Posted by Zeena Saifi, CNN on 18 July 2021, is the story of Qatar’s Ras Abu Aboud stadium that is the first built-in World Cup history meant to be torn down after the games. Would the same authorities, at this conjecture, have second thoughts?
Qatar’s Ras Abu Aboud stadium is the first built in World Cup history that was meant to be torn down after the games
It was once a quiet waterfront, only enjoying the occasional sounds from the nearby Gulf shores. Now, it’s a dizzying burst of color and life — soon to be filled with up to 40,000 screaming fans.
It is Qatar’s Ras Abu Aboud stadium — the first built in World Cup history that was meant to be torn down.
Molded out of 974 shipping containers atop Doha’s port, the Ras Abu Aboud will host seven matches up to the quarterfinals of the 2022 World Cup.
All the containers are made from recycled steel, and the number — 974 — symbolizes Qatar’s dialing code.
It’s both a symbol of the country’s sustainability pledge and a reflection of its identity.
After the tournament is over, many parts of the arena — including all the removable seats, containers and even the roof — will be dismantled and repurposed for use in other sporting or non-sporting events, either inside or outside of Qatar.
“The 40,000-seater venue can be dismantled in full and transported to be built again in a different country; or you could build two 20,000-seater venues,” Mohammed Al Atwan, project manager for Ras Abu Aboud told CNN.
“Really, all parts can be donated to countries in need of sporting infrastructure. This is the beauty of the stadium — the legacy opportunities are endless.”
Along with the opportunities he says it offers, Qatar is hoping the stadium will be a trailblazer for future football tournaments.
A FIFA report in June estimated the 2022 World Cup to produce up to 3.6 million tonnes of carbon dioxide, that’s 1.5 million tonnes of CO2 more than the 2018 tournament in Russia created.
Nonetheless, the Gulf state is committed to delivering a carbon-neutral World Cup through offsetting emissions — before, during and after the event.
Organizers have promised sustainable building methods during the construction of the tournament’s infrastructure, such as the Ras Abu Abboud stadium, adding that they have procured “building materials that maximize resource efficiency and reduce emissions, waste and impacts on biodiversity.”
The SC says it is committed to keeping sustainability a main focus throughout the tournament — an example of this is planting trees and plants around the World Cup’s infrastructure to mitigate greenhouse gas emissions.
The onus, however, isn’t just on the organizers. Qatar says it will give recommendations to attendees and participants of the tournament on how they can reduce their own greenhouse gas emissions, including from travel, accommodation and food and beverage.
Once the spectacle is over, Qatar says it will offset any emissions generated during the tournament through building two mega solar power plants over the following 10-15 years, and by proactively supporting sustainable and low-carbon events in Qatar and the region
The reusability of the stadium’s parts is a reflection of that effort.
“Sustainability and legacy have always been at the forefront of Qatar’s planning and preparations for the World Cup,’ said Al Atwan.
When coming up with the stadium’s design, Al Atwan said movability was the main consideration for choosing shipping containers as the building blocks.
Containers are designed to be transported, either by air or sea, but when joined together to form a whole, they transform into a sturdy structure.
That ended up reducing the waste created on site during construction, says Al Atwan, adding that the Ras Abu Aboud Stadium has set a benchmark for sustainable and green mega-sporting event infrastructure.
Unlike the other seven Qatar 2022 venues, Ras Abu Aboud’s temporary nature meant that fewer building materials were required, keeping construction costs down and shortening the time needed to complete it.
Construction on the 4.8 million square feet (450,000 square meters) site commenced in late 2017 and is scheduled for completion by the end of this year, according to organizers.
Cooling sea breeze
When a fan steps outside Ras Abu Aboud, they’re met by Doha’s West Bay skyline. So when the sun goes down, a symphony of color — exchanged between the shimmering skyscrapers on one side and the stadium on the other — reflects off the shores and lights up the city.
And that proximity to the water doesn’t only offer attractive views.
All of Qatar’s World Cup stadiums are equipped with highly efficient cooling systems that maintain a comfortable atmosphere regardless of the hot temperatures outside.
But Ras Abu Aboud doesn’t need one because it gets a natural cool breeze from the sea nearby.
