< Previous50 C EO M I D D L E E A S T APRIL 2020 LEADERSHIP | SUSTAINABLE COMMUNITIES seems to almost belong to a bygone era. “We are proud with the progress that we have achieved with The Sustainable City, but it’s the families who live there that have helped build the community, turning it into a living, breathing space that has evolved with subsequent innovations and solutions, responding and adapting to the requirements of its residents over time. For example. initiatives for children developed quite organically, with art centre, recycling centre, education initiatives, mobility initiatives, and farming programmes being introduced over time. A music centre was added, with lessons and musical events and concerts, and it is a space where residents can enjoy film screenings and neighbourhood events. That may not have been in the original blueprint, but it has become a key part of the community lifestyle.” He is adamant that sustainability must extend not just to green credentials, such as low carbon emissions and lower power consumption, but to communicating and educating residents to adopt a greener lifestyle for themselves. “When the first families started moving in, it was essential for us to keep them engaged by hosting meet-and-greets and workshops that introduced them to the solutions offered by The Sustainable City.” One of the highlight achievements has been the establishment of a research and development arm (SEE Institute). It effectively turned the city into a living lab to test and deploy all manner of innovations and new technologies, such as vertical and aquaponic farming, autonomous mobility, and more. Nearby, Diamond Developers is also constructing Sanad Village, one of the largest rehabilitation centres in the world for people of determination. It ties in with the group’s mandate to be a force for good in the society in which it operates – a key tenet, many argue, of any worthwhile CSR plan. “A primary pillar for us is inclusion, whereby people of determination are involved in all that we do, and the city was designed with them in mind and heart,” says Saeed of the Village. “We established the world’s largest rehabilitation centre, offering services of excellence in applied behavioural analysis therapy, speech therapy, physiotherapy, occupational therapy, vocational training, and life-skills training.” In building a sustainable future, education of future generations is key, he adds, noting that even the most sustainably built development can only ensure a future of the next generation adopts and adheres to its values. Education is key to bringing upon a positive effect and real change in the behaviour of people within communities, more so among kids. The future generation adopts these practices naturally in their day-to-day lives and consequently passes them on to their communities and surroundings, creating a renewed and progressive approach and understanding of life. Low carbon footprint Sharjah Sustainable City proudly aligns with national green strategies and Dubai Plan 2021 Sport Horse jumping show is part of the events at The Sustainable City in DubaiAPRIL 2020 C EO M I D D L E E A S T 51 Green development CEO and founder of Diamond Developers Faris Saeed says The Sustainable City was always intended to be a working blueprint for low-carbon living THE FUTURE OF SUSTAINABILITY of achievement for us in being able to offer them the space and potential to create a happy life for themselves. The Sustainable City attracts a wide de- mographic of people who come to the city to enjoy the open spaces areas and the diverse events that range from the Origin market to the horse jumping show. All these have resulted in high occupancy and an activated, dynamic community that is vocal of their happiness, consolidating their authentic sentiments of happiness. One of the things developers often over- look is the tangible sense of community – how have your residents both tenants and owners contributed to TSC success? Cities and communities grow and evolve in tandem with their residents, and this is a core pillar of Diamond Development’s approach to The Sustainable City. We may have been the ones who built it, but it’s the residents who helped shape it and make it the home and community it is today. What issues have you seen thanks to non- sustainable approaches to what happens once a development is completed? At The Sustainable City, we underpin the im- portance of sustainability not just to combat current environmental challenges but also as a way of life. Societies have for long struggled with the overconsumption of energy and water, and many people still live under the notion that it’s OK for them to consume be- cause all others are doing the same. We want to actively change that thought process to a more positive one by educating them that they can enjoy their lives uncompromisingly while still taking steps towards a greener state of being. What does the industry have to do, as a matter of urgency, to become more aligned with global goals on sustainability? The Sustainable City proudly aligns with