As with any major transition, the largest challenge is one of prioritization. First, organizations must decide to prioritize sustainability relative to their other interests / issues. Secondly, they must prioritize on the actions that matter most so that the greatest gains can be made quicker, thereby securing support for tackling harder challenges later and neutralizing opposition from those who wish to prioritize sustainability lower than other issues.
To prioritize sustainability higher on the organizational agenda, it is necessary to show who improvements in sustainability synergize with improvements on other organizational issues. For example, climate action to reduce emissions almost always synergizes with improved efficiencies (from waste reduction, less costly inputs, improved use of energy, etc.).
To prioritize within sustainability improvement opportunities, many of which are difficult to compare (e.g. human rights vs climate action), a useful approach is to examine the extent to which opportunities that are within reach (i.e. can reasonably be controlled / improved) are linked to a timeline for realizing tangible benefits.
For example, diversity in the workforce is within greater reach for an organization having high staff turnover, than one with lower staff turnover. Thus, any timeline for realizing benefits from being able to tap into a larger pool of talent is gated by a realistic rate of improvement that is possible due to staff turnover.
Another example, is it realistic to expect a mining company to be able to improve food sustainability or world hunger? Probably not as much as they can realistically impact environmental issues such as biodiversity, etc. Hence that org might prioritize environmental improvement over food security.
Overall, when examining the scope of various sustainability improvement opportunities, it is strategically important not to try to tackle all at once. Making a 1 % improvement across 20 SDGs is not as significant as making a 20% improvement in a single SDG.
Choosing a different top 3 to focus on over an improvement horizon of 3 years is a better strategy for showing impact value and maintaining stakeholder support. The top 3 chosen can vary over each improvement horizon based on achievable impact value.
Sustainability is not only related to the environmental issues. It is also related to social equity and economic development. However, the main challenge of sustainability is still strongly correlated with the preservation of a communal environment for future generations. One of the biggest challenges companies face when committing to sustainability is balancing economic goals with environmental and social responsibilities. Companies may have to invest significant resources to make changes in. their operations and products that align with sustainable practices. However, it actually refers to four distinct areas: human, social, economic and environmental – known as the four pillars of sustainability. The 3-R technique, which emphasizes resource conservation, reusing rather than discarding products, and commodity recycling, contributes significantly to achieving sustainability goals. It helps to safeguard the environment by minimizing pollution and waste. An environmental mindset is key to becoming more sustainable, and advocating Reduce, Reuse, Recycle as a mantra is part of this. You should have intuitive recycling processes on-site so that recyclable materials go to recycling plants, not to landfills. Sustainability is not only related to the environmental issues. It is also related to social equity and economic development. However, the main challenge of sustainability is still strongly correlated with the preservation of a communal environment for future generations. However, adopting green technology also poses some barriers and challenges, such as high costs, lack of awareness, technical difficulties, regulatory uncertainty, and market resistance.