What to you is ‘mainstreaming sustainable development’?

It was the unique vision, experience, and wisdom of the great leader, H.E. SG Ban Ki-moon which inspired the formulation of the Sustainable Development Goals (SDGs). The fundamental goal behind the SDGs is the need to further mainstream sustainable development at all levels, integrating economic, social, and environmental aspects and recognizing their interlinkages, so as to achieve sustainable development in all its dimensions.

As the first step towards achieving the mainstreaming of the SDGs, I believe that we need to create awareness about sustainable development and build a foundation for deeper understanding and informed action.  The 2030 agenda for mainstreaming the SDGs demands reaffirmed commitment led by communities, globally.

Achieving the SDGs requires mainstream planning and action as a necessary prerequisite to a sustainable future for all. We have less than a decade to achieve the SDGs. Yet we do have the wherewithal and capacity to achieve what we have set out to achieve on a sustainable pathway.  It will take urgent, collaborative action of all stakeholders.  This, I believe, was the vision SG Ban Ki-moon had at the time he envisioned the SDGs. While achieving the SDGs will be the greatest tribute to H.E. SG Ban Ki-moon, what is important to remember is that it is our success in their attainment that is essential to keep the legacy of humanity alive. 

According to you, what is the role of mainstreaming sustainable development in promoting collective action?

As described above, by mere definition, I believe mainstreaming signifies moving away from the silo-ed approach to coming together, taking action collectively, joining the dots for a common agenda.

Give an example of how you have integrated sustainable development/climate resilience in your sphere of action/work/decision-making.

My work over the last several years has been about creating structural interventions founded on participatory, dialogue-based approaches, whereby communities are empowered to critically analyse barriers to progress and devise solutions based on local, community knowledge, customs, and practices to overcome challenges, and do so, sustainably. In such a manner, communities are encouraged to identify problems and possible solutions based on indigenous wisdom. Programmes are devised by and for communities, and are, by definition, owned by communities and are, therefore, sustainable. 

These, community-led, structural interventions, are those that I have been trained in and have trained many others to work with. The goal of such interventions is to identify local representatives and leaders from within communities (with community engagement). Communities implement programmes (by and for communities) that they devise as peer-leaders. Local partnership and peer-to-peer approaches are lasting, faithful to communities, and impactful. They are also sustainable and founded on structural change.

What more can be done by policymakers for integrating and mainstreaming sustainable development across agencies and levels?

I believe we need to be more equitable in the manner in which we address the issue of mainstreaming our efforts for sustainable development. This means that donors and policymakers need to be on the same page as decisions are made about funding and financing action. Mainstreaming by mere definition implies breaking away from silos/parallel and fragmented approaches often created by funding agencies, which leave out cohesive responses to achieving human progress and sustainable development. Therefore, policymakers, governments, and government departments need to talk to each other in order to achieve common goals.  This means breaking down silos and moving away from traditionally competitive models to fostering collaboration and cooperation.

What more can be done by business and industry in terms of integrating and mainstreaming sustainable development?

We need to develop a concerted and coordinated approach towards achieving the SDGs, which demand action by business and industry leaders. The pandemic has derailed our efforts towards attaining the SDGs and put us off by over a decade. The war in Ukraine and the global climate, economic, and political crisis will further push us off track. A 2019 Oxfam Report revealed that the world’s 2153 billionaires have more wealth than the 4.6 billion people who make up 60 per cent of the planet’s population. In addition, in 2022, Oxfam reported that the world’s ten richest men more than doubled their fortunes from $700 billion to $1.5 trillion during the first two years of a pandemic that has seen the incomes of 99 per cent of humanity fall and over 160 million more people forced into poverty. “If these ten men were to lose 99.999 per cent of their wealth tomorrow, they would still be richer than 99 per cent of all the people on this planet,” said Oxfam International’s Executive Director Gabriela Bucher. It is unfathomable that we can attain what has been set out for the SDGs without active leadership of businesses and industry. 

What are your expectations from India’s G20 Presidency?

At the POP Movement, we don’t just state but rather practice the principle of “Vasudhaiva Kutumbakam” (“The Universe is One Family”), which is also the theme set out by India for its G20 Presidency. India’s G20 presidency comes at a difficult time when the global economic outlook for 2023 remains uncertain. The International Monetary Fund and other international agencies have scaled back a number of G-20 country forecasts. Nevertheless, this is an important time for India to take leadership and be decisive. Being decisive will be key. The outcomes of India’s G20 Presidency will rely heavily on India’s leadership by example. In the context of increasing financial vulnerabilities and heightening geopolitical stress, India will have to steer discussions and inspire collective action at the G20 to advance global economic stability and peace. This will not be an easy task especially in light of increasingly fragmented and divisive global factions and leadership worldwide. Historically, in its Presidency role for India, the G20 brings additional responsibilities for India as many non-G20 countries (e.g., from the global South) will look to India to table their concerns at the G20. Therefore, it is a great opportunity for India to take lead by representing many countries especially from the Global South, including Africa that would otherwise go unrepresented. India has a chance
to pave the way to the global collaboration we are all, as a global family, so in need of. #

Dr Ash Pachauri, Director, Center for Human Progress, New Delhi, India, and Senior Mentor, the POP (Protect Our Planet) Movement, New York, USA. Dr Ash Pachauri has a PhD in Decision Behavior and a Master’s Degree in International Management. He worked with McKinsey and Company before pursuing a career in the social development arena. Dr Pachauri’s experience in the fields of public health and management emerges from a range of initiatives including those of The Bill and Melinda Gates Foundation, Program for Appropriate Technology in Health (PATH), United Nations Development Programme (UNDP), International Planned Parenthood Federation (IPPF), and Centers for Disease Control (CDC) in the US.