JEDDAH, Saudi Arabia, 10 November 2025: elm said it is participating as the strategic sponsor of the 5th Hajj Conference and Exhibition, which is being held from November 9 to 12, under the patronage of the Custodian of the Two Holy Mosques, King Salman bin Abdulaziz Al Saud, and organised by the Ministry of Hajj and Umrah in collaboration with the ‘Pilgrim Experience Program’. Making the announcement through a Press Release, the company said the event serves as a platform to present technological innovations and solutions that support the Umrah and Hajj ecosystem and is in line with Saudi Arabia’s goals of Saudi Vision 2030, which aims to enhance services for pilgrims.

elm said its participation is supported by its long-standing partnership with the Umrah and Hajj ecosystem and its ongoing support for development initiatives across previous editions of the conference. The company said its involvement reinforces its role in fostering the digital transformation of pilgrimage services through AI-powered solutions that have increased service efficiency and quality. elm added that it continues its efforts to digitise procedures and leverage advanced technologies to deliver seamless and integrated experiences for pilgrims.

elm said that during the conference its pavilion showcases a portfolio of AI-powered digital solutions that demonstrate its expertise in enhancing services and operations across the Umrah and Hajj ecosystem. The company said it continues to develop solutions using intelligent analytics, system integration and predictive capabilities to improve efficiency and advance digital transformation.

elm said one of the showcased offerings is its API & Integration Solutions Platform, which it described as enabling the connection of government and commercial services through flexible APIs, to enable the rapid launch of services. The company said it is also presenting payment, invoicing and e-wallet solutions to support secure financial transactions that integrate into government systems.

elm said it is demonstrating its digital security and safety solutions that enable permit management, facility monitoring and early warning capabilities within a unified digital environment. The company added that it is also presenting automated logistics platforms designed to improve operational processes and service efficiency for Hajj operations.

elm said its portfolio includes field solutions aimed at enhancing pilgrim experiences and crowd control, including the ‘Nusuk Marhaba’ project which provides a structured digital journey from arrival to departure. The company said it is also showcasing flow management solutions for Al-

Rawdah Al-Sharifa Simulations and Tawaf Simulation as models of AI-enabled crowd management and visitor safety. elm said it is presenting digitisation and electronic platform solutions that form its integrated AI ecosystem, including the ‘Nuha’ elm Linguistic AI Model developed in-house, which the company described as an AI-powered partner that combines natural language processing, task automation, and voice interaction. The company said these technologies support operational activities, analyse field data and predict patterns to enhance the quality and sustainability of pilgrim services.

Majid bin Saad Al Arifi, Official Spokesperson and Vice President of Marketing, elm, said: “By participating in the Hajj Conference and Exhibition 2025, we reaffirm our commitment to support the advancement of the Hajj and Umrah services by offering our state-of-the-art digital and AI-powered solutions. It further reinforces our role as the national partner working alongside government entities to offer exceptional experiences for the Guests of Allah, combining operational and technological efficiency with a human dimension.”

elm said its strategic sponsorship underscores its commitment to driving digital transformation through AI-powered technologies that align with Saudi Vision 2030. The company said its participation supports the Kingdom’s aim of providing smart service delivery and crowd management for Hajj and Umrah pilgrims.

Cooling as a Service (CaaS) is a pay-per-use model, where a provider designs, finances, installs, operates and maintains cooling systems, such as chillers, pumps and air-handling units, among others, while the building owner, end-user or customer does not make the large upfront capital investment (CapEx) in the cooling equipment; instead they pay the provider a regular fee – often consumption-based or fixed plus variable – for the “cooling service”, which could be in the form of chilled water or conditioned space delivered.

The CaaS model provides endless benefits, as it has the potential to deliver highly efficient projects, reducing operating costs, lowering greenhouse gas (GHG) emissions and providing better Indoor Air Quality (IAQ) for consumers. We can consider CaaS as an ideal solution in the UAE, where cooling is a major driver of electricity demand. In addition, this model can help achieve different government commitments, such as the UAE’s Energy Strategy 2050, the Abu Dhabi Energy & Water Efficiency Strategy 2030 and Dubai’s DSM Strategy.

The purpose of this paper is to comprehend the hidden treasures behind CaaS, by tackling some challenges in adopting this model and identifying opportunities to use this service in the most efficient way, to create value and move forward towards a more sustainable future.

Background

Space cooling is the fastest growing end-use in buildings. Demand has more than doubled since 2000 and keeps accelerating as temperatures rise and incomes grow. It is known that AC fans use ~20% of all electricity in buildings, worldwide, straining grids during hot hours. Global AC units are projected to flow towards ~5.6 billion by 2050, adding >1,200 TWh of extra electricity demand by 2035 under current policies.

The MENA region has a hot-humid climate (regular >45-50 degrees C summers), making mechanical cooling essential, driving electricity use up and leading to sharp daily peaks. For this reason, buildings consume a very large share of electricity in the UAE (historically cited around ~70–80%), with air-conditioning responsible for the major load. Within buildings, cooling commonly accounts for >50% of annual electricity and can reach ~80% in UAE residences; it also dominates peak demand.

The International Energy Agency (IEA) reports that cooling and desalination are expected to account for close to 40% of electricity-demand growth in MENA through 2035.

As such, the UAE has developed different climate change strategies to enhance energy efficiency and reduce energy use. Some of these strategies are the Energy Strategy 2050, which targets 40% improvements in energy efficiency; the Abu Dhabi’s Strategy, which targets a 22% electricity reduction by 2030 and the Dubai’s DSM Strategy, which targets 30% energy reduction by 2030.

