In a press event held onboard OceanXplorer, a state-of-the-art research vessel, OceanQuest, in partnership with OceanX, hosted an exclusive tour for guests and media representatives. This immersive tour was designed to showcase the organization’s mission to advance deep-ocean exploration and foster international scientific collaboration. It provided an up-close look at cutting-edge technologies and research facilities used in unveiling the secrets of the deep sea.
During the tour, visitors were given an exclusive opportunity to explore the vessel’s high-tech laboratories, autonomous submersibles, and remote-controlled systems – all critical elements driving the organization’s scientific expeditions. Dr. Martin Visbeck, CEO of OceanQuest, elaborated on the key projects and long-term vision of the organization.
Dr. Visbeck noted that OceanQuest’s mission transcends mere exploration of the ocean floor; central to this vision is the construction of a flagship vessel, 100 meters in length equipped with a fleet of Autonomous Underwater Vehicles (AUVs) dedicated to studying seamount ecosystems, which harbor a wealth of biological diversity. He stated:
“Since our inception in 2021, our focus has been on deep ocean exploration – a vision shared by Saudi Arabia. Our goal is to continuously expand the frontiers of knowledge and bring the wonders of the deep sea closer to those who cherish the ocean.”
Global Operational Geography: Four Strategic Oceanic Regions
Dr. Visbeck elaborated that OceanQuest operates in four key ocean regions deemed strategically significant:
- The Red Sea: A region of utmost importance for Saudi Arabia, though recent security challenges near Yemen have delayed some missions, forcing a reroute around Africa.
- The Indian Ocean: Identified for its rich biodiversity and as a promising frontier for discovering new marine species.
- The South Atlantic: Particularly the areas south of the Azores, where natural seamount chains serve as laboratories for environmental research.
- The Southwest Pacific: Renowned for its unique ecological systems and increasingly attracting scientific interest.
He emphasized that the first field mission in the Red Sea is now anticipated for Spring 2026, with plans either to deploy the current vessel or to initiate a Mediterranean-based launch, thereby underscoring the team’s optimism despite existing geopolitical and logistical challenges.
International Partnerships: Building a Global Scientific Network
Dr. Visbeck also underlined that OceanQuest’s operational model is deeply rooted in international cooperation. Strategic partnerships have been forged with leading research institutions worldwide. He explained:
“We collaborate with global partners—from Brazil, where joint missions will focus on the Vitória-Trindade seamount chain in the rich biodiversity of the South Atlantic, to South Africa. Additionally, we are partnering with Germany’s GEOMAR Institute on similar projects.’’
These partnerships, he noted, are vital in enabling nations that lack fully equipped research vessels to benefit from state-of-the-art tools and operational expertise, thereby propelling collaborative scientific advancements and environmental conservation efforts.
Dr. Visbeck added, “Deep-sea exploration is not simply about collecting scientific data; it’s about pushing the boundaries of technological innovation and building bridges across the global scientific community. We commit to open data practices that ensure our findings are accessible to all, ultimately enhancing scientific efficiency and contributing to the preservation of our marine environments.”
He concluded by reaffirming OceanQuest’s overarching mission: to create a sustainable scientific platform that leverages international collaboration and state-of-the-art innovation, ensuring that the mysteries of the deep sea are progressively revealed over the coming decades.
In an exclusive interview with ESG MENA, Ahmed Hassib, CEO and Co-Founder of Gewan Hotels & Resorts, shares how Royal M Abu Dhabi is setting a new standard for environmentally responsible luxury. From solar-powered systems to cutting-edge food waste management, Hassib outlines how the hotel integrates green practices without compromising the elegance and comfort expected from high-end hospitality. He also discusses the challenges, the role of staff engagement, measurable outcomes, and the future of sustainability in the luxury hotel industry.
- What specific eco-friendly practices has the hotel implemented to showcase the coexistence of luxury and environmental responsibility?
At Royal M Abu Dhabi, we’ve redefined what luxury means in the modern era by embedding sustainability into every aspect of the guest experience. From a fully solar-powered water heating system to advanced food waste compression technology and on-site micro herb cultivation, each initiative is designed to minimize environmental impact without compromising on the comfort, service, or sophistication expected from a luxury destination.
