Society

Employees

Human capital

ACWA Power’s new People strategy

Energy transition takes ambition
ACWA Power plans to increase headcount from over 3,700 to over 10,000 by 2030

Energy transition takes ambition
ACWA Power plans to increase headcount from over 3,700 to over 10,000 by 2030

ACWA Power has a highly ambitious growth plan and to succeed, the Company relies on existing talent as well as acquiring new talent to grow the total workforce from over 3,700 to over 10,000 by 2030. The aim is not to just increase headcount but to develop the right combination of skills and expertise required to support the growth in assets, as the organisation works to achieve its ambitious 2030 targets. As part of this journey, ACWA Power sees its middle managers as key enablers, as these are the people closest to operations and by empowering them, leadership will be able to delegate more, while also developing a healthy pipeline of future leaders.

2023 was another successful year for ACWA Power and as always, this was due to the commitment, talents and energy of the whole team. The year was also significant because we undertook a complete, bottom‑up re‑appraisal of how we manage our people by conducting a thorough review of our current state and future needs as it relates to recruitment, retention and incentivisation, to drive performance.

The Company’s new growth strategy entails a marked process of evolution, the beginning of ‘ACWA Power 2.0’, with people being the critical enablers of success. To ensure we have the right talent at the right time, senior management and the Board have recognised the need to focus on our people and endorsed the 2023–2030 People strategy.

The 2023–2030 People strategy is designed to attract, retain, and inspire talent to deliver our business strategy while further enhancing the ACWA Power’s Employee Value Proposition. As the war for talent in the renewable sector heats up, it will be critical for ACWA Power to differentiate its employer brand from the competition.

The objective of the People strategy is to develop and communicate our employer brand to uplift our existing workforce via training and development opportunities, and to attract best in class talent via our enhanced employee value proposition.

Our People Strategy is focused and based on three pillars: Capability, Culture and Agility, which align well with Saudi Vision 2030 for an ambitious nation, a thriving economy, and a vibrant society.

As the organisation grows and enters new markets, it will be critical to define the culture ACWA Power wants to promote, and this must be characterised by a strong brand and commonly accepted values. To start the process, we have already taken the first step of updating our head offices into an open plan environment which has helped promote collaboration and a ‘One ACWA Power’ feel.

Each of the three themes covered in the People strategy has specific programmes and projects defined as part of it to enable our transformation into a world‑class employer that is recognised as a leader in promoting innovation, supporting entrepreneurialism and a place where talent is nurtured, developed and rewarded.

The organisation is not just committed to developing its internal workforce but also engaged in building and uplifting talent in the communities we operate in by partnering with local training institutes. Training is fundamental to our plans, and we continue to support the Energy and Water Academy (EWA), which currently trains around 800 graduates.

We are committed to increasing diversity and inclusion of women in our development programmes, consider diverse candidates during recruitment and promote colleagues based on merit to create a diverse workforce. The organisation is also working to intensify our local hiring in the 12 countries where we have a presence. As part of this we have already achieved a high localisation rate in all countries, except Bahrain and UAE, where we are committed to improve via the execution of our People strategy.

The Aspire performance management framework

Our new performance management process, ASPIRE, designed especially for ACWA Power, was fully extended to our NOMAC population in 2023. This has resulted in an integrated performance management process for the complete organisation across the Group, allowing us to assess and reward talent in a consistent manner. To further enhance the process, in 2023, we incorporated behavioural competencies in the performance management process to drive a consistent performance‑based reward system across the complete organisation. The complete performance management process, from goal setting to reviews, has now been incorporated on a single unified platform, available to all employees.

Inviting and empowering our people to succeed

To achieve our goal of full energy transition and serve our stakeholders successfully, we rely on a range of talents drawn from the diverse communities where we operate. People are central to ACWA Power and we aim to have an inclusive culture in which all employees have a sense of belonging and feel valued.

ACWA Power recognises that diversity has many dimensions, including but not limited to, race, ethnicity, gender, age, religion, language, education and socio‑economic background.

At the end of 2023, our workforce consisted of 3,701 employees (3,199 in 2022), spread across 12 countries.

Our employee accounting parameters include permanent full‑time employees (ACWA Power and NOMAC), excluding project company employed employees or short‑term/contractual employees. Previously, based on the old accounting method, we reported total full‑time employees for 2022 and 2021 as 4,062 and 3,920. We have restated the employee data for 2022 and 2021 to 3,199 and 2,860 in order to maintain consistency in our accounting methodology.

Female employees comprise 10.1% of the total workforce, a significant increase from 7.4% last year. However, this is still a low ratio compared to the global industry benchmark. We are committed to increasing the share of women in the total workforce as well as in management positions (see Diversity and inclusion). By the end of 2023, female employees occupied 10.4% of managerial and director‑level roles, a 2.6% increase from 2022.

The Company is committed to developing and using local talent wherever we operate, with a clear focus on uplifting the communities we serve. Our commitment to supporting local workforces was reflected in our employment of 2,074 local employees (2022: 1,807), representing 56% of the total workforce.

