Innovation Report 2026

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 2 DOCUMENT CONTROL Revision Issue Date Reason for Issue Prepared by: Reviewed by: Approved By 0 29.06.2026 First Draft Rawan Radwan Ahmed Saïdi

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 3 TABLE OF CONTENTS Message from the CEO 05 About FOIZ 08 Sustainability Ambition & Framework 17 Sustainability Highlights & Maturity 22 U.N. Sustainable Development Goals (SDGs) 25 Economic Perspective 30 Environmental Perspective 34 VOC Governance & Air Quality Management 38 Social Perspective 42 Governance & Compliance 47 Stakeholder Engagement 52 Appendix 54 GRI Content Index 67 Assurance Statement 74 Abbreviations & Glossary 76

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 5 FOIZ Innovation Hub The Fujairah Oil Industry Zone (FOIZ) is committed to fostering a dynamic culture of innovation, continuous improvement, and creativity across all departments and operations. As part of its strategic pillar "Innovation and Digitalization," FOIZ embraces forward-thinking approaches to reimagine processes, elevate service delivery, and position itself as a regional leader in the energy sector. This Innovation Procedure outlines the principles, mechanisms, and tools that will guide the organization in embedding innovation into its daily practices, encouraging employees to think boldly, act collaboratively, and pursue excellence in every initiative. Aligned with the FOIZ Vision: “To be the most innovative, principled, and value-driven Oil & Gas Zone in the region,” and supporting the objectives of the Fujairah Excellence Program, this procedure acts as a cornerstone in driving organizational agility, performance, and long-term value creation. Innovation Vision Statement : “To become a leading government innovation hub in legislation and the energy sector—empowering minds, accelerating digital transformation, and delivering future-driven solutions for a sustainable tomorrow.” Through the launch of the "FOIZ Innovation Hub", this procedure aims to inspire and institutionalize innovation, transforming ideas into impact and establishing a fertile ground for bold thinking, technological integration, and scalable successes across the zone.

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 6 Submission Process The following steps guide employees on how to successfully submit their innovative ideas. The FOIZ Innovation Idea Forms is accessible to all employees through the following methods: Online Via Link: click the link below or copy and paste the URL to web browser for accessing the form. You can always create a shortcut for this form on your desktop to access it easily. https://forms.cloud.microsoft/r/MAezpsT6jC Online Via QR code: Scan the below QR code by a smartphone or QR code scanner application to access the form. Physical Submission (Backup): In the event of a system shutdown or digital platform disruption, employees may submit their ideas using the Physical Idea Form to ensure business continuity.

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 7 Evaluation Process The Innovation Committee will review submissions quarterly and to ensure that submitted ideas are rigorously assessed and appropriately incentivized, FOIZ has established a metrics-based evaluation framework tied directly to the benefits each idea brings to the organization. Evaluation Criteria Category Score (1–5) Description Clarity 1 – 5 Assessing how well the problem and solution are clearly articulated. Strategic Fit 1 – 5 Evaluating alignment with FOIZ’s strategic pillars, goals, and vision. Innovation Level 1 – 5 Assessing the novelty of the idea (incremental vs. disruptive). Feasibility 1 – 5 Evaluating practicality of implementation within existing resources. Impact Measuring the projected benefits of the idea in terms of: 1 – 5 Efficiency improvements Return on investment (ROI) Cost saving Revenue enhancement Scalability Non-financial benefits (e.g. Environmental, etc) Total 5 - 25 Evaluation Outcomes  Ideas scoring 12 or above: Presented to the Innovation Chairperson for final approval.  Ideas scoring below 12: Returned to the innovator with feedback for revision or archived for future consideration. All results will be formally communicated to the respective innovators.

