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In its recent white paper, The State of Global Sustainability Disclosures, Sprih Inc. analysed more than 200,000 reports from over 80,000 companies worldwide, creating one of the largest repositories of corporate sustainability data ever assembled. The findings show that sustainability reporting is no longer a fringe exercise.Yet comparability and consistency remain mainly out of reach for many businesses. 

According to Sprih, this is where artificial intelligence must move from being a reporting tool to becoming the backbone of ESG intelligence.

Increasing visibility

The white paper, powered by SustainSense, Sprih’s climate AI engine, reveals a paradox. Disclosure rates for Scope 1 and Scope 2 emissions are relatively mature across many regions and sectors and near-term targets are widely adopted. Energy consumption is commonly reported in aggregate.

Yet when we move beyond headline figures, fragmentation becomes obvious.

Scope 3 emissions, which are often the largest share of a company’s footprint, remain inconsistently disclosed. Water reuse and rainwater harvesting data are scarce and waste categorisation varies widely. Smaller firms, particularly those under US$100mn in revenue, lag significantly in both completeness and consistency.

The paper explains that without standardisation, sustainability disclosures risk becoming a patchwork of narratives rather than a coherent dataset. This makes investors struggle to benchmark risk, while regulators face uneven compliance landscapes. Moreover, procurement leaders lack visibility across supply chains and executives are left navigating strategy with incomplete maps.

But AI can help change this equation.

Teaching machines the language of sustainability

One of the most powerful insights from the white paper is methodological. SustainSense does not merely collect documents; it extracts, classifies, validates and normalises data across languages, formats and reporting frameworks. In other words, it teaches machines to understand sustainability.

This matters because ESG data is not structured by default. It sits inside PDFs, integrated annual reports, regulatory filings and standalone sustainability documents. Terminology can differ across jurisdictions and definitions evolve. Units can vary and even the placement of data within reports is inconsistent.

Agentic AI architectures, as described in the paper, create a structured layer on top of this chaos. They identify emissions figures, distinguish between location-based and market-based Scope 2 data, harmonise water metrics and align targets to recognised definitions such as near-term, long-term and net zero.

The result is not just a larger dataset, but a comparable one.

When thousands of disclosures are translated into a common analytical framework, patterns emerge. Europe’s leadership in comprehensive target-setting becomes quantifiable. Asia’s relative lag in Scope 3 transparency becomes measurable. The maturity gradient between large enterprises and SMEs becomes visible at scale.

According to Sprih, this is not anecdotal ESG, but rather "it is systemic ESG intelligence."

A strategic asset

For many companies, sustainability reporting continues to feel like a compliance obligation. But the white paper offers some hope. 

Executives can use AI-driven benchmarking to understand where their disclosure quality signals strength – or exposes weakness. Investors can assess governance resilience by examining not just target announcements, but the consistency of underlying metrics. Regulators can identify sectors where harmonisation efforts must intensify.

Crucially, AI can also surface blind spots. The analysis shows that while total energy consumption is widely reported, the breakdown between renewable and non-renewable energy is less consistent. Water withdrawal is commonly disclosed, but treatment and reuse metrics are rare. Waste generation is more visible than circularity performance.

These gaps, it seems, are not simply technical. They represent risk. In a climate-constrained world, incomplete value-chain data or poor resource visibility translates into financial exposure. AI could help transform ESG into static into dynamic risk management.

Better AI systems

Perhaps the most compelling idea in the white paper is the call for a global climate intelligence layer. If corporate disclosures are the raw material, AI is the infrastructure that makes them usable.

Imagine a landscape where investors can benchmark Scope 3 intensity across sectors in seconds; where procurement teams can map supplier emissions maturity; where policymakers can evaluate regional adoption of net-zero commitments with precision rather than estimates. Sprih says that this is not speculative, as it is already emerging. 

However, the technology community must recognise that scale alone is insufficient. AI systems must be transparent, auditable and continuously learning. They must adapt as reporting frameworks evolve and new regulatory requirements emerge. They must balance automation with validation to ensure trust.

Equally, companies must view AI not as a shortcut to green credentials, but as a tool for accountability. The question for the market is no longer whether AI will shape ESG. It is whether organisations are ready to operate in a world where sustainability performance is no longer hidden in footnotes, but illuminated by intelligence at scale.

The inaugural IFAT Saudi Arabia aims to accelerate investment in sustainable waste and water infrastructure across the Kingdom. The event will focus on knowledge exchange, policy dialogue, and sector collaboration through a strategic summit and a CPD-certified conference programme.

