What have been the challenges around your ambition to embed sustainability at the very heart of all Red Sea Global operations?
Our sustainability goals are both ambitious and necessary, as we find ourselves in one of the most decisive decades in global history for protecting and restoring the planet. Action is urgently needed, and I believe that development can – and must – do better when it comes to impact on natural resources and habitats.
As with any project, challenges will always arise when you’re putting aside the status quo and looking to do things truly differently. It can create tension if an entire business or organisation isn’t fully aligned on one shared vision and working towards the same goal. Fortunately, at Red Sea Global we are pioneering a new approach to regenerative and responsible development, which everyone – from myself and the leadership team through to our talented workers onsite and the suppliers we choose to work with – has fully bought into.
But that’s not to say there aren’t other challenges to overcome. If you look at our development of THE RED SEA destination as an example, the sheer size and scale at over 28,000 square kilometers makes implementing and ensuring sustainable practices a significant task – one we’ve taken head on. The key to our approach has been setting a solid foundation from which to inform, assess and measure the impact of our operations.
This includes partnering with King Abdullah University of Science and Technology (KAUST) to carry out the most comprehensive marine spatial planning simulation ever undertaken, and the first one led by a private company, to model the environmental impact of the development and operation of the destination. Based on the simulation our master plan targets a net conservation benefit to the local environment of 30 percent by 2040.
To help us track and achieve that ambition, we recently undertook the largest environmental baseline survey ever conducted by a private developer, which identified important habitats as well as the creatures that call our destination home.
From this foundation, we have embedded new and innovative technologies across our operations to achieve our ambitions. From pursuing a destination-wide clean mobility strategy, to the construction of the world’s largest battery storage facility to enable our off-grid commitment, our projects will continue to have responsibility and sustainability at their core.
How have you utilised technology in your building approach and what implementation can we expect in the long-term?
Our building approach and construction methods have been a huge part of our sustainability ethos, utilising a range of innovative techniques that limit our impact and ensure we act as a responsible developer.
Even during the planning stage, we utilised technology such as machine learning to map out large areas of coral reefs and marine environments. This has allowed us to analyse and assess huge areas which wouldn’t have been possible if attempted manually, and subsequently inform how and where we develop.
In the construction phase, off-site manufacturing methods are helping to reduce waste, as well as lessen the human impact of construction activities on-site, such as noise, ground disturbance and vehicle movement.
Our innovative solid waste management centre is founded on the principle of zero waste to landfill, even during construction. We leverage the waste hierarchy by prioritising waste prevention, followed by reuse, recycling and other recovery options, before disposal. Where waste can’t be recycled, we incinerate it, utilising the resulting ash for bricks to be used at the destination.
We also have a composting unit that turns organic-rich waste into compost to be used for the project’s landscaped areas and at our landscape nursery, the largest in the region.
We’re also very proud of our decision to run both THE RED SEA and AMAALA on 100 percent renewable energy. At the heart of this vision are multiple solar farms, alongside the world’s largest battery storage facility, at 1,200MWh, ensuring we continue meeting power demand when the sun goes down. The resulting carbon savings is equivalent to half a million tonnes of CO2 emissions each year at each destination.
But we are always open to going further, and doing better. This is why we collaborate closely with some of the world’s greatest minds – including the likes of NASA, KAUST, University of Miami and Arizona State University – to explore new and more innovative approaches to development.
What role do THE RED SEA and AMAALA destinations play as part of Saudi Arabia’s larger Vision 2030 goals?
Both our existing destinations play a pivotal role as part of the broader goals of the kingdom. Vision 2030 itself has three overarching objectives: To support an ambitious nation, a thriving economy, and a vibrant society. At Red Sea Global, we see ourselves as a cornerstone of these ambitions, with a wider ambition beyond individual projects to help transform the nation and create massive economic opportunities for the people.
In line with Vision 2030, every decision we make is motivated by progression towards a more diverse, sustainable economy, and THE RED SEA and AMAALA showcase that perfectly. Both these unique destinations aim to enhance Saudi Arabia’s luxury tourism offering, positioning the kingdom as a new global tourism hotspot.
This in turn creates exciting opportunities for people, partners and suppliers in an almost entirely new industry, and the chance for young ambitious Saudis to learn new skills applicable on an international stage. I’m particularly proud of our Elite Graduate Programme, now in its fourth year, which provides Saudi graduates with entry-level jobs that equip them with hands-on experience in exciting roles alongside some of the world’s best talent.
You recently transformed from The Red Sea Development Company to Red Sea Global – can you tell us more about the business reasoning behind the change?
This is a huge moment for us as an organisation. This evolution follows the successful delivery of a number of crucial milestones in our existing projects, and reflects our new expanded mandate to oversee a growing portfolio of approximately a dozen new projects stretching the length of the Red Sea coast. With our growing portfolio comes an increased footprint that will create huge economic opportunities for the people of Saudi Arabia, predicted to be hundreds of billions of riyals.
