum utilization 37
of resources”, alongside Objective 14 related to ensuring the continuation of vital sectors via
security energy and Objective 15, which directs all infrastructure sectors toward “Integrated urban
areas that meets the needs of the community and quality of life”.
 Strategic goals, KPIs & Targets, and Initiatives

KPI Code
Goal Key Performance Indicator: Network Growth Plans Index GS1-K1

GS1 Year 2020

Preparing distribution
network growth plans
that support the urban Target 100%
and economic growth of
Abu Dhabi

Initiative Code Strategic Initiative

GS1-V1 Establishing a robust continuous partnership with the Urban Planning Council

GS1-V2 Adopting sustainable distribution infrastructure planning best practices

GS1-V3 Smart integration between asset management systems and Abu Dhabi related
systems

GS1-V4 Building smart and integrated demand forecast data analytics capabilities

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
To keep pace with the rapid growth of the Abu Dhabi and Western Region municipalities, ADDC is
growing its infrastructure in alignment with the UPC’s zonal masterplans to support growth across the
region.

38
 Growth & Sustainability

KPI Code

Goal Key Performance Indicator: % of Projects Completed on time GS2-K1

GS2 Year 2020

Effectively managing
and executing all
distribution network Target 90%
growth projects

Initiative Code Strategic Initiative

GS2-V1 Adopting Program & Project Management international standards and best practices

GS2-V2 The effective overview & management of development projects as per ADDC’s
standards & specifications

GS2-V3 The adoption of state of the art technology to streamline the management of projects
across all relevant business units

GS2-V4 Partnering with highly qualified companies that adopt the highest international standards
of quality

GS2-V5 Maintain robust relationships with strategic suppliers

GS2-V6 Build program and project engineers’ advanced capabilities in program and project man-
agement

GS2-V7 Predictive realignment and reinforcement of the distribution infrastructure

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
We must synchronise our projects to fulfil our commitment to support Abu Dhabi’s growth. The effective
management of our infrastructure projects will support an array of initiatives and ensure the timely completion
of our projects.

39
 Strategic goals, KPIs & Targets, and Initiatives

KPI Code

Goal Key Performance Indicator: Electricity Losses (%) GS3-K1

GS3 Year 2020

Target 5%
Building and managing
the Smart Grid for the
instantaneous control of KPI Code
the distribution network
Key Performance Indicator: Water Losses (%) GS3-K2

Year 2020

Target 10%

Initiative Code Strategic Initiative

GS3-V1 Automation of the Water and Electricity Distribution Networks

Automatic control of customer service points via the utilization of advanced smart
GS3-V2
meters infrastructure

GS3-V3 The adoption of international specification of equipment and devices used in the
network

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:

This strategic goal is concerned with adopting the Smart Grid approach to operate, monitor and control
our distribution networks. This will enable us to automate our networks, adopt smart meter technologies
and lead towards the future visibility and control of smart homes. This goal includes the integration of
customer-side renewable initiatives.

40
 Growth & Sustainability

We grow so Abu Dhabi can grow, and we support

sustainability to develop our city for future generations

41
 Strategic Theme
42 CD Customer Delight
 Alignment with Abu Dhabi 2020 Plan Goals

O21
Abu Dhabi
Unique customer Plan 2020
services & Goal
experience

A2
Exceeding
our customers ADDC Strategic aspiration to meet the
expectations via the Abu Dhabi Plan 2020 Goal
provision of smart
services that meet
their needs in a short
period of time

CD1 CD2 CD3

Simplifying all service Putting the service at Enabling the costumer

procedures the fingertips of the to control his daily
customers consumption

ADDC’s Customer Delight Strategic Goals

At ADDC, we understand that the customer is the single most important driver of the company’s
strategy. That’s why this theme focuses on strategic goals that aim to delight customers by
focusing on simplifying our services, reaching customers through digital and non-digital means, 43
and enabling customers to control their daily consumption.
 THE EVOLUTION
OF ADDC’S CUSTOMER SERVICE
1999 - 2020

Customer delight is not just a strategic direction,

it’s a way of life and a corporate culture
Over 15 years we have evolved from a basic, paper-based
billing function to a full service, customer centric retail business
with hundreds of millions of investments spent to strengthen
our customer service capabilities. The road ahead is paved with
possibilities.

