< Previous10 CEO MIDDLE EAST SEPTEMBER 2023 s COP28 approaches, the region gets ready to lead. The UAE, host to the upcoming climate conference, is in a position to inspire and encourage the next genera- tion of entrepreneurs to consider sus- tainability a potential tour de force in brand recognition. Or even to consider it as a core B2B offering. The world, as with all COP summits, will wait with bated breath. In a report published in May, PwC revealed that across the Middle East, environment, social, and governance (ESG) initiatives — the fuel behind sustainability journeys — are on the rise. Some 73 percent of the region’s enterprises have made some moves towards carbon-neutral commitments and 64 percent have come up with formal ESG strategies. Two thirds of those polled said they want their or- ganisation to spend more time on such issues. And 40 percent expressed hope that COP28 will lead to more govern- ment involvement, including improve- ments in ESG infrastructure and more incentives for eco-friendly practices. In collaboration with ThoughtLab, ServiceNow, which will be attending COP28, found similar attitudes around the world when examining ESG in the global digital economy. More than half (56 percent) of the companies we surveyed said they had adapted their business models to accommodate ESG goals. And 19 percent did so with a view to turning ESG into a market opportunity. Green skills But those looking for ESG success will tell you it is not easy. Many now hire ESG leaders to spearhead their efforts, but those leaders can accomplish little without a team of green-skilled pro- fessionals to support them. Like the many new disciplines arising from the digital revolution, there appears to be a lack of awareness that ESG, in itself, is a career. Employers have started to seek out green skills in earnest. Talent gaps need to be addressed quickly, writes Mark Ackerman, Area VP for Middle East & Africa at ServiceNow LET’S TALK ABOUT THE BIGGEST PROBLEM IN SUSTAINABILITY There appears to be a lack of awareness that ESG, in itself, is a career, says Ackerman SUSTAINABILITY ASEPTEMBER 2023 CEO MIDDLE EAST 11 SUSTAINABILITY “IF WE CAN GET MORE PEOPLE THINKING IN TERMS OF ESG AS A DAY-TO- DAY ROLE, WE CAN CRACK THE TALENT PROBLEM AND SAVE THE PLANET” COP28 will call for climate action plan that puts the world on the right track to achieve the Paris Agreement’s goals LinkedIn’s Global Green Skills Report 2022, for example, showed that in the previous year, employers went hunt- ing for talent in areas such as “envi- ronmental remediation”, renewable energy, and corporate social responsi- bility. In the previous five-year period, job listings that included green skills increased at an average annual rate of 8 percent. The jobs are there, the study found, while noting the talent to fill them was largely absent. A soup of skills We should work right now to dem- onstrate to young people (or older professionals looking for an inspiring change) that ESG is a viable career path. Another 2022 LinkedIn report showed the role of “diversity and inclusion manager”, for example, to be among the fastest-growing job titles, second only to “vaccine specialist”. We need a range of talent in a range of roles. We need people who can see the impact of businesses on people — not just the obvious industries like min- ing, oil and gas, energy, and aviation but fashion, retail, construction, and manufacturing. We need minds attuned to the sup- ply chain and the value chain. Minds that look to the sky, the rivers, the forests, and the trees and link them to activities in the labs, factories, and offices of modern enterprises. These skills can be taught. In build- ing ESG teams, we must look for people who can teach risk managers, account- ants, and data analysts to work with frameworks like the Carbon Disclosure Project. They must have an apprecia- tion for how business practices, and the strategies behind them, impact the ability to conform to global benchmarks. They must have excellent presentation and communication skills so they can explain the issues to colleagues and inspire them to act. Every day. Already, we can see a blend of many competencies coming through for the ideal ESG professional — core business The tech giant trains children di- rectly in basic AI and analytics for lat- er application to sustainability goals. And it has joined forces with academia to bring the subject to adults. The messaging gap The challenge that remains is en- couraging people to consider ESG as a career, or at the very least to train themselves so they can act as a con- tributor in conjunction with their main role. Companies stand ready to reward such skills because they understand that ESG differs from CSR in that it has a proven link to the health of the bottom line. Deloitte links sustainable businesses in the age of the millen- nial and Gen-Z worker to higher job-satisfaction, retention rates, and productivity. McKinsey links them to increased profits and reduced costs. As we move closer to COP28, we should keep in mind the messaging gap. We must convince people of the viability of sustainability and ESG as a career. We must demonstrate how important they are, and how rewarding they can be. If we can only get more people thinking in terms of ESG as a day-to-day role, we can crack the tal- ent problem and save the planet. skills, soft skills, technical awareness, problem solving, strategy formulation, troubleshooting. Courses