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 8 Recognition and Rewards System: To promote innovation and recognize valuable contributions, FOIZ has established a tiered rewards structure linked to the tangible outcomes and impact of each idea: Category Criteria Reward 1. Idea Generation Phase Top 3 highest-scoring ideas annually (not yet implemented) Branded Gift Pack Department with the highest number of ideas scoring 8+ Gift cards (min AED 200 per staff member) 2. Completion & Monitoring – Non- Financial Benefits Cost savings between 1–10% Operational efficiency improved by up to 20% Minor alignment with FOIZ strategic vision (e.g., sustainability) 20% increase in annual bonus 3. Completion & Monitoring – Financial Benefits Recurring annual financial benefits (ROI, revenue growth, cost savings >10%) 30% increase in annual bonus One-time financial benefits >10% 10% increase in current year’s bonus (one-time) 4. Completion & Monitoring – Strategic or Disruptive Initiatives Transformational impact on FOIZ’s reputation, regulatory performance, marketing, or business development 50% increase in the current year’s bonus This structured reward framework ensures a fair and transparent approach to recognizing innovation. It encourages ideation, aligns with FOIZ’s strategic objectives, and fosters a culture of continuous improvement, collaboration, and employee engagement.

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 9 Key Roles and Responsibilities Role Responsibilities FOIZ Director  Allocate necessary resources to ensure effective implementation of the Innovation Procedure and the approved projects. Provide strategic guidance and advisory support as needed. Business Development & Strategy Department Track and report innovation performance using defined KPIs and analyse results. Innovation Committee  Monitor the flow and lifecycle of submitted ideas from intake to implementation.  Identify challenges, explore opportunities, and recommend improvements to the innovation process.  Communicate project status updates and committee decisions to relevant stakeholders.  Conduct quarterly meetings (and ad-hoc sessions as needed) to evaluate submitted ideas. Decide on idea approval and reward eligibility based on predefined evaluation criteria. Project Lead  Lead the execution of approved innovation projects. Ensure project milestones are achieved, and progress is reported. Department Heads  Promote innovation within their teams. Encourage staff to actively engage in idea generation and submission. Finance Department Allocate and monitor the budget for approved innovation projects and the reward system. HSEQ Department Conduct biannual audits of the innovation process to ensure compliance, transparency, and effectiveness. HR Department Coordinate and administer the reward system based on Innovation Committee evaluations.

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 11 Summary of Submitted Ideas & Scoring Outcomes The Innovation Hub exercise generated a strong portfolio of employee-driven ideas across digital transformation, operational efficiency, employee wellbeing, sustainability, revenue generation, cybersecurity, enterprise intelligence, and strategic growth opportunities. A total of 32 innovation ideas were submitted by employees and teams from different departments, reflecting a healthy level of engagement and a growing internal appetite for improvement, modernization, and value creation Each idea was reviewed and assigned a score based on five criteria: clarity, strategic fit, innovation level, feasibility, and impact. The scores provide an initial prioritization view and help distinguish between ideas that are ready for implementation, ideas that require further refinement, and ideas that may be considered as long-term strategic opportunities. The overall outcome shows that FOIZ employees are not only submitting incremental improvement ideas, but also proposing more ambitious concepts linked to enterprise intelligence, sustainability, future fuels, institutional capability, employee experience, stakeholder engagement, and new revenue models. This is an important sign of cultural maturity: innovation is being understood not merely as technology adoption, but as a practical mechanism to improve how FOIZ works, serves, grows, protects its reputation, and prepares for the future. The highest-scoring idea was the FOIZ Innovation Lab, which received a full score of 25/25, followed by the HR Annual Leave Calculator with 21/25, and Co-pilot Studio with 20/25. Several other ideas scored strongly, including NATA’IJ – FOIZ’s Integrated Strategic Performance Intelligence Platform, D365 License Reconsideration, Website Behavioral Analytics, and Employee Monthly Time Off. At the same time, the scoring exercise highlighted that some ideas require additional clarification, feasibility assessment, cost validation, ownership definition, or risk review before they can move forward. A number of finance-related digital ideas were submitted but not yet scored, indicating that they may need to be assessed in the next review cycle. The report recommends organizing the submitted ideas into four implementation pathways: Immediate Quick Wins, Priority Pilots, Strategic Projects, and Long-Term Exploration Concepts. This will allow FOIZ to maintain momentum while ensuring that higher-complexity ideas receive the appropriate due diligence before investment. Key Facts at a Glance 32 26 15.4 25 6 7 Ideas Submitted Ideas Scored Avg Score / 25 Top Score Departments Innovators

