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(GDI) Supports innovative ideas, organizations, and initiatives that have the opportunity to create large-scale social change. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1552506552089-MTOW4M4P4TBDX3Z9CETP/UN-LOGO-20.jpg Partnership Resources - UN Business Action Hub Specializes in facilitating private sector and NGO connections. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562081329556-U0VAB3KJPYYTCSGEVJ9J/OECD.png Partnership Resources - Policy Coherence for Sustainable Development from OECD A forum for exchange of knowledge and expertise among stakeholders on the policy implications of SDG implementation. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562081631412-RZF38K263MB90G97HCSZ/IOE.png Partnership Resources - International Organisation of Employers (IOE) Supports its member federations and their company members in contributing to the implementation of the SDGs. 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https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1559851793474-WWTXMB5D9YPSSQ6MYVED/05+Gender+Equality.jpg Walmart https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1559851762395-UZG8PBH1JJEVWHUU8S0M/02+No+Hunger.jpg Walmart https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1559851914116-BWFY0VKFN6VG08135307/12+Responsible+Production+and+Consumption.jpg Walmart https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1504641421588-2M2RC6HAM2IKSPMI909V/walmart_logo.png Walmart https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1559851692541-TAQM10E937D9FLUZPYV6/Twitter+Black+Circle+1.8.png Walmart https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562170185645-K4H3CBH83BD2GGWHLCX7/Walmart+F.jpg Walmart http://www.businessfor2030.org/world-ocean-council daily 0.75 2020-06-05 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1504713927514-8HSK26NLMAQBF4HHCVYD/World+Ocean+Council.jpg World Ocean Council https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1559852108747-JVT141HO85NW0R73NCSV/IN+Black+Circle.png World Ocean Council https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1559852091483-XQI4MIFDYQFCCWW28A68/Twitter+Black+Circle+1.8.png World Ocean Council https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1559852157616-7EHSVR0XTFLMY2NYZUAA/14+Life+Below+Water.jpg World Ocean Council https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562170247738-6WGEVY1IBTGDTYQ6JH3T/World+Ocean+Council+F.jpg World Ocean Council http://www.businessfor2030.org/goal-1-end-poverty daily 0.75 2021-12-17 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560353768224-DGZKIK454BHZ5Q8H12AF/Dupont.png Goal 1: End Poverty - DuPont DuPont is working to improve the livelihoods of at least three million farmers and their rural communities by the end of 2020. Through 2013, DuPont directly touched more than 347,000 farmers to help improve their success and strengthen agricultural systems. An example is a partnership with the Government of Ethiopia and the U.S. Agency for International Development (USAID) to improve maize productivity and raise income through agronomic training, improved inputs, and greater access to credit, markets and grain storage. This is in addition to the ongoing work already being done by DuPont to enhance the lives of hundreds of millions of farmers. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1573668186924-8YQQDUG90NPRZ3R5EINS/rsz_croplife_international_logo_cc_rgb_ps_square_002_-_oo+-+RESIZE.jpg Goal 1: End Poverty - Croplife INTERNATIONAL CropLife International has delivered training in good agricultural practices to over 4 million farmers since 2005 helping to increase crop yields and income and reduce the incidence of poverty. Here is an example of a project in Honduras, in partnership with USAID, to help lift 108,000 rural Hondurans out of extreme poverty. These training activities help to define best practices that are multiplied by our member companies’ own training activities which reached more than 20 million farmers in 2018. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560353880643-VQZ34TO8WTO41HHCYC9R/Mastercard.png Goal 1: End Poverty - MasterCard MasterCard, in partnership with financial institutions, merchants, telecommunications companies, governments and non-governmental organizations, has helped make the financial system more accessible to more than 300 million people previously excluded through 500 programs in more than 50 countries. And they’re just getting started. Their commitment is to connect 500 million, including 40 million micro and small merchants, to the formal economy by 2020 – giving people an important tool to help them move out of poverty. Identity is a starting point, especially for women, and MasterCard is working with governments like Nigeria and Egypt to link a government identity with payments – enabling people to become financially included on a massive scale. MasterCard is also working with governments to help them distribute social benefits through electronic payments cards. For example, the company partnered with