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The GCC’s $7 Billion Food Waste Crisis: How Retailers Can Lead The Change

Food waste is a pressing issue in the Gulf Cooperation Council (GCC), where it averages 150 kg per person annually—14% higher than the global average of 132 kg. While not as severe as in countries like the U.S., the GCC’s food waste levels still exceed those of many developed nations, according to the report Tackling Food Waste in the GCC Grocery Market by Oliver Wyman.

Retail food waste accounts for 5-15% of total food waste in the region, but it is 38% higher than the global average, representing a substantial opportunity for improvement. In 2022, the GCC retail sector wasted approximately 1.3 million tons of food, costing between $4 to $7 billion annually—equivalent to providing iftar meals to 70% of the Muslim population during Ramadan. Beyond the financial toll, this waste contributes to environmental damage, from greenhouse gas emissions to the depletion of vital resources like water, energy, and labor, all of which could be better utilized for sustainable development.

The rapid growth of GCC’s grocery and retail markets—valued at $40 billion in the UAE and $62 billion in Saudi Arabia in 2023—has highlighted the scale of the issue. Large hypermarkets and grocery chains, facing low margins, high sales volumes, and intensifying competition, are particularly affected by the waste problem. Promotions such as “buy three, pay for two” encourage the purchase of perishable goods that often end up being wasted. Complex inventory systems and inconsistent stock management practices further exacerbate the problem.

Four Key Drivers Of Food Waste In The GCC

  1. Fragmented Supply Chain Dynamics
    Unlike Western countries, the GCC relies on direct deliveries from suppliers to stores, resulting in increased safety stock and excess inventory, contributing to food waste.
  2. Impact of Supermarket Displays
    GCC supermarkets are typically overstocked to avoid the appearance of empty shelves, which makes products more likely to be discarded when they don’t sell. Additionally, conservative expiry date regulations in countries like Saudi Arabia limit shelf life, leading to waste.
  3. Limited Ownership and Supplier Contracts
    Supplier agreements often require unsold goods to be returned, leaving retailers with surplus stock that can’t be used, which incentivizes excessive sales at the cost of higher consumer prices.
  4. Manual Forecasting and Waste Generation
    Inventory forecasting is often done manually with minimal technological support, leading to inaccurate stock management based on presentation rather than actual demand.

Steps Toward Reducing Food Waste In The GCC

Retailers in the GCC must adopt more sustainable practices. Governments also have a key role to play in creating frameworks that support these efforts, in line with the region’s commitment to the United Nations’ Sustainable Development Goals (SDGs), which aim to halve global food waste by 2030.

Retailers should focus on improving forecasting and replenishment systems to align stock levels with actual demand. Collaborating with suppliers to reduce safety stock and exploring more centralized supply chains for perishable goods could also reduce waste. Furthermore, training staff to handle perishables more efficiently, assess product quality, and place accurate orders is crucial in curbing waste at the retail level.

With supportive regulations, public awareness campaigns, and partnerships, GCC governments can help foster an environment that encourages retailers to adopt sustainable practices and reduce food waste, benefitting both the economy and the environment.

Navigating Persistent Pressures: Labour Shortages, Bureaucracy, And Payment Delays In Limassol

Labour Shortages Challenge Expansion

Recent data from the Limassol Chamber Of Commerce And Industry underscores the enduring pressure within Limassol’s business community. Rather than indicating a sudden economic downturn, the survey reveals a gradual intensification of challenges that have long been a concern for local enterprises.

Skilled Labour In Short Supply

At the forefront is a chronic shortage of skilled labour, which accounts for 22.5% of the responses. Companies across a diverse range of sectors—from engineering and technical services to professional driving and specialized sales—are grappling with vacancies that remain open for extended periods. The persistent demand for critical skills forces many firms to overextend their existing workforce or postpone strategic projects. While recruiting talent from abroad is increasingly seen as a necessity, the process is often hampered by procedural delays, strict regulatory constraints, and rising employment costs.

Administrative Complexities And Public Sector Frustration

In addition to labour challenges, businesses express deep frustration with public-sector inefficiencies. Slow administrative procedures, fragmented communication, and a lack of clear guidance have rendered government support only marginally effective. With more than half of respondents regarding public services as minimally helpful, the inefficiencies highlight a system that frequently delays critical decisions and complicates routine business processes.

Deteriorating Payment Discipline

The survey also highlights a significant decline in payment discipline, with difficulties in collecting debts now ranking third among business concerns at 11.8%. Late payments are intensifying cash-flow pressures, extending through supply chains and further straining liquidity. Added to this is a sluggish justice system, where prolonged court delays have left companies financially exposed, often shouldering the burden of non-compliant customers while legal remedies lag behind.

Cost Pressures And Cautious Investment

Rising labour costs, intense domestic competition, and the pressure of lower-cost international markets — particularly in Asia — are driving firms to reconsider their investment priorities. Although nearly 60% of businesses intend to hire in the near term, investment plans in infrastructure, technology, and renewable energy are markedly selective. Overall sentiment remains cautious, with two-thirds of respondents expecting sales to stay level, both domestically and in overseas markets.

Calls For Policy Reforms And Digital Transformation

In an environment strained by excessive bureaucracy and inconsistent policy, businesses advocate for decisive governmental action. Respondents have pointed to the need for reduced business taxation, streamlined administrative processes, and more responsive public services. Furthermore, investment in digital transformation, artificial intelligence tools, and enhanced collaboration with academic and research institutions are seen as critical to boosting competitiveness and fostering innovation.

Conclusion: A Need For Strategic Reforms

The autumn 2025 barometer paints a picture of a resilient business community operating under increasing strain. With entrenched labour shortages, administrative inefficiencies, and deteriorating payment discipline, there is a clear call for targeted reforms. Addressing these structural challenges will be essential for ensuring that Limassol’s businesses not only sustain their current operations but also position themselves for future growth in an increasingly competitive global landscape.

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Aretilaw firm
The Future Forbes Realty Global Properties

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