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Enoc Environmental Bro APP 2/17/05 09:38 AM

Produced for the Department of Civil Aviation, Government of Dubai by the Emirates National Oil Company, Group Environment, Health and Safety Compliance Department

All rights reserved to the Department of Civil Aviation, Government of Dubai, United Arab EmiratesCopyright 2004.

Project Team: -

Project Sponsor: Jamal Al HaiProject Director: Waddah S. GhanemProject Facilitator: Osama Al Girgawi

Document Review and Type Setting: Alia Busamra / Sarah NaghiEdited by: Lavina Dixit Chatterjee

Mike Ortega

Data Collection Coordinators:-

Abdah HussainAbdel Naser P.V.Ahmad OneissyAzam Soukar

Carmel GriffithsHind Al Youha

Mohammed ChahwanRizwan Dadan

Design Coordinated by: Group Brand Management Department, ENOC, Dubai


l Dedication ...................................................................................................................................................................................................................................................................................................... 1

l Management Statement ................................................................................................................................................................................................................................................................... 2

l Environmental Policy Statement ............................................................................................................................................................................................................................................... 3

l Past, Present and Future .................................................................................................................................................................................................................................................................... 4

l Dubai International Airport Directorates .......................................................................................................................................................................................................................... 13Operations ..................................................................................................................................................................................................................................................................................................................................... 13

Engineering Services ............................................................................................................................................................................................................................................................................................................. 15

Engineering Projects ............................................................................................................................................................................................................................................................................................................. 22

Cleaning Services and Waste Management Services ................................................................................................................................................................................................................................ 27

Water and Electricity Management ......................................................................................................................................................................................................................................................................... 32

Emergency Management .................................................................................................................................................................................................................................................................................................. 35

l Strategic Business Units ..................................................................................................................................................................................................................................................................... 38Dubai Duty Free ........................................................................................................................................................................................................................................................................................................................ 38

Dubai Cargo Village ............................................................................................................................................................................................................................................................................................................... 43

l Strategic Partners .................................................................................................................................................................................................................................................................................... 47Dubai Airport Free Zone Authority .......................................................................................................................................................................................................................................................................... 47

EK Group ......................................................................................................................................................................................................................................................................................................................................... 52

a. Emirates Flight Catering Company LLC (EKFC) ..................................................................................................................................................................................................................................... 52

b. Emirates Airlines Engineering ............................................................................................................................................................................................................................................................................. 60

c. Dnata Airport Services ................................................................................................................................................................................................................................................................................................ 64

Joint Industrial Aviation Fuel Farm ........................................................................................................................................................................................................................................................................... 74

Emirates National Oil Company (ENOC) .............................................................................................................................................................................................................................................................. 80

l General Information ............................................................................................................................................................................................................................................................................. 82

l Future Outlook .......................................................................................................................................................................................................................................................................................... 86

l Dubai International Airport and the Community ...................................................................................................................................................................................................... 87

l International Benchmarking Visits .......................................................................................................................................................................................................................................... 89

l Glossary of Terms and Abbreviations .................................................................................................................................................................................................................................... 91

l Contacting Us ............................................................................................................................................................................................................................................................................................... 95

TABLE OF CONTENTS

Public Environment Report 2003 - 2004

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DEDICATION

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To the nation’s inspirer and the role model who embodied our hopes,nurtured the value of love for the environment… To the late His HighnessSheikh Zayed Bin Sultan Al Nahayan, President of the United Arab Emirateswho through his wisdom and preseverance advocated the vision andimplementation of sustainable development...

To the father of the nation whose generosity to the land, people and culture ofUAE, GCC and the world was endless. May Allah rest his soul in peace andshower him with compassion and mercy.


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Man

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MANAGEMENT STATEMENT

Dubai International Airport has witnessed vast expansion and accelerated growth andit continues to support and strengthen the economy of Dubai. It has major local andregional significance due to the large number of jobs it provides, the income itgenerates for Dubai in addition to providing services to make passenger travel, cargohandling and all airport associated activities not just one of the best in the region, butalso in the World.

The Department of Civil Aviation, Dubai provides infrastructure, buildings and servicefacilities to the many companies at Dubai International Airport. We affect theenvironment in several ways and the Airport and the Strategic Business Partners workcontinuously to reduce the negative impact to the benefit of the surrounding areas. ThisPublic Environment Report describes the development of the environmental policiesand direction in which Dubai International Airport is heading.

There are many significant achievements that the Strategic Business Units have achievedsuch as the implementation of sound Environmental Management Systems andPractices. However, there is always room for improvement. With the recentreformulation of the Airport’s Environment Protection Team in 2003 which includes across-section of staff at various levels in the Airport, presently supported by theEmirates National Oil Company representatives, I have no doubt that the improvementswill continue rapidly.

This report should be seen as an element in the dialogue between Dubai InternationalAirport Stakeholders and shall be available to all groups who wish to keep abreast ofthe environmental developments and efforts at the Dubai International Airport. Thesegroups include financial and business sectors, the community, environmentalauthorities, airport employees as well as our respected customers and travellers. TheManagement of Dubai International Airport believes that transparency is the key to ourfuture and economic, social and environmental success and is proud to present thisdocument as an embodiment of that commitment.

H.H. Sheikh Ahmed Bin Saeed Al MaktoumPresident, Department of Civil Aviation, Dubai and Chairman of the Emirates GroupDubai International Airport


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Envi

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The Department of Civil Aviation (DCA) and its Strategic Business Units are committed to build and operate the DubaiInternational Airport Facilities in an environmentally sound and responsible manner.

The DCA shall achieve this by empowering and supporting its staff, partners, contractors and third parties to take aproactive role in developing, improving and maintaining the state of the environment.

The DCA shall aim to operate in full compliance with relevant Local and International Legislation and Regulations, andshall endeavor to monitor, control and reduce environmental impacts that are associated with its operations on acontinual improvement basis.

The DCA shall also develop and maintain an Environmental Management System and implement an Audit Programmeto ensure full compliance with this Policy.

This Policy shall be reviewed periodically at a frequency not exceeding 2 years.

H.H. Sheikh Ahmed Bin Saeed Al MaktoumPresidentDepartment of Civil Aviation 14th October 2003

Issue No. 1

ENVIRONMENTAL POLICY STATEMENT


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D U B A I I N T E R N A T I O N A L A I R P O R T


Dubai International Airport (DIA)was established in 1959 when theLate Ruler of Dubai, H.H. Sheikh

Rashid Bin Saeed Al Maktoum, orderedthe construction of the first airfield.Located only 4 km from the Dubai citycentre, the site was chosen not just for itsproximity to town but also with futureexpansion in mind.

The initial airfield consisted of a 1,800 mcompacted runway, an apron area and asmall yet adequate terminal building anda fire station. It was opened in 1960 as anew airport capable of handling aircraftup to the size of a DC-3.

The DIA started its operations inSeptember 1960 with a 6,000 feet long

compacted sand runway. An all-weather runway was required and thusa 9, 200 feet long asphalt runway wasinstalled which was capable of handlingturbo props and jets with extensions tothe terminal building. The improvementsmade at that time in 1965 (at the time ofits inauguration) included installation ofnavigational aids, lighting systems, andthe construction of hangers. And withina matter of a few years the DIA wasalready operating a new departurelounge, which was added to the originalterminal building. In addition to this, a12,500 feet long concrete runway wasconstructed with the latest equipmentinstalled at that time. The new Terminalwas opened by Sheikh Rashid bin Saeed AlMaktoum on the 15th May 1971 and thefull length of the runway was put into useon the 22nd of November 1971.

The Airport stands as one of the mostimportant developments in the history ofeconomic and social progress of theEmirate of Dubai. Today it is an essentialtransit point on the world map, with manyof the passengers transiting and morethan 85% of airfreight cargo beingredirected. The growth and theenvironmental impacts of the operationsand expansions of the airport in Dubai

PAST, PRESENT AND FUTURE

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have been followed and addressed.However, in a similar development trendwith the rest of the world, Dubai’senvironmental development has beenslow to start with, but showing muchmore accelerated activity in the last fewyears. This has been true for both theAirport and the City of Dubai, which hasbecome one of the favoured touristdestinations in the Middle East.Remarkably safe, easy to travel in and outof, tax free and a very clean city, Dubaioffers many faucets that many other citiescan not. The modernisation has takenplace with greater degree ofEnvironmental Management in the pastten years with the establishment of adedicated unit within the Municipality,which works closely with government andnon-government developers to ensurethat no serious environmental damagesare made.

The Municipality has also developedsewage treatment plants, waterrecycling systems, waste water drainageinfrastructure, irrigation and landscapingprojects as well as a huge investment intoa hazardous waste treatment andmanagement facility in Jebel Ali. DubaiMunicipality services have beenindispensable to the Airport during

projects as well as their operations in thepast decades.

Dubai International Airport went throughmany expansions and developments.In May 1998, the Department of CivilAviation (DCA) announced the launch of itsnewest terminal, Terminal 2, as the firstcompleted stage in the 540 million USDexpansion program. Terminal 2 marked a steptowards the completion of the development

of the airport for the next millennium.

History of Dubai InternationalAirport

Department of Civil Aviation (DCA),Duba i i s the govern ing andadmin i s t ra t i ve body of Duba iInternational Airport, Dubai Duty Free,Dubai International Hotel, Dubai Cargo

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Dubai International Airport, 1960’s


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Village and the Aviation Club. Inaddition, the DCA has the task andresponsibility of building, expanding andmaintaining the necessary infrastructurefor handling air traffic whilecoordinating the interactions of theairport users.

Today, not only is DIA considered to beone of the fastest growing airports in theworld, it is also recognised as the aviationhub of the Middle East . DubaiInternational Airport currently stands atthe threshold of being among the topten airports in the world.

The site of the first airfield was chosennot only for its proximity to town but alsowith keeping in mind future expansions,which has proven crucial for DIA. Theexpansions have been under way sincethe founding of the airport.

From nine airlines serving some 20destinations in 1969, the DIA has grownto accommodate 100 airlines connectingto over 140 destinations in the first halfof 2002. In 2004, it serves 105 airlines andover 140 destinations.

In the words of the Sheikh Ahmedbin Saeed President of the DCAand Chairman of Emirates Group"Maintaining a vision for the futureis very much part of Dubai’s success

and the Department of Civil Aviationhas been planning for the 21stCentury for a number of years now.W e a r e s t r i v i n g t h r o u g h t h eexpansion program to meet thetravel needs of the influx of businessand leisure travellers to the Emirateup to 2030.

Expansion of Dubai InternationalAirport

Phase I of Expansion

In 1997, the DCA launched a 540 millionUSD expansion program, which wasdesigned anticipating the travel demandsof the 21st century. This phase of

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Emirates Airlines is one of the official national carriers of the U.A.E.


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expansion culminated with the openingof Sheikh Rashid Terminal in April 2000.To alleviate the rising congestion fromTerminal 1, Terminal 2 opened in 1998.Terminal 2 was designed essentially tohandle chartered, executive and specialflights. When Terminal 2 first opened 23airlines were operating out of it. Today36 airlines, mainly scheduled andchartered, operate out of the terminaland this figure is expected to grow.

Phase II of Expansion

In 2002, the management decided to beginPhase II of the expansion program. Theexpansion of DIA and its affiliateddivisions is expected to finish in 2006with the cost of 4.1 billion USD. Thisexpansion will maintain Dubai’s positionas the aviation and business hub of, notonly the region but a major one in theworld.

The Phase II of Expansion will includethe following elements:

1. Expansion of Passenger Facilities - Terminal 3, Concourse 2, Concourse 3,which will be all dedicated to EmiratesAirlines; and Expansion of Terminal 2

2. Expansion of Cargo Facilities -Cargo Mega Terminal

3. Expansion of Airfield Facilities -new Aprons, Taxiways, and Runway Extension

4. Expansion of Special facilities - VIP Pavilion, Royal Air Wing and Duty Free Warehouses

5. Expansion of Infrastructure andSupport Facilities Drainage,Sewage, etc.

The DIA’s present capacity is around22 million passengers a year. Withthe completion of this phase, theDIA will increase its capacity toalmost 70 million passengers a year.

Expansion of Passenger Facilities

Expansion of Terminal 2

Terminal 2 Expansion is to be completedin two phases. In the first phase, aconstruction of an interim terminalbuilding was done. In the second phase,a construction of a larger and a morepassenger friendly terminal is expectedto be finished in 2005. A special featureof this expansion includes a restaurantfacility for 300 persons. This facility isspecially designed to cater to thedemands of the increasing number ofcharter airlines coming to Dubai.

Terminal 2 is built in compliance withInternational Civil Aviation Organisation(ICAO) regulations, which include 100%screening of hold baggage, flowseparation of arriving and departingpassengers and total access control forstaff to restricted areas. The expandedTerminal 2 will be capable of handlingmulti airline operations and largeaircraft such as the A380. The DCA islooking to bring in more charteredairlines; and Terminal 2 is designed tohandle these.

Terminal 3

Terminal 3 is designed to have multiplebenefits as compared to Terminal 1 and2. The main benefits include simplified,easy passenger flow and reducedwalking distances .

Concourse 2

Although Concourse 2 will complementthe existing concourse and the SheikhRashid Terminal by keeping its currentprofile, it is designed to have its ownarchitectural identity.

The main features of the buildingwill be:

1. Multi-level structure for Departures and Arrivals

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2. 27 contact Gates and 59 passengerloading Bridges

3. 5 gates to handle large Airplanes, such as A380

4. Connection to Sheikh Rashid Terminal

5. 300 room 5 star Hotel and 3 star Health club

6. 10,000 m2 of commercial space, which will include Dubai Duty Freeand Restaurants

7. First and Business Class Lounges

Concourse 3

In order to accommodate a larger number ofthe new A380 super jumbo Concourse 3 hasbeen included in the expansion program.

The main features of this building will be:

1. A similar version of Concourse 2

2. Connected by automated peoplemovers to Concourse 2

3. Having 20 contact Gates, 18 ofwhich will accommodate A380SuperJumbo

4. A 250 room Hotel and Health club

The two concourse buildings will belinked to let transiting passengers movef ree ly between the bu i ld ings .Fur thermore , measures w i l l beincorporated into the design to facilitatethis movement and minimise transit time.

Expansion of Cargo Facilities

The Dubai Cargo Village (DCV) wasestablished in 1991 to handle all cargooperations of the DIA, which wasoriginally designated to handle 250,000tonnes per annum. The buildingexpanded in 1995, when it went overcapacity, in order to handle 350,000

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Dubai Duty Free Shop


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tonnes per annum. The forecastsdeveloped indicate that there will be aneed to handle more than 1 milliontonnes by 2005, and 2.7 million tonnes by2018. At present the DCV can handle upto 675,000 tonnes per annum.

The main components of the DCV are:

1. Hall ‘B’ Express Mail Centre

2. Cargo Mega Terminal

3. Administrative and Agents facilities

4. Multi-story Car Park

5. Central Utility Plant

6. Mosque and Amenities

7. Flower Centre

The expansion project of the DCV isdivided into three stages:

1. First Stage will see the conversion of Exhibition Hall A at the CargoVillage into a dedicated Emirates Sky Cargo Facility, and Exhibition Hall B into a Mail and Courier Centre

2. Second Stage will involve upgradingthe existing Cargo Terminal to asemi-automatic status and construction of a new multi-story"Mega Cargo Terminal" (Terminal 1).

The new Cargo Terminal 1 building will form the initial architecturalwork. It will be the first of a series of three buildings that will eventually make up the Mega Terminal. Completion of this new Terminal 1 is expected around the year 2005 with expected throughput capacity of 800,000 tonnes per annum

3. During the Third Stage, followingthe commissioning of Cargo Terminal 1, it is planned that Emirates and Mail services will move into the new Terminal. Halls A and B will then be demolished tocreate space for an additional new terminal (Terminal 2) having a capacity of over 1 million tonnesper annum

Expansion of Airfield Facilities-Aprons and Taxiways

The principal component of this project isthe apron area around the proposedConcourse 2 providing 27 wide bodiedaircraft stands. Of these, five stands willbe dedicated to accommodating theA380 super jumbo. All aprons will bebuilt complete with taxiways and taxi-lanes capable of accommodating the

new A380 super jumbo aircraft. Someexisting taxiways will be expanded tocomplete the work associated with thenewly commissioned second runway. Theexisting apron currently servingTerminals will also be significantlyextended to provide additional remoteparking stands.

Other Additions

Several other infrastructure projects andfacilities, which will support the majorprojects of the Phase 2 program, will bealso implemented. Prominent amongstthese is the new Super Gate, which hasbeen constructed adjacent to Terminal 2on its western side. This facility isintended primarily for the use by airportstaff, contractors, and suppliers etc. toensure a proper segregation frompassengers and enhance the security ofthe airport. Other projects include a newRoyal Air Wing Facility, a new DCAEngineering facility, expansion of theexisting Fuel Farm, Ground handling andstaging facilities, upgrading of airfieldlighting and implementation of the stage2 storm water drainage systems.

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Growth between the last and thenext 20 years

Dubai International Airport (DIA) hasobserved a significant average increaseof 8.45% per year in passenger traffic,between 1980 and 2001. In 2003, it is theturnover of passengers totalled 18million passengers with the expectedincreases in the next years to be 21million in 2004, 22.5 million by 2005, 25.4million by 2006, 28.7 million by 2007, 32.4million by 2008, about 36.5 million by2009 and then 41.5 million increasing toabout 70 million from 2010 to 2020.

In terms of freight, the increase has been alsoequally if not more impressive and significantas it increased from 49, 863, 442 kg in 1980 to610, 866, 956 kg in 2001, which equates to a1225% increase over 20 years. The averageannual increase in rate is approximately 13.64% and with an all-time high of 29.9% achievedin 1995.

Since 1992 the growth rate has beenexponential and the tonnage climbed in10 years from 186,102.13 tonnes to763,936.45 tonnes, equivalent to a 75%growth rate in handling and an averagegrowth rate per annum of 7.5%. Overthe last 24 years the average growth peryear has been 11.8% with a maximumgrowth rate recorded in 1991 of 24.6%.

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With respect to aircraft handling, a totalof 60,880 aircraft came in and out in1980 when compared to 134,165aircraft in 2001. That means that thecapacity has more than doubled in 20 years.However, the next 20 years is probably wherethe real fascination will lie in the expectedstatistics, where aircraft movements areexpected to increase further, supported by thenew terminal.

During 2004, the typical aircraft movementsare approximately 500 per day.

The growth rates of aircraft movements inDubai have been exceptional to theregion. Dubai International Airport isbecoming the central transit pointbetween the East and West andattracting a greater number of shoppers,holiday-makers and business travellersinto Dubai on an annual basis. TheAirport Operations have beenresponsible for assisting Dubai bymaintaining the economic and touristindustrial boom through effective andefficient airport air traffic operations.

