< Previous30 CEO MIDDLE EAST MARCH 2023 ynonymous with luxury, the city of Dubai has long attracted high-net-worth investors to its real estate market. With some of the world’s most prestig- ious landmarks, from the magnificent man-made island of Palm Jumeirah to the world’s tallest building, the Burj Khalifa, today the city continues to grow in prestige and opulence. Com- bined with a low-tax environment and high-quality, cosmopolitan, and vibrant lifestyle, the city continues to attract people from all over the world. While long popular among inves- tors, the city has seen a growing number of HNWIs drive demand in the luxury real estate sector ever since post-pandemic recovery set in. On the one hand, pent-up demand drove sales, on the other, global geopolitical and macroeconomic conditions have boosted interest in Dubai real estate. The most significant of these is the Ukraine-Russian war and its subse- quent impact on energy prices and inflation. Dubai, cushioned in part from these effects by rising oil prices, continues to represent safe and smart real estate investment opportunities thanks to its economic resilience. And in fact, in contrast to competing global hubs such as New York or London, Dubai’s luxury real estate is around four times cheaper, reflecting signifi- cant value for money. No wonder then that 54 percent of real estate professionals claimed that the pandemic increased demand for luxury homes across the city, and over two-thirds registered growth over the past 12 months. HNWIs from the world over, including India, China, the US, and several countries from across Europe including the UK, have been investing in Dubai’s real estate market in growing numbers, many of whom are looking to purchase a second home. Overseas investors are responsible for the lion’s share of demand for luxury property in the city, though, of course, we are also seeing growing demand The emirate’s luxury segment is continuing to evolve, writes Phil Sheridan, CEO, Berkshire Hathaway HomeServices Gulf Properties HOW DUBAI’S ROLE AS A LUXURY PROPERTY HUB IS DRIVING COLLECTIBLES Expat veteran. As Dubai continues to evolve, the luxury real estate segment will evolve along with it, Sheridan says REAL ESTATE S MARCH 2023 CEO MIDDLE EAST 31 REAL ESTATE High-end. Real estate purchases in the luxury segment are increasingly about catering to specific tastes and lifestyles among residents. Thanks to recent visa reforms and changes to citizenship laws, many more residents are looking to make Dubai their home for the long term, driving investments in real estate. Add to that the Dubai government’s ongoing efforts to transform the city into a global hub of entrepreneurship, startup technologies, and talent in general, and demand are only projected to continue its growth trajectory. This viewpoint is supported by local real es- tate professionals, 79 percent of whom believe that immigration will play a critical role in how the market develops over the next three to five years. Against this backdrop, what are HNWIs looking for in terms of luxury real estate? Besides, of course, growing demand for outdoor space following the many months we spent pent up inside during the Covid-19 pandemic, we are seeing luxury connoisseurs who enjoy life’s finest pursuits search for bespoke spaces that cater to their taste for collectibles. From art to luxury fashion and automobiles, a dream home for the HNWI is not complete without tailor- made spaces designed to protect their most valuable assets. Take artwork, for example. Super sensitive to UV exposure, LED light- ing is critical to lighting up stunning artwork for enjoyment. Moreover, adjustable light fixtures are important too, so the artwork can be moved if so desired. More and more, however, many are looking for bespoke rooms for their collections requiring attention to detail portant to avoid concrete and ceramic flooring. Rather PVC or metallic epoxy are preferable as they are more durable, easier to clean and help prevent mois- ture build-up. Car lifts moreover can help increase inventory space if needed. Whatever collectibles are in ques- tion – light, temperature, and humidity are all important things to consider when protecting cherished and valuable goods. But this also points to a broader trend. Real estate purchases in the luxury segment are increasingly about catering to specific tastes and lifestyles, with a hairpin focus on bespoke details that make a home truly one-of-a- kind. And unlike the oversubscribed real estate capitals of the world such as Toronto or Switzerland, say, Dubai has ample land to develop customised spaces uniquely tailored to their owner, for their every need. As Dubai continues to evolve as a global hub for trade, finance, and tour- ism, the luxury real estate segment will evolve along with it, attracting more and more investors to its shores in the coming years. 