7 branches Customer Mobile units / Initiate diversification Customer Customer

3 counters satisfaction meter reads of payment channels Contact Care / Billing
Connection surveys Center System
Disconnection
Paper billing

44
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
 Customer delight
leader with zero
steps fully automated
services

Abu Dhabi trusted

energy advisor, pro-
viding 3rd party retail
services

Seamless customer
journey utilizing
multiple service
channels

Setting an integrated
Customer Delight
Strategy

Multi-channel service
provision – voice,
IVR, branch, kiosk,
eService

Re-design of payment
bills Green / Red

Major expansion of
payment channels

AMR
Advanced Metering Reading

Connection applications
in CC&B

Mobile units / meter

reads connected to
CC&B

45
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
 Strategic goals, KPIs & Targets, and Initiatives

KPI Code
Goal Key Performance Indicator: Customer Satisfaction rate CD1-K1

CD1 Year 2020

Target 90%
Simplifying all service
procedures Key Performance Indicator: Abu Dhabi Government Secret Shopper Score CD1-K2

Year 2020

Target 90%

Key Performance Indicator: Customer waiting time during service CD1-K3

Year 2020

Target 1 Minute

Initiative Code Strategic Initiative

CD1-V1 Optimization and simplification of the Customer Journey processes and procedures

CD1-V2 Adoption of Customer Service International Standards and Best Practices

CD1-V3 The radical reduction of customer waiting and serving time

CD1-V4 Active prioritization of service provision to Key Account customers

CD1-V5 Overhaul and modernization of ADDC’s Potable Water Tankering Business

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
We will make our services simple, seamless and instant. All the customer will need to do is apply and
we will take care of everything in an efficient manner.

46
 Customer Delight

Key Performance Indicator: % Of Cases completed via Digital channels KPI Code
Goal out of total cases processed CD2-K1

CD2 Year 2020

Target 98%
Putting the service at
the fingertips of the
customers
Key Performance Indicator: % Digital transformation CD2-K2

Year 2020

Target 90%

Initiative Code Strategic Initiative

Providing tailored smart digital services covering the entire outreach of

CD2-V1
telecommunication services

CD2-V2 Automation of services provision (Zero Step Service)

CD2-V3 Diversification of service outlets

CD2-V4 Service provision to 3rd party companies

CD2-V5 Transformation of ADDC’s Customers Service Branches to modern Business Centers

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
All of our relevant services will be digital. Some services will be automated and linked with the processes
of other stakeholders. We will ensure our customers can do business with us at any time, from anywhere.

47
 Strategic goals, KPIs & Targets, and Initiatives

Key Performance Indicator: % Water & Electricity Consumption reduction KPI Code
Goal due to Demand Side Management CD3-K1

CD3 Year 2030

Enabling the customer

to control his daily
consumption
Target 20%

Initiative Code Strategic Initiative

CD3-V1 Implementation of Demand Side Management Program Initiatives targeting

commercial, industrial, government and residential customers

CD3-V2 Lead and conduct specialized awareness campaigns across Abu Dhabi

CD3-V3 Lead Universities and Schools Consumption Rationalization Education

Support the promotion of installing consumer side solar panels and electric vehicles
CD3-V4 charging stations

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:

By implementing our demand side management strategic programme and its associated initiatives,
we are in the privileged position of taking a leading role in assisting Abu Dhabi to preserve its vital
resources. We aim to help reduce consumption of water and electricity and become the main resource
for providing advice on efficient energy use.

48
 Customer Delight

When we serve our customers, we serve our families, our loved

ones, our neighbors, our school mates, the business developments
that create jobs and build the economy, the hospitals that nurtures
us back to life and the schools that educate our children; when we
serve our customers, we serve everyone that lives within our society.

49
 Strategic Theme
50 OE Operational Excellence
 Alignment with Abu Dhabi 2020 Plan Goals

O17 O7 O9 O18
Sustainable Water, Integrated Sustainable Abu Dhabi
Electricity and prevention and environment and
Sewage Sector that readiness systems optimum usage
Plan 2020
A Safe Community
Guarantees the to ensure community of recourses to Goals
Optimum Utilization safety preserve the natural
of Resources heritage

A3
To lead all operations
with the highest
excellence standards ADDC Strategic aspiration to meet the
which shall crown Abu Dhabi Plan 2020 Goal
the company as the
quality model in
Abu Dhabi

OE1 OE2 OE3 OE4

The robustness of the

Fully complying with periodic maintenance
international standards plans related to all Connecting our Contributing to reducing
and measures of quality elements of the network customers instantly the carbon footprint
and safety and instant response to
emergencies and direct
repair

