The SDG Roadmap: A Strategic Guide for Sustainable Business Action
The Vantage
Comprising The MediaVantage, The TechVantage, and The GreenVantage, The Vantage is the MENA's leading ad representative.
Written by Priyanka Sherwani, Research Associate at The Vantage.
Climate change, resource exploitation, and social inequality have solidified themselves as issues of concern to consumers globally. There is an existing consensus that these challenges are real and urgent – the focus has now shifted to identifying and implementing effective solutions. In this vein, the United Nations ’s Sustainable Development Goals (UN SDGs) provide a framework for solving global economic, environmental and social challenges in an equitable manner.
An Introduction to the SDGs
In 2015, world leaders came together to agree upon a “universal call to action to end poverty, protect the planet, and ensure that by 2030 all people enjoy peace and prosperity”. This call to action takes the form of 17 distinct but interlinked goals (shown below) that aim to solve the world’s most pressing challenges. These 17 goals are further broken down into 169 targets – specific, measurable milestones related to each broad goal – and 232 indicators – the metrics used to measure progress towards these targets.
The fact that the SDGs cover a broad range of issues makes them inherently complex, however, there are a few reasons why this framework is our best answer to current global problems.
Firstly, the SDGs have attained an historic level of consensus. The input of 193 countries, regardless of their level of socioeconomic development, and various other stakeholders was taken into account when shaping these goals. The product of these inputs is a universal roadmap that each country (or organization) can adapt to its own circumstances. The unanimous adoption of SDGs signifies that every stakeholder has acknowledged the necessity of sustainable development, and no stakeholder is exempt from the responsibility to work towards it.
Secondly, the SDGs are interlinked. Progress in one goal often necessitates or depends on progress in other goals, reflecting the reality that no global challenge exists in isolation. This implies that businesses must consider the synergies and trade-offs between the sustainable strategies they pursue. For example, The HEINEKEN Company 's Trash and Win Campaign, launched in Spain, encouraged individuals to correctly dispose of their Heineken trash. For each piece of litter disposed responsibly, participants received a “lottery ticket” for attractive prizes like UEFA Champions League tickets or dining experiences at top restaurants. This initiative has a direct and obvious contribution to SDG 12 (Responsible Production and Consumption). However, recycling and responsible waste management is also linked with other SDGs, including SDG 3 (Good Health and Wellbeing) because of the reduction in pollution and contaminants from waste and SDG 13 (Climate Action) from the reduction in emissions needed to incinerate waste.
Thirdly, the SDGs involve and have been shaped by multiple stakeholders. The SDGs acknowledge that solving these complex global challenges is not the responsibility of governments alone – businesses, investors, NGOs, civil society and other communities are also key decision makers and a crucial part of the solution. The SDG framework is one that extends to private actors, which will equally benefit from a world free of inequity, unrest and environmental stress. The SDGs are structured, but not rigid – private actors can adopt or adapt to suit their organization’s own purpose, vision, and goals.
How Businesses Can Use the SDGs
On a global and sociopolitical level, it is clear why the SDGs are significant. However, environmentally impactful and resource-intensive industries like media and advertising must play a role in fulfilling the SDGs, especially given that the 2030 deadline to reach these goals is fast approaching. The issues outlined in the SDGs are no longer distant concerns, but urgent problems. They impact not just national policy, but markets and consumer expectations as well. The SDGs have already laid out a roadmap for action – now, it is up to businesses to adapt, implement, and lead the way toward a sustainable future before the window for meaningful change closes.
With the SDGs covering such a wide range of complex issues, the task at hand may seem daunting for businesses. But with a clear and focused approach, organizations can strategically align themselves with SDGs in a way that also makes sense for the media and advertising industry. Businesses that embrace this opportunity and take effective action can position themselves as leaders in sustainable action, setting an example for innovation, strengthening their brand reputation, and setting themselves up for success amidst a quickly evolving landscape. While strategic alignment with SDGs is dependent on an organization’s own context, there are core steps that can guide this process, addressed below.
Prioritizing SDGs that Align with Core Business Goals
Before an organization can begin prioritizing certain SDGs to work towards, there must first be an assessment of where it can maximize impact. A sustainability impact audit is a good starting point and can inform a business about where it currently stands. According to EcoCart , “a sustainability audit thoroughly analyzes internal and external factors, including a company’s carbon footprint, water usage, energy expenditure, social responsibility practices, waste generation, and more.” Other important starting points may include the businesses’ stated ESG commitments, vision and mission statements relating to sustainability, as well as input from clients, employees, investors and industry partners about where their sustainability expectations lie. Next, take a thorough look at all 17 SDGs, understanding the impact and actions that each one entails. Mapping findings from a sustainability assessment onto the different SDGs will allow an organization to understand which specific goals align with their sustainability priorities. From there, a business can choose some number of SDGs for which they have the resources to drive meaningful change – whether that’s one, a few, or more over time.