53% The increase in the number of propoerty investors in Dubai in 2022, according to a report from the Dubai Media Office “DUBAI CONTINUES TO REPRESENT SAFE AND SMART REAL ESTATE INVESTMENT OPPORTUNITIES” when it comes to architectural design to ensure ample wall space. Just as with artworks, bespoke spaces for luxury and vintage clothing and accessories are increasingly sought after among our real estate inves- tors. Dry, airy spaces free of sunlight are a critical concern, particularly for jewellery and watch collections. And just as with artwork, it’s not just about their protection. Buyers are looking for spaces where they can enjoy, take in and peruse their collections. And finally, let us not forget the perfect storage space for automobiles. To ensure cars and motorbikes are kept in their pristine condition, it is im-32 CEO MIDDLE EAST MARCH 2023 ocial sustainability, currently the word du jour, refers to the impact an organisation has on society. Most organisations desire to have a positive social impact. Altruistic inten- tions aside, they realise this is quite sim- ply good for business. A positive social impact builds brand awareness, develops trust with customers, and strengthens employee engagement – all key issues that organisations are grappling with today. However, achieving true social sus- tainability is not as simple as organising an event with community engagement, sending out a press release, and waiting for the impact to skyrocket the brand. It requires more thought and resources. Having created initiatives around financial education that deliver true social sustainability, we have developed a 6-step SCRIPT framework for achieving this goal. S – Strategically selected cause This is the first crucial step and one that sets the stage for the success of the initia- tive. Organisations need to ensure that the cause they want to rally their troops and resources behind is strategically aligned with the organisations’ vision and business objectives. This makes it easier to integrate the initiative with their marketing strategies, ultimately helping their bottom line. This then also changes the lens through which they view the initiative – not as a cost to company but as a business opportu- nity that can be leveraged for long term organisational benefit. It also helps if the cause is emotive and socially relevant. For example, finan- cial education for youngsters is deeply emotive and serves to connect with a wide swath of society. It’s also a topic that organisations can delve into deeply, as it will always be socially relevant. Particularly for banks and financial in- stitutions, this issue is one that squarely aligns with their vision and purpose. C – Consistency is key It would be hard to overemphasise the importance of being consistent in the rollout and implementation of a cause- related social initiative. Consistency demonstrates commitment and ena- bles organisations to reap the effects of compounding, slowly but surely building a reputation that stands out in relation to that particular initiative. A six-step framework for curating initiatives that deeply impact society A SCRIPT FOR SOCIAL SUSTAINABILITY Perspective. Pinto says delivering real value is the most important step in creating initiatives that have a deep social impact SUSTAINABILITY BY MARILYN LYDIA PINTO, FOUNDER AT KFI GLOBAL $85BN The GCC’s required investment to meet targets of managing municipal waste in the region over the next 20 years, Boston Consulting Group said. S MARCH 2023 CEO MIDDLE EAST 33 SUSTAINABILITY Parallel approach. Organisations need to ensure that the cause they want to rally their troops and resources behind is strategically aligned with the organisations’ business objectives Consistency allows the brand to own that space in the consumer’s mind and provides the brand with strong social credentials (think Patagonia and climate change). An inconsistent or sporadic effort would be a colossal waste of time and resources. Moving in ten different directions does not move the needle on any one. In today’s world of social media noise and fragmented consumer focus, having a laser-focused strategy and driving the same social impact message home is key to unlocking the potential of these initiatives. R – Real value is delivered This should be obvious, but there are so many social initiatives that merely tick the proverbial box and get the PR story out without actually delivering any real value to society. This could be for a number of reasons – the initiative is too small and benefits only a minus- cule number of people, is too short for any real change to be engendered, or is just too ineffective to bring about any lasting change beyond that which is momentary. Delivering real value is the most important step in creating initiatives that have a deep social impact. It’s the only parameter that initiatives should be evaluated on. An initiative could score highly on every other aspect, like strategy and consistency, but count for nothing if it fails to deliver real value. In terms of financial education for youngsters, there are tonnes of initiatives that fail this key metric. Again, the reasons abound, from not having a tested and widely acclaimed curriculum and not being delivered by trained professionals to just conducting awareness sessions and implicit product pushing. Real value is paramount if the initiative is to succeed in the long term. It’s the base on which feedback, re- views, and testimonials are built, all of which are critical to the social success of the initiative. public narrative should be honest and transparent and that’s easier when the goals are achievable. It also ensures that the morale of the team stays high because they can see the goals as something they can reasonably aspire to. That how- ever doesn’t detract from choosing an audacious goal, it just means putting in the work, resources and commitment to ensure that the desired goal is reached. T – Transcend the ordinary In