ADDC’s Operational Excellence Strategic Goals

Our operational excellence strategic goals are influenced by the government’s objective of all
vital sectors operating to their optimum level. We will strive to achieve excellence in all our major
operations, including: adopting international best-practice service standards; systematically
51
implementing our maintenance plans to ensure a robust, efficient network; responding and
repairing network faults more quickly; and contributing to the reduction of Abu Dhabi’s carbon
footprint.
 Strategic goals, KPIs & Targets, and Initiatives

KPI Code
Goal Key Performance Indicator: Lost time injury frequency rate (LTIFR) OE1-K1

OE1 Year 2020

Fully complying Target 0

with international
standards and
measures of quality KPI Code
and safety Key Performance Indicator: Lost time injury severity rate (LTISR) OE1-K2

Year 2020

Target 0

KPI Code
Key Performance Indicator: Water quality % OE1-K3

Year 2020

Target 96%

Initiative Code Strategic Initiative

OE1-V1 Adopting international quality and safety standards in operations

OE1-V2 Zero Harm Initiative to ensure the strict safety of employees and contractors in all
ADDC’s buildings and work sites

OE1-V3 Smart self-assessment of internal operations

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
We will further strengthen our quality and safety culture through the adoption of international standards
and best practices, to reduce the incidents of accidents and injuries in our buildings and work sites.
In addition, we will comply with the highest level of international quality standards in operating our
distribution networks.

52
 Operational Excellence

KPI Code
Goal Key Performance Indicator: System Average Interruption Duration Index (SAIDI) OE2-K1

OE2 Year 2020

The robustness of the Target 50 Minutes

periodic maintenance
plans related to all
elements of the network
and instant response to KPI Code
emergencies and direct Key Performance Indicator: System Average Frequency Duration Index (SAIFI) OE2-K2
repair
Year 2020

Target 0.5 Times

KPI Code
Key Performance Indicator: Water Distribution Network Interruption OE2-K3

Year 2020

Target 30 Times

Initiative Code Strategic Initiative

OE2-V1 Utilization of state of the art technology to detect and predict network failure

OE2-V2 Adopt international best practice in distribution network maintenance practices

OE2-V3 Effectively manage a robust integrated portfolio of network readiness programs

OE2-V4 Live maintenance of Low Voltage and High Voltage network elements

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
We will overhaul our maintenance practices and strengthen our ability to instantly respond and repair
network failures, to increase the reliability of our network and ensure quick restoration of service to the
customer.

53
 Strategic goals, KPIs & Targets, and Initiatives

KPI Code
Goal Key Performance Indicator: Average days of connections (Electricity) OE2-K1

OE3 Year 2020

Target 1 Day
Connecting our
customers instantly
KPI Code
Key Performance Indicator: Average days of connections (Water) OE2-K2

Year 2020

Target 1 Day

Initiative Code Strategic Initiative

OE3-V1 One day connection process

OE3-V2 Smart digitalized connection inspection

OE3-V3 Live Connection in the LV network

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
We aim to connect our customers instantly to the grid. We will automate some parts of the process so
they run in parallel with other parts, to increase efficiency. We will reengineer processes and eliminate
the need for multiple applications. We will simplify the process for customers so it is as quick as pushing
the “connect me” button.

54
 Operational Excellence

KPI Code
Goal Key Performance Indicator: ADDC’s Cabon Footprint (Ton) OE2-K1

OE4 Year 2020

Contributing to reducing
the carbon footprint Target 1202 Ton

Initiative Code Strategic Initiative

OE4-V1 Paperless ADDC

OE4-V2 Adoption of Sustainable Transportation via gas and electric car adoption

OE4-V3 Adoption of sustainable buildings standards

OE4-V4 Smart optimization of field trips via a world class centralized dispatch center

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
We will minimise our sector’s carbon footprint by adopting environmentally sustainable practices in our
daily operations. Our offices will be greener and we will utilise gas and electric powered cars to reduce
emissions.

55
 Strategic Theme
56 PDO Performance Driven Organization
 Alignment with Abu Dhabi 2020 Plan Goals

O2 O22 O23
Abu Dhabi
Effective participation Prominent media Integrated human
of locals in the Job reputation resources Plan 2020
market management Goals

A4
A company with
excellent performance ADDC Strategic aspiration to meet the Abu
lead by a proud and Dhabi Plan 2020 Goal
efficient employee

PDO1 PDO2 PDO3

Creating an attractive Attracting, developing and Organization excellence in

environment that fosters retaining national talent overall performance
innovation and creativity

PDO4 PDO5 PDO6

Transforming the Purposeful social

company’s brand responsibility and Efficient Financial Model
solid relationship with
stakeholders