The following table demonstrates ACWA Power’s commitment to developing and using local talent and has a high level of local employment in the communities where we operate. The only exceptions to this are Bahrain, where we have been exploring additional talent pools to incorporate in our talent acquisition strategy, and the UAE, which is home to ACWA Power’s international office.

The standard entry‑level wage at ACWA Power in the various countries where we operate is from 20% to 300% higher than the local minimum wage.

Employee engagement – attracting, retaining and developing our people

In line with the new People strategy, we are also focusing on providing a fulfilling and rewarding employee experience and on having one talent pool. We now have a single global HR Information system, with employee and manager self‑service capabilities, supported via a knowledge database allowing employees to have easy access to required information and providing them with the ability to service most of their needs independently, without a need for follow‑ups.

Employee training and development

Energy transition takes ambition
ACWA Power plans to be the best employer in the region

As the organisation embarks on an exciting phase of ambitious growth and expansion, it is crucial to recognise the pivotal role our future leaders will play in our success. It is therefore important to nurture and transform our leaders, both personally and professionally. In today’s business landscape effective leadership is more than just a skill, it is a strategic imperative.

To achieve our planned growth and ensure we use existing talent, the organisation has launched several leadership programmes to develop and nurture our leaders of tomorrow.

Energy transition takes ambition
ACWA Power plans to be the best employer in the region

Leadership Accelerator Programme

To grow our internal talent, this programme is designed to accelerate leadership and build strong capabilities. The Leadership Accelerator Programme is a specialised and intensive development initiative, designed to identify, nurture and fast‑track high potential individuals within ACWA Power. It targets high potential, mid‑management level employees who are identified as having the capacity to take leadership roles or make significant impact on their growth. The programme aims to prepare participants for increased responsibility and leadership positions in a shorter time frame than traditional career progression might allow. It focuses on two leadership positions in ACWA Power, Executive Management Officer (EMO) and Plant General Manager (PGM). Through this programme, the participants are able to collaborate extensively, have access to experts, mentors and coaches, and opportunities to closely interact and network with senior leaders and executives. It is a 12 month programme, delivered in partnership with Hult EF.

Executive Leadership Transformation Programme (Flagship programme)

This is a unique opportunity designed to enable leaders to navigate the future. As leaders embark on this transformative journey, they are empowered to shape their learning and encouraged to seize the opportunities provided to them to further hone their leadership skills and foster internal growth.

As part of the programme, participants will enrol in four experiential modules held in different countries (Switzerland, the Kingdom, UAE) over eight or nine months. Each experiential module covers specific topics co‑designed by IMD Faculty and ACWA Power leaders. Between each experiential module there are sessions led by the CEO (CEO Coffee Chats) and sessions led by the Management Committee (MC Roundtable) and sessions led by external guest speakers. In addition, there are 1:1 executive coaching and group coaching engagements and webinars with an IMD Faculty.

After the course, participants will have a senior leader mentor for one year to support their ongoing learning and career growth within the organisation. The programme requires dedication and commitment from the participant and is fully supported by senior management and the People and Culture team members and it prepares them for our senior‑level roles as the next generation of leaders.

Revamped Graduated Development Programme

To build our future talent pipeline, the existing Graduate Development Programme has been revamped to align with future needs. It will be a year‑long programme targeted at recent graduates and designed to foster their professional growth and equip them with the skills needed to excel in their respective fields. The programme combines on‑the‑job assignments, cross‑functional rotations, formal in‑person learning, informal social learning including coaching, mentoring from ACWA Power experts, exposure events, as well as a Capstone Project to solve critical industry challenges faced by ACWA Power. In partnership with BTS, the Company has developed a customised programme targeting five key capabilities:

• Leading self.
• Driving projects success.
• Collaborating across the organisation.
• Contributing to a culture of innovation.
• Creating value for ACWA Power by understanding the ACWA Power business model.

The graduates will also be assigned business goals with their performance evaluated on a quarterly basis. A final evaluation will take place towards the end of the programme to assess their overall readiness to be placed for a permanent role within their respective functions.

The successful ACWA Power LinkedIn partnership

Continuous learning is critical to ensuring our talent stays engaged and up to speed on recent developments. Our partnership with LinkedIn provides us with more than 15,000+ digital learning resources on numerous topics, including business and leadership skills, operations management, financial management compliance training and tools.

In 2022, the use of our LinkedIn‑based learning programme increased by 13%. More than 90 employees undertook 39 external courses, or online learning modules, achieving a cumulative 22,507 learning hours.

LinkedIn partnership data for 2023:

• 743 of a total 1,000 licenses were activated by employees.
• Power and O&M employees have logged in 2,298 times, averaging four logins per user.
• Employees registered for 1,276 courses.
• 313 employees completed 676 courses.
• Employees spent 964 learning hours.
• Employees used over 40 LinkedIn courses to create ‘learning journeys’.

