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Original Article | Volume 2 Issue 4 (ACR, 2025) | Pages 897 - 905
Integrating SDGs into Corporate Strategy: Best Practices and Challenges The Future of Corporate Sustainability: Aligning Business with SDGs
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1
Associate Professor, Faculty of Management, SRM Institute of Science and Technology, Vadapalani Campus, Chennai, Tamilnadu, India.
2
Associate Professor, Business School , Kumaraguru College of Technology, Coimbatore, Tamilnadu, India.
3
Associate Professor, Department of MBA, Sri Krishna College of Engineering and technology, Kuniamuthur, Coimbatore
4
Associate Professor, Department of MBA, Kumaraguru School of Business, Coimbatore, Tamilnadu, India
5
Professor, Amity School of Liberal Arts, Amity University , Manesar, Gurugram, Haryana, India.
6
Professor, Department of General Management, Indira School of Business Studies PGDM, Pune, Maharashtra, India
Under a Creative Commons license
Open Access
Abstract

The United Nations (UN) Sustainable Development Goals (SDGs) adopted in 2015 are an integrated strategy to tackle severe world problems from poverty, inequality, and climate change to environmental degradation, peace, and justice. These 17 linked goals offer an easy-to-adopt action agenda for achieving sustainable development and bring a call for all sectors of society, such as business, governments, and civil society, to join efforts and strive to secure an inclusive and sustainable future. Among all the stakeholders involved, business, particularly multinational firms (MNCs), hold a significant stake in the proper implementation of the SDGs. Through integrating sustainable practices into its business, the firm contributes towards world sustainability along with achieving vital competitive advantages simultaneously. To companies, or those companies that are integrating their operations in line with the SDGs, the benefits are numerous. Companies that operate in a sustainability-driven fashion generally enjoy enhanced brand image, increased investor confidence, enhanced market differentiation, and enhanced regulatory compliance. In addition, as consumers and investors become more inclined towards companies that are socially and environmentally responsible, integrating SDGs is now a necessary component in realizing long-term success in the marketplace. However, in spite of such strong incentives, broad adoption of the SDGs to business plans differs by industry and geography. Most companies have struggled to reconcile the pursuit of financial profitability with sustainability goals because the setup costs of shifting to sustainable practice could be astronomical. In addition, companies may encounter regulatory uncertainty, measurement challenges in sustainability performance, and organizational resistance to change. Also, certain firms use the adoption of SDGs as an ancillary corporate social responsibility initiative and not as a central business strategy element, which reduces the general impact and effectiveness of these initiatives. To address such issues, firms must create transparent policies, quantifiable objectives, and holistic frameworks that relate sustainability with business development in a productive way. Effective SDG implementation is usually dependent on the application of new technologies, cross-industry collaborations, and strong data-driven performance 

measurement systems. Strong leadership and dedicated stakeholder buy-in are also key to integrating sustainability principles into supply chains and business models. The purpose of this paper is to investigate best practice in SDG adoption, clarify the obstacles to effective implementation, and provide practical recommendations to organizations looking to optimize their sustainability initiative. Based on multinational company survey data, this research will evaluate the level of SDG integration, analyze its effect on business performance, and offer working recommendations to businesses to utilize SDG-based strategies to achieve long-term profitability, desirable social outcomes, and business resilience in a growingly sustainability-focused world economy.

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