Tarek Sultan

Tarek Sultan is the Chairman of Agility Global, a multi-business owner and operator and long-term investor with 56,000 employees and a footprint in six continents, listed on the Abu Dhabi Securities Exchange (ADX). Agility Global owns the world’s largest aviation services company (Menzies Aviation), a global energy logistics business (Tristar), and one of the Middle East and Africa’s leading industrial real estate and warehousing platforms (Agility Logistics Parks), alongside a portfolio of investments that includes the largest stake in DSV, the world’s largest logistics company, and the $1.3 billion Reem mega-mall in Abu Dhabi. Tarek Sultan is also the Vice Chairman of Agility Public Warehousing Company KSCP (“Agility KSCP”). Tarek assumed leadership of Agility KSCP in 1997, when the company was privatized, and spearheaded its worldwide growth. Sultan serves as a member of numerous international, governmental, and commercial advisory bodies and boards. They include the board of directors of DSV A/S, National Real Estate Company (NREC), Gulf Air, and the Abu Dhabi Chamber of Commerce. Tarek is also part of the World Trade Organization’s Business Advisory Group, created in 2023 to share the views of businesses on trade and regulation, as well as the World Economic Forum’s (WEF) International Business Council, the WEF’s Stewardship Board for Shaping the Future of Mobility, and a Governor of the WEF Supply Chain and Transport Industries community. Sultan has previously served as advisor to the Singapore Economic Development Board and as a member of the International Advisory Council of the University of Pennsylvania’s Wharton School. He served on the Board of Trustees for Kuwait’s Silk City and the Boubyan Island Development Project of Kuwait, as well as on the boards of Gulf Bank and Burgan Bank. Tarek holds an MBA from the Wharton School at the University of Pennsylvania and a Bachelor of Economics from Williams College.

Session Overview

Thursday, 6 November

14:00

Emerging Economies ICC Hall A 14:00 - 14:40

Strengthening resilience in emerging economies: ensuring infrastructure resilience and economic continuity

Emerging economies are increasingly vulnerable to disruptions that strain infrastructure systems, destabilise supply chains, and undermine long-term growth. As global risks intensify, resilience is becoming a central pillar of sustainable development, requiring forward-looking investments to protect both physical assets and economic continuity. Many emerging markets face weak infrastructure and limited redundancy that heighten exposure to shocks - whether environmental, economic, or logistical. The infrastructure investment gap in these economies now exceeds $450 billion annually, creating urgent pressure to build systems that are both climate-aware and disruption-ready. Compounding this challenge, over 90% of global supply chain leaders report experiencing disruptions in the past year, with nearly 60% citing infrastructure failures or weather-related impacts as contributing factors. Tackling these vulnerabilities requires rethinking infrastructure design, strengthening logistics networks, and embedding flexibility into energy, transport, and industrial systems. Emerging economies must prioritise resilience through smarter infrastructure investment, economic diversification, and coordinated planning across public and private sectors.

Attendee insights:

Gain insight into how emerging economies are building resilience through infrastructure investment, supply chain protection, and strategic planning to withstand escalating disruptions and sustain economic momentum.

Thursday, 7 November

10:45

Decarbonisation Conference Decarbonisation Theatre 10:45 - 11:45

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Decarbonising heavy-emitting industry operations

According to IEA, the demand for heavy industry products is expected to rise given the requirements for constructing and maintaining nuclear power plants, wind turbines, and other clean energy infrastructure. Accounting for at least 70% of industrial emissions per year, heavy industry sectors must work pragmatically towards decarbonising their operations and operational excellence. Challenges and potential bottlenecks include retiring or retrofitting long-lived plant assets, electrifying inherent industrial production methods where possible, innovating solutions for high emissions and high heat intensity processes, and scaling emerging and new technologies for commercial viability. Significant investment and coordinated policy support will be required to activate significant and timely progress toward decarbonisation.

Attendee insights:

Hear from industry leaders’ perspectives on operational requirements and challenges towards decarbonising heavy industry operations and the strategies needed to address them.