CaaS business model

CaaS can offer a transformative approach to efficient and sustainable cooling, by shifting the business model from equipment ownership to performance-based service delivery. Instead of purchasing and maintaining chillers or air conditioning systems, clients pay only for the cooling output. This model allows service providers to deliver the same amount of cooling with less energy, promoting continuous efficiency upgrades and lifecycle optimisation.

By integrating high-efficiency technologies, AI, IoT, smart controls and data-driven performance monitoring, the CaaS model ensures that systems run at their optimal operating conditions throughout their lifespan. The model also removes upfront capital barriers, allowing building owners and industries to access state-of-the-art cooling without large investments, while simultaneously achieving measurable reductions in energy use, carbon emissions and operating costs.

This table compares and highlights the benefits of CaaS over conventional cooling models…

Category	Traditional Ownership Model	Cooling-as-a-Service (CaaS)
Upfront Investment	High CAPEX upfront; owner bears all equipment costs	No upfront CAPEX; payment based on cooling delivered (OPEX model)
Operational Responsibility	Building owner responsible for operations, maintenance and efficiency	Service provider responsible for performance, efficiency and uptime
Incentive Structure	No incentive to optimise beyond basic compliance	Strong incentive to reduce energy use and optimise system performance
Energy Efficiency	Efficiency depends on owner’s management and age of equipment; often declines over time	High-efficiency technologies and smart controls ensure sustained savings
Carbon Emissions	Typically, higher due to inefficient or poorly maintained systems	Lower emissions through efficient systems and renewable integration
Maintenance & Performance	Maintenance costs rise with equipment age; performance drops	Continuous maintenance ensures peak performance and reliability
Financial Flexibility	Capital tied up; limited financial flexibility for upgrades	Improves cash flow; predictable monthly payments and reduced financial risk
Indoor Air Quality & Comfort	Often inconsistent air quality; outdated systems lack filtration & humidity control	Enhanced Indoor Air Quality through real-time monitoring and optimised ventilation
Technology Upgrades	Upgrades delayed due to cost; technology becomes outdated quickly.	Providers regularly upgrade to best available technologies to stay competitive
Data & Monitoring	Limited monitoring; reactive maintenance approach.	Real-time data, digital twins, and predictive analytics enable optimisation
Social Impact / Workforce	Limited job creation beyond installation; fragmented service sector.	Creates skilled local jobs in maintenance, analytics and green service sectors
Alignment with Sustainability Goals	Indirect alignment with ESG goals; performance not measured or verified	Direct contribution to national energy efficiency and Net Zero targets

It can be seen that the CaaS model is a foundation for sustainable urban cooling, as it aligns financial returns with environmental outcomes, accelerating the transition to low-carbon technologies (such as District Cooling, thermal storage and renewable-powered chillers) and supporting national Net Zero and energy efficiency targets.

Challenges and common misconceptions

While CaaS offers a transformative approach to delivering efficient and sustainable cooling, its implementation is often hindered by a range of challenges and misconceptions. Many stakeholders still view CaaS through the lens of traditional HVAC ownership models, underestimating its financial and operational advantages. Barriers such as limited awareness, perceived complexity of performance-based contracts, financing constraints and uncertainty over long-term savings have slowed its wider adoption. In practice, these misconceptions mask the proven potential of CaaS to reduce energy consumption, lower emissions and to shift the cooling industry toward outcome-based efficiency.

Misconceptions and advantages

• CaaS is just expensive outsourcing: In reality, most of the lifecycle cost is electricity. By shifting CapEx to OpEx and aligning provider revenue with efficiency outcomes, CaaS can lower Total Cost of Ownership, when efficiency gains are realised and verified.
• Vendor lock‑in reduces flexibility: Lock‑in risks can be mitigated through competitive procurement, clear performance KPIs (temperature, humidity, uptime), transparent metering, step‑in rights and fair exit clauses.
• It’s only for new-builds: CaaS lends itself to retrofitting existing plants with minimal disruption by phasing equipment swaps and using temporary capacity; many pilots globally were implemented as retrofit projects.
• District Cooling already solves this: District cooling is a network solution; CaaS applies service-based incentives at the building/plant level and can complement District Cooling connections through optimised secondary systems and controls.

Practical challenges to plan for

• Baseline quality and M&V: Poor historical metering and atypical occupancy can undermine fair baselines
• Creditworthiness and offtake risk: Long-term contracts require strong counterparties and transparent tariff pass‑through to tenants
• Procurement constraints: Public‑sector rules may favour CapEx procurement; outcome‑based tenders and PPP-style models help
• Refrigerant transition: Aligning with UAE policies, Montreal Protocol/Kigali Amendment to the Montreal Protocol to avoid future retrofit costs
• Data and cybersecurity: Define data ownership, access rights and interoperability with BMS/SCADA and DSM portals
• Integration with District Cooling: Delineate responsibilities and performance handoffs

CaaS business model implementation

Successful implementation of the CaaS business model requires strong partnerships between technology suppliers, financiers and facility owners, supported by digital monitoring systems that track real-time performance and energy use. This structure enables continuous optimisation of efficiency, transparent reporting of savings and alignment of financial incentives with environmental outcomes. It has been proven that by removing upfront capital costs and operational burdens, CaaS can accelerate the deployment of high-efficiency, low-carbon cooling technologies, advancing economic and sustainability goals for clients and governments.

