SDG Barometer Belgium 2018 - Baseline insights on the engagement of organizations with the Sustainable Development Goals - Vbo Feb
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SDG Barometer Belgium 2018 Baseline insights on the engagement of organizations with the Sustainable Development Goals This study was supported by the Federal Institute for Sustainable Development and ING Belgium
The Sustainable Development Goals Table of contents
and the SDG Barometer
In memoriam: Kofi Annan
Foreword by the Belgian Minister of Sustainable Development
A word from the deans
Key takeaways of the SDG Barometer
The Sustainable Development Goals and the SDG Barometer
Survey results
SDG adoption and engagement
SDG awareness and action
Motivations for engaging with the SDGs
SDG driving forces
SDGs alignment with organizational strategy
SDG prioritization and impact
Partnerships on SDGs
Internal coordination of the SDG initiative
Communication on the SDGs
Barriers for engaging with the SDGs
Conclusions
Recommendations
References
List of interviewed organizations
Contributors
3
The Sustainable Development Goals In memoriam: Kofi Annan
and the SDG Barometer
Kofi Annan “We clearly have an ambitious agenda
1938-2018 ahead of us, but I am confident
that we can turn aspiration into
action and build a more prosperous
and sustainable world. We are not
Former Secretary-General
asking corporations to do something
of the United Nations
different from their normal business;
we are asking them to do their normal
business differently.”
5
The Sustainable Development Goals Foreword by the Belgian Minister of Sustainable Development
and the SDG Barometer
Foreword by the Belgian Minister of Sustainable Development
Dear reader,
In your hands is the first edition of the Belgian SDG barometer. An analysis of the results of an extensive
survey of companies and organisations this summer has provided us for the first time with a clear view of
the way in which Belgium is working towards the United Nations’ Sustainable Development Goals.
The SDGs, which are part of the Agenda 2030 for Sustainable Development, were endorsed by all 193
member states in September 2015. Belgium has undertaken to achieve the 17 goals and 169 sub-goals by
2030.
And that is a major challenge. Agenda 2030 reflects the need for change. The goals must bring about the
transformation to a more sustainable world and society. A world in which our planet, people, prosperity
and peace for all are central.
To achieve this sustainable world, close cooperation is necessary between governments, businesses, trade
unions, NGOs and all other stakeholders in society, including citizens. This implies that everyone will need
to adapt in order to work in partnership, without losing sight of their individual identity.
The results of this first SDG barometer show that we are on the right track. Three years after the launch
of the sustainable development goals, they are now widely known. They act as a compass, guiding the
evolution of our society.
I am therefore delighted to present you the results of the SDG barometer. They show a positive image, but
also highlight the fact that the road ahead is long and challenging.
I would like to congratulate everyone who contributed to the SDG barometer, as well as all the organisa-
tions which are taking action to achieve the SDGs. I am convinced that, together, we will accomplish the
transformation to a sustainable world.
Marie-Christine Marghem
Minister for Sustainable Development
7
The Sustainable Development Goals A word from the deans
and the SDG Barometer
Steven de Haes Koen Vandenbempt Per Agrell
Dean, Antwerp Management School Dean, Faculty of Business and Dean, Louvain School of
Economics, University of Antwerp Management, UCLouvain
It is with great pleasure and pride that we can present you the first edition of the SDG Barometer in
Belgium. This milestone marks the ambitions and the development of sustainability in our country that
we have witnessed to grow strongly over the past years. We are particularly pleased to see that the
SDG Barometer shows that organizations of all sorts and sizes are actively engaging in sustainability
by adopting the SDGs. It shows that organizations recognize the need to integrate performance in the
ecological and social domain with economic performance and that they seem to be confident that this
combination offers them a way to remain successful in the future. In that sense, we hope that the SDGs
offer an additional, powerful way of connecting businesses to their constituents and wider society ever
stronger. That, we think, is a hopeful message.
A previous joint effort of our institutions in collab- in this. As far as we are concerned, a well-known
oration with other partners was the development African proverb surely applies here: If you want to
and execution of the CR Barometer, the research go fast, go alone. If you want to go far, go together.
project that has paved the way for the SDG Baro
meter. This time, the research has been gratefully Having said that, challenges remain, as this report
supported by the Federal Institute for Sustainable also shows. We want to emphasize that it is impor
Development (FIDO) and ING Belgium. tant to recognize the need to go both fast and far
– and we are convinced that we can do that better
Taking stock in our own institutions, we can say when we team up with others, including schools,
that we are in the process of translating SDGs into companies, governments and, of course, our stu-
our organizational processes and, perhaps more dents, professors, and staff.
importantly, making the SDGs part of the curricu-
lum of our programs. It is fair to say that we still We hope this report challenges and invites you to
have quite a way to go, just like many others. How- continue your journey and also go both fast and
ever, it is also fair to say that we have already ta far.
ken many serious steps towards becoming effective
SDG ambassadors. We feel that, on this journey, we
could become even more effective when we share
our experiences, our knowledge, and our networks.
We hope that the SDG Barometer is instrumental
9
Key takeaways
from the SDG
Barometer
helping to combat
global challenges …
SDG awareness The key motivation to engage in the
SDG are associated with the global
is on the rise ... challenges the SDGs present and
the limited availability of natural
resources.
Not only are the majority of Belgian
organizations aware of UN’s
Sustainable Development Goals,
many have already acted on them –
often through partnerships.
led by boardroom
managers.
If the organization has not engaged in
an SDG partnership, the coordination
of SDG initiatives tends to be at
mid-management level. If it has,
the coordinator is more likely to be
operating at boardroom level.
Threats to SDG are rainbow-washing and the resistance
The SDGs are mostly communicated on the highest levels of engagement,
websites and in annual reports. They whereas those that have a high level
have not yet been fully integrated into of SDG engagement do not always
sustainability reports. The organizations communicate about it.
that report on the SDGs on a regular
basis are not necessarily those withand opening doors to
new opportunities. Belgian organizations
establish sustainable
Other driving factors for Belgian organizations strategies ...
to adopt the SDGs include reputation, market
opportunities and a license to operate.
The SDGs are mostly used as an additional
building block for existing sustainability
strategies. Only in a few cases has it been
replaced by the SDG strategy.
adopting a selection
of goals ...