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 12 Innovation Pipeline at a Glance Of the 26 scored ideas, the portfolio resolves into four execution pathways. The pipeline is weighted toward near-term value: 10 ideas (38%) are ready for immediate delivery or short-term piloting, while 16 ideas carry strategic or exploratory horizons that warrant staged due diligence. Figure 1: Innovation pipeline by decision tier (26 scored ideas). 3 7 11 5 Immediate / Strategic Priority Pilot Strategic Project Long-Term Exploration

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 13 Purpose of the Innovation Hub Meeting The Innovation Hub meeting was held to review the innovation ideas submitted by employees, discuss their relevance to FOIZ’s priorities, and provide an initial structured assessment of their potential value. The session served as both a review platform and a culture-building mechanism, encouraging employees to think beyond their daily responsibilities and contribute to FOIZ’s wider transformation journey. The meeting had four main objectives: 1. To capture and recognize innovation ideas submitted by employees across departments. 2. To assess each idea using a common scoring logic covering clarity, strategic fit, innovation level, feasibility, and impact. 3. To identify ideas that could be implemented quickly, piloted in the short term, or developed into larger strategic initiatives. 4. To strengthen the role of the Innovation Hub as a recurring mechanism for idea generation, review, prioritization, and institutional learning. The meeting also reinforced the message that innovation at FOIZ should be practical, purposeful, and aligned with institutional priorities. Innovation does not have to be limited to major technology projects. It can include cost saving, process simplification, employee experience enhancement, stakeholder communication, risk reduction, sustainability activation, digital visibility, and new business opportunities.

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 14 Overview of Submitted Ideas A total of 32 ideas were submitted through the Innovation Hub. The ideas covered a wide range of themes, reflecting the diversity of employee perspectives and the different types of value that innovation can create. At the upstream interface, FOIZ connects to global supply networks, receiving crude oil and refined products through marine terminals and associated logistics infrastructure. These inflows position FOIZ as a critical intake and aggregation point, linking international producers to regional and global energy systems without directly participating in extraction or production activities. The midstream segment represents FOIZ’s core domain of influence and strategic strength. Within this space, FOIZ enables and regulates a dense industrial ecosystem comprising storage terminals, tank farms, processing facilities, and supporting infrastructure. Its role is fundamentally one of governance and enablement ensuring operational safety, regulatory compliance, and infrastructure efficiency. Through licensing frameworks, inspection regimes, and performance monitoring systems, FOIZ maintains oversight of one of the world’s most significant energy storage and handling hubs while facilitating seamless industrial operations at scale. At the downstream interface, FOIZ supports the outflow of energy products toward regional and international markets. This includes enabling bunkering activities, fuel distribution, and trading flows, all integrated with broader maritime and logistics networks. While FOIZ does not operate these activities directly, its infrastructure and regulatory environment are essential in ensuring reliability, speed, and competitiveness in market access. Where Ideas Came From The 32 ideas were distributed across six departments. Business Strategy and Support Services led participation with 10 ideas each (31% apiece), followed by Finance with 8 (25%). Participation from smaller functions confirms that engagement is broad rather than concentrated in a single team.

