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Sustainable_Development_Goals.pptx
- 1. Corporate Ethics & Governance • AdilHussain 5B • Aniket Kibe 8B • Bharat Daryani 16B • Mehak Gupta 27B • Prince Shaji 32B • Sarthak Chand 38B Section B Group 4: Moving from Millennium Development Goals to Sustainable Development Goals
- 2. Agenda • Bharat Daryani(16B): Overview of MDGs and SDGs • Mehak Gupta (27B): Key differences between MDGs and SDGs with analysis • Sarthak Chand (38B): Role of Governments in formulation of SDGs with current developments • Aniket Kibe (8B): Cross Country analysis on the implementation of SDGs • Prince Shaji (32B): Role of SDGs in the Corporate Governance • Adil Hussain (5B): Corporate case studies Task Allocation
- 3. Millennium Development Goals Introduction •Seriesof 8 time bound targets started in September 2000 by world leaders at United Nations Headquarters •Aim to partner nations with an aim to reduce extreme poverty •Deadline set to 2015 to measure the progress and implementation Achievements •Population of people living in extreme poverty declined by more than half since 1990 •Proportion of undernourished people in developing regions reduced by half •The under-half mortality rate down by 50% and maternal mortality by 45% •Gains in fight against HIV/AIDS, malaria and tuberculosis 8 Goals •Eradicate extreme poverty and Hunger: Reduce half the population living in extreme poverty •Achieve Universal Primary education: To expand primary education enrolment. Out of school children have fallen considerably since 1990 •Promote gender equality and empower women: Women and girls’ equality in education, employment and political representation •Reduce child mortality: Substantial progress has been made but still 16,000 children under-5 continue to die mostly from preventable causes •Improve maternal health: Southern and Eastern Asia have made greatest progress in reducing maternal mortality •Combat HIV/AIDS, Malaria and other Diseases: Burden of malaria and tuberculosis has declined significantly •Ensure Environmental Sustainability: Net loss of forest area has slowed in recent years. Ozone depleting substances have been eliminated •Develop a Global Partnership for Development: Official development assistance to least developed countries
- 4. Sustainable Development Goals(1/2) Introduction •17 targets setting the 2030 Agenda for Sustainable Development •Build on the MDGs and complete what these did not achieve •Seek to realize the human rights of all and to achieve Gender Equality and empowerment of all women and girls •Stimulate action over next fifteen years in areas of critical importance like people, planet, prosperity, peace, partnership •No Poverty: End Poverty in all its forms everywhere •Zero Hunger: End Hunger, achieve food security and improved nutrition and promote sustainable agriculture •Good Health and Well Being: Ensuring healthy lives and promote well being for all at all ages •Quality Education: Ensuring inclusive and equitable quality education and promote lifelong learning opportunities for all •Gender Equality: Empower all women and girls •Clean Water and Sanitation: Ensure sanitation for all and sustainable management of water •Affordable and Clean Energy: Ensure access to affordable, reliable, sustainable and modern energy for all •Decent work and Economic Growth: Promote sustained, inclusive, and sustainable economic growth, full and productive employment and decent work for all
- 5. Sustainable Development Goals(2/2) •Industry, Innovation and Infrastructure: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation •Reduced Inequalities: Within and Among countries •Sustainable Cities and Communities: Make cities and human settlements inclusive, safe, resilient and sustainable •Responsible Consumption and Production: Ensure sustainable patterns •Climate Action: Urgent action to combat Climate Change and its impacts •Life Below Water: Conserve and sustainably use the oceans, seas and marine resources for sustainable development •Life on Land: Protect, restore and promote sustainable use of terrestrial ecosystem, sustainably manage forests, combat desertification and halt and reverse land degradation and halt biodiversity loss •Peace, justice and Strong Institutions: Peaceful and inclusive societies for sustainable development, access to justice for all and build affective, accountable and inclusive institutions at all levels •Partnerships for the goals: Strengthen the means of implementation and revitalize the global partnership for sustainable development
- 6. Differences between MDGsand SDGs MDGs aimed at reaching halfway through issues. SDGs for full implementation Hunger & Poverty were lumped together in MDGs but SDGs distinguish poverty and nutrition MDGs ignored 3 pillars: empowering women, mobilizing everyone and partnering with local government. SDGs address these 3 critical elements SDGs are more comprehensive covering 17 focus areas. adding issues like peace, stability, human rights etc. Complexity of SDGs is not fully represented by MDGs MDGs focused on rich donors aiding poor recipients. However the majority of poor now live in middle income countries Hence, inequality is the issue which is addressed by SDGs, makes them more universal Inclusion of peace building was ignored in MDGs but included in SDGs MDGs envisioned to be funded by aids but SDGs want countries to improve their revenue generating capabilities MDGs focused on quantity which led to deterioration of quality in some societies. SDGs are 1st attempt to focus on quality of education, learning and role of education in achieving a more humane world MDGs said nothing about monitoring, evaluation and accountability but SDGs target assessing data aggregated by income, gender, race etc by 2020 SDGs have been created by inclusive participatory process with face to face consultations in more than 100 countries MDGs were created through a top-down process
- 7. While the MDGsprovided a focal point for governments – a framework around which they could develop policies and over programs designed to end poverty and improve the lives of poor people – they were too narrow. ROLE OF GOVERNMENTS (1/2) The 8 MDGs failed to consider the root causes of poverty and overlooked gender inequality & holistic nature of development. No mention of human rights or address to economic development. Why do we need another set of goals? A more collaborative effort: Unlike the MDGs, which were drawn up by a group of men in the basement of UN headquarters (or so the legend goes), the UN has conducted the largest consultation programme in its history to gauge opinion on what the SDGs should include. Alongside the open working group discussions, the UN conducted a series of “global conversations”. These included 11 thematic and 83 national consultations, and door-to-door surveys. The UN also launched an online survey for rhe same. The open working group, with representatives from 70 countries was formed. Member state negotiations followed, and the final wording of the goals and targets, and the preamble and declaration that comes with them, were agreed in August 2015.
