Dana Darwish’s Path into Sustainability Consulting

Dana’s journey into the sustainability field began with a strong academic foundation. She studied Renewable Energy Engineering and Management at the University of Freiburg in Germany, focusing on environmental management and policy.

Her master’s thesis explored the water-energy-food nexus, comparing sustainability challenges in the United Arab Emirates and Jordan. This research not only gave her technical insight into sustainability systems but also helped her build a professional network across the region.

Interestingly, the timing of her career entry coincided with a pivotal moment.

During the early months of the COVID-19 pandemic, many industry professionals had more time available for conversations and interviews. Dana used this opportunity to connect with sustainability leaders across the Middle East, building relationships that ultimately helped launch her career in consulting.

Her first major role came with Ernst & Young (EY) in Dubai, where she began working on sustainability consulting projects with organizations looking to develop ESG strategies.

What initially attracted her to consulting was its dynamic and multidisciplinary nature.

Consultants often work across industries, projects, and disciplines, helping organizations solve complex problems and design long-term strategies. For Dana, sustainability consulting offered the perfect mix of technical analysis, strategic thinking, and real-world impact.

The Current State of ESG in the Middle East

Over the past few years, ESG (Environmental, Social, and Governance) has rapidly gained traction in the Middle East, particularly in the United Arab Emirates.

According to Dana, when sustainability consulting first gained momentum in the region, many companies lacked the internal expertise needed to build ESG programs. As a result, they relied heavily on external consultants to design strategies, governance frameworks, and reporting systems.

Today, the landscape is evolving.

Many organizations have started building in-house sustainability teams, meaning the role of consultants is shifting from strategy development toward implementation and technical support.

This shift reflects a natural progression in ESG maturity.

Initially, companies need help defining sustainability goals and frameworks. Once those systems are in place, they begin to manage sustainability internally, integrating ESG responsibilities across departments.

However, this does not mean sustainability work is complete.

In fact, Dana emphasizes that sustainability is a continuous journey rather than a fixed destination.

Building the Foundation of an ESG Strategy

For companies just starting their ESG journey, the first step is establishing a strong foundation.

According to Dana, this process begins with a materiality assessment.

Materiality assessments help organizations identify the environmental, social, and governance issues that matter most to their business and stakeholders. These priorities can vary widely depending on the industry, location, and operational context of each company.

For example, sustainability concerns in the energy sector may differ significantly from those in finance, retail, or manufacturing.

Once companies identify their most important ESG issues, they can begin building a sustainability strategy that includes:

• Clear sustainability goals
• Measurable ESG targets
• Defined governance structures
• Cross-departmental collaboration

This foundation is essential because sustainability cannot exist in isolation.

Instead, ESG must be integrated across the entire organization—from supply chain operations and human resources to leadership decision-making and corporate communications.

From Strategy to Implementation

While many companies are comfortable setting sustainability targets, the real challenge lies in implementation.

Dana highlights that organizations often face growing scrutiny from regulators, investors, and the public. Today, it is no longer acceptable to announce sustainability commitments without clear evidence of progress.

Companies must demonstrate:

• Measurable goals
• Time-bound targets
• Transparent reporting
• Evidence-based data

Without these elements, sustainability initiatives risk being dismissed as greenwashing.

To avoid this, companies must develop detailed implementation roadmaps that outline how sustainability goals will be achieved. These roadmaps typically include operational initiatives, data collection systems, and internal accountability mechanisms.

Implementation also requires strong collaboration across departments.

Sustainability teams often rely on colleagues in logistics, procurement, operations, and finance to gather the data needed for ESG reporting.

This cross-departmental collaboration is essential—but it can also be challenging.

Why Data and Measurement Matter

One of the most critical aspects of ESG strategy is data quality.

Without reliable data, organizations cannot accurately measure their sustainability performance or track progress toward their goals.

However, collecting ESG data can be complex.

Different departments may track information using different methodologies, and definitions of key indicators may vary across teams.

