EAD’s new documentary: ‘Our Sea… Our Future’

EAD’s new documentary: ‘Our Sea… Our Future’

Abu Dhabi Media to air EAD’s new documentary: ‘Our Sea… Our Future’ now that all fossil fuels divestment appears to generalise for reasons known to everyone overwhelmingly. Rediscovering the sea and historical pearl-diving could well be a segment of diversification of the economy. It must be noted that Abu Dhabi-based Future Rehabilitation Centre is not also that far from the sea shore. Anybody sees anything wrong ?

Abu Dhabi Media to air EAD’s new documentary: ‘Our Sea… Our Future’

ABU DHABI, (WAM) — The Environment Agency – Abu Dhabi (EAD) has unveiled its new documentary: “Our Sea .. Our Future,” as a part of its ongoing cooperation with Abu Dhabi Media.

The 35-minute documentary highlights the fisheries sector, which is an integral part of Abu Dhabi’s heritage. The film illuminates the pressure that Abu Dhabi’s fisheries face, and the actions were taken by EAD to contain the impacts of overfishing on the marine environment, to ensure the recovery and renewal of the Emirate’s fish stocks.

The documentary was produced by EAD to highlight the roles of some of its employees and the challenges they face while conducting their various tasks and responsibilities. It also features interviews with EAD experts and specialists who emphasise the importance of fishing, the work undertaken by many Emiratis as a main source of income in the pre-oil era. Despite the ubiquitous development in all aspects of life in the UAE and the wide diversity of income sources, fishing remains one of the main sources of income and a valued traditional craft.

The documentary also showcases the perspectives of various fishermen, who are key partners of the agency.

Mohamed Ahmed Al Bowardi, Vice Chairman of EAD, commented, “Abu Dhabi is one of the key stakeholders in fisheries in the UAE, and the improvement of the fish stock and the abundance of demersal species represent very good indicators of the general condition of the country’s territorial waters in the Arabian Gulf.”

He pointed out that natural fisheries in the UAE, like others around the world, are subject to depletion due to several natural and human factors. Studies conducted by the agency show that the fishing sector in Abu Dhabi faced significant pressures, as the overutilisation of fisheries and the sharp depletion of the fish stock led to a more than 80% decline in the fish stock levels in the country. Moreover, several key commercial species declined to unsustainable levels.

He added, “As part of our efforts to protect the fish stocks and encourage sustainable use of fisheries and marine resources, the agency set several controls to manage fisheries in the emirate in a manner that would increase feasibility to utilise and preserve natural resources.”

Razan Khalifa Al Mubarak, Managing Director of EAD, said, “Fisheries are not only a source of revenues or income, as they also have a significant cultural and historical importance. Therefore, Abu Dhabi’s government considers their protection a key priority.”

She added, “We cannot underestimate the importance of early response to protect the marine resources for the current and next generations. After fish caught in the UAE were sufficient to meet the population’s needs, we are now depending heavily on importing to bridge the widening gap between supply and demand. Therefore, we took strict actions and controls that would ease the pressure off fisheries in the commercial and recreational sectors.”

Dr. Shaikha Salem Al Dhaheri, Secretary-General of EAD, said, “This documentary enabled us to highlight some of the main threats facing fisheries in Abu Dhabi, and the internationally-recognised efforts taken by the agency, in cooperation with its partners to manage the fish stocks. Those efforts resulted in creating multiple marine reserves, in addition to deploying a system for licencing commercial and recreational fisheries, and regulating the use of fishing equipment, in addition to imposing a seasonal ban to protect fish during the breeding season. The agency also set a minimum size for fish to be caught for some of the key types and prohibited unsustainable fishing methods.”

According to her, policies, procedures, and administrative controls were taken by the agency led to significant improvement in the fish stocks of some of the main commercial species that were depleted. EAD hopes for further improvement as the compliance with current policies and measures continue in a manner that helps achieve the desired outcomes of environmentally sustained fisheries.

Acting General Manager of Abu Dhabi Media Abdul Raheem Al Bateeh Alnuaimi, said, “With its contribution to the community, Abu Dhabi Media is keen to consolidate its leading position through raising the community’s awareness of various topics and initiatives, as well as reaching its target audience through its various media channels.

“Through airing this documentary, we aim to support environmental and cultural initiatives, highlighting the efforts made by the government to preserve Abu Dhabi’s environment and biodiversity. ‘Our Sea…Our Future’ documentary highlights the efforts of the Environment Agency and the concerned authorities in addressing the environmental challenges resulting from overfishing.”