“Post-2022, the redevelopment of the site could take many forms and its legacy plans are still being finalized. It could be redeveloped into a public green space or used for a mix of commercial and residential projects,” said Al Atwan.
“It’s prime location means it’s suited to many projects and has an exciting future,” he added.
That future is not only physical, Al Atawan tells CNN. “Mega-sporting events like the FIFA World Cup have the power to inspire, prompt innovation and push existing boundaries to achieve new levels of success.”
It’s all about Value. It’s the name of the game. Create it economically; capture it distinctively. So, a ‘value proposition framework’ for sustainable development is put forward here by Green Biz authors.
A ‘value proposition framework’ for sustainable development
Whatever theoretical economic framework (such as game theory or decision analysis) or business model you want to select, value is at the heart of it. Individuals, organizations businesses and governments act to increase value — also referred to as utility — from their perspectives.
We believe this is a key to understanding the actions of various stakeholders in sustainable development, developing new strategies for making sustainability progress and, most important, for building effective collaborations across and between stakeholders upon which real sustainability rests and relies.
Collaboration requires a desire for shared value — finding the commonalities in seeking defined outcomes, then working together to increase utility or value propositions for all involved stakeholders. Not everyone needs to like each other or agree on every outcome to build effective collaborations, but they also can’t be at odds. This requires all parties to understand perspectives and find the common ground.
Businesses — with their human, financial and capital wealth — represent an enormous (or potentially enormous) powerful force when it comes to sustainable development. Therefore, we think it critical to understand the value propositions that all businesses face — both danger and opportunity — in terms of sustainability. In the long run, their viability and success also depend upon it.Collaboration requires a desire for shared value — finding the commonalities in seeking defined outcomes, then working together to increase utility or value propositions for all involved stakeholders.
All companies have in common five primary value propositions, although not everyone regards them as a set. Each has a direct connection to sustainability:
Growing the bottom line: Profit
It’s the bottom line — revenues minus the costs — that still makes the ultimate business case.
It’s also one of the easiest cases to make for sustainability. A company can increase its profit directly by reducing costs, and for many companies, energy, water and waste costs can be significant.
Reducing these through focused measurement, process improvement and/or specific projects can directly improve the bottom line while also improving the sustainability of the overall enterprise. It is where many companies start their sustainability engagement and with good reason: The economics can be enormous.
Dow Inc., in its first set of 10-year sustainability goals, returned $4 billion to the company on a $1 billion investment in projects. Energy reduction also reduces costs and carbon emissions. Reducing its environmental “footprint” is also often the most immediate way for a company to build credibility for its sustainability efforts. Companies that talk a good game about sustainability but don’t take meaningful action to reduce their own footprint lose credibility and reputation, which hurts them in markets for products and services, talent and investment.
Growing the top line: Revenue
Revenues grow through increasing market share or successful development of new products and services in response to society’s needs and desires, and it’s clear that sustainability trends have become big drivers.
Tesla is one example of visionary and bold investment in a single, although major, sustainability driver: electrification of mobility. Tesla has been very successful in this regard, but looking across all auto companies, you see the accelerating interest — and new product announcements — to capitalize on this incredibly important driver. (It will be interesting to see if GM and Ford can make the transition to become leaders in the future of electric mobility; we like their chances).
In the water area, companies such as EcoLab have built entire platforms around the management of water, cleaning water and recycling of water. The list goes on, but the key principle here is to identify the trends, invest in R&D and new products and processes, and ride the wave all the way to successful business growth.
Attracting, developing and retaining top talent
Employees are the core of any successful company. Top talent is drawn to — and kept in — companies that are successful in developing and implementing the kind of proactive sustainability strategies for their companies that make a material and purposeful difference.
Very few top students want to join a company whose activities are viewed as making climate change worse or polluting rivers and oceans or harming biodiversity and nature. Sustainability is the new “table stakes” for attracting top talent today.
When Neil was CSO at Dow, Dow attracted thousands of new employees in China from top universities with a “Green Jobs” program where recruits could join Dow to have real sustainability impact in applying their degrees (and Dow’s retention rates for these students was much higher than peer companies). When Laura was director of communication/citizenship at Dow Corning, top students didn’t wait for on-campus recruiting. When the company launched its first Citizen Service Corps, students started calling the company’s media center.