The lion’s share of Belgian
organizations prioritizes a selection of
and engaging in SDGs rather than embracing the entire
temporary partnerships ... set of goals. SDG 8 (Decent work and
economic growth) and SDG 3 (Good
health and well-being) are the main
As for SDG partnerships, Belgian organizations areas of focus. SDG 2 (Zero hunger)
engage in intrasectoral as well as intersectoral and SDG 14 (Life below water) are
collaborations. They are more often medium-term often overlooked.
and project-based than long-term strategic in
nature.
of internal stakeholders
The main barrier for adopting the SDGs are internal
stakeholders rather than (the lack of) financial
resources or the SDG framework not bringing
organizational benefits.The Sustainable Development Goals and the SDG Barometer
The Sustainable Development Goals and the SDG Barometer
A short introduction to the Sustainable Development Goals
– and why they matter for all
SDGs in a global context companies, governments, and It is expected that governments
non-governmental organizations. will further increase their focus
Like many people in both the on sustainable development in
developed and developing world, While Agenda 2030 is a shared, the near future and that they will
Belgian citizens and organiza- essentially human-focused encourage companies to adopt
tions are confronted with an agenda that requires a collective sustainable practices and inte-
array of sustainability challen responsibility and response, it grate these into the reporting cy-
ges that are essentially global may also provide several benefits cle (see for instance SDG target
in nature, even though these for all kinds of organizations and 12.6). Organizations could there-
challenges manifest themselves citizens worldwide. In fact, adop fore anticipate governmental
nationally and even regionally or ting the SDGs holds the promise policies and regulations to ensure
locally as well. These challenges of increasing the value of compa- resilient, future-proof business
include the increase of green- nies’ activities and products, may models by adopting the SDGs. A
house gasses, financial insecurity, provide innovation opportunities lot of organizations – and their
the acceleration of biodiversity for organizations and their stake- constituents – already do so.
loss, and rising inequality. Over- holders, and improves relations
all, the main challenge of the
21st century will be to live well
in an inclusive society, while “The Sustainable Development Goals were forged from the most inclusive
maintaining a healthy environ- policy dialogue we have ever organized. Now is the time to mobilize the
ment and prosperous economy global business community as never before. Realizing the Sustainable
within our planet’s boundaries. In Development Goals will improve the environment for doing business and
order to tackle the most pressing building markets”.
global challenges, the 17 SDGs of Former UN Secretary-General Ban Ki-moon
the 2030 Agenda for Sustainable
Development were adopted by
193 world leaders in September
2015. This new framework has a between organizations and The SDGs in Belgium
broader scope than the previous broader society. Since sustain-
Millennium Development Goals ability is increasingly valued by Belgium is among the 193 coun-
as it brings together ecological, markets and increasingly in line tries that have ratified the SDGs
economic and social aspects of with the economic interests of or- and has been active in promo
sustainable development and ganizations, embracing the 2030 ting these global goals. In 2017,
defines its reach as the entire Agenda can create efficiency Belgium presented its first eval-
world rather than just the less gains, drive innovation, minimize uation report on the SDGs to
developed countries. The ambi- costs, and enhance reputations. the United Nations. This review
tions of the SDGs are described Beyond this, engagement with serves as a benchmark that will
according to five core themes, the SDGs can help myriad or- aid the further implementation of
namely People, Planet, Prosperity, ganizations to be an inspiration the SDGs in and by Belgium and
Peace, and Partnership. The SDGs to others and create awareness that will allow to better identify
have an integrated and global among employees, investors, and gaps and consequently commit
perspective to respond to to- customers alike. resources where the SDGs have
day’s global challenges and they
involve all stakeholders, including
13The Sustainable Development Goals
Distribution by number of employees
8%
18% 22% 5000
the greatest impact. Still, Belgium for comparison over time for changers for viewing and prac-
faces some major challenges understanding the roles, respon- ticing CR in Belgium. While it
to fulfil several SDGs, including sibilities, and actions of Belgian has become widely known that
those relating to Responsible companies in the field of sustain- more and more organizations
consumption and production ability. The 2015 CR Barometer are supporting the SDGs and are
(SDG 12), Climate action (SDG pointed out that companies had developing their sustainability
13), and Life on land (SDG 15) made substantial progress over policy and reporting activities
(Sachs et al., 2016; UN High Level the years following the 2011 based on the global Agenda
Political Forum, 2017). Sever- study. Companies appeared to 2030, up until today there is no
al SDG initiatives, coordinated develop a good understanding of clear overview of the adoption
by different actors, are taking the fact that sustainability poses and the implementation of the
place in Belgium to increase SDG questions about the responsi- SDGs by Belgian organizations.
awareness and adoption. More bilities of companies in society, In partnership with Louvain
information on SDG initiatives in inviting them to contribute to a School of Management and the
Belgium can be found at better world for everyone, and University of Antwerp, Antwerp
www.sdgs.be/nl/initiatives. providing business opportunities Management School has taken
at the same time. the initiative to develop the SDG
Against this background, the Barometer, to investigate the
SDG Barometer should be seen The current SDG Barometer adoption of the SDGs in Belgium.
as a new initiative that may not extends this multi-year research The project is supported by the
only add to the Belgian efforts endeavor but will concentrate Federal Institute of Sustainable
on achieving the SDGs, but that on the SDGs as potential game
also may prompt new or correc
ted actions in the context of the
SDGs through newly generated Distribution by
insights. annual turnover
15%
About the SDG Barometer 15% < € 1 million
46% 17%
The SDG Barometer can be 17% € 1 - € 5 million
viewed as a follow-up study to
the Belgian Corporate Responsi-
22% 22% € 5 - € 20 million
bility (CR) Barometer studies held
in 2011 and 2015. As such, these 46% > € 20 million
studies serve as a reference pointand the SDG Barometer
monitored and that SDG adop-
Distribution by tion is being supported by the
organization type Belgian government. As such, this
5% first SDG Barometer should be
seen as an invitation for organi-
21% 21% Government zations to keep working on the
SDGs and explore new practices
74% 74% Business and approaches.