designed to get people up to speed are springing up globally and many can be found in the region. COP28 host Dubai’s own DIFC is one such centre of sustainability learning. What we are seeing is many corporate bodies embarking on their own skilling and upskilling programmes because regular academic institutions may not have the capacity to plug all the gaps. An example of this is Micro- soft, which now provides ESG-focused course materials for all ages. 12CEO MIDDLE EAST SEPTEMBER 2023 he MEASA region (Middle East, Africa, and Southern Asia) should be high on the agenda for global investors due to its rapid pace of economic growth and the youthful demographics that will drive future demand for products and services, but the majority are missing out on this significant opportunity. The region accounts for 15 percent of global GDP and around a third of economic growth currently. But MEASA represents only 4 percent of the widely followed Morgan Stanley All Country World Index (ACWI) due Global investors need to face the economic potential of the Middle East, says Dr. Russell Read, co-founder of MEASA Partners ELEVATING ESG CAN TRANSFORM THE LURE OFMEASA CAPITAL MARKETS Putting in place a robust ESG programme requires investment in a team, finding the right talent, and strong coordination across organisations SUSTAINABILITY T In the UAE, there is clear direction from the government that companies should get on board its sustainability agenda, says Dr Read to a number of factors, including lag- ging capital markets development and relatively low stock liquidity. Many global institutional investors decide that no exposure at all is better than taking the trouble to explore and analyse a region that they perceive is full of risk. This dynamic only serves to com- pound the problem – more investment flows would actually improve liquidity and more professional scrutiny would add pressure for improved corporate governance and regulatory oversight. Breaking this vicious circle requires a catalyst – for exchanges and listed com- panies to move at pace to address envi- ronment, social and governance (ESG) risks, and confidently communicate their progress. This would increase engage- ment and provide investors with greater comfort, paving the way for capital in- flows and improved valuations that more accurately reflect the growth prospects of listed companies in the MEASA region. Exchanges have an important role to play in elevating ESG – particularly by setting and enforcing governance stand- ards, for example on board independ- ence and diversity, as well as disclosure. The Abu Dhabi Securities Exchange (ADX), for example, is moving in the right direction by becoming a partner in the UN-led Sustainable Stock Exchange initiative (SSE) and ensuring the listed companies complied this year with its own ESG disclosure guidance. The guidance includes 31 ESG indicators are mapped against Global Reporting Initiatives (GRI) indicators and the UN Sustainable Development Goals. ESG is necessarily a process, and while changing global investor perception of risk in the MEASA region will take time – it will be achieved through many small victories at the corporate level. In the UAE, there is clear direction from the government that companies should get on board its sustainability agenda. If this trend is replicated across the MEASA region, there can be a real shift in capital market allocations that will support not only growth, but sustainable economic development led by a responsible and globally engaged private sector. SEPTEMBER 2023 CEO MIDDLE EAST 13 BRAND VIEW t the forefront of global manufacturing, Mulk Inter- national Group’s flagship product is the metal composite panel, known as the brand ALUBOND, which transformed the group to become the world’s largest manufacturer of aluminium composite panels, boasting an impressive installed capacity of 25 million sq m with installations spanning over 100 countries. Innovation in sports with T10 CRICKET The group has gained global recogni- tion for innovating the fastest crick- eting format and 90 minutes cricket of 30 percent in materials cost and 50 percent saved in man hours. Innovation in healthcare Expanding into the healthcare industry in 2010, the group launched physi- otherapy centres, telemedicine facili- ties, and diagnostic clinics across the region. Mulk Med Healthcare stands as the region’s pioneering tele healthcare ecosystem provider, responsible for the soft launch of Mulk Med Health- care Virtual Hospital. This innovative venture merges diverse ICT verticals with cutting-edge healthcare solutions. The Mulk Physiotherapy & Home Care Centre emphasises physiotherapy and rehabilitation, while Global Hawk Imag- ing and Diagnostics offer an advanced open MRI that enables patients to con- nect with global specialist doctors. Innovation in real estate The group is currently investing in a $500m real estate project in Zimbabwe, ‘The Zim Cyber City.’ This 46K m2 landmark project is managed through the locally registered subsidiary, Zimbabwe Global Investments (ZGI), operating under the Special Economic Zone (SEZ) programme approved by Emmerson Mnangagwa, President of Zimbabwe. This state-of-the-art mixed-use development project is cur- rently underway in Mount Hampden, New Harare. Promising an affluent community and an unparalleled stand- ard of living with duty free shopping amenities, Zim Cyber City emerges as one of Africa’s most promising and exciting real estate projects. Philanthropic endeavours On the ESG side, the group set up the Mulk Foundation which offers a range of support, including free medical clinics, libraries, assistance for disabled children, and an orphan marriage programme. Through these initiatives, the organisa- tion underscores its commitment towards giving back to the community. Boasting an impressive net worth of over $2bn, the group is synonymous with innovation and has won many national awards including the prestigious Sheikh Mohammed bin Rashid’s MRM award for the best foreign manufacturer of UAE MULK INTERNATIONAL GROUP: PIONEERING INNOVATION Established in 1982, Mulk International Group is a 40-year-old global entity with a diversified portfolio spanning primarily four sectors: manufacturing of metal composite panels and LGS homes, real estate, sports assets, and healthcare A under the brand T10 cricket league. Launched in 2017, it has become a glob- al brand with franchise cricket leagues executed in the UAE, Africa, USA, Sri Lanka, Europe, and India with a com- bined viewership of over 1 billion. Building industry innovation Aligned with the group’s vision, the Alubond LGS building system is cur- rently disrupting the construction industry by replacing timber with light gauge steel. The company has won over $250m worth of projects in the USA and UK. Zim Cyber City is also being built using this disruptive building technology which provides a savings 14 CEO MIDDLE EAST SEPTEMBER 2023 mbracing sustainable busi- ness practices is a critical imperative across industries and regions. Sustainable practices are gaining momentum in the MENA re- gion, with opportunities for companies to use sustainability to build new and better growth paths. For the security industry, a key focus area is the sustainable use of materials in product manufacturing, packaging, and distribution. While altering the security industry product pipeline doesn’t come without chal- lenges, there are now several more sustainable alternatives for plastic materials. It’s important for the indus- try to consider what options are avail- able and how businesses can adapt their products accordingly. An age of new materials Product design is evolving to meet sustainability demands, and security enterprises have an opportunity to ad- just and improve product pipelines ac- cordingly. A major development is the advent of bio-based plastics, made fully or partially from biological resources. Alongside recycled plastics, these alternatives open up new green design opportunities for manufacturers. Though more sustainable op- tions are becoming available, fossil fuel-based plastics – particularly polycarbonate-based materials – are still widely used in the security indus- try. Such plastics are long lasting and resilient, but they have disadvantages. They can contain hazardous sub- stances that harm the environment. If products are disposed of via landfill, their long lifecycle means that impact is extended for a longer time. If dis- posed of via waste-to-energy facilities, their combustion can contribute to carbon emissions. Security companies need materials that will maintain the same standard of product quality and longevity. These are core requirements for security products like network cameras, which Product design is evolving to meet sustainability demands, and security enterprises have an opportunity to adjust and improve product pipelines accordingly SUSTAINABILITY WHERE IT MATTERS: UNPACKING GREEN PRODUCT DESIGN IN THE SECURITY INDUSTRY Security companies need materials that will maintain the same standard of product quality and longevity, Van Der Watt says SUSTAINABILITY BY ETTIENE VAN DER WATT, REGIONAL DIRECTOR OF MIDDLE EAST AND AFRICA AT AXIS COMMUNICATIONS ESEPTEMBER 2023 CEO MIDDLE EAST 15 SUSTAINABILITY “MANUFACTURERS CANNOT COMPROMISE SAFETY IN THE PURSUIT OF SUSTAINABILITY” The UAE will impose a ban on single-use plastic from 2024 need to be durable. Luckily, innova- tions in sustainable plastics mean they are increasingly being recognised as high-end, long-lasting, and robust ma- terials, which can be used in security and surveillance products. Consistent safety and quality standards In addition to sustainability considera- tions, security product manufacturers need to meet customer expectations and comply with regulatory require- ments. Any material used in product design requires extensive testing, whether that is testing outdoors to en- sure products work correctly in adverse weather conditions, fail-safe tests to ensure they meet fire safety regulations, or electrical testing to ensure they don’t pose a risk to the end-user. Manufacturers cannot compromise safety in the pursuit of sustainability but there is a limited range of certi- fied sustainable materials that meet regulation requirements, and there is less data available on these newer materials. Thus, t ting is far more ex- tensive for sustainable materials than traditional plastics. With this test- ing, manufacturers can develop their knowledge of the material and verify its long-term properties. They must also look to the future. If a product has a lifecycle of 10 years or more, manufacturers cannot be certain whether the materials used to develop that product today won’t be restricted in the future. We are see- ing these kinds of efforts across the MENA region. For instance, the UAE will impose a ban on single-use plastic from 2024. Phasing out substances in advance of legal