goal 2

Targets

2.1)   By 2030, end hunger and ensure access by all people, in particular the poor and people in vulnerable situations including infants, to safe, nutritious and sufficient food all year round

Walmart has set a number of goals to contribute to ending hunger.  First, it aspires to provide 4 billion meals to those who need them in the U.S. from 2015 to 2020 via grants from the Walmart Foundation and food donations from our Walmart stores, Sam’s Clubs and distribution centers. Thus far, 1.1 billion meals have been provided and $61 million has been contributed to organizations.  Second, it aspired to open between 275-300 stores in “food deserts” in the U.S. by 2016; by the end of FY2015, 375 stores serving food deserts were opened across the U.S.

In 2012, DuPont set sizeable goals to help end world hunger and ensure food security that are achievable by the end of 2020. DuPont has committed $10 billion to R&D, and the introduction of 4,000 new products by the end of 2020. Through 2013, DuPont invested more than $2.49 billion in R&D and introduced more than 1,700 new products. The work centers on developing innovations that will produce more food, enhance nutritional value, improve agriculture sustainability, boost food safety, extend food freshness and reduce waste.

2.2)   By 2030, end all forms of malnutrition, including achieving by 2025 the internationally agreed targets on stunting and wasting in children under five years of age, and address the nutritional needs of adolescent girls, pregnant and lactating women and older persons

To combat micronutrient deficiency, Phillips Healthcare Services Ltd. (PHSL) joined the Business Call to Action in 2014 with a commitment to provide micronutrient powder (MNP) to children aged 6-59 months in Kenya. PHSL aims to provide 150,000 Kenyan children with MNP by 2018.  So far the initiative has reached around 22,500 children through the sale of 39, 770, 750 units of MNP. The children’s parents and teachers have noted that they are ill less often and more alert in class. The initiative also increases economic productivity by preventing childhood illnesses; this also reduces the time parents have to stay home from work. In addition, the initiative aims to provide employment and training opportunities to more than 120 local staff who will be working to strengthen demand for MNP

In 2012, Nestlé made a global commitment to help reduce the risk of under-nutrition through micronutrient fortification by delivering 200 billion servings worldwide by 2016. In 2014, Nestlé delivered 183 billion servings world-wide, and extended its reach on product categories for children and women of childbearing age, such as fortified infant cereals and growing-up milks. Nestlé is also working to develop biofortified crops and launch new biofortified products in key markets to expand its fortified products portfolio and benefit rural farming communities.

2.3)   By 2030, double the agricultural productivity and incomes of small-scale food producers, in particular women, indigenous peoples, family farmers, pastoralists and fishers, including through secure and equal access to land, other productive resources and inputs, knowledge, financial services, markets and opportunities for value addition and non-farm employment

 
 

MasterCard has been leading efforts with the World Food Programme to transform the delivery of food assistance for people living in refugee camps. We also recently launched 2Kuze, a product developed by the MasterCard Labs for Financial Inclusion in Nairobi that digitizes the agriculture supply chain. 2KUZE connects smallholder farmers, agents, buyers and banks through a digital platform. It empowers farmers by providing them access to markets, information, and relevant financial services, all made possible through transparent digital payments. Farmers using 2Kuze can conduct the entire transaction of selling produce and receiving payments via their mobile phones. Farmers are also able to capture a greater percentage of the wholesale value of their goods by providing price transparency, more direct access to buyers and empowerment of farmer-friendly agents. The platform is being piloted in Nandi Hills, Kenya, in partnership with Cafédirect Producers Foundation, a nonprofit organization working with 300,000 small holder farmers globally.

As the world's largest food retailer, Walmart works with suppliers and many others along the food chain to strengthen sustainability – creating a food system that is more affordable for people and planet, more accessible for all, healthier, safer and more transparent. Walmart and the Walmart Foundation are committed to training 1 million farmers and farm workers by the end of 2016. To date, Walmart and the Walmart Foundation have contributed to training  564,321 farm workers, 297,655 of whom were women (also see Target 5.5).

