Implementation of the SDGs in the Construction Industry - Revision history

Tkokotas at 13:40, 19 November 2018

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			''Developed by Mathias Jensen''


	In September 2015, 193 world leaders came together with a vision to transform our world for the better. They came to an agreement of 17 global goals for sustainable development (SDGs), with the aim to make an end to extreme poverty, inequality and climate change by 2030. In the pursuit of reaching these goals, it is inevitable for business to take action. One essential thought behind these goals was to make them famous, so that we all have common goals and know what we are fighting for. <ref>http://www.globalgoals.org/ Retrieved June 5, 2017</ref>		In September 2015, 193 world leaders came together with a vision to transform our world for the better. They came to an agreement of 17 global goals for sustainable development (SDGs), with the aim to make an end to extreme poverty, inequality and climate change by 2030. In the pursuit of reaching these goals, it is inevitable for business to take action. One essential thought behind these goals was to make them famous, so that we all have common goals and know what we are fighting for. <ref>http://www.globalgoals.org/ Retrieved June 5, 2017</ref>

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	== Limitations ==		== Limitations ==

			People argue, that the SDGs are not as appealing as their predecessor, the MDGs, because they were more precise and measurable. The MDGs held everyone accountable for meeting these “quantified and time-bound” targets. Some think the SDGs come out as just idealistic rhetoric to motivate people in rich and free countries to care about the world’s poor, and some find many of the goals unattainable.<ref>http://foreignpolicy.com/2015/09/28/the-sdgs-are-utopian-and-worthless-mdgs-development-rise-of-the-rest/</ref>

			Furthermore, the SDGs are broken down into 17 goals and 169 indicators, which may seem like a lot, considering the importance of not losing sight of the big picture. Greater cooperation between governments, the private sector and many facets of civil society is necessary in order to accomplish all this.<ref>http://theconversation.com/the-risk-of-uns-sustainable-development-goals-too-many-goals-too-little-focus-48083</ref>

			It may be difficult for the world to achieve the SDGs, if companies are not fully capable of defining which of these many goals, that apply to them. The construction industry is a key partner in the effort to achieve the SDGs, and the industry must be changed through the adoption of environmentally friendly design, procurement, construction methods and management practices. For example, the construction industry could highly influence goals 11(sustainable cities & communities), 9(Infrastructure & Innovation) and 7(affordable & clean energy).<ref name="res">https://www.researchgate.net/publication/307906714_SDG2030_A_SUSTAINABLE_BUILT_ENVIRONMENT'S_ROLE_IN_ACHIEVING_THE_POST-2015_UNITED_NATIONS_SUSTAINABLE_DEVELOPMENT_GOALS</ref>

	== Annotated bibliography ==		== Annotated bibliography ==

			* https://sustainabledevelopment.un.org/sdgs
			This website lists all the sustainable development goals (SDGs), which consist of 17 goals and 169 indicators with the aim to make an end to extreme poverty, inequality and climate change by 2030.
			* http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf
			This SDG compass has been created to help companies take a strategic approach to the SDGs and to maximize their contribution to sustainable development through core business activities. The SDG compass guide is organized into five steps: understanding the SDGs, defining priorities, setting goals, integrating, reporting and communication.
			* https://www.weforum.org/agenda/2016/07/understanding-interactions-is-key-to-making-the-sdgs-a-success/
			This article describes why understanding how the SDGs interact with each other is key to their success.
			* https://www.researchgate.net/publication/307906714_SDG2030_A_SUSTAINABLE_BUILT_ENVIRONMENT'S_ROLE_IN_ACHIEVING_THE_POST-2015_UNITED_NATIONS_SUSTAINABLE_DEVELOPMENT_GOALS
			In this article, some of the important goals in the construction industry are outlined, and the importance of a sustainable built environment in achieving the goals is elaborated.