5% Non-governmental
oranisation Presentation of the results
The results in this report are
presented in an aggregate form
Development and ING Belgium tions made and investigating the and hence include the findings
and further developed in partner- problems they encounter when for all organizations, including
ship with The Shift, Cifal Flanders, working with the SDGs. As part companies, governments, and
VBO/FEB, UWE, VOKA, Essencia, of this latter objective, several non-governmental organizations
Agoria, Febelfin and Fevia. The interviews were held to further that participated in this survey.
overall goal of this SDG Barome- inform the survey findings and to Although the presented results
ter is to obtain insights in to the develop several brief case de- provide a snapshot of the ‘state
SDG landscape in Belgium for scriptions that provide qualitative of play’ when it comes to the
various types of organizations, in- insights into different aspects of engagement of organizations
cluding companies, governments the SDGs in practice. In addition, with the SDGs, readers should be
and non-governmental organiza- this report integrates two small- aware that the results cannot be
tions. Since this research project er research projects, namely an perceived as statistically repre-
is the first national survey on the analysis of reporting on the SDGs sentative. In fact, with the chosen
adoption and implementation of by listed Belgian companies (BEL research approach, there is the
the SDGs, these results may serve 20) and an analysis of the SDG bias of self-selection: respon-
as a baseline for further investi- engagement of members of a dents may have participated
gations, both within Belgium and large sustainability-oriented busi- in the SDG Barometer exactly
abroad. ness network (The Shift). These because it is about the SDGs
projects were conducted because and because their organizations
Objectives of the availability of solid data have a certain SDG engagement.
sets. Still, the results point in a certain
The SDG Barometer has two direction that may capture the
main objectives. First, it aims The SDG Barometer may stimu- actual state of play.
to analyze the current state of late and facilitate the adoption
affairs regarding the type of of SDGs by companies, contribute Where possible and relevant, the
engagement, the implementation to developing new governmental findings are differentiated for
(progress made so far, challen action programs, and provide organizational characteristics,
ges), and the communication insights for non-governmental but only in (the few) cases where
on the SDGs of Belgian organi- organizations, business networks, there is a significant difference.
zations through a quantitative and knowledge institutions to In addition, the findings for
survey methodology. The sec- spur the effective implementation the Belgian context have been
ond objective is to get a better of the SDGs. The SDG Barome- compared to and illustrated with
understanding of the application ter also gives a signal towards recent international studies on
of the SDGs in practice through different types of organizations the SDGs and previous research
analyzing the choices organiza- that the progress on the SDGs is projects such as the Belgian CR
15The Sustainable Development Goals
Barometer (2011, 2015) to pro- all respondents taking the ‘exit of the entire set of respondents
vide the reader with a broader route’, meaning the starting point and that the results are not
and richer view and interpreta- of the SDG Barometer was 409 claimed to be statistically repre-
tion of the results and add mean- respondents. Of these 409 re- sentative. Still, it is believed that
ingful context to the results of spondents, 13% were not aware the results of the SDG Barometer
the SDG Barometer. Overall, the of the SDGs. The remainder of the as presented in this report reflect
findings of the SDG Barometer respondents consequently went the actual patterns found within
tend to align with other recent into the actual SDG Barometer. organizations.
studies, adding to the reliability Within the actual SDG Barometer,
of the findings. the additional routings led to dif-
ferent partitions of respondents,
meaning the different constitut-
Response demographics ing questions of the SDG Barom-
eter were answered by a varying
A total of 641 organizations number of respondents. For
across many sectors responded reasons of clarity of presentation
to the SDG Barometer question- and overall interpretation, the
naire. The SDG Barometer ques- response numbers for each sep-
tionnaire consisted of several arate question are not displayed
different routes, including an ‘exit in this report. However, when in-
route’ at the beginning of the terpreting the results of the SDG
questionnaire based on organiza- Barometer it should be taken into
tions’ attention for sustainability. account that the responses to the
This led to roughly one-third of various questions reflect subsets
Other response characteristics:
- 82% of the responding organizations - Most of the responding organizations are
have existed for more than 10 years located in Antwerp (25%), Brussels (17%),
West-Flanders (15%) and East-Flanders (14%)
- 30% of the responding organizations
are family businesses - 18% of the responding organizations
are listed companies
- 72% of the responding organizations are
located in Flanders, 17% in the Brussels
Capital Region, and 11% in Walloniaand the SDG Barometer
17Survey Results
The Sustainable Development Goals and the SDG Barometer
1
SDG adoption
and engagement
1.1 SDG awareness and action
With virtually all responding but have no knowledge about
organizations (96%) dedicating or action plans for the goals. A
some or a lot of attention to mere 13% are not at all aware
sustainability (Exhibit 1), 87% of the SDGs (Exhibit 2). Despite
are aware of the SDGs (Exhibit the noted unawareness or lack
2). Notably 63% of the surveyed of knowledge, there is a strong
organizations are not only aware willingness among respondents
of the SDGs but also act on the (90%) to adopt the SDGs in the
goals either through implement- future. It should be noted that
ing them in their organization awareness of the SDGs var-
or through partnerships. These ies with organization type: the
findings seem to indicate a high- non-governmental sector is more
er level of commitment to the aware of the SDGs compared
SDGs in Belgium than compared to the governmental sector and
to global Exhibits. For instance, the private sector. Also, the size
international research by Globes- of organizations matters: family
can (2016) showed that 66% of businesses and smaller organiza-
organizations still had to adopt tions are generally less aware of
the SDGs (Globescan, 2016). On the SDGs.
the other hand, 24% of the orga-
nizations are aware of the SDGs
Exhibit 1. Attention for
4% sustainability in general
35%
61% A lot of attention
61% 35% A little
4% No attention
19The Sustainable Development Goals
Exhibit 2. SDG awareness and action
13%
27%
4%
27% Aware and acts through partnership
13% Not aware
20%
4% Aware and no action plans
20% Aware and no knowledge
36%
36% Aware and acts in the organization
The attention for sustainability noted that this study does not sumer trust, career management,
and willingness to adopt the reveal the quality of the action family planning, civic participa-
SDGs are yet to be fully trans- taken by the organization. tion and animal welfare. Also,
lated into action on the SDGs. part of the respondents indi-
Looking at the type of action that Most of the responding orga- cated the need to develop clear
organizations are undertaking nizations (85%) believe that all and measurable objectives for
on the SDGs, it appears that they relevant sustainability topics the SDGs. These results suggest
mainly set specific objectives on are reflected in the SDGs. Other that work is needed to improve
the SDGs (55%), engage in part- themes that were suggested are awareness and knowledge about
nerships (40%), design SDG-ori- already included in the goals, the SDGs, since they definitely
ented strategies or programs either directly or indirectly, such include specific targets to attain.