na- tional green strategies and Dubai Plan 2021 for a sustainable future as well as with global initiatives, such as environmental aspirations of the Paris Agreement (2050), the United Nations Agenda for Sustainable Develop- ment (2030), the Dubai Clean Energy Strategy (2050), and UAE Vision (2021) to transform people’s way of life into a cleaner future that would substantially decrease the carbon footprint. It’s a matter of mindset, the right knowl- edge tools, and the ability to recognise the inherent relationship that exists between environmental building design and its eco- nomic and social dimensions. Knowledge is important to surpass the norm and present a sample of the future rather than a copy of what already is. Voted the happiest neighbourhood in Dubai several years running, what are some of the KPIs that clearly highlight its success? We are proud to have been designated as the happiest neighbourhood as joy, and positive sentiments are the driving factors for any thriving community. A study that was conducted by the University of California in Davis stated that knowledge about and social interaction with one’s neighbours is often an indicator of identification with com- munity and community cohesion. As part of a community-wide survey in The Sustainable City, it was determined that 46 percent of the interviewees know at least six neighbours and 10 percent of them know more than 20. This is a testament to the closely-knit com- munity that constitutes the city and mark Many ideas have been submitted to enhance the city for all those living there and visitors, including an emphasis on sustainable cleaning, which sought to phase out chemical-based detergents; ‘Boomer- ang’ shopping bags, prepared by a group of sewing moms, and subsequently, the phasing out of single-use plastic bags; the establishment of an animal sanctuary and the application of animal welfare initiatives; and triathlon training for all ages among others. The Sustainable City supports a culture of sustainability among its residents by involving them in urban farming, encour- aging waste separation at the source, celebrating environmental occasions, such as World Environment Day, World Water Day, Earth Hour, and Earth Day. Additionally, the city hosts eco-friendly events, such as the Yoga Festival and Origin, the sustainable market that show- cases local and organic products, all of which result in an involved community that is happy and proud.52 C EO M I D D L E E A S T APRIL 2020 LEADERSHIP | HEALTHCARE NATION IS PRIMARILY MEASURED by its healthy citizens and education which ultimately leads to its economic development. As such, healthcare should be considered more than just a business. It is a service dedicated to the welfare of people, restoring wellness and saving lives, which ultimately leads to building the capability of a nation to progress. In the process profit just becomes a by-product. As healthcare providers, we have the opportunity to make a meaningful difference by giving back to the society and fulfill many of the crucial need gaps which exists in accessing healthcare. When Aster DM Healthcare started its journey with a single clinic in Dubai in 1987, healthcare in UAE was still in its nascent stages with limited quality healthcare options being available for the expats in UAE. We started receiving many patients and I started offering free consultations and free medicines every Tuesday for the people who could not afford medical treatments. The concept of giving back to the society became in-grained into the DNA of our organisation and as the organisation grew, so did our efforts to reach out to as many people as we can. In 2016, Aster Volunteers was established as the CSR arm of Aster DM Healthcare with an aim of serving as a catalyst for social impact action and to function as a platform for all those who wish to contribute to our humanitarian efforts. Operating under a two-fold approach, Aster Volunteers encourages members from our internal group entities to personally take up and see through as many initiatives as possible to give back to the society. On the other hand, we are working to build a combined volunteer force consisting of Aster employees and members of the public, who are willing to utilise their time and energy to make a meaningful impact in the society. Gradually, the platform has grown to empower communities to drive the spirit of volunteerism through social impact interventions in healthcare, environment, education and social uplifting through sustainable practices. We aim to make the programme a global movement by seeking to bridge the gap between the thousands of people who need help and many others who are willing to spend their time to help people in need, irrespective A MAKING A MEANINGFUL DIFFERENCE MEANING IS AT THE HEART OF SUSTAINABILITY AND CSR AT ASTER DM HEALTHCARE, SAYS ITS FOUNDER, DR AZAD MOOPENAPRIL 2020 C EO M I D D L E E A S T 53 of differences in ethnicity, distance, capabilities and cultural background. Today, the programme is operating through eight core pillars – free surgeries and