This is the second documentary produced by EAD about marine resources in the UAE. The first one was “Our Sea .. Our Heritage” produced in 2019 which highlighted the condition of fisheries in the UAE and the long-term protection and recovery plan for fisheries.

WAM / Esraa Ismail / Mohd Aamir

 

Fintech industry poised for significant growth in the MENA region

Fintech industry poised for significant growth in the MENA region

The MENA region, like much of the undeveloped world, is characterised by an omnipresent Informal Economy with however differing specifics. This label dates back to most countries Planned Economy. So why is now the Fintech industry poised for significant growth in the MENA region? And how?
All world economies have an informal economy, and the duties of all business and governments alike leaders are to sustain, help and assist in its good maintenance and eventual development. Informal Economy is not Black Market and can easily be formalised to become the locomotive of any nation’s economic life. Could Fintech be of serious help here?

Any way, the reasons are tied to those specifics at this conjecture as well summarised by Ayad Nahas below.

The Financial Technology (Fintech) industry in the Middle East and North Africa (MENA) looks well placed to enjoy a period of substantial growth.

  • As many as 69% of adults remain totally unbanked in the region
  • Internet penetration in Saudi Arabia stood at 95.7% in January 2021
  • Fintech is going to be the “game-changer”

Fintech industry poised for significant growth in the MENA region

Fintech industry poised for significant growth in the MENA region

By Ayad Nahas, Communication Strategist

The Financial Technology (fintech) industry in the Middle East and North Africa (MENA) looks well placed to enjoy a period of substantial growth.

 Part of this growth could come from a large unbanked population.

According to the World Bank, only 8% of adults belonged to the banked population in 2018 and as many as 69% of adults remain totally unbanked in the region.

GCC expatriates with low and middle-income salaries constitute a large proportion of the unbanked such as in the UAE, where around 80% of the population is outside the current financial system.

Yet, regional smartphone and internet penetration is very high, reaching 2 mobile-cellular subscriptions per UAE inhabitant in 2019, while Internet penetration in Saudi Arabia stood at 95.7% in January 2021.

 Regional governments spotted this opportunity and introduced regulation to substantially attract investments into the sector.

 Fintech is a term that describes new technology which seeks to improve and automate the delivery and usage of financial services. At its core, fintech helps companies, business owners, and consumers better manage their financial operations, processes, and lives by applying specialized software and algorithms on computers and, increasingly, smartphones.

 Fintech’s adaptability across a slew of consumer sectors is propelling its widespread acceptability. Managing finances, trading shares, furnishing payments, and shopping online (often on your smartphone) has never been more convenient.

At the forefront of the fintech disruption are agile innovations such as peer-to-peer (P2P) lending and crowdfunding, providing alternative lending platforms, and widening access to fundraising.

While they may currently still need some centralized form of finance, at the minimum, P2P lending and crowdfunding can use fintech and blockchain to quicken the process, avoid paying high banking fees, and garner the interest of digitally-minded Millennials and future Z-generations.   

A recent report by consultancy firm Deloitte also states that the UAE houses over 50% of the region’s fintech companies, with nearly 39% of the population using fintech for P2P money transfer.

Fintech industry poised for significant growth in the MENA region
https://i2.wp.com/ameinfo-images.s3.eu-central-1.wasabisys.com/291d51ba3284b54c513f24aaf0db04e5.jpg?w=1080&ssl=1

According to a report by Crowd Funder, a leading online source for the fintech industry, the number of financial technology companies in the Middle East increased from around 105 companies in 2015 to 250 firms in the year 2021.

Hanna Sarraf, a senior banking executive from the MENA region, said fintech is going to be the “game-changer” that will decide the winners and losers within the financial services industry, globally and in the Middle East, in the short and long terms.  

He points out that new technologies and advanced data analytics are transforming the traditional banking business models from the way banks interact with customers to the way banks manage their middle and back-office operations. 

The global fintech market is expected to reach $309.98 billion at a CAGR of 24.8% by the year 2022 according to many key sources from the banking industry. In the MENA, the fintech industry is expected to hit a record valuation of $3.45 bn by 2026.

The growth of this sector is currently being propelled by the rapid rise in fintech startups as a result of the very high internet penetration in the region. Another major factor is that several traditional banks are undergoing digital transformations or even becoming neo-banks, a trend especially evident in the UAE.

In a survey by the Boston Consulting Group (BCG) last October, 70% of respondents said they are actively searching for a new bank, and 87% said they would be willing to open an account with a branchless digital-only lender.

Today, the UAE is leading the pack in financial technology and developing itself as a digital-first nation when it comes to banking, payments, and fintech, as evidenced by the UAE’s first digital bank to provide both retail and corporate banking services and which will soon be launched and led by Former Emaar Chairman, Mohamed Alabbar.