Since 1972, aircraft movements at DubaiInternational Airport have beenastonishing, with growth rates of 53% attimes. The main accelerated growth hasbeen from 1972 to 1978 and then 1987to date. The average percentage growth

rate over this 30-year period has been anaverage of 8.87%. The total number offlights recorded in 2003, was 168,511 asopposed to 22,458 flights in 1972.

Out of the total number of flights in2003, an increase of 15.08% has beennoted with scheduled civil aviationflights, an increase of 3.7% in non-scheduled civil aviation flights and somedecrease of 10.87% in military relatedaircrafts. The main aircraft operating inDIA is the Emirates Fleet, which issubstantially newer than the average

based on all other aircraft fleets. This hasbeen very positive as the newer aircraftoperate with lower noise and airemission levels.

DIA and Strategic Business Partnersand Units (SBPU)

Dubai International Airport relies on itsStrategic Business Partners Unites (SBPU)to deliver the excellent services, to all itscustomers . The DCA shares manystrategic objectives and goals with its SBP,

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which are continuously reviewed andmaintained in order to achieve the levelsof quality they strive for.

The DCA and SBPU are responsiblefor maintaining Environmental ManagementSystems, environmental protection measuresranging from energy management to wastehandling at the DIA, and ensuring that allthe companies are operating at their setlocations and their employees adhere tohighest reasonable environmental standardsand practices.

In fact the Strategic Business Partners andUnits play a significant role in performingthe wide range of tasks associated withthe ultramodern airport and servicescentre. Together as a team the DCAworks with the SBPU towards a commongoal, whilst ensuring that the principlesof sustainable development are alwaysimplemented.

The Strategic Business Partners and Unitsat DIA are;

1. Dubai Duty Free (DDF)

2. Dubai Cargo Village (DCV)

3. Emirates Airlines (EK)

4. Emirates Airlines Engineering (EAE)

5. Emirates Flight Catering Company (EKFC)

6. Dnata

7. Dubai International Airport Free Zone Authority (DAFZA)

8. Emirates Petroleum Products Company (EPPCO) Aviation

9. EMOJET

10. Air British Petroleum (BP)

11. Shell Aviation

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Op

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The Airport Operations Directorate isthe main process owner of thefundamental functions of the airport

operations. They are, as with all airportsaround the world, heavily regulated byvarious Civil Aviation Authorities andcompliance and conformance is verymuch the main driving force for theiroperational excellence.

The Directorate believes in sustainabledevelopment of the airport. It has beenquite a challenge for them in manyrespects to meet the operationalrequirements of the ever expandingairport whilst studying the effects, impactsand possible mitigation measures that may beundertaken in protecting the environment.The challenges are also numerous withvarious developments and expansions inthe airport.

However, more recently, the OperationsDirectorate after commissioning a scopingstudy, are now reviewing implementationstrategies based on research anddevelopment of ideas presented by astudy conducted by a representativefrom the UAE University. Further to thatstudy, research is now beingundertaken based on that report bythe Directorate to investigateeffective and cost efficient methods of

implementation of environmentalsustainable best practice.

Airport Environmental Study

A detailed research study wasundertaken by an assistant professor atthe United Arab Emirates UniversityDr. Ayesha Al Mutawa, which wasmainly about a basic overview of therelationship between the AviationIndustry and the Environment in theEmirate of Dubai. The paper describedthe ecosystems, environmental impactand the influences of economic, social

and environmental conditions uponairport operations from an internal,external (with respect to airport) andsurrounding environment perspectives.

This study, which was commissioned bythe Operations Directorate, alsoreviewed the relationships betweenaviation and environment globallywhere some research identifiedimportant facts with respect to thehistorical and current trends.

The study also gave a critical review ofthe current environmental bettermentpractices which was implemented and alist of the areas were improvementswere required. These include air andnoise quality monitoring, applyingstandards and administration ofenvironmental planning, complianceand follow up at the Dubai InternationalAirport. There was also a list ofrecommendations presented in thereport based on the research and fieldreview findings. These findings werepresented to the Airport ExecutiveDirectorate Board.

Further and Future Work

After reviewing of the report the

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Directorate employed on a project basisa resident environmental incumbentwho is researching and reviewing thecur rent s i tuat ion at the Duba iInternational Airport, with respect toimplementation of environmental bestpractice. This incumbent is in the processof producing a report that will coverrecommendations on the administrative,

legal framework review, a review ofinternational statutory standards andimplementation of EnvironmentalManagement Systems. There has beenalso close cooperation in discussions andreviews of the ground vehicles airquality study which the EmiratesNational Oil Company (ENOC) isundertaking. Some of the initiatives

which are being suggested for furtherfeasibility reviews that consist oftechnical research papers, site visitsobservations and recommendations to theOperations Director are:

1. Ground Vehicle emissions from DIA Operations

2. Noise Emissions from Aircraft operations in Dubai International Airport

3. Waste management, water management and energy conservationprograms

4. Biodiversity at the Dubai InternationalAirport

5. Best practice review from around the world based on the International CivilAviation Operations (ICAO) regulations and resolutions

6. Review of the global aviation environmental direction and expectedfuture developments and changes

These recommendations of alternativeswill give a brief overview including theeconomic, environmental benefit andstatutory and best practice issues.

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ENGINEERING SERVICES


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Maintaining all the facilities atDubai International Airport isan extremely challenging job.

The Engineering Services Directorate’sactivities include, but are not limited to,the maintenance of power, water andelectricity in all airport facilities. Theyare responsible for all internal projectsin operating areas, modifications, andchanges in the airport buildings. Theyare also responsible for gardening andgreening projects, external works andirrigation. Road and Runwaymaintenance is also the responsibility ofthis Directorate, which employs some525 staff members. There are no longterm contractors employed and allcontractors are brought in on veryspecialised short term projects and jobssuch as elevator and A/C systems checks.

HSE Compliance and InternationalCertification

The Engineering Services Directorate(ESD) is fully certified to the ISO9001:2000 system since late 2002, whichit maintains to date. ESD is also in theprocess of finalising the policies andprocedures for the implementation

of an Environmental ManagementSystem (EMS), which it aims to havecertification for in the last quarter of2004.

The new Contractor Environmental,Health and Safety Guidelines, whichsupport the contractual conditions isready for release. With this, the ESD is inthe process of implementingimprovement projects such as thecomprehensive “Energy ManagementStudy” conducted in 2003, for optimisingpower and water consumption, runwaywaste management, housekeepingpractices and the integration workundertaken with the Waste ManagementServices Directorate.

Environment and the Community

There are various activities andinitiatives that the ESD is involved inwhich are internally and externallyimplemented such as staff training inenvironmental and health and safetyawareness programs. Among suchprograms was the heat stressmanagement program for employees inassociation with the Jebel Ali Medical

Centre. There was also activeinvolvement in the clean-up campaignwith Dubai Municipality in October2003. In this event, more than 20 youngfemale and male employeesvolunteered to clean up the GlobalVillage Beach of Ras Al Khor in Dubai,where more than 50 kg ofbiodegradable and non-biodegradablewastes were collected. This exercise wasa reflection of the commitment of allemployees to preserve and enhance theenvironment they live in. The Director,Mr. Masoud M. Taher has confirmedthat the ESD shall be undertakingfurther and greater involvement as partof their plans in the years to come.

A roll-out of the EMS supportingprograms such waste environmentalawareness, management programs,HSE induction training, Clean-upcampaign with Dubai Municipality, inaddition to the Environment Week 2004activities.

The President of the Department of CivilAviation and Chairman of EmiratesGroup, Sheikh Ahmed Bin Saeed AlMaktoum, further honoured theEngineering Services Directorate whenthey received the Dubai Municipality


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trophy and certificate of appreciation,which was awarded in association withthe United Nations Environment Program(UNEP).

Waste Management

Waste Management is primarily theresponsibility of the Airport WasteManagement Services Division. The ESDsubscribes to the 3Rs “Reduce, Reuse andRecycle” policies of Dubai Municipality

and in line with this policy; it hasdeveloped its waste managementprocedures in line with the practices ofthe Waste Management Services Division.The ESD is responsible for ramp cleaningand clearance in coordination with theAirport Operations Control. This is toensure that the runways and roadsremain clear of debris, items that couldbecome airborne and hinder aircraftdescent and take off, and rubber tires,wh i ch somet imes r ip o ff f rom

landing aircraft .

The Directorate segregates the waste ina simple system where plastics, paperand glass are segregated before beinggiven to the airports WasteManagement Services section. Some ofthe wastes generated such as cardboardboxes are sold off. There is also adedicated area under the control of theESD, which stores and maintains theinventory of hazardous waste and then is

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The DCA Engineering Directorreceiving a trophy of appreciation

from the Director, EPSS, DubaiMunicipality

The DCA Engineering Directorate employees during the October 2003“ Clean up the World Campaign”


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directly sent to the waste managementcontracting company. Office basedwastes go directly to the wastemanagement areas. Periodically, metalbased wastes are segregated then lateron are sold off as scrap material.Hazardous waste disposal procedures areused with the implementation oftraceability through qualified recordsand using the Dubai MunicipalityTechnical Guidelines for guidance.

These wastes include spilt oils; liquidhazardous wastes from runway cleaningincluding rubber tire pieces; paints andcontainers, filters, brushes frommaintenance activities and used lead acidbatteries from vehicles, motorisedequipment and power generators. Allwaste management records aresubject to audit and intensive wastemanagement auditing will be runningthroughout 2004.

The Engineering Services Division is alsoin charge of maintaining the friction onboth the runways as per the ICAOregulations and standards, by usingspec ia l i sed detergent s (100%biodegradable) and equipment for theremoval of the rubber that accumulateson the runways surface due to aircraftlandings. The waste water generatedfrom this process is separated anddischarged into segregated tanks and is

Specialised runway cleaning truck Evaporation basin Above ground storage tanks forhazardous waste liquid


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dealt as hazardous water, after beingleft initially to settle in a crude evaporationbasin.

Water Management

The Directorate is currently working ona plan to reassign all water consumptionmeters to all operating areas to getbetter quality consumption data. This ispart of the EMS water managementcommitment of the Directorate.Wastewater is not treated within theairport grounds. Storm water is directedtowards a retention pond in the farnorthern edge of the airport. Otherwise,wastewater is generated from theoperating areas and sewerage lines, andlead to a main Dubai Municipality sewerline header. No soak-away pits are usednor permitted within the airportfacilities. There is however, a smallholding facility for wastewater beforerelease, which is used whenmaintenance work needs to take placeon a critical discharge line. On a periodicbasis, a third party and a DubaiMunicipality approved lab testingcontactor, undertake testing for criticalpollutant parameters within thedischarge effluent. These reports aremaintained on permanent records.

Installed are sensor operated wash basinfaucets and although no grey watersystems are used, they are installed insome area’s half flush systems in toilets.All water heater systems are thermostatset and are inspected every six months.

Energy Management

The ESD has exercised great efforts inthe field of energy managementinitiatives. In 2003, a major and

comprehensive Energy ManagementSystem Study were conductedthrough a dedicated in-houseDirectorate resource with the followingobjectives:

1. To meet the increasing pressure from global demands to become more energy efficient and environmentally clean operators

2. To be economically competitive, meeting the environmental standards, which are all major

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Sensor operated water wash systems in all the terminal 1 bathrooms


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factors in current capital investment decisions

3. Investigate energy efficient technologies, materials, and manufacturing processes to help improve productivity, efficiency and service quality

4. Help reduce Operational and Maintenance expenditures and Utility bills

The study investigated the potentialreturns on investment for low, mediumand high initial cost investment options.Potential energy reductions areestimated in the study ranging between5 to 50% and effective within one to fiveyears of implementation depending onthe options to be employed.

Such initiatives include, reducing HVACwithout compromising on comfort levels,realignment of lighting withoutcompromising output, reducing waterconsumption without compromising onhygiene and other usage and throughthe investigation of alternative energysources such as solar power wherepossible.

DCA is Dubai’s largest single consumer ofelectricity and thus it was identified thatany reduction would be a substantial

reduction in consumption at an Emiratelevel. It has also been identified that thedifference between peak and minimumenergy requirement ranges betweensome 2621 MW and 1400 MW, which hasa difference of 1221 MW or 46.5% and acapacity, which lies redundant andunutilised.

The progress so far has been awarenessbuilding on energy conservationthroughout the airport operating areas,demand management initiatives withDEWA, internal Directorate meeting onEMS initiatives, and implementation oflighting control in Terminal 1 Buildingand energy consumption monitoringprograms. In addition to this, meteringarrangements have been implementedfor users such as the SBPU operating inthe H.H. Sheikh Rashid Terminal Buildingand within the DIA. Billing has also beenrecently introduced to improve financialawareness and encourage all to reduceon energy consumption within theiroperating areas. Also a study wascommissioned on the balancing of theUPS loads in addition to other initiativessuch as moving walkway, escalator andA/C control systems.

Communicating the environmentalmessage has been also a very important

activity that has been implemented. Thesimple methods of energy conservationhave been communicated to allDirectorates and SBPU in officialmemorandums. The basic methods aresuch as:

1. Switch off lights (where possible) in cabins and workspaces

2. Set the A/C systems to keep temperature at 24°C, which is as per ASHRAE standards

3. Reduce load on A/C systems by securing doors and windows to prevent escape of cool air and intrusion of warm air

4. Switch off computer equipment in addition to printers, scannersphotocopiers, fans and so on not in use for extended periods of time

5. Ensure that water is not being lost through leaks of taps being left open unnecessarily

6. All new systems to be installed are sensor operated water delivery systems

With the support received from DEWA,the DCA’s more involved Directorates likethe ESD, have on regular basis coordination

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meetings in which they discuss progresswith initiatives, trends and methods ofbetter energy management. Internally,there is a committee of chief engineerswho meet on a fortnightly basis todiscuss progress with energymanagement program initiatives, resolveany conflicts and to date various criticalissues, in which all have been resolvedduring these meetings. The following areexamples of some conducted studies:

1. Lighting in T1 Arrival and Departure complex where daylight is sufficient to illuminate the areas for at least 8 hours per day, and therefore lighting can be switched off to reduce the electricity consumption by 8% (a cost saving of approx. 30, 500 USD/year) in addition to increasing lamp life expectancy by about 33%. There are further initiative planned to have these lights come on and off automatically depending on the level of available lighting automatically using LDR systems as well

2. Metal Halide type duct-lights/up-lights Lighting between the Departure gates can also be safely switched off for 8 hours a day reducing energy consumption and

saving some 46, 000 USD/year

3. The installation of new Hi-mast lighting providing lighting for both the Apron and the roads instead of the older system, which had both low and hi-mast lighting systems in the runway and taxing areas

4. New billing systems have been installed and between middle of 2002 to end of 2003 a recovery of

140, 000 USD has been booked to the Ground Services Operations, which will help in encouraging them to explore more efficient use of energy

5. Motion detectors have been installed on all moving walkways and escalators, which is used in the past to operate regardless of load presence

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The study recommended that EnergyManagement Project Teams are formed,periodic audits and implementation ofenergy conservation measures, and theEnergy Management Program areundertaken. The audits would need to betechnically detailed to determine ratings,settings, installation areas, maintenancecycles and other general conditions.Some measurements and monitoringwould also be required. This would be forlighting, HVAC, UPS as well as othersystems.

Even though the growth rates continueto rise in the DIA, when comparing theenergy consumption from 2001 to 2002,the total consumption growth was from175.27 million to 187.37 million unitsequivalent to a 6.9% increase. Incomparison to the consumption ratesfrom 2002 to 2003 that percentage islower at 3.65% as the total consumptionwent up to 194.21 million units. Thismeans that a consumption growth ratehas been reduced by about 3.25%, whichequates to a cost saving of approximately338, 000 USD.

Indoor Air Quality

The ESD has implemented the DCA policy

of a generally smoke free airport.However, because smoking is allowed incertain areas, the ESD has installed andmaintained some six smoking booths,which are enclosed and have a separateventilation system in place. The indoorair quality is monitored by a specialisedconsultant on a quarterly basis whomonitors basic ASHARE standard airquality parameters. This practice startedin January 2003 and continues to date.

The temperature within the premises ofthe Airport Terminal buildings ismaintained at 22 to 24°C through acentralised cooling system and theventilation systems have also beendesigned to give the adequate air

changes within the Terminal buildings.

Training and Environmental Safety

The ESD uses different types of materialsand chemicals. Some of these chemicalsare quite dangerous and they are storedand handled in a responsible manner.The proper use of Material Safety DataSheets (MSDS) is required and it is veryimportant to understand the use ofenvironmental safety informationcontained within these documents. Forthis reason the ESD have carried outeducational programs for theiremployees in hazard communication.

As per the scheduled plan all the ESDstaff members have undergone HSEtraining. The training is an integral partof the Directorate’s operations and theemphasis is on training all staff tomaintain a high level of awareness in allaspects of Environment, Health andSafety in their day to day operations.Furthermore, in the Directorate strives towork within the DCA framework forenvironmental development and to addvalue as an active Directorate, a specialistemployee resides as a permanentmember in the DCA Environment Team.


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Dubai International Airport (DIA)has been expanding, improvingand developing since the day it

was opened. A great deal of design andengineering input has been made to theDIA to ensure that it serves its purposewell, whilst being able to handle theweather conditions in Dubai and toblend in with the environment it wasinitially built in.

Environmental Impact Assessment

There are a huge number of projects on-going to support the current expansion ofthe DIA. These engineering projects aregeared towards a fast-track high qualitydeliverable policy, which have beenundertaken with HSE in mind. The DCAEngineering Directorate, have some 160direct employees covering mangers,engineers, safety personnel anddraftsmen others. In addition to thisnumber, approximately 22,000 contractpersonnel work under 15- 20 contractorand subcontractor companies.

The DCA Engineering Directorate has adedicated Health and Safety Team, whichare mandated by a Directorate Policy. Themain Consultant has been requested topresent a comprehensive Environmental

Impact Policy and Assessment Strategy forthe DCA Approval. The EnvironmentalPolicy established is as follows:

“Contractors are expected to monitortheir environmental performance toensure compliance with the legalrequirements and the operation of theirdocument processes. These systems shoulddetect emergency situations as soon aspossible. Contractors must clearly defineresponsibilities for EnvironmentalManagement. This is to be accepted atsenior levels in their organisation. Allcontractors involved with activities thathave an environmental impact must beaccountable for their performance.Contractors are required to develop ascheme for monitoring and reportingenvironmental performance. The keyobjectives that need to be addressed are:

1. To meet the legal requirements of the Dubai Municipality and the UAE

2. To meet the requirements of the environmental reporting system

3. To measure the overall environmental effect of site activities

4. To provide a baseline for

measurement of improvement

5. To plan and measure the success of improvement programs

6. To enable rapid action to be taken in the event of emergencies

7. To assist in decision making in relation to new materials and substances

8. To eliminate or reduce environmental problems and liabilities

Contractors are expected to incorporatethese objectives into the overall HSEprograms and actions, and then use thebest available techniques not entailingexcessive costs. Guidelines or standardsare to be set up, and the actionsimplemented at all the levels, areexpected to be in the form of workingplans or site instructions, as part of theoverall project risk analysis, which arereferenced in Method Statements.