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 15 Figure 2: Distribution of submitted ideas by department. Table 1: Department contribution to the idea portfolio. Department Ideas Share Scored Business Strategy 10 31% 10 Support Services 10 31% 9 Finance 8 25% 3 Management 3 9% 3 Projects 1 3% 1 When Ideas Were Submitted Submissions accelerated sharply in 2026, peaking at 12 ideas in April as the Innovation Hub gained visibility. The trajectory demonstrates growing internal appetite once a structured channel was made available. Figure 3: Idea submissions over time. 31% 31% 25% 10% 3% Business Strategy Support Services Finance Management Projects 4 1 5 1 2 3 12 3 1 0 2 4 6 8 10 12 14 Sep 2024 Mar 2025 Jul 2025 Aug 2025 Feb 2026 Mar 2026 Apr 2026 May 2026 Jun 2026

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 16 Table 2: Innovation themes represented in the portfolio. Theme / Value Driver Ideas Focus Strategic 25 Strategic positioning, alignment and growth Operational 15 Process simplification and day-to-day efficiency Cost-Saving 10 License rationalisation and avoided spend ROI / Revenue 9 New income streams and commercial models Environment 5 Sustainability, carbon and clean energy Other drivers 5 Excellence, safety, wellbeing, community, reputation

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 17 Scoring Overview The scoring framework assessed ideas against five dimensions: 1. Clarity – How clearly the idea was explained. 2. Strategic Fit – How well the idea aligns with FOIZ priorities. 3. Innovation Level – The degree of novelty or creative value. 4. Feasibility – How realistic the idea is to implement. 5. Impact – The potential value or benefit to FOIZ. Out of the 32 ideas submitted, 26 ideas received positive scores, while 6 ideas were recorded with a score of zero, mainly because they appear to require further scoring, validation, or completion of evaluation data. The average score among scored ideas was approximately 15.4 out of 25, with a median score of 14 out of 25. This suggests that the submitted portfolio contains a healthy mix of ideas: some ready for immediate action, some requiring refinement, and some more suitable for longer-term exploration. The score distribution can be interpreted as follows: Score Range Interpretation Number of Ideas 20–25 High-priority / flagship ideas 3 17–19 Strong candidates for prioritization 5 14–16 Selective pilots or improvement ideas 9 12–13 Ideas requiring refinement or further validation 9 20–25 High-priority / flagship ideas 3 17–19 Strong candidates for prioritization 5 The scored portfolio follows a classic innovation funnel: a small set of flagship ideas (20–25), a band of strong candidates (17–19), and a broad base of pilots and refinement opportunities (12–16). The shape is healthy — selective at the top, with depth to sustain a multi-year pipeline. Figure 4: Number of ideas by score range. 3.0 5.0 9.0 9.0 0 1 2 3 4 5 6 7 8 9 10 20–25 17–19 14–16 12–13

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 18 Performance by Evaluation Criterion Averaged across all scored ideas, Clarity (3.58) and Strategic Fit (3.23) were the strongest dimensions, while Feasibility (2.65) and Impact (2.88) were the weakest. Ideas are well articulated and well aligned, but implementation realism is the most common constraint. Figure 5: Average score by evaluation criterion (scale 1–5). 3.6 3.2 3.1 2.7 2.9 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 Clarity Strategic Fit Innovation Feasibility Impact

