State of Green Economy Report 2021

STATE OF GREEN ECONOMY REPORT 2021

2020: TOWARDS THE NEXT 50

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Title Sponsor

STATE OF GREEN ECONOMY REPORT 2021

We recognise that preserving our energy resources will be one of the greatest challenges in our drive towards sustainable development. This, however, will not materialise unless the different facets of our society adopt energy conservation principles in their core values. The future generations will be the chief beneficiary of our achievements and the best judge of what we accomplish in this field.

HIS HIGHNESS

SHEIKH MOHAMMED BIN RASHID AL MAKTOUM VICE PRESIDENT AND PRIME MINISTER OF THE UNITED ARAB EMIRATES AND RULER OF DUBAI

There has been much progress to date in the move towards a green economy, where economic growth and environmental responsibility are given equal importance in the development of a sustainable future. Indeed, the green economy is an engine of growth, providing opportunities for both the public and private sector.

HIS HIGHNESS

SHEIKH AHMED BIN SAEED AL MAKTOUM CHAIRMAN OF THE DUBAI SUPREME COUNCIL OF ENERGY

Dear Readers, I am pleased to present our new report, which highlights our progress towards a green economy. It also covers the policies that make the UAE a model for building a sustainable economy, achieving continuous growth without affecting natural resources or the environment. We are guided by the foresight of our wise leadership of His Highness Sheikh Khalifa bin Zayed Al Nahyan, President of the UAE; His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai; and His Highness Sheikh Mohamed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed forces, to promote sustainable development and a green economy.

This report highlights the key achievements of active institutions and organisations comprising practices and success stories that help drive the transition to a green economy.

These achievements are based on a vision that anticipates the future, in line with the UAE Centennial 2071, to ensure a happy and sustainable future for generations to come and to make the UAE the world’s leading nation.

Dubai is not only increasing its supply of clean energy; it is also becoming a shining example of a green economy. We support the UN Sustainable Development Goals (SDGs) 2030; and the Dubai Clean Energy Strategy 2050, launched by HH Sheikh Mohammed bin Rashid Al Maktoum, to provide 75% of Dubai’s total power capacity from clean energy sources by 2050. This is achieved through pioneering world-class projects, mainly the Mohammed bin Rashid Al Maktoum Solar Park, the largest single-site solar park in the world using the Independent Power Producer (IPP) model.

Dubai has achieved significant success by exceeding the targets set in the Dubai Clean Energy Strategy 2050.

The clean energy capacity share grew to around 9% of Dubai’s energy mix; exceeding, the target of 7% by 2020.

Dubai also exceeded the target of the Carbon Abatement Strategy two years ahead of the deadline. Carbon emissions in Dubai decreased by 22% in 2019, compared to the strategy’s target to reduce 16% of emissions by 2021.

The Dubai Supreme Council of Energy launched the Demand Side Management Strategy 2030 to reduce energy and water demand by 30% by 2030, to make Dubai a leader in energy efficiency in the region and around the world. This strategy features 11 programmes including Green Building Regulations; Building Retrofits; Outdoor Lighting; Efficient Cooling; ESMA Standards & Labels; Consumer Behaviour; Shams Dubai; Recycled & Ground Water Demand Management; Tariffs, Efficient Mobility & Smart Charging; and Fuel & Engine Efficiency.

Dubai Electricity and Water Authority (DEWA) is also working to be as efficient as possible in all its operations.

DEWA is recording multiple successes and achievements, ranking high amongst the most prestigious organisations in the world, and surpassing major European and American utilities. In 2020, DEWA achieved the lowest customer minutes lost per year (CML) in the world with 1.66 CML, compared to around 15 minutes in Europe, and reduced line losses from electricity transmission and distribution networks to 3.3% compared to about 6-7% in the USA and Europe. Water network losses decreased to 5.1% compared to around 15% in North America.

I am proud of these results, as they paint a larger picture of Dubai’s continuing progress towards a green economy for a brighter sustainable future, for generations to come.

HIS EXCELLENCY

SAEED MOHAMMED AL TAYER VICE CHAIRMAN OF DUBAI SUPREME COUNCIL OF ENERGY, MD & CEO OF DUBAI ELECTRICITY AND WATER AUTHORITY

Chapter Summary The year 2020 witnessed the launch of the biggest national strategy to prepare the UAE for the coming 50 years and for its Golden Jubilee celebrations in 2021. Federal and local governments coordinated their efforts, and individuals from all segments of the society came together to make progress in the areas of economy, education, infrastructure, health, and media.

The UAE State of Green Economy Report 2021 is dedicated to the UAE’s official theme for the year 2020 – ‘2020: Towards the Next 50’ – and showcases initiatives that will contribute to the country’s development for the upcoming 50 years.

The UAE has made enormous progress to diversify its oil-driven economy, with the energy sector leading the way as evidenced by the various alternative energy endeavours. Furthermore, the country continues to invest in other key sectors, such as tourism and entertainment, finance and trade, and manufacturing, setting itself on a trajectory of long-term growth.

The UAE’s wise leadership acknowledges that it is the young people who pave the way to a sustainable future, and continues to invest in its youth through targeted policies, and capacity-building programmes and initiatives to ensure they are equipped with future skills and continue to advance the country’s knowledge-based economy.

Education &

Chapter 2 Education & Knowledge Transfer

CH 2: Knowledge Transfer

The chapter features the following entities: Etihad ESCO, Tabreed, ACWA Power, EGA, Dubai South, among others.

Diversification CH 1: &Economic Business

Chapter 1 Economic Diversification & Business

The chapter features the following entities: Federal Youth Authority, UNDP, KHDA, among others.

CH 3:

The UAE is a global infrastructure hub, with its advanced road systems, busy airports and commercial seaports setting a standard in the region and beyond. For the UAE, the continuous economic growth goes hand in hand with exploring, investing in and applying innovative solutions to ensure the mobility and infrastructure sectors are green and sustainable.

Chapter 4 Food Security & Health

The chapter features the following entities: Office of the Minister of Food and Water Security, UN, FAO, DHA, among others.

Chapter 5 Media & Information Technology

The chapter features the following entities: Smart Dubai Department, Abu Dhabi Ports, MORO Hub, FCSC, among others.

Table of Contetnts

The UAE continues to embrace ICTs to improve the efficiency of its government operations, smart city solutions, citizen interaction, and more. The recent pandemic has accelerated the UAE’s progress towards a digital economy and digital media solutions, and the country recognises the digital economy as one of its priorities for the upcoming 50 years and beyond.

Media & Information CH 5: Technology

Food consumption in the UAE is growing due to the influx of tourists, and the overall population growth. With the rise in demand, comes the rise in the need for innovative solutions towards food security and well-being of the people. The UAE’s effective response to the novel COVID-19 spread is a testament to the country’s rapid mobilisation ability and crisis management readiness.

Food Security & CH 4: Health

The chapter features the following entities: Tabreed, DSCE, RTA, UAE Space Agency, Dubai Police, among others.

Mobility & Infrastructure

Chapter 3 Mobility & Infrastructure

Table of Contents CHAPTER 1

ECONOMIC DIVERSIFICATION & BUSINESS The Post Pandemic Economy, Sheikha Shamma Bint Sultan Bin Khalifa Al Nahyan

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Sustainable Development: Energy in the 21 Century, Faisal Al Raisi, Etihad ESCO

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Interview with Dr Yousif Al Hammadi, Tabreed

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The Green Free Zone Certification – Road to Recovery & Building Resilience, Dr Mohan Guruswamy, WFZO; Dr Pablo Izquierdo, Engie Solutions

25

Aluminium Industry Supports the UAE's Economy during the COVID-19 Outbreak, Abdulnasser bin Kalban, EGA

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How UAE Businesses Can Shape a Sustainable Blue Economy, Marina Antonopoulou, Emirates Nature-WWF

30

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Shifting Focus: Dubai South Propels the UAE's Economic Diversification Voyage, Dubai South

32

Realising the Potential of Nuclear Energy, ENEC

34

Making the Economic case for Renewables, Paddy Padmanathan, ACWA Power

38

Infographics: Transformational Trends: Drivers of Possibilities

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CHAPTER 2

EDUCATION & KNOWLEDGE TRANSFER Knowledge Transfer for Sustainable Communities

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From Education to Knowledge, Dr Hany Torky, UNDP

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Knowledge-driven Youth Pave the Way to a Sustainable Future, FYA

50

Infographics: Growth of the Private Education Sector in Dubai

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The Future of Education. It Is up to Each of Us to Shape It, Together, Dr Abdulla Al Karam, KHDA

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Knowledge Transfer is Key to Accelerating Sustainable Development, Dr Waleed Yagoub, EmiratesGBC

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Infographics: Private Education Landscape in Dubai 2020/21

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MOBILITY & INFRASTRUCTURE The Environmental Case for District Cooling, Bader Al Lamki, Tabreed

62 66

Interview with Ahmed Al Khatib, Expo 2020 Dubai

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HBMSU Smart Building: A Showcase of Sustainability and Efficiency, HBMSU

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Breaking Ground with Sustainable-Tech Entrepreneurship in the UAE's Construction Sector, Ramesh Jagannathan, StartAD

74

Interview with HE Saif Mohammed Al Suwaidi, GCAA

76 78

Interview with HE Mattar Al Tayer, RTA

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Space for the Benefit of All: The UAE Approach, The UAE Space Agency

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Interview with HE Munther Mohammed Bin Shekar Alzaabi, RAK Municipality

86

Skyline: A Showcase of Modern Police Buildings, Dubai Police

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Infographics: The Future of Mobility

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CH 3:

CHAPTER 4

Shaping our Future Together, Dr Dena Assaf, UN

96 98 102

Towards Food Security in the UAE and the Sub-Region, FAO

104

Achieving Food Security and Health through Knowledge, Faculty of College of Food and Agriculture, UAEU

106

Infographics: UAE's Response to COVID-19

108

CHAPTER 5

MEDIA & INFORMATION TECHNOLOGY 112

Interview with HE Younus Al Nasser, Smart Dubai

114

Interview with Dr Noura Al Dhaheri, Abu Dhabi Ports The UAE Utilises ICT to Promote Green Economy, TRA

117 120

Interview with Mohammad Bin Sulaiman, MORO Hub

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Building Competencies for Digital Transformation, New Media Academy

126

Infographics: UAE’s Rank in the United Nations E-Government Survey 2020

130

Sponsor Company Profiles

Media & Information CH 5: Technology

A While-of-Society Approach to Achieve Sustainable Development, Christiaan Coetzee, Marwa ElKabbany, Reem Al Hammadi, FCSC

Food Security & CH 4: Health

Interview with Dr Nahed Abdulkhaleq Monsef and Yousuf Mohammed Ibrahim Al Ali, DHA

Mobility & Infrastructure

FOOD SECURITY & HEALTH Food Security and the Green Economy, HE Mariam AlMheiri, UAE Minister of State for Food and Water Security

Education &

The Future of Mobility, Fatima Al-Foora Al Shamsi, Ministry of Energy and Infrsatructure

CH 2: Knowledge Transfer

Promoting Green Mobility in Dubai, HE Ahmad Buti Al Muhairbi, DSCE

Diversification CH 1: &Economic Business

CHAPTER 3

132 135

Acknowledgements

136

See You Next Year

137

Table of Contetnts

Infographics Sources

CHAPTER 1 Economic Diversification & Business

Diversification CH 1: &Economic Business

Education &

CH 2: Knowledge Transfer

CH 3:

Mobility & Infrastructure Food Security & CH 4: Health

Media & Information CH 5: Technology

Table of Contetnts

THE POST-PANDEMIC ECONOMY

BY SHEIKHA SHAMMA BINT SULTAN BIN KHALIFA AL NAHYAN AS SOCIETIES ACROSS THE GLOBE ADJUST TO A NEW WAY OF LIVING, SHEIKHA SHAMMA BINT SULTAN BIN KHALIFA AL NAHYAN, CEO OF ALLIANCES FOR GLOBAL SUSTAINABILITY, DISCUSSES THE ECONOMIC AND ENVIRONMENTAL REPERCUSSIONS OF THE COVID-19 PANDEMIC, AND THE STEPS TOWARDS BUILDING A MORE SUSTAINABLE FUTURE.

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he COVID-19 pandemic has made global markets come to a halt, causing people to recognise the fragility of our life, family relations, and our economy. People around the world have rapidly adopted a new way of living, with an expedited transition towards the digital world that has altered the ways we socialise, learn, shop, and work forever. This new way of living could help improve social wellbeing, strengthen family ties and reduce commute-related stressors.

The economic slowdown has also resulted in an increase in rewilding and a reduction in carbon emissions, driven

by limited mobility and manufacturing.

The state of our planet is slowly improving, but how can we enjoy the benefits of a healthy planet in the long run without going back to our old ways of living, which were more prone to negatively impacting human health and wellbeing?

Although this pandemic has had a devastating impact both socially and economically, we need to challenge humankind to improve the state of our planet. As the oil sector crashed in 2020, we saw the first signs of stranded assets in the oil and gas industry, with the price of renewable energy,

including solar, wind and geothermal, dropping significantly. Has the COVID-19 pandemic inadvertently shifted the world into a new more sustainable era? The answer is – yes.

However, without utilising sustainable drivers as economic growth accelerators, the shift will only be temporary, and we, as humans, will soon be facing the next big crisis – the negative impact of climate change and ecosystem system collapse.

Over the past year, we have seen a rise in financing directed towards clean tech, which outperformed that of conventional oil. A report issued by the

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Mobility & Infrastructure Food Security & CH 4: Health Media & Information CH 5: Technology

Carbon is a key contributor to climate change. It is our responsibility to address this by scaling carbon capture and storage technologies but also by

CH 3:

THE LOW-CARBON ECONOMY OF THE FUTURE

Education &

As global markets close their borders, it is inevitable that we move away from the linear economy to one that conserves,

It is important now, more than ever, for us to catalyse a shift in mindset and think of resources as revenue generators rather than cost centres. We need to take a closer look at products that use materials that are harmful to our planet, and explore ways to make them more environment-friendly or perhaps change the business model entirely.

During this pandemic, the unprecedented collaboration across industries and sectors is promising, especially if we are to solve the Earth’s biggest challenges. Within Alliances for Global Sustainability, we have chosen to pioneer collaborative stakeholder partnerships to make this world a better place. We tackle complex challenges and do not shy away when we see opportunities that will expedite the transition to a green economy.

GER

CH 2: Knowledge Transfer

SHIFT TOWARDS A CIRCULAR ECONOMY

reduces, reuses, recycles, and upcycles. To date, only 8.6% of the world’s economy is circular, indicating substantial opportunity.

In GCC alone, the circular economy is set to save USD 138 billion by 2030.

Our current economic system has failed to account for our planetary limits. In a finite world, we cannot expect constant economic growth.

We have an opportunity today to strike a balance by building economic and environmental resilience without compromise.

Whilst countries have to deal with their own sustainability challenges and opportunities, many have realised that keeping sustainability at the centre of their recovery plans is imperative.

2021

Global supply chains have been disrupted due to restrictions implemented during the pandemic.

As such, countries have seen a devastating impact on their food supply chains, driving a much greater global focus on food security. The United Arab Emirates (UAE) has adopted one of the world’s most comprehensive plans to address this challenge during the post-COVID-19 recovery period and has committed to investing in innovative solutions that support the growth of local agriculture.

Alliances for Global Sustainability is equally committed to realising the UAE’s food security plans and driving positive impact through innovation. In March 2020, we announced our partnership with Pure Harvest Smart Farms, supporting the expansion of the UAE-based agri-tech venture. Being able to produce food locally, even in the harshest of climates, has the potential to significantly reduce the risk of food shortage, as well as the country’s overall carbon footprint.

Our current economic system has failed to account for our planetary limits.

In a finite world, we cannot expect constant economic growth. We have an opportunity today to strike a balance by building economic and environmental resilience without compromise.

Diversification CH 1: &Economic Business

AGRICULTURAL GLOBALISATION VS LOCALISATION

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conserving, restoring, and using nature-based solutions to sequester our carbon. Over 700 companies globally have committed to reducing their carbon emissions. The aviation industry, one of the largest contributors, has commenced a voluntary programme to offset carbon emissions in 2021, which will become mandatory by 2027.

As we map our way out of this crisis, more industries need to take that leap and to make a conscious decision to create a level-playing field that allows a transition to net-zero emissions by 2050.

ECONOMIC DIVERSIFICATION & BUSINESS

International Renewable Energy Agency (IRENA) stated that for every USD 1 million invested in the renewable energy sector, triple the number of jobs in the oil and gas sector would be created.

Furthermore, a report by the World Economic Forum suggests that an economy that is linked to nature could create 395 million jobs by 2030, and is expected to generate USD 10.1 trillion in annual business value.

My hope is that, during this pandemic, we will not only find solutions to overcome the challenges we are currently facing, but also seek opportunities that will pave the way towards a more sustainable future.

Table of Contetnts

Sheikha Shamma bint Sultan bin Khalifa Al Nahyan As the CEO of Alliances for Global Sustainability, Co-Founder of Aurora50, and Honorary President of the Emirates Green Building Council, Sheikha Shamma is a highly regarded business leader and expert in the field of sustainability. In addition, she serves as a member of the UAE’s Circular Economy Council, the Yale Center for Environmental Law and Policy Advisory Board, and the Industry and Academic Advisory Board for the Academy of International Business MENA. Sheikha Shamma also established the Circle of Hope foundation, resulting in the successful launch and operation of non-profit environmental initiatives, such as Mangroves 4 Mankind and Beacon of Hope.

Sheikha Shamma holds a Master’s degree in Sustainability Leadership from Cambridge University.

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SUSTAINABLE DEVELOPMENT: ENERGY IN THE 21ST CENTURY

BY FAISAL AL RAISI ACTING COO, ETIHAD ESCO

Food Security & CH 4: Health Media & Information CH 5: Technology

Table of Contetnts

2020 has come to an end, but the COVID-19 pandemic is still far from over, and it is expected to leave its mark on the global economy for a couple of years. To counter the

Mobility & Infrastructure

2021

T

he energy transition to meet the world’s needs for electricity, heating, cooling, and power for transport in a sustainable way is widely considered to be one of the greatest challenges facing humanity in the 21st century.

Production and consumption of energy accounts for over 70% of the human-caused greenhouse gas emissions that cause climate change.

Worldwide, nearly a billion people lack access to electricity, and another billion rely on smoky fuels, such as wood, charcoal, or animal dung to cook. These and fossil fuels are major contributors to air pollution which causes adverse impact on climate.

CH 3:

GER

Education &

With P2, Etihad ESCO mainly focusses on retrofitting facilities to make them more sustainable by improving their process, operations, equipments, and technology.

Retrofitting projects have achieved energy savings of 20-70% on baseline consumption. Etihad ESCO’s vast portfolio of serving offices, homes, airports, hotels, hospitals and more, proves that energy savings through retrofitting are possible in any kind of facilities.

CH 2: Knowledge Transfer

Until 2020, Etihad ESCO had retrofitted more than 7,700 facilities, which is helping to reduce the electricity consumption of Dubai by more than 200 GWh per annum, and water consumption by more than 190 BIG per annum. By 2030, Etihad ESCO targets to retrofit around 30,000 facilities. Etihad ESCO was started in 2013, with a vision to make Dubai one of the most sustainable cities in the world, and it has lived up

Etihad ESCO has been the Programme Owner of two Demand Side Management (DSM) strategies as defined by Dubai Supreme Council of Energy (DSCE), namely P2: Building Retrofits, and P7: Shams Dubai.

CH1 Diversification CH 1: &Economic Business

S

ustainable development, according to the Brundtland Report of 1987, is the “development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” In line with this definition, sustainable energy is the energy that powers the needs of the current generations, but maintains the ability to meet those of future generations. It is similar to the concepts of green energy and clean energy in its consideration of environmental impacts, however, formal definitions of sustainable energy also include economic and social impacts as better energy policy and sustainable energy help in addressing several Sustainable Development Goals (SDGs).

Dubai has always been inclined towards sustainability and has integrated its energy policies in line with SDGs. Etihad ESCO is the Super ESCO of Dubai, which is 100% owned

by Dubai Electricity and Water Authority (DEWA). It is a critical part of the government’s efforts to use renewables and promote sustainability.

to its expectation. It has created the successful model for Energy Performance Contracting (EPC) in the region, and now many other cities in the Middle East follow the same model.

ECONOMIC DIVERSIFICATION & BUSINESS

MR FAISAL AL RAISI, ACTING COO OF ETIHAD ESCO, ELABORATES ON THE IMPORTANT ROLE OF ENERGY IN THE 21ST CENTURY AND SHINES LIGHT ON ETIHAD ESCO’S EFFORTS AND ACHIEVEMENTS HELPING DUBAI REACH ITS SUSTAINABILITY AMBITIONS.

downward effects of the pandemic, business and infrastructure need to be sustainable to survive and ensure their long-term growth.

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P7, on the other hand, deals with Solar PV installation to offset energy consumption of facilities. The biggest support to Shams Dubai programme is the net metering facilities by DEWA. With net metering consumers can export their extra or unused generated solar energy to DEWA, which will then be adjusted in DEWA bills. Etihad ESCO has done some remarkable projects in solar, such as installation of one of the largest single rooftop solar PV project (18 MWp) at Mai Dubai Distilled Bottled Water Factory & Reservoirs, installation of solar PV on 5,000 villas as part of DEWA project, in honour of The 50-Year Charter.

Renewable power infrastructure, especially solar, has experienced a dramatic decline in cost, and is now competitive with fossil fuels, without the need for subsidies. This, combined with increasing global efforts to reduce CO2 emissions, is accelerating the transition to renewable energy sources.

Cheap clean energy is perhaps the most effective tool for combating global CO2 emissions. In the GCC region, sustainability is also at the core of many government policies, laws, and regulations. The Gulf countries are continuously working towards building interdependent and integrated solutions to secure enough supply of energy power for the current and

“

Until 2020, Etihad ESCO had retrofitted more than 7,700 facilities which is helping to reduce the electricity consumption of Dubai by more than 200 GWh per annum, and water consumption by more than 190 BIG per annum. By 2030, Etihad ESCO targets to retrofit around 30,000 facilities. future generations. This entails establishing sustainable, efficient, and healthy ecosystems that would contribute to reducing carbon emissions.

Faisal Al Raisi Acting COO, Etihad ESCO Faisal Al Raisi is Acting COO of Etihad ESCO. He is leading Etihad - the Super ESCO in the emirate of Dubai, which is thriving to make Dubai one of the most sustainable cities and a leading example of energy efficiency for the region and the world.

Mr Al Raisi is playing a key role in the expansion of Etihad ESCO portfolio. He is actively involved in formation of two verticals under the Etihad umbrella – Etihad Facility Management (FM) & Etihad Electro-Mechanical (EM) over the past year, and is currently working to develop several other verticals.

Mr Al Raisi is also strategically planning to expand the footprint of Etihad ESCO to the MENA region and to other parts of the world.

He has successfully established a Joint Venture (JV) between Etihad ESCO and Royal Strategic Partners under the umbrella of Abu Dhabi Capital Group in Abu Dhabi and is supervising the business of Etihad International – KSA, which is a JV between Etihad ESCO and Vision Invest to create base for Etihad ESCO to expand its business into the market of the Kingdom of Saudi Arabia.

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Diversification CH 1: &Economic Business

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Education &

CH 2: Knowledge Transfer CH 3:

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Table of Contetnts

•

Media & Information CH 5: Technology

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Why should you consider a sustainability report?

Food Security & CH 4: Health

It’s time to:

DR YOUSIF AL HAMMADI MANAGING DIRECTOR, DOWNTOWN DUBAI DISTRICT COOLING

GER

Mobility & Infrastructure

In the short term, this transaction is testament to our financial strength and leading market position in Dubai, consolidating our position as a key player in the city’s district cooling market. Moving forward, our existing partnerships with key drivers of

CH 3:

For instance, if we look at Emaar – they are a real estate pioneer, and a brand that is recognised across Dubai, and indeed known around the world. As our business is so interlinked with real estate, finding

Food Security & CH 4: Health

2021

Q&A

At Tabreed, partnerships are at the core of what we do, and ensuring natural synergies is critical to the success of our business.

How is Tabreed planning to leverage this growth opportunity, resulting from acquiring the world’s largest district cooling scheme, towards its short-term and long-term objectives?

Education &

The result is that Tabreed is, today, the second largest player in the

If we look at the acquisition, it is a strategic partnership – how important are partnerships to your operations in Dubai and the strategy moving forward?

This also comes with a significant amount of responsibility. Today, Tabreed services the tallest building in the world, and a globally recognised megastructure – this is not something we take lightly. We need to set the standard, and as the leading district cooling provider to operate in the UAE, we are up to this responsibility.

CH1

CH 2: Knowledge Transfer

Like a number of other vital sectors in Dubai, competition is a key factor, driving companies to innovate, but also limiting growth potential. As a result, Tabreed has always been active in forging connections and exploring Mergers and Acquisitions (M&A) opportunities – ongoing efforts which culminated in our participation in the Emaar tender for the acquisition of the Downtown Dubai district cooling concession last year. Thanks to the efforts of all those involved, Tabreed acquired 80% of the business, a landmark transaction for the industry.

The completion of the transaction also increases our district cooling capacity in Dubai to 278,801 refrigerated tonnes (RT), demonstrating our commitment to delivering on our growth potential.

ourselves associated with a name like Emaar is something to be very proud of. This is a very strategic partnership for Tabreed, and one step of many in terms of our collaborative efforts with Emaar.

Diversification CH 1: &Economic Business

Tabreed has been operating in the Dubai market for almost two decades now, serving the flagship landmarks, including the RTA and the Dubai Metro project, as well as Dubai Parks and Resorts, one of the emirate’s preeminent entertainment attractions.

Dubai district cooling market, scaling up rapidly to serve some of Dubai’s most iconic landmarks, including the Burj Khalifa, the Dubai Mall and the Dubai Opera, through the largest integrated cooling scheme in the world.

ECONOMIC DIVERSIFICATION & BUSINESS

Can you paint a brief picture for us of Tabreed’s operations and history in Dubai?

Media & Information CH 5: Technology

Table of Contetnts

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Dr Yousif Al Hammadi Managing Director, Downtown DCP LLC Dr Yousif Al Hammadi is the Managing Director of Downtown DCP LLC (DDCP), a partnership between Tabreed (DFM: Tabreed) and Emaar (DFM: Emaar), whereby he is leading the company’s operations and growth ambitions in Dubai, whilst ensuring that the company continues its legacy in generating sustainable long-term value to its stakeholders.

DDCP provides cooling services to all the key developments in Downtown Dubai, including the iconic infrastructure projects, such as the Burj Khalifa, the Dubai Mall and the Dubai Opera.

Dubai’s growth story – such as Emaar and RTA – mean that we are well-placed to take advantage of this continued growth. We are hopeful that these partnerships and our expanded presence within the Dubai market will lead to deeper penetration of district cooling systems, laying the foundations for a more sustainable and energy efficient city as a result.

How important do you think the district cooling process is to the future of Dubai?

I believe district cooling is the future of Dubai’s cooling infrastructure. A result of the current pandemic is that governments are now focussed on green initiatives, and in particular, demand side management. The benefits of district cooling in terms of energy efficiency are clear; it plays a significant role in ensuring that Dubai remains both energy and cost efficient, allowing the government to allocate these savings to other strategic developments.

So it is critical, from my perspective, that focus on green initiatives continues, and more attention is paid to demand side management.

What is the outlook of Dubai’s cooling landscape? What is your vision for the diversification from conventional cooling methods or techniques to the adoption of district cooling, in the UAE?

Despite the rising support to our solutions in the UAE, and despite the steady growth, there remains plenty of untapped potential, with adoption currently topping at around 20% in Dubai. However, with sustainable development now high on the agenda, we are seeing a strong resolve to bring about solutions, like district cooling, that are both energy-efficient and sustainable.

For instance, the Dubai Supreme Council of Energy (DSCE) recently launched the Dubai Demand Side Management Strategy 2030, which aims to reduce the demand for electricity by 30% by 2030. As district cooling forms a core component of this strategy, we believe this can only be a good thing for its future outlook.

Similarly, the recent launch of the region’s first Association of District Cooling Operators in Dubai – of which Tabreed is a part – will enhance the efficiency of district cooling operations and optimise water and energy resources in the emirate for years to come.

Maintaining this focus, coupled with strong policy action and stakeholder education, will ensure a continued uptick in the adoption of district cooling, and diversification away from conventional cooling methods in the UAE.

Dr Yousif joined Tabreed in 2014, bringing with him more than 13 years of diversified experience in the Government, Oil and Gas and Construction sectors. During his seven-year journey in Tabreed, he has held various positions, such as Executive Vice President – Key Stakeholders and Government Relations, Head of Business Development and Senior Vice President – Projects, where he has been instrumental in expanding Tabreed’s portfolio of district cooling projects across the GCC. In addition to his operational roles, Dr Yousif holds Board positions in various companies, such as DDCP, SNC-Lavalin Gulf Contractors, Emirates Preinsulated Pipes Industries (EPPI), Ian Banham & Associates and is the Chairman of the Board for Tabreed Parks Investments.

DR PABLO IZQUIERDO SENIOR MANAGER, ENERGY AUDIT AND CONSULTANCY, ENGIE SOLUTIONS

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The Free Zone 4.0 programme will help FZs to develop capabilities to be more dynamic and resilient, and become future-ready. Its flagship Izdihar index (‘Prosperity’ in Arabic) introduces appropriate metrics for all key elements of the programme. The index is built on

Introduce an Enterprise Risk Management (ERM) Framework. Formulating and implementing a risk management strategy and policy in all areas of FZ is critical – production risk, process risk, quality risk, market risk, currency risk. In case of exposure to a commodity, hedge price risk through derivatives exchange. Imperative for successful decision-making and for driving value in free zones, such a framework needs the commitment by the top management and the engagement of all stakeholders.

Table of Contetnts

Explore new methods of financing. Interest rates are currently low, and considerable liquidity has entered the banking system. It is advisable to make full use of ultra-loose monetary policy and stimulus packages initiated by many governments. FZs can make a case, either as independent entities or through local and regional FZ associations, to policymakers for additional incentives or benefits.

Review long-term strategic plans and business performance management systems. Tools to measure, monitor and improve performance must be examined to adopt productivity enhancement measures. Now is the time to explore new vendors, new customers, new markets, and develop strategies to capture them.

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Review all business processes, for scale, efficiency, and effectiveness, including management of inventory, manpower, finance, trade and technology. Use the opportunity to optimise the scale of operations (maximise benefits, minimise costs). This is also a good opportunity to focus on capability development through retraining, reskilling, or upskilling employees.