An integration of the environmentalimpact assessment is undertaken at theMethod Statement level, where aresource-potential contaminant-impact-contractor action matrix is submitted forclient approval through the consultant.The Directorate overseas theconsultant’s activities in which the

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consultant is expected to be the areaspecialist to review and makerecommendations and enforcecontractor corrective actions. Specificissues such as noise pollution areconsidered very carefully. Contractorsare expected to undertake noiseassessments on machinery, plant,processes, equipment and any activitywhere it is suspected that persons arelikely to be exposed to levels of noise ator above the “first” or “peak” actionlevels. It is stipulated that the contractormust assign a competent person toundertake these assessments and thefindings should be recorded andmaintained.

At first and second action levels suitableear protection and area demarcationare required. The contractors areencouraged to use noise reductionequipment such as silencers, lagging,muffles and so on.

Hazardous substances must beincluded in risk assessments thatreview the substance hazards tohuman health and environment. Theresults of the assessments willdetermine what action, if any, isrequired to be taken. The stepstaken will comply with theregulations and keep people healthy

and safe, and shall also be recorded onstandard registers and forms. All MaterialSafety Data Sheets (MSDS) must beobtained for all substances, which areused. Integrated substance riskassessments will determine the actionsand measures that need to be taken inorder to comply with the regulations.The system requires that all contactorssubmit material specifications stating thequantities to be used, at which locations

and then an approval is granted based onthe review. At the point of time ofproducing this report mainly thefoundation and concrete constructionwere taking place, which meant littlespecialist materials were being used asopposed to the finishing and fit-outsperiod where a significantly diversenumber of chemicals shall be used.

Assessments shal l inc lude which


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substances are present, how eachsubstance is used, the risks to health, thehazards of each substance and who isexposed to hazardous substances. Stepsto be taken to prevent or controlexposure will be based on theassessment. All work using hazardoussubstances must be reported with theresults of the risk assessments, whichdefine the controls and measures, whichthe contractor will take to use as well asdisposal of such substances .

In any case, on a weekly and monthlybasis, the contractors, consultants andclient discuss Environmental, Health andSafety issues and performance andwhere necessary work together tosuggest corrective actions andsubsequent implementation plans.

Waste Management

The contracts between all contractorsand the DCA Engineering Directorate

covering all projects stipulate therequirements for waste management asper Dubai Municipality regulations. Dueto the fact that most of the constructionwaste is not categorised as beinghazardous but mostly removed soil, thewaste is dumped into designated areaswhere that material can be used in otherland development projects. There are twoclassifications of waste, hazardous andnon-hazardous to health and environment.

Hazardous waste is dealt with using strict

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Municipality Standards where the wastemust be disposed of eventually to alandfill facility. The waste generated,depending on type, is either sent back tothe supplier of the material for recyclingor disposal, or direct disposal as perregulations. The contractual conditionsstipulate the analysis requirements ofwaste, disposal containers, and means ofdisposal after review of the best methodgiven the facilities available. Waste auditsare undertaken to ensure conformance toregulations.

As there was substantial demolitionactivities in some areas, asbestos wastefrom old buildings is handled verycarefully. Contractors were specificallyrequired to conduct risk assessments, haveappropriate equipment and clothing andall waste manifests were closelymonitored by the client and specialistconsultant representative. The disposal ofasbestos waste is done in sealedcontainment into double-lined landfills.All normal refill material is transportedfrom the airport site to other areas such asthe Festival City and Palm Project sites tobe used in construction activities. Thistransportation is monitored by theconsultants to ensure effective relocationof refill material.

Recycling activities include steel removal

from old construction and selling tolicensed scrap dealers. The cardboardwastes have not been sustainablealthough there were initial plans forcollection and then sale to recyclingplants. The control of substanceshazardous to health is undertaken veryrigorously where there is a system ofspecialist approval to all chemicals thatmay be used in the constructionact iv it ies . This i s from both an

environmental health view point as wellas in general preserving publicenvironmental interests.

Water and Air Management

Immense dewatering is undertaken andsalt water is tested periodically before itis discharged into the creek waters orotherwise collected and left to


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evaporate in open pits. There are veryhigh evaporation rates. There is also agreat deal of ice water being producedfor curing activities using batchingplants on site due to the elevatedtemperatures in Dubai, especially fromJune to September. Before installationof these huge plants, a plan is already inplace and approved for the eventualdecommissioning and dismantling andrecovery of the refrigerant gas,

ammonia. Careful emissions monitoringis done during the operations.

There are regular water spray operationson the ground to ensure that the dust isarrested and this is done effectively andfrequently to ensure that area dust levelsdo not impact the residential areas inMirdif and Al Kawaneej, which are attimes down stream of the wind direction.

Vehicle washing and maintenance area issegregated and water from vehicle

w a s h i n g i s u n d e r t a k e n i n a nimpoundment basin area where the wastewater is collected and disposed of ashazardous waste.

Successful Responsible ProjectManagement

There are nearly 20 projects taking placeat any one time at the airport and controlof environmental impacts have beenmainly dealt with through usingeffective communication and jointownership of the client, consultants andcontractors to Environmental, Healthand Safety (EHS) issues. Integrated workplans at all levels and systematiccontinuous site inspections have beenthe key aspects to the success of theseprojects.

The Engineering Projects Directorateview Environmental, Health and SafetyPerformance as a key performanceindicator defining the level of success ofa project. In the last 18 months, byinvolving outside agencies to assess theEnvironmental, Health and SafetyPerformance, major audits have takenplace and ratings have been givenincluding corrective actions.


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As a service department, theCleaning Services and WasteManagement (CSWM) Directorate

was established in Dubai InternationalAirport and has grown with thedevelopment of the Airport over theyears. The CSWM Directorate isresponsible for the upkeep of thegrounds and premises of DIA Terminals 1and 2, Sheikh Rashid Terminal and theDCV premises. With a vision of being thecleanest and most admired airport inthe world and a mission of providingservices for all airport users through ateam of committed professionals. TheCSWM Directorate employs more than670 employees.

Quality and Commitment

The Directorate is committed to qualityand was one of the f i r s t D IADirectorates / Departments to receivethe ISO 9001 Certification for Quality.The Quality Policy includes:

1. Providing a clean and eco-friendlyenvironment to meet airport users needs and expectations

2. Developing CSWM team’s skills and knowledge through training

3. Commitment to environmental

protection through quality waste management system

4. To ensure a high qual i ty of c leanl iness through constant monitor ing

5. To assist in achieving these aims, CSWM have implemented a Quality Management System that i s

designed to meet the requirementsof ISO 9001:2000

Team Spirit and Training Development

Team spirit is very much integral to thesuccess of the department’s targets, ateam striving for a common goal. The

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Directorate Management believe in“team spirit” in achieving these goals.The commitment to achieve customersatisfaction extends itself to customerdelight, which is striving to exceedthe customer expectations of servicesprovided in maintaining a clean andhealthy environment.

The Directorate strongly believes in

cross-functional cooperation, which isconsidered to play a major role inachieving all the set goals. The CSWMDirectorate alone cannot ensure thatthings happen and therefore everyinitiative to promote and encouragecross-functional cooperation is utilised.

Continuous improvement is a keyfundamental in achieving continued

development in all matters includingairport environmental issues. Therefore,training and self development ofemployees are strongly supported bythe Directorate. This not only ensurescompetence but also strengthens theconfidence in all employees as well ashelps to ensure consistent performanceretention at all times.

Directorate Objectives

The CSWM Directorate is an importantmember of the Department of CivilAviation’s Team in servicing the DIA. Theservices must remain uninterrupted tomeet all the airport users’ needs andexpectations by issuing high level ofwaste clearance and disposal serviceswithin the airport parameters. Doingthis requires the Directorate to ensurethat adequate resources are available tomaintain existing and new facilities atthe airport. Material and equipmentselection are important to ensure thatboth environmental conformance aswell as effective application of resourcesis undertaken.

The documentation of customerfeedback i s e s sent ia l to CSWM

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operations towards improving customersatisfaction as well as promoting QualityAwareness. Induction training, auditingand quality monitoring activities for thefacilitation of high quality services arethe keys to the success in delivering highquality services. This is supported by asystem of periodic performanceassessments and appraisals.

Performance Objectives

The CSWM Directorate ensures thecollection and segregation of waste asper the categories established in theairport. The waste collection service is acritical process that is conducted on astrict and timely manner to avoidoverflow and other associatedproblems. It liaisons with all the wastemanagement companies to ensure thatthe waste is recycled or disposed of inthe correct manner and as per the localregulations pertaining to wastemanagement.

The process of contract award isfollowed by quarterly meetings withthe waste disposal/collectioncompanies. This activity is alsointegrated with the PurchasingDirectorate of the DCA. The service

providers submit monthly reportsincluding the services provided, adversefindings, complaints, corrective actionsand suggestions for improvement.These suggestions are discussed with

the contractors to develop ideas to dealwith the waste more effectively and in amore environmentally friendly way.The Directorate operates with manycontractors and as such works on a


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par tner sh ip bas i s w i th a l l thecontractors.

The Directorate also has a standard foroperational process inspections andverification of effectiveness ofoperation surveys, which are effectivelya continuous waste audit system.

With respect to cleaning materials andchemicals, the CSWM Directorate usesonly environmentally friendly cleaningproducts and all the employees aretrained on safe handling, efficient useand safety in the use of these products.

Waste Collection

The waste is removed from the siteby using a competent and DubaiMunic ipa l i t y approved WasteManagement Contractor. As per theremit of activities the contractorestimates and advises the DCA on thequantity of waste generated. Thereare seven main categories of wasteand these are segregated accordinglyusing appropriately sized and designedcontainers. The types inc lude mainly :

1. Hazardous wastes, including empty paint cans, gloves , oil filters, oil and chemical soaked rags and are considered actually occas ional wastes , which aregenerated at an average maximum rate of about 20 m3 per month. This is generated mainly from Dnata Engineering Services areas

2. Carton wastes, these are recycled paper waste category and account for 477 m3 of tightly compactedwaste cardboard. This is sent to paper pulping and recycling plants and revenue is generated from the same

3. Paper waste; generally the officesproduce most of the paper waste,which again is recycled and the a v e r a g e m a x i m u m m o n t h l yproduce is about 30 m3. Again arevenue is generated from the same

4. Wo o d e n p a l l e t s , g e n e r a t e dg e n e r a l l y f o r t h e e x t e n s i v eactivities from the Cargo Village operations and account for some 326 m3 of wasted mater ia l permonth

5. P l a s t i c w a s t e s , w h i c h a r egenerated from the Cargo Villageand concourse activities account

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for about 234 m3 of compactedwastes . Although the plast ic waste is segregated there are nocompanies that can recycle thesame in Dubai at this point in

time

6. Waste tires are generated at anaverage rate of 10 m3 per month and these are segregated and sent currently to landfi l l , a l thoughthere are plans to recycle this rubber when an appropriate facility starts operating in Dubai or the UAE, permitting if Dubai Municipality will allow the transit of waste and another emirate will a l low receipt of this type ofwaste

7. General waste, which is collectedfrom both the concourse buildings and aircraft cleaning activitiesdominate the greatest segment of waste generated. Throughout the airport a maximum average ofabout 3508 m3 of general waste,which include a cocktail of paper, plastic, domestic refuse type,wrapping, cigarette ends, packets, cans and others. The general waste has been increasing and is related to passenger traffic at the airport. This waste i s sent to the munic ipal landfill site for treatment anddisposal. All this waste, whichis a dry waste i s compactedefficiently prior to transportation

The CSWM Directorate have no real control on the production rate of this waste as such. The waste generation has increased over the years proportionally to the increased activities in the airport. The CSWM Directorate is not responsibile for any construction wastes, which are dealt with by the Engineering Projects Directorate. With the increasing awareness and the Directorates dedicated to environment and quality, more careful tracking of waste

generation quantities has started sincelate 2003.

Campaigns and other Activities

The CMWS Directorate has participatedactively and assisted the DCA Safety andSecurity unit towards a successfulcompletion of the FOD campaign andthereby created awareness on RampSafety among staff. They have alsoteamed up with them in the successfulcategory II and low visibility groundoperat ions. They have also beenextremely successful in extending theirservices during major airport eventssuch as in the world renowned Air Show,which took place in the DIA.

The Directorate was one of the firstDirectorates in the airport to attain the ISO9002 quality certification. The InternationalAir Travel Association, IATA has recognisedthe DIA as the cleanest airport in the world,in the category of 10 to 20 millionpassengers. The President of the airportSheikh Ahmed Bin Saeed Al Maktoum wasalso awarded the Directorate severalappreciation certificates for staff honestyand dedication.

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Background

Internal Audit is one of the fourteendirectorates of the DCA, is the aviationauthority responsible for managing the

operations at the DIA. As part of this teambased organisation, Internal Audit isdriven by its mission statement to assistDCA Management and staff in operatingCivil Aviation facilities by reaching fulloperating potential. One of the InternalAudit services was a study preformed onthe consumption of water and electricity,which is analysed below.

Water and Electricity Consumption Study

The Internal Audit Directorate (IAD)conducted a study on the consumptionof water and electricity. This was inorder to evaluate the efficiency andeffectiveness of internal controls toovercome excess consumption in whichrecommendations were presented. TheDCA is ranked as number one customerat Dubai Water and Electricity Authority(DEWA). The scope of the study wasconducted from 1998 to 2002 and theareas identified for improvement are asfollows:

DEWA Meters in Dubai InternationalAirport

The IAD discussed with Engineering

Services Directorate to install meters inorder to have accurate monitoring as wellas adequate charges to be levelled directlyto the tenants. This will result in bettercontrol over consumption of resources.

Irrigation Water

The DCA has investigated theconsumption rates by meter for irrigationand found that 6,000,000 imperialbarrel/month of water is used forirrigation for 85,000 m2/year landscapingprojects. To rationalise and record betterconsumption rates, the followinginitiatives have been implemented:

1. Using sewerage water for irrigation

2. Consumption of DCA to be metered.

Cost of Electricity

IAD discussed with Engineering ServicesDirectorate to generate the electricityinternally through utilising theinfrastructure available. This option wasfeasible and the supply of water andelectricity by DEWA will be maintained asbackup.

Electricity Charges

IAD recommended charging the outletsfor their consumption of water andelectricity. The expected outcome issimultaneous enhancement in thecontrols over the consumption and

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reduction of the monetary burden onthe DCA.

Conclusions of the Study

It is essential to increase the environmentalawareness for DCA staff, establish wastereduction and minimisation plans that willcontrol the consumption and perform

benchmarking exercise with otherinternational airports or similar industries.A master plan and energy conservationstudy to be undertaken by EngineeringServices and Projects Directorates.

The IAD study was conducted through anextensive cooperation between theDirectorates and especially Cleaning andWaste Management Services, Finance,Engineering Services and Projects.

Trend analysis of the Study

Total DCA water and electricityconsumption from 1998 to 2002.

A trend analysis for water and electricityconsumption for the years 1998 to 2002was completed. In addition, a projectionof the consumption for the years from1998 to 2008 was completed.

The above graphs illustrate theconsumption of electricity and water over

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the years 1998 to 2002. Between the year1999 and 2002 there has been a significantincrease, which is due to the:

1. Expansion of Concourse 1

2. Expansion of Terminal 1

3. Expansion of Car Park A

4. Building of Taxiways and Runways

Water and electricity consumption

The growth rate in electricity consumptionbetween the years 1998 and 2002 was127% and for the same period waterconsumption was 58%.

The growth rate in energy consumptionbetween the years 2000 to 2005 is steadyat approximately 11.5% per year, which isdue to normal annual growth in activity inthe DIA. It is estimated that a suddenincrease in consumption from 2005 to2006 equal to 60% will be due to expectedcommissioning and operations of ongoing expansion projects at the DIA. Theestimated growth rate from 2006 to 2008is then expected to level once more toapproximately 7% per year.

Overall

Overall it is estimated that the energyconsumption will increase by 395%between the year 1998 and 2008 reflectingsocial and economical growth in theEmirate of Dubai, which would bestrongly supported by developing DIAinfrastructure and associated services.Although these figures illustrate a growthindicator, the DIA through the IAD iscontinuously reviewing with otherDepartments and Directorates methods ofeffective utilisation of resources.

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EMERGENCY MANAGEMENT


As a service department, theAirport Fire Services (AFS) hasbeen in operation since the

very beginning of airport operationsin Dubai, which is now just over 40years. What started with a two manarmy door-less pick up vehicle, hasnow evolved to become one of themost sophisticated airport firebrigades in the world. With thecapability to meet and exceed attimes the requirements of the ICAO,the AFS employs a total of 160employees with seven officer andseven deputy officer ranks. The AFSalso operate a total of ten firetrucks , of which s ix are the latest8x8 Panther type trucks with amonitor reach of 90 m. Three cars aremaintained on stand by for buildingfires, and seven for aircraftemergencies at any one time. Twomain stations exist on either ends ofthe airport and with one temporarystation in operation within the airshow area.

The AFS is also the approvalauthority for fire protection andprevent ion in des igns o f newbuildings as well as modifications inthe DIA. They are also in charge ofall oil and chemical spill operations

on the airport grounds.

Quality and Commitment

The division is committed to highstandard operations.

This is achieved by:

1. Continuous training and assessment

2. Fire safety inspections in the airport

3. Maintenance of all fixed and mobile fire equipment and inspections at the airport

4. Investment into high quality e q u i p m e n t w i t h t h e l a t e s ttechnologies in the market, with continued research into new and effective ways to combat anyemergencies that maybe faced

5. Maintaining a high degree of emergency preparedness at all times

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6. Involvement in discussions with other fire brigades around the world on preparedness and other technological development issues including environmentally friendly fire training and combat solutions

Commitment to the Environment

The Airport Fire Services Department isdedicated to the preservation andenhancement of the environment

through training and procurement. Thetraining facility started operation just overtwo years ago, and is located ona100 m x 100 m plot. The facility uses agas fired simulation system for live firetraining exercises using a computer basedlogic system for operations. The gas firesare smokeless and serve the purpose fullywith respect to approach, fire fighting andcooling manoeuvres.