investigations, basic life support awareness, disaster relief and aid programme, free medical and wellness camp, recruitment and support of people with determination, mobile medical services, child health and wellness, and sustainability and community connect. Most of our initiatives under these pillars are being driven by our employees based across the eight countries in which we are present and with pride I can say that we have been able to introduce some significant interventions in many areas. When the devastating Kerala Floods of 2018 left hundreds helped 35,440 people in need. Our Aster Volunteers Mobile Medical Services which is operating in India and UAE has been able to impact 282, 254 people and we are launching five new mobile medical service vehicles in Ethiopia, Oman and India. Our child health and wellness programme has 20,920 beneficiaries. Till date, we have been able to impact 1.3 million lives and around 27,400 volunteers are now a part of our programme. Being differently abled should not be a hindrance in the path of anyone’s dreams, goals and success. I believe that every individual who has a passion for achieving their dreams and do not shy away from hard work should be given a platform and opportunity with zero discrimination or prejudice. With this thought, we have given opportunities to 110 people of determination to join us in different capacities across our organisation. Furthermore, we are thinking of introducing a capability building or training programme for people of determination to make them eligible for employment. We have made continuous efforts in the past to serve people and provide the less fortunate with the same care, support and opportunities as everyone else and we aim to strive for much more in the future and help the world grow sustainably. Companies across every sector have the opportunity to give back and address major issues which are affecting the world today. We, as business leaders, need to be more empathetic, kind, caring and go beyond our boundaries to help the people and planet for the world to move in a positive direction. Success is best achieved when we align our skill set, capabilities, ideals and ambitions to fulfil the needs of the society and the planet we live in. and thousands of people homeless, our Aster Volunteers were the first responders on the ground to provide humanitarian aid and medical support, touching more than 50,000 lives. To help these homeless families rebuild their lives, we promised to build 250 Aster Homes and on March 1, 2020, in the presence of Honourable Chief Minister of Kerala Shri Pinarayi Vijayan, we handed over the first 100 homes. The next phase of construction is ongoing and we would be delivering the rest of the homes very soon. Similarly, our disaster relief and aid programmes in Somalia, Jordan, Bangladesh, Kerala and Maharashtra has impacted 288,158 lives. Our free surgeries and investigations have 54 C EO M I D D L E E A S T APRIL 2020 LEADERSHIP | GROSVENOR CAPITAL 2020 MARKED THE 10-YEAR LEAD UP TO THE UN SUSTAINABLE DEVELOPMENT GOALS (SDGS) AS WELL AS AN UNEXPECTED TURN IN OUR GLOBAL SOCIETY. On March 11 this year, the World Health Organisation (WHO) deemed the Covid-19 as a global pandemic which meant more than ever it is essential to evaluate both our societal and our planet’s needs. The global community have had to unite, learn lessons from each other and use this time to reset and to look at existing frameworks for some clarity including the SDGs. The 17 goals curated by the UN in 2015, which includes 169 associated targets, addresses the complex needs of our global society from climate change, extreme poverty, global education and of course, health. The rationale of the SDGs is to place ownership not only on governments, but also on the private sector. The UAE government, for example, has ensured that the UN SDGs are incorporated throughout their domestic policy as well as framing the global 2030 Agenda for Sustainable Development, placing education, environment and healthcare at the forefront. Furthermore, the UAE’s private sector has played an impact on attaining SDGs; Emaar Group was able to promote responsible usage of water resources via its water management programme launched in 2016. Emaar aims to obtain a 20% reduction in water consumption by 2021. Lasting impact It is undeniable the lasting impact that Covid-19 will have across the world, it is therefore imperative for all global players to remain focused on achieving the 17 SDGs, as the need to overcome our environmental challenges, to invest in our education and to address our overall global needs will not THE UN SUSTAINABLE DEVELOPMENT GOALS MUSTN’T BE FORGOTTEN IN THE MIDST OF COVID-19 SOLIDARITY IS THE KEY TO DEFEATING COVID-19 AND WE MUST CONTINUE TO STAY COMMITTED TO OUR PEOPLE AND OUR PLANET THROUGHOUT OUR TRIALS AND TRIBULATIONS, WRITES ZAHARA MALIK, CEO & CO-FOUNDER OF GROSVENOR CAPITALAPRIL 2020 C EO M I D D L E E A S T 55 vanish nor diminish. Expo 2020 will be a driver and platform to reinforce the global initiative to achieve the SDGs. One of its