- 8. ROLE OF GOVERNMENTS(2/2) Are governments happy about the proposed 17 goals? • The majority seem to be, but a handful of member states, including the UK and Japan, aren’t so keen. • Some countries feel that an agenda consisting of 17 goals is too unwieldy to implement or sell to the public, and would prefer a narrower brief. • Some believe the underlying reason is to get rid of some of the more uncomfortable goals, such as those relating to the environment. • Britain’s prime minister, David Cameron, has publicly said he wants 12 goals at the most, preferably 10. • It’s not clear, though, which goals the UK government would like taken out if they had the choice. And now… the World is TRUMPed!! “Promised to abolish the Environmental Protection Agency (EPA), whose responsibility for regulating CO2 emissions was confirmed by the US Supreme Court a decade ago.” “the concept of global warming was created by and for the Chinese in order to make US manufacturing non- competitive” "Where do you ever see the United Nations? Do they ever settle anything? It's ridiculous - I mean the money we spend on the United Nations."
- 9. CASE OF EUROPEANUNION The Europe 2020 Strategy (EU SDS) Adopted in 2010, the Europe 2020 Strategy ‘A strategy for smart, sustainable and inclusive growth’ outlines three “mutually reinforcing priorities” (EC, 2010, p.3)18 for the EU: 1. Smart growth: developing an economy based on knowledge and innovation 2. Sustainable growth: promoting a more resource efficient, greener and more competitive economy 3. Inclusive growth: fostering a high-employment economy delivering social and territorial cohesion. Although they are not exhaustive, five EU headline targets are to be achieved by 2020: I. 75% of the population aged 20-64 should be employed; II. 3% of the EU's GDP should be invested in R&D; III. The "20/20/20" climate and energy targets should be met (including an increase to 30% of emissions reduction if the conditions are right); IV. The share of early school leavers should be under 10% and at least 40% of the younger generation should have a tertiary degree; V. 20 million less people should be at risk of poverty. The EU headline targets are then translated into national Europe 2020 targets that reflect the different national situations and circumstances. Four key priority challenges Climate change and clean energy Sustainable consumption & production Conservation and management of natural resources Global poverty and sustainable develpmnt challenges
- 10. CASE OF INDIA Speakingat the United Nations Sustainable Development Summit in New York last year, Prime Minister Modi expressed the Indian government’s commitment to SDGs Elected nearly a year ago on the agenda of “sab ka saath, sab ka vikas” or “development with all, and for all,” Prime Minister Modi and his government have been quick to stress the convergence between the SDGs and the country’s national development goals. India will play a leading role in determining the relative success or failure of the SDGs. Challenges for India in attaining SDGs Defining Indicators: • We have been not very successful in setting relevant indicators to measure outcomes. • India’s myopic definition of “safe” drinking water (with hand pumps and tube wells considered as safe as piped water supply) means that official data suggests 86% of Indians have access to safe drinking water. Financing SDGs: • A new study estimates that implementing SDGs in India by 2030 will cost around US$14.4 billion. • Given the recent cut in social sector schemes by the Union government, unless states devote a significant portion of their resources on the social sector, there is likely to be a significant funding gap. Monitoring and Ownership: • Relatedly, a third significant challenge is going to be with respect to ownership. • Reports suggest that NITI Aayog will play a significant role in tracking progress. However, members at the Aayog have expressed reservations on being able to take on this mammoth task. Measuring Progress: • Lastly but most importantly is the question of measuring progress or achievement. • By the government’s own admission, non-availability of data, periodicity issues and incomplete coverage of administrative data, made accurate measuring progress of even MDGs virtually impossible.