	==References==		==References==
	'''Several references are directly linked in the text through its key word.'''		'''Several references are directly linked in the text through its key word.'''
	<references />		<references />

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	== History ==		== History ==

			[[File:6.png\|thumb\|250px\|Figure 1: 17 sustainable development goals <ref>https://sustainabledevelopment.un.org/?menu=1300</ref>]] <br>In September 2015, the sustainable Development Goals (SDGs) replaced the Millennium Development Goals (MDGs), which started a global effort in 2000 to get rid of the indignity of poverty. The MDGs defined some measurable goals, which focused on tackling extreme poverty and hunger, preventing deadly diseases, expanding primary education to all children, and some other priorities. The world achieved a lot over 15 years with the MDGs, but the job is still unfinished for millions of people. The SDGs aim to go the last step to end hunger, full gender equality, improving health services and getting every child into school. The plan is to achieve this by leading the world onto a sustainable path.

			The SDGs were introduced in Rio de Janeiro in 2012 at the United Nations Conference on Sustainable Development.<ref>http://www.undp.org/content/undp/en/home/sustainable-development-goals/background.html</ref> The SDGs consist of 17 goals, which can all be seen from figure 1.

	== SDG compass ==		== SDG compass ==

	The SDG compass has been created to help companies take a strategic approach to the SDGs and to maximize their contribution to sustainable development through core business activities. It guides companies to align strategies with the relevant SDGs, and to measure and manage their impacts. This is very useful, as many companies struggle to identify what actions they can do ~~in order~~ to contribute to the goals.<ref>https://sustainabledevelopment.un.org/partnership/?p=9856</ref>		The SDG compass has been created to help companies take a strategic approach to the SDGs and to maximize their contribution to sustainable development through core business activities. It guides companies to align strategies with the relevant SDGs, and to measure and manage their impacts. This is very useful, as many companies struggle to identify what actions they can do to contribute to the goals.<ref>https://sustainabledevelopment.un.org/partnership/?p=9856</ref>

	The SDG compass guide is organized into five steps: understanding the SDGs, defining priorities, setting goals, integrating and reporting and communication.		The SDG compass guide is organized into five steps: understanding the SDGs, defining priorities, setting goals, integrating and reporting and communication.

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	In September 2015, 193 world leaders came together with a vision to transform our world to the better. They came to an agreement of 17 global goals for sustainable development (SDGs), with the aim to make an end to extreme poverty, inequality and climate change by 2030. In the pursuit of reaching these goals, it is inevitable for business to take action. One essential thought behind these goals is to make them famous, so that we all have a common ~~goal~~ and know what we are fighting for.		In September 2015, 193 world leaders came together with a vision to transform our world to the better. They came to an agreement of 17 global goals for sustainable development (SDGs), with the aim to make an end to extreme poverty, inequality and climate change by 2030. In the pursuit of reaching these goals, it is inevitable for business to take action. One essential thought behind these goals is to make them famous, so that we all have common goals and know what we are fighting for. <ref>http://www.globalgoals.org/</ref>

	The building industry is responsible for 30% of the total global resources, 40% of global energy consumption and up to 30% of the total global greenhouse gases. ~~In addition~~, the building industry is considered to be the industry that could potentially reduce its energy consumption with the lowest cost. However, the question is how to implement the SDGs in construction.		The building industry is responsible for 30% of the total global resources, 40% of global energy consumption and up to 30% of the total global greenhouse gases. Furthermore, the building industry is considered to be the industry that could potentially reduce its energy consumption with the lowest cost. However, the question is how to implement the SDGs in the construction industry. <ref>http://byggerietssamfundsansvar.dk/images/Invitation_final.pdf</ref>

			The SDG compass presents five steps that assist companies in maximizing their contribution to the SDGs: understanding the SDGs, defining priorities, goal setting and integrating sustainability.<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref> It is particularly important that a company is fully capable of identifying all goals, that apply to them. The construction industry could highly influence goals 11(sustainable cities & communities), 9(Infrastructure & Innovation) and 7(affordable & clean energy), but certainly also a couple of other goals. <ref name="res">https://www.researchgate.net/publication/307906714_SDG2030_A_SUSTAINABLE_BUILT_ENVIRONMENT'S_ROLE_IN_ACHIEVING_THE_POST-2015_UNITED_NATIONS_SUSTAINABLE_DEVELOPMENT_GOALS</ref>

	The SDG compass presents five steps that assist companies in maximizing their contribution to the SDGs: understanding the SDGs, defining priorities, goal setting, integrating sustainability and reporting and communicating.