Look at any companies on campus these days and you will see that their efforts in sustainability are featured prominently. What is more interesting is the importance of sustainability to developing and retaining top leadership talent.
Like a customer you don’t want to lose, retaining the most valuable employees is critical. The drivers for hiring new talent are really the same as “rehiring” current employees. Dow very successfully used sustainability experiences — special projects, in-field assignments, academies and simulations — to develop leadership and strategy skills, while integrating sustainability across the company. Many of these future leaders remained because of the skills that Dow invested in for them in sustainability.
Attracting and retaining investors
All companies require capital. And the pace of acceleration for consideration of environmental, social and governance (ESG) factors has increased significantly. Virtually no company can survive and thrive anymore with its investor base without addressing sustainability concerns as an enterprise.
Dow started third-party verified Global Reporting Initiative (GRI) reporting more than 15 years ago, and it learned and grew along the way; it worked with other reporting programs such as CDP as well. In 2020, Dow was named to the Dow Jones Sustainability World Index (DJSI) by S&P Global, the 21st year Dow has achieved this prestigious ranking due to its comprehensive sustainability programs. Dow became much more involved more than five years ago after the Paris climate talks when Michael Bloomberg and Mark Carney appointed Neil (then Dow’s CSO) to join the Task Force on Climate-related Financial Disclosures, part of the Financial Stability Board.
Dow helped establish the reporting criteria, but beyond that, the experience provided Dow real learning and insight into where banks, financial institutions, insurance companies, bond underwriters and investors were headed. All companies today need to pay careful attention because investors are paying careful attention. One has only to read BlackRock CEO Lawrence Fink’s growing expectations in his annual letter or observe ExxonMobil’s abrupt board member changes to see that the term “activist investor” has been redefined. Times have changed.
Collaborating for mutual success while addressing key challenges
Finding safe places to collaborate to create the healthy ecosystems in which enterprise thrives is critical: supply chains, marketplaces, workforces, communities, industries — no company goes it alone.
Finding safe places to collaborate is neither easy nor simple. Competitors have antitrust concerns. Customers and suppliers have adversarial positions relative to costs. NGOs often have adversarial advocacy positions to individual companies or to whole industry sectors, and governments view their roles as to regulate and tax companies.
All of that adversarial energy can be put to better use if the focus is on more narrow objectives, especially those that involve sustainable development of regions, countries and the world as a whole. There is usually widespread agreement that we cannot regulate or litigate to stop negative trends in nature, public health, social equity and ecosystems, and that if we work together we can accelerate progress. But to do that requires a maturity of perspective on the part of stakeholders that we can agree to disagree on many things, but still find common ground to solve more narrow challenges.Adversarial energy can be put to better use if the focus is on more narrow objectives, especially those that involve sustainable development of regions, countries and the world as a whole.
The collaboration between The Nature Conservancy (TNC) and Dow, which recently celebrated its 10th anniversary, is one such example. Finding ways to incorporate the value of nature inside the company to better inform strategic decisions was of interest to Dow, and TNC was interested in preserving nature. Both saw that valuing the services of nature would help them to meet their respective goals, and they could collaborate with integrity. It set a new standard and example for collaboration, which continues to benefit both organizations, serve as an example to companies and organizations across industries, and preserve and enhance nature, using the power of capital in a way that no mere philanthropic strategy ever could.
When Dow worked with the University of Michigan to establish the Dow Graduate Sustainability Fellows more than a decade ago, significant faculty concerns were raised about their independence and intellectual academic freedom. Together, the company and the university put in place safeguards in response to those concerns, and hundreds of Dow Sustainability Fellows have benefitted, as have the University and those communities whose projects were addressed and implemented.
Neither example would have occurred without a strong platform for collaborating on sustainability challenges. These collaborations have helped Dow advance its business strategies and helped it learn and grow, positioning the company for future success. At the same time, these stakeholders also thrived. Win-win.
Value propositions for corporate sustainability
What company does not want top- and bottom-line growth? What company does not want top talent in their sector? What company does not want access to capital that is lower cost and more plentiful? And what company does not need platforms to collaborate with their value chain, in their communities and with their governments?
This five-part value proposition framework holds that promise for companies. Nothing short of their survival and growth is at stake today.