2. Can you highlight some groundbreaking initiatives introduced to reduce the hotel’s environmental footprint?
Royal M Abu Dhabi has adopted several forward-thinking measures to reduce its environmental footprint. We’ve installed 180 solar panels generating 252 kilowatts of heat energy per hour, powering our hot water system entirely through renewable energy. Our food waste management system compresses 25 kg of waste down to just 5 kg, significantly reducing landfill output. On top of that, growing fresh micro herbs on-site eliminates the need for packaging and long-distance transport, lowering emissions while enhancing freshness.
3. How does the hotel leverage technology to enhance its sustainability efforts?
Technology is central to Royal M Abu Dhabi’s sustainability strategy. Our solar thermal systems reduce dependency on conventional energy, while smart food waste compressors enable efficient, low-impact waste handling. We also use energy-efficient systems across lighting and climate control, and closely monitor our resource usage to continually optimize performance—all without sacrificing the luxury our guests expect.
4. What challenges do hotels face in implementing sustainable practices, and how can these be addressed?
Sustainable transformation in hospitality comes with hurdles—upfront investment, operational adjustments, and change management among staff. At Royal M Abu Dhabi, we’ve overcome these by viewing sustainability as a strategic, long-term investment. We implement changes in phases to ensure minimal disruption and foster a culture of ownership among our team. By demonstrating both environmental and financial returns, we’re able to turn challenges into opportunities.
5. How do you engage and train staff to embrace sustainability practices within the hotel?
Our team at Royal M Abu Dhabi is the backbone of our sustainability journey. We invest in regular training sessions that educate staff on best practices, from energy conservation to waste reduction. More importantly, we cultivate a shared sense of purpose, empowering every team member to contribute meaningfully. Recognizing and rewarding staff initiatives helps embed sustainability into our daily operations.
6. How do you measure the impact of sustainability initiatives on the environment and guest satisfaction?
We rely on key performance indicators to evaluate the impact of our initiatives at Royal M Abu Dhabi—energy savings, waste reduction, and water conservation, among others. These metrics are monitored consistently to ensure progress. Guest feedback also plays a vital role; we find that travelers increasingly value and support our eco-conscious approach, reinforcing the idea that sustainability enhances—not detracts from—the luxury experience.
7. Can you share any data or results that showcase the success of your efforts?
Our solar energy system produces 252 kilowatts of heat energy per hour, leading to annual savings of approximately AED 300,000 in electricity costs. Our food waste compression system reduces waste volume by 80%, significantly minimizing environmental impact. These measurable outcomes validate our approach and demonstrate how innovation and sustainability can drive both operational efficiency and guest satisfaction.
8. What partnerships or collaborations have you established to enhance your sustainability efforts?
We’ve established strong partnerships with renewable energy and waste management technology providers to bring our sustainability vision at Royal M Abu Dhabi to life. Collaborating with local suppliers also enables us to reduce our supply chain emissions while supporting the local economy. These partnerships are instrumental in helping us stay ahead of the curve in sustainable hospitality.
9. How do you see the role of luxury hotels evolving in terms of their responsibility toward environmental sustainability?
Luxury hotels have a unique opportunity—and responsibility—to lead in sustainability. At Royal M Abu Dhabi, we believe true luxury now includes accountability to the planet. Guests expect more than comfort; they want to know their stay contributes to something meaningful. By integrating environmental innovation into our brand, we’re setting a precedent that luxury and responsibility are not only compatible but essential together.
In an exclusive interview with ESG MENA, Amel Chadli, President of Gulf Countries at Schneider Electric, shares how the company’s newest office in Dubai—dubbed “The NEST”—is more than just a workspace. It’s a bold statement on the future of sustainable buildings, innovation, and regional cooperation.
As the first “Impact Building” in the Middle East under Schneider Electric’s global program, The NEST not only reflects cutting-edge green technologies but also aligns with national agendas like the UAE’s Net Zero 2050 strategy. From AI-powered energy systems to immersive innovation hubs, Chadli discusses how The NEST is designed to inspire, educate, and catalyze climate action across industries.