requirements not only ensures readiness for compliance but provides a competitive advantage. Oversight of the entire chain As part of their responsibility towards sustainability, security product manu- facturers must conduct research into their supply chains to determine where unique need, or to pass a specific cer- tification. However, as those materials become more prolific in the market, their production inevitably becomes more cost efficient. This trend will continue as more manufacturers opt for recycled and bio-based materials over traditional plastics at the start of the product design process. For exam- ple, Axis has committed to ensuring that renewable carbon-based plastic accounts for more than 20 percent of all plastic content in all Axis-designed products launched in 2024. But it’s not just about future prod- ucts. It’s not easy to adapt existing products to accommodate new, sus- tainable materials, but it can be done. This requires resources to make design changes and re-verify new materials to ensure they meet regulatory require- ments and maintain the product’s high quality – meeting all the same customer demands (if not more) than the original product. Achieving a sustainable future isn’t possible without overcoming obsta- cles. And indeed, it will take a while before ‘green’ product manufactur- ing is the norm for industries in both the Middle East and worldwide. But with the right approach, considering current product design processes, and a switch to innovative, sustainable ma- terials, security product manufacturers can set a new standard when it comes to sustainable business practices. and how product materials have been produced, and measure their wider social and environmental impact. It’s not enough to just ask “Is this product sustainable” as there are additional factors such as labour ethics at play. There is a lot to consider to ensure security companies are making the most sustainable choice possible, while developing a high-quality, high-per- formance end product. This balance is easier to achieve through strong collaboration with material providers, as they can share valuable insights into the properties of materials, as well as details of their source. The switch to sustainability Despite apparent high quality and ethical value, switching to sustainable plastics can come at a heavy financial cost for manufacturers. This is par- ticularly true if working with a supplier to develop a bespoke material for a 16 CEO MIDDLE EAST SEPTEMBER 2023 ow did Digitect come to life and why did you choose that name? As the founder and CEO of Digitect since 2019, I am always excited to share the journey of how Digitect came to life. It all began during the chal- lenging times of the global pandemic, when many agencies were facing uncertainty and scaling down their operations. Despite the daunting circumstances, we saw an opportunity Yousef Sharbatly, CEO of leading advertising and marketing fi rm Digitect, explains the driving force behind the company’s success PASSION TO PERFORM Digitect’s success hinges on having the right talent on board, Sharbatly says SPOTLIGHT H to make a difference and create some- thing extraordinary. Our vision was clear: We aimed to build a digital marketing agency that would revolutionise the industry by integrating the latest digital tech- nologies. We believe in pushing the boundaries and going beyond conven- tional marketing practices to deliver exceptional results for our clients. The name Digitect itself embodies our core principles, blending “digital” and “architect” to represent our pas- sion for constructing innovative, data- driven strategies that leave a lasting impact on businesses. We saw the potential to transform the challenges of the pandemic into an opportunity to provide cutting-edge solutions. With this vision in mind, we assem- bled a team of talented individuals who share our passion for innovation and a results-driven approach. Together, we set out on a mission to redefine the digital marketing landscape and help businesses thrive in the new digital era. Throughout our journey, we have embraced change, adapted to evolving trends, and remained focused on deliver- ing tangible and measurable outcomes. Our commitment to excellence and our dedication to staying at the forefront of digital advancements have been the driv- ing forces behind our success. Today, Digitect stands as a testa- ment to what can be achieved with a clear vision, determination, and a belief in the transformative power of digital technologies. We continue to grow and evolve, pushing the boundaries of what is possible and delivering exceptional results for our valued clients. As we look back on our beginnings, we are immensely proud of the re- markable journey we have undertaken. Digitect’s birth during the challeng- ing times of the pandemic reflects our resilience and determination to create an entity that stands out in the digital marketing realm and sets new standards of excellence in the industry. We are excited about the future and remain committed to transforming businesses through our innovative and impactful digital marketing solutions. In a short time, the digital agency now ranks among the fastest growing agencies in the Saudi market. What was the strategy behind the success? The agency’s success stemmed from a strong customer-centric approach, prioritising clients’ needs and deliver- ing tailor-made solutions, cultivating enduring relationships. Embracing