In 2025, that work entered a more deliberate phase. As ESG was formalised as a strategic pillar under Vision 2030, the focus shifted toward embedding a Group-wide framework that brings greater clarity, alignment, and accountability to efforts already underway. The objective was not to redefine purpose, but to strengthen consistency - ensuring that environmental and social initiatives are connected through a shared direction and understood as part of how the Group operates.

Within this framework, social impact remained a core driver across both environmental and social priorities. Rather than introducing entirely new streams of activity, the year centred on operationalising intent: connecting long-standing initiatives, aligning them with recognised standards and national priorities, and creating the conditions for more structured delivery over time. This reflects a fundamental belief that responsibility is not a programme to be activated, but a way of working that must hold across decisions, behaviours, and partnerships.

Throughout the year, initiatives spanned environmental stewardship, community engagement, inclusion, climate awareness, and employee wellbeing. Collectively, these efforts generated more than 1,500 volunteer hours. While this figure provides context, it does not capture the full measure of impact. More meaningful was the sustained participation across the Group - a practical indicator of a culture where contribution is embedded and where people consistently choose to engage.

Environmental action continued to be a key area of focus. Hands-on initiatives, including desert clean-ups, mangrove planting, and participation in the Clean UAE initiative, enabled direct local engagement and tangible contribution. Alongside this, the Group established a collaboration with Tree-Nation, extending impact beyond local initiatives to support global reforestation and biodiversity efforts. The AWR Group Corporate Rainforest was introduced as a long-term initiative, integrated into everyday operational practices such as onboarding and employee recognition, reinforcing the principle that environmental responsibility should be woven into how the organisation functions.

Social engagement and inclusion were addressed in parallel. Visits to the Rashid Centre for People of Determination and Dubai Autism Centre, alongside community support initiatives and activities focused on wellbeing and climate awareness, were designed to foster understanding, accessibility, and connection. Not all impact is outward facing, nor does it need to be. In many cases, value is created through intent, learning, and the quiet reinforcement of shared responsibility.

Partnerships played a critical role in enabling delivery and maintaining credibility. In 2025, the Group formalised a long-term collaboration with Emirates Environmental Group (EEG), strengthening environmental stewardship through expert-led engagement and alignment with established national efforts. During the same period, AWR Group became a signatory to the United Nations Women’s Empowerment Principles (WEPs), reinforcing an established commitment to gender equality, inclusive leadership, and responsible workplace practices. These steps reflect a clear understanding that credibility is built through alignment between values and action - and sustained over time through consistency.

Programme delivery was further supported through collaboration with Companies for Good and Goumbook, alongside a broader network of delivery partners who brought local insight and practical expertise across initiatives throughout the year.

Looking ahead, the priority is to build on this foundation. This includes strengthening impact measurement, deepening strategic partnerships, and embedding ESG considerations more fully into operational frameworks and decision-making processes. As the Group prepares to publish its first formal ESG report, the focus remains on ensuring that reporting reflects reality - grounded in progress made, informed by lessons learned, and positioned for long-term value creation.

This work is not episodic, nor is it defined by individual initiatives. It takes shape over time - through how resources are allocated, how partnerships are formed, and how responsibility is reflected in everyday decisions. That is where impact moves beyond intention and becomes practice.