ADDC’s Performance Driven Organization Strategic Goals

ADDC understands the role of performance excellence as a primary driver of the company’s
success. That’s why we empower our employees and foster an organisational culture that
supports them and encourages innovation and creativity. The company also aims to engage 57
dynamically with its stakeholders and ensure a strong sense of social responsibility. This section
details our various enabling goals.
 Strategic goals, KPIs & Targets, and Initiatives

KPI Code
Goal Key Performance Indicator: Employee Engagement Index (%) PDO1-K1

PDO1 Year 2020

Target 90%
Creating an attractive
environment that
fosters innovation and Key Performance Indicator: Innovation Maturity Index (%)
creativity
PDO1-K2

Year 2020

Target 100%

Initiative Code Strategic Initiative

PDO1-V1 Create an innovation platform for employees and stakeholders

PDO1-V2 Support and participate in national and international innovation events

PDO1-V3 Establishment of think-tanks and innovation areas in all of ADDC’s buildings

PDO1-V4 Predictive business development utilizing the outputs of future studies and business
development accelerators
PDO1-V5 Supports engineering, science and technology research

PDO1-V6 Gathering events with senior management, middle management and employees

PDO1-V7 “How Can I Help You” initiative to establish a customer-delight-centric corporate culture

PDO1-V8 Support sport tournaments and events

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD BSP&P

Lead | Support

Description:
We will foster an environment that encourages innovation and creativity, to build great minds and
empower our workforce to lead us towards future prosperity.

58
 Performance Driven Organization

KPI Code
Goal Key Performance Indicator: Emiratization Rate (%) PDO2-K1

PDO2 Year 2020

Attracting, developing
and retaining national
talent
Target 49%

Initiative Code Strategic Initiative

PDO2-V1 Emiratization acceleration especially in critical positions

PDO2-V2 Build partnerships with education institutes to attract UAE national talents

PDO2-V3 Development of tailored training plans for all employees

PDO2-V4 Middle management development acceleration

PDO2-V5 Tamkeen program for empowering middle management and decentralization of decision
making

PDO2-V6 Students scholarships in international education institutes

PDO2-V7 Development of robust career paths development programs

PDO2-V8 Women empowerment and leadership development

PDO2-V9 Establishment of a nursery and family and child development programs for working
mothers

PDO2-V10 Active engagement of special needs employees

PDO2-V11 Business development and entrepreneurship programs

PDO2-V12 Employees physical and mental health support and improvement

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
UAE National employees constitute the pillars of this organisation’s prosperity. We will invest more to attract
the right talent and develop it with tailored career path programmes that engage and develop staff members.
59
 Strategic goals, KPIs & Targets, and Initiatives

Key Performance Indicator: Adherence to Abu Dhabi Government KPI Code

Goal Excellence Criteria (%) PDO3-K1

PDO3 Year 2020

Target 100%
Organization excellence
in overall performance
Key Performance Indicator: ADDC’s Digital Maturity Index (Pt.) PDO3-K2

Year 2020

Target 5.0 Pts.

Initiative Code Strategic Initiative

PDO3-V1 Optimization and digitalization of the ADDC’s major operations and processes

PDO3-V2 Adopting a multiskilling strategy to field operations

PDO3-V3 Zero Corporate Silos to foster a collaborative cross-functional corporate culture

PDO3-V4 Overhaul business support functions to be internal-customer-centric

PDO3-V5 Unification and digitalization of strategy execution and performance management

PDO3-V6 Implementation of an integrated organizational development plan based on Abu Dhabi

Government Excellence Criteria

PDO3-V7 Launching ADDC’s award for excellence and innovation

PDO3-V8 Adoption of Total Quality Management & Lean Six Sigma

PDO3-V9 Adopting state of the art technology across the organization

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD BSP&P

Lead | Support

Description:
We will excel in everything we do; ensuring a clear line-of-sight is established between the company’s
corporate strategy, business and functional strategies and its daily operations. We will continue
achieving excellent results and aim for even more.

60
 Performance Driven Organization

KPI Code
Goal Key Performance Indicator: : Brand Recognition Rating (%) PDO4-K1

PDO4 Year 2020

Transforming the
company’s brand Target 90%

Initiative Code Strategic Initiative

PDO4-V1 Utilize modern technology and social media to promote ADDC’s brand

PDO4-V2 Participate in national events related to reviving and promoting culture and heritage

PDO4-V3 Sponsor national and international high profile events

PDO4-V4 Conduct and support promotional and educational campaigns

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
We will enhance the ADDC brand, building it into a nationally and internationally recognised name,
synonymous with excellence in customer service, innovation, energy efficiency and more.

