{"id":5582,"date":"2021-10-26T16:08:40","date_gmt":"2021-10-26T14:08:40","guid":{"rendered":"https:\/\/escp.eu\/thechoice\/?p=5582"},"modified":"2023-02-17T18:02:53","modified_gmt":"2023-02-17T16:02:53","slug":"as-a-manager-how-can-i-help-to-implement-sdgs-at-work","status":"publish","type":"post","link":"https:\/\/escp.eu\/thechoice\/choose-to-lead\/as-a-manager-how-can-i-help-to-implement-sdgs-at-work\/","title":{"rendered":"As a manager, how can I help to implement SDGs at work?"},"content":{"rendered":"\n

Sustainability can often be a touchy topic in the workplace, particularly when it comes to dealing with pressure from above and below. We spoke to Aur\u00e9lien Acquier, Associate Dean for Sustainability Transition at ESCP Business School and Henning Ohlsson, Director Sustainability for EMEAR at Epson to get their expert advice on successfully working towards the UN Sustainable Development Goals (SDGs) as a manager.<\/em><\/p>\n\n\n\n

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\"Aur\u00e9lien<\/figure><\/div><\/div>\n\n\n\n
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Aur\u00e9lien Acquier<\/span>
Associate Dean for Sustainability Transition at ESCP Business School <\/p>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n

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Henning Ohlsson<\/span>
Director Sustainability for EMEAR at Epson<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n

We\u2019ve all heard the old adage warning against mixing business and pleasure – but with over half of managers saying they have to cut back on sustainability initiatives<\/a> as a result of Covid-19, it seems that mixing business and ecology can be just as problematic. <\/p>\n\n\n\n

Entrepreneurs and business owners may struggle to find practical ways to work towards SDGs, and they\u2019re not alone: managers can often experience challenges when it comes to supporting SDG-conscious initiatives at work.<\/p>\n\n\n\n

SDGs: first things first<\/h2>\n\n\n\n

With 17 SDGs to choose from, making sense of how to integrate them into a company\u2019s existing strategy can pose a challenge.<\/p>\n\n\n\n

Our experts agree: failure to approach the problem correctly from the get-go is a significant block to getting SDG-related actions off the ground effectively.<\/mark><\/p>\n\n\n\n

Aur\u00e9lien Acquier<\/a>, Associate Dean for Sustainability Transition at ESCP, comments: \u201cI\u2019ve often observed that many executives tend to put all SDGs at the same level instead of prioritizing them. Today, from an ecological perspective, scientists are clear: climate and biodiversity are two pivotal issues for the future<\/strong> of our society and should be at the center of all policies. Unfortunately, many middle and top managers still misunderstand some fundamental mechanisms of climate change and biodiversity, and what they mean for their company, in terms of risks and strategic impacts.<\/em>\u201d<\/p>\n\n\n\n

Henning Ohlsson<\/a>, Director Sustainability for EMEAR at Epson, concurs: \u201cThere\u2019s a real disconnect between perception and reality<\/strong>. Our latest study (the \u2018Climate Barometer\u2019), which surveyed over 15,000 respondents worldwide, showed a significant gap between how executives view climate change and the severity of the emergency.<\/em>\u201d<\/p>\n\n\n\n

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They [managers] initiate transformations as change agents, but their problem is that they are often at the core of the contradictions between \u2018business as usual\u2019, profitability imperatives and sustainability objectives.<\/em><\/p>\nAur\u00e9lien Acquier <\/cite><\/blockquote>\n\n\n\n

Major challenges for managers: support from the C-Suite<\/h2>\n\n\n\n

Businesses are certainly facing increased consumer demand when it comes to accountability and transparency on sustainability. Citing their Employee Expectations Report, which examined over 14 million survey<\/strong> comments from employees around the world, workplace experts PeakOn<\/a> are blunt: \u201cBusinesses need to move beyond offering office recycling bins or organising the occasional litter pick-up as part of a Corporate Social Responsibility (CSR) initiative.<\/em>\u201d<\/p>\n\n\n\n

With this pressure in mind, what are the major challenges facing business managers when it comes to walking the walk? Lack of agility or clarity from management is a common source of frustration. For Aur\u00e9lien Acquier, insufficient support from above is often linked to unfamiliarity with SDGs in practical terms:<\/p>\n\n\n\n