Key steps for implementation

Implementing a successful CaaS business model requires a structured, multi-phase approach. The process begins with a feasibility assessment, identifying suitable buildings or facilities with high cooling demand and potential for energy savings. Next, a baseline study is conducted to measure current cooling consumption, system efficiency and operational costs – forming the foundation for performance-based contracts. The technical design phase follows, where providers propose high-efficiency or low-GWP systems, such as variable-speed chillers, District Cooling connections or hybrid renewable-powered systems). Financing models are then structured to align investor returns with verified savings, typically through ESCO-style or pay-per-use contracts. Once operational, the system is continuously monitored using digital platforms, smart meters and IoT sensors, ensuring transparency, predictive maintenance and ongoing optimisation. A robust Measurement & Verification (M&V) framework validates performance outcomes and builds trust among all stakeholders. Through this systematic process, CaaS providers can deliver guaranteed comfort, lower costs and measurable environmental impact, making it a scalable pathway towards sustainable cooling transitions.

Implementing a successful CaaS business model requires a structured, multi-phase approach, such as:

1. Feasibility assessment, identifying suitable buildings or facilities with high cooling demand and potential for energy savings
2. Baseline study to measure current cooling consumption, system efficiency and operational costs, forming the foundation for performance-based contracts
3. Technical design, where providers propose high-efficiency or low-GWP systems (such as variable-speed chillers, District Cooling connections or hybrid renewable-powered systems)
4. Financing models are then structured to align investor returns with verified savings, typically through ESCO-style or pay-per-use contracts
5. Continuously monitor the system, after it is operational. Use digital platforms, smart meters and IoT sensors, ensuring transparency, predictive maintenance and ongoing optimisation
6. Validate performance outcomes and build trust among all stakeholders with a robust Measurement & Verification (M&V) framework

Through this systematic process, CaaS providers can deliver guaranteed comfort, lower costs and measurable environmental impact, making it a scalable pathway towards sustainable cooling transitions.

Key contractual considerations

The following table provides key considerations to take into account during the planning stage, to ensure a successful contractual agreement among the parties.

Category	Key Considerations
Contract Term and Pricing Model	Define contract duration (e.g., 10-15 years), pricing model (fixed, consumption-based, hybrid) and payment frequency. Include escalation clauses tied to inflation or energy tariffs
Performance Guarantees	Set clear KPIs (temperature, humidity uptime). Include penalties or credits for non-performance and methods for independent verification
Energy Consumption and Savings Sharing	Determine baseline energy use, measurement methods and savings sharing mechanisms. Clarify who pays for utilities and how efficiency gains are measured.
Equipment Ownership / Lifecycle / Upgrades	Specify equipment ownership, maintenance responsibilities, upgrade paths and technology-obsolescence clauses
Risk Allocation	Allocate risks for maintenance, energy price fluctuation, equipment failure, regulatory changes and force majeure events
Exit / Termination	Define end-of-term options (renewal, buy-out or return), early termination penalties and asset-transfer mechanisms.
Integration with ESG Disclosures	Ensure provider supplies verifiable data on energy use, emissions and performance for inclusion in ESG and GHG reports
Regulatory / Incentives	Check compliance with UAE building codes, Estidama / LEED requirements and eligibility for DEWA/DoE efficiency incentives
Alignment with Asset Strategy	Clarify how contracts transfer during property sale, expansion or redevelopment; include flexibility for load adjustments
Data Analytics and Monitoring	Include digital monitoring dashboards, predictive maintenance tools and monthly reporting of performance metrics

The above key considerations will ensure that service providers maximise the revenues, while providing a reliable, efficient and transparent cooling service to their customers.

Opportunities for savings, GHG emission reductions

1. Replace inefficient standalone air conditioners with centralised high-efficiency cooling, including district Cooling through CaaS: Prioritise buildings using split/window units that drive a disproportionately high share of cooling electricity; shift them to higher-efficiency CaaS offerings. This move cuts energy use and capex at once.
2. Add Thermal Energy Storage (TES) to shift and shave peaks: CaaS operators can finance and operate chilled water or ice storage systems to charge off-peak and discharge at peak, lowering bills and grid stress while reducing peak-related emissions. Case studies in hot-humid climates show strong techno-economic benefits and peak reductions.
3. Continuous optimisation with smart meters, sensors and analytics: Since providers are paid for cooling service, not kWh, they have a built-in incentive to deploy real-time monitoring, fault detection and predictive maintenance to keep plants at best-in-class efficiency over the lifecycle, locking in persistent savings versus install-and-forget models. Also supports DSM verification.
4. Low GWP refrigerants and Kigali Amendment-aligned transitions: CaaS contracts can internalise refrigerant selection, leak management and end-of-life recovery, accelerating the shift to low GWP refrigerants and avoiding future price/availability risks, as the GCC HFC phasedown begins in 2028. This cuts direct (refrigerant) and indirect (electricity) emissions.
5. Bundle envelope and controls retrofits to reduce cooling load before supply.
6. CaaS can be paired with EPC-style measures, better glazing, airtightness, shading and advanced controls/thermostat strategies, so the required cooling capacity drops, further reducing cost and emissions. Target priority segments: Malls, hotels, hospitals, mixed-use and government sectors. These large, steady loads are ideal for CaaS and District Cooling networks.
7. Improve Indoor Air Quality (IAQ) with efficiency co-benefits: Performance-based O&M enables optimised ventilation/filtration and humidity control without the usual energy penalty, improving occupant health and comfort while maintaining lower kWh/RT. This ties into DSM M&V and Green Building outcomes.

The next steps

To scale the CaaS model successfully across the UAE and wider region, stakeholders should focus on building an integrated ecosystem of policy support, financial innovation and digital monitoring frameworks. This includes standardising performance-based contracts, facilitating green financing instruments and strengthening data transparency for verified energy and emissions savings.