But we also believe that the other major stakeholder groups can benefit from understanding this framework for companies, by surfacing new ideas and creating proposals for collaboration that are more sophisticated in understanding the aspirations of their prospective company partners. At the end of the day, we all want to drive more sustainable action and bringing all stakeholders into collaborations will help us accelerate progress. Show comments for this story.
A story by Bea Mitchell on blooloop of 15 Jun 2021 illustrates well the ambitions of those countries around the Red Sea in terms of diversified economic development. It is about the Saraya Aqaba Waterpark set to open on July 3 in Jordan. The employment of Jordanian people will obviously improve as of this summer. But not only; here is the story.
The picture above is for illustration and is of Mashable ME.
Saraya Aqaba Waterpark set to open on July 3 in Jordan
Saraya Aqaba Waterpark, the first world-class water park in Aqaba and the largest in Jordan, is scheduled to open on July 3.
Saraya Aqaba Waterpark in Jordan features more than 25 rides, slides and experiences across more than 28,500 square metres. It opens in Aqaba on July 3.
The water park’s rides and attractions are inspired by Jordan’s iconic landmarks, including Dead Sea Drop, Wadi Rum Race and Aqua Jerash.
Dead Sea Drop guests will take a vertical plunge, while Wadi Rum Race is a competitive multi-racer. Aqua Jerash features play attractions for young guests, including slides, waterfalls and rotating water jets.
“We are excited to announce that Saraya Aqaba Waterpark will be the first of its kind waterpark in Aqaba and the largest in the kingdom,” said Chris Van Der Merwe, general manager of Saraya Aqaba Waterpark.
25 rides, slides and experiences
“At Saraya Aqaba Waterpark, guests from Jordan and around the world are in for an aquatic adventure like no other with slides, rides and experiences suitable for guests of all ages.
“The water park has been carefully designed with families in mind and as such guests can expect a family-friendly environment, both in and out of the water.
“We are looking forward to welcoming you at Saraya Aqaba Waterpark for unforgettable memories that will last for a lifetime,” added Van Der Merwe.
Also opening at the water park is the Rose City Diner, alongside refreshment kiosks around the park serving snacks, ice cream and drinks. The attraction’s signature shopping outlet is called Al Siq Souk.
Jordan’s landmarks inspire rides
Saraya Aqaba Waterpark is located within the Saraya Al Aqaba Residential City, which features a combination of residential, business, leisure and entertainment facilities.
Developers can shape urban environments to achieve sustainability
With World Environment Day round the corner, there has never been a more poignant time than now amid the Covid-19 pandemic to appreciate what this means to corporates and individuals globally.
This year’s theme on ‘Ecosystem Restoration’ coincides with the launch of the United Nations Decade on Ecosystem Restoration. It extends from planting trees and greening cities, to plant-based diets and regenerating degraded rivers, coasts and lands.
As our cities and communities grapple with the lockdown impacts, many of us find the inherent need to reconnect with nature even as we were confined to our own homes or neighbourhoods over the last year.
The pandemic has offered a glimpse into what cities could look like if we pursued an alternative growth model – one that actively reduces waste and carbon emissions, while concurrently creating space for nature.
The UN has forecast that by 2050, over 68 per cent of the world’s population will live in cities. Combined with population growth, this could add another 2.5 billion people to these already densely populated areas.
The clock is ticking on collective action on climate change, failing which we may face more natural and man-made catastrophes that threaten human life and the economic sustainability of our communities globally.
The time is now to collectively work towards bridging the gap between nature and us.
Everyone has a part to play in making real change to the environment
The public and private sectors have the opportunity to collaborate on making transformative change.
The Singapore government recognises the need for green infrastructure and has set clear goals to address it in the Singapore Green Plan 2030 launched earlier this year, which Prime Minister Lee Hsien Loong reiterated during the recent Asia Regional Commonwealth Leaders’ Roundtable calling for regional collaboration.
The “80-80-80” plan – setting tangible goals for the greening of 80 per cent of all buildings by 2030 and 80 per cent of new buildings to be ‘Super Low Energy’ from 2030 as well as an 80 per cent energy efficiency improvement (compared with 2005) for best-in-class buildings – is a great start.