61
 2.5 Strategic goals, KPIs & targets, and Initiatives
Strategic goals, KPIs & Targets, and Initiatives

KPI Code
Goal Key Performance Indicator: Total Employees Volunteerism Hours PDO5-K1

PDO5 Year 2020

Purposeful social
Target 10,000 Hours
responsibility and
solid relationship with KPI Code
stakeholders Key Performance Indicator: Stakeholders Engagement Index PDO5-K2

Year 2020

Target 95%
KPI Code
Key Performance Indicator: Regulatory Compliance Rate PDO5-K3

Year 2020

Target 100%

Initiative Code Strategic Initiative

PDO5-V1 Participation and fostering meaningful social responsibility programs and events in Abu
Dhabi

PDO5-V2 Strengthening and diversifying charitable work inside and outside the UAE

PDO5-V3 The provision of technical and management training to help in the development of
school and university students

PDO5-V4 Students part time employment programs

PDO5-V5 Career development workshops for higher education students and job seekers

PDO5-V6 Acceleration of regulatory compliance

PDO5-V7 Implementation of an active stakeholder engagement strategy

PDO5-V8 Active coordination with key stakeholders in national security areas

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD BSP&P

Lead | Support

Description:
Establishing strong partnerships with our stakeholders is a strategic priority to us and we will always actively
engage with them. We will give back to the community and help increase the prosperity of Abu Dhabi’s
society.
62
 Performance Driven Organization

KPI Code
Goal Key Performance Indicator: OPEX Variance % PDO6-K1

PDO6 Year 2020

Target +-5%
Efficient Financial Model
KPI Code
Key Performance Indicator: CAPEX Variance % PDO6-K2

Year 2020

Target +-5%

KPI Code
Key Performance Indicator: Debt ratio out from billing % PDO6-K3

Year 2020

Target 11%

Initiative Code Strategic Initiative

PDO6-V1 Revenue Diversification within regulatory framework

PDO6-V2 Enforcing corporate financial governance strengthening financial efficiency and saving

PDO6-V3 Implementation of international debt management best practices

Strategic goal fulfillment matrix

Business Unit CSD AMD EOD P&CD BSD

Lead | Support

Description:
We will increase our financial efficiency by adopting active financial governance, spending rationalization
and active debt collection. We will diversify our revenue streams and support the diversification of
Abu Dhabi’s economy.

63
64
Strategic Programs

O17
Sustainable Water, Electricity
DSM
and Sewage Sector that
Guarantees the Optimum
Demand Side Management
Utilization of Resources “The modification of consumer demand for energy through
various methods such as financial incentives and behavioral
change through education”

O9 BCM
Integrated prevention and
Business Continuity Management
readiness systems to ensure “ A management process that identifies risk, threats and
community safety vulnerabilities that could impact an entity’s continued
operations and provides a framework for building
organizational resilience and the capability for an effective
response”.

Strategic programmes include a number of initiatives and projects that cut

across most of the strategic themes to contribute to achieving planned
goals. These programs impact the entire business and are more critical than
strategic initiatives.

65
 Strategic Programs

Demand Side Management Program (DSM)

Demand Side management consists of a set of We are committed to conducting periodic evaluations of
interconnected, flexible programmes enabling customers our DSM programme to ensure it is comprehensive and
to reduce their overall consumption of electricity and water, achieving its objectives. This will include an assessment of
and to change their electricity demand during peak periods. the customer segments affected and the relative impact on
electricity and water consumption.
The government has ambitious plans for economic and
social development in Abu Dhabi, and anticipates rapid The mission of our DSM programme is to interact with
growth in the emirate’s economy and population through all types of customers, through relevant communication
2030 and beyond. Increased demand for water and channels, to provide guidance on the efficient and effective
electricity will put added pressure on our infrastructure use of electricity and water. We aim to support customers
and natural resources, so the government has formulated over the long term and encourage them to use our
a policy framework with sustainability at the forefront of resources more efficiently to help us achieve set targets for
all development plans. This includes strategies relating reducing demand. The programme’s first 2 years will focus
to supply and demand, which take into account the on developing a platform to support the company’s DSM
finite supply and opportunity cost of fossil fuels and the department, while launching the first initiatives. ADDC
emirate’s plans to deploy renewable energy technologies has contracted with RTI International to assist with our
in future. Studies are being conducted on ways to improve early DSM activities and to help build capacity within the
energy and water consumption efficiency across different organisation. At the end of this period, we will develop a
sectors: residential, commercial, government, industrial, 3-year plan to guide the DSM department towards medium
and agricultural. term success.