	== History ==		== History ==
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	== SDG compass ==		== SDG compass ==

	The SDG compass has been created to help companies take a strategic approach to the SDGs and to maximize their contribution to sustainable development through core business activities. It guides companies to align strategies with the relevant SDGs, and to measure and manage their impacts. This is very useful, as many companies struggle to identify what actions they can do in order to contribute to the goals.<ref>(https://sustainabledevelopment.un.org/partnership/?p=9856)</ref>		The SDG compass has been created to help companies take a strategic approach to the SDGs and to maximize their contribution to sustainable development through core business activities. It guides companies to align strategies with the relevant SDGs, and to measure and manage their impacts. This is very useful, as many companies struggle to identify what actions they can do in order to contribute to the goals.<ref>https://sustainabledevelopment.un.org/partnership/?p=9856</ref>

	The SDG compass guide is organized into five steps: understanding the SDGs, defining priorities, setting goals, integrating and reporting and communication.		The SDG compass guide is organized into five steps: understanding the SDGs, defining priorities, setting goals, integrating and reporting and communication.

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	== SDG compass ==		== SDG compass ==

			The SDG compass has been created to help companies take a strategic approach to the SDGs and to maximize their contribution to sustainable development through core business activities. It guides companies to align strategies with the relevant SDGs, and to measure and manage their impacts. This is very useful, as many companies struggle to identify what actions they can do in order to contribute to the goals.<ref>(https://sustainabledevelopment.un.org/partnership/?p=9856)</ref>

			The SDG compass guide is organized into five steps: understanding the SDGs, defining priorities, setting goals, integrating and reporting and communication.

	=== Understanding the SDGs ===		=== Understanding the SDGs ===
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	All the relevant matters were selected from many different topics by BAM, based on their ability to affect financial, environmental and social value creation for BAM’s stakeholders. The clients group selected ‘health and safety’ and ‘project and product quality and control’ as being the most relevant matter. The group of employees indicated ‘employee recruitment, development and retention’ as a material theme. According to providers of financial capital, BAM’s performance on ‘circular economy’ is most relevant to their organisations. ‘Business conduct and transparency’ was selected as the most material theme by BAM’s subcontractors, suppliers and the group representing society (NGOs, government and knowledge institutes). Finally, stakeholders ranked ‘innovation’ high when considering the theme ‘digitalisation’.<ref name="BAM">http://www.bam.com/sites/default/files/domain-606/documents/bam-2016-integrated-report-606-1488439373882759743.pdf</ref>		All the relevant matters were selected from many different topics by BAM, based on their ability to affect financial, environmental and social value creation for BAM’s stakeholders. The clients group selected ‘health and safety’ and ‘project and product quality and control’ as being the most relevant matter. The group of employees indicated ‘employee recruitment, development and retention’ as a material theme. According to providers of financial capital, BAM’s performance on ‘circular economy’ is most relevant to their organisations. ‘Business conduct and transparency’ was selected as the most material theme by BAM’s subcontractors, suppliers and the group representing society (NGOs, government and knowledge institutes). Finally, stakeholders ranked ‘innovation’ high when considering the theme ‘digitalisation’.<ref name="BAM">http://www.bam.com/sites/default/files/domain-606/documents/bam-2016-integrated-report-606-1488439373882759743.pdf</ref>

	~~== Benefits ==~~

	== Limitations ==		== Limitations ==

			== Annotated bibliography ==

	==References==		==References==
	'''Several references are directly linked in the text through its key word.'''		'''Several references are directly linked in the text through its key word.'''
	<references />		<references />

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	==== Reporting in the construction industry ====		==== Reporting in the construction industry ====