The system allows the operator to activate

a fire from different locations on the hugeaircraft prop, which operates fully onLiquified Petroleum Gas (LPG). Theinstructor can simulate differentdevelopment scenarios for training thefire brigade including fire in the fuselage,engines, wings and other parts of thesimulator aircraft.

The foam that is used by the Airport FireServices Department is the Film FormingFluoroprotein (FFFP) type vegetable-based foam type. It is the petro-seal

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foam, which can be used effectively onhydrocarbon fires. The foam’s stability issatisfactory, and although synthetic oranimal-based perform slightly better (interms of maintaining a blanket forlonger at high ambient temperatures),the operations management iscommitted to using the most practicalenvironmentally friendly, biodegradableand occupationally safe foams.

In terms of fire water management,although much of the sweet waterevaporates during exercises or afterwards

from solar heat, the water is collected in aseparate pit. The water, if found to besuitable (uncontaminated with residues orexcessive dust and debris) is reused as firewater. Contaminated wastewaters areremoved using an approved wastedisposal contractor after the tests havebeen conducted and approvals have beenobtained for licensed disposal throughDubai Municipality.

Because LPG is used, there are nohydrocarbon contaminations of thewastewater such as with other such

facilities, which use diesel or kerosenebased fires and that emit a substantialamount of smoke in a fire exercise.

The Gulf Civil Aviation Authority (GCAA)undertakes annual audits of the trainingfacility as well as the fire protectioncapability at DIA. The fire department iscontinuously involved in self auditsexploring new effective andenvironmentally friendly ways ofimproving the level of fire services atthe DIA.

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Renowned for being one of thefinest Airport Duty Freefacilities in the world, Dubai

Duty Free has come a very long wayin a matter of a few years inproviding some of the finest servicesand products. It is committed toreducing environmental, health andsafety risks associated with retail andwarehousing operations. This isembodied in its HSE Policy, which isthe cornerstone document in itsIntegrated HSE Management System.

In relation to purchasing, thecompany will not purchase productswhich:

1. Are considered to be environmentally damaging in terms of their use or disposal

2. Are derived from species listed in the CITES Convention

3. Do not meet UAE Environmental Protection and Safety Section (EPSS) guidelines, in particular CE marking of toys

The company reserves the right toseek verification from suppliers inrelation to any issues arising fromenvironmental or health and safetyconcerns.


Dubai Duty Free’s HSE ManagementSystem is in compliance with therequirement of the InternationalStandardisation Organisation’s ISO14001:1996 and Occupational Healthand Safety Assurance System OSHAS18001:1999 in which the overall

objective of the policy and procedures isto create and maintain a safe andenvironmentally friendly environmentfor employees, customers andneighbours.

The company’s commitment is tocontinual improvement and theIntegrated Management System forms avital part its core business values. In fact,

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Environment and Safety issues areintegrated into other parts of thebusiness such as the Purchasing Policy,which enjoys recognition of the HSEresponsibilities to both customers andstaff and their protection. Dubai DutyFree is one of the most prominentStrategic Business Partners of DCA in theDubai International Airport andrecognises its duties in the preservationand enhancement of the environment.

The integrated policy objectives of thecompany are as follows:

1. Ensuring that risks are identified and controlled so that employees and others can be protected from danger

2. Ensuring that environmental impacts are minimised and controlled

3. Ensuring that compliance with all relevant UAE health and safety and environmental legislation is achieved as a minimum

4. Ensuring that the products and services provided meet and indeed exceed the expectations of their customers

The company will set and monitorspecific improvement objectives to assist

with the achievement of these overallobjectives.

In line with the ISO 14001 requirements, DDFhas been collecting information aboutthe consumption of paper, plastic bags,electricity and water. DDF has alsoimplemented a supportive program oftraining to ensure effective complianceof all employees.

Paper Consumption

Paper consumption has increased from1997 to 2003 at an average rate of18.3% per annum with a peak of 53%increase in the year 2000 with theopening of the new concourse. This iscompared to an average increase insales of 16.3% per year in the samereporting period. The maximum sales

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increase was in 2003 where an increaseof 27% is recorded.

Plastic Bags

Consumption of plastic bags has beenrecorded for about eight years andthere has been a relatively stableincrease of total tonnage consumptionof 321.7 to 323.9 to 326.58 tonnes forthe years 2001, 2002 and 2003respectively. To explain this better, thetonnage of the sizes 45x55 and aboveused in 2003, for instance, was 161.2tonnes corresponding to 49% of thetota l consumed. However, bycomparison, in 2001, the consumptionof those sizes was 198.6 tonnesequivalent to 62% in an approximationthere has been also increased sales inthe more recent years with the DutyFree Arrival Sales increasing significantlyto 7.88% from 2% since 1999 due to theincreased product range made available.The distribution of consumed bags interms of sizes is much better in 2003where a plastic bag size closest to theproduct size was used reducing theactual wastageof unutilised material ineffect.

In fact Dubai Duty Free has investigatedin recent years the use of paper bags as

a better biodegradable option to theplastic bags but found that plastic bagsare more robust and found to be usedand reused by passengers around theworld and are therefore more practicalfor use in travel. The Management ofDDF also looked at other alternativesbut they have also had some difficultiesas they were bound to what the marketcould provide from alternative products.In fact, one of the objectives and targetsfor 2003 has been to at least keep theconsumption of plastic bags to aminimum and stable with no real

increase regardless of increases in sales.They achieved this with a negligible0.82% increase in consumption. Theyhave also, in the last three years,monitored the use of plastic bags moreclosely, implemented a plastic bottlesleeve initiative to avoid having to use aseparate bag for each bottle, andreduced by negotiation with themanufacturer the thickness of eachplastic bag in addition to the use of thesize most appropriate to the product.

Vehicle Management and FuelConsumption

The DDF fleet consists of 26 Vehicles ofwhich 18 are company vehicles and 8Heavy Goods Vehicles/Trucks. Thesevehicles are employed in the service ofDDF for pick-up and delivery of goodsand products as well as the transport ofcompany executives. The fuelconsumption has increased peakingespecially in 2001 and 2002 for petrol.Diesel consumption has steadilyincreased at an average rate of 16.6%per annum with a maximum recordedbetween 1998 and 1999 where anincrease of nearly 32% is noted whenDDF moved from air-side to landsidethus increasing the average travel

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H.H. Sheikh Ahmed Bin Saeed AlMaktoum, President of the DCA

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distance of the vehicles. Along with thisbetween the year 2000 and 2001, TotalSales Gross value increased by 9.8%,then between 2001 and 2002 another17.2%, and finally between 2002 and2003 it became 23.4% totalling by theend of 2003 1,325,227,773 AED. Theincrease in fuel consumption is verymuch related to this increase in businessturnover values.

Information, Training andAwareness Building

Duba i Duty F ree be l ieves that

competent, committed and satisfiedemployees are fundamental to thecompany’s success and are a prerequisitefor successful implementation ofenvironmental protection initiatives.Employees are expected to ‘buy-in’ tomaintaining and improving theenvironment. Consequently, staffeducation and ongoing training have ahigh priority. One of the key objectivesof the DDF Management is to increaseenvironmental awareness locallythrough the DDF Environmental Award,and sponsorship of at least one

environmental event per year. DDF hasbeen active with participation duringthe DIA Environment Week and hastrained many of its staff onEnvironmental Awareness programs.This is in addition to the sponsorship ofthe Kids Eco-Garden, which is set upevery year at the Aviation Club duringDubai Tennis Championships. TheGarden has a very strong environmentaltheme for children.

In 2004, Emirates Diving Association(EDA) a Dubai based EnvironmentalNGO carried out a Reef MonitoringProject in collaboration with UnitedNations Environment Programme (UNEP)and Reef check, which was funded byDubai Duty Free.

As part of the Environment Weekcontribution in 2003, DDF developed achildren’s colouring book and some giftspromoting the environmental imagewithin the airport. Also, the direct andsenior involvement of the HSE AssistantManager for DDF in leading the DCAEnvironment Team, which was recentlyformed, further confirms thatcommitment of time and effort. TheTeam deals with issues such asdeveloping the image of the airport andtrying to address issues of common

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interest and initiatives that can reduceenvironmental impacts in the airportactivities.

Dedicated to improving suppl ierenvironmental performance, a biannualEnvironment Award was launched in2001 where suppliers were asked todescribe and present examples of theiractive and genuine commitment to theenvironment. The Award requirementsinclude staff training and awarenessbuilding, recycling practices employedand compliance to environmental

legislation as well as many others.The Environmental Award is auditedby a third party auditor.

As per the certification requirementsand the commitment of the DDFManagement, all staff at all levels of theorganisation undergo an inductiontraining on HSE and an annualrefresher training which give them thebasics of HSE best practice in their areasof work. DDF has been growing very fastand the staff numbers have increasedfrom 662 in 1997 to 1065 in 2003.

In June 2004 , there were 1215staff members working for the DDFoperation. The increase in sales andoperations has warranted a significantgrowth in employee numbers, and DDFcontinue to develop and grow in anenvironmentally sustainable manner.

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Environment Week at DIA


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Dubai Cargo Village (DCV) iscurrently located adjacent to theDIA. DCV operations started in

1991, where at the time it lifted exportsand discharged imports totalling34,604.66 tonnes of goods. By the endof 2002, that figure had grown to 763,936.45 tonnes, which corresponds to a22 times growth volume in a matter of25 years with the growth rates

increasing as the business in Dubaiblooms.

The DCV is considered as one of themost prominent Strategic BusinessPartners of the DCA Authorityoccupying a storage area of 4,985 m2 forthe cargo building, 8,300 m2 for cargohandling and approximately 7,800 m2

for storage of capacity up to 7,420tonnes. In addition, the office space for

the management and cargo agencies isapproximately 7,800 m2.

The DCV has special areas for handlingvaluables, live animals, perishables andappropriate security sections forexplosives, radioactive material andother dangerous and hazardous goods.The warehousing includes 308 ULDs, aswell as racks for small, medium andlarge warehouse pallets. There are atotal of 56 truck docks in addition toseven docks solely reserved for sea-aircargos.

In addition to this, Emirates Sky Cargo

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Arial View of DCV


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operates in the same area, whichincludes 5,437 m2 handling area, 1,862m2 of office space area and 3,100 m2 ofstorage area. This area has an annualthroughput of some 350,000 tonnes andhandles all sorts of cargos from smallparcels to heavy duty cargo.

Environmental and CommunityActivities

Environmentally, Dubai Cargo Villagehas been very active especially in morerecent years where it has created theannual Environment Awareness Award.The Award was introduced firstly in2001 in an effort to encourage moresocially responsible environment, healthand safety performance in allorganisations in the DCV. The awardencourages sound environmentalpractices such as “reduce, reuse andrecycle” programs. The award itself isbased on four standards that includecleanliness, recycling practices, anti-smoking and environmental awareness.The prize is composed of a trophy andcash prize. In 2004, FedEx emerged asthe winner, and Airlink Internationaland Gulf Agency received certificates of

appreciation as the best participants.Further improvements and developmentto the criteria are expected forEnvironmental Awareness Award 2005.

On June 5 DCV announced a new award,“DCV Award for Individual Efforts inEnvironment Protection”, which wascreated for individuals who havecontributed to the protection of theenvironment and who have moved theprocess of sustainable development. Theaward covers efforts of individuals whohave worked on a volunteer basis andindividuals whose scientific, technologicaland academic research have left theirmark on the field of environmentalscience. Such efforts and contributionsshould be rewarded and disseminatedto benefit society as a whole.

The award objectives are as follows:

1. To promote environmental awareness

2. To identify environmental risks caused by man or nature

3. To create positive social trends and values

4. To encourage environmentally active individuals by rewarding their efforts

5. To encourage members of society to volunteer as members in socially active organisations

6. To collaborate with international efforts by applying the concept of ‘Think Globally, Act Locally”

7. To instill a sense of responsibility

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towards environmental protection, especially among the youth

The award is undertaken every twoyears and both cash and trophies areawarded to winner s o f th i sprestigious award. All registration isdone on-line.

In addition to this, the DCV has onerepresentative in the DCA EnvironmentTeam, which is a strategic environmentalwork group made up of different SBPUand DCA Department representatives.The DCV also has a paper recyclingprogram within its office operations and

there are initiatives that the DCVManagement are working on.

Effective Work Practices, Local andInternational Certifications

There is a small number of staff thatoperates within the Management ofDCV. The office produces much paperwaste but nevertheless recycles everylast piece of paper. A designated box iskept at every work-station and theemployee participation is encouragedby involving staff in the production of

in-house posters and reminders.

DCV is looking into the implementationof EMS with the possibility ofInternational Certification in the future.DCV Management believes inimplementation of effective managementsystems for all those operating withinthe DCV in order to implementcertification.

Operations and Future Expansion

There are a great number of landscapingprojects that are taking place in the DCV

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New Cargo Vi l lage (art ist ’s impression)

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areas, and cleanliness is the airport’smain priority. In-line with the plans forcontinuous improvements, DCV isrevising and refining its extensiveexpansion plan. The plans are discussedwith the DCA Engineering Teams who

are assessing the impacts of thesedevelopments of the cargo traffic,airport operations and the environment.

The new terminal shall be built withimprovements not only to the designand capacity, but it shall also take into

account during the design phasesmethods of energy saving, waterconservation, improved landscaping andgeneral environmental management.

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Loading / Unloading Cargo Bays Emirates Sky Cargo are majortenants of the Cargo Village


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Dubai Airport Free Zone Authority(DAFZA) was established in 1996as an important operational

area within the airport. It currentlyoccupies 25,703 m2 of leasable officespace area, out of 204,732 m2. Thet o t a l l a n d a r e a a v a i l a b l e f o rdevelopment is 368,434 m2 out of700,000 m2 of total Free Zonep r o p e r t y . A t p r e s e n t D A F Z Aaccommodates some 393 companies.The nature of the business operationswithin the Free Zone is very diverseincluding jewellery, aerospace /av ia t ion , eng ineer ing bu i ld ingmater ia l s , I T re la ted Indus t ry,telecommunications, consultancies,Logistics, cosmetics, pharmaceutical,oil and gas, media and advertising,clothing and footwear along withmany others.

The Dubai Airport Free Zone Authority(DAFZA) employs a total of 79 staff,which constitutes 3.5% of all the staffoperating within the FZ from othercompanies who account for 2236persons. The growth in FZ companiesoperating has increased from 331 to393 registered companies fromDecember 2003 to June 2004.


DAFZA Management System is incompliance with the InternationalStandardisation Organisation’s ISO9001:2000 requirements in which theoverall objective of the policy andprocedures is to create and maintain a

total quality management system forthe business. This certificate of qualitywas first obtained three years intooperations in 1999. Although notcertified to any Environmental or Healthand Safety Standard, FZ has startedimplementing basic and reasonableenvironmental actions such as in energyand water consumption, using

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Entrance of Dubai International Airport Free Zone


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environmentally friendly gases, wastegeneration and disposal practices. Theseconcepts are being developed furtherfor the future.

Building and Planning Regulations

DAFZA Regulations for building andplanning cover all the procedures fordevelopment, including building permits,construction procedures, and alterationsto rebuilt units and building completioncertificates. The general planningregulations cover the plot coverage,building set backs and height, provisionof parking, loading and unloadingfacilities, fencing and site landscapingand the external appearance ofbuildings. Performance Standards alsogovern the provision of utility services,rainwater drainage and refuse disposalas well as the design of buildingsincluding Structure, Materials andFinishes, Mechanical, Electrical andTelephone Installations. Clear definitionsare also given for hazardous materialsmanagement in the DAFZA area.

DAFZA is intended for light, clean andnon-polluting industries as well aswarehousing and office developments.The following industries are therefore

not permitted:

1. Chemical fertilisers and chemical incineration works

2. Ammonia and Sulphuric acid works

3. Chlorine and Hydrochloric acidworks

4. Asbestos and lead works

5. Mineral works, large boilers and furnaces

6. Iron and steel works, foundries

7. Cement works

8. Petroleum works and refineries

9. Any other industrial processesthat may generate liquid toxic waste,or any other hazardous emissions that may cause great harm to the community

In addition to this, the planningregulations encourage landscapingprojects in areas where tenantsoccupy and have standards andschemes for colour coordination suchas choice of colour of interlockedareas.

The Management of DAFZA has astrategic plan to implement the conceptsand procedures of EMS and qualify forcertification to the ISO 14000 system. Inany case, the development, planningrules and regulations strategically onlyallow for light and clean secondary andtertiary type industries. The DAFZAAuthority relies on good citizenship andsupports all clients in the FZ with

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technical advice especially in the field ofwaste management. In addition to this,DAFZA strongly encourages landscapingin client company plots and undertakes agreat deal of landscaping andbeautification of the general FZ areas.

Energy Consumption Management

Although the DAFZA Management is

not certified to any environmentalpractice standard, it is deeply aware ofgood sound energy managementpractices, which has been alreadyimplemented. The following points aresome of the practices that have beenimplemented since inception of thearea, in addition to their maintenanceand engineering services:

1. The use of 600x600 light fittings with a high frequency electron bal last , which i s considered an energy saving device

2. The implementation of a down-light

system using energy-saving type c o m p a c t f l u o r e s c e n t l a m p s

3. The pumps and air handling units, which are used, operate with a var iable frequency dr ive

It is worthy to note that the currentoperating 2450 tonne chiller plantsupplies cool air to the main officecomplex for central A/C system, whichuses only the environmentally friendly134-a type gas. The use of other gases,unless for very small cooling units in theDAFZA Area, is prohibited.

Water Consumption Management

DAFZA has consumed a total of129,382,354.90 litres of water in 2003,an average of between 10 to 11 millionlitres of water per month. Compared tothe consumption in 2001 and 2002,water consumption was 70,777,855 litresin 2001; 121,023,299 litres in 2002 and129,382,354 litres in 2003. This is anincrease of 70.9% from 2001 to 2002and then a further increase of 6.5% inthe years 2002 to 2003. The increasewas attributed to the huge expansionthat the DAFZA has seen in that periodin its operations.

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A view from inside the 2 KT+Chiller Plant in DAFZA

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The irrigation system water consumptionfrom August to December 2003 isapproximately 3,384,403 litres and thegreen landscape area has grown from12,000 m2 to 14, 000 m2 from 2001 to2003.

The promotion of water efficientequipment or procedures implementedto date include the use of cartridges inthe mixer type taps in wash basins forincreased water saving. This is inaddition to the implementation of thestandard automatic 1.6 IG flush in theW/C systems and dual flushingmechanism 3.0/6.0 litres for manualflushing in the W/C system to reducewater wastage from toilets. There is asystem in place although not yetdocumented to look at water reuse andwater usage reduction options.