Taze Kuru has successfully managed to source produce from dozens of local smallholder farmers, strengthening local economies wherever they operate. In 2013, Taze Kuru sourced 300 tons of fresh fruits and vegetables from small-scale farmers in Ankara province in Turkey. To ensure quality, the company only sources from farmers who participate in a government-supported scheme called 'Good Farm', which promotes good farming practices and low chemical use. Moreover, Taze Kuru ensures efficient supply chains, including efficient, low-cost transport from farm gates to distribution centers or processing units. As one approach, Taze Kuru has created a new technology in which, by using geothermal energy, fruit is dried inside a tunnel where fan-circulated warm air draws moisture from it. This reduces drying time while preserving as much nutrition and flavour as possible.

Local farmers have been able to increase their incomes and reduce waste by selling their products to Taze Kuru. And to date, the company has created 30 jobs, mainly for women, who receive fair wages. In additional, 125 people are currently receiving training from Taze Kuru, The company plans to add another 20 jobs and to involve 100 smallholder farmers in its business model by the end of the year. The company estimates that it will create 300 jobs in 5 years' time if current growth continues.

Joining Business Call to Action in 2011, Juhudi Kilimo provides asset financing and technical assistance to smallholder farmers throughout Kenya. Juhudi's initiative goals include expanding asset financing and technical assistance to rural farmers in order to reach 100,000 farmers by 2014, of whom over 50 per cent will be women, benefiting 500,000 rural Kenyans in all; and increasing the incomes of the farmers Juhudi supports by 50 per cent. Juhudi has raised over US $14 million in debt financing to make this possible. To date, Juhudi has provided 40, 000 loans that have allowed rural Kenyan farmers earning less than $2 a day to increase their incomes and productivity. In this same period, Juhudi has financed over 18,000 cows which have produced an estimated 61 million litres of milk worth $16.4 million in income for the farmers during their loan periods. Moreover, most of the assets provided by Juhudi's financing not only produce income, but provide supplemental food for family consumption, fertilizer and employment. In 2013, Juhudi financed 4, 231 cows that together produce on average 558,492 litres of milk per month. At an average prive of 23 Kshs per litre, one cow will generate 3, 036 Kshs (US $33.884) in milk per month, some of which can be used at home and some of which can be sold. In addition, cow dung is used as fertilizer to enhance crop yields or stored to generate blogas for cooking fuel. As their businesses grow, smallholder farmers are able to provide employment to other community members as well. 

2.4)  By 2030, ensure sustainable food production systems and implement resilient agricultural practices that increase productivity and production, that help maintain ecosystems, that strengthen capacity for adaptation to climate change, extreme weather, drought, flooding and other disasters and that progressively improve land and soil quality

 
 
 

As a global company sourcing from 450,000 tobacco farms on which 2.5 million people live or work, Philip Morris International (PMI) takes very seriously its role in promoting sustainable agriculture. PMI's contribution to SDG 2 focuses on addressing food security needs, increasing the productivity and incomes of small scale farmers, promoting crop diversification, and continuous investment in extension services, agronomy research and technology development and implementation.  Moreover, because rain patterns can be a major obstacle to agricultural production in certain venues, such as Sub-Saharan Africa, we have also focused on addressing improved infrastructures to retain rain water in countries in our supply chain.  Through its Good Agricultural Practices program, PMI has been supporting smallholder farmers to grow food crops in parallel with tobacco by financing food crop inputs (fertilizer and improved seed, e.g. maize, soy, groundnuts, grains, potatoes and rice) and providing technical assistance through over 1,000 field agronomists who visit farms in, for example, Malawi, Mozambique and Tanzania.  The goal is for farmers to produce multiple kilos of food for every kilo of tobacco they grow.  In 2017, these efforts reached approximately 150,000 smallholder farmers in sub-Saharan Africa, who have seen food crop yield improvements of up to four times (e.g. maize), enough to ensure food security for the family and in many cases to generate surplus for sale in local markets.  In fact, food crop production is outpacing tobacco leaf production in some of those venues where the integrated production system is being applied in sub-Saharan Africa.  Together with suppliers, PMI is exploring with other international commodity buyers and other stakeholders the possibilities for establishing sustainable routes to market for the surplus food crops produced by farmers in the supply chain in these countries, leveraging on the infra-structure and related systems that it and suppliers have set up.