			[[File:5.png\|thumb\|250px\|Figure XX: Royal BAM Group’s materiality matrix <ref name="BAM"/> ]] <br>
	Figure XX shows a materiality matrix conducted by the large Dutch contractor company, Royal BAM Group, and displays the prioritisation of matters based on their relative importance to BAM and to BAM’s stakeholders. For this materiality matrix BAM employees and stakeholders were asked to identify the potential impacts of certain matters, within the timeframe 2016-2020. The BAM employees evaluated the impacts based on their known or potential effects on BAM’s activities, products, services and relations, both within and outside of BAM, and the stakeholders identified and prioritised impacts on themselves and society.		Figure XX shows a materiality matrix conducted by the large Dutch contractor company, Royal BAM Group, and displays the prioritisation of matters based on their relative importance to BAM and to BAM’s stakeholders. For this materiality matrix BAM employees and stakeholders were asked to identify the potential impacts of certain matters, within the timeframe 2016-2020. The BAM employees evaluated the impacts based on their known or potential effects on BAM’s activities, products, services and relations, both within and outside of BAM, and the stakeholders identified and prioritised impacts on themselves and society.


			All the relevant matters were selected from many different topics by BAM, based on their ability to affect financial, environmental and social value creation for BAM’s stakeholders. The clients group selected ‘health and safety’ and ‘project and product quality and control’ as being the most relevant matter. The group of employees indicated ‘employee recruitment, development and retention’ as a material theme. According to providers of financial capital, BAM’s performance on ‘circular economy’ is most relevant to their organisations. ‘Business conduct and transparency’ was selected as the most material theme by BAM’s subcontractors, suppliers and the group representing society (NGOs, government and knowledge institutes). Finally, stakeholders ranked ‘innovation’ high when considering the theme ‘digitalisation’.<ref name="BAM">http://www.bam.com/sites/default/files/domain-606/documents/bam-2016-integrated-report-606-1488439373882759743.pdf</ref>

	== Benefits ==		== Benefits ==

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	==== Engaging in partnerships in the construction industry ====		==== Engaging in partnerships in the construction industry ====

	To meet the challenges of sustainable construction it is crucial to enlisting help of all stakeholders throughout the entire value chain, including design, construction, operation and maintenance. The large French contractor company, Bouygues Construction, elaborate on their website, that they create customised partnerships based on specific goals, to obtain important results on the environmental respect level and to contribute to the performance of customers.		To meet the challenges of sustainable construction, it is crucial to enlisting help of all stakeholders throughout the entire value chain, including design, construction, operation and maintenance. The large French contractor company, Bouygues Construction, elaborate on their website, that they create customised partnerships based on specific goals, to obtain important results on the environmental respect level and to contribute to the performance of customers.

	They furthermore give an example of how partnerships provide significant results. This example tells, how they entrusted the manufacture of sheathing to a supplier who was able to manufacture the equipment on site, and adapt its production to the site’s needs. This happened during the construction of the underground high-voltage power line between Boutre and Trans (PACA), and resulted in 87,525 kilometres of transportation avoided and 5% gain in productivity for the installation.<ref>http://www.bouygues-construction.com/en/sustainable-development/listening-our-customers-and-partners#fc-7934</ref>		They furthermore give an example of how partnerships provide significant results. This example tells, how they entrusted the manufacture of sheathing to a supplier who was able to manufacture the equipment on site, and adapt its production to the site’s needs. This happened during the construction of the underground high-voltage power line between Boutre and Trans (PACA), and resulted in 87,525 kilometres of transportation avoided and 5% gain in productivity for the installation.<ref>http://www.bouygues-construction.com/en/sustainable-development/listening-our-customers-and-partners#fc-7934</ref>
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	=== reporting and communicating ===		=== reporting and communicating ===

	[[File:4.png\|thumb\|250px\|Figure XX: Mapping SDG reporting priorities through materiality <ref name="sdgc"/> ]] <br>		[[File:4.png\|thumb\|250px\|Figure 5: Mapping SDG reporting priorities through materiality <ref name="sdgc"/> ]] <br>
	Over the last decade, it has become important to report and communicate progress with regards to the SDGs to stakeholders. Companies use internationally recognized ~~stardards~~, such as the standard offered by GRI, for sustainability reporting. GRI has defined ten principles for sustainability reporting to help companies prepare high-quality information on the issues that matter: stakeholder inclusiveness, sustainability context, materiality, completeness, balance, comparability, accuracy, timeliness, clarity and reliability. Figure XX shows a mapping of SDG reporting priorities through materiality. Material issues reflect a company’s significant economic, environmental and social impacts – both negative and positive.		Over the last decade, it has become important to report and communicate progress with regards to the SDGs to stakeholders. Companies use internationally recognized standards, such as the standard offered by GRI, for sustainability reporting. GRI has defined ten principles for sustainability reporting to help companies prepare high-quality information on the issues that matter: stakeholder inclusiveness, sustainability context, materiality, completeness, balance, comparability, accuracy, timeliness, clarity and reliability. Figure 5 shows a mapping of SDG reporting priorities through materiality. Material issues reflect a company’s significant economic, environmental and social impacts – both negative and positive.