Partnerships among utilities, regulators and private developers will be essential to mainstream CaaS in new and existing developments, aligning with national initiatives such as UAE’s Energy Strategy 2050, the Abu Dhabi Energy & Water Efficiency Strategy 2030, Dubai’s DSM Strategy and the UAE Net Zero 2050 pathway. Looking ahead, Efficiency-as-a-Service (EaaS) represents the next evolution, broadening the model beyond cooling to include lighting, water and building systems. Together, CaaS and EaaS can drive measurable progress towards the UAE’s climate and energy-efficiency targets while making sustainable infrastructure more accessible and financially viable.

Practical measures for consideration:

1. Adopt outcome-based procurement: Specify cooling outcomes (kW/RT, kWh/m², comfort KPIs) and transparent M&V aligned with IPMVP
2. Align with DSM and building‑rating systems: Ensure compatibility with Abu Dhabi DSM, Dubai DSM, Estidama/LEED credits and utility incentives
3. Standardise contracts: Use term sheets that address performance guarantees, escalation, early termination, refrigerants and data sharing
4. Leverage concessional/green finance: Combine CaaS with green loans, sustainability‑linked loans and ESCO performance guarantees
5. Aggregate portfolios: Bundle multiple buildings to improve bankability and unlock scale economies in O&M, spares and analytics
6. Digitise operations: Require continuous monitoring, anomaly detection and monthly performance dashboards providing kWh, kW, COP/IPLV and tCO2e

Conclusion

The hidden treasures behind CaaS go beyond energy savings.

Performance transparency and data intelligence

CaaS unlocks real-time data on system performance, energy use and Indoor Air Quality. This creates a culture of accountability and empowers decision-makers with actionable insights for continuous improvement, something rarely achieved in traditional models.

Financial flexibility and risk transfer

By shifting cooling from CAPEX to OPEX, CaaS frees up capital for core business investments. The performance and maintenance risks are transferred to the service provider, turning uncertainty into predictable, contract-based outcomes.

Technology renewal and innovation

Because providers compete on efficiency and reliability, they are incentivised to upgrade equipment and integrate emerging technologies – AI-driven optimisation, thermal storage and low-GWP refrigerants – without burdening customers with extra costs.

Carbon and ESG value creation

Every kWh saved under a CaaS contract can be quantified and reported as verified emissions reduction. This helps clients enhance their ESG ratings, access green finance and demonstrate alignment with UAE Net Zero 2050 commitments.

Improved comfort and Indoor Air Quality

Continuous monitoring and optimized control of temperature, humidity, and filtration enhance occupant health and productivity—an often under-valued social benefit embedded in the model.

AI and predictive optimisation

AI is one of the most powerful enablers behind the success of CaaS. By integrating Machine Learning algorithms, digital twins and IoT data streams, CaaS providers can predict cooling demand, detect faults before they occur and automatically fine-tune system performance for maximum efficiency. This data-driven intelligence ensures that every ton of cooling is delivered with minimal energy waste and carbon footprint. AI also enables continuous benchmarking across portfolios, supports transparent reporting of savings and enhances decision-making for clients and regulators. In the UAE’s context, where digital transformation is a national priority, AI-powered CaaS systems represent a next frontier in achieving smart, low-carbon and resilient cooling for cities and industries alike.

Scalable pathway to Efficiency-as-a-Service (EaaS)

Once established, the CaaS framework paves the way for broader service models, covering lighting, water and energy systems, forming a foundation for holistic efficiency portfolios across the region.

The writer is Director, Energy Sustainability at Engineering Sustainable Futures. She may be reached at <angela@esfmena.com>.

References:

IEA – Future of Electricity in MENA: Cooling & desalination drive ~40% of demand growth (2025).

Abu Dhabi DoE – DSM & Energy Rationalisation Strategy 2030: 22% electricity, 32% water reduction targets.

Dubai Supreme Council of Energy – DSM Strategy 2030 annual reports: 30% savings target by 2030.

BASE – Cooling‑as‑a‑Service Initiative & White Paper: servitisation model and savings mechanisms.

UNEP U4E – Model Regulation Guidelines for efficient, climate‑friendly cooling.

Copenhagen Centre on Energy Efficiency

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Organised by TAB Group, the 2nd World Cold Chain Expo 2025, on September 10 and 11 in Dubai, brought together representatives from logistics, food, pharma, technology and policy to discuss how innovation, sustainability and collaboration can reshape the region’s cold chain infrastructure.

Held under the theme, “Future-Proofing Cool Chain: Technology, Sustainability and Innovation in the Middle East”, the event witnessed speakers exploring ways and means to align growth with efficiency and responsibility. They – and delegates – converged around a single premise: Technology may drive the cold chain’s evolution, but its success will ultimately depend on collaboration, compliance and circular thinking. Across sessions, panelists and speakers examined the pressures facing the sector, including rising energy costs, population growth, tightening environmental expectations and the pathways towards a resilient, data-driven future.

Technology and automation: Backbone of transformation

The speakers widely recognised digitalisation, automation and artificial intelligence (AI) as catalysts for change. Gurumurthi Shankar, Chief Operating Officer, Global Shipping & Logistics, said the cold chain remains an energy-hungry and high-cost industry, where “transformation is being led by technology”. He described how automation and robotics have enabled near-manless warehouse operations, while advanced refrigerant systems are reducing energy consumption and emissions.