Alongside this, we’ve been busy establishing a series of exciting new businesses under the Red Sea Global name, with the aim of enhancing our offer, enabling our sustainability ambitions, and driving significant uplift in the booming Saudi tourism industry and other areas.
It also marks the start of our evolution into a truly visionary global developer, keeping our Saudi heritage and roots but acting on our international ambitions to become the world’s most responsible developer. As part of this we will continue innovating to set new global standards in development, inspire the industry to do better and lead the category towards a smarter, more sustainable future.
It’s important to note that sustainability will remain at the very centre of Red Sea Global as an organisation. We’ll continue to prioritise both people and planet, protecting natural environments, enhancing communities, and honouring local cultures and history across our developments.
How have you sought to attract a global customer portfolio?
Both THE RED SEA and AMAALA appeal to the wants and needs of today’s modern luxury traveller, and are ready to welcome people from across the world. They champion the very best of Saudi hospitality and culture on the world stage, while catering to the needs of all, from adventure seekers and cultural enthusiasts, to sun seekers and wellness lovers.
Our focus on sustainability appeals to today’s eco-conscious consumer, with seven out of 10 holidaymakers globally stating they want to take an active part in caring for the environment when travelling.
A growing desire to visit the kingdom already exists too, with Saudi Arabia having welcomed over 4 million international tourists in 2021 alone. Now with the world opening up following the pandemic, we’re seeing booming interest from discerning travellers who are keen to make up for lost time.
Our destinations are perfectly located to tap into that demand, within just three hours flying time of 250 million people, and an estimated eight hours flying time for 80 percent of the world’s population.
Do you foresee any challenges ahead of THE RED SEA’s launch next year?
Not at all – we’re fully on track to welcome our first guests in 2023. We’re working closely with our partners, suppliers and a number of world-class international brands to make sure our guests will have an amazing experience, whether dining in best-in-class restaurants, diving one of the world’s few thriving coral reefs, or exploring the local cultural heritage sites. I’m certain they share my excitement to see our first destination open to the world and to showcase the absolute best of what Saudi Arabia has to offer.
How did the project continue its development throughout the Covid-19 pandemic?
Throughout the pandemic, we were able to maintain 40 percent of our workforce on site safely. To ensure that everyone had enough space to socially distance, we moved a proportion of workers to temporary accommodation outside of our Construction Village, including four local schools. This was facilitated in coordination with the local government.
This meant that new contracts continued to be awarded to local and international suppliers, that construction and planning milestones were still met, and that we were able to set ourselves up to be in the strong position we are today.
Talk to us about your personal leadership style.
After almost four decades in the property and development sector, I’ve got a wealth of experience when it comes to leading an organisation. If I had to summarise my personal leadership style in one word, I’d probably say ‘collaborative’. I believe it’s absolutely crucial to work hand-in-hand with not just your board and leadership team, but with colleagues throughout the organisation, to ensure that all points of view are heard, and that diversity of thinking is applied to every challenge.
At the same time, it’s important to be open and transparent. As CEOs, we won’t always have all the answers all of the time, and we’ll need to admit that and look for solutions from our teams and partners. This is particularly true when you’re attempting to do things that have never been done before, like we’re doing here at Red Sea Global. Collaboration between teams, and collaboration with external organisations, will get you a lot further than trying to go it alone.
At Red Sea Global, the concept of collaboration takes on a deeper meaning as we prioritise the upskilling of young Saudis and future proof our business for the years ahead.
Do you have any insights on managing and merging a diverse, international team?
This similarly goes back to my last point on collaboration. Diverse teams can present diverse points of view, which often leads to better ways of thinking – the key is to encourage those you manage to voice those views, collaborate across teams to explore new ideas and innovations, and work together to put those ideas into practice.
Being a Canadian who has lived and worked in London for so many years, plus five years spent in the Bahamas, and then being invited to lead this incredible organisation here in Saudi Arabia, I have a first-hand perspective on how best to integrate and lead an international team. In fact, all of my previous roles, involved building organisations from scratch, invariably consisting of international teams.
But it’s been smooth sailing so far, mostly thanks to the commitment and dedication from our employees and my leadership team, all of whom are working towards one shared vision – a point I think is crucial in keeping a team of this size engaged.
How has your leadership style been affected by the pandemic and the rise of remote working?
As with every organisation, the pandemic created new challenges for us, and I had to adapt my style of leadership to meet them. I enjoy meeting with people, discussing ideas and challenges in person and brainstorming the best steps forward. It’s never ideal having to manage teams through a screen on Teams or Zoom, but fortunately our safety measures and swift thinking allowed our onsite teams to continue their work as usual and make significant progress, while the rest of our teams were able to get back into the office quickly. Really, we have been able to keep the impact of the pandemic on our people to an absolute minimum.