Q1: Would you tell us more about this building and its importance in terms of the environment, social impact, technologies, and others? Why Dubai, UAE and the Middle East?
As Schneider Electric launches its new office in Dubai, UAE; we are set to host and support over 1,000 employees at our 10,000 square meter facility. This site is home to Dubai’s first Schneider Electric Global Innovation Hub and marks the city’s first Impact Building under the company’s global Impact Buildings Program.
The NEST is more than just a workplace. It serves as a strategic anchor for Schneider Electric’s global-local model, bringing global innovation closer to local markets.
Designed as a smart, energy-efficient building, The NEST integrates Schneider Electric’s most advanced technologies, including AI, automation, and digital twin systems. These innovations enable the building to reduce energy consumption by up to 37% and avoid approximately 572 metric tons of CO₂ emissions annually.
Beyond environmental performance, The NEST is designed to drive collaboration, innovation, and employee well-being. It provides a conducive environment for co-creation, learning, and engagement.
Dubai was chosen as a location for this office, owing to its position as a regional leader in sustainability and digital transformation. National initiatives such as the UAE Energy Strategy 2050 and Dubai’s Economic Agenda (D33) align closely with Schneider Electric’s vision for a more sustainable and digitally connected future.
The UAE was the first country in the MENA region to commit to achieving net-zero by 2050 through its UAE Net Zero 2050 Strategy.
By establishing The NEST in Dubai, Schneider Electric is strengthening its ability to collaborate with governments, partners, and customers across the Middle East and Africa, a region critical in shaping global sustainability outcomes.
The new office hosts a Global Innovation Hub, which is a hands-on, immersive space where customers, partners, and young talent can interact with live demonstrations of Building Digital Twin solutions, data center innovations, and the AVEVA Unified Operations Center. Visitors will be able to explore how Schneider’s technologies are transforming industries, infrastructure, buildings, and homes. We aim to accelerate local capacity building, develop the next generation of sustainability leaders, and support the UAE’s national goals.
Moreover, in line with the UAE’s national agenda around education, innovation, and sustainability, Schneider Electric announced AED 100 million sustainability education initiative. . The five-year initiative will be rolled out in phases to ensure it evolves in line with the changing needs of students, educators, and the wider industrial ecosystem. It is structured to enable the UAE to stay ahead of global trends and build a future-ready workforce.
Q2: This is your edifice, how are you going to relay your breakthroughs to your customers and business community in terms of sustainability, social impact, technologies, amid the drive to advance green buildings globally and regionally?
The NEST is our physical and strategic base to pilot, refine, and scale sustainable solutions in coordination with customers and partners and the business community. It is designed to advance sustainability across industries, infrastructure, buildings, and homes.
The office runs on a building management system that monitors carbon emissions within the space, leverages daylight harvesting to minimize energy use, and adjusts air quality in real-time based on occupancy and environmental data – all to ensure a better-performing climate for employees’ safety and well-being.
As I previously mentioned, the NEST predicts an energy consumption reduction of 37% compared to the previous local site and provides a targeted saving of 572 metric tons of CO₂ emissions, this is equivalent to the annual electrical power consumed by around 77 homes.
Through the launch of our new Dubai office, Schneider Electric is showcasing to customers and partners the intelligent, sustainable spaces its technology can create. We’re not stopping here, the Impact Buildings Program will continue rolling out across additional new sites well as existing buildings by retrofit over the next 18 months, creating a model for next-generation buildings.
It is worth mentioning that we also use the space as a learning platform through our on-site Training Center, where we empower our stakeholders with the tools and knowledge to adopt and scale these solutions in their own environments.
Q3: Are you going to have some partnerships to replicate this icon with such buildings in the region and beyond? What can you tell us in this regard?
At Schneider Electric, we firmly believe that strategic partnerships are essential to accelerating progress toward net-zero goals, as collaboration is the catalyst that enables us to scale innovation and amplify impact across the built environment.