Jean De Bernardi, Technical Director, Honeywell – Europe, the Middle East, Turkey and Africa, expanded on this, highlighting developments in insulation and CO₂ management that allow greater efficiency and control. Echoing the technological optimism, Shashi Shekhar, Founder and Chairman, Supply Chain and Logistics Group (SCLG), said that in the coming years “there will be focus on automation”. He added that AI and real-time data collection would reshape the ability to track and trace goods, enabling more responsive logistics networks.

For Fabrice Panza, Global Head of Pharma Development, Etihad Cargo, the most significant technological disruption is occurring in the pharmaceutical sector. He pointed to precision therapy as a defining trend that demands new cold chain models and highly trained personnel. “High quality is possible only if you strive for a centre of excellence,” he said, underscoring that data integrity directly affects product integrity.

Collectively, the speakers described a sector moving towards smarter, leaner and more predictive operations, one that embraces robotics, modular construction and integrated monitoring systems to maintain reliability while cutting costs.

Sustainability and energy efficiency

Sustainability cut across nearly every discussion, with several speakers linking innovation to environmental responsibility. Shankar said Global Shipping & Logistics had embarked on an ESG journey to curb carbon emissions through automation and solar energy. He acknowledged the challenges of maintaining solar panels in dusty conditions but noted the company was testing robotic cleaners to improve safety and efficiency.

De Bernardi emphasised that lifecycle analysis is essential when comparing refrigeration technologies, remarking that “comparing one technology to another does not make sense” without examining full environmental impact. He added that operational excellence through reduced CO₂ output, water conservation and lower downtime must underpin sustainability goals.

From the food sector, Dina Mongy, Associate Director – Corporate Affairs and Sustainability, Nestlé, outlined the company’s regional approach. She said that all four of Nestlé’s UAE factories are powered by solar energy and that the organisation collaborates with NE’MA, the country’s first federal food waste management body. Mongy added that while these efforts reduce waste, their high cost can limit adoption until sustainability becomes mandated by law.

Praviin Bhuwaneshwar Kumaar, Regional Representative South Asia, GOGLA, and Consultant at IFC – World Bank Group, presented research showing that although 60% of food is refrigerated, wastage remains high. He said that renewable innovation – particularly the use of solar energy – and stronger regulatory backing were needed to unlock the cold chain’s full sustainability potential.

The shared message was clear: Cleaner energy and efficiency are no longer optional enhancements but core business imperatives for a sector under scrutiny for its carbon footprint.

Policy, standardisation and collaboration

Speakers repeatedly returned to the need for harmonised standards and coordinated policymaking. Shankar identified regulatory consistency as the foundation for quality, cost control and sustainability. De Bernardi advocated for shared standards and digital twins to model and improve system performance, while Shekhar warned that end-to-end standardisation remains a formidable challenge, given the complexity of global supply networks.

Shekhar further argued that policy feedback should “come from people on the ground”, who understand operational realities, urging regulators to consider such insights when shaping frameworks. Mohammed Nassar Al Refaee, Managing Director and Chief Executive Officer, NRTC Group, added that innovation and AI would define the new compliance landscape, as quality must “never be compromised”.

In a session dedicated to logistics, Andrea Cavalet, President of the HVACR association, Eurovent Middle East, said the association’s third-party certifications help bridge the gap between policymakers and industry by providing advocacy, education and technical validation. Cavalet called for certified technicians and better market awareness to strengthen enforcement.

Nissrine Elqobai, Chief Executive Officer, ENY Consulting, discussed the cost implications of implementing standards in hot climates, observing that last-minute compliance often proves more expensive than early adoption. Governments, she said, must enforce regulations in ways that encourage proactive industry participation.

The conversations revealed a sector eager for consistency across data protocols, equipment standards and regional policies, believing that regulation can become an enabler rather than a burden when well aligned with industry needs.

Food security and circular economy

Food security emerged as a central concern, linking technological and environmental priorities. Sandeep Sharma, Director – Group Procurement and International Markets Supply Chain, Alamar Foods, said that geopolitical conditions have added complexity to cold chain integration, reinforcing the need for temperature control and supply continuity.

Robin Vermaat, Founder and Managing Director, RV Consultancy, emphasised collaboration, arguing that “no cookie-cutter solutions” exist for such a diverse region. Instead, partnerships among policymakers, technology developers and operators are essential to design context-specific systems.

Mongy reiterated that sustainability in logistics cannot be separated from food waste reduction. She said that harmonising policies across the different GCC region entities, rather than maintaining fragmented regional regulations, would support road optimisation, digital traceability and, ultimately, blockchain-based control systems.

Interestingly, the Keynote Address, by Tariq Al-Suwaidi, Director, New Economy Department, UAE Ministry of Economy, reinforced these points. He said that through the Circular Economy Council, the UAE aims to halve food waste by 2031 and strengthen collaboration across federal, local and private sectors. Al-Suwaidi also cited business law reforms and the Golden Visa programme as factors attracting innovation and investment in sustainability.

Mira El Ghaziri, Managing Director, HealthyPath, connected food security to agricultural innovation. Working with the Dutch Ministry of Agriculture, she said her organisation promotes crop diversity suited to local conditions, and called for bridging “the gap between the economy and the industry” to position the UAE as a global leader in sustainable agriculture.