MISHKATY

MISHKATY is the internal branding used for ACWA Power’s Learning Management System (LMS). The platform functions as ACWA Power’s primary learning platform, available to the whole organisation, and contains a course repository of over 12,000 topics including soft and technical skills, HSSE and a leadership course delivered via world class e‑learning providers such as LinkedIn, Bookboon, GpiL, Safety Media, TTP and others.

The platform is integrated with ACWA Power’s employee HR information system, allowing access to over 3,400 ACWA Power employees in 2023.

MISHKATY data for 2023:

• In 2023, 3,380 employees used MISHKATY to complete various courses, accumulating a total of 32,549 training hours.
• Using the platform, 30 technical training journeys and 153 technical competence exams were developed and rolled out across the organisation.
• The platform provided 90 instructor‑led training sessions with topics covering soft, functional, and technical skills, and leadership training.
• A total of three new mandatory training courses were also launched, achieving a 95% completion rate.
• To enhance digital capabilities in agile, design thinking and user experience, the Company launched the digital transformation academy using the MISHKATY platform.

2023 learning demographics on MISHKATY, note that all the training data are verified by third‑party assurance:

• Male colleagues completed a total of 28,745 hours of learning
• Female colleagues completed a total of 3,804 hours of learning

Supporting our people’s well‑being

ACWA Power has prioritised employee well‑being as a fundamental aspect of our Company culture.

We give our corporate employees the flexibility to work from home and in their home countries and make digital collaboration tools available to maintain efficiency and productivity.

Our new flexible workplace policy and guidelines, introduced in 2023, have been very well received by our employees, allowing them to adjust their working hours based on personal needs or to work remotely if needed. With a diverse workforce made up of colleagues who are either local to the location of work or expats, employees can manage personal commitments or save commute time by adjusting their work hours or use the remote working option when visiting home and family during holidays or on other personal trips.

Overall, we give employees flexibility and empower line managers to support their teams with the focus on delivery rather than how, and from where, work is delivered.

We have produced guidelines to reward tenure within the organisation, with eligibility increasing based on years of service, irrespective of grade. We believe that this new model will bring many benefits to our organisation and our employees.

To enable people to manage changes to the way they live and work, we hosted webinars with external experts on a range of issues, including mental health, fitness and stress management. Our global emergency assistance programme, collaboration with ISOS, provided a 24/7 confidential medical and travel support service to our people and their families.

We have built wellness into our revised HR policies and included wellness and occupational health in our medical insurance benefits. Survey results showed 96% of respondents were satisfied with the support they received and 99% were aware of pandemic‑related safety protocols.

In 2023, we continued to build on our Employee Wellness Programme, which was initiated in March 2020 during the early days of remote work due to COVID‑19 lockdowns. We addressed all aspects of well‑being, including mental, physical, financial, social, and spiritual health. Throughout the year, we conducted monthly, and sometimes bi‑monthly wellness sessions, which were scheduled to align with both local and international occasions such as World Mental Health Day, World Safety Day, and Breast Cancer Awareness. Most sessions were conducted online, with some being hybrid.

We introduced fun and interactivity into our initiatives, with engaging campaigns like the summer and hydration campaigns, and a ‘fun at work’ challenge that involved both employee and personal improvement tasks.

Looking ahead to 2024, we are committed to sustaining these efforts and plan to introduce even more creative and engaging activities and events designed to further enrich the well‑being of our employees. We remain dedicated to ensuring our team’s holistic wellness by fostering a supportive and dynamic work environment.

Diversity and inclusion

ACWA Power is committed to providing equal opportunities for the female workforce on all levels in alignment with Saudi Vision 2030. As part of the 2022 corporate KPI setting, we set a target to have a minimum of 10% female representation in the Kingdom and 15% in UAE by end of the year 2023. This target will gradually increase on an annual basis to comply with the targets of Vision 2030. In 2023 we achieved 10.1% for the share by women of full‑time employees (up from 7.4% in 2022). The Company does not discriminate based on gender and offers the same grade‑based salary to both male and female recruits

In the Kingdom, including the sponsorship of 60 females currently in a vocational training programme, we increased total female hires by 57.8% compared to 2022.

In UAE we focused mainly on bringing in female graduates through our Graduate Development Programme.

For both the Kingdom and UAE, we are also exploring new, diverse talent pools, which will help us hire more women.

As part of ACWA Power’s efforts to have a diverse work environment, a specific function was created in 2022 to oversee diversity in the ACWA Power workforce. The oversight of our diversity and inclusion performance lies with the Chief Human Resources Officer, and the Management Committee is regularly updated on it.

In 2023 the Company ensured the implementation of strategies to attract a diverse pool of talent during the recruitment and hiring process. The Company ensures equal opportunity for all its internal and external candidates by not specifying gender, nationality, age, or disability in any job posting. We have increased the number of women in management through increased female recruitment in various management levels (VPs, Directors, Managers) as well as by promoting the already existing female staff to managerial roles.

