Kestliku arengu küsimused avalikus diskursuses kuuldavad. Kuidas, missugustes valdkondades või organisatsioonides, on iseküsimus. Kuigi paljud organisatsioonid on kestliku arengu tõstnud organisatsioonis nähtavale kohale, siis mitmetes organisatsioonides kestlik areng nähtav eeskätt, kui kasumivankri ette rakendatu ruun. Siinviidatu vabalevis olev tekst võiks huvi pakkuda kõikidele, kel huvi kestliku arengu vastu.

Kontekstiks:

“In today’s world, organisations face an ongoing paradox: relying on (near) slave labour in South-East Asia to satisfy clients’ desire for cheap clothing, or producing locally and thus charging a premium price?” (Griep et al., 2022, p. 1)

Kestliku arengu levinud tähendus:

“In other words, sustainability is traditionally defined as integrating reasonable economic, environmental and social growth opportunities into business strategies (following the same logic as the famous triple-p bottom line that refers to planet, profit and people and which is widely used in CSR; Gallagher et al., 2018).” (Griep et al., 2022, p. 1)

Fokuseerimine … mööda

“That is, it appears that while we have focused extensively on the planet (e.g. recycling, energy reduction and use of natural resources; Ones & Dilchert, 2012)andprofit (e.g. green management and corporate social responsibility; Aguinis & Glavas, 2012) side of sustainability, we have largely left the people to fend for themselves (e.g. Bal & Brookes, 2022; Bissing-Olson et al., 2013; Gallagher et al., 2018).” (Griep et al., 2022, p. 2)

Ärakasutatud …

“A sustainability focus is often (mis)used to build a stronger brand image, attract more customers and make the organisation appear more attractive to current employees, as well as prospective employees (e.g. D ̈ ogl & Holtbrügge, 2014; Puncheva-Michelotti et al., 2018). Mainstream HRM talk and research (e.g. Matthews et al., 2016; Van de Voorde et al., 2012) continue to preach to the choir” (Griep et al., 2022, p. 2)

Mitme näoga dominandid:

“Next, let’s focus on Ikea. Despite the lauding description of the great sustainable environment and workforce, the company was condemned twice in the past few years for (1) illegally surveilling its own employees (e.g. Arama, 2021) and (2) actively trying to bury sexual harassment allegations (e.g. Leplongeon, 2019). Similarly, Amazon has been plagued by class-action lawsuits for their poor working conditions across Europe and North America. Moreover, they routinely pay wages which are barely above the U.S. poverty line, use intrusive surveillance systems to monitor their employees, actively engage in union-busting which allowed them to keep the percentage of unionised employees at around 1% and impose inhumane back-breaking working conditions (Kellogg et al., 2020; Pfeffer, 2016).” (Griep et al., 2022, p. 3)

Rõhuasetus:

“With this note in mind, let’s have a look at our suggestions to increase our focus on the people component of sustainability.” (Griep et al., 2022, p. 6)

Inimesed keskmesse!

“Now that we have pronounced sustainability as we knew it dead and have revived it with the necessary inclusion of sustainable employability and have developed a set of concrete suggestions for organisations to ensure that decisions around the people component of sustainability are embedded in our systems and structures (i.e. designed to reflect, support and facilitate a more holistic and dignity-oriented approach to the term ‘sustainability’), we hope that management of the future continues to think about sustainable employability when the next management fad comes around!” (Griep et al., 2022, p. 9)

Griep, Y., Kraak, J. M., & Beekman, E. M. (2022). Sustainability is Dead, Long Live Sustainability! Paving the Way to Include ‘The People’ in Sustainability. Group & Organization Management, 1–15. https://doi.org/10.1177/10596011221127107