	The importance of reporting and communication means that the companies have to discuss performance with regards to expectations set by the SDGs, and also align disclosures with the language of the SDGs to have a common dialogue among stakeholders.<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref>		The importance of reporting and communication means that the companies have to discuss performance with regards to expectations set by the SDGs, and also align disclosures with the language of the SDGs to have a common dialogue among stakeholders.<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref>
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	==== Reporting in the construction industry ====		==== Reporting in the construction industry ====

	[[File:5.png\|thumb\|250px\|Figure XX: Royal BAM Group’s materiality matrix <ref name="BAM"/> ]] <br>		[[File:5.png\|thumb\|250px\|Figure 6: Royal BAM Group’s materiality matrix <ref name="BAM"/> ]] <br>
	Figure XX shows a materiality matrix conducted by the large Dutch contractor company, Royal BAM Group, and displays the prioritisation of matters based on their relative importance to BAM and to BAM’s stakeholders. For this materiality matrix BAM employees and stakeholders were asked to identify the potential impacts of certain matters, within the timeframe 2016-2020. The BAM employees evaluated the impacts based on their known or potential effects on BAM’s activities, products, services and relations, both within and outside of BAM, and the stakeholders identified and prioritised impacts on themselves and society.		Figure 6 shows a materiality matrix conducted by the large Dutch contractor company, Royal BAM Group, and displays the prioritisation of matters based on their relative importance to BAM and to BAM’s stakeholders. For this materiality matrix BAM employees and stakeholders were asked to identify the potential impacts of certain matters, within the timeframe 2016-2020. The BAM employees evaluated the impacts based on their known or potential effects on BAM’s activities, products, services and relations, both within and outside of BAM, and the stakeholders identified and prioritised impacts on themselves and society.


	All the relevant matters were selected from many different topics by BAM, based on their ability to affect financial, environmental and social value creation for BAM’s stakeholders. The clients group selected ‘health and safety’ and ‘project and product quality and control’ as being the most relevant ~~matter~~. The group of employees indicated ‘employee recruitment, development and retention’ as a material theme. According to providers of financial capital, BAM’s performance on ‘circular economy’ is most relevant to their organisations. ‘Business conduct and transparency’ was selected as the most material theme by BAM’s subcontractors, suppliers and the group representing society (NGOs, government and knowledge institutes). Finally, stakeholders ranked ‘innovation’ high when considering the theme ‘digitalisation’.<ref name="BAM">http://www.bam.com/sites/default/files/domain-606/documents/bam-2016-integrated-report-606-1488439373882759743.pdf</ref>		All the relevant matters were selected from many different topics by BAM, based on their ability to affect financial, environmental and social value creation for BAM’s stakeholders. The clients group selected ‘health and safety’ and ‘project and product quality and control’ as being the most relevant matters. The group of employees indicated ‘employee recruitment, development and retention’ as a material theme. According to providers of financial capital, BAM’s performance on ‘circular economy’ is the most relevant to their organisations. ‘Business conduct and transparency’ was selected as the most important material theme by BAM’s subcontractors, suppliers and the group representing society (NGOs, government and knowledge institutes). Finally, stakeholders ranked ‘innovation’ high when considering the theme ‘digitalisation’.<ref name="BAM">http://www.bam.com/sites/default/files/domain-606/documents/bam-2016-integrated-report-606-1488439373882759743.pdf</ref>

← Older revision		Revision as of 11:40, 20 June 2017
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	=== Understanding the SDGs ===		=== Understanding the SDGs ===
	Countries are struggling to translate the SDGs into meaningful and efficient action at the national level. They all need to identify what policy implication of the SDGs are for them. Therefore, some countries report, they have not made much progress in terms of taking action. It is, however, crucial for the implementation of the goals, countries learn from each other’s experiences.		Countries are struggling to translate the SDGs into meaningful and efficient action at the national level. They all need to identify what policy implication of the SDGs are for them. Therefore, some countries report, they have not made much progress in terms of taking action. It is, however, crucial for the implementation of the goals, that countries learn from each other’s experiences.