Innovation in design and operations

Several presentations showcased tangible innovations shaping the cold chain’s physical and digital infrastructure. Honeywell’s De Bernardi presented the company’s shift to ultra-low-GWP refrigerant, R1234ze and a new chiller design offering higher energy efficiency and water savings. And Mohannad Al Omar, Business Development Manager, Group AMANA, introduced DuPod modular construction, comparing it to “a car assembly unit” that moves much of the build process from site to factory to improve predictability and reduce time to market. Irina Albanese, Head of DHL’s Innovation Centre for the Middle East and Africa, outlined next-generation packaging solutions integrating real-time tracking, analytics and alerts, while Shankar detailed advances in dark warehouses, robotic arms and AI-based predictive maintenance. Siva Reddy, Founder, GND Solutions India, demonstrated smart sensors for temperature and humidity monitoring, claiming they could significantly reduce spoilage. Mohammed Salem Al Shamisi, Section Head – Dates and Goods Subsidy Program, Abu Dhabi Agriculture and Food Safety Authority, closed with an appeal to reduce post-harvest losses through cooling technologies and training farmers in handling and marketing.

Together, these innovations underscored the sector’s momentum towards intelligent, modular and sustainable systems that serve both business and environmental objectives.

Across panels and presentations, the 2nd World Cold Chain Expo 2025 highlighted a region-wide commitment to reimagining the cold chain as a smarter, cleaner and more cooperative ecosystem. Whether through AI-driven logistics, renewable power integration or unified standards, participants agreed that only a holistic approach, where technology, policy and sustainability advance in tandem, can future-proof the cool chain for the decade ahead.

DUBAI, UAE, 6 November 2025: Cicero & Bernay (C&B), a MENA-based communication advisory firm, announced the release of its MENA ESG Report 2025, a regional study analysing how companies across the Middle East and North Africa are responding to growing expectations surrounding environmental, social, and governance (ESG) performance. Making the announcement through a Press Release, C&B said the UAE continues to set the regional benchmark for ESG practices, with 60% of surveyed companies addressing all three ESG pillars equally.

The findings, the company said, reflect the UAE’s progress in embedding sustainable development practices in line with the UAE Net Zero 2050 and We the UAE 2031 Vision. C&B said that companies in the UAE are increasingly moving beyond compliance to measurable impact, with 71% of enterprises involving employees in ESG initiatives and 67% supporting volunteering programmes aligned with corporate sustainability goals.

Ahmad Itani, Founder and CEO, Cicero & Bernay, said: “We’re seeing the conversation turn into action. What stands out in this year’s report is how companies are linking ESG to tangible business outcomes. It’s proof of real momentum, and that’s a positive sign for the region.”

According to C&B, the MENA ESG Report 2025 draws on responses from 361 C-suite and senior executives from Bahrain, Egypt, Jordan, Kuwait, Lebanon, Oman, Qatar, Saudi Arabia and the UAE. The company added that over the past five years, the report has documented a shift from ad hoc CSR initiatives to ESG as a core part of corporate identity, stakeholder engagement, risk mitigation, and long-term value creation.

C&B said that this year’s findings highlight the growing link between ESG and commercial outcomes. The company added that with 74% of executives reporting that ESG directly influences brand value, marks a shift from viewing ESG as a moral obligation to a source of competitive differentiation.

More than 52% of firms, C&B said, report actively supporting all three ESG pillars in equal measure. Looking ahead, 83% of respondents predict their ESG strategies for next year will prioritise the social pillar, moving beyond earlier environment-focused efforts. C&B added that this evolution reflects growing stakeholder pressure for tangible, evidence-based ESG action.

C&B said that as ESG adoption continues to advance, communication efforts remain inconsistent, with only 32% of executives reporting their organisations share structured updates. The company said with a broader mix of stakeholders involved, clearly and consistently explaining ESG activity is becoming increasingly important.

Tariq Al Sharabi, Managing Director, Cicero & Bernay, said: ““This report is designed to help business leaders, communicators, and policymakers uncover meaningful insights and ask sharper questions. For us, it’s about offering clarity and supporting a more connected and confident ESG ecosystem across the Middle East and North Africa.”

Now in its fifth edition, C&B said the report is an effort to encourage corporate social responsibility (CSR) and has evolved into a tool for tracking ESG maturity across the region. C&B added that it offers country-specific analysis that charts the shift from philanthropy and sponsorships to data-led, long-term business priorities.

C&B said the findings highlight the need for embedding ESG into every layer of the business strategy and operations and that corporate groups must ensure internal alignment and fluency across departments.

DUBAI, UAE, 6 November 2025: Emirates Central Cooling Systems Corporation PJSC (Empower) said that it recorded revenue of AED 2.586 billion in the third quarter of 2025, reporting 5.5% growth compared to the same period last year. Empower added that it achieved EBITDA of AED 1.169 billion over the period, noting that revenue and EBITDA for the first nine months of 2025 grew by 5.5% and 4.0%, respectively. The company also reported a pre-tax net profit of AED 757 million for the first nine months, which Empower said represents 5.3% growth year-on-year. Empower attributed the increase in its financial performance to rising demand for District Cooling across Dubai, saying this demand is being driven by continued real estate development and new large-scale projects in the Emirate.

Empower said that its strategy aligns with the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum and emphasised that its results underscore resilience in its expansion plans. Empower quoted its CEO, H.E. Ahmad Bin Shafar, as saying: “The strong financial and operational results achieved in Q3 2025 underscore the resilience of our expansion plans and our success in capitalising on the continued growth of Dubai’s real-estate sector and other vital industries.” Empower added that it has continued signing new supply contracts, progressing construction of new plants, and expanding environmentally friendly cooling services across key districts in Dubai.

Empower reported that over the twelve-month period from October 2024 to September 2025, its consolidated revenue reached AED 3.395 billion, with EBITDA of AED 1.596 billion. The company said it distributed cash dividends totalling AED 875 million to shareholders during 2025.