Taking place from 26-28 January at the Riyadh Front Exhibition & Conference Center, IFAT Saudi Arabia is designed to support national development goals and market readiness. The Summit and conference stages will examine how policy, capital, and technology can enhance waste and water systems, promote circular economy models, and strengthen long-term environmental resilience.

“Strengthening waste management systems is a key priority for supporting environmental protection, operational efficiency and resource recovery,” said Dr. Abdullah Al Sebaei, CEO of the National Center for Waste Management (MWAN). “IFAT Saudi Arabia creates a focused environment for stakeholders to exchange knowledge, review international experience and align on strategic approaches that support the Kingdom’s regulatory direction and circular economy ambitions.”

The invite-only IFAT Saudi Arabia Summit on 26 January will bring together senior government officials, regulators, investors, and industry leaders to discuss the strategic direction of the Kingdom’s waste and water sectors. Sessions will focus on impact investment, public-private partnerships, stakeholder engagement, and future readiness, featuring regional and international case studies and policy insights.

Key discussions include the Leaders Panel, which will assess the evolving waste and water economy in Saudi Arabia, and the Water Security Panel, led by the Saudi Water Authority, focusing on governance and integrated strategies for national water security. “A secure and resilient water sector requires long-term planning, strong governance and close coordination across public and private stakeholders,” said Eng. Mamdooh Alshuaibi, Vice President of Sustainability and Water Sector Services at the Saudi Water Authority. “IFAT Saudi Arabia provides a timely setting to discuss policy priorities, investment frameworks and technical approaches that support efficient water use, system resilience and sustainable service delivery across the Kingdom.”

Complementing the Summit, the CPD-certified conference programme will run across two thematic stages. Orange Stage will focus on waste management, recycling, and circular economy practices, featuring sessions on smart municipal solid waste systems, operational efficiency, and the role of digitalization and cybersecurity. Highlights include a panel marking the launch of the World Bank’s latest report on Solid Waste Management in MENA, in collaboration with the International Solid Waste Association.

Blue Stage, running 27–28 January, will explore water resilience, desalination, reuse, and digital transformation for utilities and industrial users. Sessions include a panel on Middle East water resilience organized by German Water Partnership, a brine mining case study led by NEOM, and discussions on financing and PPP models led by the International Water Association.

By connecting policy, investment, and applied solutions, IFAT Saudi Arabia aims to drive informed decision-making, cross-sector collaboration, and practical delivery across the Kingdom’s environmental ecosystem.

As artificial intelligence reshapes global digital infrastructure, the Gulf is racing to build the high-density data centres needed to support it. But according to Greg Parker, senior managing director at FTI Consulting, the next generation of facilities is placing unprecedented pressure on construction sequencing, commissioning and programme certainty across the GCC.

“High-density data centre designs are fundamentally technology-led,” Parker explains. “The building envelope and MEP architecture are directly influenced by the type of power infrastructure, AI clusters, rack configurations, power density and redundancy targets being deployed.”

In the GCC, where extreme heat and wind-blown sand are persistent operational risks, that relationship is even more acute. Liquid cooling is rapidly emerging as the only scalable solution for high-density AI environments. However, the higher specification and extended lead times of associated MEP systems are reshaping delivery models.

Sequencing under desert conditions

Parker notes that much of the industry discussion centres on modularisation and manufacturing-style delivery. Yet he cautions that modular approaches alone do not guarantee cost or schedule benefits.

“Modularisation has existed in the construction industry for decades,” he says. “Without corresponding changes to capital delivery models, procurement strategies and flexibility to accommodate customer requirements, modularisation alone does not reliably deliver CAPEX efficiencies or materially accelerate Ready-for-Service dates.”

Where customer requirements and system architectures are tightly aligned, targeted modularisation can improve schedules. But benefits seen in cooler climates do not always translate easily to the Gulf. Environmental ingress, particularly sand, presents a serious threat to high-density cooling systems.

In AI facilities, Parker explains, tolerances are tight and thermal margins are minimal. “AI chips operate close to their thermal limits, and HVAC derating in extreme heat conditions becomes severe.” As a result, envelope performance and airtightness are critical-path issues. Wind-blown sand can clog high-density heat exchangers “in a matter of hours rather than months”, driving renewed focus on airlock access strategies and positive pressurisation.