The built environment sector itself is responsible for consuming over a third of the world’s natural resources and producing around 40 per cent of global emissions.
Even a miniscule reduction in emissions and waste produced by the sector can have a multiplier effect, making it critical for industry-wide engagement in sustainable practices.
Corporates alike have to acknowledge environmental risks and take that leap of faith to arrest the degradation of our environment. This is also why at Lendlease, we have set Mission Zero to pledge ourselves to achieve net-zero emissions by 2025 and absolute-zero emissions, without offsets, by 2040.
Ultimately, it is about translating these real environmental risks into a core business strategy and operationalising this into meaningful action.
Moving the needle by building smartly through the design process
For a start, the built environment should consider undertaking detailed Climate Change Adaptation and Resilience assessments.
Over the past few years, we have combined local meteorological and geographical information to evaluate developments’ vulnerability to heatwaves, extreme weather, flooding and various climate scenarios.
These assessments are crucial in mitigating environmental risks. Across the projects we have planned and built, elements of sustainability and design go hand-in-hand in mitigating environmental risks.
At the same time, marrying these design qualities improves the wellbeing of shoppers, tenants and residents.
Precinct-wide local projects such as Paya Lebar Quarter (PLQ) have made significant strides in ensuring that the public area includes over 300 per cent more trees, incorporates flood-resilient design elements to mitigate flooding and connects people to nature through natural landscapes.
Greening the supply chain through digitalisation
Incorporating sustainability through sourcing practices is also an important step as 90 per cent of a company’s impact on the environment originates from its supply chain.
On the construction front, gradually weaning off the reliance on fossil fuels will become more important than before.
While we are using biodiesel and working with construction plant and equipment manufacturers to make these options more widely available, we are also ensuring that the source of biofuel feedstock does not create unintentional environmental consequences.
Moving towards 100 per cent electrification of site-based construction activities, together with the purchasing of green power are some tactics that developers can incorporate as part of their strategy.
Doing so is a great opportunity to combine battery storage technology, digital solutions and smarter processes in constructing in a more efficient and cleaner way.
In Asia’s construction sector, 49 per cent of respondents surveyed by McKinsey shared that transparent end-to-end supply chains would help to mitigate risks in the long term.
About 11 per cent of the building and construction sectors’ global carbon emissions are associated with materials and construction processes throughout the whole building lifecycle.
Integrated supply chains can contribute to greener, more efficient supply chains translating into reduced carbon footprint, and ultimately a cleaner planet.
A multi-stakeholder approach across the supply chain is essential to transform the way materials are used, alongside cascading efforts that extend the adoption of circular economic and other waste reduction practices.
Smart building management to adapt and respond to occupants’ needs
Autonomous buildings – the sustainable buildings of the future – will represent an evolution from static physical spaces to self-aware and self-governing environments that can anticipate and adapt to human needs.
In the future, we can also look forward to autonomous cities which can leverage data insights into the needs of the urban population and carry out predictive maintenance using artificial intelligence.
As we move towards the digitalisation of the built environment sector, developers should look at utilising digital twin technology as an intelligence interface for autonomous adaptive control.
For example, PLQ utilises an Open Building System Integration (OBSI) programme to streamline all building management functionalities including air-conditioning and ventilation.
The OBSI system led to significant savings in water and costs, presenting a use case for how the construction sector can leverage technology to support smart building management.
As we commemorate World Environment Day (on June 5), we need to call attention to the important role the built environment sector plays in helping us safeguard the sustainability of our living environment.
The journey towards decarbonisation is not an easy one, and the post-pandemic world will accelerate the demand for better buildings.
The spaces that we create, the air quality that we circulate and the biodiversity that we introduced have to all work in synergy to meet the requirements in a post-pandemic building ecosystem.
Establishing a safe and trusted corridor for shoppers, tenants and residents will become the new reality in the future of city planning and everyone has a part to play as they embark in this transformation.
The writer is head of sustainability, Asia at Lendlease
Laura Paddison in The Guardian. Oman plans to build the world’s largest green hydrogen plant that Renewable power is slowly replacing fossil fuel usage at all levels as a world trend shows the way. This article reporting such a piece of news that is as unnecessary as unproductive because solar, wind power is the future, and fossil fuels usage would be binned forever within the near future for good.