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 19 The Ideas Rank Idea Innovator Clarity Strat.Fit Innov. Feas. Impact Total 1 FOIZ Innovation Lab Rawan Radwan 5 5 5 5 5 25 2 HR Annual Leave Calculator Farooq 4 3 5 5 4 21 3 Co-pilot Studio Farooq 4 4 5 3 4 20 4 NATA’IJ – FOIZ’s Integrated Strategic Performance Intelligence Platform Ahmed Saidi 4 4 3 4 4 19 5 D365 license re-consideration Farooq 5 4 3 4 3 19 6 Employee Monthly Time Off Rawan Radwan 4 4 2 4 4 18 7 Website behavioral Analytics Farooq 4 4 4 4 2 18 8 FOIZ Human Capital Operating System: Capability & Leadership Excellence Ahmed Saidi 4 4 3 2 4 17 9 FOIZ Green Day – Growing a Sustainable Ecosystem Ahmed Saidi 4 4 2 3 3 16 10 Terminal Master Inventory Farooq 4 4 3 3 2 16 11 Satellite Internet Farooq 4 3 3 3 2 15 12 FOIZ Advertising Panels Farooq 4 3 3 2 3 15 13 Natural Hydrogen Mining: Fujairah's Untapped Geological Opportunity Mike Hawa 3 3 4 1 3 14 14 FOIZ EYE – Integrated Digital Command & Enterprise Intelligence Platform Ahmed Saidi 3 3 3 2 3 14 15 FOIZ Similar Domain Registration Farooq 4 4 2 1 3 14 16 FOIZ E- Magazine Rawan Radwan 4 3 2 3 2 14 17 Advertisement using Microsoft/Google Advertise Farooq 3 3 4 2 2 14 18 Nursery at FOIZ New Business Park Reem Aldhanhani 3 2 3 2 3 13 19 Two Hours of Happiness Reem Aldhanhani 3 3 2 3 2 13 20 The Knowledge Bridge - A FOIZ Initiative to Align Fujairah's Academic and Research Institutions with the Emirate's Industrial Future Mike Hawa 3 3 2 2 3 13 21 Badminton Ground in ERC Bay Farooq 3 3 2 3 2 13 22 Gold, an anti-deflationary protection to employee salaries (& bonus) Mike Hawa 3 1 4 1 3 12 23 Hybrid Bulk Water: Natural Imported Drinking Water Bottled in the UAE Mike Hawa 3 1 4 1 3 12 24 Chat Bot for FOIZ Website Rabin Mohammed 3 3 2 3 1 12 25 Fujairah Carbon Hub: Sequestration, Accreditation & Trading Platform Mike Hawa 2 3 3 1 3 12 26 Recreational Room - ERC FF Terrace Farooq 3 3 2 2 2 12

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 20 Highest-Ranked Ideas — Visual Summary The ten highest-scoring ideas span digital enablement, people experience, enterprise intelligence and sustainability — confirming that the strongest concepts are not confined to a single theme. Figure 6: Top 10 ideas by total score (out of 25). Table 3: Top 10 ideas — executive comparison. # Idea Innovator Department Score Status Decision Tier 1 FOIZ Innovation Lab Rawan Radwan Executive Secretary 25 Hold Immediate / Strategic 2 HR Annual Leave Calculator Farooq Support Services 21 Completed Immediate / Strategic 3 Co-pilot Studio Farooq Support Services 20 New Submitted Immediate / Strategic 4 NATA’IJ Performance Platform Ahmed Saidi Business Strategy 19 New Submitted Priority Pilot 5 D365 License Reconsideration Farooq Support Services 19 New Submitted Priority Pilot 6 Employee Monthly Time Off Rawan Radwan Management 18 New Submitted Priority Pilot 7 Website Behavioral Analytics Farooq Support Services 18 New Submitted Priority Pilot 8 Human Capital Operating System Ahmed Saidi Business Strategy 17 New Submitted Priority Pilot 9 FOIZ Green Day Ahmed Saidi Business Strategy 16 New Submitted Priority Pilot 10 Terminal Master Inventory Farooq Business Strategy 16 In-Progress Priority Pilot 16.0 16.0 17.0 18.0 18.0 19.0 19.0 20.0 21.0 25.0 0 5 10 15 20 25 Terminal Master Inventory FOIZ Green Day Human Capital Operating System Website Behavioral Analytics Employee Monthly Time Off D365 License Reconsideration NATA’IJ Performance Platform Co-pilot Studio HR Annual Leave Calculator FOIZ Innovation Lab