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Go digital in all transactions. This is a great opportunity to introduce tech-ready systems. As part of the Free Zone 4.0, one of the certifications being developed by World FZO is Smart-Zone certification. This would further enable free zones to transform themselves into a ‘lean and mean’ organisations.

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Recognise the possibility of three different scenarios: short-term, medium term, and beyond. In such uncertain times, FZs should conduct an in-depth internal analysis to assess their resilience, and based on internal financial and non-financial strengths and weaknesses, work out action plans for each of the scenarios. It is safer to assume the worst case scenario and start working to maximise economic benefits in that scenario. Plan for the worse, hope for the best.

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With these insights, the report builds on the knowledge and experience of FZs and outlines the future path to recovery and building resilience, with the following recommendations:

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in 2019, and uses data from its proprietary Free Zones World Economic Barometer (F-WEB), a quarterly, survey-based sentiment indicator. For the 2020 report, a special F-WEB survey was carried out at the end of March 2020, specifically focused on the channels through which the pandemic affects free zone economic performance.

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he World Free Zones Organization (World FZO) has recently published its World Outlook Report 2020 that includes a snapshot analysis of the global economic environment for free zones (FZs). It contains the first results of its Business Excellence and Economic Contribution (BEEC) Survey launched

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THE GLOBAL ECONOMIC OUTLOOK HAS DETERIORATED IN THE WAKE OF COVID-19, AND ITS IMPACT HAS BEEN SEVERE NOT ONLY ON HUMAN LIFE AND WELLBEING, BUT ALSO ON THE ECONOMIC HEALTH OF NATIONS. IMPLEMENTING THE FREE ZONE 4.0 IS RECOMMENDED FOR FREE ZONES TO ACHIEVE A FASTER CRISIS RECOVERY AND DEVELOP RESILIENCE TO BECOME FUTURE-READY.

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DR MOHAN GURUSWAMY, CHIEF KNOWLEDGE OFFICER, WORLD FREE ZONES ORGANIZATION

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THE GREEN FREE ZONE CERTIFICATION – A ROAD TO RECOVERY AND BUILDING RESILIENCE

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four pillars and a tracking methodology. The base pillar is Business Excellence and Economic Contribution (BEEC), for which the survey was carried out. BEEC supports three other core pillars: Best in Class, Innovation, and Sustainability.

Of particular relevance to the future of the green economy is the environmentally- friendly element of the sustainability pillar, for which the

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World FZO launched the Green Free Zone certification. The certification assesses the performance of the FZs around seven categories, each of them with one prerequisite and three credits. The prerequisite requirements must be met to enable the Free Zone to score in the other credits and it is typically in the form of having some minimum considerations, e.g. policy, masterplan, etc. towards the category objectives. Only when the prerequisite is met, FZs can score in the other credits of the category

Pilot Study Analysis and Results: The first step of the certification consists of a pre-assessment questionnaire to be self-administered by the FZ to assess its sustainability. Responses from eight FZ as part of a pilot study have been received and analysed. These FZs are from Africa, Caribbean, Europe, Central, South America and Middle East.

The sample is relatively small and some geographies, e.g.

Asia, are still not represented. Nonetheless, the analysis of the submissions so far indicates areas of acceptable performance and also others where improvement is needed.

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Number of FZs scoring in category

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Number of FZs meeting the prerequisite

50% 40% 30% 20% 10% 0%

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In Figure 1, it can be seen that less than a half of the FZs in the pilot sample meet the prerequisite for most categories, with the exception of the Design and Build category. Furthermore, it can also be seen that more than 60% of FZs would score in the Energy, Water, Green Communities, and Design and Build categories, if the prerequisite was met. However, for the Green Operations, and specifically Natural Resources and Transport categories, the percentage of FZs that score in those categories is much lower.

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particularly Natural Resources and Transport, have not yet been considered by FZs around the world.

In conclusion, there is still a lot of work to be done within FZs in relation to the Green Free Zone certification. Yet, it is one of the elements that would help implement the road to recovery, as well as build resilience among FZs globally.

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To increase the sustainability of FZs in the future, it is necessary to activate the Green Free Zone certification programme, by encouraging FZs to enrol whilst supporting them with training and knowledge transfer of proven solutions and best practices.

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To increase the sustainability of FZs in the future, it is necessary to activate the Green Free Zone certification programme, by encouraging FZs to enrol whilst supporting them with training and

knowledge transfer of proven solutions and best practices.

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From the analysis, it can be observed that the sustainable activities related to the Design and Build, and the most common topics associated to the green economy, such as Energy and Water, have started to be recognised and implemented by the FZs. However, sustainability activities related to the Green Communities and Operations, and

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Min value

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In Figure 2, a box and whisker plot highlights the statistical distribution of the potential scores of the FZs in each category. It can be seen, that assuming the FZ would meet the prerequisite, their average score would be highest for the Design & Build category followed by the Energy and Water categories. It is observed that there are low scores in the Green Communities and Operations categories and the median score is zero in the Transport and Natural Resources categories.

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ALUMINIUM INDUSTRY SUPPORTS THE UAE’S ECONOMY DURING THE COVID-19 OUTBREAK ABDULNASSER BIN KALBAN CEO, EMIRATES GLOBAL ALUMINIUM (EGA)

FOR OVER 40 YEARS, EGA HAS PLAYED A MAJOR ROLE IN THE INDUSTRIALISATION AND ECONOMIC DIVERSIFICATION OF THE UAE AS THE COUNTRY’S LARGEST INDUSTRIAL COMPANY OUTSIDE THE OIL AND GAS SECTOR.

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s companies around the world continue to adapt to COVID-19, our nation has quickly come to understand and appreciate the many individuals working in key sectors, some of whom we interact with on a daily basis in our hospitals, supermarkets and petrol stations. But beyond these heroes, there are also many unseen others, working in important industries on which the modern life, as we know it, relies.

At the heart of one such industry in the United Arab Emirates (UAE) is the Emirates Global Aluminium (EGA), the largest industrial company in our country outside oil and gas, and a key driver of the nation’s economic growth and diversification for over 40 years.

Since we began operations in 1979 as Dubai Aluminium, EGA has taken the UAE from zero aluminium production to the fifth largest aluminium-producing nation in the world. The aluminium sector, with EGA at its heart, generates some AED 20 billion (USD 5.4 billion) annually for the economy.

Today, EGA’s business plays a critical role in linking the UAE and its economy to the world, through our more than 400 customers in over 50 countries. Across the Middle East, Asia, North Africa, Europe and the Americas, these customers transform our

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EGA has taken the UAE from zero aluminium production to the fifth largest aluminiumproducing nation in the world. The aluminium sector, with EGA at its heart, generates some AED 20 billion (USD 5.4 billion) annually for the economy.

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Lastly, as a testament to EGA’s own commitment, we spearheaded the launch of the UAE’s COVID-19 Vital Industry Task Force, bringing together leaders across the nation’s industrial companies to share best practices for protecting essential workers, ensuring the resilience of our vital industries, and supporting our communities.

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But in the UAE, EGA does not just provide the metal necessary to make modern life possible. We also create jobs. More than 60,000 jobs in the UAE depend on the aluminium sector and the wages earned within

Most of all, we had a responsibility to our people, well over a thousand of whom worked from home at the height of the pandemic. However, mining bauxite, producing power, refining alumina, and smelting and casting aluminium can only be done by dedicated teams working on site, protected by careful and responsible precautions. Most of our people have remained at their posts throughout 2020. EGA has taken every precaution to keep these employees

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Meanwhile, back on the ground, aluminium enables us to get from Point A to Point B, used in cars, metro systems and aeroplanes. Even much of what we eat and drink depends on aluminium, which is used to package everything, from soft drinks to ready-made meals.

Because of these far-reaching contributions to both the UAE’s economy and modern life around the world, EGA was designated a ‘vital UAE industry,’ meaning that we have a social and economic responsibility to continue operating throughout the COVID-19 pandemic.

safe from the virus. We have 63 doctors, nurses and other personnel who have worked day and night in our medical centres to keep our people safe. In addition, we have implemented one of the UAE’s most extensive COVID-19 testing programmes, with well over 10,000 tests administered at EGA since February. But most of all, we have the responsibility to our people, to diligently follow the prevention measures – wearing PPE, social distancing, and maintaining good hygiene. We thank each one of them for their commitment.

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Every time we use a mobile phone, computer or any other electronic device, we are using aluminium. And when we gaze upon city skylines, we are looking at whole metropolises built in part with the strong, lightweight metal. Even the world’s tallest skyscraper, the Burj Khalifa in Dubai, was constructed with EGA’s aluminium.

it – one in 100 of all jobs in the country. That is because 10% of our production is sold locally to 26 UAE companies that are part of the supply chains, for industries from automotive to construction.

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aluminium into products that make modern life possible.

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HOW UAE BUSINESSES CAN SHAPE A SUSTAINABLE BLUE ECONOMY MARINA ANTONOPOULOU DIRECTOR, BIODIVERSITY CONSERVATION, EMIRATES NATURE-WWF

MARINA ANTONOPOULOU ELABORATES ON HOW A SUSTAINABLE BLUE ECONOMY MODEL CAN LEVERAGE THE EFFECTS OF THE COVID-19 PANDEMIC, INCREASE BUSINESS RESILIENCE, ATTRACT INVESTORS’ INTEREST, AND ENCOURAGE SUSTAINABLE ECONOMIC DEVELOPMENT.

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midst the COVID-19 pandemic and the extraordinary times we live in, in many people’s mind a fast economic recovery is what is needed the most, with sustainability taking a back seat with regards to corporate and government decision making.

As time goes by, it is becoming more apparent that the pandemic is going to have long-lasting effects on how we do business. We are currently witnessing a fundamental change in the way that decision makers and corporate leaders are looking at ‘resilience’ and the important role that it plays in underpinning a future-proof successful economy. Environmental, Social and Governance (ESG) is being increasingly recognised as a key factor that demonstrates business resilience .

Investors have been turning their attention towards businesses that recognise and suitably address sustainability and ESG beyond conventional CSR programmes, a trend

that is expected to increase post pandemic .

Resilience will need to underpin our economies and financial systems, our business operations and supply chains, if we are to allow our societies to effectively adapt to ever changing circumstances. Post COVID-19, before jumping into a ‘business as usual’ model, where nature and, in particular, the oceans are perceived as another frontier for gaining unlimited economic growth, there is a unique opportunity to shift our thinking and press the reset button.

the findings of an exploratory study, which engaged representatives across key sectors of the UAE operating in the marine environment: tourism & hospitality, desalination, shipping & ports, and finance. Our study explored how ocean sustainability is weighted in corporate decision making and how we can encourage further action towards a Sustainable Blue Economy, where sustainability is at the core of oceanbased economic activities.

The success of our actions on climate mitigation and adaptation will of course depend on the ambition of our strategies and plans related to energy demand and production, but they will also be defined by the status of our marine environment. After all, oceans help regulate our planet’s climate, and marine ecosystems play a fundamental role in absorbing carbon dioxide from the atmosphere. They provide us with food and protect our coastal communities and infrastructure from storms that are expected to increase due to climate change. Continuing to undermine the integrity of our seas would pose a significant challenge to the future of our own wellbeing .

Our dialogue with these key sectors indicated that there is a unique opportunity to pursue a transition to a Sustainable Blue Economy in the UAE. To seize this opportunity, we can leverage local initiatives as well as global best practices. Locally, the UAE Vision 2021 , the initiatives and efforts towards the 2030 Agenda for Sustainable Development, sustainable finance declarations, as well as the UAE Government’s recent economic response plan to COVID-19 are paving the way for diversified and sustainable economic development. At a global level, the Sustainable Blue Economy Finance Principles, developed by the World Wide Fund for Nature (WWF) together with other financial institutions, provide a framework that can guide policy and corporate decision making along the same path.

As an organisation with a long-standing presence in the UAE working on marine ecosystem conservation, climate change, and sustainability, Emirates Nature-WWF recently launched a report ‘How UAE Businesses Can Shape a Sustainable Blue Economy’. The report summarises

The Sustainable Blue Economy Finance Principles complement existing frameworks, such as the Equator Principles and ESG. The European Investment Bank, UNEP Finance Initiative, and Asia Development Bank have integrated the Sustainable Blue Economy Finance

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put businesses to the test. Sustainable practices, including a Sustainable Blue Economy model, can help limit financial uncertainties associated with environmental degradation. This will help increase business resilience and ultimately can provide a competitive advantage attracting investors’ interest. A transition towards a Sustainable Blue Economy would require the cooperation, knowledge, and involvement of many stakeholders, ranging from policy makers, and industry experts, to financial regulators, public and private investors, among others. Emirates Nature-WWF will continue engaging with these sector leaders to identify solutions within a Sustainable Blue Economy model, matching the needs of the local economy. For us, the signal is clear: a Sustainable Blue Economy can support resilient and sustainable economic development, which has become even more important in light of the COVID-19 pandemic.

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Financial analysts have indicated that the COVID-19 pandemic will bring a transformation that would

Financial analysts have indicated that the COVID-19 pandemic will bring a transformation that would put businesses to the test. Sustainable practices, including a Sustainable Blue Economy model, can help limit financial uncertainties associated with environmental degradation.

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Our study shows that a circular economy model would provide opportunities for new technologies and innovations to help the UAE’s desalination sector gain global leadership. Tourism will also see a shift post COVID-19 where exclusive and nature-based experiences are expected to be on a higher demand.

Finally, the shipping sector in its journey to meet international commitments to reduce greenhouse gas (GHG) emissions is also faced with an increased responsibility to reduce pressure on the marine environment.

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Locally, while regulations and policy standards are fundamental, in recent years and through our dialogues with various industries, we have seen that the private sector is interested to follow best practices and carry out initiatives that support the implementation of SDG 14: Life Below Water.

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Principles in their decision making and have given us a clear signal that this transformation is critical.

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SHIFTING FOCUS:

DUBAI SOUTH PROPELS THE UAE’S ECONOMIC DIVERSIFICATION VOYAGE

By DUBAI SOUTH FOCUSSING ON THE AEROSPACE, REAL ESTATE, LOGISTICS AND E-COMMERCE SECTORS, DUBAI SOUTH IS MAPPING THE DIVERSIFICATION JOURNEY OF THE UAE TOWARDS INCLUSIVE ECONOMIC GROWTH

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he UAE has been undergoing a macroeconomic revolution. The nation’s transition, over the years, from a single to multi-commodity economy, has been nothing short of exemplary. This transition has resulted in a positive and inspiring future for the Emirates – a future that not only promises a vibrant and sustainable business landscape, but also facilitates a strong community-based ecosystem with the growth and happiness of each individual as a core pillar.

The UAE is one of the youngest countries in the world to have successfully implemented diversification plans to

yield such results, thanks to its visionary leadership and an equally committed workforce. Once the corridors for diversification were opened, the UAE gradually added many new revenue streams to its economy and became a prototypical destination for countries looking to successfully adopt economic diversification to facilitate development and expand their economic horizons.

Economic diversification has cushioned the present and promised a better future for the country, to the extent that the decline in oil prices will be insignificant as the UAE’s financial and economic structure is highly diverse, with thriving sectors, such as logistics, aviation, real estate, renewable energy, smart infrastructure, tourism, finance, and education, to name a few.

The country continues to be the backbone of creative businesses and plays a pivotal role in boosting foreign direct investment (FDI) through the establishment of free zones. The efforts, commitment, and enthusiasm being funnelled into making Expo 2020 Dubai a success proves that the UAE is looking at prosperous economic growth in the decades to come.

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Moreover, the Business Park offers clients free zone incentives, including foreign ownership, catering to various key sectors that substantially contribute to consolidating the emirate’s economy. With state-of-the-art office space in an enabling environment, companies and entrepreneurs enjoy dedicated resources to assist with business setup and visa processing to ensure companies have the comfort and confidence of operating with ease.

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KEEPING THE TRANSITION ALIVE All these elements of Dubai South are major contributors to the UAE’s diversification objectives and hold the potential to shape its prospects in more than one ways. However, the journey towards diversification is not over yet. The economic diversification witnessed in the country over the past years needs to be maintained to help it transition from a one-commodity economy to a diverse, inclusive, enabling, and future-proof one.

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As the UAE moves towards a digital economy, the growth of E-commerce is at the front and centre. The E-commerce market has gained momentum in the country, with customers today able to get their hands on a vast range of consumer

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The logistics sector, which represents 14% of Dubai’s GDP, is seen as a strategically important goal for the sustained, long-term success of the national economy.

The logistics industry in the UAE is

This includes promoting knowledgebased, sustainable, and innovationfocussed businesses under the Dubai Industrial Strategy 2030 and the UAE Vision 2021 to position the nation at the forefront of the world by its golden jubilee in 2021.

Apart from this, Dubai South is gaining traction as a growing real estate hub that includes a vibrant residential district, best-in-class staff accommodation as well as a thriving business park and retail community to create a dynamic living environment. The developments within the Dubai South real estate portfolio support those working in the jurisdiction, by providing a variety of homes that are spacious, affordable and sustainable.

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The Mohammed Bin Rashid Aerospace Hub at Dubai South, the region’s first aerotropolis, is home to infrastructure that is dedicated to a diverse aviation ecosystem, accommodating commercial, freight, and business jets, aircraft maintenance operations as well as customer-centric, business-friendly solutions for companies, including 100% free zone benefits and services. Aviation represents over one-quarter of Dubai’s GDP, with the Mohammed Bin Rashid Aerospace Hub assisting the growth of the economy through its contributions to the sector. Additionally, the free zone within the hub aims to be home to start-ups and SMEs from all over the world and across industries, thereby facilitating further economic diversification.

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Aerospace and logistics are at the centre of Dubai South’s operations, highlighting its role in the emirate’s economic growth. They collectively contribute 40% to Dubai’s GDP, making them key drivers of the national economy.

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…it is projected that the urban development would sustain a population of 1 million and generate 500,000 jobs, contributing to the emirate’s economic growth and playing a part in its diversification plans.

Following a substantial increase in demand from leading global and regional market E-commerce movers as well as new and emerging ones in the emirate’s market, Dubai South developed EZDubai, a dedicated E-commerce zone to support the growth of the sector, which is expected to represent over AED 12 billion of Dubai’s GDP by 2023. The hub is a purpose-built E-commerce ecosystem that allows for B2C and B2B fulfilment, coupled with seamless, multimodal logistics facilities and the benefits of a free trade zone operation offering foreign firms 100% ownership.

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AEROSPACE, LOGISTICS, AND E-COMMERCE: FROM STRENGTH TO STRENGTH

Playing an important role in this growth, the Logistics District of Dubai South is not only strengthening the logistics sector of the country, but is also facilitating the government’s mandate to build capability, knowledge, and practical solutions for different industries, with the overall strategic objective of positioning Dubai and the UAE as leading economic players on the global stage.

goods and services, all via a tap, click, or swipe on their mobile devices or computers.

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One of the main contributors to the aforesaid diversification plans is Dubai South, a master-planned urban development that presents a complete economic platform for every kind of business and industry to flourish, prosper, and sustain itself. It encapsulates three important verticals: the Mohammed Bin Rashid Aerospace Hub (MBRAH), The Logistics District, and Dubai South Properties. These verticals aim to nurture a worldclass community, in line with Dubai Plan 2021 for a city of happy, creative, and empowered people, by making it a preferred place to live, work, and invest. It is projected that the urban development would sustain a population of 1 million and generate 500,000 jobs, contributing to the emirate’s economic growth and playing a part in its diversification plans.

undergoing a massive transformation, and the diversification plans, harmonisation of regional trade, and the evolving export regulations have led to the modernisation of the logistics industry in the country, especially in Dubai. The emirate is a major trans-shipment point for the UAE logistics market and a multimodal logistics hub to cater to the demand of growing international trade.

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DUBAI SOUTH: BUILDING THE FUTURE AND REDEFINING ECONOMIC GROWTH THROUGH DIVERSIFICATION

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REALISING THE POTENTIAL OF NUCLEAR ENERGY

By THE EMIRATES NUCLEAR ENERGY CORPORATION (ENEC)

NUCLEAR ENERGY IS CENTRAL TO THE UAE’S SUSTAINABLE DEVELOPMENT AND TO DRIVING ITS ECONOMIC DIVERSIFICATION

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recent report has shown that Greenland’s ice is melting faster than at any time in past 12,000 years, and the increased loss of ice could trigger a sea level rise of up to 10 centimetres by the end of the century. Every centimetre of sea level rise means about a million people will be displaced from their homelands. And the cause? It is hard to try and deny any longer that this is not global warming in action. As more and more CO2 – one of the greenhouse gases (GHG)causing global warming – is produced, temperatures keep on rising. And the sectors responsible? In global terms, energy is by far the largest source of GHG emissions, responsible for 73% worldwide. Within the energy sector, the generation of electricity and heat is responsible for most emissions, 30% of total GHG emissions, followed by transportation 15%, and manufacturing and construction 12%.

More than a decade ago, when the UAE was in the midst of conducting an extensive study into the country’s future energy requirements and available generation options, the need to develop diverse sources of cleaner energy had already been identified as a priority. Supporting the economic and social growth of the nation without negatively impacting its natural heritage or further contributing to climate change, was essential.

The wide-ranging study determined that peaceful nuclear energy, when deployed alongside a variety of other sources, was the most viable and sustainable solution to meeting the nation’s energy needs. Peaceful nuclear energy diversifies and decarbonises the energy sector, enables electrification, and supports long-term sustainable development through the creation of highly-skilled jobs and a local supply chain.

Deep decarbonisation, in parallel with electrification of the energy sector, are proven strategies to combat climate change and support sustainable development. The UAE Energy Strategy

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Alongside the employment opportunities offered by ENEC, the development of peaceful nuclear energy is supporting the growth of an entire new industry within the nation. So far, more than 2,000

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ENEC, responsible for the development of the UAE Peaceful Nuclear Energy Program, alongside its subsidiaries, already employ more than 3,000 highly-skilled employees, 60% of whom are talented UAE Nationals and 20% of whom are women.

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The benefits that nuclear energy brings directly support a number of the United Nations Sustainable Development Goals (SDGs). These include: ensuring affordable and

Likewise, the environmental benefits of producing electricity from peaceful nuclear energy are particularly strong. On a life-cycle basis, nuclear energy plants are among the least carbon-intensive power sources. When fully operational, the Barakah Nuclear Energy Plant, developed by the Emirates Nuclear Energy Corporation (ENEC) in the Al Dhafra Region of Abu Dhabi emirate, will alone produce up to 25% of the UAE’s electricity, 24/7, while in parallel preventing the release of 21 million tonnes of carbon emissions each year, equivalent to removing 3.2

Finally, in one of the most important dimensions of sustainable development, peaceful nuclear energy supports the economic and social growth of a nation and its people. Peaceful nuclear plants do not emit harmful pollutants into the air and water, and their construction and operation also provide numerous employment opportunities, creating high-value, long-term jobs.

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Today, the world needs emissionsfree, baseload (24/7) reliable and abundant electricity, and nuclear energy is one of only two proven and ready-to-deploy technologies (the second being hydropower) that can provide clean electricity around the clock.

The energy dimension of nuclear energy within the framework of sustainable development is highly favourable. The global comparison of levelised costs of electricity generation for every available energy generation technology identifies nuclear energy as one of the cheapest sources of baseload power. When compared to its counterparts, peaceful nuclear energy technology remains secure as it is not impacted by policy changes or major resource price fluctuations.

million cars from the UAE’s roads annually.

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Fossil fuels can produce the required baseload electricity but have their own limitations from a sustainability perspective. Renewables, while providing an excellent source of clean electricity, are intermittent and variable. They require significant grid enhancement and investment, as well as a technological breakthrough with battery storage technology, to be able to generate significant volumes of a nation’s energy needs.

clean energy, decent work and economic growth, industry, innovation and infrastructure, sustainable cities and communities, and finally, climate action.

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2050 highlights that creating a greater balance in the nation’s energy portfolio between clean sources and fossil fuel sources is key, while fully recognising the benefits and limitations of each source.

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When fully operational, the Barakah Nuclear Energy Plant, developed by the Emirates Nuclear Energy Corporation (ENEC) in the Al Dhafra Region of Abu Dhabi emirate, will alone produce up to 25% of the UAE’s electricity, 24/7, while in parallel preventing the release of 21 million tonnes of carbon emissions each year, equivalent to removing 3.2 million cars from the UAE’s roads annually.

UAE-based companies have won more than USD 4.8 billion in contracts within the local nuclear energy sector, delivering products and services to the Barakah Plant.

ENEC Nawah Energy Company (Nawah), the joint venture subsidiary of ENEC and Korea Electric Power Corporation (KEPCO) responsible for the operation and maintenance of the Barakah Plant, and Barakah One Company, the joint venture subsidiary responsible for the financial and commercial interests of the project, are committed to ensuring the long-term

sustainability of the UAE Peaceful Nuclear Energy Program, as well as the nuclear energy industry internationally.

energy, and this drive has only increased as ENEC and Nawah have transitioned from constructing the Barakah Plant to starting operations.

To be successful from a social sustainability perspective, ENEC and its subsidiaries must continue to prepare the nation’s youth as future leaders of the industry, and this has been one of their most important priorities since the establishment of the UAE Peaceful Nuclear Energy Program.

Across the country, numerous initiatives have been implemented to inspire and educate youth in nuclear

Today, talented Emirati engineers and nuclear professionals are working alongside their international counterparts to usher in a new era of sustainable development, supported through the delivery of safe, clean, and reliable electricity 24/7 to homes and businesses across the UAE for the next 50 years and beyond.

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MAKING THE ECONOMIC CASE FOR RENEWABLES

By PADDY PADMANATHAN PRESIDENT & CEO, ACWA POWER

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As the need for human resource capacity to sustain renewable energy capacity expansion keeps growing, governments and the private sector will need to ensure that adequate and appropriate investments are made to build the necessary talent base, through more vocational training and stronger curricula.

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ACWA Power also recognises the part we need to play, and thus initiated the Higher Institute of Water and Power Technologies (HIWPT), our flagship vocational training institute that develops and nurtures young local talent in Saudi Arabia.

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Today, renewable energy is not only able to compete, but also convincingly win against electricity generated by unsubsidised fossil fuels. The increasingly popular public-private partnership (PPP) model, coupled with transparent competitive tendering processes, allows the private sector to implement large-scale power projects with rigorous attention to selection of fit-for-purpose solutions, risk identification and management, as well as application of innovation, entrepreneurship and technical expertise. The combination of the best the private sector brings in partnership with a well-regarded and highly creditworthy off-taker like DEWA through a long tenor power purchase contract results in the lowest possible cost of finance for these capital-intensive investments.

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Cities like Dubai are leading the way in harnessing renewables to realise these benefits with mega-projects, such as the Mohammed bin Rashid Solar Park, the largest single-site solar park in the world. ACWA Power is privileged to be a key partner for this project, working with the Dubai Electricity and Water Authority (DEWA) to invest in, develop and operate three of the five phases in line with the Dubai Clean Energy Strategy 2050 that were all awarded at world-record low tariffs and set

The virtuous circle starts with the provision of progressively lower cost, reliable energy supply. With the cost of renewable energy continuing to fall, as technology keeps evolving and efficiency keeps improving, we continue to drive down tariffs.

According to figures published by the International Renewable Energy Agency (IRENA), renewable energy capacity expansion is contributing to a steady growth in employment creation since 2012. Given the growth trajectory of renewables and with the knock-on positive impact on supporting sectors, such as technology development, manufacturing, and financing, experts foresee the trend of growth of both direct and indirect new jobs to continue, helping to expand economic development and improving the standard of living and quality of life for communities across the world.

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This is an ambitious prospect – but not unachievable.

ESTABLISHING A LOW-COST, RELIABLE ENERGY SUPPLY

CREATING JOB OPPORTUNITIES

CH 2: Knowledge Transfer

Yet, despite widespread acknowledgement of the role of renewables in tackling climate change, and strong government action in countries like the United Arab Emirates (UAE), to promote greater deployment of renewable energy projects, global energy transition may not be taking place fast enough. Experts claim that current renewable energy capacity needs to at least double within the next decade if the world is to limit climate change to 1.5°C above pre-industrial levels, in line with the Paris Agreement.

By deploying the most up-to-date reliable technology and maintaining razor-sharp focus on minimising cost, ACWA Power has been at the forefront of reducing the price of renewables since 2012, delivering the lowest tariffs in solar photovoltaic (PV), Concentrated Solar Power (CSP), and wind for several projects at the time each was awarded, over the last decade.

2021

Even during COVID-19 and its unexpected consequences on global economic activity, renewable capacity additions stayed on track for a record expansion of nearly 10% in 2021, according to the International Energy Agency (IEA), and as of last year, renewables made up close to 27% of the world’s energy mix.

Public-private partnerships correctly structured will also achieve other social development and environmental stewardship objectives, beyond lower cost renewable energy driven electricity, by expanding the responsibility of the private sector to include such ambition as local employment creation, knowledge development, expansion of local manufacturing capacity and industrialisation.

CH1 Diversification CH 1: &Economic Business

T

here can be no dialogue about the future and sustainability of the world’s energy systems without referring to the ability of the renewable energy sector to meet the rising energy demand and climate goals. In the context of energy, what this means is that energy generation needs to be decarbonised without compromising economic growth and social prosperity.

As a leading developer, investor, and operator of power generation and desalinated water plants across several high-growth markets, we at ACWA Power believe that the key to unlocking more renewable energy projects in our current energy systems is to recognise that they are not only good for preserving the planet, but also make strong economic sense for countries. As a cost-competitive alternative to fossil fuels to supply the rising amounts of electricity we use each day, deployment of renewable energy will reduce the average cost of electricity, increase energy access, create new employment opportunities, foster advancements in technology, and “fuel” economic development.

This, in turn, leads to the lowest possible cost for generated electricity as demonstrated by each successive phase of the Mohammed Bin Rashid Solar Park. ACWA Power delivered the lowest tariff for unsubsidised and fully dispatchable 24-hour solar energy in the world (utilising CSP technology with molten salt storage), competing shoulder-to-shoulder with base-load Combined Cycle Gas Fired Power generation.

ECONOMIC DIVERSIFICATION & BUSINESS

PURSUING OPPORTUNITIES UNDER THE GLOBAL ENERGY TRANSITION LEADS TO A VIRTUOUS CIRCLE WITH BENEFITS FOR ALL.

new benchmarks for the renewables industry.

DEVELOPING AND TRANSFERRING NEW TECHNOLOGIES AND EXPERTISE While many GCC countries have traditionally been technology

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Food Security & CH 4: Health Media & Information CH 5: Technology

Table of Contetnts

Our renewable energy generation portfolio of assets in operation, construction and development currently totals in excess of 7.5GW across 10 countries.

