Day Three ConferenceThursday, 18 May 2023 - GT (Gulf Time, GMT+04:00)

Today’s supply chains are in turmoil — much of which is caused by the responses of participants in the supply chain to wild swings in demand. System crises need system solutions, which is why point-solutions alone will not suffice. The oscillations will continue for many months and possibly years, depending on the nature of the disturbance, their frequency, and the responses of elements of the supply chain.

In this scene-setting panel we establish what the priorities are for Maritime Logistics, in the context of inflation, near shoring and non-stop disruption.

A wave of private sector projects, combined with high levels of government spending and investment plans, is bringing renewed optimism to the maritime logistics sector.

Last year, Dubai Maritime City (DMC), DP World’s multipurpose maritime zone, has launched a $38.11 million project to develop its infrastructure as the emirate seeks to strengthen its status as a global maritime hub. The UAE has a sizable transportation and road infrastructure projects pipeline, including the $11 billion Etihad rail project, the $5.9 billion proposed hyperloop project between Dubai and Abu Dhabi, the $2.7 billion Sheikh Zayed double-deck road project, and more.

An impressive fleet of regional and global operators are already seeing returns from these investments, translating them into benefits for their customers and a competitive edge.

In this session we check in with infrastructure projects development and more importantly, what's on the horizon in terms of business opportunities in the GCC.

In Maritime Logistics, an industry increasingly more connected, highly competitive, and particularly vulnerable to events – geo-political, climate— related and extreme weather and economic, agility is the name of the game. Add to this, a business environment characterised by low margins and the imperative of differentiation, and it becomes easy to see that to succeed, a business must become truly smart. To do so, businesses must realise the true potential of Data: achieving efficiency and boosting profitability. So, let’s look at how data has transformed Maritime Logistics, what the real ROI is and what to look out for in the future.

In our business, change comes one of two ways: compliance or the customer. In the case of decarbonization and wider sustainability, it’s both. Supply chains have already been taken apart and rearranged in an effort to respond to these pressures and this is only the beginning.

We are moving towards the point where complying with sustainability rules to achieve generic industry targets will no longer suffice. Instead, the market will move towards those who can demonstrate they are making a positive difference, as mandated by the customer.

With this in mind, we turn to what good and bad looks like, in the sustainability-driven maritime logistics industry, how a strong ESG strategy can help get a competitive edge and the nitty-gritty of rules and compliance.

To conclude this day dedicated to Maritime Logistics in the tone it was intended and help our audience leave with very clear take-aways, we ask one question: What is the current regulatory landscape and what are some considerations which responsible operators must include in their medium and long term strategies?

More to the point, we will discuss:

• International regulatory obligations, including decarbonisation and other ESG and CSR related
• Taxes, duties and customs and how this is evolving and will impact logistics operations.

Growing concerns about sustainability have catapulted corporate ESG (environmental, social and governance) performance into the spotlight in all industries, Maritime being no exception. While much of the momentum has focused on environmental performance and certain social indicators – such as diversity, inclusion and modern slavery – there has been comparatively little emphasis on corporate governance, the “G” in ESG.

In addition to being one-third of the ESG equation, the G is also foundational to the realization of both the E and S. Behind each breach of a company’s environmental or social commitments lies ineffective corporate governance, be it inadequate anti-corruption practices, perverse incentive structures, contradictory lobbying activity, or ill-equipped leadership.

In this session we discuss the role of Governance in a coherent ESG policy and more importantly, how to build or reshape in such a way that it supports the delivery of environmental and social targets.