Muhammad Waqas Hamid
Senior Manager
SG
Waqas is a PMP® certified leader in sustainability and strategic foresight with 9+ years of experience in Saudi Arabia and the Netherlands. He has worked with ministries and intergovernmental bodies on ESG strategies, compliance frameworks, and energy transition initiatives. His expertise lies in applying foresight to stress-test strategies, integrating ESG into governance, and aligning multi-stakeholder teams to build resilience and long-term value in evolving energy landscapes.
Participates in
TECHNICAL PROGRAMME | Energy Leadership
ESG and Governance
Forum 28 | Digital Poster Plaza 5
29
April
11:30
13:30
UTC+3
The global energy transition is not unfolding in a linear fashion but in a landscape marked by radical uncertainty, geopolitical tension, and shifting societal expectations. Achieving a secure, affordable, and sustainable energy future requires more than technological innovation; it demands foresight-driven strategies and the integration of environmental, social, and governance (ESG) principles across the energy value chain. This paper explores how combining strategic foresight methodologies with ESG frameworks can strengthen resilience and accelerate progress toward net-zero pathways.
Drawing on my over nine years of experience in sustainability and governance across Saudi Arabia and the Netherlands, including engagements with government ministries and intergovernmental initiatives, this work examines how scenario planning, horizon scanning, and stress-testing can help energy leaders anticipate disruptive shifts. The analysis highlights the role of foresight in evaluating alternative policy, market, and technology futures, while ESG integration ensures that transition strategies remain aligned with stakeholder expectations, social equity, and environmental stewardship.
This abstract identifies three critical levers for action. First, foresight enables companies and governments to navigate uncertainties in demand, technology adoption, and regulatory landscapes by testing strategies against divergent futures rather than relying on static forecasts. Second, embedding ESG principles into decision-making enhances long-term value creation by addressing material risks such as carbon exposure, water use, and supply chain vulnerabilities while also strengthening transparency and stakeholder trust. Third, aligning foresight with ESG facilitates the design of adaptive, inclusive, and measurable pathways that balance energy security, affordability, and decarbonisation.
Case insights will be presented from projects involving sustainable tourism, national regulatory design, and inter-ministerial collaboration in Saudi Arabia, illustrating how foresight-informed ESG approaches can mobilise multi-stakeholder alignment. These examples demonstrate practical pathways for integrating low-carbon fuels, circular economy models, and digitalisation into national and corporate strategies.
Ultimately, the argument advanced is that energy transition strategies must be stress-tested not only for technical feasibility and financial return, but also for resilience under volatile global conditions. By combining foresight and ESG, decision-makers can better position themselves to respond to surprises, seize emerging opportunities, and maintain public trust in the transition process.
This contribution aligns with the Congress theme “Pathways to an Energy Future for All” by proposing a governance and strategy lens that complements technological and market solutions. It offers a structured, actionable approach for energy leaders who recognise that resilience in the energy transition is not achieved by predicting the future, but by preparing for multiple futures.
Drawing on my over nine years of experience in sustainability and governance across Saudi Arabia and the Netherlands, including engagements with government ministries and intergovernmental initiatives, this work examines how scenario planning, horizon scanning, and stress-testing can help energy leaders anticipate disruptive shifts. The analysis highlights the role of foresight in evaluating alternative policy, market, and technology futures, while ESG integration ensures that transition strategies remain aligned with stakeholder expectations, social equity, and environmental stewardship.
This abstract identifies three critical levers for action. First, foresight enables companies and governments to navigate uncertainties in demand, technology adoption, and regulatory landscapes by testing strategies against divergent futures rather than relying on static forecasts. Second, embedding ESG principles into decision-making enhances long-term value creation by addressing material risks such as carbon exposure, water use, and supply chain vulnerabilities while also strengthening transparency and stakeholder trust. Third, aligning foresight with ESG facilitates the design of adaptive, inclusive, and measurable pathways that balance energy security, affordability, and decarbonisation.
Case insights will be presented from projects involving sustainable tourism, national regulatory design, and inter-ministerial collaboration in Saudi Arabia, illustrating how foresight-informed ESG approaches can mobilise multi-stakeholder alignment. These examples demonstrate practical pathways for integrating low-carbon fuels, circular economy models, and digitalisation into national and corporate strategies.
Ultimately, the argument advanced is that energy transition strategies must be stress-tested not only for technical feasibility and financial return, but also for resilience under volatile global conditions. By combining foresight and ESG, decision-makers can better position themselves to respond to surprises, seize emerging opportunities, and maintain public trust in the transition process.
This contribution aligns with the Congress theme “Pathways to an Energy Future for All” by proposing a governance and strategy lens that complements technological and market solutions. It offers a structured, actionable approach for energy leaders who recognise that resilience in the energy transition is not achieved by predicting the future, but by preparing for multiple futures.
