The SDG Barometer monitors the extent to which organizations in the Netherlands are aware of, adopt and implement the UN Sustainable Development Goals and integrate them into their strategies. This Dashboard is meant to provide open access to the survey results in an interactive way, so that students, academics and organizations can benefit and learn from its insights.
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The Dutch SDG Barometer 2024 reveals a nuanced perspective on sustainability progress in the Netherlands. While awareness of the United Nations' Sustainable Development Goals (SDGs) remains high among Dutch organizations, significant challenges persist in their prioritization, implementation and measurement.This second edition of the SDG Barometer, developed collaboratively by Amsterdam School of International Business (AMSIB), Maastricht School of Management (MSM), and TIAS School for Business and Society, builds on its 2022 debut. It provides valuable insights into the adoption of the SDGs, showcasing both encouraging trends and persistent barriers as the 2030 deadline approaches. Key Findings from the Dutch SDG Barometer 20241.Sustainability Awareness: Nearly 70% of organizations in the Netherlands claim to prioritize sustainability, a steady trend from 2022. However, only 15% have fully integrated SDGs into their sustainability strategies.2.Framework Competition: While the SDG framework remains widely used, mandatory EU guidelines such as the Corporate Sustainability Reporting Directive (CSRD) are starting to surpass the SDGs in usage, raising concerns about a ‘crowding-out effect.’3.Obstacles Persist: Resource constraints and knowledge gaps remain the top barriers to SDG implementation, though awareness and understanding of the goals have improved since 2022.4.Communication Decline: The number of organizations not communicating internally (31%) or externally (30%) about their SDG efforts has risen sharply, reflecting a potential de-prioritization.5.Government Role: A majority of respondents (55%) believe government support for SDG adoption is insufficient, while a consistent 80% of organizations agree that the government should play an active role in encouraging SDG adoption.6.Sectoral Insights: Educational institutions lead in SDG awareness, while not-for-profits and governmental bodies show varying levels of alignment. Corporate participation, though significant, often lacks depth in SDG integration.
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Kennismaken met de 17 werelddoelen? Dat kan met deze introductieles voor hbo onderwijs over de Sustainable Development Goals.
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The Hogeschool Van Hall Larenstein wants to train their students. But how to develop SDG competences, and what do they consist of?
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The research explores what the SDG Framework, on the basis of the two major SDG challenges -the complexity challenge and the silo challenge-, are demanding of HEIs in terms of SDG Governance, the formulation of its Third Mission, its internal alignment to integrate the SDG and equip the Research and Educational departments with the right SDG competences. The research uses the conceptual approach of Intended SDG Policies, Actual SDG Practice and SDG Perceptions. Recent and relatively young SDG literature is explored and it draws conclusions that there are assumptions on the feasibility of achieving them. Are SDGs aspirational or inspirational? And should the Framework be considered a temporarily binding guidance rather than a global enforcement mechanism to prevent depletion of our social and natural capital? Much SDG research stops at providing analytical frameworks and tools to grapple with the complexity of SDG’s synergies, tradeoffs and spill-over effects. Some literature and tools are available on SDG pathways of urgency and priority ranking but this contradicts the Transformational claims of the SDGs of being Integrative, Indivisible and Universal. A theoretical and practical gap is observed how the SDGs must be viewed in the global community of national policies. But also as a derivative : How can organisations, private and public, view and address the challenges of the SDG Framework?
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The Sustainable Development Goals (SDGs) are our plan for a futureproof world in which every person can live in peace and prosperity. The power of this vision is even more relevant today than it was when the Goals were adopted in 2015. The 17 Goals provide the basis to make our societies and economies resilient against crises, both in the present and in the future.
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The SDGs provide an important framework for businesses to address sustainable development and grand challenges (Kolk, Kourula and Pisani, 2017; Montiel et al, 2021) and SMEs, as major contributors to economic and entrepreneurial activity, are key actors in achieving national SDG targets (Sonntag et al, 2022). This study addresses the gap in the literature on SMEs and SDG action and draws on the attention-based view that emphasizes bounded managerial cognition processes and attention patterns that affect firm behavior and attention to issues and opportunities (Joseph and Wilson, 2018; Ocasio, 1997, 2011; Sullivan, 2010). Focusing specifically on attentional structure and coherence, we argue that structural mechanisms facilitate SDG integration in organizational strategy and that the relationship is influenced by attentional coherence, the degree to which attentional perspective of managers (top-down) and attentional engagement of employees (bottom-up) is aligned. Using data from the 2022 Dutch SDG Barometer (van den Berg et al, 2023), we empirically test hypotheses on a sample of 172 Dutch SMEs. The findings show a positive and significant effect on SDG strategic integration from communication and collaborative mechanisms that involve external stakeholders. However, our findings indicate that attentional coherence is not significant in influencing this relationship. We discuss the implications of our findings for academics, policymakers and practitioners.
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PURPOSE: The aim of this research is to link sustainability strategies with risk management. DESIGN/METHOD: 33 unique cases were used for the data analysis. Using the cases, the researchers built a database to operationalise the theoretical framework. This database contains data on general characteristics of an organisation, strategic characteristics (mission, vision, value proposition, core values from the Balanced Score Card categories, strategic goals), strategy characteristics of the sustainability strategies, the 17 sustainability goals of the UN, risks (strategic, financial, operational) and control measures appropriate to the risks. RESULTS/FINDINGS: The first sub-question: Which risks at a strategic, financial, and operational level differ in organisations that pursue SDG 3 Good health and wellbeing, SDG 8 Decent work and economic growth and/or SDG 12 Responsible consumption and production, or do not pursue sustainability goals? It can be answered that sustainable values lead to different risks at strategic and financial levels, but not on an operational level. The second sub-question: Which risks on a strategic, financial, and operational level differ in organisations that pursue the sustainability strategy (Retain product ownership, Product life extension and/or Design for recycling) or do not pursue a sustainability strategy? It can be answered in a similar way as the first research question: that apparently sustainable strategies lead to different risks at strategic and financial levels, but not on an operational level. Operational risks were found but did not change in case of the sustainable strategy. ORIGINALITY/VALUE: Researchers have investigated whether pursuing the sustainability strategy (part 1) or contributing to the achievement of SDGs (part 2) by an organisation causes a change in strategic, financial and/or operational risks. Patterns were sought, not the magnitude of a change, because of the number of cases examined.
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