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 21 Strong Candidates Five ideas scored in the 17–19 band — strategically valuable concepts that are close to ready and merit prioritisation in the next planning cycle. The table below distils each into its strategic value, principal risk and recommended action. Table 4: Strong candidates (scores 17–19) — strategic assessment. Idea Innovator Score Strategic Value Primary Risk Recommendation NATA’IJ Performance Platform Ahmed Saidi 19 Links strategy to KPIs with real-time, role- based performance visibility Adoption and disciplined KPI upkeep Approve as priority pilot; backend already built D365 License Reconsideration Farooq 19 Right-sizes licences to actual usage, ~USD 5,000 annual saving ISV module compatibility on tier change Validate usage and action at renewal Employee Monthly Time Off Rawan Radwan 18 Structured wellbeing lever improving morale and retention Business- continuity and fairness across teams Pilot with clear guidelines and manager approval Website Behavioral Analytics Farooq 18 Free behavioural insight (Clarity) to improve digital UX E-Gov permissions; site-code risk Run a scoped, low-risk trial on key pages Human Capital Operating System Ahmed Saidi 17 Integrates leadership and talent development for excellence readiness Cross- department alignment and adoption Phase in via existing HR frameworks Selective Pilot Ideas Nine ideas scored 14–16 — promising concepts suited to lightweight, time-boxed pilots that test value before any significant commitment. Table 5: Selective pilot ideas (scores 14–16). Idea Innovator Department Score Recommended Next Step FOIZ Green Day Ahmed Saidi Business Strategy 16 Run as a low-cost annual sustainability activation Terminal Master Inventory Farooq Business Strategy 16 Pilot the SharePoint master-file model with one terminal Satellite Internet Farooq Finance 15 Cost a single-branch resilience trial for emergencies FOIZ Advertising Panels Farooq Support Services 15 Test commercial appetite via an advertiser feasibility check Natural Hydrogen Mining Mike Hawa Business Strategy 14 Commission a scoping study with MOEI engagement FOIZ EYE Intelligence Platform Ahmed Saidi Business Strategy 14 Define a phased integration scope before build

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 22 Idea Innovator Department Score Recommended Next Step FOIZ Domain Registration Farooq Finance 14 Action quickly as a low-cost brand- protection measure FOIZ E-Magazine Rawan Radwan Management 14 Trial one digital issue with departmental focal points Microsoft / Google Advertising Farooq Support Services 14 Run a small, measured paid-media experiment Ideas Requiring Further Refinement Nine ideas scored 12–13 and six finance-related digital ideas remain unscored. These require additional clarity, costing, ownership or feasibility validation before they can progress. They are parked rather than closed. Table 6: Ideas requiring refinement (scores 12–13) and unscored submissions. Idea Innovator Score Recommended Action Nursery at FOIZ Business Park Reem Aldhanhani 13 Validate demand, operator model and regulatory path Two Hours of Happiness Reem Aldhanhani 13 Merge with the wellbeing pilot to avoid overlap The Knowledge Bridge Mike Hawa 13 Define ownership and convert MOUs into a workplan Badminton Ground in ERC Bay Farooq 13 Confirm low-cost feasibility as a staff-amenity quick win Gold Salary-Protection Scheme Mike Hawa 12 Refer to Finance for risk and governance review Hybrid Bulk Water Mike Hawa 12 Assess regulatory route before further work Chat Bot for FOIZ Website Rabin Mohammed 12 Re-scope alongside Co-pilot Studio for synergy Fujairah Carbon Hub Mike Hawa 12 Stage as long-term exploration with a scoping brief Recreational Room – ERC Terrace Farooq 12 Verify structural feasibility before costing 6 unscored finance / digital ideas Various — Schedule for scoring in the next review cycle