order for the initiative to cut through the noise in the market and gain traction, its immensely helpful if the initiative scores high on novelty and innovative- ness. This makes it stand out from the rest, and get attention and engagement from stakeholders. It needs to be some- thing they are proud to be part of, and happy to facilitate. Something that cap- tures their imagination and that imme- diately connects with them on a deeper level. Extraordinary not just in terms of scale and quality but more importantly in terms of social sustainability. The financial education initiatives we ran in 2022 and more recently in early 2023, that encompassed thousands of students, across nearly 30 educa- tional institutions is a great example as it delivered on all three counts. Schools were proud to be part of this, parents were thrilled that their kids were finally getting the financial education they sorely lacked; the kids were excited to be learning about a topic they realised was incredibly important. Critically, the sponsoring organisation was especially pleased with the social sustainability this initiative generated. Curating an initia- tive that has far-reaching impact is not just a social imperative but a business imperative as well. It bodes well for many aspects of an organisation, like brand awareness, trust, and employee engage- ment. However, it’s not so easily done. The six-step SCRIPT framework we’ve detailed above sheds light on the key principles required for an initiative to achieve a breakthrough on the social im- pact front and each one is vital in its own. I – Impeccable standards The initiative must be implemented with the highest standards of propriety. This includes ensuring that partner compa- nies associated with the rollout have appropriate credentials, maintaining quality standards for the programme, and following agreed-upon guidelines for project reporting. Following these standards is essential for building and strengthening trust among various stakeholders, which in turn, translates to trust in the organisa- tion and brand. Trust is a valuable cur- rency in today’s world. For the example of the financial education initiative for youngsters, it was crucial to demonstrate to stakeholders the global standards of the curriculum, the expertise of the educators involved, the experience the organisation had in running large-scale initiatives, and the innovativeness of the teaching methodologies used to ensure a world-class experience. P – Pragmatic goals While nowadays it’s fashionable to overpromise, just because it makes for a better sound byte on social media, it’s important to decide on goals that are pragmatic to deliver. This is important because as a long-term commitment, the regular updates on the initiative should show clear advancement on the goals. The 34 CEO MIDDLE EAST MARCH 2023 n the past, women have struggled with inequal access to opportunities, resulting from systemic distinctions, prejudice and antiquated gender norms. This has undermined equal opportunities and hasn’t allowed women to accelerate in the workplace. Despite significant pro- gress in the 21st century, many women still struggle to balance personal and professional responsibilities, whether that includes running a household or running a business. In the UAE, there was previously a sizeable gap between women who graduated with university degrees, and women who joined the workforce. How- ever, bold moves by the government coupled with proactive policies in the private sector, have rapidly turned this around. According to data published by the UAE government, women hold 66 percent of government roles in the UAE, including 30 percent of senior leadership positions and decision- making roles. Diversity and inclusion also feature very prominently in the national agen- da, and the UAE has made great strides in facilitating women’s economic par- ticipation. Women can take extended maternity leave of 90 days instead of 45 days. The UAE Federal National Coun- cil also aims to ensure that 50 percent of its workforce is staffed by women. Offering equal opportunities at the workplace and encouraging more women to take up leadership positions naturally brings more diversity to the decision-making table, enhancing the calibre of organisations to think fast and strategise to meet the demands of the changing business environment. This is likely to lead to a more resilient, agile, and adaptive leadership required in the current business climate. It’s equally important to remember that it’s not just about creating leader- ship roles, but also about offering equal opportunities for women to compete. Many organisations approach diver- sity with a narrow and inorganic view. Strong top-down leadership paints a bright future for the UAE’s inclusion agenda, writes Gunjan Shroff, Partner, People and Change at KPMG Lower Gulf WHAT THE FUTURE HOLDS FOR WOMEN AT THE WORKPLACE Women power. The UAE has made great strides in facilitating women’s economic participation, according to Shroff INCLUSION I MARCH 2023 CEO MIDDLE EAST 35 INCLUSION Workplace. Mentorships are increasingly becoming an essential part of diversity and inclusion efforts within companies However, setting quantitative targets to ensure equal number of women in the workforce isn’t likely to solve the main issue that women face. It could even lead to potential marginalisation, making women feel like they didn’t ‘earn it’ or