key pillars is focused on sustainability and the need to use resources without compromising the ability of the planet to sustain future generations, and perhaps to draw on our lessons from today to ensure we are somewhat prepared going forward. Our priority must be to inspire and enable the new dialogue for reform − how do we actually build the global and unified system that can deliver on the aspiration of the UN SDGs. Goal 3 clearly refers to health: “to ensure healthy lives and promote well-being for all at all ages” and more relevantly “fighting communicable diseases and epidemics; and preventing and treating non-communicable diseases.” Ambitious For many SDGs were seen to be extremely ambitious to achieve by 2030, but what it has accomplished to date is rapid investments and efforts towards the control and ultimately the elimination of the impact that epidemics and pandemics have to lives and livelihoods. For example the Bill and Melinda Gates Foundation committed $100 million to Governments, business leaders, SMEs are understandably focused on our here and now, but we must reinforce the need to make significant and concrete progress towards the SDGs. As stated by Professor David Harper, “We have to deal with health in the broadest sense, and many of the drivers are outside the health sector, including those for example in the financial, education, energy and environment sectors.” He goes on to say, “when the world experiences a health emergency, the diplomatic energy in the global system increases, and an opportunity for major reform is created”. As we close Q1 of 2020 our global call to action should be to persevere through the turbulence of the new decade and as Aaron Cramer, President and CEO of Business for Social Responsibility aptly sum-ups, “it is essential that we remember the central importance of staying committed to our long-term goals, while adjusting to an altered reality that has much to teach us when we inevitably emerge from this crisis.” Solidarity is the key to defeating Covid-19 and we must continue to stay committed to our people and our planet throughout our trials and tribulations. fighting Covid-19, as a part of its broader efforts in global health. “Multilateral Organizations, national governments, the private sector and philanthropies must work together to slow the pace of the outbreak, help countries protect their most vulnerable citizens and accelerate the development of the tools to bring this epidemic under control,” Gates Foundation CEO, Mark Suzman said. “Our hope is that these resources will help catalyse a rapid and effective international response. This response should be guided by science, not fear and it should build on the next steps that the World Health Organization has taken to date,” he added. Critical Now more than ever the SDGs has reinforced how critical it is to have engagement of all sectors and industries, an approach that has been noticeably lacking in many areas including global public health. As a global community our long-term vision has to be aligned and not forgotten, in the midst of the shock of Q1 2020 coupled with it being a significant decade we must remain fully dedicated to achieving our 2030 goals.56 C EO M I D D L E E A S T APRIL 2020 PLEASURE THE TRANSFORMATIVE POWER OF YOGA STYLE WATCHES TRAVEL ACCESSORIES KEEP CALM AND DO YOGA WORKING OUT FROM HOME IS THE NEW GOING TO THE GYM, BUT FOR CABIN-FEVERED LEADERS, THE IMPETUS TO REMAIN CLEARHEADED AND FOCUSED HAS NEVER BEEN GREATER. STEFANIA BRUNORI IS A WELLNESS ENTREPRENEUR AND CERTIFIED YOGA INSTRUCTOR WHO IS LAUNCHING YOGA CEO ONLINE, A PROGRAM GEARED SPECIFICALLY FOR LEADERS THAT CAN BE ACCESSED REMOTELY hat’s the concept behind Yoga CEO? Yoga CEO is the latest evolution of my first start-up, Yoginfinity. The original idea was to make yoga and meditation more accessible to the whole population. But in recent years I realised that I could have an impact on a bigger scale, focusing on yoga and meditation for leaders, due the continued uncertainty and stress levels that they experience in continued changing environments. When leaders manage their stress exceptionally, they have a positive impact on their teams. When did you launch the business? I started teaching private yoga classes in 2014, during a transition period after my last corporate job at Nokia, as a way to share my knowledge with others while keeping myself active physically and mentally while looking for a job. I then decided to work simultaneously in building my first yoga start-up, which I launched in 2016. It has been evolving since then, adapting to market changes and is currently promoted under the current concept of ‘Yoga CEO’. Your clients are CEOs and leaders; why does your business focus on this segment particularly and how does your offering align to meet the needs of it? Having worked as senior marketer and entrepreneur for more than 15 years, I know the challenges of working under enormous pressure and having high levels of uncertainty. At the same time you still need to be productive, focused on motivating others and creative