Empower noted that the third quarter saw 52 new contracts signed to supply more than 56,000 refrigeration tons to projects across Dubai. The company said its total contracted capacity reached 1.92 million RT, with connected capacity increasing to 1.63 million RT after the addition of new buildings. Empower said that it began supplying District Cooling to the first phase of the Al Habtoor Tower project in July 2025, stating that the total load will reach 7,200 RT upon completion of all phases. The company added that it is the strategic sponsor of the 27th Water, Energy, Technology, and Environment Exhibition (WETEX 2025) and has signed a contract to design a new District Cooling plant at Dubai Science Park for a total capacity of 47,000 RT.

Empower said its CEO participated in a number of international engagements during the quarter, including the International District Energy Conference in Latin America and the Caribbean (LAC2025) in Santiago, Chile, and the International Energy Leadership Programme organised by the Government Experience Exchange Office at the Ministry of Cabinet Affairs of the UAE. Empower said that its summer campaign, ‘Set and Save at 24°C’, concluded in September and achieved its goal of encouraging reduced cooling energy consumption.

Empower reported that H.E. Bin Shafar was included for the second consecutive year in Forbes Middle East’s Sustainability Leaders 2025 list in the energy and utilities sector. The company also said that H.E. Bin Shafar was named among the “150 Most Influential Arabs of 2025” by Arabian Business magazine.

DUBAI, UAE, 5 November 2025: Eurovent said it has launched a dedicated Desert Certification Scheme for air conditioners, chillers, VRF systems, rooftop units and IT cooling equipment, incorporating performance testing at ISO T3 (46°C).

Making the announcement through a Press Release, Eurovent said that air conditioning equipment in the Middle East is exposed to challenging high-temperature conditions during peak summer months. Eurovent explained that while products have been tested previously, those tests did not independently verify performance at peak load conditions.

Eurovent said the new Certification Scheme will provide more realistic performance data at T3 conditions of 46°C, with optional testing at T4 conditions of 48°C, and will incorporate a unique seasonal efficiency calculation (DSEER).

Eurovent Middle East quoted its Technical Director, Ali Nour Eddine, as saying: “In the Gulf Cooperation Council (GCC) region, HVAC systems face extremely high ambient temperatures, yet most equipment is still certified using European or American standards that don’t reflect regional conditions. The result? Certified performances that fail to represent real-world operation. That’s why we created the Desert Certification, a third-party, performance-based scheme tailored specifically to the harsh climate of the GCC.”

Eurovent Middle East also quoted its Managing Director, Markus Lattner, who said: “The problem of failing air-conditioning equipment during peak season is unfortunately still all too common. With this scheme we will provide engineers, specifiers, architects, and consultants with a reliable foundation of proven performance values at high ambient conditions while offering a distinct competitive edge for manufacturers and brands.”

Eurovent said it held an introductory online session on 8 October 2025, and the Desert Certification was presented during its Industry Congress on 28 October in Riyadh, titled HVACR Next Generation – Sustainability in Extreme Conditions, which welcomed all industry stakeholders.

DUBAI, United Arab Emirates, 5 November 2025: Eurovent Middle East said it has published its first industry guidance on the upcoming refrigerant transition in the region following discussions held during its HVACR Next Generation Congress in Riyadh on 28 October 2025. Making the announcement through a Press Release, Eurovent Middle East stated that the guidance follows concerns raised regarding potential supply shortages of HFC-based refrigerants.

Eurovent Middle East explained that with the Kingdom of Saudi Arabia ratifying the Kigali Amendment in September, GCC region countries will begin phasing down hydrofluorocarbon (HFC) refrigerants starting with a baseline freeze in 2028 and further reductions from 2032. Eurovent Middle East noted that although the phase down will take place in steps of 10% every five years initially, economic growth and increasing cooling demand in the region may contribute to supply pressures.

Eurovent Middle East highlighted remarks shared during the congress by its Managing Director, Markus Lattner, who warned that the phase down will be calculated from HFC production and consumption levels between 2024 and 2026. Eurovent Middle East quoted Lattner as saying, “The phase down will start from a baseline of HFCs produced or consumed over the period from 2024 to 2026. This means that if we add the accumulated growth in the building sector in the next years to the 10% reduction in the first step, we can very likely look at a sudden shortage of HFC based refrigerants in excess of 30%, when the first reduction happens in 2032. To prevent wider shortfalls and bottlenecks, it is imperative that industry and governments act now!”

Eurovent Middle East said its new position paper outlines alternatives and provides recommendations to both industry and government stakeholders. Eurovent Middle East stated that the document encourages the use of low global warming potential refrigerants wherever it can be done safely. Eurovent Middle East added that the guidance calls for upskilling programmes to ensure the workforce is prepared to handle alternative refrigerants. Eurovent Middle East also said it is urging the implementation and harmonisation of safety standards and regulatory frameworks across the region to support the transition.

Eurovent Middle East said the guidance aims to help the sector avoid future bottlenecks and ensure continuity of cooling supply as the phase down progresses.

Contact person: Eurovent Middle East <office@eurovent.me>

DUBAI, United Arab Emirates, 5 November 2025: Eurovent Middle East said it has published its first industry guidance on the upcoming refrigerant transition in the region following discussions held during its HVACR Next Generation Congress in Riyadh on 28 October 2025. Making the announcement through a Press Release, Eurovent Middle East stated that the guidance follows concerns raised regarding potential supply shortages of HFC-based refrigerants.

Eurovent Middle East explained that with the Kingdom of Saudi Arabia ratifying the Kigali Amendment in September, GCC region countries will begin phasing down hydrofluorocarbon (HFC) refrigerants starting with a baseline freeze in 2028 and further reductions from 2032. Eurovent Middle East noted that although the phase down will take place in steps of 10% every five years initially, economic growth and increasing cooling demand in the region may contribute to supply pressures.