At ADDC, our aim is to become a trusted advisor to our After the initial period of 24 months, ADDC staff will
customers, helping them understand the impact of their assume complete responsibility for the DSM programme,
electricity and water consumption on the country and on managing all previously launched initiatives, developing
the environment. We will enable them to make informed and implementing new ones, performing measurement
decisions regarding the efficient and sustainable use of and verification (M&V) activities to validate achievements
these important resources. with power and water savings, and developing a second
3-year plan. This second plan will aim to increase
The company’s DSM programme will be designed participation across all customer segments by adapting to
to target all major customer segments. Our strategic changing conditions, to routinely evaluate and modify the
analysis assesses how electricity and water are used programme to reach additional customers, and to consider
and who is using them, and identifies opportunities to how new technologies can be employed to realise further
reduce consumption through improved efficiency. Our electricity and water savings.
DSM measures will reach the residential, commercial,
government and industrial sectors, with informational Based on the analysis of the baseline and technical
programmes and technical interventions aimed at reducing potential, a total of 37 specific potential DSM measures
both electricity and water consumption to ensure all major were identified. Each measure was scored against 16
customer segments benefit. criteria, then ranked according to score. Based on the
ranking, the following initial set of DSM measures was
Our DSM programme will address both electricity and identified for Wave 1 implementation:
water consumption, as we understand how closely
intertwined these important resources are in our country. • Residential education and customer engagement for
The initial wave of proposed DSM measures includes electricity and water conserving practices, with follow-on
informational programmes for the residential sector, rebate rebate replacement programs for high-efficiency window
schemes for both electricity and water using appliances, A/C units and low-flow toilets.
and consultation for industrial facilities on the use of both
resources. The first wave of measures also includes • Residential water leak detection program.
targeted initiatives for water (residential leak detection, • Commercial/Government/Institutional education and
water use at mosques) and electricity (AC units, lighting customer engagement for water conserving practices.
upgrades for the commercial, government, and institutional
sectors). • Commercial/Government/Institutional government-
financed program for non-chiller A/C repair or
As well as our drive to lower consumption, the company’s replacement and lighting upgrades.
DSM programme will also address peak demand periods • Consultation with six of the largest industrial customers
through initiatives aimed at reducing usage during these to provide recommendations for conserving practices,
times. Our educational and awareness initiatives will efficient equipment, and technologies that use less
inform customers when peak demand occurs and explain electricity and water. Mosque water reduction program,
the benefit of moving certain activities to periods of lower focusing on retrofitting low-flow auto-shutoff faucets and
demand. low-flow toilets.

66
Source: ADDC’s Demand Side Management Strategy
 Demand Side Management Program (DSM)

Abu Dhabi faces many hurdles with its efforts to reduce

energy and water consumption, including:

• It is difficult to convince customers to “spend to save” on

energy-saving and water-efficiency measures, especially
with our low tariffs in force.
• There is little incentive for individual tenants of high-
rise buildings — many of the residential consumers in
Abu Dhabi — to reduce cooling consumption as most
air conditioning systems form part of a building’s general
services, paid for by fees included in a tenant’s annual
rent.
• Extreme summer temperature and humidity levels (peak
demand) require continuous use of air conditioning.
Cooling is a necessity in Abu Dhabi, not a luxury, and
accounts for up to 60% of the total summer electricity
demand in high-rise buildings.

Historically, water and electricity subsidies have distorted

price signals and increased the perceived cost of adopting
efficient technologies (by lowering benefits). This means
that current tariffs do not reflect true production costs,
so end users are not fully incentivised to make energy-
efficient investment decisions. Both ongoing tariff reform
and customer education will be required to promote more
efficient behaviour.

ADDC’s DSM Levers:

1 2 3 4 5 6

Increasing public Reduction in Benchmarking Fuel saving Improving the Market

education and power and and baseline related to power security and transformation
awareness to water subsidies to inform policy generation reliability for for efficient
conserve limited cost development & water power and product,
resources production water services and
buildings

Our DSM Vision: Our target:

“To establish ADDC as a trusted advisor to its customers, By using the above 6 levers of DSM
helping them to understand the impact of their use of we aim to achieve 20% Reduction
electricity and water on the country and the environment in Electricity & Water Consumption
and to enable them to make informed decisions regarding by 2020
the efficient and sustainable use of these important
resources.”