The Company will provide training programmes and workshops to raise awareness among employees about diversity, inclusion, and unconscious bias. These initiatives will help foster a more inclusive work environment and promote understanding and respect among employees. As part of the People and Culture Strategy, there will be a female mentorship programme, as well as a female leadership programme.

The Company has a section in our Code of Conduct and Ethics Policy especially dedicated to promoting diversity and inclusion.

At ACWA Power, we value our differences in background, skills, perspectives, and thinking. We encourage everyone to collaborate, innovate, and perform to their full potential.

Employee benefits

In addition to their statutory benefits, all our employees are eligible for a bonus payment each year, depending on individual and Сompany performance.

As we aspire to be the best employer in the region, and to support our employees’ different lifestyle needs, we finalised a package of flexible benefits in 2023 which was rolled out in 2024. The benefits can be tailored to each individual to cater their needs and fully maximise their value, and include:

• Parents medical insurance
• Educational support for degrees and certifications
• Wellness programmes
• Daycare services support
• Connectivity support
• Transportation and vehicle‑related expenses

We also offer various other allowances for housing, transportation, toll‑fees, travel and mobile phones for all our employees.

The Company also harmonised several benefits across different business lines in the GCC region, impacting over 2,500 employees and enabling the organisation to deploy and allocate talent with ease, while ensuring internal equity.

Health and Safety

In 2023, ACWA Power undertook significant strides in Health, Safety, Security, and Environment (HSSE), guided by our overarching commitment to embedding accountability at the core of our operational ethos. Our concerted efforts, steered by the Safety Executive Committee (SEC) and the global Safety Task Force (STF), have established new benchmarks in safety and well‑being, both within the organisation and across our project sites.

Highlights of 2023

• Leadership‑driven safety initiatives: The SEC, comprising C‑Suite executives, has been pivotal in fostering a culture of safety and accountability across ACWA Power. Their bi‑weekly strategy sessions and implementation of key initiatives like behaviour‑based safety programmes have significantly enhanced our workplace safety standards.
• Safety Task Force’s proactive approach: The STF’s identification of nine key elements for safety enhancement led to the implementation of 42 actions. These actions ranged from updating HSSE procedures and revamping the Permit to Work System to intensifying leadership engagement in HSSE management, all contributing to a robust safety culture.
• Strategic shift to accountability in HSSE: 2023 marked a paradigm shift in our HSSE strategy, transitioning from traditional injury metrics to an accountability‑driven approach. This strategic realignment, focusing on people‑based safety and proactive management, has been fundamental in embedding a culture of safety and responsibility.
• Digital transformation in HSSE Management: Our adoption of digital tools, including AI for data analysis, has set a new standard in data‑driven safety management. These tools have enhanced our capabilities in predictive risk assessment and real‑time safety monitoring.
• Implementation of Third‑Eye AI technology: The deployment of Third‑Eye AI at key sites has exemplified our commitment to employing cutting‑edge technology in safety management. This AI‑powered monitoring system has been crucial in enhancing real‑time hazard identification and intervention capabilities.
• Employee engagement and participation: Our multi‑channel strategy for employee engagement in HSSE has fostered an inclusive environment, where every employee contributes to our safety journey. This approach reflects our dedication to surpassing industry standards in HSSE.
• Comprehensive occupational health services: The development of the Occupational Health Manual and the implementation of various health programmes underscore our commitment to employee well‑being and proactive health management.

Looking ahead to 2024

As we progress into 2024, ACWA Power is poised to build upon the successes of 2023. Our focus will be on further enhancing digital HSSE tools, expanding the deployment of Third‑Eye AI technology, and continuing to cultivate an accountability‑focused safety culture. Our strategic plans are aligned with our mission to not only ensure the safety and well‑being of our workforce but also to set new standards in sustainable and responsible business practices.

Executive Safety Committee: Driving HSSE excellence

ACWA Power is committed to the goal of eliminating workplace injuries. This commitment is led by our Safety Executive Committee (SEC), composed of top‑level C‑Suite executives, who are at the forefront of fostering a culture of safety throughout the organisation. This committee, which meets bi‑weekly, includes the CEO, COMO, CPMO, and the Global Head of HSSE. Their role is to regularly assess HSSE performance and to spearhead Company‑wide safety initiatives, providing strategic guidance.

The committee has launched several key initiatives, such as testing a behaviour‑based safety programme, ensuring the effectiveness of Safety Task Force actions, and implementing rigorous contractor due diligence. They are also focused on improving EPC HSSE plans and engagement, enforcing a zero‑tolerance policy, and enhancing the overall safety culture within the organisation. This includes introducing safety moments at the start of meetings, conducting management safety walkdowns, adopting digital tools, and investing in comprehensive employee training programmes. These efforts demonstrate our unwavering commitment to safety and continual improvement in our workplace.