According to many experts, the fintech market in the MENA region is set to account for 8% of the Middle East financial services revenue by 2022. COVID-19 turned out to be a wakeup call to switch from traditionally deployed financial services to more sustainable finance and technology platforms

The fintech revolution is set to continue to disrupt, and traditional banks must keep up with the pace of technology in order to stay relevant and competitive. In this rapidly evolving, ever-changing market, it’s time to innovate, integrate and accelerate into the future.

Published by AMEInfo on 28 April 2021.

Saudi Arabia says focus on renewable energy will save them $200 billion

Saudi Arabia says focus on renewable energy will save them $200 billion

Industry Leaders published a point of view narrated by Anna Domanska that Saudi Arabia says focus on renewable energy will save them $200 billion. Do you believe it?

Saudi Arabia says focus on renewable energy will save them $200 billion

Saudi Arabia, which is actively looking to expand its economy beyond its dependence on fossil fuels, believes it can save over $200 billion over the next decade by replacing liquid fuel used for domestic consumption with gas and renewable energy sources, according to its finance minister.

The top oil exporter is modernizing its economy and create new jobs for its citizenry by venturing into new modern industries beyond oil. Hit by the volatile oil prices and the economic downturn due to the pandemic, the desert kingdom has ventured into a multi-trillion-dollar spending push led by state oil company Aramco and the powerful $400 billion sovereign fund, Public Investment Fund.

“One initiative we’re about to finalize is the displacement of liquids,” said Finance Minister Mohammed al-Jadaan. “This program would represent savings for the government of about 800 billion riyals ($213.34 billion) over the next 10 years which can be utilized for investment.”

Earlier this month, the government signed seven new solar power purchase agreements to optimize the energy mix used for electricity production. “Instead of buying fuel from the international markets at $60 and then selling it at $6 for Saudi utilities, or using some of our quota in OPEC to sell at $6, we’re going to actually displace at least 1 million barrels a day of oil equivalent in the next 10 years and replace it with gas and renewables,” said Jadaan.

“Between now and 2025, and possibly until 2030, fiscal sustainability is a priority for us. We believe that until we achieve all the targets that Vision 2030 has set, we need to maintain fiscal sustainability and control government expenditure,” said Jadaan.

The whole shift in outlook in Saudi Arabia is led by Crown Prince Mohammed bin Salman’s Vision 2030, envisaged as a mega plan to wean the economy off oil and invest in other industries such as infrastructure and technology, all with private participation and create jobs for the people.

The Kingdom is facing unprecedented unemployment, with figures running up to 15 percent last year. It has been pushed down to 12.3 percent this year. The aim is to bring it down to 7 percent by 2030. ”We are maintaining our unemployment target for 2030 but because we are not out of the woods yet it is very difficult to say what the unemployment rate is going to be for 2021,” said Jadaan.

“Our aim is to reduce the number so we will end up the year below where we ended up in 2019, pre-COVID, but I can’t tell you this is going to happen for certain.”

The Vision 2030 launch has seen renewed interest in the country from foreign investors. Foreign investment in Saudi Arabia passed the SR2 trillion ($0.53 trillion) mark for the first time at the end of 2020, despite the financial impact of the COVID-19 pandemic.

The total value of investments from overseas rose 9 percent year-on-year, or SR173.3 billion, in 2020, from SR1.833 trillion at the end of 2019, according to the Saudi Central Bank (SAMA).

According to an analyst, the increase in capital flowing into the country was due to an improvement in the investment environment and some relaxation in investment laws in the Kingdom.

Anna Domanska is an Industry Leaders Magazine author possessing a wide range of knowledge for Business News. She is an avid reader and writer of Business and CEO Magazines and a rigorous follower of Business Leaders.

Corporate net zero: we need a more sophisticated approach

Corporate net zero: we need a more sophisticated approach

Ian Simm, Founder & Chief Executive at Impax Asset Management, writes about achieving a Corporate net-zero possibly through a more sophisticated approach required of all, big or small corporations of all countries. So here it is.

Corporate net zero: we need a more sophisticated approach

The private sector holds the key to decarbonising the economy over the next quarter century. As countries set “net zero” or equivalent targets backed by carefully designed roadmaps for sectors such as energy, transportation and food, there’s a widespread assumption that “national net zero” should mean “net zero for all”, including “corporate net zero” (CNZ) for today’s businesses.  Although there are some benefits to unpacking national net-zero targets in this way, there are also several important drawbacks. A more sophisticated approach is urgently required.

