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Award Criteria

1. Commitment (20%)

1.1 Leadership

Emiratisation is considered a long-term investment and the organisation's commitment is demonstrated at CEO/ Senior Management level through documented corporate objectives embracing the Emiratisation policy.
Managers and supervisors are formally assessed/ appraised on the achievement of the Emiratisation targets for the areas under their responsibility.
Leaders create an environment for empowerment, innovation, employee learning and performance enhancement amongst the UAE national workforce.
Leaders communicate the organisation's values, strategic direction and expectations for their UAE nationals to all employees and ensure total understanding.
The UAE national workforce has easy access to the senior management of the organisation.

1.2 Policies and Strategies

The strategies and policies are clear and transparent to all members of management giving priority to UAE nationals in employment, promotion and career progression.
An appropriate budget and resources have been allocated to achieve the Emiratisation plan.

1.3 Succession Plan

The organisation creates 'shadow' trainee posts, as part of the organisation’s succession planning policy and programme, to facilitate transfer of knowledge and provide work experience.
A Performance Management mechanism is in place to facilitate and monitor the level and quality of knowledge and skills transfer to UAE Nationals.

2. Process (45%)

2.1 Attracting

2.1.1 The organisation seeks to recruit UAE nationals

The organisation has in place an annual Emiratisation plan based on which UAE nationals are recruited against specific target positions (some organisation may opt for longer periods such as three or five years).
It participates in relevant exhibitions, career fairs and career open days, school visits and presentations, interaction with local education providers and national placement organisations

2.1.2 The organisation works with educational establishments

The organisation participates proactively in collaborative initiatives and projects with educational establishments/ training providers to develop specific courses and to prepare train and encourage UAE nationals to strive to achieve their full potential.
The organisation has apprenticeship schemes and formal on-the-job training programs.

2.1.3 The organisation provides suitable jobs, rewards and incentives

Progressive Salary Scales and Allowances are in place, and are regularly reviewed against market norms. Scales correlate well with, and are supportive of, the organisation's UAE national’s career progression programs.

2.1.4 The Organisation seeks to employ UAE Nationals with special needs

Identifies jobs that can be performed by UAE Nationals with special needs.
Considers job-sharing / part time / key-time employment to facilitate the employment of UAE Nationals with special needs.
Make provision within office premises and work places by providing ramps, easy access to lifts and workspace, special desks / chairs and other work related equipment.
Provides special tools and equipment for UAE Nationals with special needs.

2.2 Retaining

The organisation identifies talent within its workforce and provides Support coaching and mentoring that will help suitable UAE nationals fast track the organisation giving them preference based on achievement.
Managers are aware of basic principles for staff retention and accountable for the retention of UAE Nationals.
There are communication sessions between senior management and UAE nationals on a regular basis which encourages feedback and early resolution of problems.
UAE Nationals are allowed time to achieve their potential and the Organisation implements flexible working hours to encourage further education and learning opportunities.
The organisation creates career progression opportunities for UAE Nationals with identified potential giving UAE Nationals priority in promotions based on demonstrated performance.
Evidence is in place that UAE Nationals with demonstrated potential and good performance have reached, or are identified to reach, to senior management positions.
The organisation identifies the reasons for UAE Nationals exiting the organisation – Conducting and documenting exit interviews.

2.3 Development and Training

2.3.1 Training & Development Plans

On-the-job training appropriately supported by off-the-job training is specific and aimed at achieving necessary job competencies.
There is a general statement in all job descriptions stipulating that the training and development of UAE nationals is a part of everyone's job.

2.3.2 Determining Training & Development needs and evaluating their effectiveness

There is a process in place to enable continuous competence assessment and monitoring for UAE nationals. Typically, appraisals, development centers, on the job evaluation, etc.
The organisation implements training needs identified through performance appraisal via in-house and / or external training.

2.3.3 Training & Development Resources

An annual budget is allocated for the training and development of UAE nationals
Structured coaching and on-the-job training is provided by and/or under the supervision and responsibility of the line managers concerned.

2.3.4 Continuous Education Programs for UAE Nationals

The organisation encourages personal development through 'Distance Learning' educational programs leading to higher qualification such as MBA PhD, CPA, others.

2.3.5 Career Paths

The organisation has designed and communicated career paths for UAE nationals at all levels subject to attainment of the required competencies.
Individual career paths are regularly reviewed in line with aspiration, potential and remedial corrective actions taken.
Career paths are referred to in the Individual Development Plans (IDPs).

3. Results (29%)

3.1 National Employment Results

Number and percentage of national and the expatriate workforce within the following categories:
Total Workforce
Senior Management
Middle Management
Supervisory
Skilled Employees
Unskilled Employees
Trainees.
Percentage of women in the work force in all levels.
Employment of Special needs individuals in the workforce
Average duration / length of service for UAE Nationals

3.2 Training and development results

Number of UAE nationals trained and developed through the organisation’s ranks from school entry level into the professional and technical cadre.
The training and development expenditure per UAE National

3.3 National Satisfaction Results

Job security
General employment terms & conditions
Pay and Benefits
Career progression opportunities
Training and Development
Duties and responsibilities assigned facilities and services
Work environment
Over all Satisfaction (Satisfaction Index)

4. Contribution to Society (6%)

4.1 Perception Measures

These measures are of the society’s perception of the organisation (obtained, for example, from surveys, reports, press articles, public meetings, public representatives, governmental authorities). Some of the measures contained in the guidance for Perception Measures may be applicable to Performance Indicators and vice versa. Depending on the purpose of the organisation examples of measures that may be made include:

Image:

responsiveness to contacts;
as an employer;
As a responsible member of the community.

Performance as a responsible citizen:

disclosures of information relevant to the community;
equal opportunities practices;
impact on local, regional, national and global economies;
relationships with relevant authorities;
ethical behavior;
Employing, developing and training of U.A.E. nationals.

Involvement in the communities where it operates:

involvement in education and training;
involvement of community bodies in relevant activities;
support from medical and welfare provision;
support for sport and leisure;
Voluntary work and philanthropy.

Reduction and prevention of nuisance and harm from its operations and/or throughout the lifecycle of its products and services:

health risks and accidents;
noise and odor;
hazards (safety);
pollution and toxic emission;
analysis of the supply chain;
Environmental performance evaluation / lifecycle evaluation.

Reporting on activities to assist in the preservation and sustainability of resources:

choice of transport;
ecological impact;
reduction and elimination of waste and packaging;
substitution of raw materials or other inputs;
usage of utilities e.g. gases, water, electricity;
Recycling.

4.2 Performance Indicators

These measures are the internal ones used by the organisation in order to monitor, understand, predict and improve the performance of the organisation and to predict perceptions of society.

Depending on the purpose of the organisation examples of measures that may be made include:

√ Activities related to promoting business excellence in society.
√ Dealings with authorities on issues such as:

Certification
Clearances
Import/Export
Planning
Product Release

√ Accolades and awards received:

Exchange of information in relation to Social Responsibility good practices, auditing and social reporting.
Opportunities offered to UAE Nationals and number of UAE Nationals employed.
Handling changes in employment levels.

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