	Goals and targets will support or conflict one another, depending on geography, governance arrangements and technology. It is important to understand the interactions between goals and targets, identifying where key trade-offs lie, and also where different goals reinforce each other in order to develop smart policies. However, having different ministries and planning agencies discussing priorities is likely to be an unruly process. This is where a common language and framework may come in handy.<ref>https://www.weforum.org/agenda/2016/07/understanding-interactions-is-key-to-making-the-sdgs-a-success/</ref>		Goals and targets will support or conflict one another, depending on geography, governance arrangements and technology. It is important to understand the interactions between goals and targets, identifying where key trade-offs lie, and also where different goals reinforce each other in order to develop smart policies. However, having different ministries and planning agencies discussing priorities is likely to be an unruly process. This is where a common language and framework may come in handy.<ref>https://www.weforum.org/agenda/2016/07/understanding-interactions-is-key-to-making-the-sdgs-a-success/</ref>

	In an interview with UN Tribune, Martin Edwards said: “''I worry about promising action on climate while promising sustained economic growth and full employment while increasing access to energy all at the same time. We might not be able to get everything here, so our attempt to advance some goals might come at the expense of others''.”<ref>http://untribune.com/understanding-the-sustainable-development-goals-five-key-questions</ref>		In an interview with UN Tribune, associate professor and director of the Center for United Nations and Global Governance Studies at Seton Hall University, Martin Edwards said: “''I worry about promising action on climate while promising sustained economic growth and full employment while increasing access to energy all at the same time. We might not be able to get everything here, so our attempt to advance some goals might come at the expense of others''.”<ref>http://untribune.com/understanding-the-sustainable-development-goals-five-key-questions</ref>

	The initial step for every business is to familiarize themselves with the SDGs and understand the opportunities and responsibilities they represent to the business. By aligning their priorities with the SDGs, companies avoid being exposed to growing legal and reputational risks. Furthermore, they will improve trust among stakeholders and resilience to costs or requirements imposed by future legislation.		The initial step for every business is to familiarize themselves with the SDGs and understand the opportunities and responsibilities they represent to the business. By aligning their priorities with the SDGs, companies avoid being exposed to growing legal and reputational risks. Furthermore, they will improve trust among stakeholders and resilience to costs or requirements imposed by future legislation.
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	=== Defining priorities ===		=== Defining priorities ===
	[[File:1.png\|thumb\|250px\|Figure XX: Mapping of value chain <ref name="sdgc"/> ]] <br> The 17 SDGs represent targets and goals which aim towards a somehow perfect world, but not all of them are equally relevant for a company. Each individual company should conduct an assessment on the current, potential, positive and negative impacts they have on the SDGs and the likelihood of future ones. A way to conduct this assessment is by doing a high-level mapping of their value chain, where areas with high likelihood of either negative or positive impacts on the issues that the SDGs represent are identified, see figure XX.<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref>		[[File:1.png\|thumb\|250px\|Figure 2: Mapping of value chain <ref name="sdgc"/> ]] <br> The 17 SDGs represent targets and goals which aim towards a somehow perfect world, but not all of them are equally relevant for a company. Each individual company should conduct an assessment on the current, potential, positive and negative impacts they have on the SDGs and the likelihood of future ones. A way for the companies to conduct this assessment is by doing a high-level mapping of their value chain, where areas with high likelihood of either negative or positive impacts on the issues that the SDGs represent are identified, see figure 2.<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref>