Since buildings are responsible for nearly 37% of global carbon emissions, they represent one of the most powerful levers we can use to accelerate decarbonization. We see this not only as a challenge, but as a major opportunity to drive progress, by making buildings more energy-efficient, connected, and adaptable.
Digital technologies can be a powerful accelerator to increased efficiency in buildings.
According to research produced by our Smart Research Institute, smart technologies can deliver up to 50% energy savings (in commercial buildings alone); The International Energy Agency also estimates that up to 10% of global energy demand could be saved by 2040 through digital technologies alone.
We’re seeing rising demand in this region for solutions that can reduce emissions, manage energy better, and still deliver long-term business value.
This is why we have set up a Global Innovation Hub here in Dubai. It will allow stakeholders to experience building and energy management technologies in real time – from digital twins and smart building management to energy monitoring and predictive analytics, enabling and empowering our customers and partners to tailor these solutions to their own decarbonization journeys.
This space offers practical insights into how energy efficiency, digitalization, and smart systems can be integrated seamlessly into new and existing infrastructure.
Ultimately, we hope this building helps spark more dialogue, pilot more projects, and build momentum for a new generation of sustainable buildings across the region.
By: Hadeer Elhadary – Nice, France
The UN Ocean Conference in Nice concluded with a powerful demonstration of global unity, as 170 nations adopted a political declaration reaffirming the critical 30×30 target, protecting 30% of the ocean and land by 2030. Central to the summit’s legacy was the launch of the Nice Ocean Action Plan, a comprehensive two-part strategy that combines political momentum with practical implementation. This plan encompasses over 800 voluntary commitments from governments, scientists, UN agencies, and civil society, aimed at accelerating marine protection through improved governance, inclusive financing, and science-based policies.
Significant progress was made on the High Seas Treaty, also known as the Biodiversity Beyond National Jurisdiction (BBNJ) agreement, with 19 new ratifications this week, bringing the total to 50—just ten short of the number required for enforcement.
The 30×30 Goal: A Landmark Initiative for Ocean Conservation
The 30×30 Ocean Action Plan aligns with the Kunming-Montreal Global Biodiversity Framework and marks a historic step toward protecting 30% of the world’s oceans by 2030.
In exclusive remarks to ESG Mena, Inger Andersen, Executive Director of the United Nations Environment Programme (UNEP), underscored the vital importance of this goal for human and planetary health. “Rainfall patterns, ocean regulation, and climate systems all depend on clean, unpolluted oceans free from carbon emissions and toxic runoff,” she explained.
Andersen acknowledged the critical role of fishing for coastal communities but clarified that marine protection leads to healthier, more sustainable fisheries— the essence of the 30×30 initiative. With only about 9% of the ocean currently protected, she stressed the urgent need for global cooperation: “If one country protects its ocean while another does not, the benefits are lost. Pollution and overfishing know no borders.”
She also highlighted Egypt as a key example, pointing to its rich coral reefs and vital fishing and tourism sectors along the Mediterranean and Red Sea coasts as natural and economic treasures requiring safeguarding for future generations.
Peter Thomson: “30×30 Is Not Just a Goal, It’s a Lifeline for the Planet
Commenting on the launch of the 30×30 Ocean Action Plan, Peter Thomson, the UN Secretary-General’s Special Envoy for the Ocean, described it as a pivotal moment in the global movement to safeguard marine biodiversity. “This is not just another document—it’s a call to action,” he said. Thomson emphasized that while only 8.3% of the ocean is currently under formal protection, the 30% target by 2030 remains achievable if bold leadership and collaboration are prioritized. “We chose 30% because the science was clear failing to protect at least that many risks triggering a catastrophic collapse of global biodiversity,” he explained.
He highlighted that the action plan offers a realistic, science-backed pathway, focusing on political will, community empowerment, and innovative financing mechanisms such as blended finance and marine insurance. “It’s a trillion-dollar opportunity hiding behind a $14 billion gap. The tools now exist—we simply need to deploy them at scale,” Thomson noted. He called on governments to prepare national 30×30 roadmaps ahead of the CBD COP17 summit and underscored that real ocean protection must be equitable, locally led, and deliver tangible outcomes. “As a grandfather of four girls, I say this to all young people: have hope in reason and let us turn progress into something real.”