weren’t assessed based on their skills and merit and were simply a ‘quota hire’. Better gender diversity prac- tices can go a long way in ensuring that women get the recognition and opportunities crucial to excel at the workplace. But it can’t be a one-off programme. Diversity must be built from the grassroots for women to truly be represented at the workplace. We can’t expect diversity at senior levels without investing and encouraging more women to participate ground up. This is especially relevant today, when organisations are trying to navigate business in the midst of unprecedented events – including the pandemic, digital adoption, emerging workplace innova- tions and a changing workforce. From a macro perspective, diversity and inclusion involve ongoing initia- tives, programmes, mentoring, and trainings to attract, retain and encour- age women to advance their careers. There’s no doubt women bring a differ- ent perspective to the table – and it is this difference in viewpoint that can be beneficial to every workplace. For example, KPMG’s Women Business Leaders’ Outlook Report re- vealed that female leaders were signifi- cantly more people-focused than their male counterparts, with 64 percent of UAE women prioritising investment in developing their workforce’s skills and capabilities compared with 24 percent for men, who prioritised investing in new technology. To allow women to flourish, organi- sations must focus on creating a culture focused on meritocracy, while also al- lowing flexibility. This requires intro- spection to identify the best ways to help women achieve their maximum potential and peak of their career paths. part of diversity and inclusion efforts within companies to create an ecosys- tem where all can flourish. At KPMG, we run a successful female mentorship programme for existing female employ- ees to have an ecosystem to flourish and achieve. Pursuing external collabora- tions with organisations in academia, non-profit, etc. is also key to gender equality. It ensures women have equal opportunities irrespective of their social, financial, and educational back- grounds. Organisations must remem- ber that talent can be spotted in ways that go beyond a resume filled with world-class educational experiences. This insight is crucial to build a future pipeline of female talent. Many women may never have had the opportunity or access to world-class education, financial security, or skills trainings. However, they stand to gain enormously from professional learning opportuni- ties that organisations invest in – which can be a win-win for both them and their employers. It is these learning and profes- sional opportunities that creates the building blocks for a domino effect of equal opportunities for all in the workplace. 66% The percentage of government roles women lead in the UAE, according to a data published by the government “ORGANISATIONS MUST REMEMBER THAT TALENT CAN BE SPOTTED IN WAYS THAT GO BEYOND A RESUME” Intrapreneurships are increasingly becoming a useful tool among organi- sations to empower women to take more accountability and ownership, while providing access to growth and personal development, something many may have not received before. Sponsorships and mentorships are increasingly becoming an essential 36 CEO MIDDLE EAST MARCH 2023 uthentic leadership might be an overworked phrase. A Google search returns 110 mil- lion matches; Amazon tells me they can deliver over 1,000 different titles cover- ing this subject to my home in the UAE. Yet when we look at what works for leaders, it seems to be the human touch – the ‘authenticity’ - that resonates with those they lead. And – dare I say it – women are often the most authentic leaders of all. What do we mean when we describe authenticity? Herminia Ibarra, a profes- sor at the London Business School and author of Act Like a Leader, Think Like a Leader, says that being an authentic leader is often thought to mean one of three things: being true to yourself, being sincere and being true to your val- ues. Being true to yourself is tough, she points out, unless you first define ‘self’ – the self that you are or the one you aspire to be? Being sincere seems a bit more straightforward – saying what you mean and meaning what you say. But that, too, is tough since different leaders presenting the same set of facts do so in a myriad of different ways. Finally, being true to your values may not work as a leader if your long-held values include, for instance, resisting the limelight. So, leaders may have to act like a leader, in Ibarra’s view, before they actually become one. Am I an authentic leader? It is a question I ask myself from time to time, and especially right now. Why now? My own leader – Dr Raja Easa Al Gurg, the Pro-Chancellor of my university in Dubai – has published a new book on her leadership style. Entitled The Power of Authenticity, it details her personal philosophy on leadership honed through years of leading her family business. Chairperson and Managing Director of the Easa Saleh Al Gurg Group, Dr. Al Gurg sets the pace for those like me who look up to her achievements. Reading it and reviewing the three dimensions of leadership detailed in her book, I natu- rally compared them to my own. There are many different routes to take in the quest for authenticity AUTHENTICITY IS KEY TO POWERFUL LEADERSHIP Academic. Professor McGregor has been fascinated by the journey