Ahead of the COP26 conference in Glasgow later this year, governments are likely to set or raise national targets for decarbonising their economies. In much of the world, the private sector will mobilise to serve rapidly expanding markets, for example for electric vehicles or plant-based food. Experience suggests that we’re about to witness a huge amount of creative destruction as entirely new industries are born, nascent sectors flourish and demand for products and services we once considered permanent fades, threatening or even destroying what have been large companies – a fate similar to landline-based telephony or, potentially, to cash-based transactions.

As the opportunities and risks linked to climate change become mainstream for many companies and their stakeholders, corporate net-zero targets have several attractions. Faced with a simple message that they should develop, analyse and act on specific climate change opportunities and risks, management teams will not only identify ways to improve the company’s risk-adjusted returns but may also produce or facilitate breakthroughs for their customers or suppliers, for example by placing bulk orders for low-carbon products. 

Similarly, multiple CNZ commitments across a sector may enable discussions around possible collective action, for example the establishment of clusters to generate and consume “green” hydrogen. Early action by companies can encourage governments to develop further their policies to mitigate climate change, while corporate pledges may unlock capital to catalyse new climate-friendly activities, for example in nature-based solutions.

The drawbacks of a blanket adoption of corporate net zero

And yet there are several crucial drawbacks to the blanket adoption of corporate net-zero targets. 

First, and most obvious, is the definition and interpretation of net zero. Apart from the ambiguity around each entity’s pathway to net zero (i.e. “how much, by when?”), the role for offsets is contentious – for example, should a cement manufacturer be able to account for the carbon benefits of its investments in peatland restoration, or if we allow this, does that create a moral hazard (to pollute)? And how should low-carbon technologies be treated: for example, when a new wind farm is built, does it really make sense that the entity purchasing the electricity gets the carbon benefit while the investor (or wind farm owner) receives no such boost to their own carbon accounting?

Second is capital inefficiency. To ensure there’s sufficient “creative destruction” as we reset our economy, we need to avoid hampering the essential sunsetting of certain activities in favour of new ones. The law of diminishing returns predicts that, as companies implement efficiency measures and cost-competitive technologies to reduce their emissions, they will need to consume more and more capital to save the next tonne of carbon, for example, steel manufacturers seeking to switch to direct hydrogen reduction. At the same time, companies producing alternative products, for example construction materials based on wood, may offer much higher financial returns on an equivalent amount of capital with much lower risk. Faced with a choice, investors are likely to prefer the latter.

Third, skills. To pivot successfully to entirely new activities, today’s companies need to harness alternative expertise. For example, can today’s oil majors with their competence in seismology and the handling of liquids, realistically develop a competitive advantage in the development of power projects and in electricity trading to outcompete today’s power generators? 

Fourth, value chain effects. Notwithstanding the challenges of measuring so-called “Scope 3” emissions, a company that pursues a net-zero position without concern for its customers or even its suppliers may unwittingly hold back climate change mitigation across the “system” (i.e., the wider economy).  For example, if the renewable energy supply required to enable a manufacturer of insulation material to become net zero costs significantly more than the fossil fuel supply it used previously, the price of its product will rise, thereby reducing its potential to assist customers with their energy savings. 

Fifth, the “someone else’s problem” effect. It’s too easy for today’s management team to commit a company to long-term targets that they personally won’t be around to deliver on.

And lastly, confusing signals. As decarbonisation progresses, management teams may be faced with a conflict between achieving financial objectives and delivering on the company’s net-zero pledge. This may not matter at the outset, but once the “early wins” in emissions reduction have been secured, difficult conversations about the trade-off between financial and environmental outcomes are, in my view, inevitable.

Climate change resilience first

So, what’s to be done? A sound starting point is to use “corporate net zero” as an agenda item for a deeper discussion on climate change between companies and their investors. But rather than starting that conversation by simply insisting on the adoption of net-zero targets, investors should seek to assess whether the company is already or aiming to become “climate change resilient” using the framework recommended by the Taskforce on Climate-Related Financial Disclosure (“TCFD”) which covers both emissions reductions and physical climate risks. 

This should cover the four areas outlined by TCFD: 

  • First, governance: what changes has the company considered and made to ensure that climate change issues are managed comprehensively over a long timeframe?
  • Second, strategy: how has the company’s business strategy evolved in response, what alternatives has management considered and what will be the impact on the company’s expected return on invested capital? 
  • Third, risk and opportunity: has the company mapped out the key changes in these areas arising from climate change and implemented programmes to monitor them over a long timeframe?  
  • And fourth, metrics, targets and reporting: is the company’s planned reporting in this area likely to provide decision-useful information to shareholders and other stakeholders?