Safety Task Force

In 2022, ACWA Power’s top leadership initiated a global Safety Task Force (STF) to enhance the organisation’s safety culture. This task force identified nine key elements, under which 42 actions were pinpointed for implementation at both corporate and site levels in 2023. These actions comprised on nine key elements and their major actions/initiatives are as follows:

• HSSE procedures update: ACWA Power reviewed and updated its HSSE procedures in alignment with international best practice. Key contents from these documents were transformed into short summaries and bilingual videos for broader accessibility and comprehension across the organisation.
• Permit to Work System: The PTW system for construction and operational scopes underwent a review and update. A PTW coordinator was appointed, and PTW roles at sites received training and reauthorisation to enhance safe work management.
• EPC management: ACWA Power detailed minimum requirements for EPC contractors in a new Owner Safety Specification (OSS) document. These standards are being incorporated into new EPC contracts, with EPC contractors being educated on ACWA Power’s HSSE expectations through workshops at corporate, regional, and project management levels.
• Leadership engagement: Corporate, BU, and project leaders at ACWA Power have documented engagement in HSSE management, which includes conducting safety walkdowns, site visits, standdowns post incidents, and incorporating safety moments in meetings.
• Training and competency: A comprehensive approach was adopted to enhance HSSE competency. This included establishing minimum HSSE competency pathways, training leaders in safety leadership, and line supervisors in hazard identification and stop work authority. Additionally, standard digital HSSE induction packages were developed for different employee categories.
• Structured communication: Company‑wide safety communications were strengthened. This includes defining 12 Life Saving Rules, drafting an HSSE Charter for management, and rolling out an anonymous digital HSSE reporting system to encourage safe performance and behaviour reporting.
• Recruitment and integration: HSSE involvement in key role hiring for construction projects has been emphasised. Training needs identified in individual development programmes are being addressed based on the developed HSSE competency pathways.
• Accountability measures: Documentation and measures have been put in place to reward and hold personnel accountable for HSSE performance, aligning with expected behaviours and individual KPIs.
• Digitalisation: Initiatives include AI‑enabled real‑time monitoring of safety conditions (Third Eye), introduction of a real‑time global platform (Power BI) for HSSE performance monitoring, and data retrieval for trend analysis and improvement.

These actions reflect ACWA Power’s commitment to advancing its safety culture and HSSE performance through strategic initiatives and innovative solutions.

Strategic HSSE Development

In 2023, ACWA Power’s Safety Executive Committee (SEC) spearheaded a strategic shift in HSSE performance measurement from the traditional focus on the absence of injuries to a more dynamic and preventive approach emphasising the presence of controls. This transition is pivotal in driving performance and aligning with the Company’s high consequence control focus. The SEC, including the CEO and other C‑Suite executives, played a crucial role in fostering this culture of safety throughout the organisation. Their efforts to implement behaviour‑based safety programmes and build a team dedicated to people‑based safety have been key, and improving contractor due diligence has contributed significantly to this paradigm shift.

The Safety Task Force (STF) developed a comprehensive framework to enhance ACWA Power’s safety culture in 2023. It advanced initiatives that included refining HSSE procedures and strengthening leadership engagement. Moreover, the STF’s recommendations laid the groundwork for the upcoming year’s strategies, focusing on establishing a unified HSSE system and activating the frontline workforce through safety culture initiatives.

For 2024, the SEC plans to continue enhancing digital frameworks, including the full integration of tools such as Third‑Eye, Synergi Life, SAP, and Oracle, to boost AI‑driven insights for HSSE decisions. These developments underscore the move towards predictive risk management and proactive safety measures.

The new innovative Site HSSE Score system introduced by the HSSE Core Team in 2023 exemplifies the new performance focus. It incorporates both proactive and reactive indicators to generate a safety performance heatmap and alert teams to deviations, allowing swift intervention. This system embodies the Company’s move towards a focus on the presence of controls, marking the beginning of a journey toward a deeper understanding of safety excellence beyond just the absence of injuries.

For 2024, the SEC will reinforce the emphasis on High Consequence Control (HCC) to manage and mitigate high‑severity risks proactively. The commitment to HCC is about ensuring robust controls are in place and functioning effectively, rather than merely recording the lack of incidents, which represents a reactive stance. The Site Safety Ranking System will continue to evolve, providing live and continuous monitoring to enhance the visibility of site performance for Executive Management Officers (EMOs) and plant General Managers (PGMs), facilitating immediate actions on critical items and continuous improvement.

ACWA Power’s strategic realignment in HSSE reflects its commitment to operational excellence and sustainable growth. Through a focus on HCC and the presence of robust controls, ACWA Power is positioning itself as a leader in safety performance, ready to meet the challenges of today and the opportunities of tomorrow.

Digital Evolution in HSSE Management

• In 2023, ACWA Power has taken significant strides in developing and implementing digital tools for Health, Safety, Security, and Environment (HSSE) performance, with plans to further enhance these initiatives in 2024.

HSE Insights through Artificial Intelligence (AI):

• Development in 2023: ACWA Power initiated a Proof of Concept (POC) with a third‑party to leverage AI for analysing vast amounts of structured and unstructured HSSE data. This included using Natural Language Processing (NLP) to analyse incident descriptions, identifying patterns, trends, and root causes that might be missed by human analysis.
• Plans for 2024: Following the success of the POC, ACWA Power plans to expand the scope of this project. This will involve more in‑depth data science and data modelling activities, focusing on a broader range of data sources. The aim is to evolve the AI analytics to predict and prevent incidents proactively.