Waste Generation and Disposal

The DAFZA manages many of the wastemanagement contracts with wastemanagement companies. They operatesome five skips with a total wasteh o l d i n g c a p a c i t y o f 6 6 m 3 .The operating companies also operatesome twelve skips with a total holdingcapacity of 71 m3 in their areas.

In 2003, based on estimated values, themonthly waste generation rate is 608 m3

or 7296 m3 per year. The mainconstituents of such wastes includeoffice wastes, including paper and foodwastes in addition to some maintenancerelated wastes. For engineering worksthe construction type waste formodifications and small projects is notaccounted for as the contactors are

responsible for removal of the same.The technical department is alsoresponsible for all waste collection, be itfor re-use or recycling. Tenants alsoemploy waste management contractorsto collect waste.

DAFZA manages a contract with a wasterecycling company for the removal andrecycling of waste paper and cartons on

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Collection of cargo plastic packaging to be recycled


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an annual basis. The approximateamount of waste paper generated andremoved was about 300 kg and thisamount is expected to rise with theincreased business and segregationm e t h o d o l o g i e s p l a n n e d f o rimplementation. Dnata also operatesoffices within the DAFZA area and theyalso produces waste, which is recycledwith a specialist waste recycle company.

For newspapers collection there arespecial bins placed in different locationsof the office buildings.

It is to be noted that DAFZA implementsstrict standards for the segregation ofdomestic and industrial non-hazardouswaste for collection. All hazardous typewastes are disposed of by the clientcompanies directly to the Dubai

Municipality landfill and incinerationfacility in Jebel Ali under the approvaland supervision of the concerneddepartments in DAFZA to ensure properdisposal practices are adhered to.

With respect to hazardous wastes, a discmanufacturing company produces somerelated hazardous wastes and these areremoved on a periodic basis throughusing dedicated skips approximatelyevery two months.

Housekeeping Practices

Housekeeping practices are aimed tokeeping the area clean and tidy, DAFZAis fully responsible for the maintenanceand cleaning of common areas and theoffices within the complex, and generalareas of the DAFZA including buildingexteriors, roads, parking, loading areasand pavements. All warehouses’cleaning is the responsibility of thetenants and inspections are undertakenperiodically to ensure clean andenvironmentally sound practices are inplace. These housekeeping practices alsoinclude the implementation of wastemanagement systems, hygiene and pestcontrol services throughout the FZ.

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Previously known as the EmiratesAbela Catering Company, EmiratesFlight Catering Company (EKFC) is a

3160-employee strong organisation inthe production and supply of in-flightmeals and associated services. Theactivities include:

1. Catering Full Range of Flight Meal Services

2. Duty Free Sales Handling

3. Bonded and Dry Store Supply and Service

4. Equipment Handling

5. Passenger Amenities

6. On-premise 24 hours Laundry Service

7. Reading Material Supply and Distribution

EKFC has obtained certification to ISO9001:2000 in all areas including In-flightCatering, F and B section and for LeChocolat. They have been awarded theDubai Quality Award twice, firstly in1996 and again in 2002, for their ServiceSector. It has recently received a four starrating out of five in the internationalbest practice Safety ManagementSystem-Safety Projects International Inc..In addition to this, 33 various awards of

quality and service excellence, catering,quality, long haul logistics andoutstanding support awards have beengranted since 1979 to date inrecognition of the quality of service.

In addition to this, the EKFC follows theInternational Flight Catering Association(IFCA) Food Safety Guidelines andimplement as far as reasonablypracticable follows the Hazard AnalysisCritical Control Point (HACCP) conceptsand principles.

The company has also implemented aSafety Policy and a fully integratedHealth and Safety Program is in placecovering policies, training program,reporting and investigation, hazardcommunication, ramp safety, housekeepingand laboratory safety as well as others.All the chemicals used in the CateringCompanies Processes are identified ashazardous, toxic, flammable andcorrosive and appropriate handlingprocedures have been developed forhandling the same.

Moreover, the EKFC has received4 out of 5 star award rating from anexternal safety management systemaudit in October 2003.

Environmental and Community Activities

Environmentally, the Emirates FlightCatering Company, has been very activeespecially in more recent years. EKFC is amember of the Emirates EnvironmentalGroup (EEG), which is a Non-Governmental Organisation (NGO) thatworks towards improvingenvironmental awareness in thecommunity. EKFC has activelyparticipated in the Dnata “Clean up theWorld” Campaign in 2003. The EKFC hasstrongly supported the Higher Collegesof Technology, Dubai Men’s College,through participation in their workplacement program related toEnvironmental Health Inspection byhaving a permanent and active memberon the Board of Advisors on theTechnical Environmental HealthInspection Program. They have alsooffered work placement opportunitiesfor the development of students inpractical work assignments.

EKFC is also involved in the Charity“Iron Man” Competition, which istaking place in Australia. Moreprojects for the year 2004 areplanned for recycling and cleaningup the beach as well as other such

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projects. In the recent Can CollectionCampaign, organised by the EEG,EKFC took the top spot out of thecompanies that participated.

Waste Management

Although there is no formalised andseparated waste management policy inplace at EKFC, a waste managementprogram has been implemented andcomprises collection, segregation,compacting and disposal of all industrialwaste in a professionally contractedmethod. The waste management area issituated adjacent to the ware-wash. Thisensures that the activity is carried out ata safe distance from all areas involved infood production, which is an importantenvironmental health precaution.Although the system employed for thesegregation and transfer of the waste isa water stream system, there is a newsystem to be implemented into the newbuilding, which will be a completelyclosed vacuum system. This system willimprove air quality within the operatingarea for offensive odours, be asubstantial energy saving due toreduced power consumption from waterpumps delivering high heads required

and obviously the saving in waterheating, pump consumables andmaintenance of this waste transfersystem. A total cost saving in operatingof some 70% is expected with thisimplementation. Furthermore, theleached contaminated water will not begenerated as it is as present, even if it isbeing recycled.

There are different wastes that aregenerated and segregated such a paper-based (mainly cardboard packaging),waste oil and other food related wastes.In fact, all perishable products aredisposed of through a trash compactor.For reasons related to hygiene and

limitations of re-use, food wastes arecompacted in a high pressure presscompactor to reduce space occupancy inthe skips to maximise tonnage per trip,thus saving on transportation fuel, andso reducing emissions into theenvironment. Cardboard and oily wastesare removed and recycled andeventually reused.

For waste oil about 800 to 1000 litres ofmixture of oil and water from thegrease traps is collected on a weeklybasis. Another 600 litres approximatelyof waste cooking oil is collected inseparate drums on a weekly basis aswell. There are dedicated storage areas

Wastes being lifted into thesolid waste compactor

Oily water from grease trapscollection for recycle area


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for these drums, which contain the oilywastes.

Currently, EKFC segregates paper, oilsand food industry waste. However,consideration is now being given towidening the scope of the segregationprocess to cover more elements in thataccumulated waste. There are plans forinstance, if feasible, and if the recyclingfacilities exist, to segregate metallicwastes such as cans. Managing thewaste management contractor is veryimportant, and in EKFC the contractualconditions carefully refer to local rulesand regulations governing wastemanagement practices by DubaiMunicipality, which is the localenvironmental governing authority.Such contractual conditions include:

1. All testing of waste oils is to becompleted at a regulator approved and competent laboratory

2. A l l w a s t e r e m o v e d s h a l l b edisposed of in a site as approved b y t h e r e g u l a t o r , a n d t h e contractor is held liable for anybreach in this regards

3. The contractor is responsible for any spills that may occur whilst performing their services. A clean up is expected to return the

situation as it was before thespill

4. The contractor brings in the collection drums in which the waste oil and oily waste are contained and removes them from the site. The contractor is to ensure that the drums are in good condition and are free of defectthat may give rise to a leak or otherwise

A major auction is undertaken for thesale of operating catering equipment,

which have been written-off beyondeconomical repairs and/or does notmeet the increasing operationalrequirements and sold to the highestbidders who refurbish and employ inreuse. This equipment, even ifcompletely out of order, will be sold offas scrap material for reuse.

Tendering has taken place andnegotiations with respect to the sale ofpaper and cardboard wastes forrecycling. The monthly average sales forthe disposal of empty cartons are

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approximately 34,997 kg/month. EKFC,actually generates a revenue of about35, 000 USD per year from the sale ofpaper waste and thus that revenuesupports the development and wastemanagement systems within theoperating areas. The maximumrecorded in 2003 has been during themonth of December where 49, 300 kgwas generated for sale, which is 41% ofthe monthly average. The graph showsthe trend, which is definitely seasonalwith peaks around August andDecember of the year. This is expectedwith the holiday seasons being busytimes for the airport.

Water Management

Due to the nature of EKFC, water is veryimportant. In fact, as EKFC is in thebusiness of laundry as well, water is ahigh consumption item. It is estimatedthat 25,000 gallons of water are used perday of which 5% is recycled in first-washlaundry operations through usingadvanced technology, the MIEKO dishwashers and waste separator systeminstalled. A total of 71, 864, 867 gallonsof water was consumed in the year 2003.

There is no wastewater treatment plant

or facilities on the EKFC site and alldrains lead straight to the Municipalwastewater drainage system. Thisincludes water from washing, greasetrap wastewater after removal of therecoverable oils as well as domestic(sewage) wastewaters. The EKFC abidestrictly to the wastewater disposalstandards as prescribed by the DubaiMunicipality who reserves the right to

come in and test the wastewater andthey are the only party at this time whoactually undertakes wastewater testing.

There are various initiatives, which haveadded to reduced rates of waterconsumption and are also improving ormaintaining the level of hygiene. Suchinitiatives have been the recycling of allwater streams in the waste managementarea, auto shut-off knee-operated wash

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basins, which are a mechanical timerbased operating systems and eject waterfor between 5 to 15 seconds only andthen have to be reactivated. Thisinitiative was implemented in late 2001and has an advantage of improving thehygiene issues in food preparationwhere the workers do not use theirhands that may be contaminated on anyfaucets. The Company has also investedin highly efficient 150 kg washingmachines which are fully automaticexcept for front-loading and unloadingof material. The system works on aprecision dosing system using a dosing-pump system in which no excess orwasted chemicals are added to thelaundry processes.

Energy Management

Although there are no written policieson Energy Management, there are manypractices which are being implementedin all areas of operation. In 2003, thetotal consumed power was 30,248,817kWh and this includes all power used. Itis estimated that the Air ConditioningSystems (A/C) consume at least 50% ofthis power where as lighting consumesabout 1% by approximation and heating,refrigeration and cooking systems

consume the remaining 49%.

Various active and effective methodshave been employed in the reduction ofenergy consumption, such as:

1. The replacement of kitchen hoods to double skin ventilation hoods, which are based on the manufacturers’ recommendations, will reduce the exhaust of cool air generated by the A/C systems in the cooking areas. This is currently in full implementation

2. All lighting and non-critical electrical and electronic equipment are switched off during non-office hours in the administration section of the building. This has not only reduced power consumption but also increased the life-span of electrical bulbs in lighting fixtures

3. New controllers used in chillers and cold store rooms where the equipment now works on a rotational basis between the chiller units. This has accounted for a 25% decrease in energy consumption and increased the life-span of the consumables and the machines in general

4. Utilisation of six capacitor banksin three low voltage rooms

5. Water cooling systems have been implemented instead of air cooling systems in the cooling towers of ice machines contributing a 50% reduction in power consumption

This is just a simple list but there are alsoother programs being investigated bythe engineering team.

Although not implemented due to thelack of techn i ca l suppor t a n dequipment spares availability reasonsin the UAE at present, a study wascommissioned to explore alternativeenergy source systems for water heatingin 2001. This study focused on the use ofsolar powered clarifiers for waterheating.

Indoor Environmental Air Quality

Indoor air quality is monitored on aquarterly basis. This has only beenimplemented at the beginning of the year2002. Reports are generated by aspecialised third party on a quarterlybasis. The office areas are maintained at23°C and the food preparation areas aregenerally between 20 to 22°C. Some areassuch as the cool stores are even colder andemployees are given jackets tomaintain their body temperature asa safety requirement.

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There is a strict non-smoking policy in thewhole bu i ld ing inc lud ing theadministration offices. Smoking is notpermitted except in a designated areaoutside the vicinity of the building.Ventilation systems are employed in thekitchens through the new double-skinexhaust hoods, vapour exhausts fromboth the dish washers and steamgenerators in addition to the basicbuilding ventilation systems. Speciallydesigned plastic type separation curtainsare used between areas to maintain airquality and temperature. There are, insome of the critical areas, air curtains andinsect-terminator lights, which aremaintained and used to eliminate anyairborne insect intrusion. Automatic Air-freshener Dispensers are used in the officecorridor and washrooms.

With respect to refrigeration, heating andA/C systems that are operating in coldrooms, refrigeration units, blast chillersair-conditioning units around the wholecomplex, electric steam generators,electric calorifiers, water boilers andcooking ranges, the compressor gasesrange from R22-type, Freon 12, 504, 404and 134a. Although, at present, they arenot all environmentally friendly, the policyis in place so that no new equipment isinstalled unless it uses an environmentally

friendly gas. The engineering departmenthas also had great challenges in thisrespect as the temperature changes inDubai especially during the summermonths May and September where thetemperature and humidity are high. Thenewer systems that are using moreenvironmentally friendly gases do not atpresent achieve the performance requiredto maintain the temperature and processparameters. It is expected that this willimprove in the next few years and themarket technology will be able to meetthe requirements of this challenge, whichis not faced in Europe where most of theresearch has taken place to phase-outFreon based compressor gases.

Housekeeping, Fire Fighting, PestControl and Janitorial Services

With respect to a clean workingenvironment, the EKFC is committed tomaintaining a very clean environment forits employees. As part of this commitment,hourly checks are undertaken around theareas on a 24-hour basis to check on thecleanliness of operating areas, rest areasand the toilet facilities. All staff within theoperating shop floor areas must wearuniforms and net-type food preparationhats. There is an inspection on workers to

ensure they are clean and a full medicalscreening is undertaken on an annualbasis and whenever operating staff returnfrom leave. Again, knee operated waterwash systems are employed in thebathrooms. All cleaning chemicals usedare stored and maintained under safecustody under standard roomtemperature conditions.

In addition to this, basic risk assessmentsare undertaken for core operational andnon-core activities. The maintenance oflife saving equipment and systemsis employed through trained dedicatedsecurity personnel, an approvedcontractor which certifies fire fightingequipment and the members of the EKFCsafety committee also, as part of theircommitments, undertake monthly safetyaudits. Non-Halon-based/type firesuppression systems are employed.

Vehicle Management

There are a total of 54 high-loadervehicles used for the transport of the foodand storage equipment to and from theaircraft. These are temperature controlledvehicles that use environmentally friendlycompressor gas 134a. Another 47 smallervehicles comprising of pick-up trucks, vansand saloon cars are used. The total fleet


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consumed about 152, 400 and 82, 800gallons of petrol and diesel respectively in2003. Other equipment such as mobilelifting units, and cherry pickers, which areelectrically operated, are used for cleaningand maintenance. It is worthy to note thata str ict search on the vehic les i sundertaken by a dedicated Dubai PoliceTeam at the EKFC operating battery limitas vehicles leave and return from theconcourse.

Although no direct monitoring of

vehicle emissions as well as washingand complete maintenance of thevehicles is undertaken on the fleet byEKFC directly, it is subcontracted to theDnata service centre in the DIA grounds.The light vehicles are maintained by thevehicle rental company they are leasedfrom.

Past Statistical PerformanceFuture Environmental Outlook

The performance of the EKFC can be saidto be improving with regard to theefficiency of resources management. Theratios calculated for energy, water andpetrol show reductions from 2.72 to 2.43kWh per meal, 7.58 to 6.72 gallons ofwater per meal produced and aconsumption drop from 0.004 to 0.0031gallons of petrol per meal produced.Diesel consumption had increased from0.0062 to 0.0086 gallons consumed permeal produced. These statistics weretaken from 2001 to 2002, and reflectpercentage variations of -11.7, -12.8 and -25.7% consumption rates for energy,water and petrol consumptionrespectively. The trucks, used today,consume more diesel than petrol. Thisexplains the approximate 26% increase in

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diesel consumption per meal served.These values are given in the showngraph.

Currently, the EKFC is finalising the designfor the new EKFC centre which will be

located within the DIA premises. With theincreased business and pressure, whichthe EKFC faced in the fast growth in thelast five to ten years, the new facility isbeing constructed and engineered to dealwith all the environmental issues from

grass-roots to cater for additional spacerequirements. As such the drainagesystems, A/C and refrigeration systems,lighting fixtures, insulation as well asmany other aspects are being addressedfor implementation by a dedicated groupof engineers.

The installation of more environmentallyfriendly systems such as the dry wastevacuum management systems, energysaving devices and protocols for coolingsystems, lighting fixtures and airconditioning are being implemented aspart of the engineering teams remit. Thisproject is expected to be finished in thelast quarter of 2005 and a fullenvironmental monitoring program willbe provided for the facility beforecommissioning. This is planned to be laterintegrated with the current operating andthird party certified Total QualityManagement System (TQMS) and Healthand Safety Management Systems (HSMS).

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Established in 1985, the Dubai-basedEmirates Airlines is one of thefastest growing airlines in the world

and has received more than 250international awards for excellence sinceits launch. The Emirates fleet isconstantly being upgraded to keep itone of the youngest in the skies. Afterrecent additions, the Airline has now anextensive fleet of over 56 aircraft, whichincludes 29 Airbus A330-200, nineBoeing 777, and 12 larger 300-seriesBoeing 777 aircrafts. As an indication offuture growth, Emirates announced thebiggest order of new aircraft in civilaviation history, worth 19 billion USD, atthe Paris Air Show 2003.

Emirates Engineering Centre

The Emirates Engineering Centre is oneof the world's most technologicallyadvanced aircraft maintenance facilities.In-depth support departments andextensive stock levels serve theexpanding fleet of Airbus and Boeingaircrafts and over 45 other airlinesthrough third party maintenancecontracts. An uncompromisingcommitment to quality and superiorlevel of safety has helped Emirates earn

a reputation as a leader in aircraftmaintenance.