We are thus privileged and proud to be supporting the energy transition while “fueling” the ambition of these countries to preserve the planet for future generations by containing climate change.

Mobility & Infrastructure

Mr Padmanathan holds a degree in Engineering from the University of Manchester, United Kingdom, and in addition to his executive responsibilities at ACWA Power, also serves on the Board of Directors of several companies involved in power and water development across the globe.

CH 3:

Renewable energy is becoming a viable option for rooftop deployment and for micro- and mini-grids, eliminating the need for expensive transmission and distribution networks to connect far away

Fully recognising the benefits of promoting the circular carbon economy to decrease resource utilisation, increase efficiency and reduce overall energy use, we at ACWA Power have focussed our attention on lowering the cost of generating zero-emission renewable energy that will be utilised in reusing, recycling and removing.

Prior to joining ACWA Power, Mr Padmanathan was Vice President and Corporate Officer at Black and Veatch, where he was responsible for developing privately financed power, water and wastewater projects at over a dozen countries.

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Education &

Given that energy serves as a vital foundation for economic growth and social development, the objective of achieving universal access is one of the United Nation’s Sustainable Development Goals (SDGs). Yet, even at the dawn of the next decade, all projections are estimating that 620 million people will still lack access to energy by 2030, without long-term planning, the right policies, and adequate investments.

In addition, as we seek to recover from the economic devastation and social isolation caused by the COVID-19 pandemic, the role of renewables to drive resilient and sustainable recovery (where no one is left behind) becomes especially crucial and will require collaboration and partnerships at both local and international levels.

Mr Padmanathan has guided ACWA Power’s cost leadership and business strategy, which is focussed on reliably and responsibly delivering electricity and desalinated water, at competitive prices.

He is also steering ACWA Power’s leadership in renewable energy, enabling it to be at the forefront in reducing the cost of clean energy on a global scale.

CH 2: Knowledge Transfer

DELIVERING ENERGY ACCESS TO ALL

sparsely populated regions and communities. By improving income generation opportunities and living standards at the village and rural level, it is now even plausible to reduce urban migration trends, relieving pressure on overcrowded urban metropolises.

Paddy Padmanathan is a seasoned engineering and energy expert with over 40 years of experience.

He is a key member of ACWA Power’s executive leadership team, having spearheaded its expansion from a startup in 2004 to where it is today; a leading private developer, owner and operator of power generation and desalinated water production plants. Headquartered in Saudi Arabia, the company now has a portfolio of 62 assets with an investment value of USD 62.6 billion, producing 38.9 GW of power and 5.8 million m3 /day of desalinated water.

2021

Deploying new renewable energy capacity to deliver social and economic benefits beyond just cost competitive green electrons is important for us at ACWA Power. Our business model revolves around making very significant investments and recovering the returns over decades by reliably delivering electricity, which, in turn, will require economies to grow and societies to prosper. We are therefore also committed to not only develop and engage local human resources, but also to maximise local content development and procurement, and target maximisation of value retention within the countries we elect to invest and serve.

Deploying new renewable energy capacity to deliver social and economic benefits beyond just cost competitive green electrons is important for us at ACWA Power.

PADDY PADMANATHAN President and CEO, ACWA Power

Diversification CH 1: &Economic Business

A good example in this area is ACWA Power’s partnership with Air Products and NEOM to develop the first large-scale plant in the world to produce green hydrogen using solar and wind energy for the electrolysis process to split the H2O bond of water.

Green hydrogen will contribute to the global energy transition by decarbonising hard-to-abate industries and transport systems, shaping a new economy entirely based on renewable energy.

CH1

ECONOMIC DIVERSIFICATION & BUSINESS

importers, governments have lately been putting more focus on fostering a knowledge economy by encouraging innovation and incubation of new technologies – especially in fields as critical as power. As certain parts of the world are only just now embarking on their energy transition journeys, there is an opportunity to bring new technological developments that have led to our region’s success in implementing solar and wind projects to support the wider shift to renewable energy.

41

TRANSFORMATIONAL TRENDS:

DRIVERS OF POSSIBILITIES To commemorate the 75th anniversary of the United Nations (UN), the UAE Government and the ‘UN75: 2020 and Beyond’ initiative launched the Future Possibilities Report 2020. The Report aims to highlight how countries can leverage 6 transformational trends for sustainable development, and harness the potential of the Fourth Industrial Revolution to build back better after COVID-19.

The six transformational trends emerge from a combination of new business models, technologies and changes in attitudes and behaviours. They were selected because of their systemic and global nature and because they are expected to generate significant possibilities in a wide range of sectors over the next 5-10 years.

The Exabyte Economy The Wellbeing Economy

Hyperconnected devices, data and people

Redefining health

As computing power and storage become cheaper and more efficient, and 5G technology is rolled out, future rises in connectivity will be driven more by devices than people. The resulting flow of data will further improve the capacity of AI-based systems to optimise processes and services and disrupt business models across a range of sectors.

Interest in physical and mental wellbeing is already huge and is set to grow considerably as new approaches to wellbeing are embedded at individual, organisational and community level. There will be multiple opportunities in this sector, particularly in high-income, but also middle- and lower-income countries.

The Circular Economy

The Net Zero Economy

Waste not, want not

Waste not, want not Emerging markets and data processing are increasing demand for energy, while countries are setting targets to reduce carbon emissions in greater numbers.

Innovation in technologies, investment models and markets can be expected from battery technologies, electric vehicles, energy-efficient buildings and hydrogen-powered fuel cells.

The BioGrowth Economy New agriculture and biomaterials Rapid progress in biomaterials, plant science and synthetic biology will lead to breakthroughs in areas such as biodegradable materials, resilient crops, fuel refining from agricultural waste and animal protein substitutes.

Growing public awareness of the need to reduce environmental impact will continue to open up new possibilities across value chains based on optimising the use of resources and reducing waste.

The circular economy, recycling and upcycling will become more mainstream as new technological solutions become available.

The Experience Economy From ownership to usership The desire to “experience”, rather than to consume, is trickling down from high-end markets to mass markets.

Chatbots will increasingly enable service personalisation, and 3D printing will expand opportunities to customise products. “Experience tourism” accounts for a growing share of the global travel market, and virtual reality is becoming more sophisticated and affordable.

CH1

Wellness care and > USD 4.7 tn products

Renewables for electricity

> USD 1.5 tn

Autonomous vehicles

> USD 500 bn

Wellness tourism

> USD 1 tn

Electric vehicles

> USD 567 bn

Big data market

> USD 90 bn

Health trackers

> USD 60 bn

Energy Efficient Buildings

> USD 623 bn

Cognitive computing

> USD 49 bn

Corporate wellness

> USD 58 bn

Lithium ion batteries

> USD 93 bn

Total expected value

> USD 8 trillion

Total expected value

> USD 7 trillion

Total expected value

> USD 2.3 trillion

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BioGrowth Economy

Food Security & CH 4: Health

2021

Circular Economy

Mobility & Infrastructure

> USD 1.1 tn

CH 3:

Health X data X devices

Education &

Net Zero Economy

CH 2: Knowledge Transfer

Wellbeing Economy

Diversification CH 1: &Economic Business

Exabyte Economy

ECONOMIC DIVERSIFICATION & BUSINESS

TRANSFORMATIONAL TRENDS AND RELATED POSSIBILITIES IN 2025

Experience Economy

New generation biorefining

> USD 550 bn

Leisure travel & tourism

> USD 5 tn

Global recycling metals

> USD 590 bn

Agri-biotech

> USD 51 bn

Sharing platforms/goods & services

> USD 336 bn

Smart water networks

> USD 7.25 bn

Bioplastics

> USD 42.6 bn

Global digital content

> USD 237 bn

Sustainable fashion

> USD 150 bn

Synthetic biology

> USD 13.6 bn

3D printing & customisation

> USD 28 bn

Total expected value

> USD 4.5 trillion

Total expected value

> USD 1 trillion

Total expected value

> USD 6.5 trillion

Table of Contetnts

> Euro 1.8 tn

Media & Information CH 5: Technology

Circular economy, EU only

The tables above offers a snapshot of some of the possibilities that would emerge from transformational trends by 2025. It is based on a conservative approach and provides an indication of the relative size of the markets driven by each trend.

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CHAPTER 2 Education & Knowledge Transfer

Diversification CH 1: &Economic Business

Education &

CH 2: Knowledge Transfer

CH 3:

Mobility & Infrastructure Food Security & CH 4: Health

Media & Information CH 5: Technology

Table of Contetnts

KNOWLEDGE TRANSFER FOR SUSTAINABLE COMMUNITIES

BY DUBAI FUTURE FOUNDATION (DFF) THE DUBAI FUTURE FOUNDATION (DFF) TRANSFERS KNOWLEDGE INTO DISRUPTIVE INNOVATIONS THROUGH PLATFORMS AND INITIATIVES THAT EMPOWER THOSE WHO ARE BOUND TO LEAD THE FUTURE.

CH 3: Mobility & Infrastructure Food Security & CH 4: Health

Upon realising that knowledge sharing is the main force behind generating new ideas, bridging the skills gap and decision-making, the importance of applying systematic knowledge transfer approaches between public, private, social enterprises, and communities can never be overlooked.

Media & Information CH 5: Technology

The UAE leadership has long put education and knowledge sharing as its number one priority to create the change and enhance its ability to compete in the rapidly-emerging global economy. With the Hope Probe landing on Mars this past March, the UAE stands as a reflection of what its forefathers have paved the path toward, and solidifies its stance as a global centre for future science and knowledge.

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OMAC aims to train 1 million Arabs in computer programming and position them at the forefront of this fast-moving industry by teaching them the language of the future.

GER

Education &

On the knowledge sharing and dissemination front, DFF has launched a number of knowledge-

And on the turf of empowering youth on a global scope, DFF under the directives of HH Sheikh Mohammed, launched the One Million Arab Coders initiative (OMAC). This educational platform offers free programmes for individuals interested in developing their coding skills and digital literacy. Being the largest initiative of its kind in the Arab world, OMAC aims to train 1 million Arabs in computer programming and position them at the forefront of this fast-moving industry by teaching them the language of the future.

CH 2: Knowledge Transfer

The Dubai Future Foundation (DFF) launched several initiatives with a mandate of research, knowledge sharing, and transfer. Through its research arm, DFF’s Dubai Future Research (DFR) generates knowledge through research and develops strategic R&D projects with highly innovative and dynamic industries.

DFR has successfully issued a series of comprehensive reports that

Over eight weeks, the project team researched, examined, and explored what was available internationally, worked relentlessly to design and build the M061 ventilator system as a modular and scalable prototype, relying on interchangeable components that are easy to source and integrate, in an effort to circumvent the world-wide scarcity of crucial medical supplies. The M061 stands as solid proof that empowering and equipping youth with technical skills and harnessing Emirati talents are essential in helping industries develop new and much needed applications, services, and products.

A unique response to the lack of Arabic content that covers the science and knowledge of the future was the launch of Mostaqbal portal, in an effort to promote science, technology and research among the UAE youth and throughout the Arab world. Mostaqbal portal publishes studies, articles, visual materials and infographics in areas, such as space science, health, artificial intelligence, and virtual reality, using eloquent yet simple Arabic terminology.

CH2

2021

With that in mind, the stepping stones in such a cycle start with science, knowledge, technology, and end with innovative products and services. Thus, without science and knowledge being shared, the whole chain of progress is interrupted.

Therefore, governments need to invest in science so that the dynamic sectors and industries could benefit from the results of research.

On the other hand, Dubai Future Labs (DFL), recently inaugurated by HH Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, launched an innovative mechanical ventilator prototype M061, in line with its continuous support to frontline healthcare workers in their efforts to safeguard the lives of those affected by COVID-19.

sharing platforms and initiatives that empower those who are bound to lead the future. Dubai Future Academy, launched in 2018, stands as the knowledge hub for those creating the future through equipping them with the skills and tools that they will need for an ever-changing world through year-round courses and programmes, specialised workshops, and community events.

Diversification CH 1: &Economic Business

The process of generating value through the creation of new knowledge and its transformation into disruptive innovations is far from linear. Rather, there is a continuous cycle of interrelations required to implement an efficient method of producing highly innovative and competitive products and services.

anticipate the new normal and the life after COVID-19 for many sectors affected by the pandemic, including recommendations on opportunities for government and private sector entities to benefit from during this global challenge.

EDUCATION & KNOWLEDGE TRANSFER

W

ith the focussed intention to foster innovation-driven growth, smart governments are continuously accelerating their efforts to stimulate knowledge sharing and best practices between government entities and the private sector.

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FROM EDUCATION TO KNOWLEDGE

BY HANY TORKY, CHIEF TECHNICAL ADVISOR OF THE KNOWLEDGE PROJECT, UNITED NATIONS DEVELOPMENT PROGRAMME (UNDP)

DR TORKY ELABORATES ON WHY DEVELOPING HUMAN COGNITIVE AND CREATIVE CAPACITIES IN A COMPREHENSIVE AND INTEGRATED MANNER IS PRIMORDIAL AND HIGHLIGHTS THAT THIS IS MAINLY ACHIEVED THROUGH BRIDGING EDUCATIONAL GAPS AND ENHANCING THE EDUCATION SYSTEM.

CH 3: Mobility & Infrastructure

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Food Security & CH 4: Health Media & Information CH 5: Technology

Furthermore, most of the elements that contribute to building a knowledge society are the outcomes of the scientific and technical progress and production that have been achieved thanks to technological advancement and scientific research findings. Higher education, associated with scientific research, constitutes the gateway for preparing people to shape newfangled societies and base their economies on knowledge, thus accelerating development and elevating the human experience. As stated in the third Arab Knowledge Report (2014) by UNDP and the Mohammed bin Rashid Al Maktoum Knowledge Foundation (MBRF), higher education institutions are the producers of the human capital required for the comprehensive development and the labour market, and are a decisive and key factor in the economic and social progress of any society.

CH 2: Knowledge Transfer

In conclusion, education is the main component of knowledge dissemination, and it is, in essence, the development and growth enabler. It is what nurtures creative and innovative human beings, cultivates strong nations and people, and fosters the production of a knowledge wealth that the economists call ‘a capital’. Thus, the consideration of education as one of the most important ingredients to achieving sustainable development is no coincidence. It is a necessity required in plans and strategies seeking to improve the level of knowledge of individuals, enhance their capacities, and create a human capital that can produce knowledge and accelerate development.

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With the new global economy built on knowledge, education is the best way to secure one’s future. Countries that fail to build comprehensive and high-quality education systems face the risk of slower growth, widening gaps, and missed opportunities, as education is the guarantor of the establishment of administrative and political leadership, as well as technical, scientific, and literary expertise and skills that hold the reins of planning and building in society. Amid this intense competition for knowledge, the effectiveness of the education system becomes a major factor in ensuring the youth’s access to the production and cognitive creativity worlds, and one of the means to provide well-being to individuals and communities. Education contributes to alleviating the scourge of poverty, eliminating inequality, helps improve the health of the individuals

The Technical and Vocational Education and Training (TVET) sector also plays a vital role in the economic and social development as it is a fundamental base for the preparation of national cadres and one of the most important weapons against poverty. TVET not only directly affects the fight against unemployment, the per capita income, and living standard, but also constitutes the most important criterion around which development plans revolve and depend on, in their technical and professional components. It also contributes towards a rapid adaptation to the challenges arisen by the technology and information revolutions.

CH2 Diversification CH 1: &Economic Business

Undoubtedly, the Arab countries that are going through this historic turning point, with their comprehensive advancement and enormous development challenges that already existed and increased due to the global health crisis, need to close the education gaps, launch development projects in all their forms, particularly in the education sector, as education is key to human well-being and quality of life.

…the effectiveness of the education system becomes a major factor in ensuring the youth’s access to the production and cognitive creativity worlds, and one of the means to provide well-being to individuals and communities…

and the community, and promotes social stability and peace.

2021

Developed countries have long believed in the importance of human capital, considering its unlimited capacity for creativity. Thus, it was not unusual for these countries to transform their children’s potential into collective capacity for production. The reports by the United Nations Development Programme (UNDP) have embraced the notion that humans are the real wealth of nations, and that human development is the enlarging of human choices; a slogan that remains one of the most important foundations of the philosophy of the human being as a productive and effective entity in all areas. Therefore, nations with strong insight and strategic vision are keen not only to rehabilitate human capacities to specific extents, such as improving social and cognitive services and achieving a certain level of decent living, but also strive to take advantage of all manifestations of human creativity in a comprehensive and integrated approach to development. The integration process includes individuals, groups and various sectors (economic, political, social, etc.).

The fact that some Arab countries continue to lag behind on the world “geo-knowledge” map will inevitably deprive them of any “geo-strategic” role in the international arena. There is no other way to break this barrier than by accelerated action and increased efforts to improve their position and enhance their performance, in order to qualify for a well-deserved presence on the international stage, and to compete for the top ranking. This can only be done through education. Education and development are two sides of the same coin, as education is centred around the human being and its goal is to build and develop humans’ capacities and potentials in order to achieve efficient and equitable sustainable development with enlarged life choices for people.

EDUCATION & KNOWLEDGE TRANSFER

K

nowledge is considered as one of the core issues in the human development agenda worldwide and in the Arab States region in particular. It holds a crucial importance in defining the region’s weight in global geopolitics and its ability to withstand competition. The difference between advancement and underdevelopment is no longer measured by income, and the assets of countries are no longer determined by their physical and natural resources, size, population, or strength of their military forces, but rather their ability to produce, develop and control knowledge. This prompted some to consider knowledge the standard of human advancement at the present stage of human progress, and others – the decisive weapon in the battle for progress or the ‘battlefield’ itself.

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KNOWLEDGE-DRIVEN YOUTH PAVE THE WAY TO A SUSTAINABLE FUTURE

By THE FEDERAL YOUTH AUTHORITY (FYA) THE FEDERAL YOUTH AUTHORITY’S VARIOUS INITIATIVES SEEK TO IMPART KNOWLEDGE AMONG THE YOUTH; THEY ARE AN ESSENTIAL COMPONENT OF THE UAE’S ‘TOWARDS THE NEXT 50’ STRATEGY.

T

he United Arab Emirates is a young nation. In a record time, and in spite of a myriad of obstacles standing in its way, the country has quickly risen through the ranks to join an elite club of advanced nations. The Emirati population is just as young and dynamic, with a median age of 32.6 in 2020, and a youth segment that accounts for approximately 35% of the population. This equates to a little over one in three people in the country being aged 25 years or less.

A sizeable youth segment usually comes with its own set of economic and social challenges for a nation, but also tremendous opportunities. It prompts governments to question to what extent their resources and sectors can sustain this large segment of their population in both present and the future. Yet this youth bulge offers

significant opportunities to be capitalised on. Young people must not be thought of as a strain on resources, but to the contrary, they are the leaders of tomorrow and they can, when trained and empowered, spearhead the efforts to achieve the United Nations Sustainable Development Goals (SDGs), and drive the global sustainability agenda.

CH2 Diversification CH 1: &Economic Business

Education &

CH 2: Knowledge Transfer CH 3:

EDUCATION & KNOWLEDGE TRANSFER

2021

Mobility & Infrastructure

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“Whenever one speaks of the youth, at one point or another you will hear them say: ‘The youth are our future.’

And whenever someone speaks of the future, the topic of sustainability inevitably comes up. The two have become a sort of package deal,” said HE Shamma Al Mazrui, Minister of State for Youth Affairs. “These are

both prominent talking points in every statement regarding this particular segment of the community, and that is because there is an inherent and undeniable truth there; the youth are indeed the future and sustainability is an indispensable component of that future,” Her Excellency added.

“We cannot hope to build a bright, resilient, and prosperous society if it is not sustainable and the UAE has been blessed with a leadership that has long championed both: the youth and sustainability,” Her Excellency

Table of Contetnts

sustainable ecosystem. Young leaders have been empowered to take their rightful place at the table as the UAE marks 2020 – a year dedicated to laying plans for the next 50 years of progress.

Media & Information CH 5: Technology

Successful leaders are the ones who think of youth and the environment as a continuum – two integrated and complementary elements that go hand-in-hand. The UAE has been fortunate in that regard, with a forward-thinking leadership that has launched successive ambitious, yet calculated strategies for the future.

The UAE has never been burdened by its young population. On the contrary, Emirati leaders have long banked on its youth and invested in their capabilities, all while executing plans to transform the country’s economy and society into a green,

51

“ asserted. “Youth engagement became especially important in the wake of the novel Coronavirus (COVID-19) pandemic, which brings a host of opportunities for the youth to get involved with original ideas and set the tone for the future they aspire to. Young engineers, scientists, and thinkers were also at the frontlines as the UAE embarked on its inaugural space journey with the launch of the Hope Probe in July 2020.”

Youth-centred and knowledgefocussed activities and initiatives have flourished in the UAE, following the establishment of the Federal Youth Authority (FYA), and more recently, the launch of FYA’s unique, novel strategy focussed on investing in the energy and potential of youth. Indeed, FYA has launched a series of platforms to facilitate knowledge transfer from decision-makers in the UAE to the youth, and among the youth themselves. The main objective is to engage the youth – the leaders of tomorrow – in the decision-making processes, allowing them to bring their perspective and fresh ideas to the table.

Youth have an incentive in ensuring sustainability across every sector in order to shape the future they want for themselves, and knowledge is essential to empower and enable them to achieve this goal.

Moreover, FYA launched the Emirates Youth Professional School (EYPS), which crowdsources instructors, teachers, experts, and professionals in the UAE to provide full-length professional courses in various sectors, establishing an innovative and sustainable model. For example, the Ministry of Climate Change and Environment developed three professional programmes to deliver through EYPS focussed on sustainability, namely, the Professional Program for Sustainable Farming and Animal Health Development, the Professional Program for Sustainable Buildings, and the Professional Program for Sustainable Marine Practices. The programmes combine lectures with hands-on practical and real-world applications and site visits, with the objective to equip Emirati youth with relevant, specialised skillsets and increase their chances of career development in today’s evolving labour market.

In particular, the Authority launched the Young Economist Programme, under the umbrella of the Emirates Youth Professional School. The

Youth are the future and sustainability is an indispensable component of that future.

“

HE Shamma Al Mazrui, Minister of State for Youth Affairs; Chairperson, Federal Youth Authority

programme is the first of its kind in the Arab World and aims to train and prepare the youth to become future leaders in economics. It helps equip young Emiratis with the necessary skills and exposure to jump-start their careers in national and international economic organisations and play their part in building sustainable economies and societies in the future.

Another notable programme catering to the youth in the UAE is the Emirates Youth Summer Academy. Launched in 2017 by FYA, the annual camp focuses on fostering creative skills in several areas, including culture and creativity, future skills, new media, and selfdevelopment. It offers a diverse programme with more than 500 activities that include workshops, dialogues and cultural screenings, held in partnership with federal, local and private institutions in the UAE. Prominent workshops taking place as part of the summer camp include ‘Content Creation Journey’, ‘How to Write a Novel’, and ‘Digital Art: Portraying Your Family’, to name a few.

Now held under the auspices of the Ministry of Culture and Youth, the 2020 edition of the camp necessitated virtual activities being conducted with a group of experts leading remote sessions as part of the precautionary measures implemented to curb the spread of COVID-19.

Moreover, during the inaugural UN Youth Climate Summit in New York in September 2019, the UAE pledged to establish new local youth advisory councils for energy and climate entities, organise national dialogues between government, youth, and civil society on climate change, further train and

educate youth on climate change and sustainability, and provide internships to youth with key stakeholders in the climate field. In another show of unwavering confidence in its youth and commitment to sustainability, the UAE sent a delegation of young people to attend the 25th Conference of the Parties (COP25) to the United Nations Framework Convention on Climate Change (UNFCCC) held in Spain, in December 2019.

“Youth are the most bankable asset for any country that is serious about shaping a prosperous future,” said HE Saeed Al Nazari, Director General of FYA. “Young people are an integral part of any plans for sustainable development. According to UN estimates, there are currently 1.8 billion people between the ages of 10 and 24 – the largest generation of youth in history. With that knowledge in mind, tremendous efforts are constantly being made to engage the youth in implementing the Sustainable Development Goals (SDGs), prominent among them being the launch of the Youth Advisory Council for the Sustainable Development Goals in 2018,” His Excellency added.

The UAE considers its youth to be change-makers, with the power to act and mobilise others. It recognises that they are innovators who do not limit themselves with conventions and bureaucracy. Above all, it understands that their creative energy, coupled with the right set of skills, has the potential to catalyse unprecedented progress, prosperity, and sustainability.

The Private Education sector in Dubai is thriving and continues to reinforce Dubai’s value proposition as a preferred global destination to live and work. According to the Knowledge and Human Development Authority (KHDA), private education contributes AED 18 billion to the economy of Dubai.

Education &

CH 2: Knowledge Transfer

279,191

Diversification CH 1: &Economic Business

PRIVATE EDUCATION LANDSCAPE IN DUBAI 2020/21

Total Number of Students

CH 3:

135,521

Boys

Girls

Mobility & Infrastructure

143,670 Teachers

Schools

30 NEW SCHOOLS

210

Opened from 2017/18 to 2019/20 14% increase in enrolment at these schools in the last academic year

Year

No. of Schools

Students

2010/11

148

193,323

2011/12

148

207,118

2012/13

153

225,099

158

243,715

169

255,208

2015/16

173

265,299

2016/17

185

273,599

2017/18

194

281,432

2018/19

209

289,195

2019/20

208

295,148

Student Nationalities 2019/20

98,527 34,452 22,668 17,238 13,594 108,669

Others

Table of Contetnts

2013/14 2014/15

Emirati Students Media & Information CH 5: Technology

Student and School Enrolment

32,398

Food Security & CH 4: Health

20,445

THE FUTURE OF EDUCATION IT IS UP TO EACH OF US TO SHAPE IT, TOGETHER

CH2

Media & Information CH 5: Technology

“

Table of Contetnts

Our community of teachers and school leaders have worked tirelessly to make sure our children’s learning continues uninterrupted. As much as we clapped for healthcare workers, we should also put our hands together to appreciate every teacher and school leader who is balancing distance learning with face-to-face

Food Security & CH 4: Health

The real test of innovation in Dubai, and the real test of leadership in education, is happening right now.

We have been handed opportunities that may never come again. We can choose to take them and lead the future of education, or we can leave them and go back to how things used to be.

Just a few months ago, any one of these changes would have been unimaginable. Today, we must be able to imagine the possibilities these changes offer.

Mobility & Infrastructure

For years we have talked about innovation in education, and many schools and universities across Dubai have begun applying truly innovative practices. However, it is one thing to be innovative when things are going well, quite another when times are so uncertain.

At the beginning of this academic year in September, parents in Dubai had the choice between continuing with their children’s distance learning or returning to school. 53% of parents chose school as they believed that was the best decision for their children’s health and wellbeing. Ironically, 47% of parents who chose to continue with distance learning also believed the same thing. Neither group of parents mentioned academic achievement or exams when they talked about why they made that particular decision. Either way, it was wellbeing that mattered most.

GER

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Overall, we have realised what really matters in education, and in life – wellbeing. We were reminded that wellbeing is not just an academic pursuit. It is not something we should do, it is something we should be.

…we have realised what really matters in education, and in life – wellbeing.

We were reminded that wellbeing is not just an academic pursuit.

It is not something we should do, it is something we should be.

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Teachers structured their time around the academic and emotional needs of their students, rather than the demands of timetables and classroom management. Older students became more independent and responsible for their own learning. In the process, they honed their skills of resilience, kindness, and of problem-solving.

Our shared experience over the last few months has taught us a few lessons. We have learned that we will not always be able to see the path in front of us, but that we will always move forward. We will not always succeed, but we will always learn from it.

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Yet, despite not being in the same room together, students and teachers still found a way to have meaningful exchanges. Despite not having specified lesson and break times, students and teachers still found a way to keep up with the curriculum.

Despite not having final exam grades, universities still found a way to offer students placements. Employers still found a way to hire them.

At the same time, in homes across Dubai, parents gained insights into their children’s learning that they had never had before. Some wanted to continue engaging with their children at this level.

learning and making the whole experience a positive one for parents and students.

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In the homes of students, teachers and school leaders across Dubai, our concept of education has undergone extraordinary transformation. When all formal learning moved online in April, the traditional structures of a school day – punctuated by bells, lessons and breaks – fundamentally changed. International exams were cancelled.

At the beginning of this pandemic, everyone was thrown off-balance.

Teachers who had never done distance learning suddenly became students. Parents with younger children suddenly became teachers.

Teachers had to constantly switch their attention between their students and their own children. A school became home and home became a school.

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e are living through history.

Never in our lives have we seen so much change in such short of a time. Many of us are trying to get through this period as best we can, looking forward to the time when things can get back to how they used to be. Many sectors in our society have been on pause, waiting for normal play to resume.

Yet education is different. Rather than being on pause, education is now in the fast lane.

EDUCATION & KNOWLEDGE TRANSFER

BY DR ABDULLA AL KARAM DIRECTOR GENERAL, KNOWLEDGE AND HUMAN DEVELOPMENT AUTHORITY (KHDA)

We do not look forward to things getting back exactly how they used to be. Instead, we look forward to embracing the possibility of how things could be. The future of education has arrived. It is up to each of us to help shape it, together.

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KNOWLEDGE TRANSFER IS KEY TO ACCELERATING SUSTAINABLE DEVELOPMENT

BY DR WALEED YAGOUB, DIRECTOR, EMIRATES GREEN BUILDING COUNCIL AS THE UAE TAKES STEADY STEPS TOWARDS ACHIEVING ITS COMMITMENT OF NET ZERO CARBON BUILDINGS BY 2050, THE IMPORTANCE OF CREATING AN EXTENSIVE KNOWLEDGE BANK THAT EVERY STAKEHOLDER CAN BENEFIT FROM, AND SHARING THE LEARNINGS SERVE AS A CENTRAL MISSION OF EMIRATES GREEN BUILDING COUNCIL.

The integral link between the wellness of living environments and public health was especially underpinned by the UAE, one of the handful of global nations to demonstrate strong resilience to the crisis. As we now enter

the new normal, the lessons we have learned and our response to the crisis highlight the need to be even more mindful in creating greener, sustainable, and wellness-oriented living spaces.

The forward-looking vision of the nation’s founding leaders was the driving force for the UAE in creating a model template for sustainable built environments. From the introduction of rating systems for new buildings to implementing green building

As we prepare for the next 50 years, we have greater responsibility to accelerate the implementation of green building best practices not only to achieve the UAE’s commitment to net zero carbon buildings by 2050, but also to ensure we create a greener and healthier nation for our coming generations.