(36%) and measure their impacts as sustainable tourism, freedom
on the SDGs (32%). It should be of speech, consumer rights, con-
VOKA Charter process and signing the ulations. In VOKA’s experience,
Charter commits itself to pro- it is crucial to have commitment
VOKA, the Flanders’ Chamber actively integrating sustainable at CEO level to make companies’
of Commerce and Industry, has entrepreneurship in its policies, engagement to the Charter a
developed the VOKA Charter for setting objectives and under- success. While a barrier may be
Sustainable Entrepreneurship. taking actions that fit within the that companies focus particularly
This voluntary sustainability SDG framework, reporting on the on the low-hanging fruit when
scheme offers companies the results to an evaluation commis- implementing sustainability, the
opportunity to develop a tai- sion consisting of independent Charter encourages companies
lored action plan based on the experts, communicating external- to go beyond focusing on single
SDGs that is result-oriented and ly about its actions, and working SDGs and adopt a broader set of
continuously optimized. Every in conformity and beyond with goals.
company participating in the the social and environmental reg-and the SDG Barometer
1.2 Motivations for engaging with the SDGs
Exhibit 3 shows that organiza- tant reason to have attention for global challenges (85%) and the
tions that have attention for sustainability (48%). fact that organizations have a
sustainability indicate that they sense of the finiteness of natural
mainly do so to innovate and Interestingly, looking at the resource availability (81%). Also,
differentiate their organization reasons why organizations adopt the SDGs being an international
in order to provide unique ad- the SDGs, a different picture framework appears important for
vantages to stakeholders and emerges (Exhibit 4). The fact that organizations (63%). Stakeholder
enhance their competitive advan- the SDGs may provide benefits pressure or linking their activities
tage (68%). This result is similar for the organization is not a to the United Nations are rela-
to that of the 2015 CR Barome- top 3 reason for organizations tively unimportant reasons for
ter, which found that companies to take up the SDGs, although organizations to adopt the SDGs.
identified ‘innovation of products 53% of respondents agree that These findings are coherent with
and services’ as an important the SDGs do so. The findings international analyses showing
motivator for introducing CR indicate that far more impor that the urgency of sustainability
management practices. Comply- tant reasons for organizations to issues is frequently mentioned as
ing with sustainability standards adopt the SDGs are the fact that a reason for adopting the SDGs
appears to be the least impor the SDGs represent important (e.g., Globescan, 2016).
Exhibit 3. Motivations for having attention for sustainability
External stakeholders Totally disagree
4 12 23 38 23
alignment
Disagree
Efficient processes and
clean production methods 7 13 21 33 25
Neutral
Business activities: innovate,
differentie & advantages to 4 11 18 37 31 Agree
stakeholders
Ecological & social standards Totally agree
13 20 20 30 18
0 10 20 30 40 50 60 70 80 90 100 Percentage
Exhibit 4. Reasons for adopting the SDGs
Linking activities with the UN 10 26 41 17 6
Totally disagree
International framework 6 0 31 41 22
Disagree
Benefits for the organization 9 3 35 47 6
6 23 31 31 9 Neutral
External stakeholders
Internal stakeholders 4 21 35 35 6 Agree
Limited natural resources 3 5 12 26 55
Totally agree
Global challenges 14 4 47 38
0 10 20 30 40 50 60 70 80 90 100 Percentage
21The Sustainable Development Goals
1.3 SDG driving forces
While motivations for adopting corporations and organizational with broader economic and so-
the SDGs may originate internal- reputations are linked to many cietal developments rather than
ly, driving forces are rather found important aspects, including viewing the SDGs as a way to
externally. Looking at these dri the ability to attract and retain manage organizational risks. It is
ving factors, organizations men- employees, increase consumer clear that in sectors such as food
tion reputation (57%) and mar- and supplier loyalty, and organi- and agriculture, urban develop-
ket opportunities (43%) as the zations’ overall license to operate ment, energy and materials, and
most convincing driving forces (GRI, UNGC & WBCSD, 2015). health and well-being, organiza-
(Exhibit 5). Reputational factors Indeed, securing this license to tions - notably but not exclusively
were mentioned by the 2011 and operate is also mentioned as companies - can contribute to
2015 CR Barometer as important an important driving factor by spur sustainability through their
driving forces for sustainability. respondents (34%). core activities, including goods,
It should be noted that organi- services, and business models,
zational reputation is something The results indicate that orga- and improve overall prosperity
different from marketing and is nizations mainly see the 2030 (SDG Fund, 2015; WBCSD & DNV
crucial for longer-term success. Agenda as a broad window GL, 2018).
For instance, in the current or- of opportunities – as a way to
ganizational context intangible achieve a good fit with their en-
assets constitute the lion’s share vironments, align with the expec-
of the market value of large tations of society, and be in sync
Exhibit 5. SDG driving forces
Market opportunities 14 43 43
Not convincing
Reputation 8 35 57
A little convincing
Managing risks 23 53 23
Very convincing
Changing legislation 12 56 33
Licence to operate 14 52 34
0 10 20 30 40 50 60 70 80 90 100 Percentageand the SDG Barometer
Governments and the SDGs
Building a competitive advantage and differentiation is less
applicable for governmental institutions, at least from a mar-
ket perspective. At the same time, adopting the SDGs relates
to market opportunities for governments, too, as these organi-
zations represent a big purchasing power in several markets. In
addition, from the perspective of attracting and retaining em-
ployees, competitive advantage and differentiation are in fact
also relevant for governmental organizations (and for other
non-business organizations as well). It should be noted that the
2030 Agenda fully aligns with many governments’ strategies
and policy agendas. Governments on different policy levels
(local, regional, national, and supranational) have chosen to
adopt the SDGs and interpret them in the way they see fit
from the applicable policy level. Hence, many of the findings
of the SDG Barometer are directly applicable to governmental
organizations.
