Governance, Implementation, and

Monitoring of Sustainability
AIM
• Ensuring Participants Increase Their
Knowledge About the Concept of
Sustainability and Learn How to
Integrate Sustainability Objectives into
Their Respective Fields, How to Set
Goals in Their Fields, and How to
Measure Them.
GOVERNANCE IN
SUSTAINABILITY
• The concept of governance is a
management process based on
a philosophy of multi-actor and
interactive relationships, as
opposed to one-sided
relationships determined by
classical management
structures. It involves co-
management, co-regulation,
and a philosophy of public-
private sector partnership.
 GOVERNANCE IN SUSTAINABILITY

• "The key to a sustainable future lies in having a decision-making mechanism that takes into account all
external and internal potential impacts and maintaining a long-term perspective. To gain the trust of
stakeholders, transparent reporting that integrates all these areas must be carried out.
• Therefore, governance should not only be considered as part of Environmental and Social issues but
should also be approached from the perspective of decision-making processes that consider the
Economic impacts (the financial results of the company and economic effects throughout the entire
value chain), both direct and indirect, on Environmental and Social issues.
• Governance should ensure appropriate guidance and oversight for the sustainability of the organization.
• Therefore, good governance creates value and establishes a climate of trust among stakeholders. Good
governance enables organizations to provide the right individuals, processes, and information, allowing
for the creation of trust and value.
• Happiness and success arise from the harmony of our thoughts, words, and actions."
Source: https://sgscorecard.argudenacademy.org/en/about/preface
Strategic Management Model for Sustainable Construction Adapted to National Conditions

5
Formation of the Strategic Management Team
• The strategic management team should be formed in accordance
with the principle of team participation.
• Additionally, it should include experts from different disciplines to
align with the multidimensional aspects of the sustainability concept.
Assessment of the Current Situation

• External Situation Analysis

• Internal Situation Analysis
• SWOT
Sustainability Indicator Sellection
Vision for the Future: Principles, Mission, Vision,
Objectives, Goals
• In this stage, the mission and vision will be
articulated, principles will be defined, and
strategic objectives and strategic performance
goals will be established.
• Sustainability should be considered when defining
these elements that answer the question
'Where/when do we want to reach?'
• The framework for achieving the established vision
emerges from the determination of strategic
objectives and performance goals.
Vision for the Future: Principles, Mission, Vision,
Objectives, Goals
Principles
• Principles are an expression of the fundamental values that
guide activities and should be derived from sustainability
principles.
Mission
• The mission statement should be developed by top
management in conjunction with the strategic management
team, taking into account the views of other relevant
stakeholders.
Vision
• The desired future, in addition to sustainability principles,
should be expressed considering the current situation and data
from SWOT analyses. The future to be achieved in this
statement should be realistic and attainable, while also
containing qualities that motivate actors and decision-makers.
Vision for the Future: Principles, Mission, Vision,
Objectives, Goals
Strategic Objectives
• When setting strategic objectives, they must
take into account the resolution of priority
issues.

Strategic Performance Goals

• Strategic performance goals should be selected
to achieve the defined strategic objectives.
• There can be multiple strategic performance
goals, and these goals may be related to
different stages of the construction process.
Development of Strategy Alternatives, Strategy
Selection, and Action Plans
• The development of strategy alternatives is
the expression of all possible ways that will
enable the achievement of the strategic
objectives and goals.
• If sufficient resources are not available,
strategies for capacity building should be
adopted as a priority.
• One method that can be used when creating
strategies is the 'Critical Questions Method.'
• With the critical questions method, problems
encountered in achieving objectives and
goals can be identified, and strategies can be
developed to minimize these problems.
Development of Strategy Alternatives, Strategy
Selection, and Action Plans
Alternative Strategies using SWOT analysis
Implementation of Strategies and Action Plans
• At this stage, the implementation of previously defined
strategies and action plans is carried out.
• The implementation of strategies and action plans should be
the responsibility of senior management and should be carried
out under their supervision, with effective cooperation.
• It is important to distribute tasks in the implementation of
strategies and action plans.
• The activities and projects to be carried out, as well as their
resource requirements, should also be determined.
• Implementation should be divided into annual intervals, and
performance targets should be set for each year, with annual
performance programs being implemented.
Implementation of Strategies and Action Plans
During the implementation of strategies, Langford and Male (2001, p. 79-80) identify seven
priority mechanisms. These are:

• Integrated plans and policies at the strategic business unit, organizational, and functional levels.
• A budget structure/framework for resource allocation.
• Reward systems.
• Political systems.
• Control and integration systems (using rules and procedures) through teams and team
management, hierarchy, and organizational structure.
• Training and development systems.
• Feedback.
• These mechanisms play a crucial role in effectively implementing and managing strategies within
an organization.
Monitoring and Evaluation of Strategies and Action
Plans
At this stage, there are two important issues
that need to be evaluated.
1. It should be determined whether the
adopted strategies and action plans are
actually being successfully implemented.
2. It should also be determined whether the
adopted strategies and action plans are
truly successful, whether problems are
actually being solved, and whether the set
goals are being achieved
 Example Sustainability Strategy
Sustainability strategy in companies can be separate from the general corporate strategy or integrated into the overall corporate strategy.
In both cases, what's important is the recognition that the key developments and expectations related to sustainability, both within and
outside the company, should be considered as important sources of data when shaping the corporate strategy. For example, if a company
expects a decrease in essential raw material resources due to climate change, the company may need to alter its procurement strategy by
entering into agreements with suppliers from different regions. Another example is that, due to legal sanctions/regulations, certain
products may not be saleable in the coming years or cost increases are anticipated, in which case companies may need to make new
investments to mitigate these effects.
Sustainable Strategic Plan Pyramid
• “The choice is simple, sustainable development,
unsustainable development or no development at
all.” (Sandy Halliday, 1990)