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here has been a fundamental reset to the global economic engine in 2020 in light of the COVID-19 pandemic. It also brought to the forefront the strategic imperative of integrating sustainability best practices in everything we do.

regulations, and by focusing on retrofitting existing buildings for energy efficiency, the nation has indeed raised the benchmark.

As we prepare for the next 50 years, we have greater responsibility to accelerate the implementation of green building best practices not only to achieve the UAE’s commitment to net zero carbon buildings by 2050, but also to ensure that we create a greener and healthier nation for our coming generations.

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In 2017, we launched the ‘Green Building Tooltips’ – a freely accessible online resource on our website; and our Building Retrofit Training, a capacity building programme that utilises the Technical Guidelines for Retrofitting Existing Buildings, an EmiratesGBC handbook available

Throughout our initiatives and programmes, EmiratesGBC imparts an implicit awareness of the importance of sustainability best practices that goes over and beyond what is intended, and we understand the momentum this generates is crucial to mitigate climate change. By participating in our programmes, our members and partners are empowered with the requisite tools and action strategies they need to prepare them for the new era envisioned by our leadership: for the UAE to be one of the world’s most sustainable nations.

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A similar transfer also occurs for the hospitality industry, where we operate the Green Key Certification programme – an international ecolabel for hotels and tourism facilities.

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Complimentary to our role on the WorldGBC Advancing Net Zero Steering Committee and our

Since 2016, we have conducted two benchmarking exercises, evaluating the energy and water performance of existing hotels, malls, and school buildings against comparable buildings in the UAE. This exercise has supported Dubai’s commitment towards the Building Efficiency Accelerator, a programme under the ‘Sustainable Energy for All’ (SE4All) initiative led by the United Nations SecretaryGeneral.

Knowledge can also be transferred indirectly, and several of the Council’s initiatives and programmes achieve that aim through sheer stakeholder collaboration. For instance, this knowledge transfer occurs during the certification process of zero energy and zero carbon buildings in the UAE market, which the Council delivers in partnership with the International Living Future Institute.

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In 2018, EmiratesGBC launched the Net Zero Centre of Excellence, which today serves as a think-tank and accelerator for advancing net zero carbon buildings. As part of our commitment to the World Green Building Council’s global Advancing Net Zero Project, the Centre provides a platform for government, academia, civil society, and the private sector to learn and share expertise on attaining net zero buildings. The Centre also offers tools and resources to advance the net zero movement in the UAE, and supports future building regulations and the building sector towards decarbonisation by the global timeline of 2050.

in English and Arabic providing guidance on the fundamentals of building retrofit.

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With our remit of serving as a knowledge repository for sustainability best practices, the Emirates Green Building Council (EmiratesGBC) has created relevant benchmarks that are aligned with the vision of the UAE’s leadership towards sustainable development.

contribution to the MENA Net Zero Advisory Panel, EmiratesGBC has also carried out a first of its kind Nearly Zero Energy Building Study in the region that works to support the UAE’s efforts to reduce the carbon footprint of its built environment. This initiative helped us to define Nearly Zero Energy Buildings for the region through a clear, scientific, and peer-reviewed approach, which regulators and real estate developers can reference and implement for an improved portfolio.

EDUCATION & KNOWLEDGE TRANSFER

This transformational journey requires the creation of a detailed knowledge bank, and active engagement and knowledge sharing among all stakeholders, to enable the achievement of the nation’s sustainable development goals and mitigate the effects of climate change.

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EDUCATION AND COVID-19 775 million school children According to a report

by Dubai Future Foundation, more than 775 million school children have been affected by school closures around the world as a result of COVID-19.

Distance learning was implemented across the emirates in March when schools closed their doors to stem the spread of COVID-19.

The Distance Learning Evaluation (DLE) is a collaborative initiative between the Ministry of Education, the Abu Dhabi Department of Education and Knowledge (ADEK), Sharjah Private Education Authority, and Knowledge and Human Development Authority (KHDA).

EVALUATION OF DISTANCE LEARNING IN THE UAE

Northern Emirates More than 6 in 10 private schools and 2 in 10 public schools in the Northern Emirates were rated ‘advanced’ for distance learning by the Ministry of Education.

Sharjah 70 out of 112 private schools (63%) were rated developed for distance learning, while 42 schools (37%) were partially developed.

Dubai Abu Dhabi 146 out of 173 private schools (84%) earned the top ‘developed’ rating with 27 private schools rated ‘partially developed’ (16%) and none rated ‘not developed’.

More than two thirds of private schools in Dubai (67%) received the ‘developed’ rating.

32% of schools received a ‘partially developed’ score, with only 1% marked ‘not developed’.

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schools

deploy the distance learning system, representing 82.86% of the total number of schools.

Meanwhile,

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#NEWDAYSNEWWAYS This is a portal, by KHDA and its partners in the education community featuring apps, websites, services and other resources that organisations from the UAE and around the world are providing free of charge - a virtual goodie bag for students, teachers and parents filled with resources that can help add spark to both teaching and learning.

The current academic year saw

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NAHLA WA NAHIL PLATFORM Nahla wa Nahil, the award winning, e-literacy platform, is scientifically designed to improve outcomes and promote excellence in Arabic learning for K-8 students across the UAE. It will be integrated into the learning management system of the Ministry of Education for all public schools.

Private schools will gain access directly through their web interface.

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THE DIGITAL SCHOOL His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, launched the Digital School, an initiative that aims to provide certified online education to students across the world, primarily those belonging to underserved communities. It will officially receive its first batch of students in September 2021 for the academic year 2021-2022.

of the student population has instead opted for the remote learning framework, in light of the COVID-19 pandemic.

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UCQOL The UAE Ministry of Education and the Abdulla Al Ghurair Foundation for Education have launched the University Consortium for Quality Online Learning (UCQOL), a new initiative that aims to support select UAE universities in developing accredited online university programmes and launch them by 2022.

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ALEF A digital learning platform powered by artificial intelligence (AI) implemented in all public schools in the UAE. The platform, launched in 196 schools across Dubai, Sharjah, Ajman, Umm Al Quwain, Ras Al Khaimah, and Fujairah, will be used to teach over 40,000 students in grades 5 to 9 the ‘six core subjects’: Arabic, Mathematics, Science, Islamic Studies, Social Studies, and English. Students in grades 10 to 12 will be included in 2021.

The residual

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MOHAMMED BIN RASHID SMART LEARNING PROJECT It is a joint venture between the Ministry of Education and the UAE’s Telecommunications Regulatory Authority (TRA), in cooperation with the UAE Prime Minister’s office. The AED 1 billion programme will be introduced in four stages over five years. Preparing the schools for the goal, the Ministry in association with Etisalat is equipping around 400 campuses with the latest 4G networks, e-boards, smart tablets as well as e-content.

of the total student population.

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DIWAN EBOOK READER Diwan e-book reader is an app by the Ministry of Education that facilitates the downloading of books and online study. It lets teachers and students from the government schools to view and interact with the learning curriculum electronically.

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DUROOSI UAE Ministry of Education, in partnership with Etisalat and Google, launched online education to develop hundreds of tutorials on YouTube aimed for Grade 11 and 12 students. Duroosi (which means ‘my studies’ in Arabic), is a YouTube channel with 600 tutorials, covering a variety of subjects based on the national curriculum, and is intended to help families cut back on the high cost of private tuitions.

Up to 201,797 school-going students across the UAE form part of the onsite, in-class learning system, making up

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MADRASA In October 2018, the UAE launched Madrasa, a free e-learning platform that provides 5,000 free Arabised videos in general science, math, biology, chemistry, and physics. It also provides 11 million words of educational content to students from kindergarten to grade 12. The platform is accessible online to over 50 million Arab students around the world.

COVID-19 IMPACT

EDUCATION & KNOWLEDGE TRANSFER

EXISTING E-LEARNING INITIATIVES, PLATFORMS, AND TOOLS IN THE UAE

chose the in-person learning system, representing 17.14% of the total pool.

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THE ENVIRONMENTAL CASE FOR DISTRICT COOLING

BY BADER AL LAMKI CHIEF EXECUTIVE OFFICER, NATIONAL CENTRAL COOLING COMPANY PJSC (TABREED)

THE CEO OF TABREED HIGHLIGHTS THE CONTRIBUTION OF DISTRICT COOLING TOWARDS A MORE SUSTAINABLE FUTURE AND SUGGESTS THAT STRONG COORDINATION AMONG STAKEHOLDERS IS REQUIRED TO REALISE THE FULL POTENTIAL OF THIS TECHNOLOGY.

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oday, the use of air conditioning already accounts for about a fifth of total electrical usage in buildings around the world – or 10% of all global electricity consumption, according to the International Energy Agency (IEA). As global incomes and living standards improve, the growth in AC demand in hotter regions in particular, is set to soar. According to the IEA, air conditioning is expected to become the second largest source of global electricity demand growth after the industrial sector, and the strongest driver for buildings, by 2050.

These developments are set to drive up CO2 emissions, if legacy conventional cooling solutions continue to prevail. To combat this, strong and well-coordinated

action promoting the advancement of sustainable cooling alternatives is required.

District cooling is one such solution.

As cooling demand surges worldwide, district cooling is increasingly being recognised globally as a climate-resilient, low-carbon and cost-efficient solution.

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Similarly, the Demand Side Management (DSM) Strategies of both Dubai and Abu Dhabi have identified district cooling as one key pillar of their respective strategic plans to reduce the energy

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The recent issuance by the Department of Energy of Abu Dhabi, of District Cooling regulations – the first such regulations in the MENA region – is a good example of such policy action, providing a regulatory framework and technical and commercial guidelines for the development of the industry.

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Whilst district cooling has been growing steadily and contributing to the global green agenda, there remains plenty of untapped potential. The penetration of district cooling (and that of other similar centralised air and water-cooled

To unlock this potential, strong policy action and tight coordination among industry stakeholders is paramount – and we are seeing positive developments in this direction, particularly in the UAE.

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But it is closer to home where district cooling has an even more important role to play. In the GCC, Tabreed, an undisputed pioneer and industry leader established more than 20 years ago, owns and operates 83 district cooling plants, delivering

Through this portfolio of assets, Tabreed already contributes significantly to the reduction of emissions and combatting climate change. In 2019 alone, we contributed to saving 2.06 billion KWh, enough energy to power 117,500 homes in the UAE every year and prevented the release of 1.23 million metric tonnes of CO2.

chiller technology) remains limited: around 2% globally, and at most around 10-20% in the most advanced GCC markets of Abu Dhabi and Dubai.

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To use just one example, the Paris city has invested in the establishment of a comprehensive district cooling system with 70 km of pipelines across multiple city districts cooling more than 500 buildings that previously used conventional cooling systems. A couple of years into the operation of this network, the energy efficiency of this district cooling scheme has been calculated as being 50% higher than that of a similar cooling capacity supplied by stand-alone units.

CH3 more than 1.345 million refrigeration tonnes to key developments across the region. This includes the iconic projects, such as the Burj Khalifa, the Dubai Mall, the Dubai Opera, the Sheikh Zayed Grand Mosque, the Yas Island Entertainment district, the Al Maryah Island, the Dubai Metro, and the Bahrain Financial Harbour, to name just a few.

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District cooling consumes energy at a level that is 20-30% below that of the most efficient conventional cooling solutions, and 60-80% below that of average conventional cooling systems.

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Bader Al Lamki Chief Executive Officer, National Central Cooling Company PJSC (Tabreed) Bader Al Lamki is the Chief Executive Officer of National Central Cooling Company PJSC (Tabreed), which he joined to lead the company’s operations and growth ambition in the UAE, across the GCC, and abroad whilst ensuring that the company continues its legacy in generating sustainable long-term value to its shareholders.

Mr Al Lamki joined Tabreed on 21 April 2019, bringing with him more than 20 years of diversified experience in the oil and gas, energy efficiency, clean energy and utilities sectors.

Prior to joining Tabreed, Mr Al Lamki was responsible for steering the Masdar Clean Energy business growth activities and played an instrumental role in building the company’s renewable energy portfolio across 25 countries, leading on a number of its most iconic projects. He was responsible for steering the business growth activities, including bidding, acquisition and green field project development. He was also responsible for maximising value from Masdar’s utility-scale renewable energy portfolio globally through effective asset and operation management.

consumption of the emirate, with a number of initiatives identified to promote the use of the technology.

While these are important first steps, we believe a lot more can be achieved.

In particular, with regards to the mandating of district cooling in areas where it makes technical and economic sense, a complex topic that requires in-depth coordination between industry players, regulators and urban planning authorities, but also with regards to promoting district cooling with private and public sectors stakeholders, and highlighting the many benefits social, environmental and economic benefit that the technology can bring.

All in all, we believe district cooling is and should be an essential component of the region’s strategic push towards lower energy consumption per capita and higher energy efficiency. Our experience tells us that finding solutions that are both financially and environmentally beneficial is the true secret to success in sustainability. This is true of district cooling.

At Tabreed, we will continue to promote this agenda for the benefit of the region and its future generations.

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enough energy to power 117,500 homes in the UAE every year and prevented the release of 1.23 million metric

saving 2.06 billion KWh, tonnes of CO2.

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In 2019 alone, we contributed to

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PROMOTING GREEN MOBILITY IN DUBAI

By HE AHMAD BUTI AL MUHAIRBI SECRETARY GENERAL, DUBAI SUPREME COUNCIL OF ENERGY (DSCE) DUBAI GREEN MOBILITY STRATEGY 2030 DRIVES INCREASING USE OF ELECTRIC AND HYBRID VEHICLES, LEVERAGING THE GOVERNMENT’S LEADING-BY-EXAMPLE MODEL

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ubai has emerged into a global logistics hub for transport, and the Dubai Government has assigned high priority to managing its transport-related emissions, especially land transportation, actively seeking to reduce road transport emissions by increasing green mobility solutions within the emirate. In 2015, the Dubai Supreme Council of Energy (DSCE)

launched the Dubai Green Mobility strategic initiative to promote sustainable transport solutions, such as electric vehicles, in order to reduce road transport emissions and improve air quality within the emirate. The initiative’s implementation is governed by a committee, under DSCE, bringing together the Dubai Electricity & Water Authority (DEWA),

Roads & Transport Authority (RTA), Dubai Municipality, Dubai Police, Dubai Civil Defence, Emirates National Oil Company (ENOC), Dubai Airports, and the Jebel Ali Free Zone (Jafza).

Likewise, green mobility roadmaps in Dubai on the horizon of 2030 is aimed at playing an important role in supporting the emirate to meet its transport growth.

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HE Al Muhairbi is also a board member of Dubai Regulatory & Supervisory Bureau for Electricity & Water; Board of Directors of Dragon Oil; a board member at Emirates National Oil Company (ENOC); a board member of Etihad ESCO, and Vice Chairman of Steering Committee of Emirates Energy Award.

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HE Al Muhairbi likes to keep busy with work and his family, and enjoys jogging, sailing and offshore fishing.

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Dubai continues to provide ‘soft’ incentives to owners of all electric vehicles, such as free public charging, free parking in designated spaces, and discounts in related administrative fees for vehicle registration. Over 280 public charging stations have been installed, with the charging network continuously growing.

With over 27 years of experience in Oil & Gas, HE Al Muhairbi holds comprehensive knowledge of well technology as well as petroleum engineering.

Throughout his career, he has focussed on operations, field development and drilling plans.

He has gained experience in the management of gas storage for power generation in existing fields in the emirate of Dubai.

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Subsequently, in 2018, the Dubai Green Mobility Committee formulated and launched the Dubai Green Mobility Strategy 2030, which is aligned with relevant international, national and Dubai-level strategic

To further support the initiative, DEWA installed electric vehicle Green Charging stations across the Dubai emirate to enable car owners to charge their vehicles conveniently.

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In 2016, His Highness Sheikh Ahmed bin Saeed Al Maktoum, Chairman of DSCE, issued Directive number 1 of 2016, mandating all government entities in Dubai, as part of their annual fleet procurement, to partially include a purchase of green vehicles. The directive includes an annual 10% government procurement target for EVs and hybrid vehicles.

and policy frameworks. Multiple regulations have been developed based on the strategy, including the UAE Regulations on Electric Vehicles, Dubai regulations on electric vehicle charging stations and others. Similar initiatives have since been launched across the UAE.

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Government procurement of electric vehicles has been used as a policy measure to promote green mobility within Dubai. Steering the development and growth of the government vehicle fleet to create initial demand, as expected, led to the rise in number of available models of hybrid and electric vehicles in the Dubai market, sparking an increase in green vehicle penetration, a wider interest from private vehicle owners and a subsequent increase in number of green vehicles on Dubai roads.

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HE Ahmad Al Muhairbi is the Secretary General of Dubai Supreme Council of Energy (DSCE). He joined DSCE in December 2012. HE Al Muhairbi holds a BSc in Petroleum Engineering from the University of Texas at Austin. Before joining DSCE, HE Al Muhairbi worked for ADNOC, ARCO Dubai, Margham Dubai Establishment and Dubai Supply Authority.

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HE Ahmad Buti Al Muhairbi

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THE DIRECTIVES SETS PENETRATION TARGETS OF 20% BY 2025 AND 30% BY 2030 FOR THE GOVERNMENT FLEET.

The results of these efforts are over 8400 hybrid and electric vehicles on Dubai roads as of January 2021, with majority privately owned, and the number is growing fast.

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AHMED AL KHATIB CHIEF DEVELOPMENT AND DELIVERY OFFICER, EXPO 2020 DUBAI

The UAE’s wise leadership has placed sustainable development at the heart of the country’s national plans in line with the United Nations’ 2030 Agenda for Sustainable Development. How is Expo 2020 Dubai integrating the Sustainable Development Goals (SDGs) into its subthemes Opportunity, Mobility and Sustainability?

Globally, 2020 is the start of a decade of action on SDGs. Through our global innovation and partnership programme Expo Live and the Global Best Practice Programme, Expo 2020 is already working to address some of the world’s biggest challenges, including those laid out in SDGs. Now taking place in 2021, Expo 2020 provides a powerful opportunity to further examine how far the world has come and what can be done to further efforts towards tackling our most pressing issues in the post-pandemic world.

Furthermore, 80% of Expo 2020-built infrastructure will remain post-event in District 2020, a smart and sustainable micro city-within-acity, an innovation-driven business ecosystem and a diverse and thriving urban community.

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Expo 2020 recently published its 2019 Sustainability Report.

Developed in accordance with the Global Reporting Initiative (GRI) Standards, the report offers unique insights, facts and figures into the implementation of sustainability practices at Expo 2020 so far, and conveys the economic, social and environmental impact of the World Expo to ensure global credibility and transparency. Through our sustainability reports, we aim to create a legacy and set a benchmark

Expo 2020 Sustainable Materials Guidelines ensure that all materials selected for the Expo 2020 site, such as steel and concrete, minimise environmental impact. Global Warming Potential (GWP) is considered when selecting steel, concrete and other high-volume materials; timber is certified by the Forest Stewardship Council; all paints, coatings, sealants, and adhesives comply with volatile organic compound limits to improve indoor air quality; and roads have been built on a base made of reclaimed concrete and paved with asphalt that is made from 20% recycled tyres.

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By implementing these green practices, we are on track to achieve LEED Gold Certification or higher for more than 100 permanent buildings and CEEQUAL Excellent Certification for our 4.38 km2 site and supporting infrastructure.

To what extent are the building materials used at Expo 2020 Dubai site green and sustainable?

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Pivotal strategies include initiatives and best practices that minimise our energy and water demand and use an integrated design strategies, such as: orienting buildings to reduce solar exposure and providing passive shading devices on exterior façades to reduce solar heat gain; increasing insulation values to minimise heat transfer; using high-performance glass to minimise heat gain while maximising daylight; and using water reduction and recycling strategies to minimise water use.

for sustainable practices in the UAE, the region and globally – acting as a tool for future global mega events.

With verifiable and transparent sustainability reporting, the credibility towards Expo 2020 accomplishments is reinforced.

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history and supports the UAE’s efforts as a champion of sustainable development. As such, we have integrated sustainability into all aspects of our journey to create a meaningful impact that reaches beyond the site and beyond the six months of the event.

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Expo 2020 Dubai aims to be one of the most sustainable World Expos in

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Dubai is ranked third globally in the list of cities with the highest number of certified green buildings. What are the strategies and regulations that Expo 2020 Dubai is complying with to meet green building criteria and obtain certifications?

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One Expo 2020 initiative focussed directly on SDGs is the Global Best Practice Programme. Founded on the belief that achieving SDGs by the 2030 deadline requires local solutions to ensure no one is left behind, the programme aims to advance our collective impact towards the global goals by spotlighting projects that are providing real solutions to the world’s biggest challenges, with a view to expanding them elsewhere.

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Dubai and the UAE, Expo 2020 organisers, partners and participants are sharing their commitment with the world, showcasing advances and progress that will leave a legacy far beyond 2022, when the doors of Expo 2020 close.

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Expo 2020 is a crucial postpandemic global event as it is dedicated to inspiring solutions and enabling action to tackle challenges in not only health and wellness, but climate change, urban development, equality and more. The key subthemes of Expo 2020 – Opportunity, Mobility and Sustainability – are areas we see as fundamental in helping to address the world’s challenges collectively.

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How is Expo 2020 Dubai aligning with the Dubai Clean Energy Strategy 2050 and contributing to the vision of a clean energy future?

Expo 2020 Dubai approach offers a tailored blueprint of how to

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successfully build a sustainable smart city – something that could be replicated anywhere in the region.

Through a combination of traditional design strategies, highly efficient equipment and smart building technology, all Expo 2020 permanent buildings will reduce energy demand and use renewable energy to provide clean energy at the point of use.

Hundreds of pavilions will also incorporate sustainability into their building design and content. For example, the Netherlands Pavilion will harvest water and energy to produce food through innovations, including a cone-shaped vertical farm; and the net-zero energy Singapore Pavilion will feature a three-dimensional green space flanked by forest trees, and capped with a spectacular hanging garden.

Meanwhile, the Sustainability Pavilion – one of the three key Thematic Pavilions based on Expo 2020 three subthemes (Opportunity, Mobility and Sustainability) – will set an example for sustainable building design. This will extend into Expo 2020 post-event legacy when, as part of District 2020, it will become a Children and Science Centre – a self-sustaining building generating 100% of its energy and water supply.

We have a range of collaborative pioneering initiatives that tackle global challenges, too. For example, Dubai Electricity and Water Authority (DEWA), Expo 2020 and Siemens are building a solar-powered hydrogen production plant that will be a first of its kind green hydrogen facility in the region and will play an important role in the transition to a clean energy future.

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How is Expo 2020 Dubai applying technology and Internet of Things (IoT ) to create a sustainable future city?

Expo 2020 Dubai will showcase the huge potential of sustainabilityfocussed technology in managing the smart cities of the future – even in the most demanding of environments.

The Expo 2020 site is part of one of the world’s largest installations of Siemens’ smart building technologies: more than 130 structures will be connected to smart building technologies provided

by Siemens, Premier Infrastructure Digitalisation Partner of Expo 2020 – under the control of MindSphere, its cloud-based IoT operating system.

Functions, such as air conditioning, air-quality monitoring, energy use, fire alarms, lifts and lighting will be ‘smart’, and data collected through MindSphere will help improve energy efficiency and maximise safety, security, and comfort. Many of Siemens groundbreaking innovations will continue to be used beyond March 2022, as part of District 2020.

To deliver a connected site with smart infrastructure that will continue to offer benefits beyond the event, we are also working with technology partners and providers: Accenture, Cisco, Digital14, Etisalat, MasterCard and SAP.

We are showcasing the huge potential of sustainabilityfocussed technology in managing the smart cities of the future – even in the most demanding of environments.

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HBMSU SMART BUILDING: A SHOWCASE OF SUSTAINABILITY AND EFFICIENCY

By HAMDAN BIN MOHAMMED SMART UNIVERSITY (HBMSU) THE HBMSU SMART BUILDING ADOPTS BEST PRACTICES IN SUSTAINABILITY, INNOVATION AND INTEGRATION OF SMART DYNAMIC SYSTEMS THROUGH ARTIFICIAL IINTELIGENCE (AI), CONTRIBUTING TO THE VISION OF DUBAI GOVERNMENT OF BECOMING THE LEADING SMART CITY OF THE FUTURE.

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ver the years, Hamdan Bin Mohammed Smart University (HBMSU) has kept true to its commitment to using technology to help create a learning environment that is more engaging, adaptive, and immersive. In line with this commitment, HBMSU has also set an equally ambitious goal of owning the smartest ecosystem among all educational institutions in the world. As a result, the university today is home to a wide array of strategic partnerships that help bring the university one step further in the move to become the smartest and most advanced learning institution in the world.

based on the vision of leveraging the potential of innovative technologies, such as artificial intelligence (AI) and utilising it as a driving force to attract more growth and development.

Serving as a key example of HBMSU’s forward-thinking partnerships is the university’s Smart Building project, a first-of-its-kind smart, high-performing, energy-efficient structure that was constructed to help increase operational efficiency and adopt best practices in sustainability and innovation. Under the guidance and directives of His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, and President, HBMSU, the Smart Building has been built to demonstrate HBMSU’s continuing commitment to achieving the vision of the Dubai Government to become the leading smart city of the future.

The facility is powered by a Smart Campus app that successfully integrates four dynamic smart systems through AI, giving key control over the building’s lighting, cooling, efficiency, building management and power requirements. Under a specially designed interphase, all four systems work individually in gathering required information and data in an automated way, after which the smart app will process, analyse and respond through AI.

Inaugurated in 2018, the HBMSU Smart Building was constructed to support the university’s commitment to effecting positive educational, social, and economic change at the local and international levels. The new facility is

HBMSU’s Smart Building is the result of the university’s fruitful partnerships with some of the world’s leading techno-firms, such as Signify (formerly known as Philips Lighting), Siemens, Smart Citti, Trane, and Honeywell.

These partnerships embody HBMSU’s core value of ‘Together we grow’, which highlights how the university values cooperation for shared success and creative initiatives.

The use of the four integrated systems proves to be a groundbreaking approach in smart buildings as it brings in a more accurate approach towards making smart decisions, whether it be predictive or adaptive. The technology it represents remains to be a key push towards smart transformation.

One of the most significant features offered by HBMSU’s Smart Building is

the smart app itself, which embodies the simplification and facilitation of the academic life of the learners and members of the administrative and academic entities. The smart app gives users the ability to interact with the facilities of the building, accessing information directly, controlling the ideal brightness of lights, maintaining proper room temperature, and giving directions on passageways – all in a click of a button.

In terms of advantages, the Smart Building offers many sustainable benefits and several operational and economic benefits. It definitely complements HBMSU’s key efforts to achieve significant energy savings. In fact, since 2015, the university has managed to save around 802,602 KWh despite increasing the operations in all campus occupancies by 600% over the past four years, further enhancing its contribution to the provision of up to AED 200,000 to the UAE’s savings. In addition, there is also the benefit where community members can control their working environment, being able to choose the temperature and the right type of lighting depending on the purpose of the space being used.

Best of all, the HBMSU has managed to achieve significant KPI in energy efficiency and other environmental strategies. This can later serve as a model where the results can be duplicated and prioritised as a lifecycle for all multipurpose-use buildings in the UAE.

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Since the inception of the Smart Building project, which started in December 2015 and until December 2019, the university was able to achieve energy savings of 658,608 KWh or the equivalent of around AED 302,958.68. We continue to upgrade our existing systems with the latest technologies from our partners and its benefits has reflected the significant savings we gained despite the major increase in the number of building users. During the first five months of 2020 (January to May), the total savings have reached to 144,000 KWh or the equivalent of over AED 66,240.00.

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The HBMSU Smart Building is equipped with 32 smart electrical and water meters that give administrators a comprehensive view of the energy consumption trends of the building. This also includes the connected efficiency monitoring system, which helps identify key areas of the building that would need improvement. The system is the result of the key partnership between HBMSU and Siemens Navigator, which provided a comprehensive, insightful, and intuitive platform.

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ENERGY OPTIMISATION AND EFFICIENCY MONITORING SYSTEM

Since chillers consume the largest bulk of energy, a fully automated Adiabatic Cooling System has been installed as a way to upgrade the existing chillers without having to change the complete cooling system. The system makes use of the natural thermodynamic properties of water and can drop the average air temperature up to 8.7˚C, saving an annual estimation of 72,610 KWh, with a combined estimation of electricity and water cost saving of 10% per annum.

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SMART COOLING SYSTEM

The positive results generated by the building are a key testament to the university’s commitment to supporting national efforts towards making the UAE a new centre for the development of AI mechanisms, techniques, and legislation. As it stands majestically at the HBMSU campus, the Smart Building helps convey the university’s core values of fueling innovation and being a game-changer for the rest of the world to see, which is an important element in HBMSU’s continuing quest to enrich knowledge, advance smart transformation, and strengthen the quality of scientific research, entrepreneurship and innovation.

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The HBMSU Smart Building is equipped with state-of-the-art connected lighting technology.

These ‘Smart Lights,’ which are more efficient and have a longer life expectancy, are dimmable and are installed with a daylight harvesting system, photo and motion sensors, digital addressable lighting interface (DALI) control, and location detection, among others. The lighting system is composed of a daylight harvesting system, a Power Over Ethernet (POE) lighting system, an IPS lighting system, a Green Parking system, and an Envision Lighting Manager.

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The basic elements and concepts of the Smart Building include: the smart lighting system; smart cooling system; building management system, and the energy monitoring system. Each of these elements plays an important role in the building’s operations, including the move to save energy consumption and reduce cost. All four systems are connected to each other.

SMART BUILDING MANAGEMENT SYSTEM

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The HBMSU Smart Building was created under the main idea of using the most advanced technology from its partners to deliver a real-time response, creating smart layers, and controlling all aspects of the building’s operations.

SMART CONNECTED LIGHTING SYSTEM

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HOW IT WORKS

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BREAKING GROUND WITH SUSTAINABLE-TECH ENTREPRENEURSHIP IN THE UAE’S CONSTRUCTION SECTOR

By RAMESH JAGANNATHAN VICE PROVOST FOR INNOVATION AND ENTREPRENEURSHIP, NEW YORK UNIVERSITY ABU DHABI; MANAGING DIRECTOR, STARTAD RAMESH JAGANNATHAN SPEAKS ABOUT HOW TECHNOLOGY ENTREPRENEURSHIP EMBEDDED IN SUSTAINABILITY WILL VITALISE AND CREATE A GLOBALLY COMPETITIVE CONSTRUCTION INDUSTRY.