McDonald’s supports sustainable agricultural production at every aspect of the supply chain. Teaming up with the international non-profit TechnoServe and the Sustainable Commodities Assistance Network (SCAN), McDonald’s trains 13,000 farmers in Guatemala and Central America to produce coffee more sustainably while simultaneously increasing crop yields. This added technical assistance will help strengthen the local economy, improving the lives of many smallholders.

Novozymes’ solutions, such as its BioAg work, help to build resilient agricultural value chains by increasing crop yields and reducing raw material inputs. Similarly, Novozymes’ Animal Health and Nutrition solutions improve animal digestion resulting in higher farm efficiency and productivity by extending the range of raw materials used in feed. By adding enzymes to feed, the animal grows faster and enjoys better health. Production becomes more uniform, and a higher feed conversion ratio and larger yield are achieved. Novozymes also works with a variety of partners, such as the BioAg Alliance, which was initiated to increase the market penetration of Novozymes solutions to support sustainable agricultural development, and the WBCSD Climate Smart Agriculture LcTPi, which aims to scale up the development and diffusion of low-carbon technologies and business solutions.

Dow develops technologies that enable farmers to increase their food production. The company partnered with key stakeholders in Brazil to implement the Sustainable Livestock Initiative, a program that would ensure sustainable beef and milk production systems. Dow developed a range and pasture herbicide technology, “ForeFront,” that removes weeds and promotes the growth of nutritious grazing grasses, thereby expanding the forage area for livestock. After its introduction on six model farms, the Rural Environmental Register concluded that 90% of treated deforested areas had already experienced regeneration. The practices from this initiative are now being incorporated into other regions to further progress elsewhere. 

Fonterra works with smallholder dairy farmers in Sri Lanka to support improved productivity, profitability and sustainability through improving animal health and welfare, forage systems, and milk quality and safety. As a member of the Global Dairy Platform and a co-operative owned by farmers, Fonterra works to increase the capacity of local milk producers in a sustainable manner.  The Fonterra Diary Development Program partners with the New Zealand Ministry of Foreign Affairs and Trade, the University of Peradeniya and a team of 20 Supplier Relationship Officers that work one-on-one and in groups with farmers to build capability. Through its milk collection centers, Fonterra builds relationships with suppliers and then provides education and support to adopt good management practices. Fonterra pays farmers a premium for improved milk quality and safety. Fonterra works with suppliers to identify capability and knowledge gaps and to tailor appropriate advice and support for farmers. This can be related to milk quality and safety, productivity, animal health and welfare or sustainability.  

2.5)   By 2020, maintain genetic diversity of seeds, cultivated plants and farmed and domesticated animals and their related wild species, including through soundly managed and diversified seed and plant banks at the national, regional and international levels, and promote access to and fair and equitable sharing of benefits arising from the utilization of genetic resources and associated traditional knowledge as internationally agreed

Means of Implementation

2.a)   Increase investment, including through enhanced international cooperation, in rural infrastructure, agricultural research and extension services, technology development and plant and livestock gene banks in order to enhance agricultural productive capacity in developing countries, in particular least developed countries

 
 
 

Based on population growth predictions, in 2008 Monsanto adopted a goal to help farmers double yields by 2030 from 2000 levels, for canola, corn, cotton and soybeans.  This will be accomplished through improved seeds and agronomic practices, in countries where farmers have access to a complement of tools including plant breeding, biotechnology, and agronomic management.  According to the USDA Department of Foreign Agricultural Service, significant progress has been made, especially in countries of high technology adoption.  As of 2016, the following yield gains were reported against the 2030 goal:  Canola – 44% of goal; Corn – 33% of goal; Cotton – 28% of goal; Soybeans – 21% of goal.  These yield gains are based on a three-year rolling average. 

We are involved in several multi-stakeholder collaborations in Africa to help introduce new technologies and practices and develop viable markets.  The Water Efficient Maize for Africa project (WEMA) was undertaken because the production of corn in Africa is extremely challenged by the lack of rainfall, ineffective seed varieties and often devastating levels of drought and pestilence. The WEMA project strives to improve food security and livelihoods among smallholder farmers in sub-Saharan Africa by developing hybrid maize seed that uses water more efficiently and resists insect pests.  Between 2013 and 2016, the WEMA project has resulted in more than 70 conventional DroughtTEGO™ hybrids being approved for commercial release in Kenya, Mozambique, South Africa, Tanzania and Uganda, and 23 seed companies now license new hybrids and make them commercially available to African farmers—with technology donated and concomitant subject matter expertise provided by Monsanto.  Farmers using DroughtTEGO™ hybrids have harvested 20 to 35 percent more grain under moderate drought conditions when compared to the seeds they had historically planted. 