Recently, the ‘SDG Manual for government organizations” was
developed by Sustenuto, explaining how governments, includ-
ing local authorities, can integrate the SDGs into the strategy
and activities of their organizations. This manual reads: “The
SDGs are universal objectives, which means that all govern-
ments must integrate them into their policy. (…) Vision 2050,
the long-term strategy for Flanders, endorses the achievement
of the SDGs at global level, and considers this to be a neces-
sary condition for achieving the vision for Flanders by 2050.”
The manual includes a case study of the VDAB, the public em-
ployment service of Flanders.
From the perspective of municipalities, the Association of
Flemish Cities and Municipalities (VVSG) has published the
booklet ‘SDGs in your municipality’ assembling 50 practical
awareness-raising examples of initiatives that Flemish cities
are taking to implement the SDGs. As a common theme, initia-
tives have a low-threshold and often fun approach to introduce
people to the goals. In 2017, the VVSG has started an SDG pilot
project, bringing together a group of 20 large and small local
authorities, exploring how to anchor the SDGs structurally and
across departments for the entire policy planning process. The
VVSG’s ultimate goal is to have as many local authorities as
possible include the SDGs into their new policy plans after the
municipal elections in October 2018. In 2019, all municipalities
will create a new six-year municipal policy plan.
23The Sustainable Development Goals
2
SDG alignment with
organizational strategy
There are obvious links between
organizations’ existing sustain-
ability strategy and the way they BEFIMMO activities and challenges could
approach the SDGs. The findings have a positive or negative
of the SDG Barometer show that impact on the goals. From the
organizations mainly adopt the The construction industry has set of 17 SDGs, 15 are now
SDGs through building on their an important role to play as it is emphasized through the organi-
sustainability strategy (48%). responsible for 40% of the total zation’s policies and six strategic
A similar percentage of orga- energy consumption and 36% of axes were identified: integrating
nizations state that the SDGs the EU’s CO2 emissions. So it is buildings as ecosystems in the
have many similarities with their no surprise that CSR has become city, redesigning office spaces,
existing sustainability strategy a priority at Befimmo. In 2013, a being an example for its partners
(43%). Only 4% of the responding Global Reporting Initiative (GRI) and sharing research and innova-
organizations appear to have materiality analysis was conduct- tions, contributing to alternative
replaced their sustainability ed within the organization, lead- and environmentally friendly
strategy with the SDGs (Exhibit ing to a four-pillar sustainability mobility, communicating with
6). These results signal that or- strategy that was followed up stakeholders through dialogue,
ganizations tend to embed SDGs until 2017. In 2018, Befimmo and using natural resources ac-
into their existing sustainability strategically adopted the SDGs cording to eco-design and circu-
strategies This embedding of the to ameliorate its CSR policy and lar economy principles through-
SDGs – either within an organi- integrate sustainability in the out the lifecycle of buildings.
zation’s sustainability strategy or organization’s overall strategy.
its overall strategy – is generally
viewed as important for the SDGs An analysis based on the SDGs
to be truly effective. made clear which of Befimmo’s
Looking at the organizations that limited efforts (Exhibit 7). This states that the SDGs have not
indicated that they are aware of includes quick wins such as recy- yet been fully integrated in the
the SDGs but lack knowledge and cling waste, adopting recyclable company strategy, although com-
have not yet taken actions, 33% paper, and using rechargeable panies are highly aware of the
state that they prefer to inte- batteries, or adopting the objec- SDGs. It should be noted that the
grate the SDGs in their overall tives of only a few SDGs that are SDGs are not used to describe
strategy. A comparable per- already in line with the organi- the status quo, but that they
centage gives preference to the zation’s existing activities (e.g., facilitate strategic choices and
option of integrating the SDGs in implementing a gender equality innovations that will contribute
their sustainability policy (32%). policy) or their core business. to the realization of the 2030
However, 35% indicate that they Agenda.
would only integrate those SDGs A Dutch study by Sustainalize
into their policies that require and Tilburg University (2018)and the SDG Barometer
SPADEL existing frameworks, but will contextualization, for instance,
serve as an assessment or takes place from the perspec-
Sustainability at Spadel is review framework for compa- tive of the sector the company
strongly oriented towards nies’ own interpretations of operates in and regions in
responsibility for the im- and approaches to sustainabil- which it is active.
pacts of its own activities ity. When used in that way, the
and products. Years ago, the SDGs can help better interpret In the future, the company
company already developed companies’ roles in society. expects the SDGs to become
an overarching framework for an additional layer for its
the implementation of sus- For now, Spadel has chosen sustainability strategy, also to
tainability. Spadel considers to focus on those SDGs that investigate its indirect im-
the SDGs present a wider set are associated with its direct pacts. That is seen as perhaps
of societal challenges that impacts – that is the initial the most important role of
can offer perspective on how strategic layer. A subsequent the SDGs: to identify indirect
companies may contribute to strategic layer is making the impacts as well as exposing
sustainability deeper in their connection with the objectives the cross-linkages between
supply chains. that are formulated for each the sustainability issues that
SDG. the goals represent. That will
Hence, the SDGs have a While the SDGs propagate an lead to a greater sustainability
supporting function but are inclusive approach, meaning maturity and quality of impact
expected to become a leading that there is no hierarchy be- measurement.
framework during the next tween the goals, the practice
couple of years. The SDGs of Spadel shows it is important
will not, however, replace the to contextualize the SDGs. This
Exhibit 6. Relationship between SDGs and
5%
organizations’ sustainability strategy
4%
43% Many similarities to sustainability strategy
48% 43% 48% Building on sustainability strategy
4% Replacement of sustainability strategy
5% No sustainability strategy
Exhibit 7. Integration by organizations
that have not yet adopted the SDGs
35% Support low engagement SDGs 33% 35%
32% Integrate SDGs in sustainability policy
33% Integrate SDGs in overall strategy 32%
25The Sustainable Development Goals
3
SDG prioritization
and impact
The findings of the SDG Ba- that the majority of companies izing the 2030 Agenda. It should
rometer clearly show that most narrow down their choice to a be noted that prioritization varies
organizations (80%) that adopt subset of SDGs that they deem with the age of the organization:
the SDGs tend to prioritize a most relevant to their opera- organizations that have existed
few SDGs rather than focusing tions. While this behavior may be for less than two years prioritize
on the entire set of goals. Only perfectly understandable from the SDGs less when compared to
15% of the responding organi- a practical point of view, the UN organizations that have existed
zations consider the 17 SDGs has clearly stated that the SDGs for more than two years.