cutting-edge technologies and staying SEPTEMBER 2023 CEO MIDDLE EAST 17 SPOTLIGHT “OUR CULTURE IS ROOTED IN A STRONG SET OF VALUES THAT DEFINE WHO WE ARE AS A TEAM AND AS A COMPANY” Every business has its challenges, what are the challenges you faced in the Saudi market? As young startup agency, we faced our share of challenges that tested our resilience and adaptability. We em- braced the challenges as opportunities for growth. Being a startup, we focused on attracting the right talent to join our team, and our persistence paid off. Our results-driven approach and dedication to delivering exceptional performance allowed us to succeed and build a strong reputation. As we proved our capabilities, clients began to trust us with their digital marketing needs, lead- Digitect’s results-driven approach and dedication to delivering exceptional performance have built the company’s strong reputation agile in a dynamic industry kept them ahead of the curve. The agency’s reputation for de- livering exceptional quality work and tangible results garnered trust and led to word-of-mouth referrals and loyal clients. Strategic partnerships and a commitment to continuous learning further fuelled its expansion. Digitect has more than 150 employ- ees and a customer base that includes more than 75 local and international brands. What are the foundations on which Digitect relied to achieve this expansion both locally and globally? The growth of Digitect, both locally and globally, can be attributed to three foundational pillars: The right talent, a culture built on values, and an unwa- vering passion to perform. Right talent: At Digitect, we under- stand that our success hinges on having the right talent on board. We carefully handpick and nurture a diverse team of over 150 professionals who possess the expertise and skills needed to excel in the digital marketing landscape. By bringing together individuals who are not only talented but also passionate about what they do, we create a power- house of creativity and innovation. Culture built on values: Our culture is rooted in a strong set of values that define who we are as a team and as a company. Integrity, collaboration, and a relentless focus on client success are at the core of everything we do. This culture fosters a sense of purpose and unity, driv- ing us to deliver exceptional results for our clients and encouraging a collabora- tive and supportive environment. Passion to perform: The driv- ing force behind our expansion both locally and globally is our unwaver- ing passion to perform. We approach every project with dedication and enthusiasm, constantly striving to exceed expectations and deliver out- standing outcomes. Our passion for performance is what motivates us to continuously improve, innovate, and push the boundaries of what’s possible in the digital marketing realm. ing to word-of-mouth referrals and loyal partnerships. We fostered a culture of innovation and continuous learning, en- suring our team stayed at the forefront of industry trends. Today, we take immense pride in our journey, and we are excited about the future as we continue to make a positive impact in the Saudi market. Artificial intelligence (AI) has entered all fields. Does Digitect use AI in most of its services? Absolutely! At Digitect, we fully em- brace the power of artificial intelligence (AI) and incorporate it into a wide range of our services. AI has revolutionised numerous industries, and we believe in harnessing its potential to achieve outstanding outcomes for our clients. Within our agency, AI plays a piv- otal role in boosting efficiency, preci- sion, and personalisation. We leverage AI-driven tools and algorithms to optimise digital marketing campaigns, enabling data-driven decisions that maximise our clients’ return on invest- ment. By harnessing AI technologies, we can identify patterns, trends, and consumer behaviours, providing us with valuable insights that keep us ahead of the competition.18 CEO MIDDLE EAST SEPTEMBER 2023 fter the 196 parties signing of the Paris Pledge for Climate Action in 2015, many have consistently advocated for sustainable design practices and social justice on the world stage. We believe that it is our obligation to mobilise and lead the building industry around these critical initiatives. To hold ourselves ac- countable and provide a roadmap for governance in the industry, we believe the entire industry should produce multiple reports detailing progress against global climate change stand- ards, on an annual basis. Cop28 The Cop28 summit will be the first formal assessment of countries’ progress towards Cop21’s Paris Agree- ment’s target to limit climate change to 1.5 Celsius of warming. Countries’ current policies and pledges have failed to meet that goal, therefore Cop28 will be focused on account- ability as well as immediate impact solutions. The assessment at Cop28 – currently coined “the Global Stock- take” – will increase pressure on major emitters to update their actions to cut greenhouse gas emissions. The construction industry should be developing a greenhouse gas inven- tory and associated carbon reduction strategies for operations to achieve the governmental Environmental Pro- tection Agency’s “low emitter” status in their carbon footprint. Specific areas of focus should include a green lease strategy and low-carbon mobili- ty. The industry’s biggest opportunity to make a positive impact is through project work, this is