in finding solutions to new problems. I have experienced the same difficulties in my professional career, so alongside being a certified yoga instructor I am able to offer practical applications on how yoga can help those in leadership positions. To date, I have taught more than 6,000 hours, to all kinds of different people from all kinds of backgrounds. My offering includes flexibility in times, which is something that leaders need most of the time. Busy leaders can jump into a yoga class, anytime, from any part of the world. W Online fitness is one of few to perhaps experience a boom at the moment, but what are some of the benefits, aside from social distancing during a pandemic, of tuning in to a virtual yoga or meditation session? The virtual session gives you the comfort and privacy of doing it from your own office, home or hotel room. Imagine having a yoga/ meditation corner at your office, and just tuning in for a 30 minutes session, anytime you need it. You don’t even need to dress up, and meditation classes can be done sitting in a chair, in normal clothes. Creating a ‘calm’ space that you can access whenever you are stressed gives you safety, and that can’t be achieved in a normal studio, where you have to drive in and join a class at a specific time and with more people. That does not work for leaders, who need more flexibility due to the nature of their work. Also, if you create such space at your home or office, this allows you to start building up a mental mind-set connected to the practice, as you’ll be able to access that calmed estate of mind just by APRIL 2020 C EO M I D D L E E A S T 57 “WITH YOGA AND MEDITATION WE LOWER THE CORTISOL LEVELS, AND THEREFORE ARE ABLE TO COME UP WITH MORE CREATIVE SOLUTIONS” — STEFANIA BRUNORI the cortisol in our body, which has a negative impact on our body and puts our brain into fight or flight mode, with little space for a more strategic type of thinking. With yoga and meditation we lower the cortisol levels, and therefore are able to come up with more creative solutions, as well as boosting our immunity. Yoga and meditation also increase focus, concentration and lateral thinking, crucial for moments of uncertainty and crisis. Not to mention also the emotional benefit: they also allow us to boost our compassion levels, which is one of the latest trends for the leaders of the future: mindful leadership. being in that surrounding, whether you are doing the class or not. Is the business exclusively virtual or is it a mix between a studio and online? It is a mix: while some leaders prefer the face to face classes, some others can’t do physical classes due to the working hours, change in meetings or travelling. That was one of my main objectives: offer the flexibility they need, so the class is not another stress in their already packed agendas. As a yoga expert, what are some of the benefits of yoga and for leaders? Continuous high levels of stress increases MINDFUL LEADERSHIP Stefania Brunori is launching an online version of her yoga program for leaders.58 C EO M I D D L E E A S T APRIL 2020 S ustainability is a big issue in architecture – how does CK embrace this important philosophy? We use materials that are native to their environment – build for purpose – and essentially ‘speak the same language’, as they need to create an overall effect that makes sense. We have forged and maintain strong relationships with some of the world’s best suppliers of top-end materials. So, we know where we need to go to get the best leather that matches the requirements of a specific project or where to source the best fabric solution. We work with specialist suppliers from all over the world to secure the best-in-class material required to deliver the opulent excellence our clients expect. What are the pillars of CK Architecture in terms of its design and style philosophy? We design and build living or workspaces that resonate with the desires and DNA of our clients. We take time to deconstruct their vision and then reimagine it by placing the CEM KAPANCIOGLU, CEO OF CK ARCHITECTURE INTERIORS, DISCUSSES HOW ARCHITECTS AND DESIGNERS CAN CONTRIBUTE TO BUILDING A MORE SUSTAINABLE ENVIRONMENT, IN GREENER WAYS DESIGNING A GREENER FUTURE about any culture implementation is awarding the one who is achieving the target level of innovation and creativity in any form. That gives the message to the team that creativity and innovation are not optional; they are part of our service culture. Do you feel a sense of responsibility towards the environment, also because architecture makes such a long-lasting impression on a landscape, community, city space? Architecture and design are a confluence between science and the arts. It’s the dichotomy that connects the rational with the emotional. One is dependent on the other and the two need to work together seamlessly and in perfect harmony to produce stunning outcomes. And the fact is that the fundamentals of architecture and design are the same. The only difference between them is scale. Architecture is about positioning a home next to a forest, a