These conversations should lead to a comprehensive, rational plan for each company to manage climate change issues over time, tailored to its individual circumstances. For some, the optimal result will be to adopt a (simple to communicate) corporate net-zero target described in a way that avoids the drawbacks discussed earlier.  For others (and in particular, in hard-to-abate sectors), a more appropriate response would be (a) a business plan focused on the efficient use of capital in the context of a wider set of risks, (b) imaginative and proactive collaboration with peers and government to shape new markets, and (c) clear communication with all stakeholders. 

We need to be careful that “corporate net zero” does not turn into “one-size-fits-all”. The failure to take a thoughtful and sophisticated approach to these issues is likely to result in management confusion, muddled or misleading external communication and perhaps most significantly, the misallocation of capital. Now is the time to get our proverbial ducks in a row!Report this

Published on Linkedin

The current enthusiasm for “corporate net zero” is understandable, but there are significant drawbacks that are set to lead to confusion and unintended consequences. My take on why, in the face of climate change, companies should follow TCFD guidance and reporting, prioritising sound strategy and resilience.

Ian Simm

Read more in Ian Simm‘s 8 articles

The Red Sea is no longer a baby ocean

The Red Sea is no longer a baby ocean

The Red Sea is no longer a baby ocean by Helmholtz Association of German Research Centres comes as quite a surprising assertion if one is not familiar with the subject. It gives a fairly good picture of this most historical strip of sea water.

The feature picture above is of the Red Sea as showing on its Facebook page.

The Red Sea is no longer a baby ocean
Bathymetric chart of a part of the Red Sea. Credit: GEOMAR

It is 2,250 kilometers long, but only 355 kilometers wide at its widest point—on a world map, the Red Sea hardly resembles an ocean. But this is deceptive. A new, albeit still narrow, ocean basin is actually forming between Africa and the Arabian Peninsula. Exactly how young it is and whether it can really be compared with other young oceans in Earth’s history has been a matter of dispute in the geosciences for decades. The problem is that the newly formed oceanic crust along the narrow, north-south aligned rift is widely buried under a thick blanket of salt and sediments. This complicates direct investigations.https://d1b7959727b37f996fc1656abcaeb098.safeframe.googlesyndication.com/safeframe/1-0-38/html/container.html

In the international journal Nature Communications, scientists from GEOMAR Helmholtz Centre for Ocean Research Kiel, King Abdullah University for Science and Technology in Thuwal (Saudi Arabia) and the University of Iceland have now published a study that makes a good case for the Red Sea being quite mature and having an almost classical oceanic evolution. “Using a combination of different methods, we can show for the first time that the structures in the Red Sea are typical for a young but already fully developed ocean basin.” says Dr. Nico Augustin from GEOMAR, lead author of the study.

In addition to information from high-resolution seafloor maps and chemical investigations of rock samples, the team primarily used gravity and earthquake data to develop a new tectonic model of the Red Sea basin. Gravity anomalies have already helped to detect hidden seafloor structures such as rift axes, transform faults and deep-sea mountains in other regions, for example in the Gulf of Mexico, the Labrador Sea or the Andaman Sea.

The authors of the current study compared gravity patterns of the Red Sea axis with comparable mid-ocean ridges and found more similarities than differences. For example, they identified positive gravity anomalies running perpendicular to the rift axis, which are caused by variations in crustal thickness running along the axis. “These so-called ‘off-axis segmentation trails’ are very typical features of oceanic crust originating from magmatically more active, thicker and thus, heavier areas along the axis. However, this observation is new for the Red Sea,” says Dr. Nico Augustin.

Bathymetric maps, as well as earthquake data, also support the idea of an almost continuous rift valley throughout the Red Sea basin. This is also confirmed by geochemical analyses of rock samples from the few areas that are not overlain by salt masses. “All the samples we have from the Red Sea rift have geochemical fingerprints of normal oceanic crust,” says Dr. Froukje van der Zwan, co-author of the study.

With this new analysis of gravity and earthquake data, the team constrains the onset of ocean expansion in the Red Sea to about 13 million years ago. “That’s more than twice the generally accepted age,” Dr. Augustin says. That means the Red Sea is no longer a baby ocean, but a young adult with a structure similar to the young southern Atlantic some 120 million years ago.

The model now presented is, of course, still being debated in the scientific community, says the lead author, “but it is the most straightforward interpretation of what we observe in the Red Sea. Many details in salt- and sediment-covered areas that were previously difficult to explain suddenly make sense with our model.” While it has thus been able to answer some questions about the Red Sea, the model also raises many new ones that inspire further research in the Red Sea from a whole new scientific perspective.