8.1)   Sustain per capita economic growth in accordance with national circumstances, and in particular at least 7% per annum GDP growth per annum in the least-developed countries

8.2)   Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labor intensive sectors


In 2008, Monsanto adopted a goal to improve the lives of 5 million resource-poor farm families by 2020. As of the end of our fiscal year 2016, 4.2 million smallholder farmers had adopted biotech farming, resulting in an additional $50 billion in net income for those farmers. An example of a country where we have positively impacted smallholder farmers is Vietnam. In recent years, demand for Vietnamese-grown rice has dropped dramatically, impacting the livelihoods of farmers in the Mekong Delta. The Vietnamese government began helping farmers transition their rice paddy fields to corn and soybean fields, while preserving the rice-growing ecosystem that is still important to the country. Working alongside the government, Monsanto trained 5,000 rice farmers on corn planting techniques. Within three months, farmers in two regions converted 2,200 hectares from rice to corn, increasing their income by up to 400 percent. The new crop rotation process also improved irrigation efficiency and reduced the use of pesticides, fungicides, labor and other costs by as much as 80 percent.


The construction of a copper concentrator in Las Bambas, Peru, is opening up a variety of new opportunities to the local population. Las Bambas sits in a remote, mountainous region of southern Peru where traditional livelihoods center on subsistence farming. Through their Las Bambas project, Bechtel and partners have injected more than $78 million on local goods and services in 16 Peruvian towns. We delivered thousands of training hours to indigenous entrepreneurs, helping them meaningfully participate in, and benefit from, the construction phase of the project—and beyond.


Small and medium sized enterprises in developing regions will play a crucial role in their countries’ development. Large international companies can provide the needed resources for these SMEs to grow. Google is helping local businesses to establish an online presence to increase their revenues. In India, Google hopes to get 20 million SMEs online by 2017 by using the mobile app “Google My Business.” The app will allow businesses to create and manage their content for free on Google products in both Hindi and English.


In several African countries, up to 90% of urban and rural workers have informal jobs. On average, for all of Africa, 84% of women are informally employed compared to 63% of men. This informal sector is an under-estimated and under-recognized driver of local economic growth. ABZESOLAR S.A.’s ‘MAMA-LIGHT® Initiative for Sustainable Energy’ provides access to affordable energy for women, small business, and children. This empowers local and informal businesses, drives the generation of new jobs, and creates a sound basis for gender equality and women's empowerment. The ‘MAMA-LIGHT® Initiative’ will create 1000 cooperatives in combination with the Multifunction Platforms (MFPs) per country. It will provide 20,000 jobs per country and over 200,000 people will benefit in each area. ABZESOLAR S.A. also launched the Global Expertise Hub for the Informal Sector as a means of implementation of the 2030 Agenda. This Hub works with and on behalf of the informal sector. It brings together the Top Down actions and the Bottom Up needs and challenges in a structured and integrated manner.

PPL Corporation

PPL Corporation focuses on cultivating success for their employees by fostering an inclusive, respectful and diverse workplace that rewards performance, promotes professional development and enables employees to achieve their full potential. In 2017, PPL Chairman Bill Spence signed onto the CEO Action for Diversity & Inclusion, the largest CEO-driven business commitment to advance diversity and inclusion in the workplace. PPL’s operating utilities nurture the future workforce through apprenticeships and training programs. They also work closely with local and state officials to foster economic development that creates jobs throughout the territories they serve. PPL has played an integral role in the urban revitalization of Downtown Allentown, Pennsylvania, working alongside a coalition of business, community and government partners to enable more than $1 billion in commercial development and the creation of 3,000 jobs.

PPL provides incentives to support economic development efforts. For example, LG&E and KU’s Economic Development Rider – an incentive rate for existing industry expansions, new project locations and redevelopment initiatives within the service area – continues to be recognized as an exemplary business attraction tool. They are also focused on empowering communities through charitable funding of more than $10 million in 2017 and partnering with their communities for economic development, disaster readiness and emergency preparedness.