Commitment to Health, Safety andEnvironment

The Emirates Group is committed toHeath, Safety and Environment, which isclearly reflected in the Group’s Policy:

“The Group’s willingness to support theobjective of the Safety Corporate Values

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and continues the development of oursafety culture, which is demonstrated byits investment in people, facilities andequipment. The complete manifestationof our safety culture requires:

1. Management commitment to theestablishment and maintenance ofsafe workplaces and practices

2. Setting goals based on safety enhancement and acc ident prevention strategies

3. The inclusion of safety and risk considerations into business developments and operational changes

4. The proact ive incorporat ion of safety principles and controls intostandard operat ing procedures

5. Personnel to be provided with the necessary ski l l s through training to ensure they m a i n t a i n t h e r e q u i r e dcompetencies

6. Through educat ion, develop awareness to ensure personnel have a common understanding of safety and the nature of hazards

7. The promotion of report ing incidents/accidents and potential hazards on a non-punitive basis

8. A need to openly disseminate safetyrelated information, and provide two-way communication channelsbetween management and personnel

9. Enlisting the support of all personnelin developing solutions to eliminate

unsafe conditions and practices10. Vigi lant appl icat ion by each

indiv idual in conduct ing theirduties , adhering to standardo p e r a t i n g p r o c e d u r e s a n dregulatory requirements

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The safety of our customers, staff, assetsand business is reliant upon everyindividual within the Emirates Group,without exception.This policy has been effectivelycommunicated through the Group’sIntegrated Safety Management Systemmanual (ISMS), which includes thefollowing elements:1. Safety Policy2. Penalty-Free Safety Reporting

Policy3. Introduction, which focuses on the

Regulatory Compliance and the definition of the ISMS, the need for ISMS and the Benefits of the ISMS

4. The Corporate Safety Beliefs5. Priority of Safety Controls and

Group’s Risk Management Model6. The Role of the Group Safety within

the ISMS7. Risk definition and Classification8. The Core Elements of the ISMS:a. Leadership and Vigilanceb. Planningc. Standard Operating Proceduresd. Safety Communication and

Awarenesse. Safety Reportingf. Trainingg. Incident/Accident Investigationh. Safety Inspections and Auditsi. Hazard Managementj. Risk Management

k. Performance Management

l. Procurement (Goods and Services)m. Business Partnerships

Each element has a goal, a set of keyperformance indicators and key safetybenefits.

Based on these principles, the EmiratesEngineering team has set up theirStandard Operating Procedures.The Engineering Procedures Manualincludes procedures covering General,Organisation, Quality Assurance,Maintenance, Airworthiness, Inspections,Inventory Control, Aircraft GroundHandling and Communications.

As part of their commitment to

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performance in an environmentallysound manner, specific detailedprocedures are issued covering:

1. Oil and Chemical Spills

2. Fuel Tank Entry Procedures

3. Emergency Response Proceduresfor environmental emissions

4. Hazard Prevention

5. Safety Equipment

6. Personnel Protect ion inc luding aspects covering Occupational andPublic Environmental Health

Environmental Practices on-site

Water Management is very critical to theengineering services centre wherewater recyc l ing i s under taken .An onl ine oi l -water separator systemexists with a wastewater treatment plantwhich is operated by a technician on site.The recycled water, which can beconsidered grey water, is used forsecondary washing of parts and within theengineering works. All the vehiclesoperated by the Engineering ServicesDivision are cleaned using grey water andall drainage re-enters the wastewatertreatment plant. The treatment plantcurrently treats some 80 m3 of sewage ona daily basis.

Waste oil is sold to recycling companies.The quantities generated areapproximately 20, 000 gallons per month.

Solid Waste Management

In terms of Waste Management, aspecialised set of contractors, who arecertified to deal with hazardous andgeneral waste, are employed to deal withall the waste management on site. Wastesegregation is undertaken through usingspecialised bin and containers, which arecolour coded as part of a “segregation atsource” practice. The waste is collected in

skips and where appropriate contractor-operated compactor on site is used toensure that the waste is compacted fortransportation. It is estimated that ten fullloads of waste are generated per month.

Typically in one month about 9000 kg ofwaste wood, 2400 kg of waste cardboardand 2000 kg of waste metal aregenerated. These are disposed ofthrough sale to waste recyclingcompanies. A total of 375 m3 worth ofnon-hazardous solid waste is transportedoff-site per month.

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The management of DnataAirport Services is extremelychallenging given the double

digit growth the division has beenexperiencing over the years. Theground handling arm of the EmiratesGroup, Dnata handled 143,726scheduled and non-scheduledaircraft in 2002 and 163,058 aircraftin 2003, a year on year increase of13.5%. The rapid expansion of theDIA and the consequent changes inthe scale and complexity ofoperations has added pressure to theairport management. As a StrategicBusiness Partner of the DCA, it hasbecome obligatory on its part tocontinue to provide quality ande n v i r o n m e n t - f r i e n d l y s e r v i c e sexpected from a ground handlingservice provider at a world-classInternational Airport.

Dnata Airport Services comprises twoprincipal divisions Dnata AirportOperations and Dnata Cargo andprovides a comprehensive range ofground handling services includingpassenger, ramp, baggage and ramphandling and technical and cargo.

The organisation, which employs morethan 6,000 staff at the DIA, operates to

the requirements of industry andInternational Standards of Quality,Environment and Safety. Its keyoperating division Dnata AirportOperations is certified to ISO 9001Quality Standard and ISO 14001Environmental Standard. In addition, it iscertified to AHS 1000 and AHM 804,both industry-specific Quality Standards.Its Cargo division is certified to ISO 9001,ISO 14001 and OHSAS 18001(Occupational Health and SafetyStandard).

The scope of Dnata Airport Operations’

Environmental Management Systemincludes Dnata Technical Servicesactivities such as lubrication, oil changes,aircraft cabin cleaning and externalwash ing . The env i ronmenta lmanagement system also addressesconcerns related to fuel consumption.Emirates National Oil Company (ENOC)has a fuel depot at Dnata TechnicalServices, supplying fuel to all the groundsupport and handling equipment andvehicles.

Environmental Policy and Objectives

As part of implementing an EnvironmentalManagement System based on ISO

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14001, Dnata Airport Operat ions haspubl ished an environmental policy, whichencompasses set environmentalobjectives and targets.

The environmental policy statement isdisplayed in all offices and work areas,and all employees have been issued acard containing the environmentalpolicy.

The environmental objectives set for thedivision are as follows:

1. Reduce emission level of equipment and vehicles within Dnata AirportOperat ions f leet by ensuringmonitor ing regimes, on t imemaintenance and rais ing staffawareness

2. Minimise the use of stationery byp r o m o t i n g m o r e e - f l o w o finformation, the concepts ofrecycling, and building awareness through staff briefings

3. Reduce the consumption of electricity and energy at Dnata facilities at the airport throughimplementation of best practices such as switching off the lights and office equipment after hours, as wel l as explor ing technologyoptions such as power saving

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Environmental Policy

We provide

a comprehensive range of ground handling services to

customer airlines at the Dubai International Airport.

We are committed to

protecting the environment and natural resources

for a better place to live and work

by

the participation of our employees and the community in

observing government laws, setting objectives and targets,

training programs, recycling material and energy conservation

which are

continuously monitored and measured through rigorous evaluation bytechnically – skilled staff so as to maintain and improve our

environmental performance

we will

Communicate and reinforce this policy throughout the organization and

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devices and electrical installations when changing or upgrading thesystems which are currently in place

Fuel Consumption Trends

The trend in resource consumption isclearly seasonal and is increasing.However it should be noted that theamount of fuel consumption is due tothe rapid growth of passenger volume,cargo tonnage and aircraft handled atthe airport while also bearing in mindthe increased travel distances for allvehicles due to the expansion of theairport. As such, diesel consumption hasincreased from 919,128 gallons (2001) to1,076,347 gallons (2002), and then to1,333,715 in 2003, which signifies a25.8% increase in three years. Petrolconsumption increased from 228,942(2001) to 262,744 (2002) to 328,159(2003), which correspond to a 16.5% and23.02% increase in the three years.

In the chart shown, the red line signifiesthe diesel consumption and the petrol isgiven in the green line. The trends inboth petrol and diesel consumption aresimilar in that a major increase occurs inthe summer months as vehicles are used

more frequently due to the heat and A/Csystems are operated all the time,consuming power from the vehicles. Ingeneral, the growth in consumption inthe three years is due to the increase invehicles in the airport to support theexpanding operations and the increasein the traffic through the airport.

Passenger movements have increasedfrom 15,973,391 passengers in 2002 tosome 18,062,344 passengers in 2003,which equates to an increase of 13%.Total aircraft movements have increasedfrom 149,844 flights in 2002 to 168,511

in 2003, which corresponds to a 12.5%increase. The consumption of fuel perpassenger has increased insignificantlyfrom about 0.0164 to 0.0180 gallons ofpetrol per passenger and 0.0663 to0.0748 gallons of diesel per passenger.What is interesting to note is the four-fold consumption of diesel to petrolwithin the airport grounds, whichpossibly reduces the exhaust emissionfrom the vehicles to a great extent.

In order to assess the emission level fromthe vehicles that Dnata owns andoperates within the airport, emissions

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measurement units are being purchasedand installed for both petrol and dieselbased engines. These machines shall beused to check the end of pipe emissionsevery time the vehicle comes in for aservice at the workshops. Dnata may inthe future commission emission studiesto explore alternative technology andfuels in the future to operate thesevehicles.

As for the number of equipment andvehicles, the inventory rose from 514 to

556 to 656 units for 2001, 2002 and 2003respectively. The increase is largelyattributed to ground power units, lowerand main deck loaders, mobileconveyers, transporters, tow tractors,pick up vans and to a lesser extent,buses. The traffic growth and airportexpansion provides sufficientjustification for this increase in vehicles.

Waste Management

Dnata Airport Services is fully committedto managing waste in anenvironmentally friendly way. Thisrequires managing waste right from thepoint of generation. Where practical, alltypes of waste material are segregatedand deposited into dedicated bins/containers / skips for paper / card board,metal scraps, wood, lube oil, paint andgeneral waste.

As part of the Key PerformanceIndicators of the Dnata AirportOperations, waste management is verymuch an integral performance measureof operations. The segregation, recyclingand reuse where possible and disposalthrough the applicable regulatorymethods is the hierarchy followed. Thesegregation of waste is undertaken by

all operators, who are aware and havebeen trained to the proper disposal ofwaste materials. Specialist contractorsmaintain the skips and levels of wasteinventory which is collected on a regularbasis.

Segregation at source is the key toensuring that there is no mixing ofwastes in the skips. It is also a matter ofdiscipline and the Management’s drivefor a clean and tidy environment thatalso strengthens the employee’scommitment and best practices in wastesegregation and disposal. The used oilfrom cars is removed through draininginto drums, which are then collected bya specialist contactor who reuses this lowgrade oil. All the filters and metallicparts are separated and placed in ametal skip, and sold back to vendors. Allof the monies raised through the sale ofwaste paper and cardboard are donatedto charity.

All used tires are removed by vendorswho sell these to recycling plants, whichreuses the rubber for lower gradepurposes or in cases where the tires arestill in good condition, these areretreaded. Used batteries are returnedto battery vendors who dispose of some

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parts and recycle others. This is as per thecontractual conditions.

Water and Energy Management

Dnata Airport Operations segregates allof the water metering systems at theiroperating locations, to track andmaintain the information on the waterconsumption at their specific operations.Although currently there are no water

treatment systems in place at the AirportOperations areas, there is a newexpansion, which will increase thecapacity for the lube oil shops and thevehicle wash areas. All wastewater willbe sent to a dedicated wastewaterseparator and treatment plant. Currentlythe water goes through an inceptor andthen is discharged as per the regulationsthrough the industrial wastewater sewerby agreement with Dubai Municipality.

To ensure that the water is notcontaminated with any hazardoussubstances, environmentally friendly andbiodegradable detergents is used forwashing vehicles. The employment ofwater spray systems and detergentfoaming equipment ensures effectivedosing and prevents wastage of bothwater and resources.

With respect to energy consumption, asper the goals and objectives, energy

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conservation is taken into account in anysystem due for upgrading or systems tobe installed in the new expansionprojects in the areas of vehicle groundservices. As with the recent watermetering segregation scheme, allelectricity meters in those areas werealso segregated in order to trace andmaintain exact energy consumption. Aspart of the EMS, which is now in place,monthly records are being maintainedon energy consumption and trend

analysis will be undertaken once there is24-36 months of data collected.

Training and Competency

The Strategic Quality PlanningDepartment of Dnata Airport Services isresponsible for designing and deliveringenvironmental awareness and auditortraining courses. To date, more than 700supervisory staff have been trained in anintroduction to ISO 14001 EMS course. A

further 17 senior supervisors weretrained as ISO 14001 EMS internalauditors. This pool of environmentalauditors will be expanded with a seriesof EMS auditor training courses plannedfor the future.

The duties and responsibilities of staffare clearly defined in the respective jobdescription, which also includes

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environmental responsibilities identifiedfor the employee. Training programs aredesigned to ensure that thosesuccessfully completing the course are awareof key environmental issues and can assessthe environmental performance of theorganisation.

Dnata Airport Operations believes thatemployees are the driving force behindenvironmental performance. Annualperformance review provides themechanism to reward and recognisethose who contribute to theenvironmental performance of theorganisation.

A system is in place to monitor andmeasure the environmental performance ofthe organisation. Supervisors at relevantareas collect the data related toenvironmental performance, and this isreviewed and analysed by FunctionalManagers. Departmental heads areresponsible for reviewing the trends anddiscussing corrective actions with staffduring the management meetings. Asimilar process is followed for the settingof objectives and targets and reviewingnon-conformity reports. FunctionalManagers ensure that the correctiveactions are taken to correct the non-conformities identified during internal

environmental audits. The effectivenessof corrective action taken is verified bythe auditors and the status reported toManager Quality Planning, who has theoverall responsibility for theenvironmental management system.

Community and the EnvironmentEmployee invo lvement andParticipation

As part of its commitment to the causeof the environment, Dnata also supports

external environmental initiatives. Dnatais a corporate member and keysupporter of Emirates EnvironmentalGroup.

Dnata encourages employees toparticipate in the environmentalcampaigns and activities organised byEmirates Environmental Group (EEG) andDubai Municipality. These include clean-up campaigns and waste paper and cancollection drives.

Environmental Management System

The environmental manual providesan overview of the environmentalmanagement system of Dnata AirportOperations. This manual may be madeavailable upon request.

Planning: Environmental Aspects areestablished by line departments inconsultation with the Quality PlanningDepartment. This is a mechanism for theidentification of the various aspects andtheir impacts upon the environmentthrough all the operations, activities,services and products, which Dnataeither have direct control over or canat least influence. Dnata AirportOperations ensures that the aspectsrelated to the significant impacts are

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considered in setting the environmentalobjectives. Based on the analysis of theseaspects, significant environmental aspectsare identified and dealt with first. Theinitial reviews covered:

1. Requirements as established by the UAE Federal and Local Laws

2. Requirements as established byI ATA D a n g e r o u s G o o d s

Regulations

3. Ramp Handling practices related to dangerous goods handling

4. Good environmental practices such as recycling

5. R e s p o n s i b l e d i s p o s a l o fhazardous,/toxic, metallic wastessuch as engine oils, tires, batteriesand so on

6. Identification of significant aspects

7. Evaluation of the investigationmethodology of safety and incidents

The planning also incorporates lookingat other airport requirements, objectivesand targets and the establishment ofenvironmental management programsthat ensure the des ignat ion ofresponsibilities for achieving theobjectives and targets at each relevantfunction and level of the organisation,and defines the time frames forimplementation of these objectives andtargets. Management of changeprocedures are also part of the planningprocess procedures.

1. Implementation and Operations:The definition of the structure and responsibility with functional relationships is defined for the EMS. The environmental procedures define clearly the authorities of both the executive and operational staff. The responsibility and authority in managing the environmental manual and procedures are also clearlydefined. As it is fundamental to thesuccess of the system, the Manager, Quality Planning has been designatedas the Management Representative to

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establish, maintain audit and report all the management systems and processes. The Manager reports to senior management and is fully empowered to apply the changes through effective consultation with the area managers. He also acts as theliaison point with the EEG, DCA and Dubai Municipality, as well as all certification bodies

2. Training and Competency: In consultation with Functional Managers, the Quality Planning Department carries out a training needs analysis for all level of employees. This also includes the awareness needs for the employees in the organisation. Awareness training includes policy, significant aspects of the organisations activities, pollution prevention efforts, staff responsibilities in the EMS as well as the environmental benefits of improved performance and the potential consequences of deviation from the Standard Operating Procedures. The auditor training aims at utilising the resources from different departments to create a “pool” of qualified personnel who can be used

in cross-functional audit teams

3. Communication: The organisation has prepared effective procedures for both internal and external communications especially to disseminate information on environmental aspects and impacts. Various modes of communication are established such as meetings, newsletters, memos, and training seminars

4. Documentation: An essential tool and a necessary requirement is the

EMS, the manual is a high level document and makes reference to policies and operational procedures, which are more detailed and give theusers greater insight into the expectations and implementation methodology. The Management system procedures define the roles and responsibilities, key performance areas, expectations and detailed references of Standard Operating Procedures. The EMS stems from the principle of Total Quality Management (TQM) and document control is its core. The system ensuresthat documents are located, periodically reviewed, current versionsare available, obsolete documents are retained in a system for legal reasons but removed from the main access points, and that the responsibilities are established concerning the creation and modification of the various types of documents

5. Operational Control and Emergency Response and Preparedness: Emergency Response Procedures are essential to ensure business continuity and response to environmental incidents. These

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procedures ensure that all incidents are reported and trained personnel respond to any incident based on the level as defined by the company emergency response procedure. Personnel are trained and drills are periodically conducted. This system works in tandem with the Integrated Safety Management System and covers reporting, recording, action and prevention procedures

6. Checking, Corrective Actions and Management Reviews: The system established ensures that a sound monitoring system is maintained to ensure that performance is measured continuously and that when corrective actions are required they are dealt with in an effective manner. Information is recorded to track performance, relevant operational control, and conformancewith the organisation’s environmentalobjective and targets. Corrective actions are implemented based on themagnitude of the problems which arefaced

Records are maintained as per therequirements of the EMS and areavailable for the management to review.

Audits are based on a program, whichoperates on a six monthly cycle. This is adocumented process and a qualifiedpool of trained personnel are used andassigned to examine the performance ofthe organisation periodically. Auditors,although from the same organisation,maintain functional independence asthey are pooled from one part of theorganisation to audit another. TheStrategic Quality Planning functionensures that audit findings are madeinto workable corrective actions andthat they are reviewed until closure.

Management reviews are conducted bythe management review team headedby the Senior Vice President as theChairman and the department heads asmembers. The EMS performance in thecompany is reviewed as part of a largerBusiness excellence review meeting. Theinformation used for managementreviews includes: environmentalprogress towards achieving objectivesand targets, plans for technicalupgrades, review of accidents andincidents, concerns of interested parties,results of EMS audits and changes inactivities and services. Review processesare documented and the minutes ofreview meetings are circulated to themanagement Review team. Corrective orpreventive actions are taken according

to the decisions made in the reviewmeetings.