that women go on to positions of leadership LEADERSHIP A BY PROFESSOR DAME HEATHER J. MCGREGOR, PROVOST AND VICE PRINCIPAL AT HERIOT-WATT UNIVERSITY DUBAI MARCH 2023 CEO MIDDLE EAST 37 LEADERSHIP Power to lead. Women are often the most authentic leaders of all, believes Professor McGregor Dr. Al Gurg’s three leadership themes are mind, heart and soul. The mind provides intellectual capital, i.e. knowledge, which creates trust. If there is “a foundation of solid knowledge across all decisions you make, fast or slow, the outcome will always be better,” she says. I can relate to this; after years of having to make decisions based on financial modelling, and writing regular commentary on financial accounts, I fi- nally used the downtime of the pandem- ic to study for and qualify, as a char- tered management accountant. I was no financial slouch – I have an MBA, and PhD in finance – but I knew that a formal qualification would cement my knowledge and make it easier for people to trust my financial leadership. The heart provides emotional capital. Being human, according to Dr. Al Gurg, is central to being a leader. You will make mistakes – own them, deal with them. I have made many mistakes as a leader, including, at times, hir- ing totally the wrong person. I have learned that when you do that, and it clearly isn’t going to work, it is bet- ter for everyone – the company, you, and especially that person – to cut the experiment short, however uncomfort- able. Fortunately, it doesn’t happen too often, but when it does, I have learned to be tough but fair, generous on the exit but without soft soaping it or prolonging the agony for ages while trying to make things work. The soul, in Dr Al Gurg’s book, is the dimension of leadership that consid- ers legacy. The Easa Saleh Al Gurg Group is a 60-year-old family business created by the legendary businessman Easa Saleh Al Gurg, who passed away in March 2022. Dr. Al Gurg acknowledges her responsibilities to the next genera- tion, not leading as the owner so much as the custodian for the next generation. Before I was an academic, I was first a banker and then an entrepreneur, buying a 22-year-old company from its found- ers and expanding it all over the world. So what did I do with the company 30 percent Club in the UK in 2010 I am a veteran of campaigning for women on boards, and very aware of the role that board members on the audit committee play. The audit committee – sometimes combined with the risk committee – is where the financial reports are subject to scrutiny, where the dividend is discussed and recommended to the board, and where that unloved – but vital – func- tion of internal audit reports to. It is the most senior committee of any board. There are legions of women well qualified for audit committees, and yet precious few of the women serving on the boards of companies quoted on GCC stock exchanges sit on those commit- tees. I am puzzled by this, given that we live in a region where women’s advance- ment is well supported, and women are leading more and more companies and organisations. I am so puzzled that I have persuaded my university to create a Ph.D. scholarship for someone to in- vestigate this and get their doctorate in the process. I will be the lead supervisor for the successful student, and hopefully, together one day, we will publish the results of our research. Will publish- ing research on women’s financial leadership in the GCC make me a more authentic leader? I hope so. It might be an overworked phrase, but it is one that I aspire to. “BEING AN AUTHENTIC LEADER IS OFTEN THOUGHT TO MEAN ONE OF THREE THINGS: BEING TRUE TO YOURSELF, BEING SINCERE AND BEING TRUE TO YOUR VALUES” when I left it to become a professor? I transferred it to the next generation of employees. I am fascinated by the journey that women go on to positions of leadership, and I don’t just mean the role of Chair- person of a company the size of the Al Gurg Group. My current fixation – and area of academic research – is women who have arrived on the audit com- mittee of a public company in a GCC country. Rather obscure leadership, you might think, but as a co-founder of the 38 CEO MIDDLE EAST MARCH 2023 oday, across the developing world, multiple aspects related to our existence are gaining a prefix: Smart. This development is evi- dent across economic sectors, be it in real estate (smart buildings) or financial mar- kets (smart banking). In the F&B industry too, there is a conscious shift to “smart food”, which can be defined as food that is good and sustainable for consumers, producers, and the ecology. In the Middle purchasing power are meeting their food requirements through imports, this route is now being viewed as unsustainable following the pandemic-induced supply- chain disruptions. So, in the MEA region, the concept of “smart food” has taken on multiple priorities, especially as the region makes significant strides in supercharging the global food agenda through a renewed focus on F&B sustain- ability on the sidelines of major recent events such as Gulfood and upcoming events such as COP28. Sustainable food systems are central to a global nutrition mission, being championed by the World Health Organisation (WHO). Enhancing localised production, increasing manu- facturing efficiencies, reducing wastage, and ensuring “dispatchability” to remote, rural areas are paramount to delivering against a mandate of smart and