\u201cI see a frequent misconception surrounding SDGs. The first one is what I call a \u2018box-ticking\u2019 approach<\/strong>, where companies use the SDGs as a convenient tool to showcase existing CSR practices, i.e. to show that \u2018they do something\u2019. In organisational terms, too, managers are often between a rock and a hard place: middle managers have a central role to play, but they\u2019re often in a delicate position. They initiate transformations as change agents, but their problem is that they are often at the core of the contradictions between \u2018business as usual\u2019, profitability imperatives and sustainability objectives.<\/em>\u201d<\/p>\n\n\n\n

While recognizing the sometimes frustrating limits that are often placed on middle managers, Henning Ohlsson goes one step further: \u201cAction as a team leader means to set examples and practise what you preach<\/em><\/strong>. Top management needs to lead and provide <\/strong>the best tools so that everyone is able to achieve a common goal. Middle management needs to share and prioritise information more than ever. It\u2019s all about focus and motivation based on the vision of the company and society.<\/em>\u201d<\/p>\n\n\n\n

Practical advice for pushing SDGs as a manager: involve your teams!<\/h2>\n\n\n\n

Commenting on the challenges entrepreneurs face when it comes to implementing the SDGs into their business strategy, ESCP Professor of Sustainable Entrepreneurship Robert Sheldon is clear: employers cannot afford to put SDGs at the bottom of the list, both from an ethical and a business point of view. <\/p>\n\n\n\n

This might sound obvious from a profit-driven angle, but as IBM\u2019s Companies with Purpose Report shows, sustainability is becoming a key issue for managers when it comes to attracting and retaining talent, with 87% of surveyed employees expecting employers to support causes and issues that matter to them.<\/p>\n\n\n\n

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It\u2019s time to ditch the hierarchical structure of decision-making when it comes to sustainable actions. It should be a collaborative initiative.<\/p>\nHenning Ohlsson<\/cite><\/blockquote>\n\n\n\n

Ensuring ground-level support for SDGs is crucial, with the IISD\u2019s SDG Knowledge Hub<\/a> noting: \u201cIn order to attain SDGs, leaders must manage resources, be visionary and ethical . . . and involve all stakeholders in the governance process.\u201d A tall order – so how can managers best deploy their expertise to help work towards SDGs, while keeping their teams engaged?<\/p>\n\n\n\n

From training schemes and partnerships<\/a> to the UN\u2019s official SDG Action Manager<\/a>, managers can benefit from a number of tools and platforms to help them deploy their SDG strategy effectively. Surveying how companies have adapted their environmental sustainability efforts in light of Covid-19, Deloitte<\/a> lists a number of interesting recommendations, from educating senior management on climate issues and supporting employee activism to creating positions specifically responsible for driving environmental sustainability initiatives.<\/p>\n\n\n\n

For Aur\u00e9lien Acquier, managers and employees work most effectively when in symbiosis, with a common goal or project that spans teams and departments: \u201cA good way to leverage energy is to stimulate intrapreneurial projects by launching dedicated innovative projects and businesses. Some companies, such as the insurance company Axa, do this very well. There\u2019s also a massive issue surrounding training: a big part of the challenge is to train top managers<\/strong> to improve their awareness and understanding of the scientific basis of climate issues and their inextricable connection to business activities<\/em>.\u201d<\/p>\n\n\n\n

Henning Ohlsson agrees, citing the importance of involving teams from the ground up<\/strong>: \u201cIt\u2019s time to ditch the hierarchical structure of decision-making when it comes to sustainable actions. It should be a collaborative initiative. Involving the younger generation will bring fresh ideas to the table. We should be involving everyone, it\u2019s the only chance we have<\/em>.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

Ensuring ground-level support for SDGs is crucial. We spoke to two experts in the sustainability field to get their advice on successfully working towards the UN SDGs as a manager<\/p>\n","protected":false},"author":1,"featured_media":5583,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[13],"tags":[50,49,22],"class_list":["post-5582","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-choose-to-lead","tag-csr","tag-management","tag-sustainable-development-goals","category-13","description-off"],"acf":[],"yoast_head":"\nHow can I help to implement SDGs at work? - The Choice by ESCP<\/title>\n<meta name=\"description\" content=\"We spoke to two experts in the sustainability field to get their advice on successfully working towards the UN SDGs as a manager.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link 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