The SDGs were adopted by the UN in 2015 as a universal source of motivation to eradicate global poverty, protect the planet and ensure that by the year 2030, all people live in harmony and flourish. The 17 SDGs are coordinated in the sense that they recognise that actions taken in one region will influence the outcomes in other regions and that growth requires social, monetary and ecological manageability (Moallemi et al., 2019). The 2030 plan, which was submitted by the Assembled Countries to the UN in 2015, consists not only of the 17 SDGs but also 169 associated targets and approximately 230 indicators (Colglazier, 2015). At the organisational level, however, little to no substantial awareness exists of the genuine diffusion and progress towards SDGs. In a survey by Accenture (2020) with more than 1000 leaders from more than 100 nations and 25 businesses, nearly 90% of respondents associated SDGs with a chance to re-evaluate organisational approaches to reasonable value creation, and 70% thought that the SDGs offered a clear system for structuring sustainability efforts. However, no data was collected regarding the organisational draw invent with the SDGs (Colglazier, 2015).