sustain- able food. The disruptive technology of ChatGPT is coming for all industries MAKING THE CASE FOR MIDDLE EAST ‘SMART FOOD’ Food production. Agriculture is a key sector for income generation, employment and food security in the region TECHNOLOGY BY MOHAMMED ALKHATEB, CONSUMER PACKAGED GOODS INDUSTRY DIRECTOR – IMEA, SCHNEIDER ELECTRIC T East and Africa (MEA), where food scar- city has been long-standing existential challenge, this shift is paramount. However, owing to systemic chal- lenges such as low agricultural productiv- ity and arid/semi-arid climate, the road to “smart food” is riddled with chal- lenges right from upstream. As a result, the downstream value chain in the food system, is also characterised with effi- ciency gaps. While economies with good MARCH 2023 CEO MIDDLE EAST 39 TECHNOLOGY Food for all. F&B industries can contribute to MEA’s net-zero goals while ensuring “smart food” for billions of people, AlKhateb says Smart and sustainable food production Over a quarter of the world’s popula- tion lives in the MEA region, therefore the demand economics are considerably strong and the growing population will only add to this. In order for supply to meet demand, localised food production must be ramped up sustainably. Agriculture is a key sector for income generation, employment and food secu- rity in the region. While the potential is promising, currently there is significant room for change and improvement. For example, according to World Bank reports contribution of agricul- tural, forestry and fishing to the GDP shows significant variation between countries. For example, agriculture, forestry and fishing contributes to 11 percent of the GDP in Egypt with 21 percent share of employment coming from these activities. This compares starkly with countries like Oman with a 2 percent contribution to GDP with 4 percent employment; KSA at 2 percent of GDP and 2 percent of employment share and UAE currently at 1 percent of GDP and 1 percent of employment. Countries however are making significant efforts to address this situ- ation. In the UAE, where 80 percent of food is imported, the governments are investing heavily in agritech. Abu Dhabi announced a $100m investment in four agritech companies, the first in a larger $272m agritech support programme. In 2020, Saudi Arabia spent $665m to facilitate food imports and boost crop production through the use of hydropon- ics, which uses 90 percent less water than traditional farming methods. Egypt, the regions’ agricultural powerhouse, started a pilot of a new mobile-based irrigation system as part of a nationwide strategy to use modern irrigation methods. In recent years, the rising income level and innovative agriculture tech- niques have complemented this objective – the regional F&B industry went on to register a record turnover of $442bn in technology. So, it’s essentially a profound transformation in how we operate, col- laborate, make decisions, and measure outcomes. To that end, the adoption of IoT- based solutions, drones, and other “AgriTech” warrants attention. Using a combination of IoT sensors, smart irrigation systems and automation devices, all working in tandem, prac- titioners can bridge efficiency gaps. For example, weather condition-based irrigation, gleaned from soil moisture data and temperatures, can ensure optimal agricultural yield while saving water. Likewise, IoT-led integration of people, processes and technologies can unlock value in F&B industries as well. This has become particularly significant in the food industry, primarily due to its implications on health, well-being, and socioeconomic development. Also as highlighted by GSMA’s latest Mobile Economy Middle East and North Africa (MENA) report, IoT connections in the region will more than double in the period to 2025, with licenced cellular IoT connections expected to reach more than 70 million by 2025. The application of IoT, Artificial Intelligence (AI) and other transformative technologies will play an important role in key verticals such as agriculture. Adopters of IoT solutions have been able to achieve nuanced visibility across the food production process, leading to actions that rectify inefficient processes, faulty systems, and wastages. The adop- tion of robotic process automation (RPA) for example has optimised laborious tasks, thereby adding to the safety and productivity of the staff. Insight-led re- medial actions have led to optimal energy consumption — again adding to savings. In a few case studies using Schnei- der’s EcoStruxure, we have registered significant savings in operational costs and energy usage, which have a direct bearing on both financial and environ- mental sustainability. Most importantly, we have developed new use cases of IoT platforms in driving higher efficiency and $272M The value of Abu Dhabi’s agricultural technology support programme “SUSTAINABLE FOOD SYSTEMS ARE CENTRAL TO A GLOBAL NUTRITION MISSION ” 2020. Going forward, sustained efforts are required at the grassroots level to continue to increase agricultural efficien- cies and address systemic challenges such as unreliable rainfall. The answer in my opinion lies in greater digital adoption. Institutionalising digital adoption for powering sustainable transformation Digital adoption is not just about in- corporating new technologies; it’s about creating a culture where every industrial function is viewed through the lens of Next >