8.3)   Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation, and encourage formalization and growth of micro-, small- and medium-sized enterprises, including through access to financial resources


In 2013, Walmart launched the platform Empowering Women Together (EWT) to provide opportunities to small businesses with less than $10 million in annual revenue that aim to economically empower women. Since then, the platform has offered 300 distinct products from 28 small businesses from multiple countries, including Nepal, Tanzania and Kenya. On Mother’s Day in 2014, more than 2,600 Walmart stores sold products from the EWT assortment. In 2015, EWT will expand to encompass products from all WOBs, rather than exclusively small businesses. The new Women-Owned page at features products from certified WOBs and thousands of products featuring the new Women-Owned logo. In addition, the platform continues to sell products from inspiring nonprofit organizations and businesses that support the economic empowerment of marginalized women from all over the world.


Dell has launched EntrepreneursUNite in collaboration with the UN Foundation to ensure that SDG 8 is recognized as a priority by all Member States in the post-2015 development agenda. As the number one creators of new jobs, entrepreneurs and small businesses are the engine driving the global economy. EntrepreneursUNite is a movement to help entrepreneurs scale globally to create the jobs the world needs and advance the greatest innovations of our time. EntrepreneursUNite has gathered over 21,000 signatures in support of this initiative.

PPL Corporation

PPL Corporation has worked with our network of partners since the 1920s to locate hundreds of companies and thousands of jobs with attention to meeting local economic development needs. Most recently, PPL Corporation has played an integral role in the urban revitalization of Downtown Allentown, Pennsylvania, working alongside a coalition of business, community and government partners to enable more than $1 billion in commercial development and the creation of 3,000 jobs. PPL Companies LG&E and KU’s Economic Development team were honored for helping Kentucky create more than 80 percent of the 12,500 new jobs created in the state in 2013. Since 2000, LG&E and KU have helped create nearly 110,000 new jobs in Kentucky. In addition, LG&E and KU have created approximately 3,200 construction jobs as part of its ongoing $6 billion investment environmental upgrade projects.


MasterCard established the MasterCard Center for Inclusive Growth as an independent subsidiary to empower people through inclusive growth. With a broad focus on long term equitable economic growth of countries and communities, the Center mobilizes MasterCard resources - including data, expertise, technology and philanthropic investments - to advance financial inclusion, engage leaders on the front lines of inclusive growth and connect one million micro-entrepreneurs to the formal economy by 2020.

8.4)   Improve progressively through 2030 global resource efficiency in consumption and production, and endeavor to decouple economic growth from environmental degradation in accordance with the 10-year framework of programmes on sustainable consumption and production with developed countries taking the lead


Walmart has worked with more than 100 suppliers, several leading NGOs and the scientists at The Sustainability Consortium (TSC) for the past several years to build the Sustainability Index. It’s a tool that gathers and analyzes information about a supplier’s approach to monitoring and managing social and environmental impact across the product life cycle – from sourcing, manufacturing and transporting to selling, customer usage and recycling. They’re putting this tool into the hands of our buyers and suppliers in the U.S., and piloting it in Chile and Mexico to drive continuous improvement and identify hot spots for special initiatives, such as factory energy efficiency and fertilizer optimization. Walmart is making information from the Index available to the public in the Sustainability Leaders shop at The site describes the major hot spots affecting more than 80 product categories and showcases suppliers who score the highest on the Index in each category. By the end of 2017, they’ll buy 70 percent of goods in Walmart U.S. and Sam’s Club U.S. units only from suppliers who use the Sustainability Index to evaluate and share the sustainability of their products if they produce goods in categories where the Index is available. Each merchant will have sustainability goals tied to his or her performance objectives and we will use the Index as the primary tool to measure progress. Currently, nearly 1,300 suppliers are using the Sustainability Index to evaluate the sustainability performance of the full life cycle of their products, accounting for 65 percent of Walmart U.S. sales. They’re rolling the Sustainability Index out for Sam’s Club suppliers this year.


Novozymes emphasizes sustainable production internally by setting targets for operational eco-efficiency. Since 2009, we have successfully decoupled absolute water and energy consumption from business growth. At several of our production sites, we have installed biogas reactors to utilize wastewater, creating carbon and energy savings.

At Novozymes and within our supply chain, human and labour rights are respected and promoted. We generate direct value for the economies in which we operate through the purchase of goods and services from suppliers, the payment of wages and pensions to our employees, various types of taxes and duties to the community, and dividends and financial costs to our capital providers.