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So, how can sustainable techentrepreneurship disrupt the UAE’s construction sector?

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At startAD, we believe that fostering innovation at a national level requires a wider development of the UAE’s entrepreneurial ecosystem, and work with a range of entities to bring sustainability through techentrepreneurship to construction.

These partnerships include leading entities, such as IMKAN, Aldar Properties, ALEC Engineering and Contracting, the Consolidated Contractors Company, and Oracle Engineering and Construction for

It is clear that the construction sector at a global level will be impacted by the fourth industrial revolution, bringing new technologies to improve efficiency and sustainability. In that context, it is important to train and invest in startups which can bring disruptive technologies to improve construction’s environmental impact. However, it is also essential to work with major industry players and encourage early adoption of new technology to improve their business operations and their sustainability credentials. With a strong entrepreneurial ecosystem, and a construction sector worth over USD 1 trillion, the UAE is uniquely positioned to be a global leader in enabling the impacts of sustainable techentrepreneurship on the construction industry.

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To first set some context, it is important to recognise that technology-driven entrepreneurship, or ‘tech-entrepreneurship’, has been acknowledged as a global driver of both economic growth and of establishing environmentally sustainable practices by the UN and the UAE’s Ministry of Climate Change and Environment. Nobel Prize winning economist, Paul Romer, has researched the economic

use of artificial intelligence and advanced data management, such as blockchain and big data to improve construction performance; and the introduction of smarter energy resources to reduce buildings’ energy consumption.

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over the past century. For all of its towering achievements, construction has not seen a significant integration of technology into its day-to-day operations, still depending on carbon-intensive materials, such as concrete, and on unsustainable operational processes.

In this article, I want to explore how tech-entrepreneurship can enable sustainable innovation in one of the UAE’s largest industries.

In addition, we made our first seed investment into the construction startup Wakecap, which provides wearable IoT safety devices in construction helmets, better managing workers’ on-site efficiency and safety.

Our DeepTech programme also supports the commercialisation of research projects, bringing their latest findings to market, alongside running programmes which train young people on entrepreneurism by working closely with startups which are introducing ground-breaking concepts that positively impact the construction sector with new, sustainable technologies.

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technology that improves the sustainability of construction.

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based startups, providing disruptive

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“ supported 32 construction To date, we are proud to have

Alongside corporate entities in the UAE, startAD focuses on enabling green tech-entrepreneurship startups by providing training, mentorship, and opportunities to early-stage techentrepreneurs, helping them build their businesses and introduce their innovations to the business landscape.

To date, we are proud to have supported 32 construction based startups, providing disruptive technology that improves the sustainability of construction.

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In spite of this, there is a wide range of modern technology which can enable greater sustainability in the construction sector that has yet to be adopted. These include the development of low-impact construction materials, in particular, concrete; advances in 3D printing and the creation of modular housing; the

We partner these corporations with tech-enabled startups who are at the industry’s cutting-edge. In our most recent version of the Corporate Sprint Accelerator, focussed on construction, we established 14 startup-corporate relationships, which integrate technology into the sector. Developing innovation at the corporate as well as entrepreneurial level is key to our framework of working with the wider ecosystem.

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As such, the global construction sector is ripe for sustainable tech-disruption.

Contributing to 39% of energy-related CO2 emissions, the global sector does not invest significant amounts in technology, with two-thirds of construction companies in 2018 reporting the percentage of their annual sales volume spent on technology being 1% or less.

previous editions of our Corporate Sprint Accelerator.

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Imagine an industry whose primary materials have not significantly changed in two millennia, and whose processes have not altered

and societal benefits of innovation, both in enabling economic growth and in fostering sustainable living. At both a local and an international level, the development of techentrepreneurship ecosystems is a key driver of economic and environmental sustainability.

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he global significance of the infrastructure and construction sector and its impact on the quality of life at a social level is undisputed and historically dates back to Roman times, when concrete is believed to have been invented. The Roman Empire was said to have an estimated 400,000 km of roads of which 80,500 km were paved. A recent United Nations (UN) study reports that more than a billion people have come out of poverty over the last three decades, and infrastructure/construction programmes have a direct link to ‘pro-poor growth’ (defined as economic growth that directly reduces poverty). It would not be an exaggeration to observe that construction is one of a handful of horizontal sectors that impacts all aspects of humanity in some form or fashion.

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HE SAIF MOHAMMED AL SUWAIDI DIRECTOR GENERAL, GENERAL CIVIL AVIATION AUTHORITY (GCAA)

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Aerial Systems regulations & standards, Managing Commutable Diseases in Air Transport Regulations, Artificial Intelligence application within GCAA systems & processes and advanced Big Data analytics.

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The UAE remains committed to maintaining the highest standards of aviation safety and security by maintaining and further building its position as one of the safest and most secure aviation systems in the world. In order to achieve this, the UAE always endeavours to work closely with international and regional partners to suggest and support improvements in the field of safety and security.

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COVID-19 pandemic has affected Carbon Offsetting Reduction Scheme in International Aviation (CORSIA) as significant as other areas of the aviation industry in the UAE and across the globe. The UAE, along with other nations, supported the change in the baseline consideration for CORSIA from the average of 2019 and 2020 to focus on the year 2019 as the only baseline since it represents the normal operation of the UAE’s aviation industry. GCAA, through UAE Aviation Environment Working Group (AEWG), which includes a representation of all local governments, airports and airlines as well as the private sector, discussed the impacts of the pandemic on CORSIA’s implementation in the UAE and brainstormed ways to maintain the UAE’s leading role in the industry.

The recent developments in the aviation sustainable fuel required engaging heavily with the UAE’s oil sector and other stakeholders to leverage the right expertise in support of the development of UAE’s aviation industry in the future. Currently, GCAA works closely with the national and regional oil sector on Low Carbon Aviation Fuel (LCAF) technology. The UAE is one of the focal points of LCAF subgroup as ICAO’s Long Term Aspiration Goals (LTAG). Moreover, the UAE is co-leading the Operation sub-group of LTAG. During 2020, the UAE maintained its leading role in ICAO’s Technical Advisory Body (TAB) through leading the Methodologies and Protocols sub-group, which evaluates and asseses environmental programmes around the world to be recommended for the international aviation offsetting requirement under CORSIA. The pandemic imposed significant challenges, yet the high level of cooperation between GCAA and the various stakeholders nationally and internationally helped to minimise the impacts of the pandemic on the aviation industry in the UAE and beyond.

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Currently, GCAA is managing several projects whose major milestones are expected to be reached in the near future, such as Urban Air Mobility/Unmanned

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Future foresight is integral within the GCAA organisational culture.

Foreseeing expected opportunities and challenges is instilled in its organisational structures and systems as GCAA believes that the way forward in maintaining and further expanding the attained achievements is through continuous improvement to the Authority’s processes, systems and resources.

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The strong fundamentals of the UAE civil aviation system led to the UAE ranking first in the effective implementation of the International Standards & Recommended Practices issued by ICAO. The UAE has established itself as a global leader across all sectors of aviation, and its achievements were driven by the GCAA’s vision to establish and promote a “Leading, Safe, Secure and Sustainable Civil

Aviation System” .

How the pandemic will transform aviation will be known through the continuation of some of the existing practices that can have compounded benefits and effects not only during the pandemic, but also when normal operations resume. Technologies, like block chain, touchless technologies and sensor-based technologies which are being employed currently will most probably maintain momentum. This momentum may not have been maintained had we not have this crisis. In addition, some of the sound health and safety precautions might continue even after the crisis is over and they might become standard practices due to the return on investment ( e.g. thermal screening and the likes ). We shall see a much better risk management should we face similar scenarios in the future.

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In 2015, the UAE ranked No 1 worldwide in compliance with international security and safety standards by the International Civil Aviation Organization (ICAO).

What is the future vision of GCAA? What important milestones are there to be reached?

security screeners, passengers and staff during aviation security operations.

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When the first indications of the pandemic began to surface in the first quarter of 2020, GCAA started engaging with relevant stakeholders and published guidance and regulations for the aviation industry with the aim to regulate the response, recovery and resumption phases of aviation operations during the COVID-19 pandemic. The regulations and relevant guidance material were developed to ensure an organised, safe, secure and efficient functioning of the UAE aviation industry during these unprecedented times.

Furthermore, to manage the recovery, resumption and return to normal operations on the state level, GCAA established multiple task forces, groups and committees, which fosters collaboration amongst aviation stakeholders in jointly identifying, managing and tackling challenges. Additionally, it is to be noted that the UAE, represented by GCAA, was elected to be a member of the International Civil Aviation Organization (ICAO) Council Aviation Recovery Task Force (CART), which was formed in response to the COVID-19 pandemic. Hence, the UAE played a vital role in introducing national and international standards to ensure a harmonised, wellconsidered and ultimately successful global restart of aviation.

Moreover, GCAA issued a guidance for implementation of aviation security measures during the pandemic, focussed on applying appropriate health and safety measures to protect aviation

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What safety precautions are mandated by GCAA to ensure the safety and security of the passengers and staff during air flights in times of pandemic? How is GCAA supporting national airlines in such critical time? How will the pandemic transform the future of aviation sector in the region and beyond?

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THE FUTURE OF MOBILITY

By FATIMA AL-FOORA AL SHAMSI ASSISTANT UNDERSECRETARY FOR ELECTRICITY, WATER AND FUTURE ENERGY AFFAIRS, MINISTRY OF ENERGY AND INFRASTRUCTURE

2020 IS REMARKABLY A TRANSFORMATIONAL YEAR IN THE HISTORY TIMELINE, WITH AN IMPACT THAT IS NOT YET COMPLETELY REALISED, ENCOUNTERING A RANGE OF UNCERTAINTIES ACROSS MANY SECTORS. THE TRANSPORT SECTOR HAS BEEN EXPERIENCING DIRECT IMPACTS AS IT HAS ALWAYS CONTOURED THE ROUTES OF PEOPLE’S TRAVELS, WORK, LEISURE AND MORE. THE UAE HAS ALWAYS FORESEEN AMBITIOUS TRAJECTORIES FOR THE FUTURE OF MOBILITY. WITH THE CURRENT CONDITIONS AND AS THE UAE IS LOOKING TOWARDS A SUSTAINABLE CENTENNIAL BY 2071, A NEW MOBILITY ECOSYSTEM IS OF IMMINENT EMERGENCE.

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Future mobility and society need to go hand in hand. When creating the designs of new mobility solutions and services, the user experience shall be placed in the centre.

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In short, the outlook of what mobility might look like in the future relies on the state of technology, society, the economy and politics. The UAE Government is in continuous effort to identify the central source of uncertainty to lay out potential pathways to the future of mobility. In this task, publicprivate partnerships play an important role, responding to the market critical needs derived by much needed innovation.

Leveraging this will put us on firmer footing as we are learning through this novel situation, helping stakeholders from across the transportation spectrum make better choices on this collective journey to a better future of mobility.

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Despite these challenges, opportunities still exist for the transport industry to innovate in the post-pandemic world within such aspects as autonomy, new electrification trends and shared mobility during social distancing. On a long-term impact outlook for autonomous vehicles, there have

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We are experiencing the times when not only the mobility is changing, but also the energy is transitioning.

Energy systems are moving towards a cleaner, decentralised and digitised phase. New and more energy uses are going to be electrified – mobility being one of the critical ones, namely through the shift to electric and alternative fuel vehicles via expanded infrastructure and incentives. Power limitations and high CAPEX are the main challenges facing the EV infrastructure in the region. An estimate of 3000 EVs and more than 700 EV charging stations can be encountered in the UAE, but they are not evenly distributed throughout the country (a ratio of almost 4:1 EV/charger).

been cases demonstrating the upsides of autonomous vehicles as they were used to mitigate outbreaks which more probably will accelerate autonomous vehicle public acceptance, testing and deployments.

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environment, technology, supply chains and consumer behaviours.

Responses might vary as some could view the situation as an inflection point toward sustainable mobility, while others could choose to consider revising regulations to support both the industry and consumers. The trajectory of the future of mobility and infrastructure and the size of the impact across the ecosystem are still erratic globally and locally, to allow us to visualise what permanent short- and longterm shifts the pandemic may cause.

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...the outlook of what mobility might look like in the future relies on the state of technology, society, the economy and politics. The UAE Government is in continuous effort to identify the central source of uncertainty to lay out potential pathways to the future of mobility.

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Mobility sector is amongst the hardest hit as it is driven by the changes in macroeconomic

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Twin crises are challenging the future of mobility. Firstly, there is the COVID-19 outbreak, and secondly, the resulting economic fallout. The nature of both is unknown in severity and duration. The post coronavirus landscape will be identified by the duration and severity of the pandemic itself.

Future mobility is at the core of this evolution. Even along the most optimistic scenario with a short-lived pandemic, we will continue to witness wide variations in approaches to mobility. There might be long-term economic impacts as it is impossible to reverse the losses some business have started to experience. Zooming into the status of mobility, it is predicted to witness alterations, putting emphasis on vehicle sanitation in cars, buses, and metros; and on e-commerce, focussing on last-mile delivery networks. What is the ultimate vision of the mobility in the UAE for the next 50 years? The answer might be complex, yet unfolds potential opportunities. In this manifest, the UAE has always envisioned the pursue of easier, safer, and cheaper travel, enabled by technology innovation and balanced against traffic congestions and impacts on environment and climate change.

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ver the last decade, the mobility industry has changed at a faster pace than ever. Electric Vehicles (EVs) have become much more prominent in the public awareness and also more affordable. Unsurprisingly, this was just a step on the road, propelled by the emphasis on the transition to a new ecosystem of transporting people and goods. As this ecosystem matured, autonomous vehicles have been seemingly in the early stages to compete with internal combustion engine cars. The UAE has set targets which have partially been achieved.

Dubai, for instance, aims to transform 25% of its total transportation to autonomous mode by 2030, with potential revenues, reduction in transport costs, reduction in deaths and injuries, traffic congestions and environmental pollution. These government endeavours will continue to evolve to ensure the future mobility that is more sustainable, equitable, efficient, and digitally-enabled by cost-effective infrastructure, even if the precise timing and nature of that transformation is still uncertain.

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DIRECTOR GENERAL, CHAIRMAN OF THE BOARD OF EXECUTIVE DIRECTORS, ROADS AND TRANSPORT AUTHORITY (RTA)

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HE MATTAR AL TAYER

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RTA has also established and started implementing a strategic roadmap of artificial intelligence, which is fully aligned with the UAE AI Strategy and RTA Digital Strategy. RTA aspires to implement AI in many focus areas to add value to its core business and corporate functions. These focus areas include: traffic management getting around Dubai; customer experience; cognitive licensing services; safety, security, and crisis management; asset management; knowledge and innovation management; and intelligent administration.

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What projects are in the pipeline for RTA and what are your future prospects about the transformation of mobility landscape in the next 50 years?

As the transport entity of Dubai, RTA has aligned its strategic indicators and initiatives with the eight defining principles of Dubai, and the 50-Year Charter, announced by HH Sheikh Mohammed bin Rashid Al Maktoum,

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It will also cut losses associated with traffic incidents by AED 130 million in 2022, which is expected to rise to AED

RTA was among the first public sector entities to deliver all services through user-friendly and innovative smart platforms. It kept increasing and improving the quality of its smart services on offer. Thanks to those efforts, RTA now offers services via four digital channels and a website.

RTA has completed 80 projects as part of its digitisation, smart, and 4th industrial revolution projects. Nine of these projects were completed last year, highlighted by the 3D printing technology of metro parts, automated

Mobility & Infrastructure

Economically, the project will appreciate the rental and sales values of residental and commercial properties within 250 to 500 metres of the metro stations by 20-30%. Costs saved due to easing of traffic congestions are estimated to reach AED 3.5 billion in 2022, and AED 7 billion by 2030.

RTA has also developed the RTA Digital Strategy, focussing on innovative technology solutions tailored for users. It is also embarking on a drive for migrating to smart services as well as uses Data Management and leverages AI technologies and Big Data to enable strategic decision support system, deal with current transportation challenges, and prepare for the future of mobility.

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The opening of Route 2020 Project will bring a host of social and economic benefits. From a social perspective, the project will contribute to enhancing the living standards through the provision of reliable and seamless means of public transportation for the areas it serves, as they will be connected to the wider region of the emirate. Furthermore, it will ease the traffic congestions in these areas by 25%, and reduce 100,000 tonnes of carbon emissions by 2022, which will rise to a reduction of 170,000 tonnes by 2030.

I would like to praise the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, to launch the E-Government initiative 20 years ago.

Such a vision has led to the smart transformation of Dubai into a city that delivers services via advanced smart applications which has proven effective, not only in Dubai but across the UAE. Thanks to that drive, it was possible for government departments to ensure business continuity and deliver high-quality services during the lockdown forced by the COVID-19 pandemic.

It is indeed personally very difficult for me to single out any project as exceptionally successful as I am very proud of the diligent team at RTA that has made every project a success.

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RTA is supportive of Dubai Government’s efforts by embracing the principles of reducing energy consumption and adopting green economy concepts in all projects undertaken and services delivered.

By June 2020, RTA had completed 80 projects as part of its drive to digitise services for the fourth industrial revolution. Could you single out any exceptionally successful project? Is there a next milestone?

Our smart services proved highly effective during the COVID-19 lockdown. The number of digital transactions soared sharply by 40%, compared to the same period last year. Equally, transactions carried out through Mahboub Chatbot doubled to 100%. Consequently, RTA’s happiness index of digital services clocked 90%, and customers use of digital and smart services rocketed by 300% during the period the National Disinfection Programme’s activities were caried out.

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As part of the efforts to save power consumption and increase the environmental sustainability of transit means, RTA has applied the HESOP ( Harmonic Energy Saver Optimizer) technology, which recovers the electrical energy generated by the trains during braking. This energy is reused to feed various loads in the Dubai Metro facilities, such as the ventilation and lighting systems, as well as lifts. There are eight HESOPs installed in the new line of the Route 2020 Project, and seven HESOPs installed in the existing Red and Green Lines. The implementation of HESOP will reduce operational costs by AED 3 million per annum, cut about 3 million kilograms of carbon emissions per annum, and reduce power consumption by 6.6 million kilowatts per annum.

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Through our sustainability framework and its key pillars, RTA seeks to formulate and maintain long-term sustainability ambitions that consider the environmental, economic, and social impacts within all our activities. Our commitment is to provide outstanding public transport services to the people of Dubai while ensuring sustainable and environmentally-responsible performance across all operations and services. RTA, through its vision “Safe & Smooth Transport for All’, supported by its strategic goals – Smart Dubai, Integrated Dubai, Safety & Environment Sustainability, and Smooth Transport for All – has set plans striking a balance between roads and mass transit systems, and making them the ideal choice in people mobility in the emirate, given their positive impact on curbing carbon emissions of private vehicles to combat global warning.

fare of marine transport services, Phase III of nol Plus loyalty points programme, Enterprise Command and Control Centre, an interactive device for marine transport services, virtual driving, building capacities in data science, robot, and the smart route.

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260 million by 2030. The project will enhance the competitiveness of Dubai in attracting global investors to the emirate and in hosting international conventions and exhibitions. Such benefits are expected to be valued at AED 1.7 billion by 2022, and AED 2.7 billion by 2030.

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When planning the Route 2020 Project, the focus was on building globally benchmarked infrastructure and services that meet the UAE’s aspirations for the future. How is Route 2020 Project contributing to the sustainable development of Dubai and the UAE in the upcoming 50 years?

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and has set them as a Code of Practice for the future .

RTA has a comprehensive set up for planning the future of transport. Its plans and objectives cover the short-, medium- and long-term time frames.

Besides the ongoing “Route2020”, the new Creek crossing and the Parallel Roads Project, Tripoli Road expansion, the construction of the new smart Traffic Control Centre in Al Barsha to name a few, RTA’s plans include all types of initiatives and projects to advance the transformation of Dubai into a highly-advanced city, in terms of mobility technologies, modes, business models and legislations.

RTA has set strategies to shape the future of transport with the Dubai Autonomous Transportation Strategy, which aims to achieve at least 25% of all trips in Dubai through self-driving transport modes by 2030, as set by His Highness Sheikh Mohammed Bin Rashid Al Maktoum. The Dubai Autonomous Transportation Strategy is the world’s largest multimodal self-driving strategy. The Strategy does not only focus on private vehicles, but also targets 7 public transport modes.

Moreover, RTA is currently studying and piloting several futuristic modes, in partnership with global firms, such as: • Self-driving transport pods • Automated Aerial Taxi • Dubai Sky Pods • Self-Driving Taxi As part of the Strategy, an international request for innovative solutions was launched, known as the Dubai World Challenge for Self-Driving Transport.

This biannual challenge attracts best of talent from around the world to compete towards presenting Dubai with self-driving solutions, especially for first- and last-mile transport.

As for shared mobility, RTA has charted out the Shared Mobility Plan 2030, covering the introduction and deployment of transit means for the first- and last-mile, and boosting the integration with public transit means.

The Dubai Integrated Mobility Platform S’Hail is a one-stop application for users to plan and book their entire journeys, making use of all available public and private transport modes, including public transport, taxi, e-hail and limousine.

RTA rolled out a car-sharing initiative, involving the deployment of 400

vehicles for the time being, and the number is set to rise to 1400 shared cars by 2030.

RTA has also introduced the Bus On-Demand service, covering two districts in Dubai. The plan envisages increasing the number of districts to 12 by 2030. In addition to the above strategies and initiatives, RTA has clear and comprehensive plans to expand the Dubai road, metro and bus services.

The plans up to 2030 include: •

Increasing the road network by around 4600-lane kilometres;

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Increasing the metro network to 114 kilometres (including 2020 Red Line extension, and the extensions of the Green Line to Academic City, and Red Line to Mirdif);

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Increasing the bus line network to around 9,006 kilometres.

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How was RTA supporting Dubai and its residents during COVID-19 outbreak to ensure continuity of its services?

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This is a step in RTA’s sustainability drive, which was crowned by the issuance of RTA’s Sustainability Framework in 2019, and was taken following the alignment of RTA’s sustainability reports with the UN Sustainable Development Goals (SDGs), which address global challenges, such as poverty,

RTA’s sustainability reports are supported by the Reasonable Assurance Statement, which made a groundbreaking achievement in 2018, rendering it the first entity in roads and transport industry to make such an achievement worldwide, indicating that sustainability has become an integral part of RTA’s operations.

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In June 2020, RTA signed as a member of UN Global Compact for Sustainable Development. What does this milestone mean for RTA?

consideration to the changing needs of the targeted audience, environmental issues, humanrelated aspects, and updates of Dubai’s plans and ambitions. RTA is fully committed to sustainability and to ensuring that our projects are sustainable and have minimal environmental, economic and social impacts.

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RTA has announced the launch of an index to measure the entrepreneurial maturity level of corporate performance of all affiliated sectors and agencies. Can you tell us more about the index and how it contributes to improving Dubai’s and UAE’s competitiveness?

The index aims to verify RTA’s competitiveness and ranking and achieve sustainable entrepreneurial performance in global competitiveness reports. It requires measuring the maturity level of corporate performance and the integrated roles of affiliated sectors and agencies. It also measures the preparedness to achieve higher rankings in the global competitiveness index of roads, infrastructure and transportation sectors. The index corresponds to the matrix for achieving leading roles in four key levels, starting with ranking RTA as Initiator and Implementer Entity, namely, an entity that initiates, improves and achieves competitiveness indicators. The entity should continually endeavour to improve ranking and corporate capabilities, until reaching the fourth level – World’s Leading Entity. Achieving such a status would also improve the overall global ranking of the UAE and Dubai.

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While our incentives and initiatives to encourage the society to use public transport have yielded significant results over the decade, and contributed to reducing fuel consumption by 285 million litres per annum, and cutting carbon pollutants by 50 thousand tonnes per annum, Dubai’s mobility has steered towards getting smarter as we head into an autonomous transport era. As mentioned earlier, RTA’s Digital Strategy and AI roadmap will help enable strategic decision support system, deal with current transportation challenges, and prepare for the future of mobility.

“

...our incentives and initiatives to encourage the society to use public transport have yielded significant results over the decade, and contributed to reducing fuel consumption by 285 million litres per annum, and cutting carbon pollutants by 50 thousand tonnes per annum...

While providing the services, RTA focussed on three primary aspects with regards to COVID-19 response: disinfection (including contactless strategies), protection of users and employees, and physical distancing in transit means and stations. With ongoing precautionary measures in place, which include continued application of social distancing, use of masks aboard public transport modes, and crowd control at metro stations/bus stations, commuters are continuously notified and updated via various media and social media channels, in order to help them plan their journeys while ensuring their safety in public transport.

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RTA has charted out the Shared Mobility Plan 2030, covering the introduction and deployment of transit means for the first- and last-mile, and boosting the integration with public transit means.

Among the different apps launched to foster customer ability to plan and optimise their public transport trips is S’Hail, which allows customers to plan their trips using public transport modes, taxi, and e-hail services, in an integral manner.

RTA’s vision of World Leader in Seamless and Sustainable Mobility covers all aspects of sustainable development, and we are always keen to encapsulate it in our plans and operations. Therefore, we see to it that our services, products and projects contribute to realising that vision. Meanwhile, we apply due

RTA succeeded in maintaining the continuity of key customer services as these were transformed into smart services,available via digital channels and a website run 24/7, supported by the RTA Call Centre.

RTA also ensured continuity of all transport ,odes across its transport network by dynamically responding to city-level scenarios as the city adapted itself to COVID-19.

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In Dubai, the government leads the city’s transformation, whereas in many other places, the private sector plays the major role in this regard.

Our roads and transportation system underpin the framework of the city, while supporting its growth and development, and further enhances its competitiveness. Besides the ongoing infrastructure that boasts of the driverless metro lines and the best roads in the world, which have collectively contributed to encouraging the use of public transport, various factors have attributed to raising the share of public transport mode from around 6% in 2006 to over 18% currently.

This reflects a positive behavioural change.

inequality, climate, environmental degradation, peace, justice, human rights and the fight against corruption. It reflects RTA’s commitment to the ten principles of the Charter in these fields. This milestone is a testament to RTA’s global standing in establishing sustainable development structures, with sustainability as an inherent culture of RTA, since its inception.

MOBILITY & INFRASTRUCTURE

How is RTA encouraging the positive behavioural change of using public transport among Dubai’s residents?

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SPACE FOR THE BENEFIT OF ALL: THE UAE APPROACH

By THE UAE SPACE AGENCY THE UAE SPACE SECTOR IS AN ACTIVE CONTRIBUTOR TOWARDS ACHIEVING THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS, THROUGH THE SECTOR’S PROGRAMMES AND INITIATIVES, WHILE SPACE TECHNOLOGIES AND APPLICATIONS FUNCTION AS ENABLERS OF THE GREEN ECONOMY

S

ince the founding of the United Arab Emirates in 1971, the founding father of the country, His Highness the Late Sheikh Zayed Bin Sultan Al Nahyan had a keen interest in protecting the environment and the vegetation of large desert areas. Since then, the UAE has long championed the preservation of the environment and natural resources, and not only in its infrastructure and regulation. The UAE Government wants to ensure sustainable development while preserving the environment, and thus achieve a balance between economic and social development. The UAE Vision 2021 corresponds with the globally emerging concept of “green growth” or “green economy”, which refers to the practice of encouraging economic growth and development while ensuring that ecosystems remain in place, and providing the services upon which social welfare depends over time.

The UAE’s National Committee on the United Nations Sustainable Development Goals (SDGs) identified how the 17 SDGs can be mapped to the pillars of the national agenda. The UAE space sector is an active contributor towards achieving SDGs,

“

where for each SDG an indicator has been identified, along with contribution description. There is growing evidence highlighting the potential of space technology and application as an enabler of the green economy. Earth monitoring, radiation and heat data, as well as earth imaging, allows players to use data for application to enhance socio-economic benefits and technological innovations for the advancement of human life. The UAE space industry plays an essential role in suppling other entities with the data to study and analyse the state of the environment, desertification,

The growth of space applications presents an unprecedented opportunity to accelerate global sustainable development.

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The UAE Space Agency is an active member in the International Charter ‘Space and Major Disasters’. The International Charter is composed of space agencies and space system operators from around the world, who work together to provide satellite imagery for disaster monitoring purposes. Types of disasters include cyclones, earthquakes, fires, floods, snow and ice, ocean waves, oil spills, volcanoes, and landslides. The UAE Space Agency is also a member of the Space Climate Observatory (SCO), an initiative that addresses the need to step up international coordination to enable accurate assessment and monitoring of the consequences of climate change based on observations and numerical models.

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As of 2020, the UAE owns and operates a number of remote sensing satellites, which support the monitoring of environment, namely DubaiSat-1, launched in 2009; DubaiSat-2, launched in 2013; and KhalifaSat, launched in 2018.

Furthermore, the UAE Space Agency is currently working

Food Security & CH 4: Health

In the shorter term, the Mars Hope mission will collect information about the Red Planet’s atmosphere, and the information will be shared for analysis with more than 200 scientific institutions and research centres across the world. The Probe will gather data that will help explain why Mars is losing its upper atmosphere to space. It will do this by using its onboard apparatus, tracking the behaviour and escape of hydrogen and oxygen, the building blocks of water. With this, they can then look for connections between today’s weather and the ancient climate on Mars. Understanding this may then help us delve deeper into what is happening to our own climate here

The UAE’s rapid economic development has led to a population growth, increase in demand for energy and water, fast-paced urbanisation and high levels of greenhouse gas (GHG) emissions. As a result, the Higher Education and Advanced Skills sector is essential in tackling the complex challenges for humanity, such as climate change, biodiversity loss, pollution and poverty reduction, as it lays the foundations for new approaches and solutions. The UAE’s commitment to higher education and advanced skills will enable a new generation of Emiratis to tackle these issues through knowledge transfer as well as international collaboration and partnerships between the public and private sectors ,which are vital in achieving sustainable development.

alongside academic institutes and research centres on a number of satellites and CubeSats to support the monitoring of climate change data. MeznSat is a recently launched satellite, initiated and funded by the UAE Space Agency in partnership with Khalifa University and the American University of Ras Al Khaimah. The 3U CubeSat was developed, built and tested primarily by university students to detect GHG concentrations. The project aims to offer the UAE space industry with qualified well-trained graduates through hands-on experience.

Mobility & Infrastructure

This has been seen with success of the 100% Emirati-made KhalifaSat and the recent successful launch of the Emirates Mars Mission Hope Probe. Both, in their own way, are responsible for the UAE’s leading role in the regional space sector and for boosting its science and sustainability capabilities in general.

on Earth. By studying the atmosphere of Mars, the Hope Probe seeks to learn why it became dry and learn how to better mitigate climate change on Earth and protect the planet for future generations.