HSSE KPIs & Training Data Digitalisation:

• Development in 2023: ACWA Power launched a digital dashboard for monitoring HSSE KPIs across various regions. This dashboard offers real‑time data, aiding in tracking site performance against KPI targets. Additionally, a centralised digital platform for HSSE training data reporting and monitoring was rolled out, enhancing the effectiveness of training programmes.
• Plans for 2024: The focus will be on refining these digital tools to provide insights and facilitate data‑driven decision‑making. Improvements may include advanced analytics, more comprehensive training modules, and integration with other digital HSSE tools.

Implementing Third‑Eye AI: a year of technological successes

In 2023, ACWA Power implemented the Third‑Eye, a cutting‑edge safety monitoring technology that uses artificial intelligence and camera systems to enhance safety management in construction and operational environments. Initially piloted by ACWA Power at the Hassyan project site, this technology has demonstrated significant potential in improving workplace safety. It offers a comprehensive approach to monitoring various safety aspects, such as the use of personal protective equipment, area control measures, vehicle operations, behavioural safety practices, emergency detection, and visitor tracking.

The AI component allows for in‑depth analysis of safety‑related data, enabling real‑time identification of potential hazards and facilitating prompt intervention. Its deployment at additional sites reflects ACWA Power’s commitment to leveraging advanced technology to ensure a safer working environment, by not only detecting but also predicting safety risks, thereby fostering a proactive safety culture.

AI camera‑powered safety monitoring technology across select project sites, following its successful pilot at the Hassyan project. The expansion for 2024 is set to further harness this technology’s capabilities.

Implementation in 2023:

• Deployment Sites: Third‑Eye deployment started at five key sites in the Kingdom and Uzbekistan, including three construction and two operational sites. These sites were chosen for their high worker numbers and the stage of construction work.
• Enhanced Capabilities: Building upon the initial use case at Hassyan, which focused on personal protective equipment usage detection, Third‑Eye’s capabilities were expanded. The technology now includes a broader range of use cases such as area controls, vehicle monitoring, behavioural safety, emergency detection, and visitor tracking.
• Collaboration and Integration: The ACWA Power HSSE, Digital, and Project Execution Oversight departments worked in tandem with technology vendors, Project Companies, and NOMAC teams on the ground. This collaboration ensured the effective implementation of the solution and enabled the recording and analysis of safety violations.
• Vendor Agreement: A global framework agreement was established with the technology vendor to secure preferential rates and standard terms for the deployment of Third‑Eye.

Plans for 2024:

• Expansion of Deployment: ACWA Power plans to significantly ramp up the deployment of Third‑Eye in 2024. The aim is to add 10 more sites, primarily in construction, to the current deployment.
• Real‑Time Safety Monitoring: The expanded deployment will aid site teams in monitoring and addressing safety issues in real time, enhancing overall site safety and efficiency.

This strategic implementation and planned expansion of the Third‑Eye AI technology demonstrate ACWA Power’s commitment to leveraging innovative digital solutions for enhancing safety across its projects. The focus on real‑time monitoring and the ability to address a wide array of safety‑related scenarios mark a significant step forward in the Company’s HSSE practices.

Enhancing employee participation in HSSE

At ACWA Power, employee participation, consultation, and communication in occupational health and safety are integral components of our organisational culture and strategy. We recognise the importance of actively involving our workforce in safety initiatives and value their insights in shaping our safety practices. Our approach is multi‑faceted, involving various platforms and activities to engage employees and stakeholders at all levels.

Key strategies and initiatives:

• HSSE Webinars and quizzes: since 2021, we have been conducting regular monthly webinars on safety topics, featuring expert speakers and incorporating Q&A sessions. These webinars are complemented by quizzes with awards, encouraging active participation and learning.
• Bimonthly HSSE campaigns: a programme of regular HSSE campaigns is conducted every two months to keep safety at the forefront of our operations.
• Safety moments and lesson sharing: we have standardised the sharing of safety moments and lessons learned, both from internal sources and industry‑wide incidents. This initiative ensures a continuous learning environment.
• Behavioural‑based safety programmes: these programmes have been developed and rolled out to cultivate a safety‑first mindset among our employees.
• HSSE competency pathways: tailored for our three workplace categories (Offices, O&M, and Projects), these pathways were created in consultation with employees and stakeholders. They incorporate trainees’ feedback and an evaluation process aligned with the Kirkpatrick Model, adjusted to suit our specific needs.
• Energy and Water Academy (EWA) programmes: EWA programmes include feedback mechanisms, assessments, and performance evaluations. A notable initiative in 2023 is the development of 30 HSSE Female Officers, incorporating comprehensive training and evaluation processes.
• Partnership with Shirin Energy College: this collaboration aims to provide training and educational opportunities for students, enhancing their future employment prospects. Regular information sessions with college management and students ensure alignment with educational and training pathways.
• NMES training centre concept: this concept includes immediate and long‑term solutions for training, emphasising the establishment of a dedicated facility and agreement processes.
• Enhanced HSSE communication: we are focused on improving the communication of HSSE‑related information through various channels like webinars, the intranet, HSSE hub, and events.
• Workshops with EPC contractors/partners: these workshops facilitate open communication and trust‑building between ACWA Power and its contracted parties, ensuring that feedback and insights are shared and acted upon effectively.