hotel next to the beach or a high-rise building in the urban sprawl of a city. On the other hand, space in the context of its location and natural surroundings. We then create the connective tissue that links the client’s vision with global best practices while adding the local context to make it more realistic – closer to home sort to speak. Our philosophy is to give clients what they want, while ensuring the four fundamentals of functionality, aesthetic appeal, durability and sustainable ecological materials are seamlessly integrated during the process, from design to delivery. How do you foster a culture of creativity and innovation at the company? First and foremost, you have to define creativity and innovation if you are asking for it. For me, innovation is any process, decision, action, methodology or technique that provides a faster, cheaper and better solution to a problem. And creativity is the tool that you use to achieve the above. In addition to this, I try to give examples of creativity and innovations we did in the past and try to lead by example as much as possible . And obviously, the most important thing PLEASURE | INTERIOR DESIGNAPRIL 2020 C EO M I D D L E E A S T 59 interior or product design is about a corner in the house, a room wall or the glass on the ceiling of the atrium. In both cases, we use materials that are native to their environment – build for purpose – and essentially ‘speak the same language’, as they need to create an overall effect that makes sense. So, it’s not about speaking French outside and Japanese inside. Architecture and design need to speak the same language, even with a different accent – but not two different languages. As a leader, what motivates and inspires you the most? Because of my background and expertise in the design and end-to-end delivery of highly bespoke living and working spaces for high-net-worth individuals (HNWIs) I draw inspiration from the Ferrari brand story. There are 1 billion cars on the world’s roads today, and yet, the 10,000 Ferraris sold each year are those that turn heads and make people dream. All Enzo Ferrari wanted to do was design fast racing cars – instead what he did was to create a highly inspirational and iconic lifestyle brand. What’s the single biggest challenge facing your industry today? There is no doubt that the times are challenging, however, it is encouraging to reference a recent UBS bank study, according to which Dubai is among the world’s top 20 cities with the most fair property prices and an infrastructure that is conducive to doing business. At the end of the day, clients always seek value across three key variables; speed, cost and quality, not always in the same order. It’s about priorities. As a client, you can decide which two you’re most concerned about. Fast delivery and price may not give you the quality you wish. If you opt for quality and price you may not get the desired delivery time. With our customer-centric philosophy, the real challenge is to keep up the high quality best practices in design and construction and also do it in a fast track manner having the entire client experience in mind. What characteristics must a leader of a creative company possess? To be a leader you first need to do something. To do something you need to know what to do. To know what to do is about clarity. Clarity is about vision. Vision is about imagination. Imagination is visualising something that is not there and knowing how to make it happen. It is like a football game – in your mind, you play it and win it before the actual game. Winning or losing does not matter as long as you learn from losing. In challenging times, what must a business do to survive? How has CK been affected by Coronavirus? These are difficult times but I believe if a business gets its basics right and has been consistently providing exceptional service to its customers it can ride through even the most challenging times. With regards to the COVID-19, we are following directives issued by the World Health Organisation (WHO), the UAE Ministry of Health and Prevention, Dubai Health Authority and our industry bodies to ensure all safety measures are in place and in line with international standards. What projects are you most proud of to date? At CK Architecture Interiors we have an edge for almost impossible, risky, difficult jobs which require many different services. The Anantara Spa in Palm Jumeirah is a good example where we have extended the building by one floor on an existing terrace for almost 10,000 square feet while the hotel was in operation and we did this in less than four months. Another challenging work was in the Polo Villas where we had to manage to combine two existing villa with a central majlis and deliver it. Other exciting projects we have delivered recently include Burj Khalifa Trio apartments, Bluewaters penthouse, six high- end villa design and build in Palm Jumeirah, a Damac villa in Akoya, Revo Café in Anantara and Movenpick Hotels, Turkish Airlines Office building in Dubai, Tetra Pak Innovation Centre and Ferrexpo office. Next >