Sustainability LIVE Dubai: Ahmed Hassan, Bureau Veritas
Ahmed Hassan, sustainability specialist at Bureau Veritas, joined Sustainability LIVE Dubai for a wide-ranging fireside chat titled The Urgency Paradox: No Longer If, But When and How Much.
At the heart of the conversation was a stark truth: “We know the risks. We know the tools. The market signals are already here. But many organisations are still acting as if there’s time.”
He explained the paradox as a disconnection between the clear and rising risks of climate change and the slow, scattered action being taken.
Despite recording more than US$280bn in economic losses from climate-related disasters in 2023 alone, many companies continue to treat sustainability as a compliance checkbox rather than a strategic priority.
“The paradox is everyone recognises the risk, but many are still treating sustainability as a compliance checkbox instead of a core business strategy,” he said.
Policy frameworks such as the EU’s Carbon Border Adjustment Mechanism (CBAM), which enforces carbon taxation from 2026, illustrate that the transition is already underway.
Ahmed added: “We are no longer dealing with some distant crisis. We’ve entered a new climate reality.”
From reporting to resilience: the shift in mindset
The perception of sustainability risks is evolving, Ahmed explained, from being seen as external, social or reputational issues to material financial concerns.
This shift is driven by regulation and investor demand for transparency.
The IFRS’s new global sustainability disclosure standards were highlighted as a landmark move: “When climate disclosure moves from the CSR department to the CFO’s desk, you know the conversation has changed.”
Climate-induced disruptions to business, from supply chain collapses to energy blackouts, are becoming more common.
“What used to be a single risk is now connected to five other parts,” he said.
He pointed to events like droughts triggering food insecurity, which then escalate to social unrest and migration.
Sustainability, he argued, is now about risk mitigation, resilience and competitiveness.
But what’s holding businesses back?
Ahmed cited short-term thinking, internal misalignment and the complexity of sustainability as the main barriers.
“The finance team may not be on board even when the sustainability team is ready,” he said. “And it’s often hard to justify long-term investment when the focus is on quarterly returns.”
His message was clear: the cost of inaction is rising.
“Between regulatory penalties, stranded assets and reputational risk, it could be more expensive to do nothing,” he said.
Creating value through innovation and integration
The conversation shifted to a proactive strategy and mindset change.
“We need to move beyond just managing the damage to creating value,” said Ahmed, urging companies to use tools such as IFRS S1 and S2 to assess long-term climate impacts.
Technology was credited as a game-changer.
Where once emissions data was gathered manually in spreadsheets, companies are now using sensors and AI tools for real-time tracking and forecasting.
He shared a case in which a logistics firm used AI to map upstream supply chain emissions, renegotiating contracts and reducing fuel use as a result.
On integrating sustainability across a business, Ahmed highlighted the need for structured frameworks and training.
“Sustainability needs to be owned by the board and leadership — not one person or department,” he said.
Integrating environmental and social data into procurement, risk and financial planning is key.
“Train your people – from procurement officer to engineer – so they understand how it affects their day-to-day jobs,” said Ahmed.
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