equally important; 5% of them are indivisible and that cher-
give priority to one SDG (Exhibit ry-picking the SDGs is not the
8). This is in line with internation- approach organizations should
al results (PWC, 2015) showing take when contributing to real-
Exhibit 8. Prioritization of the SDGs
5% Exhibit 8. Prioritization of the SDGs
15%
5% Priority given to one SDG
80% Priority given to a few SDGs
80% 15% All SDGs
The question, then, is: ‘Which well-being), organizations that consider SDG 3 (Good health and
SDGs do organizations focus are either not aware of the SDGs well-being), SDG 8 (Decent work
on?’ There is a difference in focus or are aware but lack knowledge and economic growth), SDG 12
between organizations that are or have not (yet) taken action (Responsible consumption and
at different stages of ‘SDG ma- consider SDG 1 (No poverty), SDG production) and SDG 13 (Climate
turity’, based on their perceived 5 (Gender equality) and SDG 7 action) as the most important
impacts. Although, on average, (Affordable and clean energy) focus points. These latter organi-
all responding organizations as significantly more import- zations also attributed an overall
perceive themselves as having ant compared to organizations higher priority to SDG 17 (Part-
the highest impact on SDG 8 (De- that have adopted the SDGs. nerships) compared to the former
cent work and economic growth) Organizations that have adopt- (Exhibit 9).
and SDG 3 (Good health and ed the SDGs, on the contrary,and the SDG Barometer
The analysis of the impact or- adopted the SDGs tend to priori-
ganizations have on the SDGs tize the SDGs that reflect market
shows that organizations who opportunities and innovations
have not adopted the SDGs more (economic growth, industry,
mainly prioritize on socially energy & materials, consump-
oriented goals (e.g., No poverty, tion & production and health &
gender equality), whereas or- well-being).
ganizations that have already
Exhibit 9. SDG prioritization according to different ‘SDG maturity’
Organizations that are either not aware Organizations that are aware
or are aware but lack action/knowledge and have adopted the SDGs
1 SDG 3 (Good health and well-being) SDG 8 (Decent work and economic growth)
2 SDG 8 (Decent work and economic growth) SDG 3 (Good health and well-being)
3 SDG 5 (Gender equality) SDG 17 (Partnerships)
SDG 9 (Industry, innovation and
4 SDG 9 (Industry, innovation and infrastructure
infrastructure)
5 SDG 7 (Affordable and clean energy) SDG 13 (Climate action)
SDG 12 (Responsible consumption SDG 12 (Responsible consumption
6
and production) and production)
7 SDG 11 (Sustainable cities and communities) SDG 7 (Affordable and clean energy)
8 SDG 13 (Climate action) SDG 11 (Sustainable cities and communities)
9 SDG 17 (Partnerships for the goals) SDG 5 (Gender equality)
10 SDG 1 (No poverty) SDG 4 (Quality education)
11 SDG 4 (Quality education) SDG 6 (Clean water and sanitation)
12 SDG 10 (Reduced inequalities) SDG 15 (Life on land)
13 SDG 6 (Clean water and sanitation) SDG 10 (Reduced inequalities)
14 SDG 15 (Life on land) SDG 1 (No poverty)
15 SDG 14 (Life below water) SDG 16 (Peace, justice and strong institutions)
16 SDG 2 (Zero hunger) SDG 14 (Life below water)
17 SDG 16 (Peace, justice and strong institutions) SDG 2 (Zero hunger)
27The Sustainable Development Goals
There also appears to be consen- tions and their core activities and
sus about which SDGs organiza- are more difficult to translate
tions think they have the least into concrete objectives. Other
impact on: SDG 2 (Zero hunger), SDGs, such as SDG 16 (Peace,
SDG 14 (Life below water) and justice and strong institutions)
SDG 16 (Peace, justice and strong and SDG 2 (Zero hunger), are
institutions). This result is again perhaps perceived as being pri-
in line with international findings, marily aligned with the roles and
where a similar set of SDGs were responsibilities of governments or
ranked low. Research by Globes- a small number of specific com-
can (2016) shows that progress panies (e.g., UN, 2017).
has been particularly slow in the
areas of Reduced inequalities
(SDG 10), Life below water (SDG
14), Life on land(SDG 15) and No
poverty (SDG1). The findings sug-
gest that these SDGs are deemed
less relevant to many organiza-
PORT OF ANTWERP and through input by an in- The Port is ambitious when
ternal task force on mobility, it comes to creating support
When the Port of Antwerp it became clear that, as an for the SDGs among its em-
started with its SDG engage- important organization for ployees. Within a two-year
ment in 2015, it prioritized the economy of the Antwerp timeframe, all of its 1,500
those SDGs that seemed region, the Port also had employees should know what
directly relevant to their substantial impact on themes the SDGs are, why the or-
operations and sustainability such as poverty, air quality ganization has adopted the
commitment. Among those and local communities. Rec- SDGs and how employees can
selected were SDG 8 (Decent ognizing the indivisibility and contribute to the SDGs both
work and economic growth), interdependence of the SDGs from their own professional
SDG 13 (Climate action) and the Port decided to embrace domain and from their per-
SDG 17 (Partnerships for the all SDGs, make them the com- sonal interest.
goals). mon thread that runs through
its Vision 2030-2050, and
However, after consultations translated them to the local
with external stakeholders context.and the SDG Barometer
SDG priorities of the BEL 20 and
members of The Shift
As part of the SDG Barometer, additional analyses pattern: SDG 13, SDG 12 and SDG 8 are all in the
were conducted of SDG prioritization by companies top 5 of the SDGs that the 385 members of this or-
listed on the BEL 20 index and companies that are ganization tend to focus on. It should be noted that
members of the sustainability-oriented business SDG 17 (Partnerships for the goals) are deemed
network The Shift. Based on their sustainability re- more important when compared to the preferred
ports, BEL 20 companies most often prioritized SDG SDGs of the BEL 20 companies (Exhibit 11). This
8 (Decent work and economic growth) and SDG 13 may be caused by the relatively high maturity levels
(Climate action), followed by SDG 12 (Responsible and the level of commitment to sustainability by
consumption and production) (Exhibit 10). An expla- members of this network. SDG 12 (Responsible
nation for this may be that these SDGs are closely consumption and production) and SDG 13 (Climate
linked with perceptions of what constitutes corpo- action) are given a somewhat higher priority by The
rate social responsibility. The least popular SDG Shift members and the BEL 20 companies com-
for BEL 20 companies was SDG 2 (Zero hunger). pared to the respondents of the SDG Barometer.