67
 Strategic Programs

Business Continuity Management (BCM)

BCM is a management process that identifies potential 4. Identify, analyse and take appropriate measures to
risks, threats and vulnerabilities that could impact an mitigate business continuity risks.
entity’s continued operation, and creates a framework
5. Ensure BCM provides planning, processes, training
for building a resilient organisation with the capability to
and continuous improvement, to manage major
respond effectively to any situation.
incidents across ADDC before, during and after an
emergency, crisis, or disaster that could disrupt the
Our programme will strengthen the company’s ability to
business.
continue delivering its services at acceptable, predefined
levels, following disruptive incidents. We adopt a holistic
approach to assess how a potential threat could affect
the company’s business operations, and devise best-
Our BCM framework – drivers for success:
practice solutions to safeguard the interests of our key
stakeholders, our reputation, brand and value-creating
1. Commitment from ADDC’s executive management
activities.
team to develop, implement and continually improve
the BCM programme.
Our BCM Objectives
2. Comply with applicable BCM, legal and other
The objectives of our BCM framework include: requirements, observing local and international
standards.
• Safeguarding employees’ lives, welfare, and 3. Define, communicate, and demonstrate specific
confidence BCM roles, responsibilities and authorities across
the organisation.
• Safeguarding ADDC assets
4. Identify mission-critical activities and resources to
• Maintaining stakeholder confidence (internal and
provide appropriate arrangements in the event of an
external)
incident.
• Quickly recovering and resuming ADDC’s critical
5. Oversee BCM planning and provide assurance that
business services and activities
all ADDC business units and employees adhere to
• Mitigating financial and non-financial losses the programme.
• ADDC will maintain an effective Business Continuity 6. Synergise BCM programme elements at all levels
Management programme to continue performing of the company to ensure a unified and coordinated
essential functions and services that meet our approach to the development of departmental
customers’ expectations during and after an contingency arrangements.
emergency, crisis, or disaster that results in a business
7. Align with other sector companies, as required, to
disruption across our licensed area.
provide optimal services during an emergency,
crisis, or disaster.
Our BCM Policy commitments:
8. Ensure staff members are fully trained to perform
1. Align with: Abu Dhabi 2020 Plan’s BCM programme, their BCM roles and responsibilities.
AE/ SCNS/NCEMA 7000: 2015; Executive Council
9. Conduct routine, annual exercises to ensure
Circular No. 4: 2014; the Regulation and Supervision
efficiency and effectiveness of BCM plans.
Bureau’s BCM regulations for Drinking Water,
Wastewater and Electricity Services, and the ISO 10. Maintain and continually improve BCM plans to fulfill
22301: 2012 requirements and guidelines. customer needs during an incident.
2. Enable successful delivery of essential services 11. Review all BCM documentation, at least annually,
and maintain the reputation and integrity of ADDC’s and update it as significant incidents or changes
commitment to its customers. occur that affect ADDC’s critical business processes.
3. Provide a holistic framework for the development of
robust and consistent BCM policy throughout ADDC.

68
Source: ADDC’s Business Continuity Policy and Framework, ISO 22301:2012)
 Business Continuity Management (BCM)

Alignment to ISO RSB BCM Regulation UAE BCM Standards (AE/SCNS/

22301 (1st Edition) NCEMA 7000)

- Establish the context of

the BCM and scope as it
applies to the organization
- Role of top leadership
in the BCM, and how ● Scope and requirements
leadership articulates it's ● BCM Governance Structures
expectations via a policy ● BCM Policy Statement
statement
Plan (Clause 4-7) - Establish strategic ● Business Impact Analysis
objectives and guiding ● Risk Assessment
principles for the BCM ● Develop Strategy Options
ADDC BCM Program

holistically
- Support BCM operations
to establish competence
and communicate on
a recurring basis with
interested parties

Define continuity requirements,

determine how to address them and ● Implement Strategies
Do (Clause 8) develop procedures to manage a
disruptive incidents via BIA and risk
● Implement Response and recovery plans
assessment
● Training and Awareness

Measure BCM performance,

compliance with standards ● Continual Monitoring and Improvement
and best practices, and ●Measure Performance
Check (Clause 9) seek feedback from ● Test & Exercise
management regarding ● Audit Reviews
expectations

Identify and act on BCM

Act (Clause 10) none-conformance through ● Improvement Measurements
corrective action

Alignment of ADDC’s BCM Program and NCEMA Standard, RSB

Regulations & ISO 22301

69
Strategic Plan Map 2020
Vision

ADDC becomes a leading water and electricity distribution and

supply company comparable with the top quartile performers
worldwide by 2020

SO1 Building a smart and sustainable SO2 Delighting the customers by reaching SO3 Safely operating and controlling the
distribution network that meets the demand and them with services that meet their distribution network and maintaining a
supports rationalization of consumption needs continuous efficiency of operation