8.5)   By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value

The Coca-Cola Company

The Coca-Cola Company committed to enable the economic empowerment of 5 million women across its global value chain by 2020. This initiative, called 5by20, launched in 2010. By the end of 2013, 5by20 had enabled more than 550,000 women in 44 countries around the world. Coca-Cola is working across the Golden Triangle of business, government and civil society to bring its unique areas of expertise, reach and skills to make progress in this important area.


Many of Chevron's economic development projects focus on promoting equality and economic empowerment for women. Chevron partners with local nonprofits and nongovernmental organizations to provide microloans, financial education and job training for women. The company believes that when women are empowered, whole families see the benefits, and it thinks those benefits have positive effects upon future generations. Since 2011, more than 10,000 women throughout Latin America have received job training, skills development and small business microloans through Chevron-supported women’s empowerment programs.

— In 2008, Chevron and Banauge, a nonprofit civil association, formed Venezuela’s first entrepreneur network for women, called Empremujer, which has provided microloans and business development training to almost 4,100 women over the last four years.

— In Argentina, Chevron partners with the Other Voices Foundation (Fundación Otras Voces), a nongovernmental organization, to support Entrepreneurs in Action (Emprendedoras en Acción). The program provides training in accounting, marketing, and business and personal development as well as other support. Program participants are women from poor neighborhoods in the city of Neuquén who want to establish cooking and sewing enterprises that enable them to support their families. From 2013 through 2014, Chevron's support helped nearly 200 women participate in Entrepreneurs in Action.

— In 2014 Chevron launched its support of the Rede Asta Network in Brazil. The organization helps female artisans in low-income areas build small businesses through training, forming production networks and setting up sales channels to sell crafts. Chevron employee volunteers conduct workshops with the network to improve business management skills with a goal of increasing sales by 35 percent by the end of 2015. Of the 48 small businesses assisted by the network, our investment in 2014 helped support 11 small businesses involving 55 women.

8.6)   By 2020, substantially reduce the proportion of youth not in employment, education or training 

Gap Inc.

Gap Inc.’s job training and internship program, This Way Ahead, provides low-income teens and young adults with the skills, training, and experience to succeed at work. Since launching the program in 2007, more than 2,000 teens and young adults have received job training through This Way Ahead, and it is now running in five major cities in the U.S. – New York, San Francisco, Boston, Houston and Chicago—as well as three cities in the U.K. Participants are recruited through non-profit partners, and attend workshops led by store volunteers on topics such as decision-making, goal setting, presentations, and conflict resolution. Graduates of the program can apply for paid internships in GAP stores, where they can apply their skills right away. GAP stores have hired many of the interns who have completed the program, and this group has stayed on the job twice as long as their peers and scored 10 percent higher on employee engagement surveys. One hundred percent of This Way Ahead graduates have reported gains in maturity, conflict resolution and leadership. At the same time, volunteers who have mentored participants have enhanced their own skills and become more motivated to advance their own careers.


In March 2014, the Citi Foundation launched Pathways to Progress, an effort to boost the career readiness of 100,000 young people in 10 major cities across the United States. This signature initiative builds upon Citi and the Citi Foundation’s longtime efforts to support youth economic opportunity through college savings and readiness programs, by directly addressing the root causes of youth unemployment. We partner with a wide range of stakeholders including urban policymakers, private sector organizations and community leaders nationwide, the program identifies and recruits promising young people from low-income families to take part in entrepreneurship training, leadership and service opportunities, mentoring relationships and summer jobs. In the first year, nearly 25,000 youth have already benefited from Pathways to Progress.

8.7)   Take immediate and effective measures to eradicate forced labour, end modern slavery and human trafficking and secure the prohibition and elimination of the worst forms of child labour, including recruitment and use of child soldiers, and by 2025 end child labour in all its forms


With Intel's purchasing power and policies, we help our suppliers contribute to the achievement of goal 8 in particular. Our efforts are designed to protect vulnerable workers throughout the global supply chain, and include setting clear supplier expectations; investing in assessments, audits, and capability-building programs; and collectively addressing issues through our leadership in the Electronic Industry Citizenship Coalition (EICC). Since 2013, we have manufactured microprocessors that are conflict-free for tantalum, tin, tungsten, and gold. We continue our work to establish responsible mineral supply chains for our company as well as our industry.