Future Plans

Dnata Airport Services is committed tocontinual improvement and with therecent certification and its progress inthe implementation of the TQM Dnata isworking towards to an integratedquality, environmental, safety andhealth management system.

In order to monitor emissions from allthe petrol, diesel vehicles andequipment in their inventory, DnataAirport Operations is currently in theprocess of purchasing a higher gradeexhaust system gas analysis equipment.

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The occupants of the Joint IndustrialFuel Farm (JIFF) area are BritishPetroleum (BP), Chevron Texaco,

Emirates National Oil Company (ENOC),Shell and Emojet, which operate the JIFFfacilities under an exclusive concessionagreement with DCA for a 10-yearperiod 1999–2008. JIFF is currentlyoperating with four storage tanks eachwith a 5055 m3 operating capacity,which are sufficient for about two daysof airport’s throughput and with about5000 m3 of storage within the hydrantsystem itself.

The JIFF facility receives Jet-A1 fuelthrough two pipelines from EPPCO inJebel Ali and the Shell Terminals inDubai. The EPPCO “snake pipeline”,which is 58 km long, is a 10” pipelinethat has a typical flow rate ofapproximately 270 m3/hr. The Shell line isa 8” pipeline with a length of 15 kmextending from Port Rashid to theAirport with a typical flow rate of 210m3/hr. At present the current requiredthroughput to the DIA is 320 m3/hr on a24-hour pumping basis.

The JIFF facility can also unload roadtankers through four unloading bays ata time at 340 m3/hr. This facility isconsidered as a back up based on the

fact that most companies supply theproduct to the JIFF through theEPPCO/Shell pipelines. The Hydrantsystem is designed with 8 deliverypumps, with a combined deliverycapacity of 35,000 litres/min. The presentpeak requirement is just over 3,000

litres/min. The Hydrant system is about24 km long, mostly comprised of 16”,20” and 24”piping in different areas.The system has 114 hydrant pits and 48low points, which are visited by theinspections team on a weekly basis. Italso has 35 Motorised Valves, 26

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Underground Valve Chambers and 57Apron Emergency Buttons to bemaintained by the Fuel Farm.

Fire Fighting is essential for safetyand thus automatic electric and dieselstandby pumps, a fire water hydrantmaintained at 150 psi, a foam system formonitors / tank bottom injection, andfire alarm call points and detectors areavailable. The pumps are fed through a1000 m3 fresh fire water tank. Use of thefire water hydrant causes fire pumps torun automatically. The running of fire

pumps and activation of call points incertain areas are linked to the mainProgrammable Logic Control (PLC) forcomplete automatic EmergencyShutdown (ESD) of the Fuel Farm. All firealarms are connected to the DIA AirportFire Services to ensure that there will beno delay in response.

The Facility’s PLC system is aided by sixremote PLC systems on the Aprons toprovide the necessary monitoring systems,controls, user interface and in-builtsafety features in operations of JIFF. The

pipeline SCADAs monitor pressure andflow parameters to shutdown pipelinetransfers normally as well as duringemergencies.

Pipeline SCADAs are linked to themain PLC only for Emergency Shutdownpurposes . The PLC sy s tem a l soenab le s a modern s ta t i c l eakdetection system of the hydrant linesand continuous monitoring ofhydrant pressures with facility to recordhistorical pressures and flow readings.

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Future Developments and Expansion

Environmental Impact and RiskAssessment Studies

The DCA and the JIFF consortiumassigned a qualified environmentalconsultant company to assess theimpacts of the expansion project on theenvironment. This study was reviewed byall the stake holders and covered manyaspects and gave recommendations tobe implemented in design constructionand operations in the facility. The reportincluded:

1. Policy, Legal and Administrative Framework Review

2. Description of the Project

3. Description of the Baseline Environmental Quality

4. Identification of Impacts

5. Significant Environmental Issues

6. Analysis of Alternatives

7. Mitigation Measures and Management Plan

8. Environmental Management Plan

9. Environmental Monitoring Plan

10. Conclusions and recommendations

11. Interagency Involvement

The JIFF operations committee through a

series of extensive technical reviews withthe consultants decided on the bestalternatives and approved theEnvironmental Management andMonitoring Plans for the new expansion.

The new expansion project approved bythe DCA will increase the capacitysignificantly in the Fuel Farm to meet theprospective demands in the next decadeand beyond.

AircraftThe estimated average growth rate of aircraftbeing fuelled over the next 18 years is 6.61%with a maximum growth at 2002, and thepercentage is increasing steadily at theaverage rate as larger aircraft are fuelled for

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long haul flights such as the A 340 and A380 aircraft. The number of aircraft increasesfrom about 170 at present to 514 per day in2020. This is a very significant increase in airtraffic, which will be supported by theexpansion of the airport infrastructure andfacilities.Fuel Demand

The consumption of Jet Fuel isproportional to the increase in thenumber of flights. The average increasein fuel consumption is estimated at 7.5%per year, which is nearly 1% greater thanthe increase in the number of flights. Thisis understandableas the fuel consumptionwill increase per aircraft with the greaternumber of long-haul flights, as a result oflarger aircraft being commissioned in theEmirates Fleet which is the majorcustomer.

The maximum increase in fuelrequirement was in 2002-2003, wherethe throughput increased from 7269 m3(2002) to 28, 242 m3 (2020), which isnearly a four-fold increase.

Commitment to Health, Safety andEnvironment

Although a recent venture, the JIFFfacility is managed by oil companiescommitted to an environmentallyfriendly business. To this end, the JIFF

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Integrated Environment, Health andSafety Policy was issued in 2001 based onthe agreement of all the partners at theairport. Currently, Emirates PetroleumProducts Company’s (EPPCO) Aviationwing, which is a joint venture betweenEmirates National Oil Company (ENOC)and Chevron Texaco, is in charge ofmanaging the facility until end of 2004.EPPCO is certified to ISO 9000 and ISO14001 and implements theEnvironmental Management Systems aspart of the overall management of thisvery sensitive airport facility.

In the design of the new facility, a 3 mmHDPE liner is used under all the fueltanks with a full leak detection system.Down stream of the tanks ground watermonitoring wells are installed and thewater tested for contamination on anannual basis. The tank farm areas areconnected and designed to contain110% of the capacity of the largest tankand any spills will automatically reachthe oil water separator system. The ideais that no oil shall reach the land or soilenvironment. There is full containmentfor all operating areas and all waterrunoff, including storm water enteringone of two dedicated closed oil-waterseparators systems in which the water is

tested on a six monthly basis. Allcontaminated water is removed using adedicated and approved wastemanagement company as per theregulations of the Dubai Municipality.There are more than 600 interlocksystems that will prevent any overflowincidents that may give rise to pollutionwithin the facility including high-highlevel alarms with auto-shut-downsystems. No overflow incidents have everoccurred since start up and this isstatistically impressive to a facility inwhich about 625 tank turnarounds occurevery year.

Vegetation and greening projectsincluding planting of indigenous palmtrees is done around the perimeter ofthe facility. There are a great deal ofbirds, which reside in the area such asdesert houbara, robins, sparrows and attimes seagulls visit as well.

The terminal has two 100 gallon oil spillkit protection kits, as ready to use standby and all filters, contaminated gloves,rags and collected separately anddisposed off through certified wastemanagement companies under thesupervision of the DCA. All downgradedfuel and waste engine oils and skimmedoils are sold to Dubai Municipality (DM)

approved waste oil salvage companieswho recycle the oil.

The EMS Programs include wasteidentification, segregation, collection anddisposal procedures, permit to worksystems, personnel protection equipment,dealing with static electricity, firef ight ing , defens ive driving, andenvironmental enhancement andawareness programs as well as operatingsafety training, which include pollutionprevention and the protection of theenvironment. For the future the EIArecommendations and the EMP based onthe conducted studies will be integratedinto the operating procedures and workinstructions.

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Fuelling Operations at the Airside

Each of the consortium companiesoperates refuelers, which attend to thedifferent aircraft at the airport. Theoperations are 24 hours a day with heavyoperation usually after midnight toabout 04:00 hours and then from 07:00to 09:30 hours when most of the flightsare being prepared and the airportaircraft turnaround rate are highest.Most of the refuelers operate by feeding

from the hydrant system but there arefew, which operate using refulers aswell. In recent years EPPCO Aviation,decided to invest in the Sky-Cartrefuelers, which are 100% solaroperated and , thus moreenvironmentally friendly. They are infull use and after trials mode afterpurchasing the first one, EPPCO Aviationdecided to purchase another. As oldrefuelers are phased out, more efficientand environmentally friendly refuelersare planned to replace them.

The into-plane fuelling activities ofEPPCO Aviation are certified toISO 9001 and ISO 14001 while other

fuelling companies have their ownin-house Qua l i t y and Hea l th ,Safety and Environment ManagementSystems.

Waste o i l generated f rom theInto-plane fac i l i ty, i s d isposed offt o D u b a i Munic ipa l i t y (DM)approved waste recycling companyfor reprocessing and wastewater isstarted through a triple inceptor andthen tracked to DM sewage TreatmentPlant for recycling. All other wastes aresegregated and disposed off as per theDCA/DM environmental requirements.

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Emirates National Oil Company (ENOC)


Established in 1993 as a wholly-owned company of the Governmentof Dubai, ENOC aims to promote the

interests of its shareholders through thedevelopment of further downstreamand upstream activities in the oil and gassector and beyond, and to encourageeconomic diversification in Dubai andthe rest of the UAE.

Leadership and guidance of ENOC areprovided by its Chairman, H.H. SheikhHamdan Bin Rashid Al Maktoum, DeputyRuler and Minister of Finance andIndustry of Dubai. The Group ChiefExecutive, Hussain M Sultan, and a teamof highly qualified and experiencedmanagers provide executive control,direction and management.

ENOC actively participates in anincreasingly broad range of businessventures. Its joint ventures with majorinternational companies such as Caltex,Vopak, Total, and Petronas allow thepartners to pool their technology, know-how and expertise, along with otherresources to further their commercialsuccess.

ENOC's first subsidiary began operationsin 1974. Since its inception, ENOC hasbeen guided by its philosophy of qualityand professional management based onmodern business concepts that ensuresuccessful and sustainable growth.Today, the company is poised to engagein a new and challenging period offuture growth and diversification.

Vision and Mission

Vision: To be the reliable and responsibleEnergy Partner of Choice

1. Rel iable - Market responsive,innovative, quality driven, best-in-class management, best-in-c lass f inancial performance

2. Responsible - Integrity, social andenvironmental participation, best-in-class management, best-in-class financial performance

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3. Partner of Choice -The choice ofall partners - customers, clients, suppliers and business associates. From the individual customer at the pump to international business partners, ENOC will be the brandof choice

Mission: To be the reliable andresponsible Energy Partner of Choice,ENOC will:

1. Constantly innovate in quality products and services development and delivery

2. Meet market demands swiftly and positively

3. Provide best-in-class management and financial performance

4. Contribute positively to social and environmental issues

In terms of Environmental Management,ENOC has a dedicated integratedGroup Environment, Health and SafetyCompliance Department (GEHSCD). ThisDepartment develops guidelines,standards for the corporation, but alsoundertakes compliance reviews, auditsand a great deal of research anddevelopment into environmentalimprovement and betterment programs.

This Department was responsible forundertaking the research, development

and implementation for the PublicEnvironment Report for the DIA.


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Summary of Weather Conditions inDubai: (DIA Meteorological Office)

January is the coolest month of theyear with an average maximumtemperature around 24°C and an

average minimum of 14°C. However,records show that temperatures havebeen reported as high as 32°C and as lowas 8°C during the month. It is oftencloudy and unsettled as mid-latitudeweather disturbances penetrate into theGulf bringing changeable weather andcool Winter Shamals in their wake. Suchshamals that sweep down the Gulffrequently produce intense convectiveactivity resulting in squally, thunderyweather with showers, storms and highseas. Five or six rain-days can be expectedduring the month, however rainfall isoften short lived and intense withisolated thunderstorms producing themajority of the recorded rain. Largefluctuations in rainfall occur from year toyear with occasional dry years or with asmuch as 80 mm falling during the month.On clear fine days the weather is pleasantand warm with weak afternoon seabreezes. Sea temperatures are around21°C.

Temperatures increase a degree or so inFebruary with mean maximums typically

around 25°C, however the extrememaximum temperature has reached 36°Cwith a minimum as low as 7°C. Unsettledwintry weather is more frequent, winterShamals persist with the associatedunsettled weather and strong winds. Thismakes February one of the windiestmonths with regular Shamals affectingthe Gulf. Shamals bring cool, windy andoccasionally showery conditions to thesouthern Gulf. Ahead of an approachingShamal strong Southeasterly winds often

develop bringing hot, dry conditions andoccasional sandstorms. The transitionfrom southeasterly winds ahead of thetrough to the northwesterly Shamal istherefore usually associated with amarked fall in temperature. February isthe wettest month of the year, it alsoholds the record for the most rainfall in aday, 150.2 mm in 1988 at Dubai Airport.The relatively warm, moist air over theGulf combined with winter weatherpatterns helps to fuel cloud and storm

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development. Local convergence and theeffect of the mountains in the east of thecountry also act to generate or enhancerainfall.

The March to May period is the "spring"months in Dubai when the temperaturebegins its steady climb towards thesummer peaks. Average maximumtemperatures rise to around 28°C inMarch however winter weather patternscontinue to effect the area. Thiscombination means that a moreabundant supply of energy is availablefor the development of cloud and stormsshould the correct combination ofmeteorological features exist. March istherefore often a very changeable monthwhen Dubai can experience a wide rangeof weather phenomena. This is whyMarch has the highest expected numberof rain days and the most frequentoccurrence of thunderstorms. As inFebruary, in between the periods ofunsettled weather, winds tend to veer tothe Southeast and bring warm, dry desertair to the coast. Temperatures have beenrecorded as low as 40’s°C later in themonth however extreme minimums of11°C have also been recorded. The seatemperature reaches a mean of 22°C.

As the sun begins to climb in the sky,

April brings some beautiful weather tothe Emirates. Maximum temperaturesare typically around 32°C, humidity isgenerally low and although wintersystems are still possible they become alot less frequent. The coastal afternoon

sea breeze increases in strength as thetemperature gradient between the landand the sea develops. The increase intemperature does however mean thatthe occasional storms that do developcan be violent with heavy rain and

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squalls. One particularly violent storm in1981 produced golf ball sized hail stonesin Dubai and in 2003 a storm and squallproduced mean winds of 53 kts gustingto 71 kts. As the month progresses, thehigh level Jet stream starts to moveNorthwards, cutting off southwardincursions of unsettled weather and coolNorthwesterly winds to the region. Thesea in coastal waters continues to warmup with a mean temperature for themonth of about 25°C.

May often marks the beginning of thesummer heat, average maximumtemperatures are around 37°C, butextreme highs of 47°C have beenrecorded. The humidity is however at itslowest level for the year and rain andthunderstorms are extremely rare incoastal areas. Hot, dry Southeasterlywinds often prevail in May but comfortlevels remain reasonable because of thelow humidity. Sea temperatures increaseto around 28 to 29°C.

During June, low pressure over SouthernIran, which develops in the lee of themountains, combines with a ridge ofhigh pressure over Saudi Arabia toproduce a Northwesterly gradient whichcan persist over the Gulf for up to sixweeks. The phenomenon is knownlocally as the "Forty day Shamal". From

year to year the onset and strength ofthis effect can vary widely. Hot andgenerally dry conditions prevailthroughout the month with periods ofSoutheasterly winds replacing theNorthwesterly flow when the lee lowweakens. When the winds come fromthe Northwest they bring hot andsometimes dusty conditions from thedeserts of Saudi Arabia, Kuwait andIraq. Temperatures typically reach amaximum of around 39°C, but can be ashigh as 47°C, low humidity at this timehelps to keep stress levels reasonablylow. Rainfall is infrequent during Junewith most coastal stations having acompletely dry month. Over themountains in the East of the Emiratesummer storms do develop and cancause intense localised heavy rainstorms.Dry squalls from these storms dooccasionally reach the coast. Seatemperatures increase into the low 30’s °C.

As the summer advances and themonsoon spreads northwards over Indiathe lee low effect over Southern Iranbegins to weaken and pressuregradients become weak over the LowerGulf area. Land and sea breezes begin todominate the flow and as the sea is stillwarming up thermal gradients can bestrong with a moderate to fresh

Northwesterly sea breeze mostafternoons. The humidity can becomeextremely high at times producingsevere stress. The combination of hightemperatures and high humidity canmake atmospheric conditions extremelyunstable and summer thunderstorms arenot uncommon. As in June these usuallydevelop over the mountains in the Eastof the Emirate where the mountains actas elevated heat sources and whereconvergence often occurs. Sea breezeson the east coast force very humid air upthe mountains where it combines late inthe afternoon with Gulf Coast seabreezes from the Northwest. Inlandstations frequently report toweringCumulus and Cumulonimbus withthunderstorms, squalls and dust orsandstorms. Mid and upper levelEasterly winds then help to propagatethe storms towards the Gulf Coastwhere they can occasionally affectDubai, Sharjah and the NorthernEmirates. Mean maximum temperaturesin July are typically in the low 40’s°C.Inland Stations being the hottest withexpected maximums of 44°C andextremes all the time around 49°C. Seatemperatures begin to becomeunpleasantly warm reaching 32 to 33°C.

Conditions during August are similar to

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those experienced in July except thatthe humidity tends to be a little higher.As the summer goes on the sea surfacetemperature rises, the Gulf increasinglybecomes a prolific source of watervapour. Afternoon sea breezes bring thiswarm, humid air to coastal areas andcan produce some of the years mostuncomfortable conditions. The risk ofsummer storms persists, although mostfrequent over the mountains, it canaffect coastal areas. Inland desert areashave a rather different climate, althoughsummer maximum temperatures in thedesert are frequently higher than thoseat the coast, the mean humidity is up to20% lower than coastal areas. Thisproduces rather more comfortableconditions and is the reason that, priorto the prevalence of air conditioning,many local families would spend thesummer months away from the coast.Mean sea temperatures are around33°C, but have been recorded as high as35°C.

As temperatures begin to fall after theheight of the summer there is a sting inthe tail for residents in coastal cities. Seatemperatures reach a peak at the end ofAugust and it is therefore during thistime that the potential for warm, humid

air to be advocated to the coast reachesa maximum. September is far frombeing the most humid month but it hasthe highest humidity of the hot summermonths, for this reason September isone of the foggiest months. Night timetemperatures begin to drop into theupper 20’s°C and fog will frequentlyform in the early morning hours.Maximum temperatures can stilloccasionally reach extremes of 44°C withextreme minimums around 22°C. Seatemperatures begin to fall later in themonth with the mean for the month ofaround 32°C.