Oman plans to build world’s largest green hydrogen plant
Oil-producing nation aims plant powered by wind and solar energy to be at full capacity by 2038
Oman is planning to build one of the largest green hydrogen plants in the world in a move to make the oil-producing nation a leader in renewable energy technology.
Construction is scheduled to start in 2028 in Al Wusta governorate on the Arabian Sea. It will be built in stages, with the aim to be at full capacity by 2038, powered by 25 gigawatts of wind and solar energy.
The consortium of companies behind the $30bn (£21bn) project includes the state-owned oil and gas company OQ, the Hong Kong-based renewable hydrogen developer InterContinental Energy and the Kuwait-based energy investor Enertech.
Once online, the plant will use renewable energy to split water in an electrolyser to produce green hydrogen, which is able to replace fossil fuels without producing carbon emissions. Most will be exported to Europe and Asia, said Alicia Eastman, the co-founder and president of InterContinental Energy, either as hydrogen or converted into green ammonia, which is easier to ship and store. The facility aims to produce 1.8m tonnes of green hydrogen and up to 10m tonnes of green ammonia a year.
Oman currently relies heavily on fossil fuels, generating up to 85% of its GDP from oil and gas, but its fossil fuel reserves are dwindling and becoming increasingly costly to extract. In December 2020, the country published its Oman Vision 2040 strategy, a plan to diversify the economy away from fossil fuels and increase investment in renewables.Advertisement
Green hydrogen could play an important role, said Eastman, thanks to the Oman’s combination of plentiful daytime sun and strong winds at night. “Oman is one of the places in the world that I’ve called the ‘future renewable superpowers’,” said Michael Liebreich, the founder of BloombergNEF, “because what you really want [to produce green hydrogen] is very cheap solar and very cheap wind.”
While electrification is the most efficient way of decarbonising most sectors, it’s limited when it comes to energy-intensive industries such as steel, chemicals, aviation and shipping. Green hydrogen will be vital to help fill these gaps, said the International Energy Agency in its report published this week, which called for an end to fossil fuel investments if governments are serious about climate commitments.
A wave of net zero-emissions pledges has already led to a slew of hydrogen strategies, including from the European Commission in 2020, which predicted the share of hydrogen in the EU’s energy mix would rise from 2% to 14% by 2050.
Yet green hydrogen currently makes up less than 1% of global hydrogen production. The majority is still produced using fossil fuels such as gas and coal, in a process that emits about 830m tonnes of carbon annually, equivalent to the emissions of the UK and Indonesia combined. “Blue hydrogen” is a cleaner version, as emissions are captured and stored, but it is still produced using gas – and is seen by some oil companies as a way to keep using fossil fuels.
One of the stumbling blocks for green hydrogen has been cost, partly because of the huge amounts of energy required. But as renewables and electrolysers become cheaper, and fossil fuel prices rise, costs could fall by up to 64% by 2030, according to research from the consultancy Wood Mackenzie.
“Most green hydrogen products will not be competitive for at least another decade,” said Falko Ueckerdt, a senior scientist at the Potsdam Institute for Climate Impact Research, who sees the Oman project as “a sign that investors anticipate large future demands for hydrogen-based fuels after 2030”.
Oman’s proposed plant is just one in a slate of green hydrogen mega projects planned globally. Eastman said InterContinental Energy has a number of other plants in the works, including a 26GW wind and solar green hydrogen plant in the Pilbara, Western Australia. If constructed, this $36bn (£25.5bn) plant would be the world’s biggest energy project. The first phase is expected to be online by 2028.
In March, the renewables company Enegix Energy announced the construction of a green hydrogen plan in Ceará state, north-eastern Brazil. Once built, which the company estimates will take about four years, the plant would produce more than 600,000 tonnes of green hydrogen per year from 3.4GW of wind and solar power.
“People are upping the gigawatts, and they should,” said Eastman, “there’s so much room in the market.”
Originally posted on globalrhythmz: The music Aziza Brahim makes reflects both the sorrow and the hope of these people. She grew up in one of those camps in the Algerian desert, along with thousands of other Saharwai who were removed from their homes in the Western Sahara. The refugee camp was the place that formed…
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