where the emis- sions happen because of the volumes involved. Using a combination of energy-saving and energy-generating strategies, low-carbon material selection, passive solar design, and more, the entire industry could be eliminating millions of metric tonnes of potential carbon emissions through their project efforts. Tim Martin, managing director at Gensler Middle East, explains how to infl uence the construction industry using the principles of sustainability and longevity to reach long-term climate change goals THE CONSTRUCTION SECTOR NEEDS SUSTAINABILITY ACCOUNTABILITY The building and construction sector accounts for about 37 percent of energy-related emissions SUSTAINABILITY ASEPTEMBER 2023 CEO MIDDLE EAST 19 SUSTAINABILITY Without leaders, there is no accountability and without accountability, there is no real action, Martin says Industry accountability Some tangible steps the industry should be looking at: 1. To partner with the building com- munity to develop an approach for specifying construction materials and products that meet all clients’ sustain- ability targets. The goal must be to make sure every designer ensures the materials purchased have Environ- mental Product Declarations (EPD) Disclosure or Global Warming Poten- tial (GWP) limits. 2. Train designers in climate action and design resilience strategies. Em- bed a network of sustainability leaders in every office, studio, and project team. Without leaders, there is no ac- countability. Without accountability, there is no real action. 3. Achieving carbon neutrality entails eliminating or offsetting all CO2 emis- sions from the built environment. To that end, our focus should be on mini- mising two primary sources: Emissions related to using buildings (operating carbon), and emissions related to mak- ing buildings (embodied carbon). 4. Industry governing bodies should prepare product-specific sustainability standards for many of the most com- monly used items in architecture and interior design projects. Sustainability criteria should be shared with the indus- try that focuses on high-impact, market- ready materials within our control. Our goal must be to work with manufacturers to reduce environmental impacts from their products, and ultimately transform the architectural supply chain. Designing with enhanced technologies There are so many opportunities to drive change using technology, and both technology and data are already being used to reduce, improve and safeguard buildings. Using a Gensler example, as part of our NFORM Ecosystem, a proprietary data-driven design tool that enables the company to deliver sustainable design solutions the built environment’s impact on the world. Forty percent of all global carbon emissions come from the con- struction and operation of buildings. With over $2 trillion worth of con- struction and infrastructure projects planned and under execution in the Middle East, we have a unique obliga- tion and opportunity to establish the region as a global hub for sustainable solutions, taking action against the climate crisis. The urban built envi- ronment contributes to 75 percent of annual global greenhouse gas emis- sions, with buildings and conventional construction alone generating nearly 40 percent of the sector’s solid waste. According to a recent study by PWC’s report arm, Strategy&; 322 million, or two-thirds of the MENA region’s population, live in urban areas, and the numbers are expected to increase. Urban development has resulted in substantial CO2 emis- sions; the building and construction sector accounts for about 37 percent of energy-related emissions, with a record high in 2021. Existing change Although climate change action needs to be massively increased to achieve the goals of the Paris Agreement, the years since its entry into force have already sparked low-carbon solutions and new markets. More and more countries, regions, cities and compa- nies are establishing carbon neutrality targets. Zero-carbon solutions are becoming competitive across econom- ic sectors representing 25 percent of emissions. This trend is most notice- able in the power and transport sectors and has created many new business opportunities for early movers. By 2030, zero-carbon solu- tions could be competitive in sectors representing over 70 percent of global emissions. Gensler is committed to decarbonising our projects. By 2030, we will have saved 300 million metric tonnes of CO2. for architecture, interiors, and urban design, with the aim of creating a bet- ter world through the power of design, Gensler created gPlanet, a compre- hensive approach to resilience analysis that allows our designers to achieve design resilience in real-time on projects. Based on metrics established by the AIA 2030 Challenge, our an- nual combined projects are estimated to save 9.67 million metric tonnes of CO2 each year. We are mobilising our efforts around decreasing operational and embodied carbon on our projects. Dubai’s Expo 2020 is a good, and recent, example of using cutting-edge technology solutions. It functioned as a snapshot of cognitive buildings, creating a template for global smart cities on a sustainable, human-centric basis with optimised operations and reduced carbon emissions. The built environment As the world’s largest construction site, the Middle East is responsible for taking measurable steps to change 75% The urban built environment’s contribution to the annual global greenhouse gas emissionsNext >