It is the latter part of the year when theweather is the most pleasant and settledin the UAE. Maximum temperatures inOctober are around 35°C and althoughthe humidity remains reasonably highcomfort indices have fallen from theextreme levels experienced in thesummer. As night time temperaturescontinue to fall, faster than the seatemperature, fog is still a problem in theearly morning hours. The weather isusually dry and settled but there havebeen exceptional years such as 1997when several weather systemspenetrated into the area bringingunset t led wet weather and

thunder s torms . The mean seatemperature for the month is 30°C.

Temperatures continue to fall sharplyduring the month with mean maximumsnow around 30°C. As the subtropical jetmoves southwards and upper levelwinds over the Gulf strengthen there isthe increased potential for low pressuresystems to propagate from the Northand West into the area. Late in themonth it is possible for the first shamalsto affect the Gulf but it is not usuallyuntil December that unsettled weatherreaches the region. Again November1997 was an exceptional year with twelverain days including four thunderstormdays recorded at Dubai InternationalAirport. By the end of the year wintersystems are more frequently affectingthe Emirates with four or five rain daysexpected on average during December.Mean maximums have fallen to 26°C withminimum’s typically in the 15 to 16°Crange. The humidity is frequently high inthe early morning hours with fog still aproblem, although Dubai and theNorthern Emirates tend to be a little lesshumid than other areas of the country.Sea temperatures fall to around 23°C.

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Dubai International Airport (DIA)and its strategic associates areplanning to explore avenues for

further development. In some areas ofthe DIA business some partners havealready started and are achievingcontinual improvement throughplanning and assignment of resources.One of the main aims of thebenchmarking exercises undertaken bythe DIA was to look at exploringdifferent methods and choosing themost suitable and optimised methods ofEnvironmental Management Systems(EMS) at the airport.

The DIA management and the DCA’sdrive for excellence is reflected in whathas been achieved so far throughout theairport. Further strategy and planning isrequired to decide on various models ofimplementation of EMS in differentareas of the airports operations.The airport is already lookingat m a n a g e m e n t m o d e l s f o rimplementation of EMS throughcentra l i sat ion, consultat ion andcomplete decentralisation based on theformulation of high level and effectivestrategies and guidelines.

Furthermore, with the upgrading ofmost of the currently operating facilities

especially with respect to the newconcourse, Fuel Farms, Emirates CateringServices, Emirates Engineering, Dnataand others, much of the environmentalengineering solutions are beingimplemented to ensure that potentialadverse environmental impacts arecontrolled at their point of origin. Theseschemes will be supported by DCAregulations at the management leveland extensive and effective training at

the operational levels.

Again ENOC is continuing to work withthe DCA through the EnvironmentProtection Team to produce aconsultative report, which shall bediscussed with the Executive Board ofDirectors. This report will discussstrategy, system development andimprovement, key performancemeasures and manpower challenges.

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History and Background

It is within the strategy of the DubaiInternational Airport to set upfunctional, cross-functional and cross

organisational operational teams in boththe management of certain period-bound tasks and in continuousimprovement and development functionat the airport. These teams areempowered and budgets are allocated tothese teams to achieve the targets theyset. The teams are generally sponsoredby a director of Strategy andManagement Excellence and work basedon a set of guidelines, which are issuedby the Strategy and ManagementExcellence. The Director has been theteam sponsor ever since. The teamsundertake intensive training in whichthey establish together the teams alongwith their mission, vision andgoals/objectives.

Directorate Vision

The Vision Strategy and ExcellenceDivision is to strive and remain theleading Civil Aviation Authority in theworld and recognised as such by theircustomers, staff, other civil aviationauthorities, national and internationalauthorities, the Dubai government andthe LAB community.

Role of Quality and Standards

The Quality and Standards Department(QSD) within Strategy and ManagementExcellence Division plays an essential rolein striving for excellence at the DIA in allmatters. One of the Department’sresponsibilities is to ensure thatemployee satisfaction and motivation iscarried out within the working place.Being friendly and approachable tocustomers contributes to great customerservice that DIA aims to achieve.

The QSD has achieved ISO: 9001 certification toconform to its quality and excellencestandards. The DIA itself has achieved manyawards and ratings from different authoritiesto confirm its position as an international

airport of high quality and excellence.However, the scenario is now changing to adifferent level altogether. The DIA is under amajor expansion project and, as the expansionprogresses; it has resulted in breaking the 15million passengers mark for the first time.Therefore, the DIA would now be moved tobeyond the category in which it has beenjudged in recent years (10 to 15 millionpassengers) and now will be competing withthe biggest airports of the internationalairport sector.

The Environment Protection TeamActivities

In line with the airport’s historical


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commitment to maintaining a clean andsafe environment, the DCA set up anEnvironment Team that focused on onemain aim to start with, the EnvironmentWeek Activities. This was an awarenessbuilding week which was geared towardsassisting the development of the staff,visitors and travellers awareness of theenvironment within the DIA.

The activities undertaken were:

1. Environmental Awareness Training for all employees around the airport

2. Seminars and presentations by National Environment non-government organisations to DCA Staff

3. “Stop Smoking” Campaigns

4. Nomadic Display with informative video playing in the concourse

5. Themed Posters displaying information about environment protection

6. Environment Week Badges

7. Environment Quiz competitions

8. Children’s competitions

9. The Dubai International “Green Man” distributing leaflets and competitions for children

10. Environmental Awareness on websites, plasma screens and information screens

11. Duty Free green carrying bags

12. Press Releases, greening projects such as tree planting

The Environment Protection Team

In late 2003, based on the agreementsigned between the DCA and theEmirates National Oil Company (ENOC),the ENOC Group Environment, Heathand Safety Compliance Department(GEHSD) has led a project to produce anenvironment report for the DIA. TheEnvironment Team members are the

representatives of departmentsassociated with the DCA Directorates, aswell as other departments and businesspartners. To facilitate the environmentreport the Environment Team membershave been an effective instrumental toolin assisting with the collection data.

Recently, the team members have alsobeen trying to collect information topresent and discuss different schemesand awareness building programs for theteam and airport staff. The team iscurrently formulating an environmentalstrategy in order to set up someprograms during the EnvironmentProtection Week 2004, which is plannedin late 2004.



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In order for Dubai International Airport(DIA) to benchmark itself with otherInternational Operators, it has set up a

series of meetings across Europe tounderstand further what sort ofenvironmental awareness andinformation dissemination systems areavailable at other International Airports.This was with the aim of looking at bestpractice for the eventualimplementation of sound environmentalbest practice development programswithin DIA.

As this was a scoping exercise theAirport’s Environment Team Leader Mr.Osama Al Girgawi and the Team’sadvisor Eng. Waddah Ghaniem BaniHashim visited the Copenhagen,Frankfurt (Fraport), Munich andHeathrow Airports. The discussions weremainly to address the followingobjectives:

1. Present what the DIA is commissioning with respect to producing a Public Environment Report under the DCA Authority with the other European Airports

2. Understand what environmental polices, strategies and long term plans are on the way for environmental protection at these

Airports

3. Become familiar with the international best practice implementation with respect to environmental protection, development and enhancement

4. Look at water and power management, and conservation programs and policies

5. Address waste management practices, including solid waste and recycling practices

6. Look at what sort of international and national initiatives that these European Airports are involved in the enhancement and participation in environmental development

7. Look at noise and air pollution aspects of airport operations and review of policies, monitoring and structure of management of the same

8. Address types of mass transport systems at these European Airports and the emissions monitoring related to the same

9. Any implementation of an integrated Environmental Management Systems.

Timeframe, Methodology andPublic Environmental Reporting

The Environment Protection Teamrepresentatives had about five workingdays to complete this intensiveassignment, and the visits methodologyincorporated introduction presentationsand discussions followed by site visits,based on a predefined framework ofqueries and questions.

The issues discussed during the meetingscovered aspects of environmentaladministration and departmentalstructures, environmental law andregulations, corporate governance,policies and procedures as well as ahistorical review of the development ofenvironmental protection in light ofpast, present and future plans. Therewas also a great deal of emphasis madeon the coverage of public environmentalreporting in terms of preparation, datacollection systems, time frames forproduction as well as other aspects suchas benefits and costs.

Different types of EnvironmentalManagement Systems (EMS) werestudied at these airports. The reasoningbehind implementation of the EMS andthen aspiring to certification or bestpractice implementation was discussed


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with area experts at these differentairports. The European “EMAS” modelwas discussed and compared with theInternational ISO 14001 EMS model. Theteam discussed in great depth thebenefits and drawbacks of the differenttypes of certification and authentication.Transparency was evident throughoutall the discussions, and theEnvironmental Team Representativesfound these discussions extremelyvaluable as they were based on anextensive wealth of experience. All theEuropean area experts shared openly theinformation in the spirit of globalenvironmental betterment.

There was also a substantial amount oftime spent on discussing aspects, whichwere very technical, covering a widerange of topics including; aspects ofwater and power (energy) consumption,wastewater management, solid wastemanagement, air quality and noise,transportations systems, alternativeenergy sources, land management aswell as the social and economic impactassessment for Airports in Europe.

Benefits and Future Plans

The Environment Team representatives

produced a comprehensive consultativereport for these visits. Using thestructured approach that was followedto collect the information, the report,which was issued to the Executive Boardof Directors, was also submitted with apresentation on four main aspects:

1. Administration proposals for Environmental Management Systems at the Dubai International Airport comparing centralised, decentralised and the current operational systems at the DCA and the SBP

2. Implementation of the EMS and the benefits of certification systems in the future for the DCA in Dubai International Airport

3. Technical issues such as those related to resource consumption, environmental emissions and environmental impact assessment processes

4. Recommendations for the short and long term plans in light of the expansion projects and increased growth expectations in the Dubai International Airport to ensure sustainable environmental enhancement

and growth along with social, economic and cultural development aspects of the Airport and the Emirate of Dubai

The report, based on the airport visits,will be used as a starting point todeveloping further the workingrelationships between InternationalAirports. Dubai International Airport isc o m m i t t e d t o d e v e l o p i n g i t sEnvironmental Management Systems andthe recommendations from this report.Moreover, this report shall be convertedinto objectives and targets, which theairport shall strive to achieve in the nearfuture.


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AHM 804: Industry Specific QualityStandard.

AHS 1000: Industry Specific Quality Standard.

AOC: Airlines Organisations Committee.

Apron: A paved surface, where aircraft stand while not being used.

Asbestos: Is a naturally occurringmineral, used as a modifier to anythingintended to protect one from flames.

ASHRAE: American Society of Heating,Refrigeration and Air ConditioningEngineers.

BP: British Petroleum.

CE Marking: Is a manufacturer'sdeclaration that the product complieswith the essential requirements of therelevant European health, safety andenvironmental protection legislations.

CITES Convention: Is the WashingtonConvention on International Trade inEndangered Species of Wild Fauna andFlora, aims to protect certain plants andanimals by regulating and monitoringtheir international trade to prevent itreaching unsustainable levels. TheConvention entered into force in 1975.

There are more than 150 Parties to theConvention. The CITES Secretariat isadministered by the United NationsEnvironment Program (UNEP).

Concourse: The area in an airlineterminal, where the gates are located.Many airports have multiple concourses.

CSWM Directorate: Cleaning Servicesand Waste Management Directorate.

DAFZA: Dubai Airport Free ZoneAuthority.

DCA: Department of Civil Aviation.

DCV: Dubai Cargo Village.

DDF: Dubai Duty Free.

DEWA: Dubai Electricity and WaterAuthority.

DIA: Dubai International Airport.

DIA Bays: a compartment in an aircraftused for some specific purpose.

Director S & ME: Director of theStrategic and Management ExcellenceDepartment.

DM: Dubai Municipality.

EAE: Emirates Airlines Engineering.

ECO Campaign: Is an intensive hands-oncampaign training experience where theperson will learn the skills to work on

environmental ballot measures.

EHS: Environment, Health and Safety.

EKFC: Emirates Flight Catering Company.

Electric Clarifiers: Clarifiers / screenersare tanks used to remove solids fromliquids through gravity settling or amechanical / electrical screening process.

EMAS: The Eu, Eco - Management and

Audit Scheam.

EMOJET: Is a joint venture betweenEmarat and Mobil. EMOJET was set up atthe Dubai International Airport inAugust 1992 and marked Emarat's entryinto the region's aviation refuellingmarket.

EMS: Environmental ManagementSystem.

ENOC: Emirates National Oil CompanyLtd LLC.

Environmental Impact Assessment(EIA): A sy s temat i c p roces s o feva luat ion through s c ient i f i cassessment or prediction of effectsthat a development has upon theenvironment.

Environmental Management Plan(EMP): A documented process/plan toreduce, control and eliminate the


GLOSSARY OF TERMS AND ABBREVIATIONS


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adverse environmental impacts resultingfrom a development.

EPPCO: Emirates Petroleum ProductsCompany.

EPSS: Environmental Protection andSafety Section at Dubai Municipality.

ERP: Emergency Response Plan.

ESD: Engineering Services Directorate.

Exhibition Hall: A large hall for holdingexhibitions.

FFFP: Film Forming Fluoroprotein Foamused in fighting fires.

Fiscal Operation: Related to financialmatters in general, as in fiscalresponsibility; the handling of publicrevenues, such as those generated fromtaxation. Fiscal status is a locationconsideration for comparative analysisduring site selection or an important partof the ongoing analysis of a place inwhich a enterprise is operating. Analysisof fiscal status in a location helps avoid afuture surprise and unexpected burden,such as a tax increase. Relocationplanning stems from keeping an eye onthe fiscal status of place where anenterprise is located.

FOD Campaign: Foreign Object DebrisCampaign.

Foundries: The buildings and works forcasing metals.

Freight: Transport commercially ascargo.

FZ: Free Zone.

GCAA: Gulf Civil Aviation Authority.

GEHSCD: Group Environment, Healthand Safety Compliance Department.

GW: Ground Water.

HACCP: Hazard Analysis at CriticalControl Points.

Hangars: An Aircraft maintenanceworkshop.

HDPE: High Density Polyethylene.

HDPE Liner: Liner system which is madeup of different types of barriers andliquid collection layers to prevent thewaste escaping into and contaminatingthe soil and water around the site. Therewill be chemicals or unpleasantsubstances in the waste that need to bekept within the sealed area. HDPE is aflexible, robust plastic that is now themost common liner used. Plastic liners areusually constructed 30 to 100 mm thickand are effective at preventing leakageof most substances.

HSE: Health, Safety and Environment.

HVAC: An abbreviation for the heating,ventilation and air-conditioning systemor systems that condition air in abuilding.

Hydrant System: A discharge pipe witha valve and spout at which water may bedrawn from the mains of waterworks.

IAD: Internal Audit Directorate.

IATA: International Air TransportAssociation.

ICAO: International Civil AviationOrganisation.

IFCA: International Flight CateringAssociation.

IG: Inspector General.

Incineration Facility: A building orplace that provides the act of burningsomething completely; reducing it toashes or is used for a particular industry.

ISMS: Integrated Safety ManagementSystem.

ISO 9001: An international referencefor quality management systemrequirements.

I S O 1 4 0 0 1 E M S m o d e l : Aninternat iona l re fe rence forenvironmental management systemrequirements.



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IT: Information Technology.

JIFF: Joint Industrial Fuel Farm.

KT: Knot, a unit of velocity

LDR: Light Dependent Resister.

LPG: Liquefied Petroleum Gas.

MSDS: Material Safety Data Sheet.

NGO: Non-Governmental Organisation.

O and M: Operations and Maintenance.

OHSAS 18001: An InternationalOccupational Health and SafetyManagement System Specification.

Operations: Term used in airportstatistics to designate a takeoff orlanding.

PER: Public Environment Report.

Perishables: Foods that will decayrapidly if not refrigerated.

PLC: Programmable Logic Control.

Psi: Pounds per square inch; ameasurement of pressure.

QA: "QA", "Q/A", and "Q.A." are shortfor "Quality Assurance". In most largeorganisations, there is a team devoted toensuring the product meets minimumstandards before the product is given tothe customer.

Ramp Services: The services thatinclude ground transportation,unloading and loading, ULD control andair-bridge operations in addition to avariety operations services, technicalservices, Terminal 2 and Free ZoneLogistics.

3-Rs: Reduce, Reuse and Recycle.

SBPU: Strategic Business Partners andUnites.

SCADAs: Supervisory Control and DataAcquisition: Systems that integratemeasurements control and redundantdata storage. For example, watertreatment plants often run SCADAsystems.

Shamal: Gulf term used to describestrong winds (i.e. Winter Shamals, North-westerly Heavy Winds).

Snake Pipeline: Is a 58 km pipelineextending from Jebel Ali to the JIFF areasupplying Jet fuel to the Airport.

Taxiways: Paved stretches betweenrunways and aircraft stands.

Terminal 1: A terminal that serves airtravelers or air freight, and Terminal 1 isused for check-in, passport control and E-gate, transportation and departure hallservices.

Terminal 2: Was designed to handlechartered, executive and special flights.

Terminal 3: Was designed to havemultiple benefits as compared toTerminal 1 and 2, the main benefitsinclude simplified, easy passenger flow;reduced walking distances: andhighlighting the image of Dubai bycreating a unique visual experience fromthe open and landscaped landside.

Towering Cumulus: Another name forcumulus congestus, it is a rapidly growingcumulus or an individual dome-shapedclouds whose height exceeds its width. Itsdistinctive cauliflower top often meansshowers below, but lacking thecharacteristic anvil of a cumulonimbus, itis not a thunderstorm.

Tow Tractors Vans: Is a device intendedfor drawing, towing or pullingsomething, which cannot propel itself.Most commonly the word is used todescribe a vehicle intended for such atask on some other vehicle or object.

TQM: Total Quality Management.

TQMS: Total Quality ManagementSystem (TQMS) is a formalised systemthat documents the structure,responsibilities and procedures requiredto achieve effective quality management.



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ULD: Unit Loading Device and is a termapplied to containers used in airtransport. The main purpose of an ULD isto consolidate general cargo into unitsthat are easier to handle and can besecured during shipment.

UNEP: United Nations EnvironmentProgramme.

UPS: An abbreviation for UninterruptiblePower Supply. This is a backup powerunit that provides continuous powerwhen the normal power supply isinterrupted. UPS systems can be stand-by,only supplying power when the regularsupply is interrupted, or fulltime, relyingon regular power and/or batteries tosupply it while it supplies power to theprotected device. A UPS is not necessaryon most computer systems, but can beimportant on systems that need to be up24 hours a day, such as servers.

W/C: Water Control System.



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CONTACTING US


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Department of Civil AviationMarketing and Corporate Communications Directorate

P.O. Box: 2525, Dubai, U.A.E.Tel: 9714 - 2245555Fax: 9714 - 2244113

Email: [email protected]: www.dubaiairport.com


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