Eurovent Middle East highlighted remarks shared during the congress by its Managing Director, Markus Lattner, who warned that the phase down will be calculated from HFC production and consumption levels between 2024 and 2026. Eurovent Middle East quoted Lattner as saying, “The phase down will start from a baseline of HFCs produced or consumed over the period from 2024 to 2026. This means that if we add the accumulated growth in the building sector in the next years to the 10% reduction in the first step, we can very likely look at a sudden shortage of HFC based refrigerants in excess of 30%, when the first reduction happens in 2032. To prevent wider shortfalls and bottlenecks, it is imperative that industry and governments act now!”

Eurovent Middle East said its new position paper outlines alternatives and provides recommendations to both industry and government stakeholders. Eurovent Middle East stated that the document encourages the use of low global warming potential refrigerants wherever it can be done safely. Eurovent Middle East added that the guidance calls for upskilling programmes to ensure the workforce is prepared to handle alternative refrigerants. Eurovent Middle East also said it is urging the implementation and harmonisation of safety standards and regulatory frameworks across the region to support the transition.

Eurovent Middle East said the guidance aims to help the sector avoid future bottlenecks and ensure continuity of cooling supply as the phase down progresses.

DUBAI, UAE, 4 November 2025: The Air-Conditioning, Heating, and Refrigeration Institute (AHRI) said it is endorsing HVACR World 2025, which will take place from 24 to 27 November 2025 at the Dubai World Trade Centre. Making the announcement through a Press Release, AHRI said that it will host its annual Leadership Roundtable on 24 November under the theme “Staying Ahead of the Climate Compliance Curve.” AHRI explained that the roundtable will gather senior executives from AHRI member companies to exchange perspectives on emerging challenges, market trends, and policy developments across the Middle East, Africa, and South Asia region.

AHRI said that the Leadership Roundtable will feature speakers from the Ministry of Electricity and Water, Kuwait (MEW), and the UN Environment Programme (UNEP), who will share viewpoints on regional sustainability priorities and regulatory direction. AHRI added that Stephen Yurek, President and CEO, AHRI; Henry Hwong, Senior Vice President of Global Services, AHRI; and the AHRI MENA team will brief participants on the association’s global and regional initiatives, standardisation efforts, and support for market transformation.

AHRI stated that on 25 November, it will co-host a technical workshop with UNEP titled “Advancing the Refrigerant Transition.” AHRI said that the workshop will welcome government representatives, policymakers, industry leaders, and technical experts to coordinate strategies for sustainable cooling across the region. AHRI said that discussions will focus on integrating refrigerant transition plans into national climate strategies, supporting recovery and reclamation practices, and exploring the establishment of a GCC region Refrigerant Transition Task Force.

AHRI added that it will lead technical sessions during HVACR World on standards, regulations, certification programmes, and testing protocols. AHRI said it looks forward to welcoming partners in Dubai as part of its efforts to support a smarter and more sustainable built environment across the MEASA region.

ALULA, Saudi Arabia, 3 November 2025: AlUla Development Company (UDC), a Public Investment Fund (PIF) company, announced that it has awarded the contract for the Diyar AlMahash project to Rezaik Abdullah Al Gedrawy Company, which will oversee the final design and construction. Making the announcement through a Press Release, UDC said the agreement represents a step forward in its plan to develop residential infrastructure supporting AlUla’s growing hospitality sector.

According to UDC, Diyar AlMahash is designed to provide quality, sustainable living spaces for more than 1,000 hotel employees. UDC said the development will comprise 568 residential units, including rooms, studios, and one-and two-bedroom apartments, and will foster a vibrant and inclusive community.

UDC said construction is scheduled to begin in 2025, with completion expected in 2027. The company added that the project will feature a wide range of amenities and communal spaces, including a lounge, minimarket, prayer room, walking track, gym, swimming pools, and desert landscaping designed to integrate seamlessly with the surrounding AlMahash.

The company added that the final design will reflect the unique ambience of AlUla, drawing inspiration from its culture, colours and natural landscape, with a subtle patterned treatment on the façade. UDC said the project is also committed in achieving LEED Gold Certification and will prioritise the use of locally sourced materials, underscoring its commitment to sustainability and environmental stewardship.

Fabien Toscano, Chief Executive Officer, AlUla Development Company, said: “We are delighted to partner with Rezaik Abdullah Al Gedrawy Company for the Diyar AlMahash project. This initiative is a cornerstone of our strategy to attract and retain top talent, providing them with modern, sustainable, and culturally inspired housing. More than housing, it is a community designed to empower our professionals and enhance their quality of life. The project directly supports the growth of AlUla’s residential assets and aligns with our vision to establish AlUla as a world-class tourist destination while ensuring sustainable development, respect for local culture, and meaningful contribution to Vision 2030.”

Salem Alsudais, Chief Executive Officer, Rezaik Abdullah Al Gedrawy Company, said: “We are honored to be selected by AlUla Development Company for this important project. Diyar AlMahash will not only provide exceptional living spaces but also contribute significantly to the social and economic development of AlUla. We are committed to delivering a project that meets the highest standards of quality, sustainability and design, reflecting the unique heritage of this remarkable region.”

UDC said Diyar AlMahash is a testament to its strategic initiative to develop a comprehensive staff accommodation complex that supports the local economy through job creation during both construction and operation. The company added that the project is expected to advance AlUla’s dynamic growth and contribute to the social, cultural and economic aspects of the wider city masterplan.