Through these diverse and comprehensive approaches, we ensure that our employees are not just participants but active contributors in shaping a safe and healthy work environment. This commitment to employee engagement in health and safety reflects our dedication to not only meeting but exceeding industry standards in HSSE.

Dedication to occupational health and wellness

ACWA Power has established a comprehensive approach to occupational health through the development of an Occupational Health Manual. This manual serves as a guideline for various protocols and programmes aimed at promoting and maintaining the health and well‑being of employees, especially in relation to occupational hazards and illnesses.

Key components of the occupational health services and programmes:

• Medical checkups: regular medical checkups are a cornerstone of ACWA Power’s occupational health services. These checkups are comprehensive and include various health parameters to ensure early detection and prevention of work‑related health issues.
• Health risk assessment: the Company conducts thorough health risk assessments to identify potential health hazards associated with different job roles and work environments. This proactive approach helps in mitigating risks and implementing targeted health interventions.
• Fatigue management: recognising the impact of fatigue on employee health and safety, ACWA Power has protocols in place for fatigue management. This includes measures to prevent fatigue‑related risks and strategies to manage fatigue effectively among employees, especially those in operationally critical roles.
• Technology‑specific risk assessment: the manual includes guidelines for technology‑specific risk assessments. This aspect ensures that health risks associated with specific technologies and processes are identified and managed appropriately.
• Preventive measures and programmes: the manual outlines various preventive measures and programmes designed to reduce the incidence of occupational illnesses. This might include vaccination programmes, ergonomic interventions, and awareness campaigns about occupational health hazards.
• Curative measures: in the event of occupational illnesses, the Company provides curative measures which may include treatment protocols, access to medical specialists, and rehabilitation services to support employee recovery.
• Continuous monitoring and improvement: ACWA Power’s approach includes continuous monitoring of the effectiveness of its occupational health services and programmes, with adjustments and improvements made as needed.
• Employee training and awareness: employees are educated about occupational health risks and the importance of preventive measures. Training sessions and awareness programmes are integral to ensuring that employees are well‑informed and equipped to take proactive steps in maintaining their health.

By implementing these comprehensive occupational health services and programmes, ACWA Power demonstrates its commitment to safeguarding the health and well‑being of its employees, particularly in relation to occupational hazards and illnesses. This holistic approach not only helps in preventing occupational diseases but also ensures the effective management and cure of such illnesses, should they occur.

Lost time injuries

The overall LTI rate was 0.01. This was achieved by adopting industry best practice, advanced monitoring tools, notably Synergi Life, compliance assurance programmes (such as OHSE (Occupational Health, Safety and Environment) and process safety audits), sharing of lessons learned and ongoing HSSE (Health Safety Security and Environment) training and development.

Local communities

Contributing to our communities

ACWA Power contributes to the communities in which it operates by encouraging and developing local service providers, suppliers and the local workforce to stimulate national talent and assist in developing energy transition initiatives.

Stimulating the Kingdom’s ingenuity

We continue to support the considerable potential of Saudi youth to originate progressive and sustainable ideas. To highlight the efforts of the next generation of innovators, ‘The Power is Within You’ is an initiative which includes an incubation programme designed to help develop winning ideas, using a dedicated training and mentoring process.

The programme empowers youth in the Kingdom to create, ideate and innovate in the power and water sectors. It is part of ACWA Power’s drive to achieve the renewable energy goals set out in Vision 2030 and builds on our successful track record of using cutting‑edge technology to transform operations.

Our community initiatives

ACWA Power has always considered itself to be an integral member of the communities in which it operates. We prioritise community engagement and address the most pressing issues our communities face with relevant CSR programmes. We are fully committed to community development, social responsibility and supporting sustainable livelihoods.

We channel resources to CSR initiatives wherever we operate – whether mandated by the terms of our agreements or not – and encourage our business units operating in diverse locations to factor CSR considerations into their operations. When launching CSR initiatives, due consideration is given to the diversity of regional cultures, values and customs.

Social contribution

The social contribution of ACWA Power has increased as the Company has grown, and in recognition of the fact that local communities share in the Company’s success.

ACWA Power’s flagship project is the Energy & Water Academy, formerly named Higher Institute for Water and Power Technologies (HIWPT); the Company has continued to invest in the institution as a powerhouse that provides technical training in renewable energy and water desalination for youth in the Kingdom. (See the CSR projects for more on this).

ACWA Power has also sponsored Shirin College in Uzbekistan to develop a training and education programme in renewable energy.

