Deloitte’s Daniel Gribbin on what Gulf executives must get right on sustainability in 2026
Gribbin discusses how C-suite leaders across the region are embedding sustainability into core strategy and where execution gaps still remain
22 January, 2026
TT
16
As sustainability shifts from a reporting requirement to a boardroom priority, companies in the Gulf rethinking how climate, technology, and long-term value creation intersect. In this interview, Daniel Gribbin, director of Sustainability at Deloitte Middle East, discusses how C-suite leaders across the region are embedding sustainability into core strategy, why investment and AI adoption are accelerating, and where execution gaps still remain.
How is the role of sustainability evolving at the C-suite level beyond compliance and reporting?
Sustainability is rapidly moving beyond a compliance checklist to become a core strategic priority for C-suite leaders across the Gulf. In fact, 53 per cent of executives in the Middle East now rank climate change and sustainability among their top business priorities and higher than the global average.
Many organisations are embedding sustainability throughout their operations, with some integrating it without altering their core business models, while others, around 37 per cent, are transforming their business models entirely to address sustainability challenges.
This evolution reflects a clear understanding that sustainability is critical not only for risk management but also for driving growth, enhancing resilience, and maintaining competitiveness in a fast-evolving market.
Boards and executive teams are increasingly engaged in governance and capacity building to ensure sustainability is embedded at the heart of business strategy.
What are the most significant sustainability trends shaping executive decision-making across the region right now?
Several key trends are shaping how GCC leaders approach sustainability. Climate change remains a top concern, with 45 per cent of executives citing it as one of their three biggest challenges. Investment in sustainability is accelerating, with 86 per cent of organisations increasing their budgets over the past year.
Technology adoption, particularly artificial intelligence, is a major enabler with around 82 per cent of companies are leveraging AI to advance sustainability goals. There is also a heightened focus on data and measurement, with 57 per cent prioritising tracking and analysing environmental metrics, well above the global average.
Additionally, political advocacy is gaining prominence, with nearly half of organisations engaging in lobbying or donations to support environmental initiatives. These trends demonstrate a maturing sustainability agenda that balances innovation, regulatory compliance, and stakeholder engagement.
How are leading organisations in the Middle East embedding sustainability into core business strategy while still driving growth and competitiveness?
Leading companies in the region are making sustainability integral to their business models. They align their ESG frameworks with international standards and link sustainability directly to financial outcomes. 29 per cent of executives identify financial benefit as the primary driver behind sustainability decisions.
Technology is central to this effort, with over half of organisations implementing solutions to improve sustainability reporting and operational efficiency.
Innovation is also key, with 48 per cent developing new sustainable products and services to meet evolving customer demands. Governance is improving, though there remains room for growth: only 36 per cent of organisations currently tie senior leadership compensation to sustainability performance.
By embedding sustainability into strategy, operations, and governance, these organisations are not only managing risks but unlocking new opportunities and strengthening their competitive positioning.
What common challenges or disconnects do executives face when translating sustainability ambitions into real operational change?
Despite strong ambitions, many executives face challenges in turning sustainability goals into operational reality. Measuring environmental impact remains a significant hurdle, with 21 per cent citing difficulties in accurate measurement and reporting. There is also concern about alienating customers or employees by taking a strong sustainability stance with 28 per cent of leaders flagged this, notably higher than the global average.
Navigating shifting regulatory and reporting requirements adds complexity, noted by 20 per cent of respondents. Balancing short-term financial pressures with the need for sustained sustainability investment remains a delicate challenge.
Furthermore, accountability gaps persist; only 36 per cent of organisations link executive pay to sustainability outcomes, down from 43 per cent last year. These challenges highlight the complexity of operationalizing sustainability in dynamic business environments.
Based on your work with regional leaders, what practical strategies are proving most effective in aligning sustainability with long-term value creation?
The most effective strategies focus on embedding sustainability into the core business rather than treating it as a separate function. Leaders are developing clear, actionable roadmaps with defined milestones and governance frameworks to maintain momentum. Technology is a game-changer with 82 per cent of organizations use AI to optimse sustainability efforts, driving efficiency and transparency.
Engaging boards and leadership teams to foster accountability, including linking executive incentives to sustainability outcomes, strengthens commitment.
Building organisational capacity ensures sustainability is a continuous journey that delivers measurable long-term value. These practical steps help organisations move from ambition to impact and position them for sustainable growth.
Deloitte’s latest Middle East C-Suite Sustainability Report highlights growing investment and use of AI in sustainability initiatives. What do these shifts signal about leadership mindsets in the region?
The widespread adoption of AI signals a fundamental shift in leadership mindsets, and of course a transformation in the workforce. Technology is no longer optional; it’s essential for achieving sustainability goals.
Leaders are embracing data-driven decision-making and real-time optimisation to reduce emissions and improve operational efficiency. The fact that 86 per cent of organizations have increased sustainability investments reflects growing confidence that sustainability is a source of long-term value, not just a cost.
This shift reflects a more proactive, innovative approach where sustainability is integrated into broader business transformation agendas, moving beyond compliance to become a strategic growth enabler.
What should C-suite leaders prioritise now to stay resilient and relevant in the 2026 sustainability landscape?
To remain resilient and relevant, C-suite leaders must embed sustainability deeply into their core business models, aligning it with financial and operational objectives. Investing in technology and data capabilities is critical with over half of organisations already focus on tech for sustainability reporting and operational efficiency.
Strengthening governance and accountability is vital, especially linking executive pay to sustainability outcomes, an area needing renewed focus given recent declines. Leaders should engage stakeholders openly and transparently to build trust and credibility.
Finally, developing flexible strategies that can adapt to evolving regulations, market dynamics, and climate risks will be key to navigating the rapidly changing sustainability landscape successfully.