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 23 Innovator Analysis Seven individuals and teams contributed the 32 ideas. The analysis below separates volume (who is generating ideas) from quality (whose ideas score highest), since the two tell different stories. Figure 7: Ideas submitted by innovator. Figure 8: Average score by innovator (out of 25, scored ideas only). Table 7: Innovator contribution and quality. Innovator Ideas Scored Avg Score /25 Best Score Farooq 16 11 16.1 21 Mike Hawa 5 5 12.6 14 Ahmed Saidi 4 4 16.5 19 Rawan Radwan 3 3 19.0 25 Reem Aldhanhani 2 2 13.0 13 1.0 1.0 2.0 3.0 4.0 5.0 16.0 0 2 4 6 8 10 12 14 16 18 IT Team Rabin Mohammed Reem Aldhanhani Rawan Radwan Ahmed Saidi Mike Hawa Farooq 16.1 12.6 16.5 19.0 13.0 12.0 0.0 5.0 10.0 15.0 20.0 25.0 Farooq Mike Hawa Ahmed Saidi Rawan Radwan Reem Aldhanhani Rabin Mohammed

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 24 Innovator Ideas Scored Avg Score /25 Best Score Rabin Mohammed 1 1 12.0 12 IT Team 1 0 — — Department Analysis Looking at quality rather than volume reveals where the strongest ideas originate. Average score by department complements the participation view in the Overview section. Figure 9: Average score by department (out of 25, scored ideas only). Table 8: Department participation and quality. Department Ideas Scored Avg Score /25 Share Business Strategy 10 10 14.5 31% Support Services 10 9 16.3 31% Finance 8 3 13.3 25% Management 2 2 16.0 6% Executive Secretary 1 1 25.0 3% Projects 1 1 12.0 3% 14.5 16.3 13.3 16.0 25.0 12.0 0.0 5.0 10.0 15.0 20.0 25.0 Business Strategy Support Services Finance Management Executive Secretary Projects

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 25 Innovation Categories Each idea carries one or more value drivers. The category mix shows what employees believe innovation should deliver — and confirms a portfolio anchored in strategy and operations rather than novelty for its own sake. Figure 10: Ideas by value-driver category (ideas may carry several). Table 9: Innovation category summary. Category Ideas Interpretation Strategic 25 Dominant driver — alignment to FOIZ priorities Operational 15 Strong focus on efficiency and simplification Cost-Saving 10 Tangible spend reduction and avoidance ROI / Revenue 9 Appetite for new commercial models Environment 5 Sustainability and clean-energy positioning Excellence / Safety / Wellbeing 6 Culture, governance and people drivers Community / Stakeholder 2 Reputation and ecosystem engagement 1.0 1.0 2.0 2.0 2.0 5.0 9.0 10.0 15.0 25.0 0 5 10 15 20 25 30 Stakeholder Engagement Community / Social Employee Wellbeing Safety-Related Excellence Environment ROI / Revenue Cost-Saving Operational Strategic

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 26 HIGHLIGHTS Executive Dashboard — One-Page Summary A consolidated snapshot of the 2026 Innovation Hub cycle for board-level review. Table 10: Top ideas, innovators and departments at a glance. Top 3 Ideas Score Top Innovators Avg Top Departments Avg FOIZ Innovation Lab 25 Rawan Radwan 19.0 Executive Secretary 25.0 HR Annual Leave Calculator 21 Ahmed Saidi 16.5 Support Services 16.3 Co-pilot Studio 20 Farooq 16.1 Management 16.0 Table 11: Decision-tier pipeline and score distribution. Decision Tier Ideas Score Range Ideas Immediate / Strategic 3 20–25 (flagship) 3 Priority Pilot 7 17–19 (strong) 5 Strategic Project 11 14–16 (pilots) 9 Long-Term Exploration 5 12–13 (refine) 9 Idea Status Figure 11: Current status of all 32 submitted ideas. 27 1 2 2 New Submitted In-Progress Hold Completed

FOIZ INNOVATION REPORT 2026 All Rights Reserved — FOIZ 2026 | www.foiz.gov.ae 29 2025 The Innovation Hub meeting and scoring exercise represent an important step toward building a more structured innovation culture at FOIZ. The submitted ideas show that employees are thinking creatively about cost savings, digital transformation, employee wellbeing, sustainability, stakeholder engagement, and future strategic positioning.