Skip to main content

United Nations Sustainable Developments Goals

The world was facing numerous challenges to sustainable development, when the resolution Transforming our world: the 2030 Agenda for Sustainable Development was signed by leaders of all countries participating in the General Assembly of UN dated 25 September 2015. Among those most important challenges, poverty, inequalities, disparities of opportunity, wealth and power, global health threats, natural resource depletion and climate change stood out in the final resolution document, underlining the fact that in many parts of the world societies and biological support systems are at risk (2030 Agenda 6).
The announced Agenda included 17 Sustainable Development Goals (SDG) with 169 associated targets, integrated and indivisible, set to benefit all signing States for today’s generation and for future generation, and to be implemented in a manner consistent with international law.
Out of 15 years timeframe for targets achievement, more than 20% has already elapsed, without the world seeing effective progress. On the contrary, cases like Pepsico, Unilever and Nestlé being accused of complicity in the destruction of Sumatra’s last tract of rainforest shared by orangutans, (Yildiz 2016) plantations built on deforested land that have allegedly been used to supply palm oil to brands like McDonald’s, Mars, Kellogg’s and Procter & Gamble (RAN 2016), the “emissionsgate”, the Volkswagen emissions scandal (Ewing 6), or more recently the Celtejo pollution case of river Tagus detected by the Portuguese Non-Governmental Organization (NGO) Zero[1],  demonstrates that we are far from seeing progress toward that agenda.
In short, one might say that some of the SDG are less applicable to every private business, namely Objective 14 – Life below Water. Nevertheless, all of them can be considered through an angle that organizations may contribute to its implementation. Yet to be proved is a genuine commitment and true progress towards SDG from all for-profit organizations.




References

European Union. Treaty of Maastricht.Office for Official Publications of the 

European Communities, 1992

European Union. Treaty of AmsterdamOffice for Official Publications of the 

European Communities, 1997

Ewing, JackFaster, Higher, Farther. How one of the world's largest automakers committed a massive

and stunning fraud. W.W. Norton & Company Inc. Publishers, 2018.

Rainforest Action Network. The human cost of Conflict palm oil. Indofood: Pepsico’s hidden 
link to worker exploitation. Report, June2016.
United Nations. Resolution adopted by the General Assembly on 25 September 2015: 70/1. Transforming our world: the 2030 Agenda for Sustainable Development. <http://www.un.org/ga/search/view_doc.asp?symbol=A/RES/70/1&Lang=E>
_______________. Human Development Report 2016. New York: United Nations, 2016.
World Commission on Environment and Development. Brundtland Report. Our Common
Future: From One Earth to OneWorld- A/42/427 Annex. Overview – UN 
Documents: Gathering a body of global agreements.Retrieved from <www.un-documents.net>

Yildiz, Ashley Schaeffer. Urgent Action for Endangered Orangutans.The blog of the Rainforest Action Network. Posted 23 November 2016. <https://www.ran.org/ashleyschaeffer>



 




[1]See on <https://zero.ong/ministerio-do-ambiente-confirmou-a-zero-descargas-ilegais-da-celtejo-em-2015-2016-e-2017/>

Comments

Popular posts from this blog

Gestão Comercial em Tempos de Crise

Uma  pequena reflexão sobre as Chaves para a Gestão Comercial em ciclos económicos recessivos. 1 – Reuniões Frequentes Aumente a peridiodicidade das reuniões com a sua Equipa de Vendas. Se fazia uma reunião semestral, altere a frequência para trimestral ou mensal. Sentir o pulso, ouvir, compreender as necessidades e níveis motivacionais é mais do que nunca necessário por parte do líder. 2 – Formação em Técnicas de Venda O treino é essencial nestes períodos de crise e incerteza. Ter a melhor e a mais apurada técnica faz a diferença no momento da venda. A lamechice não trará os resultados do passado e a relação pessoal não tem espaço para funcionar. O êxito virá da venda consultiva suportada em argumentos lógicos. Reserve uma tarde por mês para formação. Deixe que os melhores vendedores compartam o mais depressa possível como estão a conseguir atingir os objectivos de vendas. 3 – Incentivar Prospecção Verifique se o Objectivo Prospecção está devidamente incentivado. Se as ve

Erros Comuns do Gestor de Topo em Tempos de Crise

Uma pequena reflexão sobre os erros comuns dos Gestores de Topo durante o período recessivo de um ciclo económico. 1 – Baixar Preços Esta decisão simples e fácil de implementar, para  tornar os produtos ou serviços mais competitivos no mercado, tentando aumentar o volume de vendas, é o erro crasso mais comum a que assistimos. Porquê? De um tiro perdemos credibilidade junto de Clientes, Consumidores e Colaboradores da empresa. Os Clientes tem boa memória, e não vão tolerar o discurso de que  não temos mais margem depois da crise. Os Consumidores vão sentir-se enganados pelos preços que pagavam antes. Os Colaboradores sabem que essa decisão se irá reflectir em restruturações que os afectará em breve. Se a decisão for forçada pela concorrência é preferível trabalhar com promoções de volume ou valor acrescentado. Baixar preços implementa-se num dia, subir preços pode demorar mais de 1 ano. 2 – Reduzir Investimentos em Construção de Marca Os orçamentos em investimento de marketing

Resource-Based View and Dynamic Capabilities: a brief comparative study

Part One – Introduction   The key research question how firms create and maintain competitive advantages, i.e.,    the firm’s source of future cash flows generation, is paramount to strategic management  (Teece, 2014, p. 329) . Many schools of thought of strategy formation, such as the schools of  Design, Planning, Positioning, Entrepreneurial, Cognitive, Learning, Power, Cultural, Environmental  or  Configuration  have tried to answer the above question  (Mintzberg, Ahlstrand, & Lampel, 1998, p. 27) . None succeeded so far. It does not mean it is unimportant. Yet, it is difficult to answer with substantial fundaments  (p. 329) . For example, Boston Consulting Group is proactively working in this quest with its forward looking ”Fortune Future 50 Index”, based on revenue forecasting, which is the best factor to drive shareholder’s returns in the long-term  (Reeves, Hansell, Whitaker, Parikh, & Lotan, 2018) , but so far, the question is still to be found. Strategic management, al