The Walt Disney company

Disney’s Code of Conduct for Manufacturers explicitly prohibits the use of child labor, forced labor and other exploitative labor practices consistent with International Labour Organization core conventions. Disney has been conducting onsite inspections for child labor and forced labor since 1996. In 2009, Disney released a policy statement restricting the use of Uzbek cotton and since then continues to participate in the Cotton Campaign’s multi-stakeholder working group to combat forced labor in the Uzbek cotton supply chain. In 2014, Disney funded a project with the Centre for Child Rights and Corporate Social Responsibility in China to build and improve the capacity of local organizations in identifying and remediating child labor in factories.

8.8)   Protect labour rights and promote safe and secure working environments for all workers, including migrant workers, in particular women migrants, and those in precarious employment 


Microsoft developed and sponsored an e-learning tool in collaboration with End Human Trafficking Now and UN.GIFT. The online training program is created for business leaders, managers and employees to help them understand what human trafficking is, identify where it poses a risk to their business, and point to actions they can take to address this risk. As such, the collaboration proactively supports the rule of law by advancing international standards.

The Walt Disney Company

Since 2012, Disney's supply chain investment program has given nearly $8 million to human rights organizations to promote safe and secure working conditions for workers in the global manufacturing sector. In Sao Paulo, Brazil, approximately 27,000 factory workers benefited from practical and immediate health and safety improvements made with Disney’s support. In a separate project through HERfinance, a factory-based financial literacy training for women garment workers, led to improved worker perceptions of their workplaces and managers in Bangalore and New Delhi, India. In 2014, Disney funded a project to promote ethical recruitment practices to prevent forced labor among migrant workers in the Philippines and Japan, as well as four additional projects to promote labor rights and safe working conditions for factory workers in China and Turkey.


Pirelli is committed to promoting use of the most advanced technologies to achieve excellence in occupational health and safety and environmental protection; not using or supporting the use of child labour and forced labour; and compliance with applicable laws and industry standards on working hours and ensuring that wages shall be sufficient to meet the basic needs of personnel. Pirelli has already achieved a 73% decrease in injury frequency (compared with 2009) and expects to achieve a 90% reduction through its 2013-2017 sustainability plan. This target will be reached thanks to investments in increasingly safer equipment plus programs to reinforce the culture of security among Pirelli's employees.

Levi Strauss & Co.

In 1991, Levi Strauss & Co. (LS&Co.) was one of the first multinational companies to create a comprehensive workplace code of conduct for its manufacturing suppliers worldwide. LS&Co.’s Terms of Engagement (TOE) outline these labor, health and safety, and environmental requirements. There are a number of actions LS&Co. takes to ensure its suppliers meet and exceed its standards, including: maintaining and comprehensive monitoring program, and integrating TOE into the business by assigning every LS&Co. supplier a TOE rating that, weighted with other key factors, is used in considering which suppliers to use and how much production to give them. In addition, LS&Co. recognized an opportunity to go beyond compliance, and, in 2011, launched the Worker Well-being initiative, which is the next phase of the company’s commitment to creating a more sustainable supply chain. Through this new approach, LS&Co. partners with its suppliers and local organizations to implement worker programs focused on worker needs, including financial empowerment, health and family well-being and equality and acceptance. Since 2011, the program has benefited over 95,000 workers in 12 countries.

8.9)   By 2030, devise and implement policies to promote sustainable tourism which creates jobs, promotes local culture and products

8.10)  Strengthen the capacity of domestic financial institutions to encourage and expand access to banking, insurance and financial services for all


Ericsson has worked with public and private entities to improve mobile banking in developing regions. In 2014, Ericsson partnered with ASBANC, Peru’s National Bank Association, to develop the Mobile Money project, an initiative that would ensure financial inclusion for members of the unbanked population. Their user-friendly platform, termed as a “mobile wallet,” hosts a variety of financial and commercial services, allowing for banking, payments or remittances. ASBANC predicts that by 2019, 2.1 million Peruvians will have access to a mobile wallet. Additionally, by working with telecom companies like MTN, Ericsson is currently engaged in a broadscale pan African m-commerce solutions deployment.

Means of Implementation

8.a)   Increase Aid for Trade support for developing countries, particularly LDCs, including through the Enhanced Integrated Framework for Trade-Related Technical Assistance to  LDCs

8.b)   By 2020, develop and operationalize a global strategy for youth employment and implement the Global Jobs Pact of the International Labour Organization