Structural design is also shifting. High-density AI racks significantly increase pounds-per-square-foot loads, often necessitating deeper piling or slab-on-grade solutions. Meanwhile, higher-pressure refrigerant systems introduce heavier components and more complex welding requirements, increasing the risk of hard-to-detect leaks and complicating long-term reliability.

Summer construction further compounds these pressures. Regulatory work-hour restrictions and extreme temperatures reduce productivity and increase defect risk, particularly during commissioning and integrated testing, which remain site-based despite prefabrication gains.

Technical and labour constraints

AI workloads are driving what Parker describes as a “step-change” in rack density, power demand and cooling complexity. Electrical infrastructure must often be upgraded, with earlier engagement required to secure utility capacity. Structurally, thicker slabs, higher reinforcement ratios and deeper foundations add cost premiums compared to conventional facilities.

Cooling systems present equal challenges. Liquid-cooled environments demand pharmaceutical-grade cleanliness and ultra-tight installation tolerances. Yet there is a global shortage of highly specialised mechanical and electrical trades capable of delivering 80–100kW per rack environments.

“These challenges cannot be solved by increasing manpower alone,” Parker emphasises. “Progress is constrained by the availability of highly skilled teams.”

Lead times for critical equipment are extended and largely inflexible, making early procurement decisions central to programme certainty. Commissioning in desert climates is particularly complex. Liquid cooling systems require stringent flushing regimes and disciplined water-quality management, especially given regional variability.

Commissioning-led delivery

To mitigate risk, developers are shifting towards commissioning-led planning models. Selective modularisation, including E-houses and skid-mounted systems, is being combined with enhanced logistics management and, in some cases, parallel on-site pre-assembly yards.

Digital tools are also evolving. The use of digital twins now extends beyond design coordination into virtual commissioning and logistics simulation. This allows teams to validate buildability and test control logic before installation, reducing late-stage rework.

Hybrid remote commissioning models are emerging in response to specialist shortages. Using live telemetry and virtual control centres, experienced engineers can support multiple projects simultaneously, reducing mobilisation requirements and improving first-pass issue resolution.

Supply-chain engagement is moving upstream. Developers are aligning with MEP suppliers during early design phases to secure manufacturing slots and place long-lead orders ahead of EPC appointments. Defensive procurement strategies, including in-region warehousing of critical components, are increasingly common.

Energy strategy is equally central. On-site generation and Battery Energy Storage Systems (BESS) are no longer contingencies but core elements of programme certainty, particularly where grid upgrades lag behind development timelines.

Scaling at pace

Looking ahead, Parker sees a widening gap between announced capacity and actual construction output across the GCC. Since 2023, marketed capacity has grown sharply, while delivery rates in some markets have effectively flatlined.

To bridge this gap, he advocates greater standardisation through an “80:20 kit-of-parts approach” that enables rapid scaling while retaining flexibility. At the same time, developers are strengthening in-house capital delivery teams to maintain direct control over outcomes.

“The challenge for developers is not simply building ‘bigger’ or ‘denser’ facilities,” Parker concludes. “It is delivering highly engineered assets where power, structure, cooling, logistics and specialist labour must align precisely.”

As AI-driven demand accelerates, success in the GCC will depend on early design freeze, defensive procurement, digital validation and energy-aware design strategies. In a market defined by extreme climate and compressed schedules, certainty, resilience and scalability are fast becoming the defining competitive advantages.

DMCC has announced its intention to join the Natural Diamond Council (NDC) in 2026, aligning the world’s largest diamond trading hub with the industry body responsible for global category marketing of natural diamonds.

The announcement was made on the sidelines of Mining Indaba in Cape Town during the second high-level meeting of the Luanda Accord. Signed in Angola in June 2025, the Luanda Accord commits producer governments and industry participants to renewed, collective investment in the promotion of natural diamonds. The framework brings together key stakeholders including DMCC, De Beers Group and producer governments, and is led by the Natural Diamond Council.

Reflecting strong government engagement, the meeting was overseen by ministers from leading African diamond-producing countries, including H.E. Diamantino Pedro Azevedo, Minister of Mineral Resources, Petroleum and Gas of Angola; H.E. Bogolo Joy Kenewendo, Minister of Minerals and Energy of Botswana; H.E. Modestus Amutse, Minister of Industries, Mines and Energy of Namibia; and H.E. Julius Daniel Mattai, Minister of Mines and Mineral Resources of Sierra Leone.