- 11. The Sustainable DevelopmentGoals (SDGs) define global sustainable development priorities and aspirations for 2030 and seek to mobilize global efforts around a common set of goals and targets. The SDGs call for worldwide action among governments, business and civil society to end poverty and create a life of dignity and opportunity for all, within the boundaries of the planet Why do the SDGs matter for business? Difference between MDGs and SDGs for Businesses o Unlike their predecessor, the Millennium Development Goals, the SDGs explicitly call on all businesses to apply their creativity and innovation to solve sustainable development challenges. o The SDGs have been agreed by all governments, yet their success relies heavily on action and collaboration by all actors. o As the SDGs form the global agenda for the development of our societies, they will allow leading companies to demonstrate how their business helps to advance sustainable development, both by minimizing negative impacts and maximizing positive impacts on people and the planet. “Business is a vital partner in achieving the Sustainable Development Goals. Companies can contribute through their core activities, and we ask companies everywhere to assess their impact, set ambitious goals and communicate transparently about the results.” Ban Ki-moon, United Nations Secretary-General
- 12. Step-01 Understanding theSDGs Covering a wide spectrum of sustainable development topics relevant to companies – such as poverty, health, education, climate change and environmental degradation – the SDGs can help to connect business strategies with global priorities. Companies can use the SDGs as an overarching framework to shape, steer, communicate and report their strategies, goals and activities, allowing them to capitalize on a range of benefits such as: Identifying future business opportunities: The SDGs aim to redirect global public and private investment flows towards the challenges they represent. In doing so they define growing markets for companies that can deliver innovative solutions and transformative change Enhancing the value of corporate sustainability: Whilst the business case for corporate sustainability is already well established, the SDGs may for example strengthen the economic incentives for companies to use resources more efficiently, or to switch to more sustainable alternatives, as externalities become increasingly internalized Strengthening stakeholder relations and keeping the pace with policy developments: The SDGs reflect stakeholder expectations as well as future policy direction at the international, national and regional levels. Companies that align their priorities with the SDGs can strengthen engagement of customers, employees and other stakeholders, and those that don’t will be exposed to growing legal and reputational risks Using a common language and shared purpose: The SDGs define a common framework of action and language that will help companies communicate more consistently and effectively with stakeholders about their impact and performance. The goals will help bring together synergistic partners to address the world’s most urgent societal challenges Stabilizing societies and markets: Business cannot succeed in societies that fail. Investing in the achievement of the SDGs supports pillars of business success, including the existence of rules-based markets, transparent financial systems, and non-corrupt and well-governed institutions
- 13. Step 02 Definingpriorities o To benefit from the opportunities and challenges presented by the SDGs, defining where your company’s priorities are will help you to focus your efforts. o Not all 17 SDGs will be equally relevant for your company. The extent to which your company can contribute to each, and the risks and opportunities they individually represent, will depend on many factors.
- 14. Step 03 Settinggoals Goal setting builds directly on the outcomes from the impact assessment and prioritization covered in step 02, and is essential to driving good performance • Setting specific, measurable and time-bound sustainability goals helps foster shared priorities and drive performance across the organization, and is becoming increasingly widespread. • By aligning with the SDGs, companies can set more meaningful goals and communicate more effectively about its commitment to sustainable development. Define scope of goals and select KPIs • It is recommended that the scope of your company’s sustainability goals is guided by the strategic priorities identified in step 02 • This will ensure that your company’s goals will include opportunities to make positive contributions to the SDGs as well as to reduce current and potential negative impacts. • Similarly, this will ensure the goals not only cover your company’s own operations but also create opportunities to make improvements across the entire value chain Define baseline and select goal type • It is important to define the baseline for each goal - A particular point in time: For example, there might be a goal to increase the number of women on the Board of Directors by 40% at the end of 2020 relative to the baseline defined at the end of 2013 - A particular period of time: For example, your company could set a goal to decrease average water usage in the three-year period from 2018– 2020 by 50% compared to the average water usage across 2006–2008, thereby eliminating the impacts that short-term variability may have - Absolute goals, which take only the KPI into account: for example, reduce the number of health and safety related incidents by 30% by 2020 from 2015; – Relative (also called intensity) goals, which compare the KPI to a unit of output: for example, reduce Scope 1 greenhouse gas emissions per unit of company sales by 25% by 2018 from 2014