ACWA Power has sponsored other such educational initiatives in countries including Oman, South Africa, Turkey, Egypt and Morocco.

Beyond education and training, the Company has supported other community initiatives, for example, the work of the Emirates Marine Environmental Group (EMEG), which is protecting the marine habitat along the Hassyan coastline.

CSR spending

ACWA Power allocates a high proportion of its CSR budget to the Kingdom, Uzbekistan, Morocco and South Africa.

The Company prioritises education and employability in the Kingdom and Uzbekistan with EWA and Shirin College, respectively, and focuses on community development in Morocco and South Africa.

Major initiatives in 2023

Tree planting in 2023

Marco Arcelli,

CEO

How do you plant 10 billion trees in #SaudiArabia? One at a time.
Very happy to plant one tree at the SWEC nursery and be part of the Saudi Green Initiative!

Posted: September 2023

CSR projects

The Energy and Water Academy (EWA) in Rabigh, sponsored by ACWA Power

The academy has trained more than 15,000 trainees through diploma courses and development courses since its founding by ACWA Power in 2009. Formerly known as the Higher Institute for Water and Power Technologies, the academy has full accreditation from the Education and Training Evaluation Commission, Masar, and won the Best Work Environment award from the Great Place to Work organisation.

The academy is accredited by King Abdullah City for Renewable and Atomic Energy to provide training courses in the field of solar and photovoltaic energy, and has signed with eight companies since the beginning of 2023, with a total of 475 trainees, male and female.

We have received overwhelming response, with a total of 135,000 applicants. At the beginning of the new academic year in August 2023, EWA welcomed 800 trainees in energy, water desalination and other specialist industrial topics.

Furthermore, the academy is empowering Saudi women in the renewable energy, water, and occupational health and safety sectors, through a specific training programme, starting with employment, for 75 young women. ACWA Power is investing 90% of the cost of this training and sponsored 15 female trainees in 2023.

The academy comprises campus general services, an auditorium for assembly and exhibition, dining, recreation, and parking areas; a computer lab and workshops; a conference room; housing facilities for trainees, faculty, and staff; and a business centre for visitors to campus.

Marco Arcelli,

CEO

Today was by far my best day at ACWA Power! I visited the EWA – The Energy and Water Academy in #Rabigh for the graduation of 178 students who will now join NOMAC, ELSEWEDY ELECTRIC and other companies in the energy and water sector. They are the people who will ensure that our lights are on and that the water flows to fuel the growth of the beautiful country under Saudi Vision 2030. Looking at the passion in their eyes, and the competence of their trainers, I can tell you we are in good hands!
I am really proud to support this institution!

Posted: November 2023

The Energy and Water Academy (EWA) at Rabigh: solar PV carport on the campus

The solar PV carport is a significant project by EWA trainees; it provides a sustainable source of energy on the campus of about 300 kW capacity, enough to reduce power consumption at the academy by 25%. The carport has 516 solar panels on its roof and provides staff and guests with a place to park.

ACWA Power gave strong support to the project and was the primary sponsor, recognising that it encourages the use of clean energy and provides a learning environment for male and female trainees in renewable energy at the academy.

The Energy and Water Academy (EWA) at Rabigh: academic Building C project

ACWA Power sponsored a new academic building on the EWA campus, close to the mechanical workshop. The building has an elegant interior design and is fitted with all the components needed for smart classrooms.

Female trainees use the building, which can accommodate around 150 people. It features five rooms for academic classes, a computer lab with 20 seats, a canteen with a spacious coffee area for break times, and an office for staff. The structure, the first academic addition to the campus in 12 years, is a valuable facility for the growing number of trainees at EWA.

Morocco Social Project

Our CSR efforts in Morocco focuses on community developments and we have conducted more than 40 social initiatives in different areas, for example, in education we have conducted the following initiatives:

• Literacy: Literacy courses for the Women of Ghassate area.
• Academic support classes for middle school children of Ghassate.
• Cultural Workshops for middle school children of Ghassate.
• Organizing Academic guidance & orientation days.
• Supporting the Dar Talib & Dar Taliba fees.
• INDH + Agreement with the province for the management of the school bus service in the rural area.
• Purchase of schoolbooks.
• ‘Chill Out’ & ‘Lunch’ for children enrolled in Bennaji Middle School coming from far villages.

Uzbekistan Shirin College

Our flagship CSR initiative to enhance and transform Shirin College has been a continuous effort since 2021. In 2023 we have conducted several initiatives improve the college such as:

• ACWA Power enhancement program for all three grades.
• Innovation Projects.
• Employees Development Program.
• Partnership with EWA to transform the school in terms of curriculum development, training methods, and equipment.
• Students number:
  • 762 students (in three grades & special training groups)
• Graduates number:
  • 85 graduates (special groups)
  • First patch of 3rd grade will graduate in September 2024
• Applications number:
  • +350 applicants (per annum)

Support for education and training in technology at the EWA gives young people career opportunities and provides more expertise for energy transition.