	To map high impact areas, certain tools and methodologies are available:<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref>		To map high impact areas, certain tools and methodologies are available:<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref>
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	*Poverty Footprint Tool		*Poverty Footprint Tool

	[[File:2.png\|thumb\|250px\|Figure XX: The logic model <ref name="sdgc"/> ]] <br> For each of the high impact areas indicators that most adequately express the relationship between a company’s activities and the impact on sustainable development, need to be identified, in order to track performance over time. To understand which data to collect, The Logic Model can be used, see Figure XX. A company should then have an understanding of its main impacts on sustainable development, and therefore be able to define priorities across the SDGs.<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref>		[[File:2.png\|thumb\|250px\|Figure 3: The logic model <ref name="sdgc"/> ]] <br> For each of the high impact areas indicators that most adequately express the relationship between a company’s activities and the impact on sustainable development, need to be identified, in order to track performance over time. To understand which data to collect, The Logic Model can be used, see Figure 3. A company should then have an understanding of its main impacts on sustainable development, and therefore be able to define priorities across the SDGs.<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref>

	==== Priorities in the construction industry ====		==== Priorities in the construction industry ====
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	==== Setting goals in the building industry ====		==== Setting goals in the building industry ====

	The building industry is one of the most important industries to improve, when considering the SDGs. One example of a company, ~~that~~ has announced ambitious and specific goals, is the largest US contractor, Bechtel. They have announced the following goals, which they aim to realize by 2030:<ref>http://blog.bechtel.com/build-100/may-2017/innovation-and-sustainability/</ref>		The building industry is one of the most important industries to improve, when considering the SDGs. One example of a company, which has announced ambitious and specific goals, is the largest US contractor, Bechtel. They have announced the following goals, which they aim to realize by 2030:<ref>http://blog.bechtel.com/build-100/may-2017/innovation-and-sustainability/</ref>

	*Contribute 100 ideas to help achieve the SDGs		*Contribute 100 ideas to help achieve the SDGs
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	=== Integrating ===		=== Integrating ===
	[[File:3.png\|thumb\|250px\|Figure XX: Embedding sustainability goals in the organization <ref name="sdgc"/> ]] <br>		[[File:3.png\|thumb\|250px\|Figure 4: Embedding sustainability goals in the organization <ref name="sdgc"/> ]] <br>
	After having identified the specific KPIs and set goals for the company’s strategic priorities, the next task is to integrate it into the core business. The SDG compass describes three actions, which can be undertaken in order to accomplish this:<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref>		After having identified the specific KPIs and set goals for the company’s strategic priorities, the next task is to integrate it into the core business. The SDG compass describes three actions, which can be undertaken in order to accomplish this:<ref name="sdgc">http://sdgcompass.org/wp-content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf</ref>

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	Active leadership by the CEO and senior managers is important to succeed with organizational change. They need to create a shared understanding within the company of how the SDGs can be achieved.		Active leadership by the CEO and senior managers is important to succeed with organizational change. They need to create a shared understanding within the company of how the SDGs can be achieved.
	*Embed sustainability across all functions		*Embed sustainability across all functions
	It is essential to ensure support and ownership of corporate functions such as R&D, Business Development, Supply Management, operations and human Resources. Some companies have established cross-functional sustainability councils, boards or task forces. Figure XX illustrates the integration of sustainability through the company’s functions.		It is essential to ensure support and ownership of corporate functions such as R&D, Business Development, Supply Management, operations and human Resources. Some companies have established cross-functional sustainability councils, boards or task forces. Figure 4 illustrates the integration of sustainability through the company’s functions.
	*Engage in partnership		*Engage in partnership
	At least three different types of partnerships between companies exist. 1) Companies in the value chain can combine complementary skills, technologies, and resources. 2) Industry leaders can come together to raise standards and practices across the entire industry. 3) Complex challenges can be tackled by multi-stakeholder partnerships. (governments, private sector and civil society organizations)		At least three different types of partnerships between companies exist. 1) Companies in the value chain can combine complementary skills, technologies, and resources. 2) Industry leaders can come together to raise standards and practices across the entire industry. 3) Complex challenges can be tackled by multi-stakeholder partnerships. (governments, private sector and civil society organizations)