The results for The Shift members reflect a similar
Exhibit 10. Prioritization of SDGs by BEL 20 companies
12
11
10
9
8
7
6
5
4
3
2
1
1 0 8 8 8 2 8 11 6 4 5 9 11 2 1 3 6
0
SDG1 SDG2 SDG3 SDG4 SDG5 SDG6 SDG7 SDG8 SDG9 SDG10 SDG11 SDG12 SDG13 SDG14 SDG15 SDG16 SDG17
Exhibit 11. Prioritization of SDGs by members of The Shift
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
11% 7,2% 12,9% 12,9% 6,4% 5,6% 11,3% 26,8% 8,3% 5,9% 11,5% 33% 41% 2,7% 8,6% 4% 30,3%
0%
SDG1 SDG2 SDG3 SDG4 SDG5 SDG6 SDG7 SDG8 SDG9 SDG10 SDG11 SDG12 SDG13 SDG14 SDG15 SDG16 SDG17
29The Sustainable Development Goals
4
Partnerships
on SDGs
There is wide consensus that engage in such partnerships, they
the success of the 2030 Agenda prefer mid-term partnerships with
will be highly dependent on the a clear project as their focus over
efforts and partnerships between long-term strategic partnerships
all stakeholders involved and and short-term partnerships in
affected. From bilateral partner- which occasional activities are
ships to multi-stakeholder coop- undertaken (Exhibit 13). Inter-
eration, these initiatives are seen estingly, organizations consider
to be better able to deal with the educational institutions to be
complexities and interconnect- the least preferred partner for
edness of the SDGs and offer, realizing SDG objectives. Higher
among other benefits, efficiency education, however, has a big
gains, mutual opportunities for role to play in spurring the adop-
learning, better access to finan- tion of the SDGs by developing
cial means, and a pooling of knowledge and generating new
human resources. insights through research and
through educating future leaders
In line with recent research for companies, governments and
(Globescan, 2016; Beisheim & non-governmental organizations
Ellersiek, 2017; UNGC & Accen- alike.
ture, 2018) surveyed organi-
zations that have adopted the
SDGs indicate that they give a
high priority to SDG 17 (Partner-
ships). Of these organizations,
27% appear to act on the SDGs
through partnerships in different Exhibit 12. Partnership types
ways and with different scopes.
Most of these organizations have
24%
partnerships with members of 24% Intrasectoral
their own sector as well as part- (same sector)
nerships with organizations from 59%
other sectors (59%). Respectively 17% 17% Intersectoral
24% and 17% seem to prefer (cross-sector)
intrasectoral and intersectoral
partnerships (Exhibit 12). When 59% Inter- & intrasectoral
it comes to the type of partners,
collaborative endeavors with
non-governmental organizations
seem to be slightly preferred over
partnerships with governmental
organizations and sector orga-
nizations. When organizationsand the SDG Barometer
Exhibit 13. Partnership scope
Medium-term and project-based activities 61
Long-term and project-based activities 51
Long-term and strategic activities 49
Short-term and occational activities 41
0 10 20 30 40 50 60 70 80 90 100
Percentage
JOKER Being one of the SDG Voices of organization considers the SDGs
2018, Joker invites its travellers as a valuable framework since
No less than 10% of the world to share their favourite ‘SDG- they overrule individual organi-
economy and about one in 10 spot’ while travelling. Rather than zations and challenge them to
jobs worldwide depend on the being geographical locations, come to a common agenda that
tourism sector. Consequently, the these spots can be anything, such foregoes competition.
awareness of the impacts of the as activities, moments, expe-
sector is high and sustainable riences, or initiatives of locals. Through Joker’s projects fund the
tourism has become mainstream Through the online #mySDGspot organization supports different
in the sector especially over the contest, the organization aims to good causes worldwide, also
past decades. For Joker, the enable travellers to share their by partnering with local com-
SDGs present a new framework spots with others, hence raising munities. Currently, Joker has
that encapsulates a lot of the awareness about sustainable partnerships with several small
sustainability-related actions tourism. In addition, Joker aims social enterprises in developing
that have already been taken to be an inspiration for the entire countries that mainly focus on
by the organization. The SDG tourism sector in order to chal- community-based tourism, which
framework however strengthens lenge and inspire it to take action they support for a period of
this commitment to sustainable on the SDGs. three years.
tourism and even enables its ac-
celeration. Since the framework Joker organizes a sector-wide
is universal, it makes it easier for event in 2018 in partnership with
Joker to work with and speak the Travel 360° to work together on
same language with its stake- sustainability challenges with the
holders. SDGs as their main guidance. The
31The Sustainable Development Goals
5
Internal coordination
of the SDG initiative
A striking 83% of the organi- nership, this person is more likely suggests that it is important to
zations that have adopted the to be operating at boardroom engage boardroom executives
SDGs have appointed someone level. Also, people working on the and strategy departments in the
to work on the organization’s SDG initiative within organiza- SDG initiative, as there is often
SDG initiative on a regular basis. tions that have entered into an a gap between the departments
Not surprisingly, larger organiza- SDG partnership are more likely that have operational responsi-
tions appear to be more likely to to directly report to the board bility for the SDGs (i.e., the CSR
have such a person appointed. of directors (72%) than within and sustainability department)
Recent research has shown that organizations that have no such and the corporate functions that
it is particularly the sustainabili- partnership (51%). These results are critical in helping advance
ty function within organizations hence suggest that engaging in the SDG agenda within the
that is most engaged in the SDG an SDG partnership could be a organization (i.e., CEO, strategy
agenda (WBCSD, 2018). The SDG facilitator to align the boardroom department, communications de-
Barometer shows an interes and management department partment). Another interpretation
ting result on this issue: within with the SDG agenda, probably of this research result from the
organizations that have not also because the reputation of SDG Barometer is that exactly
engaged in an SDG partnership, the organization – which was because this person reports to
the person assigned to coordi- identified as a main driving force the boardroom, the SDGs are
nate activities related to the SDG for supporting the SDGs – is at taken more seriously and such
initiative is most likely someone stake. This insight is particu- organizations are more inclined
from the middle management larly important since research to engage in partnerships.