Voices from Leadership: Urgency and Accountability
At the conference’s high-level opening, Her Excellency Razan Al Mubarak, UN Climate Change High-Level Champion for COP28 and President of the International Union for Conservation of Nature (IUCN), urged immediate action. “We are beyond urgency—it is now or never,” she declared, stressing that protecting at least 30% of oceans is non-negotiable for the planet’s health, societal prosperity, and climate resilience.
Al Mubarak called for swift ratification and implementation of the BBNJ Treaty, emphasizing that conservation is more than map boundaries — it requires real, equitable impact led by science and local communities, backed by good governance and sustainable financing. She further stressed that achieving 30×30 demands an “all-of-society” approach, with leadership from governments, philanthropy, private sectors, Indigenous peoples, and civil society alike.
Her remarks concluded with an invitation to join the momentum moving forward to the IUCN World Conservation Congress in Abu Dhabi this October, part of the ongoing “30 and Beyond” roadmap.
Implementation Challenges: From Ambition to Reality
Despite the ambitious 30×30 target, a UN report launched at the conference highlighted significant hurdles. These include entrenched economic systems favoring short-term gains, fragmented governance, underfunding, and weak enforcement of Marine Protected Areas (MPAs). Many MPAs exist only on paper, lacking local engagement, especially from Indigenous Peoples and Local Communities (IPLCs), whose stewardship is critical for success.
Financial gaps are glaring: only $1.2 billion is currently spent annually on ocean protection, a fraction of the estimated $15.8 billion needed. Developing and island nations often lack stable funding for effective MPA management, while political and institutional barriers slow progress.
Nevertheless, solutions are within reach through coordinated action and stronger cooperation, especially by leveraging momentum from agreements like the BBNJ Treaty and frameworks outlined in the new Nice Ocean Action Plan.
Current Status and Forward Path
Currently, about 8.3% of the ocean is designated as MPAs, but only 2.7% is fully or highly protected. Even if all proposed large MPAs are realized, coverage would reach just 12.3%, far short of the 30% goal. Bridging this gap requires both stronger global frameworks and accelerated local implementation where conditions allow.
Technology and scientific research also emerged as powerful enablers for monitoring protected areas and supporting data-driven decision-making. Enhanced satellite imaging, AI-powered tracking systems, and community-based marine science are playing a growing role in identifying threats and evaluating MPA effectiveness, helping countries prioritize interventions.
Another promising development is the integration of Indigenous knowledge into ocean governance. Indigenous Peoples and Local Communities are increasingly recognized as essential partners in marine conservation. Their ancestral knowledge, often overlooked in traditional policy frameworks, offers valuable insights for managing biodiversity and building resilient coastal ecosystems.
Financing the Blue Economy: A Critical Step
Daniela Fernandez, Founder and CEO of the Sustainable Ocean Alliance (SOA), highlighted the importance of mobilizing finance to support vulnerable coastal communities and ensure science-based policymaking. In an exclusive ESG Mena interview, Fernandez described the 30×30 plan as a “critical step toward accelerating implementation.”
“This isn’t just about pledges—it’s about building frameworks for real action. The key question now is: what’s the follow-up? How do we ensure governments, private sectors, and civil society remain accountable?” she asked. Fernandez called on stakeholders to be bold in leading true transformation.
Expressing optimism about the conference as a pivotal moment, she noted the ocean has been sidelined in climate discussions. “The ocean receives less than 1% of global climate financing, yet it offers some of the most powerful natural solutions to climate change.”
Addressing the financing gap, Fernandez announced the launch of Velamar, a new asset management platform designed to channel investments into the sustainable blue economy. “To meet the UN Sustainable Development Goals by 2030, we need around $170 billion annually, but current financing falls far short,” she said. “Before bringing in the right financial actors, we must first build the infrastructure for ocean finance—from grassroots to government and technological innovation.”
This story was produced as part of the 2025 UNOC Fellowship organized by Internews’ Earth Journalism Network.
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