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temperature and other natural occurrences. The benefits of space for sustainable development are increasingly evident. The growth of space applications presents an unprecedented opportunity to accelerate global sustainable development. It is therefore crucial that more countries have access to space and space data.

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HE MUNTHER MOHAMMED BIN SHEKAR ALZAABI DIRECTOR GENERAL, RAS AL KHAIMAH MUNICIPALITY According to Ras Al Khaimah’s Energy Efficiency and Renewables Strategy 2040, the emirate has set the target of 30% energy savings, 20% water savings, and 20% contribution from renewables by 2040. How do these targets contribute to diversifying the emirate’s economy and attracting private investments?

The Energy Efficiency & Renewables Strategy 2040 stems from the vision of His Highness Sheikh Saud bin Saqr Al Qasimi, UAE Supreme Council Member and Ruler of Ras Al Khaimah, to have sustainability as a source of competitiveness for Ras Al Khaimah.

Our perspective is that energy and water are essentials of life and key drivers of economic prosperity. Energy efficiency and renewables will reduce the cost of energy and water in Ras Al Khaimah, thus creating more disposable income for residents, and at the same time increasing the costcompetitiveness of industrial and

commercial enterprises. Renewable energy will also improve the availability of energy in the emirate, by making utility energy service accessible in previously unserved areas. Cost-competitiveness and availability of energy will add to the attractiveness of Ras Al Khaimah as an investment destination, enabling economic diversification.

The deployment of energy efficiency and renewable energy solutions is estimated to result in investments of about AED 9 billion in Ras Al Khaimah from 2018 to 2040, of which the majority is expected to come from the private sector through various development mechanisms. These investments will create a local market for energy efficiency and renewable energy goods and services, as well as skilled jobs in related sectors.

Given the expected investments of over AED 4 billion in the Strategy,

which projects, apart from those currently in progress, are in the pipeline for the coming two to three years?

As you may know, all programmes of the Strategy have been activated, and a number of projects are ongoing in each programme. Notably, in 2020, Government of Ras Al Khaimah has completed retrofits of Ras Al Khaimah Municipality and Ras Al Khaimah Economic Zone (RAKEZ) buildings, and has contracted large retrofit projects for 53 buildings of various aggregated government entities and 15 school buildings. We have also completed the first government distributed solar PV installation of 230 kWp capacity at the Municipality, and an initial network of public electric vehicle charging stations has been deployed.

Going forward, we have a robust pipeline of more than 300 buildings in various stages of the retrofit pipeline.

Implementation of our Strategy is supported by five main enablers: awareness and capacity building, policy and regulation, information systems, financing mechanisms, and research and innovation. Of these enablers, we believe that capacity building and regulation specifically support private investments in energy efficiency and renewables.

From an international perspective, our Strategy represents an important part of Ras Al Khaimah’s contribution to the UAE’s commitments towards climate change mitigation, following the Paris Agreement. Our Strategy directly supports 11 of the 17 SDGs, showing close alignment with global sustainability priorities.

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For example, Barjeel, the Green Building Regulations of Ras Al Khaimah, mandates minimum standards for energy and water efficiency in the design and construction of new buildings in Ras Al Khaimah. This enables and supports investments in efficient building envelope, air conditioning, lighting and other systems, which

Our Strategy is closely tied to the development of urban infrastructure in Ras Al Khaimah. For example, the use of waste as an alternative fuel goes hand in hand with the development of advanced waste segregation and recycling systems.

The reuse of treated sewage effluent for industrial and commercial is supported by a wider coverage of the sewage collection network. We believe that sustainability can be a catalyst for improvements and

Q&A

Today, Sustainable Development Goals (SDGs) are the blueprint to achieve a sustainable future. How is the Energy Efficiency & Renewables Strategy 2040 contributing towards achieving the SDGs?

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Since most of the expected investments are from the private sector, does the Strategy consider any mechanisms to support or encourage private investments?

To support electric vehicles in particular, a comprehensive programme covering all aspects of vehicle ownership and usage has been established. More than 15 public electric vehicle charging stations are currently deployed in Ras Al Khaimah, of which 10 were installed

by FEWA. FEWA also provides free charging at its electric vehicle charging stations until the end of 2020. Ras Al Khaimah Police has waived registration fees for electric vehicles, while RAK Insurance provides discounted insurance rates to electric vehicle owners until 2021.

We want to address the youth because we believe it is important to instill the sustainability mindset at an early age. We want our youth to understand sustainability challenges and be motivated to tackle them with innovative solutions when they grow up. We will also launch a training programme soon, to give local professionals and our youth the knowledge and tools necessary to carry out energy efficiency projects.

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Besides these key projects, the government will continue to replace and extend street lighting with more efficient LED lights, and support deployment of additional electric vehicle charging stations.

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In renewable energy, we have also developed a pipeline of projects, and we are working closely with the UAE Ministry of Energy and Infrastructure and the Federal Electricity and Water Authority (FEWA) to set up a suitable regulatory framework to take them forward.

Efficient mobility is addressed in our Strategy through our Efficient Vehicles programme. It aims to promote efficient vehicles in Ras Al Khaimah, including electric vehicles, hybrids, and fuel-efficient conventional vehicles. Given the limited market awareness around efficient vehicles, the government is leading this programme by example, by committing to a share of at least 30% efficient vehicles in all new vehicle purchases. As a result, 375 hybrids and 6 electric vehicles were inducted in the government fleet in 2019.

For this reason, awareness and capacity building is a big part of our Strategy. In 2019 and 2020, we began our sustainability awareness efforts with our first two campaigns – a social media campaign for residents and a competition for school students. A new website for the strategy has also been launched.

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Your plans for building energy efficiency are clear. What are the Strategy’s implications for mobility and for energy-related infrastructure in Ras Al Khaimah?

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Among all efforts in energy efficiency, an important one is taking place in the field of energy management. We have initiated a large project to elevate capabilities of government entities in managing their energy and water consumption and we are already getting tangible results.

Sustainability is not achieved by one-time equipment changes. It is in fact a continuous and ongoing human endeavour, for as long as we have stewardship of our planet. Thus, sustainability also means ensuring that future generations are aware of the need for sustainability and have the knowledge and tools necessary to continue on this journey.

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Our work in supporting private investments is far from complete. We continue to work on several more enablers, such as training programmes, financing mechanisms, green public procurement, and additional regulatory standards.

The Strategy is expected to bring more than AED 9 billion of direct net benefits to RAK’s economy by 2040.

How do you plan to ensure that such benefits continue to accrue after the completion of the Strategy’s goals?

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advancements in urban infrastructure.

2021

would otherwise not have taken place. The regulatory framework that we have set up for building retrofits, including ESCO accreditation, tendering and contracting standards, business set-up incentives, and M&V processes, support and enable both government and private investments in developing retrofit projects.

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These include close to 50 government buildings, various hotels and resorts in Ras Al Khaimah, and other building types, such as universities, malls, etc. We work closely with building owners and developers to structure projects based on their particular needs, to reach the best possible energy cost reduction. For example, we are supporting Al Hamra Real Estate with an integrated project addressing efficiency and cost reduction across the water supply chain. This will result in improvement of water quality and additional benefits to Al Hamra Village.

For more information on our Strategy and progress of our projects, I encourage readers to visit our website www.reem.rak.ae, where they can find details on our programmes, our press releases, the most relevant regulation, and annual reports on the progress of the Strategy.

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SKYLINE: A SHOWCASE OF MODERN POLICE BUILDINGS

By DUBAI POLICE COMBINING ENVIRONMENTAL SUSTAINABILITY, ECONOMIC VIABILITY AND SOCIAL PROSPERITY, THE NEW BUILDING AT DUBAI POLICE HEADQUARTERS MODELS A NEW COMMUNITY-FOCUSSED APPROACH TO POLICING.

DUBAI POLICE SMART. SECURE. TOGETHER. With 64 years of services, Dubai Police has evolved from a conventional policing services provider to a world-leading organisation that integrates safety and security with the community’s well-being and happiness. As a large-scale organisation with 20,000+ employees, serving a population as high as 3.1 million residents and 15.9 million visitors round the clock, Dubai Police operations are designed to mitigate challenges and improve the living environment, operating under the principles of knowledge-sharing and leading by example. It focuses on achieving effective and efficient human resources and physical resources management to enhance happiness and wellbeing within the society. Today, the

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Designed to resist the harsh arid environment of the UAE, the creative reuse of the containers considers clean and efficient energy solutions in its design approach. It includes the adoption of clean energy through solar panels, producing 28.8 MWh/yr.

While shipping containers by nature prove to provide a higher level of insulation than concrete, and serve to conserve heat exchange that results in lessening cooling loads and electrical consumption, the use of

Education &

In an ever-changing and fast-paced world, the Skyline building in Dubai Police headquarters was developed to welcome people from all around the world, whether students, employees, or entrepreneurs, and connect them to collectively achieve

ENVIRONMENTALLY SUSTAINABLE

The Skyline building proves its resilience in times of crisis and disasters, as witnessed during the COVID-19 pandemic. The spacious interior and rigorous cleaning services have paved the way for maintaining social distancing measures and provide a healthy operating environment during the pandemic. This is evident by the level of international certifications achieved (GC Mark Pandemic Due Diligence and

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SKYLINE: A MODERN POLICE BUILDING

The Skyline building is one of Dubai Police latest transformational efforts into modern policing, bringing the community closer together in a safe and productive environment. It models international best practices in achieving environmental sustainability, economic viability, and social prosperity through its human and community wellbeing centric approach.

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In 2018, Dubai Police launched the Dubai Police 2030 Sustainable Development Roadmap, and has proudly joined the United Nations Global Compact to support its ten principles and United Nations 17 Sustainable Development Goals (SDGs), becoming the first police force to achieve this feat globally. The roadmap aims to devote the vision of a sustainable police to achieve the highest standards of employee wellbeing and customer experience.

It aligns with 43 local mandates, such as Dubai Plan 2021, UAE Vision 2021, the Green Economy for Sustainable Development, and the UAE Centennial 2071.

energy efficient appliances, such as LED lights, comes in place to maximise the overall environmental performance of the building.

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SUSTAINABLE DEVELOPMENT: SOCIAL, ECONOMIC AND ENVIRONMENTAL

one mission: Dubai, The World’s Safest City. While the definition of safety entails achieving the security and well-being of the community, it is then only right to provide the occupants of a building with a healthy and innovative environment that inspires and imitates the definition of this ambitious mission.

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Force is headquartered in Al Twar Area and operates from over 400 buildings across the emirate of Dubai.

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Safeguard Back to Work Label) confirming the viability of measures taken to ensure occupants’ safety in the working environment during the pandemic.

• Clean energy production to reduce dependency on fossil fuels with a mission to cover over 50% of the energy demand through renewable energy resources

ECONOMICALLY VIABLE The reuse and upcycle of shipping containers has allowed Dubai Police to cut down on the cost and time it takes to create a traditional building by nearly 50%, achieving the full building assembly in 9 months as opposed to the average of 16 months time frame for traditional buildings. Additionally, the unit can be relocated and the land it was built on can be reused for other purposes without incurring damages to the site. It can also be reused or refurbished to suit another use, adding to the tally of achievements in adaptability, fast construction, and high quality standards.

ENERGY EFFICIENCY, CONSERVATION & ENVIRONMENTAL QUALITY The Skyline building incorporates clean energy adoption and energyefficient consumption in business activities to reduce carbon emissions, with primary focus on implementing: • Energy-efficient appliances, such as heating systems, LED light bulbs, modern refrigerators and LED-TV, reducing nearly 30% from the baseline energy consumption

In efforts to merge environmental measures with occupants’ well-being, the Skyline building offers: • Ventilation system inspection every quarter of the year to ensure high air quality • A 100% smoke free building space • Acoustical comfort through materials and building design as demonstrated in the isolated rooms design (known as pods) to provide the highest level of privacy and comfort

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The Skyline building is one of Dubai Police latest transformational efforts into modern policing, bringing the community closer together in a safe and productive environment.

• Sustainable waste management practices through maximum use of recyclable products and reduction in the use of disposable products to a minimum ENGAGEMENT The Skyline building creates a vibrant sustainability awareness and education environment by involving the public in its effort to operate in a green manner. It does so by welcoming and studying improvement suggestions from employees and visitors and applying all measures as

applicable. The sustainability team, on the other hand, provides effective training and appraisals to all the community members with over 800 members trained to date. The training modules have focussed on environmental, health, and safety (EHS) measures and policies in place, and the role of the community in the implementation of these policies.

These trainings are further fortified by

ISO 14001: to ensure excellence in operating environmental management system

1. Cleaning and Sanitisation Procedures 2. Emergency Preparedness Programmes 3. Health Service Resources

ISO 14064-1: to ensure excellence in greenhouse gases quantification and reporting

5. Stakeholder Engagement and Communication

This holistic approach ensures the contribution of building design and activities in achieving sustainable development, which ultimately details the organisation’s contribution towards achieving the following SDGs:

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ISO 46001:2019: to ensure excellence in operating water efficiency management systems

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ISO 50001:2018: to ensure excellence in operating energy management systems

4. Air and Water Quality Management

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Its ambition to become the most sustainable building in Dubai includes future work to adopt renewable energy technologies that include solar control window films for maximum clean energy adoption. Additionally, in pursuit of continued growth, the Skyline building aims to receive the WELL Health-Safety Rating Certification, which focuses on operational policies, maintenance protocols, stakeholder engagement and emergency plans for the well-being of the community.

GC Mark for Green Buildings: to ensure building safety, quality and sustainability

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Coupled with Dubai’s consequent march towards becoming the world’s lowest carbon footprint city by 2050, Dubai Police objectives and strategies have expanded to face challenges related to advocating and promoting environmental education and awareness. Dubai Police has developed its Roadmap to Sustainable Development 2030 with a Climate Action Master Plan to minimise carbon emissions, actioned through the Force-wide Zero Carbon Police Force Initiative, becoming the first police force to implement this feat globally.

This framework provides a comprehensive sustainability framework that aligns the core business of the Force with the local and international sustainable development mandates. It passively promotes the creation of projects, such as the Skyline building, and ensures it sustainability through specific performance assessments that align with the United Nations Sustainable Development Goals (SDGs).

In pursuit of continued growth, Skyline is currently undergoing an assessment to receive the WELL Health-Safety Rating Certification by November 2020. The building is currently being assessed in over 21 features across the following 5 core areas:

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Linking with the Organisation-wide Initiative: “The Zero Carbon Police Force”

As building operations are dynamic in nature, the EHS Department sets its building performance assessment criteria for all Dubai Police buildings based on international building standards:

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INNOVATION

ISO 14046: to ensure excellence in conducting and reporting water footprint assessments

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the clear EHS signage across the building and regularly updated according to the needs. Such updates include the most recent social distancing and exemplary hygiene practices identified by the World Health Organization, Safeguard Label and the GCMark in the wake of COVID-19 pandemic. Furthermore, the formed external public and private partnerships have aided in expanding the environmental and well-being practices and certifications. These efforts have achieved energy production from renewable resources and contributed to the local economy through the procurement of local renewable energy producers, such as Etihad ESCO, and have built long-term relationships with international suppliers, such as SMARTBOX, MERINT, SAINT-GOBAIN, among others.

BUILDING STANDARDS: SUSTAINABLE OFFICE SPACES

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THE FUTURE OF MOBILITY The mobility sector of the MENA region has greatly transformed over the last century, from desert paths to multi-lane highways. The UAE is leading the way, with smart mobility solutions reshaping its streets day by day. Globally, it is estimated that the levels of disruption over the next 12 years are likely to exceed those of the previous 50 or more.

KEY TRENDS EMERGING IN THE FUTURE OF MOBILITY, KNOWN AS ACES:

A E

AUTONOMOUS DRIVING Autonomous driving solutions could address road congestions, crowded parking spaces, and pollution while revolutionising urban mobility, making it more affordable, efficient, user friendly, environment friendly, and available to everyone.

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CONNECTIVITY Conventional vehicles will evolve into information-enveloped automobiles that offer drivers and passengers a range of novel experiences, increasingly enhanced by artificial intelligence and intuitive interfaces that far surpass today’s capabilities.

ELECTRIFICATION OF VEHICLES Low-emission electric vehicles (EVs) are crucial to locking in the benefits of enhanced mobility, and consumers are switching from internal-combustion engines to cleaner battery power at an accelerating pace.

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SHARED MOBILITY Shared transportation has grown significantly, with renewed interest in urbanism and growing environmental, energy, and economic concerns intensifying the need for sustainable alternatives.

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million kilometres of paved roads will have to be added worldwide by 2050 to support rapid urbanisation and growing populations – roughly half the distance to Mars.

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65MN+

jobs worldwide are supported by the global air transport sector.

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is when the number of cars worldwide will hit 2 billion – the same year the number of air miles flown will be a jaw-dropping 20 trillion.

REVOLUTIONISING URBANISATION

68%

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mega-cities will be established worldwide by 2030, each with more than 10 million inhabitants – near-equivalent to the UAE’s population today, at 9.4 million.

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of the global population is expected to live in urban areas by 2050 versus today’s 55%. This translates into 2.5 billion people moving into urban areas over the next three decades – roughly the current size of China and India’s populations combined.

NEW HORIZONS

126,000km/h

1,223km/h

is the speed the Dubai Hyperloop would travel, leaving at a rate of one tube every 90 seconds carrying 28 passengers.

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The 50th anniversary of the founding of the UAE in 2021 will coincide with the Emirates Mars Mission’s plans to have the spacecraft arrive on the planet.

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The world’s first green-only city transport system is expected to be Saudi Arabia’s NEOM megacity project.

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is when the Dubai Hyperloop aims to start carrying passengers; a blink of an eye in terms of historical mobility advancements.

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is the speed the spacecraft Hope Pobe reached to embark on its 200day journey to the red planet with a maximum 20-minute signal delay; minor considering the distance of 55 million kilometres.

Mobility & Infrastructure

is when compliance to the Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA), which addresses the increase in total CO2 emissions from international aviation above 2020 levels, will be mandatory.

Up to 20% of the average commute that affects tens of millions of people could be reduced, according to McKinsey Global Institute’s study of dozens of current smart city applications.

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commercial passengers took to the air in 2017 – a staggering advancement from the world’s first airborne flight of 12 seconds by the Wright brothers in 1903.

20%

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The economics of mobility has many faces; the amount contributed to the global economy by aviation jobs is roughly 4.4 times higher than that contributed by other jobs.

In the next decade, game changing policies will be introduced in the global shipping and aviation sector.

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2020s

is the estimated growth in the sale of cars in the Middle East between 2013 and 2020, from 2.35 million to 3.37 million.

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43%

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TRANSPORT TRENDS

MOBILITY & INFRASTRUCTURE

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2025

is when the sales of EVs will rise to 11 million, from a record high of 1.1 million worldwide in 2017.

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CHAPTER 4 Food Security Mobility & & Infrastructure Health

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THE UAE IS AT THE FOREFRONT OF PIONEERING AGRICULTURAL TECHNOLOGIES (AGTECH) TO REDUCE THE COUNTRY’S DEPENDENCY ON THE SUPPLY NETWORKS AND CUT GREENHOUSE GAS EMISSIONS.

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ood security is without doubt one of the most pressing issues affecting humankind. By 2050, global food systems will need to sustainably and nutritiously feed more than 9 billion people, meaning they will have to produce food to meet demand that will be 60% greater than it is today .

The challenge of feeding so many mouths is exacerbated by many factors, a major one being climate change.

Currently 40% of the world’s landmass is arid and rising temperatures are expected to turn yet more of it into desert. Compounding the issue further is that traditional forms of agriculture often use precious resources in an unsustainable manner. The agri-food sector currently accounts for some 30% of greenhouse gas emissions and 70% of freshwater withdrawal, meaning that the world’s current food production ecosystem is entirely unsustainable.

FOOD SECURITY AND THE GREEN ECONOMY

BY HE MARIAM ALMHEIRI UAE MINISTER OF STATE FOR FOOD AND WATER SECURITY

As a global community we are obviously in a dilemma. We need to produce more food, yet are finding it difficult to do so because of the effects of climate change. If we do manage to successfully ramp up food production using traditional methods, we adversely impact the climate even more and further deplete resources. It is clear that we need to find solutions that will enable us to provide food for all sustainably and which can become a central pillar of the Green Economy.

Agricultural technology – ‘Ag-tech’ - has a fundamental role to play in redressing the resource dependency of our traditional farming methods and is a key tool in helping us create a Green Economy. Encompassing advanced agricultural methods, Ag-tech is designed to increase yield and reduce the use of resources, in particular energy and water.

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Biotechnology is another important area of food production that involves looking at increasing yield through techniques that include seed enhancement, smart water-

Changing the way we produce food is essential to ensure that no one goes to bed feeling hungry, to save precious resources, and to combat climate change. Technology has a fundamental role to play in affecting this change and is the bedrock of a Green Economy. By incorporating Ag-tech in our food production systems, we can effectively increase yield, cut greenhouse gas emissions and reduce our dependence on important resources. This is no longer a choice for the global community, it is an absolute imperative.

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Leading research into plants that have both a food value and which can thrive in marginal environments is the UAE’s International Center for Biosaline Agriculture. The centre is

incorporating technology to pioneer international cooperation efforts in finding solutions to improve crop yield from salt-affected, water-scarce and drought-vulnerable regions with the aim of improving food yield from areas once considered too barren to grow crops.

The current Covid-19 pandemic and its impact on global food supply chains has brought home the need for countries to enhance their domestic food production capabilities. The UAE has successfully enhanced its resilience to the adverse effects of the coronavirus outbreak in part by successfully improving its homegrown production capacity.

The sector’s effectiveness in this regard was demonstrated in the UAE jumping from its 31st place on the Global Food Security Index at the time of the launch of the National Food Security Strategy to 21st position in the space of just two years.

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Aquaculture – the growing of aquatic plants and animals in controlled environments – is another important sphere of Ag-tech. Representing the UAE’s best use of its most precious resource, water, the government has invested more than AED 200 million in expanding its aquaculture sector.

The Seawater Energy and Agriculture System initiative in Abu Dhabi’s Masdar City is one such initiative that is showing how technology can be used to create a symbiotic environment for food and fuel production in an aquatic setting using non-arable land and powered by the sun. The world’s first desert ecosystem of its kind sees fish and shrimp raised at the facility providing nutrients for Salicornia plants that produce bio-fuel, which has even powered commercial flights.

Representing the UAE’s best use of its most precious resource, water, the government has invested more than AED 200 million in expanding its aquaculture sector.

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There are numerous examples of how Ag-tech is being deployed across the food value chain in the UAE. Controlled Environment Agriculture Systems (CEA’s) are springing up across the emirates in many forms, whereby crops are grown in closed systems, where environmental factors can be carefully controlled. The farms produce vegetables and fruits in large quantities without the need for chemicals and pesticides. They can also be sited in urban areas, thereby reducing the time and distance from crop harvesting to the table and cutting emissions from transport.

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harvesting, closed system agriculture and more, with the aim of improving crop production up to 50 per cent.

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The UAE is taking a lead in pioneering Ag-tech initiatives as part of its drive to reduce its dependency on the supply networks that currently bring in 90 percent of all its food. Its efforts are enshrined in the National Food Security Strategy that aims to generate a yield improvement from new technologyenabled food production by 2021 and to enable the UAE to become a world leading hub in innovation-driven food security by 2051. To facilitate reaching these goals, the UAE has encouraged investment in its burgeoning Ag-tech sector and introduced regulations that make it easier for the private sector to become involved in the UAE’s Ag-tech ecosystem.

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SHAPING OUR FUTURE TOGETHER

By DR DENA ASSAF, UNITED NATIONS RESIDENT COORDINATOR FOR THE UNITED ARAB EMIRATES

THIS IS A TIME OF REFLECTION. EVEN AMIDST TRYING TIMES, OUR IDEAS, OUR ACTIONS, OUR FEARS AND OUR HOPES CAN TRANSFORM THE FUTURE.

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The UN75 initiative strives to be the biggestever global conversation, collecting feedback through surveys and dialogues from all sectors of society...

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Development trajectories in the long-term will be affected by the choices each country has made during this crisis response. The UAE has shown exemplary leadership in its response efforts, with a determined approach to protecting lives, supporting livelihoods, and reigniting its economy. Its response efforts have also embodied the “leave

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Even from the early stages of the crisis, the lessons gathered pointed to five priorities for this successful recovery: protecting and enhancing health systems; protecting people by ensuring access to basic services; protecting jobs and livelihoods and supporting small and medium-sized enterprises; guiding effective macroeconomic response policies and strengthening multilateral cooperation; and promoting social cohesion and community-led resilience and response systems.

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However, the unexpected events of the 2020 pandemic were a truly global crisis like none of us had experienced. The situation fundamentally shifted plans and perspectives for everyone, with no nation left unaffected. In his report on the global socio-economic impact of COVID-19, the United Nations (UN) Secretary General, Antonio Guterres, outlined the devastating implications of the crisis, whose impacts clearly stemmed far beyond healthcare. A UN report also estimated that global human development – a combination of education, health, and living standards – could fall for the first time since 1990, when the measurements began. Subsequently, the UN has laid out a roadmap to guide its support to countries in their path to social and economic recovery. This framework emphasised that actions at the country level should go beyond just the immediate response and should help pave the way for a more sustainable, gender-equal, and carbon-neutral recovery path. This implies not side-

tracking national plans already in place for the implementation of the Sustainable Development Goals (SDGs), but rather amplifying them to #BuildBackBetter.

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hen one mentions the United Arab Emirates, anyone who has spent even a few days in the country is quick to remember how this young nation is a bastion of vision and progress. For almost 50 years, its leadership has been strongly rooted in upholding the values on which the federation was founded, while maintaining ever-visionary ambitions for the future. True to this ethos, the nation was keen on commemorating its golden jubilee charting, with the help of all sectors of society, their goals and aspirations for the next half-century.

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no one behind” pledge of the 2030 Agenda for Sustainable Development.

The UAE ensured universal access to COVID-19 testing and treatment to everyone in the country. Through the Ministry of Foreign Affairs and International Cooperation’s UAE AID programme, the UAE also provided global humanitarian assistance to most countries in the world, helping contain the spread of the virus and strengthening response efforts in those countries.

on SDGs and transform this world into one that is more equal, inclusive, and sustainable. The COVID-19 crisis has highlighted that we are interconnected – one people, one planet – and we cannot hide behind borders, nationality or income. Our hope is that the lessons of 2020 always remind us how compassion for others and embracing our interconnectedness as humanity will ensure our strength as a global community.

As the UAE works towards developing its future national strategy, the impetus and fortitude of the pandemic response will undoubtedly carry over into those plans and projects. As new ideas are created for a world that has changed, the mainstays of strong capable national institutions, a diversified economy and collaboration among all sectors – public, private, and civil society – will ensure a solid basis for progress in the years to come. Progress that accelerates decarbonisation, protects the natural capital, builds resilient cities, and ensures social equality and inclusion.

The willingness to swiftly adapt to these shifts in the world, and others that will inevitably come along, will set the UAE national strategy for 2071 up for success. As we continue to gather lessons from this period, it is more certain than ever that working together is the only way we can make progress

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The COVID-19 crisis has highlighted that we are interconnected – one people, one planet – and we cannot hide behind borders, nationality or income. Our hope is that the lessons of 2020 always remind us how compassion for others and embracing our interconnectedness as humanity will ensure our strength as a global community.

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As the UN, we are also looking towards the future. The year 2020 marks our 75th anniversary, and the UN originally intended to mark this milestone by engaging millions of people in a global conversation to gather sentiments and ideas about how to best transform our future for the better, together. Despite the challenges the pandemic has brought, this goal remains the same, and engagement from all countries on #TheWorldWeWant is more important than ever. The UN75 initiative strives to be the biggest-ever global conversation, collecting feedback through surveys and dialogues from all sectors of society, hearing directly from both women and men of all age groups, income brackets, ethnicities, and professional backgrounds, and hearing points of view of businesses, cities, rural areas, governments, and civil society organisations. It is our goal to have some of the valuable feedback and ideas we collect in this global exercise feed into the UAE’s vision for the future and strengthen its partnership with the UN.

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To date, Etihad ESCO has retrofitted more than 7,700 buildings in Dubai, which has resulted in saving energy costs in excess of AED 250 million and contributed to an equivalent CO2 abatement of 220 kilotonnes.

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www.etihadesco.ae

PROJECT FINANCING MAINTENANCE ENERGY AUDIT SOLAR PV FACILITY MANAGEMENT ELECTRO-MECHANICAL

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The Dubai ESCOs market will provide new business opportunities for joint ventures, international partnerships as well as engage UAE national entrepreneurs through a diversified supply chain from financial institutions, technology providers and equipment manufacturers to service providers across the project development, management and reporting stages.

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Etihad ESCO is a DEWA venture that was established in 2013 to make Dubai built environment a leading example of energy efficiency for the region and the world. As a Super ESCO (Energy Service Company), it enables the energy performance contracting market in Dubai by developing energy efficiency projects targeting more than 30,000 buildings. Etihad ESCO aims to jumpstart the creation of viable performance contracting market for energy service companies by executing building retrofits, increasing penetration of district cooling, building capacity of local ESCOs for private sector and facilitating access to project finance.

Health DR NAHED ABDULKHALEQ MONSEF, DIRECTOR OF STRATEGY & GOVERNANCE DEPARTMENT DUBAI HEALTH AUTHORITY The mission of Dubai Health Authority (DHA) is to transform Dubai into a leading healthcare destination through the use of innovation. How far along has DHA come in the recent years?

DHA has achieved notable progress towards making Dubai a leading healthcare destination through the use of innovation. Several medical and pharmaceutical innovations have been introduced at DHA facilities, including 3D Printing, robotic surgery, and smart pharmacy. A state-of-the-art electronic medical record (EMR) has been in operations since 2017, placing Dubai at the top rank in health data maturity.

The COVID-19 outbreak led to an abrupt shift in DHA’s emphasis and focus for this year. What are some of the initiatives that DHA had to put in place in order to handle the pandemic more efficiently?

With the emergence of the COVID-19 pandemic in early 2020, Dubai promptly embarked onto convening a rapid response team with all its functionalities (containment, supply chain and planning, finance and logistics, data science and research, testing and contact tracing etc.). One of

the leading initiatives is the national programme for sterilisation and cessation of incoming flights from countries with high prevalence rate of COVID-19. DHA was partnering with the UAE national response team and was able to deploy the applications designed for containing the spread of the corona virus (e.g. Al Hosn app). To manage the surge in COVID-19 cases, DHA established several isolation and quarantine facilities, a field hospital, as well as several testing centres.

evidenced by the rapid increase in the numbers of new hospitals and other healthcare facilities (from a handful of hospitals and small number of clinics in 2005 to 44 hospitals and 3620 clinics in 2019).