Case Study
Hilton Hotels & Resorts identified SDGs that align with their business goals of delivering exceptional hospitality and using it as a force for good through their Travel With Purpose approach. Given their vast hotel portfolio that is carbon- and energy-intensive, they chose to act on SDG 13, Climate Action, by “aligning with global environmental certifications that require third-party verification” and reducing Scope 1,2 and 3 carbon emissions from managed and franchised hotels. As a hospitality business, food and water consumption is also a major impact area for Hilton Hotels. They have taken ownership of this with a focus on SDG 12, Responsible Production and Consumption, by “(reducing) food waste across (their) global operations by implementing a food waste reduction program in every kitchen”, as well as reducing water and landfilled waste intensity in their managed operations.
Taking Meaningful Action Across Operations
The next step is to translate these data-driven insights into action. This is where the granular aspects of the SDGs become most valuable – the metrics and targets under each SDG provide a guide for what specific action can be taken and which indicators can be used to track progress. Concrete and measurable goals should be set, including goals that are achievable in the short-term, and goals that will drive the business’ long-term transformation. An important consideration is that external action should be complemented by updates in internal policy, to ensure meaningful change across end-to-end operations.
Case Study
dentsu ’s 2022 Integrated Sustainability Report is an example of what this meaningful change can look like. In 2021, Dentsu launched a forward-looking 2030 Sustainability Strategy. In their report, Dentsu measured their sustainability efforts against a FY2019 baseline, while referring to their FY2030 goals. They reported year-on-year decarbonization progress in the context of an FY2030 target of Net Zero Emissions, also including short term actions, like “implement(ing) Salesforce Net Zero Cloud, a data-monitoring system that (provides) real-time data on (their) carbon footprint”. Actions like this are in line with SDG Target 13.2, “Integrate climate change measures into policies and planning”, and uses SDG Indicator 13.2.2, “Total greenhouse gas emissions per year”.
Internally, Dentsu has a Sustainable Business Board that “monitors progress against (their) strategy and 2030 goals, assess(es) material risks and opportunities and ensure(s) social and environmental considerations are integrated into all aspects of decision making”.
Measure, Report, Communicate
Beyond inter-organization efforts, the media and advertising industry has the unique power to shape the actions of partners, clients, and other collaborators. By tracking, verifying, and reporting progress on sustainability goals, firms and agencies can drive a culture of accountability and transparency within the industry. By promoting campaigns that drive behavioral change, agencies can give a platform to environmentally conscious businesses and encourage consumers to make sustainable choices at the same time.
Case Study
Omnicom Media Group has a proprietary environmental data platform integrated with a carbon calculator from a third-party expert to “measure emissions from business activities with greater accuracy by using methodologies aligned to the most recent climate science”, allowing the company to track and report emissions data, in line with SDG 13, Climate Action.
As a global media, marketing and corporate communications business, Omnicom has also put forward sustainable messaging through its campaigns. Ketchum Germany (part of Omnicom Group), partnered with P&G Germany to launch the #WeTurnDown initiative. “The campaign refreshed a laundromat in Hamburg, Germany, by covering it in Ariel x WWF designs. For the first time, all machines were locked to a 30 degrees Celsius cold wash cycle. The “Der Kaltwaschsalon” (cold launderette) welcomed hundreds of visitors to wash for free, experience Ariel’s products and see the impact of turning down cycle temperatures”. This campaign demonstrates how a single initiative can generate widespread impact across different levels.
#WeTurnDown inspired behavioral change, reducing German washing temperatures by 1ºC, enhanced the visibility of Ariel, a P&G brand that prioritizes sustainability, and allowed Ketchum Germany to demonstrate its commitment to the SDGs, specifically SDG 7, Affordable and Clean Energy, due to the lower energy intensity needed to wash on a cold setting, and SDG 13, Climate Action, because of the “100,000 tonnes of CO2 saved” by cold wash cycles.
The Way Forward
The SDGs are more than just a framework, they also serve as a call to action. The media and advertising industry is well positioned to follow this roadmap and involve itself in sustainable action. By setting strategic targets, taking measurable steps, and committing to long-term transformation, companies can lead the industry towards meaningful impact.
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