DMCC’s move comes at a time of structural pressure for the global diamond industry, as shifting consumer preferences, increased competition and heightened scrutiny around provenance and responsible sourcing reshape demand. Founded and funded by leading diamond producers and industry stakeholders, the NDC aims to rebuild consumer confidence through coordinated global marketing and education initiatives, particularly in key consumer markets.

By declaring its intent to join the council, DMCC said it will support collective efforts to strengthen consumer demand for natural diamonds, in line with the principles of the Luanda Accord. The move forms part of Dubai’s broader strategy to reinforce its influence across the global diamond ecosystem as the sector seeks to stabilise trade flows and return to sustainable growth.

The Cape Town meeting also marked the formal accession of the Government of Namibia to the Luanda Accord, while India’s Gem and Jewellery Export Promotion Council (GJEPC) signed a memorandum of understanding outlining a pathway to join the NDC by May 2026. Alongside DMCC’s announcement, these developments signal growing momentum behind coordinated global marketing for natural diamonds. Membership of the NDC remains subject to agreement on financial contributions and the completion of internal legal and regulatory processes.

Ahmed Bin Sulayem, Executive Chairman and Chief Executive Officer of DMCC, said: “Our decision to join the Natural Diamond Council reflects both the scale of Dubai’s role in the global diamond trade and our responsibility to support the long-term integrity and demand of the natural diamond category. As the world’s leading diamond trade hub and home to more than 1,300 diamond companies, this step underscores our commitment to strengthening consumer confidence and safeguarding the future of the sector.

“At a time of structural change across the industry, collective action grounded in transparency, responsible sourcing and sustained consumer trust is essential. DMCC will continue to work closely with industry and producer governments, contributing our convening power and market insight to initiatives that support the resilience and long-term growth of the global diamond sector.”

Amber Pepper, Chief Executive Officer of the Natural Diamond Council, said: “Collective action is essential to protect the integrity and desirability of natural diamonds. I welcome the opportunity to work with DMCC to ensure that efforts to support the natural diamond sector are aligned and amplified globally.”

DMCC is home to the Dubai Diamond Exchange and a community of more than 1,300 diamond and precious stones companies. Over the past two decades, it has played a central role in shaping global diamond trade flows while contributing to international policy discussions on governance, traceability and compliance through its longstanding engagement with the Kimberley Process, which it has chaired on three occasions.

The Luanda Accord signatories and the Natural Diamond Council have called on stakeholders across the value chain, from miners and traders to manufacturers and retailers, to support the initiative, stressing that sustained investment in consumer demand will be critical to the long-term resilience of the natural diamond sector.

EMSTEEL Group, one of the region’s largest publicly traded integrated steel and building materials manufacturers, has signed a new long-term freight agreement with Oldendorff Carriers covering the import of key raw materials to the UAE.

Under the renewed five-year agreement, Oldendorff Carriers will continue to provide dedicated bulk shipping services for EMSTEEL’s raw material imports, ensuring safe, reliable and efficient maritime logistics. The contract, with a total indicative value of approximately AED 600 million over its term, reflects the scale and strategic importance of the partnership.

The agreement builds on more than 20 years of collaboration between the two companies, a relationship that has supported EMSTEEL’s industrial expansion and strengthened the resilience of its supply chain. As part of the arrangement, Oldendorff Carriers will manage the transportation of approximately 5.2 million tonnes of iron ore pellets annually from multiple global sources. The shipments represent a critical logistical link between EMSTEEL and its suppliers, enabling seamless coordination, dependable deliveries and close supply chain integration.

Eng. Saeed Ghumran Al Remeithi, Group CEO of EMSTEEL, said the agreement reinforces the company’s commitment to working with trusted partners. “This long-term agreement with Oldendorff Carriers reaffirms our focus on reliability, operational excellence and performance. It ensures the steady and efficient flow of raw materials required to produce the steel that underpins regional infrastructure, industrial development and sustainable growth,” he said.

Patrick Hutchins, CEO of Oldendorff Carriers, highlighted the strength of the long-standing relationship between the two organisations. “We are proud to continue our partnership with EMSTEEL. Over the years, our collaboration has been built on trust, transparency and shared objectives. We look forward to further strengthening this cooperation in the years ahead,” he said.

The renewed agreement underscores the shared commitment of both companies to long-term collaboration, operational reliability and mutual growth. By securing stable raw material transport capacity, EMSTEEL aims to maintain production continuity and support the ongoing development of the UAE’s industrial and construction sectors.