layer. Within organizations that by the World Business Council
have entered into an SDG part- for Sustainable Development
CITY OF ROESELARE laboration often brings new pro While the comprehensive, inte-
ject ideas to the table and makes gral nature of the SDGs may be
The City of Roeselare is one of it easier to link policy areas that a pitfall, existing projects can be
the pilot communities in the SDG are normally separated through linked to the framework, which
project of the Association of departments, such as poverty enables project priorities to be-
Flemish Cities and Municipalities and climate. Such collaboration come clearer. As such, the SDG
(VVSG). Given the global and results in having more impact, framework is not a new policy
multidisciplinary character of the while working more efficiently per se, but it shows what the
SDG framework, multidisciplinary from a financial point of view. organization already undertakes,
collaboration on projects is cru- While the proverbial walls are and the SDG framework can
cial, as it requires a different way coming down between themes create coherence across policies.
of working together. The SDG and responsibilities, the challenge Through internal communication
project is led by the Strategic remains to implement this mul- efforts towards policy officers
cell. This cell stimulates hori- tidisciplinary agenda and make that emphasize this notion,
zontal collaboration within the actions visible. In addition, it is the city strives for every policy
organization and crossing several necessary to translate the mul- officer within the organization
themes, which could benefit the tidisciplinary approach to higher to have an ‘SDG reflex’ in the
implementation of the SDGs. policy levels as well, as policy future.
coherence on themes is often
In the experience of the city of lacking.
Roeselare, multidisciplinary col-and the SDG Barometer
6
Communication
on the SDGs
Most organizations appear to that were held as part of the mentioned by the respondents
communicate on sustainability, SDG Barometer indicate that were newsletters, social media
both internally (87%) and exter- organizations with a strong SDG and events. While just 14 organi-
nally (82%). Of the responding engagement do not always com- zations (5%) that have adopted
organizations that have adopted municate about it. When it comes the SDGs indicate that they have
the SDGs 63% communicated to the channels organizations use a dedicated SDG report, it can be
about the goals, either internal- to communicate sustainability expected that organizations will
ly or externally. The extent of externally, the website (45%), the integrate their communications
communication about the SDGs annual report (26%) and the ded- on the SDGs in their sustaina
does not seem to depend on the icated sustainability report (19%) bility communication.
type of SDG engagement orga- appear to be the main outlets
nizations have: the interviews (Exhibit 14). Additional channels
Exhibit 14. External communication
channels for sustainability
26%
45% Website
45%
10% Packaging
19%
19% Sustainability
10%
26% Annual report
Global research shows that ganizations face broader integra- enables companies to specifical-
currently only 18% of the com- tion challenges when it comes to ly measure or report on pro
panies mention the SDGs in their the SDGs (WBCSD, 2018). Other gress and impact of the SDGs. A
reporting, either in annual or recent research revealed that the collective initiative by the Global
sustainability reports. Also, there SDGs are relatively complex and Reporting Initiative (GRI), the UN
are differences in the way organi- elaborate, causing most organi- Global Compact (UNGC) and the
zations report on the SDGs: less zations to face difficulties when World Business Council for Sus-
than 25% report on how their reporting on these goals (GRI & tainable Development (WBCSD)
organizations are contributing UNGC, 2018), a result that is cor- has been started in recent years
to the SDGs at the level of ob- roborated by the interviews that to classify business metrics
jectives, while only 10% disclose were held for the SDG Barome- according to the SDG indicators
specific SDG-related targets. In ter. Currently, there is no uniform and the monitoring framework.
several ways, this reflects how or- methodology available which
33The Sustainable Development Goals
The analysis of the reporting a sustainability report did not ability reporting and that struc-
activity by BEL 20 companies mention the SDGs in their report. tured and detailed reporting on
allows to draw several prelimi- However, companies that in- the SDGs may only take off after
nary conclusions and make some cluded information on their SDG an appropriate SDG reporting
inferences. First, a vast majority engagement in their sustainabili- framework and methodology has
of the BEL 20 companies (80%) ty reports tended to not report in become available.
have published a sustainability much detail on their performance
report for the year 2016, most on the SDGs. Companies that did
of them (60%) based on the not publish a sustainability report
GRI guidelines for sustainability did not mention the SDGs at all,
reporting. Second, the BEL 20 neither in their annual (financial)
companies that published a sus- report nor on their websites.
tainability report are more likely These results suggest that SDG
to mention the SDGs: only 19% reporting may over time become
of the companies that published integrated with general sustain-
HET FACILITAIR the Flemish government and to gram and its internal and exter-
BEDRIJF (HFB) participate in learning networks nal communication of the organi-
to improve its performance and zation. This way, the importance
HFB, the facility management impacts. of the SDGs and acting on them
organization of the Flemish gov- are also clearly communicated to
ernment, wants to be a frontrun- Within this initiative, for which employees.
ner by developing and offering the board of directors has been
sustainability-driven IT, real an important driver, HFB orga- Eventually, this way of acting on
estate and facility services. The nizes internal workshops and the SDGs is meant to contribute
organization’s goal is to become thematic sessions at all levels to to overall sustainability goals,
an SDG leader. To this end, it gain internal support and trans- which include reducing total
has developed an SDG roadmap late the SDGs into more concrete costs, minimalizing negative envi-
that encourages and enables the priorities, objectives and actions. ronmental impacts and creating
organization to critically reflect This will form the basis of a sus- positive impacts, both for the
on its current sustainability tainability report based on the own organization and for others.
strategy programs, projects, and SDG framework. In addition, HFB
internal processes, to become an has integrated the SDGs into its
ambassador for the SDGs within education and development pro-You can also read