Cowpea is an important food grain legume in Africa’s dry conditions.  Nearly 200 million people consume this crop due to its quality protein content and it is grown on more than 12.5 million hectares of land.  Monsanto is continuing to support the efforts of the African Agricultural Technology Foundation, a not-for-profit organization working to help improve cowpea productivity.  A pest known as the Maruca pod borer can reduce harvests by up to 80 percent.  Because most cowpea farmers lack access to effective insecticides, AATF has accessed specific genes from Monsanto to protect cowpea against the Maruca pod borer and is facilitating license agreements and educating farmers on sustainable use of the insect-protected seeds.  In 2016, cowpea trials were planted in Burkina Faso, Ghana, Malawi and Nigeria.  Additionally, AATF made progress toward commercialization with the filing of regulatory applications in Ghana, Malawi and Nigeria.  Moving forward, AATF hopes to expand field trials to additional countries and to continue working with others to bring insect-resistant cowpea to the African marketplace.

Protecting the global food supply is a monumental public health and sustainability challenge. In January 2015, scientists from IBM Research and Mars established the Consortium for Sequencing the Food Supply Chain, a collaborative food safety platform that will leverage advances in genomics to further our understanding of what makes food safe. As a first step, the consortium’s scientists will investigate the genetic fingerprints of living organisms such as bacteria, fungi or viruses and how they grow in different environments, including countertops, factories and raw materials. This data will be used to further investigate how bacteria interact, which could result in completely new ways to view supply chain food safety management. This pioneering application of genomics will enable an in-depth understanding and categorization of microorganisms on a much bigger scale than has previously been possible. The first data samples will be gathered at Mars-owned production facilities, while IBM’s genomics, healthcare and analytics experts will utilize IBM’s Accelerated Discovery THINKLab, a unique collaborative research environment, for the large-scale computational and data requirements of this initiative. Beyond the research, data and findings will be presented in a systematic way to enable affordable and widespread use of these testing techniques.

 

By the end of 2020, DuPont will have facilitated two million youth engagements around the world, transferring knowledge of sustainable food and agriculture and its impact on a growing population. Through 2013, DuPont worked with 1.2 million youth, from a collaboration with 4-H in Africa to educate and encourage future farmers to promoting safe farming practices through interactive programs and computer donations for Brazilian third and fourth graders.

 

As the official chemistry company of the Olympic Games, Dow has worked with the Rio 2016 Organizing Committee to mitigate its carbon footprint. Two of the mitigation projects implemented by Dow in Brazil are focused on minimizing environmental impact and optimizing productivity in agriculture. In one project, Dow Brazil is working in collaboration with Farmers Edge (a world leader in precision agronomy) and Irriger (a Brazilian group specialized in irrigation management) to provide state-of-the-art precision agriculture and advanced expertise to farmers in Mato Grosso, one of Brazil’s main ‘breadbaskets’. The goal is to reduce greenhouse gas emissions from farming by introducing variable rate agricultural practices. The other project is aimed at reducing green house gas emissions by restoring degraded pasture land. Dow partnered with Roncador Group, a country-leader with over 30 years of experience in agriculture, livestock and mining, to increase productivity of existing degraded range and pasture and boost restoration of land in Mato Grosso by utilizing Dow’s proprietary seed-control and seed solutions. Dow also participated in 2015’s World Congress on Integrated Crop-Livestock-Forest Systems, contributing to the ongoing development of improved agricultural research and extension services, education and enterprise.  

2.b)  Correct and prevent trade restrictions and distortions in world agricultural markets, including through the parallel elimination of all forms of agricultural export subsidies and all export measures with equivalent effect, in accordance with the mandate of the Doha Development Round 

2.c)   Adopt measures to ensure the proper functioning of food commodity markets and their derivatives and facilitate timely access to market information, including on food reserves, in order to help limit extreme food price volatility