Striving towards making Dubai a global health tourism destination is among DHA’s priorities. What is the current status of Dubai with regards to attaining this title? What competitive advantage does the healthcare system in the UAE possess in comparison to other parts of the world?

With the emergence of the global COVID-19 pandemic, there was a requirement for an additional facility in DHA to care for patients with infectious diseases in a state-of-the-art setting. The Hospitality Care Centre was established to provide all levels of care for patients from intensive care to regular ward admissions. The facility in the south of Dubai has been fitted out with all the necessary support services required to provide overarching high-level medical care (radiology, laboratory, pharmacy etc.). Currently, the Centre is taking mild to moderate cases for management and isolation purposes. In the future, it is expected to increase the scope of service to provide high-dependency and intensive care.

Since 2012, Dubai has seen increasing numbers of health tourists arriving here for health, wellness, and medical treatment. The numbers of health tourist surged from less than 100,000 in 2014 to more than 300,000 in 2018. The healthcare system (both public and private) has distinguished characteristics of attracting highly talented health professionals and investors in the healthcare field, as

The inauguration of the Hospitality Care Centre, dedicated to the treatment of infectious diseases, took place recently. What specific role is it meant to play in the fight against COVID-19?

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transformative and efficient for the industry? How are they applied in Dubai?

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In collaboration with DHA’s Medical Education and Research Department, the Corporate Enviromental Health and Safety Department has been working to promote sustainability by providing interships to medical students looking to continue their education in various specialised medical areas to increase the number of available medical services for the community and society in the future.

In additon, the Corporate Enviromental Health and Safety Department has focussed on inventing and developing sustainble technology initiatives to help improve the services for the community and society. One of the initiatives was the Reneweable Energy Blood Donation Bus, a mobile low-emission unit, empowered by solar energy. DHA’s Innovation Center is in process of registering the Reneweable Energy Blood Donation Bus with the UAE’s Ministry of Economy.

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Another initiative is the “Green Wing” drone, a device that provides outdoor fast and reliable atmospheric thermal imaging in high definition over large areas as well as indoor analysis and reporting of noise and air quality to ensure a sustainable work environment.

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As seen with your Medical Informatics and Technology Programme, developments in the field of technology are in accord with advancements in the medical field and healthcare. What are the latest technologies that could prove

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In particular, The Sustainability Management Section is responsible for meeting the 3 sustainability pillars, namely, the Economic, Environmental, and Social.

Therefore, the Section has launched various projects and initiatives in these areas, such as promoting the Dubai medical tourism, paperless automated systems, and social volunteering platforms.

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As per the new structure of DHA, the Corporate Environmental Health and Safety Department was established in 2018, with three sections: The Sustainability Management Section, The EHS Operations Section and the EHS Standards and Systems Section.

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Sustainability is an important element to DHA as a government entity. What measures are being taken regularly by DHA to ensure a sustainable development of Dubai’s health sector?

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YOUSUF MOHAMMED IBRAHIM AL ALI, DIRECTOR OF CORPORATE ENVIRONMENTAL HEALTH & SAFETY DEPARTMENT

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TOWARDS FOOD SECURITY IN THE UAE AND THE SUB-REGION

BY THE FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS (FAO)

THE FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS (FAO) GIVES AN OVERVIEW OF THE STATUS OF FOOD SECURITY AND HIGHLIGHTS FAO’S WORK AND INITIATIVES TOWARDS ACHIEVING FOOD SECURITY WITHIN THE UAE AND THE SUBREGION.

AGRICULTURE AND FOOD SECURITY IN THE SUB-REGION In the Gulf Cooperation Council (GCC) States and Yemen, agriculture is a strategic sector for economic development, achieving food security, improving nutrition, sustaining livelihoods and generating income.

However, it faces increasing challenges that constrain its capacity and ability to meet the growing needs for food security and nutrition and other development goals (environmental sustainability, economic growth and diversification) as the population of the region continues to rise and urbanisation is expanding. Key challenges include water scarcity, land degradation and desertification,

unsustainable agricultural practices, limited arable land combined with poor soil fertility, and climate change. It is estimated that the world population will reach almost 10 billion by 2050 whereas the population in the GCC states has increased by 90% in the last 20 years; this will significantly rise the demand for food.

As population grows, food and water security is a significant concern for the GCC states and Yemen. The most limiting factors for agriculture are: the severe lack of freshwater resources, arable land and pastures, aridity, and harsh climate and environmental challenges. Fisheries are also hampered by the rising demand, and concerns that several wild stocks may

The FAO sub-regional Office for the GCC States and Yemen (SNG), based in the United Arab Emirates (UAE), provides technical, policy and capacity development support to GCC States and Yemen in line with

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Development of Agenda on Research, Technology and Innovation for Food Security

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Holistic approach for transforming the livestock sector to contribute toward the Sustainable Development Goals through enhanced food security and nutrition Supporting the Innovative and Sustainable Aquaculture in the UAE

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Contribute to a greater food security of member countries by improving agriculture, natural resources management and the food system in general

Gathering evidence and supporting multistakeholder engagement on the role of diets and food systems in the prevention of obesity and non-communicable diseases

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Strengthen agriculture and fisheries production in the UAE and the sub-region, improving nutrition, food safety, and food security

Red Palm Weevil control project for the NENA Countries

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The UAE joined FAO in 1973 and in 2005, FAO has then established its representation in the country. Few years later, in 2010, the Organization opened its Sub-regional Office for the GCC States and Yemen (SNG) in the UAE’s capital Abu Dhabi. The Sub-regional Office aims to:

Support to the National Committee for Promotion of Technology-enabled Agriculture

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Cognisant of the importance of food security, the UAE established the Food Security Office in 2017, under the leadership of Her Excellency Mariam bint Mohammed Saeed Hareb AlMheiri, Minister of State for Food Security, which became FAO’s line Ministry in June 2019. The Food Security Office has led the formulation of the UAE National Food Security Strategy 2051, which was adopted by the Cabinet in November 2018. The Strategy aspires to make the UAE improve its ranking in the Global Food Security Index by 2051 and stand among the top 10 countries by 2021. In 2020, the UAE Cabinet decided to expand the strategic responsibilities of the Minister of State for Food Security to cover water security as well, thus becoming the Minister of State for Food and Water Security. Supporting the country by promoting knowledge exchange and fostering partnerships are key features of the current FAO cooperation with the UAE.

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The agriculture sector in the UAE is going under significant development, which is regarded as an important tribute to ancestral land, traditions and food security in the country. For the late Sheikh Zayed bin Sultan Al Nahyan, the founder of the United Arab Emirates, the distribution of water and the promotion of agriculture were important milestones for development. The UAE has granted land and subsidies to citizens to help them set up farms.

The FAO Sub-regional Office is supporting the country in the implementation of the UAE National Food Security Strategy 2051 through a variety of initiatives, such as:

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FAO IN THE UNITED ARAB EMIRATES

FAO’s core functions. The aim is to support GCC states in pioneering initiatives in technological innovation applied to the management of food, agriculture and natural resources for sustainable growth, in addition to supporting the sub-region in achieving food and water security.

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high- income economies, however, some of these countries are among the top food-secure countries as per the Global Food Security Index.

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already be overfished. The subregion suffers from a substantial food gap, the increase in the region’s population, rising income levels, and harsh weather conditions which prevent the increase of local food production. Consequently, these have resulted in increasing food imports in the region. Countries in the sub-region import more than 80% of their food. Due to their

Encourage innovation, technology sharing and capacity development in the food and agriculture sectors, in line with the lead role the UAE plays in the Gulf sub-region and beyond

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ACHIEVING FOOD SECURITY AND HEALTH THROUGH KNOWLEDGE

By Faculty of College of Food and Agriculture (CFA) of the United Arab Emirates University (UAEU): DR BERHANU DEGEFA (COORDINATOR), DR MOHAMMED ABDUL MOHSEN ALYAFEI, DR ELKE NEUMANN, DR DAWOOD AL AJMI, DR EIHAB MOHAMED FATHELRAHMAN, DR SAFDAR MUHAMMAD, DR ZEINAB AHMED, DR AYDIN BASARIR, DR ABDUL JALEEL CHERUTH, AND PROF AFAF KAMAL ELDIN THE COLLEGE OF FOOD AND AGRICULTURE (CFA) OF THE UNITED ARAB EMIRATES UNIVERSITY (UAEU) PLAYS A SIGNIFICANT ROLE TOWARDS FOOD SECURITY AND HEALTH IN THE UAE AS IT EQUIPS THE COUNTRY’S YOUTH WITH THE NECESSARY TECHNICAL SKILLS TO SUCCESSFULLY DEAL WITH THE CURRENT AND FUTURE GLOBAL ENVIRONMENTAL CHALLENGES.

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he College of Food and Agriculture (CFA) of the United Arab Emirates University (UAEU) was inaugurated in 1980/1981. It has graduated significant number of professionals in Bachelor’s, Master’s, and some in PhD degrees who are currently working in the government and private sectors. The college has three departments, namely, Integrative Agriculture, Food Sciences and Veterinary Medicine.

Food insecurity threatens most people living in the drylands of the Middle East, North Africa and Central Asia. The UAE and some other Gulf Countries are among few nations in this region to score high in food security evaluations.

The high purchasing powers of their residents and their advanced food supply infrastructures are main reasons for this. However, food security in the hyper-arid desert environments depends to a great extent on the current and future availability of food for import. In the coming years, food markets are likely to become increasingly volatile under the impact of climate change and scarcity of natural resources.

Research and education at CFA supports sustainable national food production and provides strategies to cushion the blows of world food price surges in times of crisis. The research activities include: optimisation of crops and animal production system, the development of food products and

by-products, studies of consumers’ awareness of food and nutrition, animal health and food safety, public policies and strategies that promote food security and health.

Conventional agricultural food production in the UAE and other hyper-arid areas of the Middle East is challenged by water scarcity and unfavourable climatic and soil conditions. In the past, the introduction and expansion of agricultural production systems not ideally suitable for these environments has caused groundwater depletion and soil salinisation, often aggravating rather than alleviating food insecurity in the long run. Educational and research programmes of the CFA satisfy an immediate need for the development and evaluation of diverse alternative food production strategies specifically tailored to provide food security to the world’s hyper-arid environments. High-tech urban agricultural production systems deploying controlled growth environments for crops and farm animals are likely to play a major role in this in the future. In parallel, indigenous agricultural genetic (biodiversity) resources need to be preserved and developed to support resource-saving production of traditional food. A high level of integration of production systems, along with efficient recycling of urban organic waste materials and water back into agricultural systems, is needed to preserve scarce natural resources for future generations.

At CFA, great progress has recently been made in the development of innovative environmental control strategies for crop and animal production systems involving novel lighting and cooling systems, and conceptualisation of artificial valleys as an alternative to greenhouses or indoor farms.

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Educational and research programmes of CFA satisfy an immediate need for the development and evaluation of diverse alternative food production strategies specifically tailored to provide food security to the world’s hyper-arid environments.

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The young people graduating from the CFA in disciplines related to food, agriculture and veterinary medicine will bear the task of making sure that despite global population growth, climate change, environmental pollution and increasing scarcity of natural resources we all will have enough healthy food to eat in the years to come. This is likely to be one of the greatest intellectual challenges of mankind in the future.

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Students’ organic farm exhibition, CFA Week 2020

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Visit of HE Mariam AlMheiri, Minister of State for Food Security, during the CFA Week in February 2020

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The introduction of adapted and technologically advanced urban farming systems, along with recirculation rather than throughflow of natural resources in food production systems, bears enormous opportunities for a food secure future of hyper-arid environments. A greater proximity of consumers to agricultural production systems and waste materials to food also bears risks of disease transmission from farm animals to humans, or among humans. Over the last 30 years, approximately 75 % of new infectious diseases in humans have been zoonotic, including COVID-19. The departments of Integrative Agriculture, Food Science, and Veterinary Medicine at CFA closely collaborate to elucidate, control and prevent the prevalence and transmission of the most prominent zoonotic diseases in farm animals or animal products of the UAE. In the

In conclusion, the provision of agricultural products, safe food and diets is in the process of evolving into a highly interdisciplinary and technology-based business. It will require well qualified, creative and responsible minds to be successfully carried out under challenging environmental conditions of the hyper-arid regions of the world, like the UAE.

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One of CFA’s experimental stations features a large aquaponics (combining fish farming with hydroponic plant production) research, representing a sophisticated integrative farming system. The plants use the nutrientrich effluent from fish ponds and improve water quality before it is recirculated back to the fish. This system can save considerable amounts of water and energy. Other research efforts at CFA seek to improve the sustainability of food production through efficient waste material recycling that targets the use of biosolids and treated sewage effluent in plant production, as well as mushroom farming on plant waste, and the production of growth substrates for greenhouse plants based on organic by-products. The introduction of insect farming for the conversion of food waste into protein rich feed for fish and chicken is envisaged for the future.

future, research activities are planned to intensify the study of antimicrobial resistances and microplastics in the food supply chain. The antimicrobial resistances are caused by an increasing use of antibiotic medication in healthcare and agriculture, and result in a declining effectiveness of medicines to treat bacterial infections. They have been named by the World Health Organization (WHO) as one of the greatest threats to global health and food security.

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The CFA maintains three experimental farms where native agricultural plant and animal species are kept and studied. Research projects evaluating the impact of climate change on date palms, testing cultivated crops and native plants for GHG effects, evaluating indigenous desert plants for the production of medicine or animal feed are ongoing. The college also works intensively on innovative food processing technologies for camel milk, date fruits and plant byproducts, such as date pits.

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UAE’S RESPONSE TO COVID-19 The UAE has put in place various initiatives to contain and curb the spread of COVID-19. These initiatives, undertaken by the UAE Government, aim to protect the health of the UAE citizens and residents whilst supporting the health, economic, social, labour, and environmental sectors.

Ensure a healthy and safe environment for the UAE citizens and residents

THE UAE’S APPROACH TOWARDS CURBING THE SPREAD OF COVID-19 IN LINE WITH THE SUSTAINABLE DEVELOPMENT GOALS (SDGS)

Promote economic growth

Ensure continuity of the educational system in the UAE

Extend support to the global society

Set exceptional laws and regulations that are agile to support the different sectors

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APRIL 2020

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A research team at Mohammed Bin Rashid University of Medicine and Health Sciences (MBRU) accomplished the UAE’s first full genome sequencing of the COVID-19 virus from a patient in Dubai

MAY 2020

Set exceptional laws and regulations targeting women, elderly, and people of determination

The UAE successfully applied a treatment via stem cells to mitigate COVID-19 infections

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Promote an advanced government approach based on flexibility and innovation

JUNE 2020

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Joining the global effort to proactively fight COVID-19, Department of Health – Abu Dhabi (DoH) made available an open Research Registry platform to gather all research activities related to this pandemic and provide critically time-sensitive data for its management

AUGUST 2020

Dubai launched the Mohammad Bin Rashid Centre for Medical Research – an AED 300 million medical research facility for COVID-19 and other communicable diseases

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CHAPTER 5 Media & Information Technology

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A WHOLE-OF-SOCIETY APPROACH TO ACHIEVE SUSTAINABLE DEVELOPMENT

BY CHRISTIAAN COETZEE, LEAD PROJECTS MANAGER; MARWA ELKABBANY, ASSOCIATE EXPERT; REEM AL HAMMADI, SENIOR EXECUTIVE, FEDERAL COMPETITIVENESS AND STATISTICS CENTRE (FCSC)

A THREE-PART GLOBAL AWARDWINNING PLATFORM TO RAISE AWARENESS ABOUT THE SDGS WHILST ENGAGING THE WHOLE-OFSOCIETY. OPEN DATA. DATA STORIES. INITIATIVES.

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he Federal Competitiveness and Statistics Centre (FCSC) serves as the Secretariat to the UAE National Committee on Sustainable Development Goals (SDGs), which was established in January 2017 and consists of 17 Federal Government entities.

SDG 17, Partnerships for the Goals, is at the centre of success of SDGs. Therefore, global and local partnerships is a key pillar to achieve SDGs. However, SDGs will not succeed without significant public awareness. To address the challenge, FCSC established a multi-partnership engagement with the public and private sector, and the UAE society.

A partnership with Esri Global Inc., the world leader in developing geographic information systems (GIS) solutions, addresses SDGs through the UAE SDGs Data Hub (the HUB) that connects the multiple partners across the public and private sector, and the UAE society. The HUB, integrated with the United Nations (UN) Open

Data stories – SDG stories consisting of great amount of data, displayed through interactive story maps.

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Initiatives –Highlight mainstream initiatives in an easy to visualise manner, whilst engaging the whole-of-society with SDGs.

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GISTEC Excellence in GIS Implementation (EGI) Award 2020

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Esri Special Achievement in GIS (SAG) Award in 2020

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In conclusion, with 14 initiatives, 44 indicators, 11 data stories, the HUB proved that there is a hunger to sectorwide engagement through a centralised system. Highlighting SDG progress and achievements to the global society will support sustainable partnerships and the implementation of open data initiatives.

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UAE SDG DATA HUB

SDG open data indicators at national and emirate level

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Data stories consisting of significant amount of data at national and emirate level

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Initiatives from public and private sector. Summarizing SDG-related initiatives with focus set on the goal, progress and having interactive maps for visitors to explore

Presented at 13 regional and international conferences and events

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Published case studies 1. IC-SD 19 2. SDGCAR

Award winning platform • IdeasUK Special Judges Award 2019 • GISTEC Excellence in GIS Implementation (EGI) Award 2020 • Esri Special Achievement in GIS (SAG) Award 2020

THE HUB IS A PLATFORM THAT ASPIRES TO:

A clear road-map towards future and sustainable development

The UAE is the first country in the world to introduce the initiative element

The UAE is the second country in the world to connect its SDG Data Hub to the Federated Information System for SDGs (FIS4SDGs)

Raise awareness about the SDGs to the whole-of-society

Track, monitor, and report SDG indicator data at emirate level

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Encourage actions to contribute in achieving the SDGs

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44

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IdeasUK Special Judges Award 2019

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The HUB encourages numerous partnerships between the public and private sector whilst taking advantage of the web GIS principles, allowing data connections from multiple sources and organisations. Boosting open data between the government,

One initiative that resonates well with public participation is that of the Ministry of Climate Change and Environment (MOCCAE), namely, the Integrated Waste Management (IWM).

IWM aims to increase the whole-ofsociety’s awareness about policies and initiatives in support of SDG 12, Responsible Consumption and Production. The initiative encourages the society to adopt sustainable practices by recycling products in the nearest ‘Manjam’ centres. ‘Manjam’

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The integration of the HUB feeds the UN Open SDG Data Hub, previously known as the Federated System for the SDGs (FIS4SDGs), with SDG indicators data, stories and mainstream initiatives. The UN Open SDG Data Hub promotes the exploration, analysis, and use of authoritative SDG data sources for evidence-based decision-making and advocacy.

The HUB is a global best practice and won three international awards:

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A data story featured on the HUB, the SDG School Awareness Campaign by FCSC in collaboration with the UNESCO Associated Schools Project Network (ASPNet Schools), under the Ministry of Education, aims to raise awareness about SDGs among school students and build their capacity to become the next generation of change makers by engaging the students through gamification.

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Open data – Geospatially referenced indicator data. In other words, data mapped at emirate level.

Additionally, SDG implementation demands proactive engagement across all sectors, including the society. FCSC introduced a global pioneering initiative element to the HUB which encourages all sectors to actively engage and share initiatives directly to the United Nations Statistics Division (UNSD). The initiatives module of the HUB serves as a tool to translate aspirations into initiatives whilst creating awareness about SDGs. Each initiative reflects how the UAE is addressing a specific SDG through a set initiative, in a manner that is easy to visualise and ready to adopt by any country or organisation worldwide.

Moreover, the HUB reinforces public participation through calls for action, public surveys, or other data interaction tools offered within the initiatives pages.

centres are dedicated waste collection centres in residential areas.

These centres can be found on an interactive map via an app by MOCCAE, or via the SDG Data Hub.

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private sector and the society aids policy makers and decision makers, and ultimately, helps reaching the SDGs.

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SDG Data Hub, promotes open data, sustainable partnerships, and serves as an educational tool that addresses the lack of public awareness about SDGs through open data, SDG-related data stories, and initiatives.

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@UAESDGs https://sdgsuae-fcsa.opendata.arcgis.com

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HE YOUNUS AL NASSER ASSISTANT DIRECTOR GENERAL, SMART DUBAI, AND CEO, DUBAI DATA ESTABLISHMENT

A pillar of a smart government is redesigning and reintegrating government service delivery. From experience, which element is more challenging, redesigning or reintegrating? Why? How is Smart Dubai Department coping with it?

Smart Dubai’s vision is to become the happiest city on Earth. Using technology to raise standards of living and improve everyday lives of citizens, residents and visitors, thus becoming a happier city. Upon research, one of the biggest pain points that the city’s residents had was interaction with the government. Government entities

working in silos meant a lot of commute from one entity to another for paperwork, approvals and stamps, that in today’s day and age can be executed digitally.

are paperless. This does not mean being paperless to the customer alone, but also every government entity should ensure there is no internal exchange of papers for processes.

To solve this challenge, in February 2018, HH Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Executive Council of Dubai, announced the Dubai Paperless Strategy.

Smart Dubai was given the responsibility to spearhead the implementation of this Strategy in partnership with all Dubai Government entities. With hundreds of resident and visitor services being offered by Dubai Government, we also needed a one-stop-shop solution for residents and visitors to easily access these services. Having 100 different mobile applications was not the answer. Smart

The Dubai Paperless Strategy mandates that by December 2021, all Dubai Government to individual transactions

Food Security & CH 4: Health

Q&A

2021

Over the past two years, due to the implementation of the Paperless Strategy across 33 Dubai Government entities, Dubai is now annually saving 259.3 million sheets of paper, equalling a reduction of 81.74% of paper use based on the normal annual use of a total of 317.3 million sheets. The total drop in paper use has been due to more than 550 customer services being enhanced, eliminating the need to request paper verification documents from customers, such as passport copies, visa copies, National ID copies and other forms of paper-based identity and ownership proofs. Additionally, more than 2,500 internal processes were also streamlined, reducing the need to use paper for internal operations.

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Media & Information CH 5: Technology

Big data and analytics are taking a centre stage in many smart city projects globally. How is Smart Dubai Department leveraging data to better manage the city’s assets and infrastructure and thus improve the quality of life for its citizens and residents?

It is commonly known and agreed upon that data is the fuel of the future and is a key ingredient to powering emerging technologies.

We can think of several applications for emerging technologies, but without having the right data sets to feed the applications we cannot get too far.

Table of Contetnts

At Smart Dubai, we are therefore building a holistic data ecosystem to maximise generating value out of the city’s data. In order to do this, we are working on three core pillars: Data Governance, Infrastructure and Architecture, and Ecosystem Engagement.

We have built data sharing policies for the government sector and have also launched the Private Sector Engagement Strategy building guidelines and toolkits to encourage the private sector be a part of the city’s data sharing ecosystem. Dubai Pulse is a platform we have built to host all Dubai Government datasets, open for anyone across the globe to use. We will soon be launching a de-centralised data sharing platform inviting the private sector to share data with each other and with government entities.

Mobility & Infrastructure

After 2021, when the Dubai Paperless Strategy is fully implemented, Dubai will be annually saving over 39,000 trees, 13 million man hours and AED 1 billion for the city.

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Due to the consistent collaboration with Dubai Government entities, we have overcome all challenges, and I am proud to say that DubaiNow today hosts over 120 services from across 33 different government and private sector entities. These include managing telecommunication and home /office electricity accounts, renewing car registrations, verifying title deeds for house ownership, and also paying for petrol when at a station.

Education &

• Organisational culture and customer mindset can make or break the digital and business transformation of any organisation if not managed and challenged continuously

CH 2: Knowledge Transfer

• Different levels of digital maturity in government entities.

Each entity is at a different stage of its digital and business transformation which makes it challenging to progress at the same pace

Diversification CH 1: &Economic Business

Working with several different entities to redesign their customer journey and integrate their services onto one platform can, of course, be challenging. Key challenges we faced include:

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MEDIA & INFORMATION TECHNOLOGY

Dubai has therefore been working with all Dubai Government entities, integrating and digitising their respective services, and building a uniform look and feel for their digital presence. These services are today being offered through DubaiNow, a single mobile and web application that will host all of Dubai Government to individual services.

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Additionally, we are continuously engaging with government and private sector partners by hosting data science workshops to build potential use cases that will benefit the city’s leadership, businesses, residents and visitors. A latest example is the Retail Sector Data Project we have been working on since 2019 in partnership with Dubai Economy, Majid Al Futtaim (MAF), du and Network International. The project’s objective is to enhance the retail sector’s performance and clearly identify the types of visitors frequenting Dubai’s shopping malls, as well as their preferences and tendencies, which makes it easier to cater to their needs.

Finally, during the breakout of the COVID-19 pandemic in 2020, we also collaborated with the Dubai COVID-19 Command and Control Centre to develop an innovative digital dashboard to monitor and predict the spread of COVID-19 in Dubai. The dashboard, which supports the Centre’s strategy to fight the pandemic in Dubai, is based on accurate and consistently updated real-time data to help facilitate effective containment measures.

What major developments can be expected in the short to medium term as Dubai continues to evolve into a full-fledged smart city?

We know that the COVID-19 pandemic has accelerated disruption across several industries: retail, education, events & meetings, and transportation, to name a few.

Additionally, I believe, businesses have begun reconsidering the need for employees to physically work in offices, and there will soon be a rise in employees working remotely. A Work From Home Policy has been put in place for Smart Dubai employees since October 2018, allowing each employee to work remotely for up to 4 days per month. Considering the high productivity rates we have witnessed whilst Smart Dubai employees were working from home during the COVID-19 pandemic, we are considering revising our existing policy, giving more flexibility to our employees. It is often assumed that governments have archaic working methods; however, at Smart Dubai, we are always making an effort to take the lead on changing global perspectives of government work culture.

Also, I believe, a key point being currently discussed by the nation’s leadership is food security and self-sustainability. With 80% of the food consumed in the UAE being imported,

this pandemic has made us realise that we need to leverage latest agricultural technologies to have food resources grown in the UAE. To conclude, at the pace we are working to embrace technology, from an R&D, legislation and infrastructure perspective, I am proud to say that Dubai will be a leading global technology hub where the world will potentially see the birth of several new innovations. As Smart Dubai, we will continue our journey on identifying new technology use cases to ensure even more safe, seamless, efficient, and personalised experiences for our residents and visitors, continuously achieving our goal of becoming the happiest city on Earth.

39,000 trees, 13 million man hours AED 1 billion In 2021, when the Dubai Paperless Strategy is fully and implemented, Dubai

will be annually for the city. saving over

39,000 trees, 13 million man hours

and

AED 1 billion for the city.

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Mobility & Infrastructure

Q&

CH 3: Food Security & CH 4: Health Media & Information CH 5: Technology

Has COVID-19 helped accelerate digital transformation?

Table of Contetnts

The short answer is “Yes”. The pace of digital transformation we are witnessing across the world is unprecedented. In the past few months alone, many organisations have implemented contingency plans that were executed exclusively via digital platforms. Within weeks, and in some cases days, a wide range of companies deployed digital tools and protocols to ensure operations continued free from disruption.

Considering the difficulties in conducting business in 2020, a myriad of the world’s ports, logistics, and industrial zone organisations are now accelerating their commitment to

Education &

HEAD OF DIGITAL CLUSTER, ABU DHABI PORTS; CEO, MAQTA GATEWAY

CH 2: Knowledge Transfer

2021

Maqta Gateway, the digital arm of Abu Dhabi Ports, paves the way towards a greener future through the digital transformation of trade and logistics sectors in the region.

DR NOURA AL DHAHERI

Diversification CH 1: &Economic Business

MEDIA & INFORMATION TECHNOLOGY

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transforming trade through digitalisation.

In Abu Dhabi, we at Maqta Gateway, Abu Dhabi Ports’ digital arm, have come a long way in a brief period, taking full advantage of our pre-pandemic digital investments. Our diverse digital portfolio empowers our customers to leverage digital capabilities that touch every aspect of their businesses.

How does Abu Dhabi Ports’ digitalisation strategy look like?

While the pandemic has accelerated digitalisation across many organisations, Abu Dhabi Ports’ digital drive was already well advanced before the crisis began, which allowed us to operate with ease online throughout the course of the pandemic. The investment in our advanced technological infrastructure was key to ensuring our emergency preparedness efforts. However, Abu Dhabi Ports’ digital journey is not complete. We continue to dedicate resources to seek out new innovative digital solutions to enrich our customers’ experience and remove friction from across our ecosystem.

Abu Dhabi Port’s digitalisation strategy encompasses specific medium and long-term objectives, such as: • Accelerating the development of trade and logistics in the emirate • Enhancing digital security and reducing risk • Streamlining business transactions and operations • Fast tracking the transition of the digital transformation journey • Embracing sustainability and green initiatives by reducing paperwork However, it is Maqta Gateway, Abu Dhabi Ports’ wholly-owned digital subsidiary, that is the central pillar in our strategy to digitallytransform the region’s trade and logistics sectors by providing advanced, smart, and innovative solutions to stakeholders.

What role does Abu Dhabi Ports play in driving the UAE’s transition towards a green economy?

Digital technology provides endless opportunties to advance the green economy. For example, digitalisation can significantly impact key areas, such as the environment, energy consumption, economy, as well as the overall health and wellbeing of the population.

Thanks to our wise leadership, the UAE was one of the first countries in the world to adopt a digital transformation strategy, and to embrace sustainability and the realisation of a greener future. At present, digitalisation is helping to enhancing trade across all economic sectors.

By reducing paperwork through digital transactions and transitioning to a paperless government, we not only enable seamless transactions across all our services, but we also reduce our carbon footprint. Customers no longer have to physically visit service centres, which, in turn, translates to reduced vehicle movement, fuel consumption, and lower emissions. Digitalisation can

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The future of female leadership in the UAE is very bright, specifically in the tech industry, with more than 50% of female graduates in science and technology fields.

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Media & Information CH 5: Technology

Table of Contetnts

Our main focus at this time is preparing for the launch of Abu Dhabi’s new Advanced Trade & Logistics Platform’s (ATLP) services in 2021, an important milestone in our emirate’s digital transformation journey. We are confident ATLP’s launch will cement our emirate’s

Food Security & CH 4: Health

We are always sounding out digital innovations to add value to the emirate’s economy and support our stakeholders through innovative and customised digital solutions.