Growth & Customer Operation

Sustainability Delight Excellence
A1 A2 A3
The planning and construction Exceeding our customers To lead all operations with the highest
of a smart, effective, robust and expectations via the provision of smart excellence standards which shall
sustainable distribution network services that meet their needs in a short crown the company as the quality
period of time model in Abu Dhabi
GS2 GS3 CD2 CD3 OE1 OE2

Effectively Building and The robustness

Fully complying
Managing and managing the Putting the of the periodic
Enabling the with the maintenance plans
executing all Smart Grid for the service at the customer to international related to all elements
distribution instantaneous fingertips of the control his daily standards and of the network and
network growth control of the customer instant response to
consumption measures of
projects distribution emergencies and
quality and safety direct repair
network

GS1 CD1 OE3 OE4

Connecting our Contributing to

Preparing distribution network reducing the
Simplifying all services customers
growth plans that support the carbon
procedures instantly
urban and economic growth of footprint
Abu Dhabi

Performance
Enablers Driven Organization

A company with excellent performance lead by a proud and efficient employee

PDO1 PDO2 PDO3 PDO4 PDO5 PDO6
Creating an Organizational Purposeful social
Attracting,
attractive excellence in Transforming responsibility and A robust financial
developing and
environment that overall the company’s solid relationship model
retaining national
fosters innovation performance brand with stakeholders
talents
and creativity

Core Values
Care Innovation Ownership Teamwork Transparency
The Stratigic Plan Map

We have created a summary of our strategic plan, highlighting the logical

link between our vision, strategic objectives, themes and goals. It also
shows the importance of our goals, which give direction to our continued
efforts to succeed.

The map is displayed throughout the organisation, a constant reminder

to the workforce of the strategic path we are on and what we are striving
to achieve. On the back of the map are the company’s initiatives,
describing the practical steps we will take to reach each goal, along with
the KPIs necessary to effectively measure our success along the way.

71
 Document IMS No.: SP.01

The strategic plan shall be updated every two years from the date of issuance, in alignment
with the Abu Dhabi Plan review and update cycle.

This document is written, designed and published by the Business Strategy Planning &
Performance Department

This document may not be altered without the prior approval of the Executive Strategy
Committee in ADDC

72
73
 The Strategic Plan Team

This strategic plan is the manifestation of ADDC’s Senior Management vision. This document
is the fruitful effort of a number of key contributors who are mentioned hereunder:

Written & Designed by:

ADDC’s Business Strategy Planning & Performance Department Team:

1. Eng. Salem A. Al-Ali, Business Strategy Planning & Performance Department Manager

2. Eng. Rashed Al Nuaimi, Senior Business Analyst

3. Eng. Abdullah Al Suwaidi, Regulation Business Analyst

4. Eng. Nazim Mousa, Business Analyst

5. Eng. Ahmad Al Bastaki, Business Analyst

6. Eng. Ahmad Abdulnasser, Business Analyst

Main content contributors:

1. H.E Mr. Saeed Mohamed Al Suwaidi, ADDC’s Managing Director

2. Eng. Abdullah Abdullah Al Suwaidi, Executive Asset Management Director

3. Mr. Abdul-Aziz Al Shamsi, Executive Customer Service Director

4. Dr. Majid Al Kathairi, Executive Operations Director

5. Eng. Mohammad Al Mazrouei, Projects & Connections Director

6. Mr. Fahad Al Shamsi, Business Support Director

7. ADDC’s Employees

8. Mr. Mohammad Saleh Ibrahim | Strategic Plan Editing & Translation

9. Media Office

10. Mr. Ahmed Abdulla Al Kharraz, Customer Service Directorate | Cover Photo

Copyright notice:

All written and visual content in this document are copyrighted for ADDC, any duplication of copying or
distribution of this document without a written consent by the ADDC’s approval is prohibited and subject
to legal actions under UAE’s Federal Law No. 7 Concerning copyrights.

74
Strategic Plan Review Team

Eng. Mohamed Al Harmoudi | Projects & Connections Directorate

Mr. Mohammed Saleh Ibrahim | Projects & Connection Directorate

Eng. Abdullah Al Suawidi | BSP&P

Eng. Ahmed Al Marzouqi | Asset Management Directorate

Eng. Hashem Al Kaabi | Projects & Connections Directorate

Mr. Simon Withers | Customer Service Directorate

75
 Made in ADDC

No consultants or design firms were hired to write

or design this document, where it is the results of the
collaborative effort of a small cross-functional group of
employees who were honored to participate in writing
this Strategic Plan.

76
 Learn and adjust

Execute Measure

Plan
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