The UAE’s industrial and logistics sector maintained strong momentum in 2025, with rents rising across all major submarkets, as tight supply conditions continued to shape market performance, according to Knight Frank’s latest UAE Industrial and Logistics Report.

High occupancy levels and sustained rental growth were recorded nationwide, supported by solid economic fundamentals and expanding activity from both domestic and overseas occupiers, particularly logistics operators from mainland China. Investor appetite for industrial and logistics assets also remained firm, underpinning transaction volumes across the sector.

Faisal Durrani, Partner and Head of Research, MENA at Knight Frank, said: “Investor appetite remains firm and competition for institutional-grade stock continues to strengthen, placing further downward pressure on prime yields towards sub-8% territory. This should support capital values, even as rental growth moderates in parts of the market.”

He added that while new supply due in 2026 could begin widening the rental performance gap between older and higher-specification facilities, rental levels are expected to remain firm overall. “We expect the demand drivers that have underpinned rental growth over the past few years to be sustained this year,” Durrani said.

Dubai rents continue upward trend

Dubai’s industrial and logistics rents climbed further in 2025, driven by strong occupier demand and rising land and construction costs.

Al Quoz remained the city’s most expensive industrial submarket, with rents reaching AED 100 per sq ft, supported by its central location. Dubai Industrial City recorded the strongest annual rental growth at 32%, with rents rising to AED 58 per sq ft amid constrained high-quality supply and growing manufacturing demand. Dubai South followed, with rents increasing 25% year-on-year to AED 45–55 per sq ft.

Grade-A assets in Jebel Ali Free Zone (JAFZA) also posted annual increases of around 22%, reaching AED 40–45 per sq ft. Meanwhile, more established inland areas such as National Industries Park and Dubai Investment Park saw rental stabilisation, as relatively higher vacancy levels tempered upward pressure.

Maxim Talmatchi, Partner and Head of Industrial and Logistics, Middle East, said JAFZA presents further upside potential. “With its proximity to Jebel Ali Port and appeal to multinational occupiers, we anticipate scope for further rental growth,” he said.

Knight Frank is tracking 6.6 million sq ftof new supply scheduled for delivery in 2026, with additional completions expected in 2027 and 2028. However, Talmatchi noted that near-term supply will remain relatively constrained in prime locations.

“We expect Dubai’s industrial and logistics supply pipeline between 2026 and 2029 to be relatively stable in the near term, before rising sharply towards the end of our forecast period,” he said. “This new supply should offer some relief to occupiers in the form of stabilisation, or softening in rents in some locations, which could begin towards the end of 2026.”

Demand in 2025 was led by logistics and manufacturing occupiers, each accounting for 21% of total requirements, followed by retailers and traders at 14% and technology-focused occupiers at 12%. Mid-sized warehouses between 10,000 and 50,000 sq ft accounted for the majority of demand in the second half of the year.

Abu Dhabi market anchored by diversification strategy

Abu Dhabi continued to advance its industrial diversification strategy, with 33% of the UAE’s US$5bn in awarded industrial contracts last year located in the emirate.

Rental growth was more measured than in Dubai, with performance largely driven by asset quality and proximity to key transport corridors. The Abu Dhabi Airports Free Zone recorded the highest average rents at AED 625 per sq m, followed by KEZAD Mussafah (ICAD) and Al Falah at AED 550 per sqm, and Mussafah at AED 500 per sqm.

Talmatchi said: “Market conditions in Abu Dhabi are likely to remain broadly stable through 2026, with demand anchored around the ICAD and KEZAD clusters. A disciplined approach to land release and development remains a key stabilising influence, restricting excess supply and limiting volatility in rental performance.”

Looking ahead, project completions in Abu Dhabi are expected to exceed US$1bn in Q1 2026, with another major peak forecast in 2029.

The growth trajectory is underpinned by the Abu Dhabi Industrial Strategy, which aims to more than double the emirate’s manufacturing sector to AED 172bn by 2031, with a focus on foreign direct investment and priority industries including chemicals, machinery, electronics and pharmaceuticals.

Durrani said the UAE’s industrial and logistics sector is entering a more mature phase. “Performance will increasingly be determined at the asset level. Location, specification, tenant quality and active management will matter more than scale alone,” he said. “The medium- to long-term outlook remains positive, with occupiers expected to continue gravitating towards high-specification and quality assets.”