We are further developing MARSA, our fully integrated marinemanagement app, which contributes immensely to enhancing operational efficiency across Abu Dhabi’s ports and the maritime community. The app improves our overall working environment, lowers costs, and reduces manpower requirements for our stakeholders, while port users get to experience faster response times, together with smoother and more efficient daily operations.

Furthermore, we are proactively enhancing our digital logistics solution, Margo, with more addedvalue features. Earlier this year, we launched a new easy-to-use commercial offering that allows customers to select standard warehouses, or specialised temperature controlled-storage facilities, to safely store perishable goods, including food and medical supplies. The new Margo features significantly enhance customers experience by providing simplified paper-free booking and remotelymanaged reservations.

Mobility & Infrastructure

How do you foresee the future of female tech leadership in the UAE and the region?

What digitalisation projects/ initiatives are in the pipeline for Abu Dhabi Ports?

CH 3:

We are constantly collaborating with sister companies and other players within our ecosystem to unlock more opportunities in the digital world. Earlier this year, we announced our collaboration with Khalifa Industrial Zone Abu Dhabi (KIZAD) and ZonesCorp, to introduce new digital services that customers could access from anywhere in the world.

Our wise leadership has a superb track record in successfully harnessing and valuing women’s potential and promoting their empowerment in the Technology sector as well as other fields.

reputation as a leader in the MENA region’s digital transformation.

Education &

In Abu Dhabi, Maqta Gateway is spearheading the development of The Advanced Trade & Logistics Platform (ATLP), under the supervision of the Abu Dhabi Department of Economic Development. The platform aims to facilitate trade through sea, land, air, industrial and free zones, in addition to enhancing customer and stakeholder experience within the trade and logistics sectors.

Women’s contributions to our digital sector are already highly significant.

The future of female leadership in the UAE is very bright, specifically in the tech industry, with more than 50% of female graduates in science and technology fields. Furthermore, 65% of students in the information technology field are female.

CH 2: Knowledge Transfer

2021

also increase the efficiency of commercial transactions in a manner that enhances the competitiveness of Abu Dhabi and of the businesses that operate within the emirate.

Diversification CH 1: &Economic Business

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THE UAE UTILISES ICT TO PROMOTE GREEN ECONOMY

By THE TELECOMMUNICATIONS REGULATORY AUTHORITY (TRA)

I

t was way back in 2012, when His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, launched the Green Economy Initiative under the slogan ‘A green economy for sustainable development’. The initiative aims to make the UAE one of the global pioneers in green economy, products and technologies, and maintain a long-term sustainable environment to support long-term economic growth while protecting the environment.

The initiative involves developing programmes and policies in the fields of energy, agriculture, investment, and sustainable transport, in addition to new environmental and construction policies.

1 The first field of green energy aims to promote the production and use of renewable energy.

4 3 The third field relates to developing urban planning policies that preserve the environment and to raise the efficiency of housing and buildings environmentally.

2

The second field includes government policies aimed to encourage investments in green economy and to facilitate the production, import, export and reexport of green products and technologies.

5

The fifth field aims at rationalising the use of water resources, electricity and natural resources and recycle waste.

The fourth field consists of means for dealing with the effects of climate change, promote organic agriculture, maintain biodiversity and protect the ecological balance.

6 The sixth field includes development and promotion of green technology.

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Further refinement and regular monitoring of Green KPIs Regular compilation of the UAE State of Green Economy Report

Ag-Tech Building Code

Unified Agriculture License Food Security Data Framework Food Security Data Platform

Table of Contetnts

Development of integrated electronic database on economic, social and environmental data

Framework of Emirates Agriculture Sustainable Finance Agriculture Ag-Tech Loan Label Aquaculture Guarantee & Supply Atlas Chain Financing

Media & Information CH 5: Technology

Identification and collection of economic and social data

To accelerate the adoption of technology in agriculture, the Office of Food Security in cooperation with the Government Accelerators launched 10 initiatives. They are:

Food Security & CH 4: Health

Identification and collection of environmental data

GER

Mobility & Infrastructure

Periodic public reports on GHG emissions and other data

The UAE is also attempting to achieve green economy through organic farming.

As of May 2019, there were 2,356 organic farm products in the UAE. To further promote agriculture, the UAE launched the Food Research Platform, an online portal where experts share their latest findings and publications. One of the areas of knowledge is Farm IOT; it involves the application of modern information and communication technologies (ICTs) to agriculture to monitor the crop field and automate the irrigation system.

2021

National Communications on GHG emissions to United Nations Framework Convention on Climate Change (UNFCCC)

ICT and Agriculture

CH 3:

Monitoring, reporting and verification (MRV) system on greenhouse gas (GHG) emissions

In Dubai, there is The Sustainable City which is already in use while Dubai South and Desert Rose City are in planning or construction stages. The Sustainable City is a mixed-use township and runs on solar energy, produced by solar panels that double as shades in the parking area. The residences, offices and other properties are equipped with appliances that save energy. Desert Rose City too, is a mixeduse property. It will be in the shape of the desert rose flower and run on renewable energy produced by the City itself. It will also have a waste recycling facility.

Education &

Energy data management and automation project

Masdar City, the first smart sustainable city in the UAE and among the first in the Middle East region, is leading this drive. It was launched almost a decade ago in the emirate of Abu Dhabi. Masdar City uses a combination of technology, architectural designs and solar power to run its operations efficiently. It has installed low-flow showers and smart water meters which allow for reduction in water wastage. The architecture of Masdar City ensures that streets and houses are cooler than they would be otherwise.

CH 2: Knowledge Transfer

A lot of efforts are being undertaken in the environmental field as it has an immense and direct impact on green economy. Ministry of Climate Change and Environment (MOCCAE) launched the UAE Green Agenda 2015 - 2030. One of its programmes is the National Green Economy Data Program, which focuses on:

MEDIA & INFORMATION TECHNOLOGY

ICT and Environment

Environmental goals can be complemented by setting up smart cities as they rationalise the use of water resources, electricity and natural resources and recycle waste. ICT in smart cities is used to enhance quality, performance and interactivity of urban services, as well as to reduce costs and resource consumption, and to improve contact between citizens and city stakeholders.

Diversification CH 1: &Economic Business

ICT and Smart Cities

Fish Feed Facility Aquaculture Standards

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ICT played a vital role in boosting the UAE’s green economy when COVID-19 caused the UAE to go on a brief lockdown in March and April 2020, with many companies still conducting their businesses online. People started shopping online leading to the launch of several apps for shopping and delivery services. This can be corroborated by the fact that a total of 1,036 new E-commerce licences were issued in the UAE during the first six months of 2020, with 112 licences issued in May and June 2020, resulting in an increase of 12.1% compared to April 2020.

Telecommunications Regulatory Authority (TRA) promotes the adherence to regulatory laws that enable secure E-commerce transactions. It also promotes the use of ICT to fulfil its organisational mission to be a leading organisation in the ICT sector while encouraging innovation and investment. With federal strategies in place to promote the use of blockchain, artificial intelligence (AI), big data and smart mobility, the role of ICT is only more pronounced in achieving the UAE’s green economy goals.

Diversification CH 1: &Economic Business

Education &

CH 2: Knowledge Transfer

CH 3:

Mobility & Infrastructure Food Security & CH 4: Health

Media & Information CH 5: Technology

Table of Contetnts

Q&A

MOHAMMAD BIN SULAIMAN

CEO, MORO HUB

Technology is an integral aspect of our day-to-day lives. With regards to development and sustainability in the future, to what extent is the role of data technology and solutions imperative?

Cloud services are the new engines of growth in today’s world. With the exponential growth of the Internet of Things (IoT) enabling smart cities, connected dwellings and driverless cars, and artificial intelligence (AI) solutions, cloud infrastructure will only grow in importance in the months ahead. The challenge for governments and corporations is to develop policies and technologies that will reduce carbon emissions and tackle the grave problem of climate change. Several data centres across the globe are already switching to renewable energy sources that deploy solar panels.

Green data centres are the need of the hour and are set to play a critical role in tackling the challenges facing the Sustainable Development Goals (SDGs).

Moro Hub has been at the forefront of the new movement toward sustainability for the good of society.

The company recently introduced the region’s first certified Tier-III Green Data Centre that aims to offer digital products and services utilising Fourth Industrial Revolution technologies, such as cloud services, IoT and AI. Ever since its establishment in 2017, what have been some of Moro Hub’s most significant accomplishments and contributions to the UAE’s green economy?

We are very proud of our many pioneering accomplishments. The launch of the Middle East’s first certified Tier-III Green Data Centre, located at

CH 3: Mobility & Infrastructure

GER

Education &

Recently, Moro Hub began work with the Dubai government to accelerate its digital transformation. How can Moro Hub enhance the performance of government entities in Dubai and beyond?

CH 2: Knowledge Transfer

Along with Huawei, Moro Hub has launched an Open Cloud from the

Our certified Tier-III new Green Data Centre offers digital products and services deploying Fourth Industrial Revolution technologies, such as cloud services, IoT and AI. The Green Data Centre features Dell Technologies Cloud and infrastructure solutions, combined with the power of VMware software to accelerate the delivery of digital services.

As a global data hub, and a subsidiary of Digital DEWA, the digital arm of Dubai Electricity and Water Authority (DEWA), our strength lays in working towards catapulting Dubai and the UAE into the ranks of the world’s best nations, aligned with Dubai 10X and UAE Centennial 2071 frameworks.

Our goal is to join efforts to position the UAE as the world’s leading nation, and introduce technologies that would help the Government of Dubai become a global leader that is miles ahead of the leadership of other cities. The new-age solutions offered by Moro Hub will boost government operations and services and empower our clients to take a major leap in easing their digital services delivery.

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At Moro Hub, our solutions are backed by energy conservation practices. The Green Data Centre reflects our efforts to reduce carbon emissions, as well as implement measures and initiatives that translate into environmental sustainability. It is the first-of-its-kind in the region, but our journey to sustainable digital transformation does not end there. In the coming years, we plan to introduce several such green data centres and launch bigger initiatives that will continue the positive momentum towards a clean and green future.

Huawei is our key partner in the launch of the Middle East’s first-ever open cloud solution from the first green data centre. The developerfriendly, secure, and resilient cloud platform provides a range of futuristic managed cloud services with multi-availability zones while contributing to the sustainability objectives of governments and enterprises.

With its forward-thinking focus, Moro Hub fosters an ecosystem for innovation and future-proofed business models, driven by advanced tech solutions, including computing, networking, databases, analytics and AI. Each of these advanced solutions has been designed to help government and enterprise customers accelerate their digital transformation journeys.

Diversification CH 1: &Economic Business

Moro Hub’s green data centre is said to reduce carbon emissions and enhance environmental sustainability. Through what means and methods will it be accomplished?

Middle East’s first green data centre. What innovative and varied services does this new Cloud Platform seek to provide to the market in this region?

MEDIA & INFORMATION TECHNOLOGY

Al-Yalayis, Dubai, fully powered by solar energy, is one of our biggest achievements. As far as sustainability is concerned, we have earned a good reputation in this field.

Moro Hub data centre is an energyefficient LEED Platinum Certified Campus; it uses sustainable materials, and solid and liquid waste recycling.

Food Security & CH 4: Health Media & Information CH 5: Technology

“

Table of Contetnts

Green data centres are the need of the hour and are set to play a critical role in tackling the challenges facing the Sustainable Development Goals (SDGs). Moro Hub has been at the forefront of the new movement toward sustainability for the good of society.

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BUILDING COMPETENCIES FOR DIGITAL TRANSFORMATION

By NEW MEDIA ACADEMY

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Food Security & CH 4: Health Media & Information CH 5: Technology

New Media Academy is the first-of-its-kind digital academy in the region that aims to train Arab talent in the science of digital media.

Table of Contetnts

New Media Academy provides career-oriented educational programmes through virtual classrooms that aim to nurture content creators and shape them to serve as innovative resources in digital marketing and social media.

Mobility & Infrastructure

New Media Academy is an academic institution that focuses on Arab youth in the region by training them on the latest digital media trends. Each programme is designed, taught, and validated by the world’s top digital practitioners, and is delivered by top-notch academic instructors affiliated with the most notable digital programmes in the world. These professional practitioners work with

New Media Academy applies the principle of “open learning”, a unique applied learning concept of blended learning that combines theoretical study with practical activities on the ground. This technique enables graduates to thrive in the new digital media landscape and gives them the capabilities of delivering world-class digital strategies.

His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, launched New Media Academy, aiming to educate and empower a digital-first future workforce.

CH 3:

To fill this gap in the Arab World, New Media Academy was inaugurated by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, in June 2020, as an essential part of the UAE leadership’s vision.

The programmes also feature exclusive sessions from expert guest speakers, including Caleb Gardner, Lead Digital Strategist of former USA President Barack Obama’s digital campaign, the Co-Founder and Managing Partner of 18 Coffees, a strategy and innovation firm focussed on the intersection of technology and culture, as well as Mark Schaefer, one of the world’s leading marketing personalities and the author of 7 best-selling books.

Education &

Youth and future workforce need to prepare for the criticality of a digital-first mindset in the media and communications industry. It is essential for leadership in many entities to have a basic understanding of digital to help operating teams move into driving future developments over the next few years.

GER

CH 2: Knowledge Transfer

The current global crisis caused by COVID-19 accelerated the pace at which consumers transition to an online marketplace. Companies are spending billions of dollars on digital advertising, and many of them need digital marketing experts to help them navigate the unique demands of marketing and advertising online. Should the job growth change be accurate, there could be more than 150,000 new Digital Creator Marketing jobs worldwide by 2024.

The custom-designed curriculum of the programmes is developed and delivered in virtual classrooms by renowned experts like Matt Bailey, one of the most globally-recognised digital media experts, who teaches digital marketing at Duke University in the USA. Also, Juan Pablo Sanchez, an educator in the world’s fourth highest-ranked digital Master’s Programme, and the world’s fifth ranked certified Hubspot Partner, as well as, Greg Jarboe, President and Co-Founder of SEO-PR, a content marketing agency that offers search engine optimisation, online public relations, social media marketing, and video marketing services.

2021

T

major Fortune 500 companies and the world’s most well-known content creators.

he UAE is at the forefront of digital development, including media and communications. Amidst a digital future, there is an immense need for a workforce acquainted with the digital medium.

Diversification CH 1: &Economic Business

MEDIA & INFORMATION TECHNOLOGY

THE UAE DELIVERS ON ITS FUTUREFOCUSSED VISION TO INVEST IN THE DIGITAL-FIRST WORKFORCE IN THE PRESENT AND FUTURE GENERATIONS THROUGH THE LAUNCH OF NEW MEDIA ACADEMY.

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Upon completion of the programmes, students receive an industry-recognised, globally-respected qualification and a UAE-recognised certificate of completion.

One of the Academy’s anchor programmes is a 3-year incubation programme that aims to train content creators in the region to develop responsible and impactful Arabic content online. For every cohort, a committee of industry experts carefully shortlist 20 talented content creators who cover niche and informative topics in an innovative sense to cater to different audiences.

The Academy plays a significant role in supporting the presence of Emiratis and Arabs in the cyberspace and social media platforms, responding to four significant needs in the UAE: developing talent, building capacities, preparing for the future, and supporting national open learning efforts.

Rashid Al Awadhi says: “This program is a breakthrough in the digital media space; I can confidently say there is nothing like it. Since content creators have the power to reach people across the globe through their phones with no restrictions or limits, they must be empowered and nurtured to make a difference in the digital sphere. Our programs are developed with full acknowledgement that effective content has the power to change lives and help people across the world to share their knowledge in an unprecedented way.”

“People need to understand the future of media, which is in digital. We must train people who are at the onset, which are directly working in the field. If people are in traditional media, they need to explore new skills. The establishment of New Media Academy goes hand in hand with the country’s future-focused vision to invest in digital and equip the present and forthcoming generations with future skills. It is at an intersection of those things,” says Rashid Al Awadhi, CEO, New Media Academy.

“

The establishment of New Media Academy goes hand in hand with the country’s futurefocused vision to invest in digital and equip the present and forthcoming generations with future skills.

“

Rashid Al Awadhi CEO, New Media Academy

* Countries that moved from the high to the very high EGDI group in 2020.

Education &

CH 2: Knowledge Transfer

MANAGE YOUR IMPACT

Diversification CH 1: &Economic Business

RENEWABLE ENERGY CERTIFICATES

I-REC is a global standard being introduced in a growing number of countries in Asia, Africa, the Middle East and Latin America where no similar scheme exists. It is an effective and recognised tool to document your reduced greenhouse gas emissions and improve your sustainability rating.

Businesses and government agencies can take responsibility for the environmental impact of their energy use and make their operations, products, and services more sustainable.

Green building professionals can mitigate the environmental impact of the electricity used in their buildings, helping them qualify for points under the LEED Green Power Credit.

Dubai Carbon is the local issuer of I-RECs in the UAE, KSA, Oman, Jordan and Morocco.

Dubai Carbon can help the registrant find potential buyers for the issued I-RECs.

Contact me at amera@dcce.ae 04-322-9867 for more details.

Because I-RECs. are monitored and verified, individual and organizational buyers can buy I-RECs and be confident that electricity generated on their behalf was done so with renewable energy resources.

Table of Contetnts

I-RECs help convey the attributes of electricity generated from renewable resources to consumers.

Media & Information CH 5: Technology

Utilities and load serving entities can offer their residential and commercial customers green power through voluntary programs.

THE ROLE OF DUBAI CARBON

Food Security & CH 4: Health

HOW CAN I-RECS HELP YOU?

Mobility & Infrastructure

RECs have become an important choice for buyers of green power especially and serve as the “currency” for renewable energy markets. They encourage the development of a green electricity market.

CH 3:

Renewable Energy Certificates, also known as RECs, represent the environmental and other non-power attributes of electricity generation. Many individuals and organizations are willing to pay for electricity that is produced on their behalf using cleaner, renewable sources of generation. These buyers often find renewable electricity attractive for its environmental and greenhouse gas reduction benefits when compared to conventional fossil fuel based electricity generation.

UAE’S RANK IN THE UNITED NATIONS E-GOVERNMENT SURVEY 2020

OS I

I HC

UNITED NATIONS E-GOVERNMENT DEVELOPMENT INDEX (EGDI)

EGDI

Since 2001, the United Nations Department of Economic and Social Affairs (UN DESA) has published the United Nations E-Government Survey. Over the past 10 editions it has established itself as both a leading benchmarking reference on e-government and a policy tool for decision makers.

The Survey tracks progress of e-government development via the United Nations E-Government Development Index (EGDI). The EGDI, which assesses e-government development at the national level, is a composite measure of three important dimensions of e-government, namely: provision of online services, telecommunication connectivity, and human capacity, through the weighted average of three normalised indices. EGDI is used to measure the readiness and capacity of national institutions to use ICTs to deliver public services.

TII

• one-third is derived from the Telecommunications Infrastructure Index (TII) • one-third from the Human Capital Index (HCI) • one-third from the Online Service Index (OSI)

E-GOVERNMENT DEVELOPMENT IN THE MEMBER COUNTRIES OF THE COOPERATION COUNCIL FOR THE ARAB STATES OF THE GULF Rating class

"EGDI Rank"

Sub-Region

"OSI value"

"HCI value"

"TII value"

EGDI (2020)

EGDI (2018)

United Arab Emirates

V3

21

Western Asia

0.9000

0.7320

0.9344

0.8555

0.8295

Bahrain

V2

38

Western Asia

0.7882

0.8439

0.8319

0.8213

0.8116

Saudi Arabia*

V2

43

Western Asia

0.6882

0.8648

0.8442

0.7991

0.7119

Kuwait*

V1

46

Western Asia

0.8412

0.7470

0.7858

0.7913

0.7388

Oman*

V1

50

Western Asia

0.8529

0.7751

0.6967

0.7749

0.6846

Qatar

HV

66

Western Asia

0.6588

0.6698

0.8233

0.7173

0.7132

Country

* Countries that moved from the high to the very high EGDI group in 2020.

Five of the six GCC countries are in the very high EGDI group; the United Arab Emirates is ranked highest

CH5

OSI 2020

1

CORRESPONDING EGDI LEVEL

2

0.9706

VERY HIGH EGDI

0.9647

VERY HIGH EGDI

Estonia

3 Denmark

Finland

4

GER

Singapore

0.9588

VERY HIGH EGDI

2021

5

Mobility & Infrastructure

VERY HIGH EGDI

CH 3:

0.9941

Republic of Korea

Education &

VERY HIGH EGDI

CH 2: Knowledge Transfer

1.0000

Diversification CH 1: &Economic Business

The OSI component of the EGDI is a composite indicator measuring the use of information and communications technology (ICT) by Governments for the delivery of public services at the national level.

MEDIA & INFORMATION TECHNOLOGY

ONLINE SERVICES INDEX (OSI)

United Kingdom

0.9294 Australia United States

7

0.9235

New Zealand

Kazakhstan Media & Information CH 5: Technology

China

VERY HIGH EGDI

0.9000

0.9059 Netherlands Japan

VERY HIGH EGDI

Austria

0.9294

8

Food Security & CH 4: Health

6

VERY HIGH EGDI

United Sweden Arab Emirates

Table of Contetnts

The UAE has been ranked 1st regionally and 8th globally in the UN’s 2020 Online Services Index (OSI) 131

COMPANY PROFILES

Dubai Electricity and Water Authority A Continuous Success Story www.dewa.gov.ae Dubai Electricity and Water Authority (DEWA) was formed on 1 January 1992, by a decree issued by the late Sheikh Maktoum bin Rashid Al Maktoum to merge Dubai Electricity Company and Dubai Water Department, which had been operating independently before then. Both organisations were established by the late Sheikh Rashid bin Saeed Al Maktoum in 1959. Dubai Government fully supported the two organisations to provide Dubai’s citizens and residents with their electricity and water needs.

Since its establishment, DEWA has made considerable achievements, to be ranked as one of the best utilities in the world. Today, DEWA provides its services to more than one million customers in Dubai, according to the highest standards of efficiency, reliability, and availability.

DEWA’s results surpass major international utilities. DEWA reduced losses from electricity transmission and distribution networks in 2020 to 3.3% compared to 6-7% in Europe and the USA. Water network losses were reduced to 5.1% compared to around 15% in North America.

DEWA also achieved the lowest customer minutes lost per year (CML) in the world of 1.66 CML compared to around 15 minutes in Europe.

The UAE, represented by DEWA, maintained its first place globally in Getting Electricity for the third consecutive year as per the World Bank’s Doing Business 2020 report, which measures the ease of doing business in 190 economies worldwide.

132

Diversification CH 1: &Economic Business

CH 2: Knowledge Transfer

National Central Cooling Company PJSC (DFM: Tabreed)

Education &

www.tabreed.ae

Tabreed is a leading international district cooling developer based in the UAE providing energy efficient, cost effective and environmentally friendly year-round cooling solutions in the GCC, India and beyond. Founded in 1998, and listed on the Dubai Financial Market, Tabreed’s cooling infrastructure is an integral part of the region’s growth.

CH 3:

For more than 22 years, Tabreed has been the partner of choice for organizations seeking environmentally friendly cooling solutions to support their sustainability goals and to reduce their overall energy consumption and carbon footprint. Tabreed currently delivers over 1.342 million refrigeration tons to key developments, including iconic landmarks such as the Burj Khalifa, Dubai Opera, The Dubai Mall, Sheikh Zayed Grand Mosque, Al Maryah Island, Yas Island and Ferrari World Abu Dhabi, Dubai Metro, the Bahrain Financial Harbour and the Jabal Omar Development in the Holy City of Mecca in the Kingdom of Saudi Arabia.

Mobility & Infrastructure

Tabreed owns and operates 83 plants in its portfolio across the GCC, including 72 plants in the United Arab Emirates, three in the Kingdom of Saudi Arabia, five in Oman, one in the Kingdom of Bahrain and others in the region.

Food Security & CH 4: Health

ACWA Power www.acwapower.com

Media & Information CH 5: Technology

ACWA Power is a developer, investor and operator of a portfolio of power generation and desalinated water production plants currently with presence in 11 countries including in the Middle East and North Africa, Southern Africa and South East Asia regions. ACWA Power’s portfolio, with an investment value in excess of US$ 30 billion, can generate 29+ GW of power and produce 3.2 million m3 /day of desalinated water to be mostly delivered on a bulk basis to state utilities and industrial majors on long term off-take contracts under Public-Private-Partnership, Concession and Utility Services Outsourcing models.

ACWA Power, registered and head-quartered in the Kingdom of Saudi Arabia, is owned by eight Saudi conglomerates, Sanabil Direct Investment Company (owned by the Public Investment Fund of Saudi Arabia), the Saudi Public Pensions Agency and the International Finance Corporation (a member of the World Bank Group).

Table of Contetnts

ACWA Power pursues a mission to reliably deliver electricity and desalinated water at a low cost, thereby contributing to the social and economic development of the communities and countries it invests in and serves.

ACWA Power strives to achieve success by adhering to the values of Safety, People and Performance in operating its business.

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PARTNERS

134

Diversification CH 1: &Economic Business

GER 2020 INFOGRAPHIC

SOURCES

Education &

CH 2: Knowledge Transfer

Economic Diversification & Business • United Nations; Centennial Lab, Ministry of Cabinet Affairs and the Future, UAE, ‘Future Possibilities Report 2020’, https:// www.un.org/sites/un2.un.org/files/20200720_un75_uae_ futurepossibilitiesreport.pdf

Mobility & Infrastructure Food Security & CH 4: Health Media & Information CH 5: Technology

Education & Knowledge Transfer • Knowledge and Human Development Authority (KHDA)

Mobility & Infrastructure • McKinsey & Company, ‘The Future of mobility is at our doorstep.

Compendium 2019/2020’, https://www.mckinsey.com/~/media/ McKinsey/Industries/Automotive%20and%20Assembly/Our%20 Insights/The%20future%20of%20mobility%20is%20at%20 our%20doorstep/The-future-of-mobility-is-at-our-doorstep.ashx • ‘The trends transforming mobility’s future’, McKinsey & Company, https://www.mckinsey.com/industries/automotive-and-assembly/ our-insights/the-trends-transforming-mobilitys-future • HSBC, ‘Future of Mobility. Sustainable, Efficient and Competitive,’ MENA Vol. 2-2019, www.business.hsbc.com.kw › final-vol2mobility-2019 • Shared-Use Mobility Center, https://sharedusemobilitycenter.org/ what-is-shared-mobility/

Table of Contetnts

Media & Information Technology • United Nations Department of Economic and Social Affairs, ‘E-Government Survey 2020. Digital Government in the Decade of Action for Sustainable Development’, https://www.un.org/development/desa/publications/ publication/2020-united-nations-e-government-survey • ‘UAE ranked regional best in UN’s 2020 Online Services Index’, Gulf News, https://gulfnews.com/uae/government/ uae-ranked-regional-best-in-uns-2020-online-servicesindex-1.1594408511524

CH 3:

Food Security & Health • ‘The UAE and COVID-19. The UAE Approach Towards Curbing the Spread of COVID-19 by Using Data and Technology’, Federal Competitiveness and Statistics Centre hub, https://the-uae-andcovid-19-fcsa.hub.arcgis.com/ • ‘Scientific research on prevention and treatment of COVID-19’, The United Arab Emirates Government Portal, https://u.ae/en/ information-and-services/justice-safety-and-the-law/handlingthe-covid-19-outbreak/scientific-research-on-prevention-andtreatment-of-covid-19 • ‘Dubai launches Dh300 million medical research centre for COVID-19, other communicable diseases’, Gulf News, https:// gulfnews.com/uae/government/dubai-launches-dh300-millionmedical-research-centre-for-covid-19-other-communicablediseases-1.1597135640644

Education & Knowledge Transfer • Dubai Future Foundation, ‘Life After Covid-19. Future Trends. Education’, https://www.dubaifuture.ae/ insights/education-report/ • ‘Private education sector contributes Dh18 billion to Dubai economy’, Gulf News, • https://gulfnews.com/business/private-education-sector-contributes-dh18-billion-to-dubaieconomy-1.72719064 • ‘eLearning, mLearning and distance learning’, The United Arab Emirates Government Portal, https://u.ae/ en/information-and-services/education/elearning-mlearning-and-distant-learning • ‘Over 80% of Abu Dhabi private schools get highest rating for distance learning’, Khaleej Times, https:// www.khaleejtimes.com/uae/abu-dhabi/over-80-of-abu-dhabi-private-schools-earn-highest-rating-fordistance-learning • ‘Covid-19: AI-powered e-learning platform in all UAE public schools soon’, Khaleej Times, https://www. khaleejtimes.com/coronavirus-pandemic/covid-19-ai-powered-e-learning-platform-in-all-uae-publicschools-soon • ‘New initiative to support UAE universities’ online learning’, Gulf News, https://gulfnews.com/uae/newinitiative-to-support-uae-universities-online-learning-1.72715985 • ‘Digital school launched in Dubai: All you need to know’, Khaleej Times, https://www.khaleejtimes.com/ news/education/digital-school-launched-in-dubai-all-you-need-to-know • ‘UAE taps TechKnowledge for digital reading’, Arab News, https://www.arabnews.com/node/1650891/ corporate-news • ‘Covid-19 impact: 83% of students have opted for remote learning in UAE’, Gulf Business, https:// gulfbusiness.com/covid-19-impact-83-of-students-have-opted-for-remote-learning-in-uae/ • #NewDaysNewWays, https://inthistogetherdubai.khda.gov.ae/en/

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ACKNOWLEDGEMENTS

MEET THE PEOPLE WHO BROUGHT THIS REPORT TO LIFE

HE SAEED MOHAMMED AL TAYER Chairman of the World Green Economy Summit, Vice Chairman of Dubai Supreme Council of Energy, MD & CEO of Dubai Electricity and Water Authority (DEWA), Chairman of Dubai Carbon

ENG WALEED ALI BIN SALMAN Secretary General And Vice Chairman Of The World Green Economy Summit, Vice Chairman of Dubai Carbon, Executive Vice President for Business Development & Excellence of Dubai Electricity and Water Authority (DEWA)

GER TEAM Project Director: Solaiman Al Rifai Project Management: Līga Līce da Costa Design and Artwork: Lio De Belen

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Diversification CH 1: &Economic Business

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CH 2: Knowledge Transfer

Education &

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CH 3: Mobility & Infrastructure

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Food Security & CH 4: Health Media & Information CH 5: Technology

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Table of Contetnts

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Education &

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Table of Contetnts

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