Dana explains that companies must develop standardized reporting systems to ensure consistency. Establishing a unified framework for ESG data collection allows organizations to measure progress accurately and make meaningful comparisons over time.

This is especially important when reporting sustainability performance to external stakeholders.

Investors, regulators, and consumers increasingly expect companies to provide transparent, verifiable ESG data.

Carbon Accounting and the UAE’s Net-Zero Strategy

One of the biggest sustainability priorities in the Middle East today is carbon emissions reduction.

The United Arab Emirates has set a national goal of achieving net-zero emissions by 2050, which has led to new climate regulations requiring companies to measure and report their greenhouse gas emissions.

Organizations are now required to track Scope 1 and Scope 2 emissions, which include direct emissions from company operations and indirect emissions from purchased energy.

In some cases, companies are also beginning to measure Scope 3 emissions, which include supply chain and value chain impacts.

Scope 3 emissions are often the largest—and the hardest—to measure.

They require companies to engage with suppliers, analyze purchasing patterns, and estimate emissions associated with transportation, production, and logistics.

Despite the complexity, measuring these emissions is essential for building credible decarbonization strategies.

Renewable Energy and Sustainability Innovation in the Region

Alongside ESG reporting requirements, the UAE is also investing heavily in renewable energy.

Projects across the region focus on expanding technologies such as:

• Solar power
• Waste-to-energy systems
• Geothermal energy

Many of these initiatives are led by organizations such as Masdar, a major renewable energy developer supporting decarbonization projects across the Middle East and beyond.

These investments reflect the region’s growing commitment to sustainability and climate action.

However, as Dana emphasizes, environmental initiatives alone are not enough.

The Overlooked “S” in ESG

While environmental issues often receive the most attention, Dana believes that many companies still overlook the social dimension of sustainability.

Social sustainability includes areas such as:

• Diversity and inclusion
• Human rights
• Employee well-being
• Community engagement

Without addressing these issues, organizations cannot achieve true sustainability.

In fact, Dana argues that human rights lie at the heart of sustainable development.

A company that reduces emissions but fails to protect workers or support communities cannot claim to be fully sustainable.

Diversity, Innovation, and Better Decision-Making

Diversity also plays a key role in ESG success.

Dana highlights that organizations with diverse teams often produce better sustainability solutions because they bring together different perspectives and problem-solving approaches.

For example, a team made up entirely of engineers may approach sustainability challenges from a technical perspective.

However, when professionals from communications, policy, business, and social sciences join the conversation, they can introduce new ideas that lead to more effective strategies.

This diversity of thought is essential when tackling complex global challenges like climate change.

The Mindset Shift Companies Need

Ultimately, successful ESG implementation depends on leadership mindset.

Many organizations still approach sustainability as a marketing exercise or a short-term initiative. But Dana emphasizes that sustainability must become part of a company’s core identity.

That requires resilience, persistence, and long-term thinking.

Sustainability leaders often face skepticism within organizations, especially when budgets are tight or immediate financial returns are uncertain.

However, companies that embrace sustainability as part of their long-term strategy are more likely to build resilient businesses that can adapt to future environmental and social challenges.

Advice for Future Sustainability Professionals

For those interested in entering the sustainability field, Dana offers a simple message:

Just start.

Sustainability is an interdisciplinary field, meaning professionals from many backgrounds—including communications, business, engineering, and policy—can contribute.

What matters most is mindset.

Successful sustainability professionals tend to share three key qualities:

• Curiosity
• Determination
• Passion for impact

Building strong networks and staying informed about emerging trends can also help individuals develop meaningful careers in sustainability.

As Dana reminds aspiring professionals, authenticity matters.

People connect with people—not perfect resumes.

The Future of ESG

As ESG regulations strengthen and climate goals become more urgent, companies around the world are being pushed to rethink how they measure success.

Profit alone is no longer the only metric that matters.

Organizations must now demonstrate how they create value for people, communities, and the planet.

For Dana Darwish and the growing global community of sustainability professionals, the mission is clear:

Transform sustainability from a corporate buzzword into measurable, meaningful action.