Our Values
- Customer Orientation: Utmost dedication to achieve customer satisfaction, keeping transparency, gaining their trust and value their feedback; in order to improve the organization’s services
- Teamwork: Embed team work spirit through knowledge transfer as to achieve the organization’s ultimate objectives and goals
- Trust: To create a supportive ENVIRONMENT
by trusting each other’s good intent and make it a pillar of our culture - Ownership: To take a full responsibility for our work . We’ll keep our agreements and accept the consequences of our actions
- Innovation: The capability of providing and developing new innovative/diverse solutions seeking excellence
Strategy Implementation Results
Strategic KPIs
| Strategic Objective | KPI | Target for Q3 2013 | Actual Value* | Status |
| Enroll and maintain an accurate, comprehensive and up-to- date population register | Average registration capacity at registration centers and preventive medicine centers per day | 20,000 | 18241 | |
| Emiratis enrolled in the Population Register (%) | 98% | 95.22% | ||
| Residents enrolled in the Population Register (%) | 98.64% | 95.33% | ||
| Average daily registration of residents in the Population Register | 14000 | 14843 | ||
| Accuracy of data in the Population Register (%) | 95%.7 | 99.9% | ||
| Accuracy of fingerprinting (%) | 98% | 98.16% | ||
| Develop a secure, and integrated infrastructure enabling data access and exchange | Completion of secure infrastructure for data sharing (%) | 100% | 88% | |
| External partner satisfaction with information sharing processes and eServices (%) | 90% | %87.3 | ||
| Establish the ID card as the most valued card in the UAE | General awareness about card functions (%) | 90% | 88.44% | |
| Concluded/potential annual partnerships and MoUs (%) | 100% | 93.33% | ||
| To build a service-based organization focused on attaining objectives, improving customer service and establishing efficient result-oriented internal services. | Occupational satisfaction (%) | 78% | 88.06% | |
| Customer satisfaction (%) | 85% | 91% | ||
| Attaining revenues as set by approved budget (%) | 100% | 156.55% | ||
| Emiratisation among leadership category (%) | 100% | 100% | ||
| Emiratisation among supervisory category (%) | 100% | 100% | ||
| Emiratisation among executive category (%) | 100% | 100% | ||
| Emiratisation among professional and technical category (%) | 90% | 100% | ||
| Job turnover rate for nationals |
5.51 | 5.32 |
Operational KPIs :
| Strategic Objective | KPI | Target for Q3 2013 | Actual Value* | Status |
| Enroll and maintain an accurate, comprehensive and up-to- date population register | Customer complaints resolved on time/total complaints (%) | 77.64% | 88.54% | |
| Remarks resolved within specified time (%) | 80% | 97.18% | ||
| Number of new eServices provided to facilitate registration | 2 | 4 | ||
| Internal customer satisfaction about the registration system (%) | 90% | 84% | ||
| Availability of the registration system (%) | 100% | 99.9% | ||
| Emiratis who renewed their ID cards/total expected number (%) | 95% | 91.49% | ||
| Returned cards by customers/total produced cards (%) | 1.50% | 0.13% | ||
| Rejected cards/total number of produced cards (%) | 1.7% | 1.67% | ||
| Satisfaction of government customers about the populations statistics service (%) | 85% | 87% | ||
| Maximum number of days database is broken down (except for planned time)/operational time | 2 | 0 | ||
| Develop a secure, and integrated infrastructure enabling data access and exchange | Number of agreements made to use the digital identity | 20 | 14 | |
| Completion of the electronic integration project (%) | 100% | 85% | ||
| Establish the ID card as the most valued card in the UAE | Number of implented activities, events and theme in the Marketing and Community Outreach Plan | 23 | 30 | |
| Number of implemented social participations | 18 | 33 | ||
| Completion of the the Marketing and Community Outreach Plan (%) | 100% | 99% | ||
| Distribution of the eCard reader/annual target (%) | 72% | 27.34% | ||
| To build a service-based organization focused on attaining objectives, improving customer service and establishing efficient result-oriented internal services | Completion of renewing ISO 27001 project (%) | 100% | 100% | |
| Employee awareness of Emirates ID objectives (%) | 85.33% | 86.36% | ||
| Employee satisfaction about internal communication (%) | 80% | 81.2% | ||
| Completed internal applications during the set period (%) | 95% | 75.49% | ||
| Customer satisfaction about the services (%) | 95% | 91.6% | ||
| New services provided (%) | 75% | 100% | ||
| Average time to complete tenders | 30 | 20.6 | ||
| Average time to complete practices (days) | 15 | 8.1 | ||
| Average time to complete direct purchasing orders | 7 | 5.09 | ||
| Average time to sign contracts | 30 | 36.58 | ||
| Supplier satisfaction about Emirates ID (%) | 85% | 82.76 | ||
| Average time to settle financial obligations for external customers | 10 | 6.6 | ||
| Number of days needed to close the accounts every 3 months | 16.5 | 8 | ||
| Spending from the budget without group 21 salaries (%) | 100% | 86.08 | ||
| Departments measured through implementing the strategy (%) | 100% | 100% | ||
| Projects that have been identified in the strategic plan (%) | 100% | 100% | ||
| Average suggestions for 100 employees | 110 | 112.23 | ||
| Implemented suggestions/proposed (%) | 30% | 46.43% | ||
| Average training hours for each employee in the leadership category | 17 | 18.5 | ||
| Average training hours for each employee in the supervisory category | 18.5 | 20.53 | ||
| Average training hours for each employee in the executive category | 16 | 13.61 | ||
| Average training hours for each employee in the specialized category | 12.47 | 17.93 | ||
| Trainees in the leadership category (%) | 100% | 100% | ||
| Trainees in the supervisory category (%) | 100% | 86.22% | ||
| Trainees in the executive category (%) | 100% | 94.44% | ||
| Trainees in the specialized category (%) | 100% | 96.55% |
Briefs the performance of the Strategic Plan
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