The Make-or-Break Decade for the SDGs has begun

Step 2
Prioritizing
For many companies, up to 90 percent of
their market capitalization is attributable
to factors beyond their essential assets.
But what if there was even more value
to be generated, if only we had better
measurement methods?
The assessments described earlier are one
step in this direction. The next step is
to identify key opportunities and risks,
review sector-specific reports and internal
partner solution knowledge, identify
stakeholder groups for expert input on
potential impact opportunities, and
agree on the format of engagement.
Now you can shortlist a manageable
number of impact opportunities that:
(1) are most likely to minimize negative
impacts or increase positive impacts;
and (2) can realistically be implemented.
Apply criteria that all shortlisted opportunities
must meet and when they
should start, stop, or continue to have
the most impact on transformation and
innovation.
Ask yourself: What level of sector effort
is required to implement and realize
this action? What types of partners are
needed to give this action impact? In
what region(s) could this action have
the greatest impact?
You also have to consider different time
horizons: Short-term actions will typically
involve process innovation and
show results within one to three years.
Medium-term actions will typically take
several years. Long-term actions will show
results by 2030 and often be based on the
success of reaching medium-term targets.
The authors of the SDG Sector Roadmaps
write: “A materiality matrix will allow
the sector to prioritize the mapping
exercise results and visually present
areas where the sector has the most
potential to maximize positive impacts
and minimize negative impacts over the
life of the roadmap. Figure 5 presents a
sample matrix where the x-axis scales
from high current negative impact (i.e.,
where the sector currently has adverse
issues that need to be managed) to high
current positive impact (i.e., where the
sector currently has positive impact) and
the y-axis indicates the sector’s potential
to contribute to the SDG. The goals falling
into the upper left- and right-hand
quadrants of the matrix suggest where
the sector could have the most material
contribution.” (Figure 5)
Figure 5:
SAMPLE SECTORAL SDG MATERIALITY MATRIX
Sector potential to contribute to SDG
High
Medium
Low
Sector priority:
3
Minimize negative
impact
8
1
11 10
17
15
13
12
9
4
10
14
6
5
2
16
High
Medium
7 1
15
Low
14
7
11
13
8
9
12
4
17
Sector priority:
Maximize positive
impact
6
16
5
3
2
High
Medium
Low
Low
Medium
High
Current level of negative SDG impact
Current level of positive SDG impact
Source: WBCSD (ed.): SDG Sector Roadmaps, p. 15
42 Global Goals Yearbook 2021