- 15. Step 04 Integrating Asan outcome of goal setting, you will have identified specific KPIs and set goals for each of your company’s strategic priorities. Integrating sustainability into the core business and embedding targets across functions is fundamental towards addressing these goals Anchoring sustainability goals within the business • To make sure that sustainability goals are solidly anchored within the organizations, two principles are especially important: • – Create a shared understanding of how progress towards sustainability goals creates value for the company, in particular by clearly communicating the business case and how it can complement progress towards other business goals; • – Integrate sustainability goals into performance reviews and remuneration schemes across the organization, with additional incentives reflecting the specific role that a function or individual has in achieving relevant goals. Embed sustainability across all functions • Although dedicated sustainability teams and professionals can play an important role in achieving the company’s sustainability goals, the support and ownership of corporate functions such as R&D, Business Development, Supply Management, Operations and Human Resources are the key to embedding sustainability in business strategy, culture and operations • This allows time for strategic discussions dedicated to sustainability priorities, which can be especially valuable in the early stages of business integration Engage in partnerships • Value chain partnerships, within which companies in the value chain combine complementary skills, technologies, and resources and bring new solutions to market; • Sector initiatives that bring several industry leaders together in efforts to raise standards and practices across the entire industry and overcome shared challenges; • Multi-stakeholder partnerships, where governments, private sector and civil society organizations join forces to tackle complex challenges. 1 2 3
- 16. Corporate Initiatives (I/II) •The Sahara Group is a Nigerian conglomerate with longstanding experience in the oil and gas sector, and more recently in the wider energy and infrastructure sector. • It is made up of 20 operating companies and currently maintains offices and operations on four continents. • With the publishing of its first sustainability report in 2014, the Sahara Group reaffirms its commitment to accountability and sustainability and is working to more closely align its numerous CSR initiatives with the SDGs. • It sees these initiatives and its wider work towards attaining the SDGs as a “business safety net and trampoline for our core business and the society at large”. Sahara Group: Introduction Light Up Nigeria Challenge • The Sahara Group, in conjunction with ENACTUS Nigeria, hosts a yearly event to encourage innovation in alternative and renewable energy resources • The competition brings together students from tertiary education institutions from around the country who present projects showcasing alternative energy sources and innovations to help ensure sustainable electricity supply in Nigeria. The 2015 competition, which attracted entries from 28 different schools, involved developing simple models to reduce energy production costs and encourage the use of alternative energy sources in communities, small businesses and schools. The winning group then had the opportunity to present their ideas in front of a global audience in South Africa • This competition provides a national and international platform for young people to present their ideas and empowers them to make real change in their communities
- 17. Corporate Initiatives (II/II) •Azim Premji Foundation is a not-for profit organisation that has been working for more than a decade now towards making deep, large scale and institutionalised impact on the quality and equity of education in India, along with related development areas. • The Foundation today works in 8 states which together have more than 3,50,000 schools Key aspects of its work are as follows: Azim Premji Foundation Partnering with Government: Azim Premji Foundation works in collaboration with State Governments and engages with teachers, teacher educators, head teachers, block and cluster level education officials, senior government functionaries and policy makers at the state and national level. State and District Institutes: The Foundation has State Institutes in the capitals of select Indian states and several District Institutes within these states, each having dedicated teams. The work of the State and District Institute is institutional in nature, recognising that long term and consistent engagement is necessary for educational change. At many of the District Institutes, schools have been established for the specific purpose of demonstration. These schools provide quality free education to the local community, at costs and constraints similar to that of rural government schools. Research: In many of the states, the Foundation is engaged in large scale educational research work that will create new knowledge and also support evidence based policy making. Scale and Reach: Over the next few years, the Foundation plans to have about 50 District Institutes, 30 schools and over 4000 employees.
- 18. 1 • The MDGswere targets mainly for poor countries, to which rich countries were to add their solidarity and assistance through finances and technology. The SDGs are more inclusive and holistic in nature because of the growing urgency of sustainable development for the entire world. 2 • SDGs are more collaborative and inclusive than MDGs. Reason being that United Nations has spent considerable amount of resources and effort in order to bring most of the stakeholders on the table while the formulation of the SDGs 3 • From an Organization Perspective, it is not possible to implement all SDG’s. Hence organizations have to identify feasible goals for them to implement and sustain on a long term 4 • Relationship between corporates and SDGs is mutually beneficial. The SDGs have vast potential for improving the global business climate. By encouraging a “solid enabling environment”, they also provide the basis for corporate growth. 5 • While sustainable development goals (SDGs) are universal in character, they need to be adapted to national contexts, according to specific sets of constraints and opportunities. Hence most member nations have come up with the priority list according to the conditions specific to their own 6 • Governments worldwide have already agreed to these goals. Now it is time for business to take action. The SDG Compass provides guidance for companies on how they can align their strategies as well as measure and manage their contribution to the realization of the SDGs. Key Learning