可持续发展领导力的四个步骤：中东和北非地区的组织必须将承诺转化为行动

Organizations in the Middle East and North Africa have the opportunity andthe responsibility to accelerate sustainability.Bain & Company spoke with 300 executives and surveyed 100organizational leaders to learn how the Middle East and North Africa (MENA)region can advance its environmental, social, and governance agendas. Ourresearch identified key challenges, best practices, and four essential stepsto help organizations take a global LEAD on sustainability.Four Steps To LEADOn Sustainability02World Governments Summit300100118One-On-One ConversationsSurvey ResponsesMENA CountriesIndustries Table of ContentsExecutive SummaryChapter 1:The Center Of SustainabilityChapter 2:MENA’s Sustainability JourneyChapter 3:Barriers To SustainabilityChapter 4:Best Practices To Close The Performance GapChapter 5:Four Steps Toward SustainabilityConclusionTopics 06142226344050 According to new researchfrom Bain & Company, nearly70% of organizations in theMiddle East and North Africa(MENA) say they integratesustainability into theirbusiness models, but only3% are on track to achievetheir sustainability goals.According to the UnitedNations (UN), only 15% ofSustainable DevelopmentGoals are on track – and manyare moving in reverse.It’s time for organizationsto take the LEAD and turnpromises into action.Executive Summary 1 Executive Summary | 07Sustainability issues are gainingmomentum around the world, inpart because they cause problemstoo great for governments andorganizations to ignore. In the MENAregion, climate-induced naturaldisasters and water scarcity areamplified by economic risks.At the same time, the region urgentlyneeds to diversify its economy,meet the energy needs of a growingpopulation, create economicopportunities for its youth, andclose persistent gender gaps.If these environmental, social,and governance (ESG) challengesare too great to ignore, so are theopportunities. MENA governments made collective agreements toprioritize sustainability by committing to theParisAgreement, the UN’s 17 Sustainable Development Goals,and country-specific net-zero targets.2Organizations,investors, and consumers have supported the transitiontoward sustainability and social responsibility as well.Nearly two-thirds of investors take sustainabilityperformance into account when they make investmentdecisions.3Likewise, consumers have also adapted theirbehavior toward sustainability. About 85% of consumershave shifted their purchasing habits toward sustainabilityover the past five years.4It seems that everyone agrees: The region needs tobalance economic growth with environmental care andsocial wellbeing. However, little is being done. 97% of theMENA organizations that we surveyed are not on track toachieve their sustainability targets.The region needs organizations to step up and lead thiscritical transformation. As economic drivers, they havesubstantial risks associated with sustainability – butpossibly more to gain.Pioneers in sustainability will see higher returns and moreengagement from purpose-driven employees. Companiesthat embed sustainability into their business practicescan grow faster, create viable new business models, andbecome more resilient.08 | Executive Summary Executive Summary |Sustainability is not only necessary,it’s also a strategy to mitigate risk,enhance performance, and makebalance sheets stronger.However, despite the clear needfor change (and public promises),few organizations have hit theirsustainability targets.Bain & Company studied organizationsin 11 MENA countries to identifysustainability “Laggards” and“Leaders” and to learn how to closethe performance gap. Based onour research:What’s stoppingMENA organizationsfrom hitting theirsustainability goals– and achieving thebusiness benefitsthat follow?About 90% of organizations in theMENA region believe they needto change their core operatingmodels to address sustainability.Only 3% of organizations areon track to achieve theirsustainability goals. 10 | Executive Summary1.PerceptionThey view sustainability through a risk managementlens, rather than a strategic or value-creating opportunity.In 40% of organizations, sustainability is not integratedinto organizational strategy.3.Disconnects During Goal SettingSustainability ambitions are set at the top and fail totranslate into executable missions.Fewer than 20% of organizations verify the feasibility ofmissions that are set from the top.2.SilosSustainability goals and responsibilities are separate fromthe execution and operational sides of the business.80% of organizations say cross-functional collaborationis insufficient.4.Excessive CautionBecause organizations are risk-averse, they don’t exploreor invest in sustainable solutions.Only 55% of organizations think they are adaptable.In Our Research,OrganizationsStruggle To AchieveTheir SustainabilityTargets For FourPrimary Reasons: Executive Summary | 11Across All These Challenges,There Is A Common Path Forward.Organizations That Achieve TheirSustainability Goal