the South African Social Security Agency to deliver government funds on 10 million debit cards with biometrics. Five million of the 16 million South Africans getting government benefits now have access to a formal financial tool for the first time. The company has also worked with the Rwandan government to fast-track the country’s move to include 90 percent of its citizens in the financial mainstream. MasterCard worked with the IFC, a member of the World Bank Group, to broaden the use of electronic payments by micro, small and medium enterprises. MasterCard launched Masterpass QR, a solution that allows millions of MSMEs to accept quick and secure payments and empowers consumers to move beyond cash when buying goods and services, in eight countries. And the company worked with bKash to connect Bangladeshis to send and receive remittances on their mobile phones. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560353951730-GHS66S7RP23DVEAJY9JY/Qualcomm.png Goal 1: End Poverty - Qualcomm In Colombia, Qualcomm contributes to the Fishing with Mobile Nets project, an initiative that utilizes advanced wireless technologies, digital content, and a virtual community platform to promote the economic and social development of traditional fishermen, women and children in vulnerable fishing villages. The project provides participants with 3G or 4G LTE connected tablets and smartphones along with customized applications and training to support mobile education, improved business practices, and the development of economic activities. The adoption of mobile technologies resulted to an average monthly income increase of 17% among project participants from 2015-2017. The program has also expanded to 13 traditional fishing communities along Colombia’s coasts and rivers. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1442949516687-UGVF9NXCLIYKIO4MADHD/poverty.jpg Goal 1: End Poverty http://www.businessfor2030.org/goal-2-end-hunger daily 0.75 2021-12-17 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354493849-IWZRUABITD9AH4U83T8F/Taze+%26+Kuru.png Goal 2: End Hunger - Taze&Kuru 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354544185-YXPISSXLGSHI2RFGOPP7/Juhudi+Kilimo.png Goal 2: End Hunger - Juhudi Kilimo 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560355075799-M2GAEIE4FFELLMF7G4O3/Dupont.png Goal 2: End Hunger - DuPont 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/460f882d-3fab-4a84-bf0d-d3245d925bb4/Logo_Bayer.svg.jpg Goal 2: End Hunger - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354687464-SNVNPQJDCTLU06828LH5/McDonalds.png Goal 2: End Hunger - McDonald’s 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354385498-EIJF4KDTE8LSDSUC6VO4/Mastercard.png Goal 2: End Hunger - MasterCard MasterCard has been leading efforts with the World Food Programme to transform the delivery of food assistance for people living in refugee camps. The company 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1573668248573-RQXQ91L1O9NXX3KNPH9B/rsz_croplife_international_logo_cc_rgb_ps_square_002_-_oo+-+RESIZE.jpg Goal 2: End Hunger - Croplife International According to FAO estimates, global crop losses would double if farmers didn’t have access to crop protection, with a devastating impact on food security. CropLife International is committed to training smallholder farmers in integrated pest management (IPM) techniques so they can effectively protect their crops from pests and diseases ensuring food security. Here is an example of a project in Ethiopia in partnership with the Dutch development organization GIZ to help Ethiopian families eat an affordable, healthy and balanced diet. Since 2005 almost 4 million individuals in 70 countries have been directly trained in IPM and the responsible use of crop protection products. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354165111-YYTEW5431EKW68NE6C81/Dupont.png Goal 2: End Hunger - DuPont 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562616863235-SRHZRCNH39ILV9YQAK95/Nestle+2015+SS.png Goal 2: End Hunger - Nestlé In 2016, Nestlé surpassed their goal of delivering 200 billion micronutrient-fortified servings of foods and beverages annually worldwide. They reached 207 billion, and helped to address global micronutrient deficiencies with a special focus on children and women of childbearing age. 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354134713-PO45RC6MQU8WFDM6HBJW/Walmart.png Goal 2: End Hunger - Walmart Walmart and the Walmart Foundation have made substantial investments designed to improve access to and availability of healthier food and increase people’s confidence to select, prepare and serve healthier food. Through Walmart’s food donations and additional philanthropic investments from Walmart and the Walmart Foundation, the company met the goal they set in 2014 to provide 4 billion meals to people in need by 2020, largely through the donation of unsold food. In November 2018, funding was put in place to reach 4 million people with nutrition education. In 2019, Walmart stores, clubs and distribution centers in the U.S. donated more than 640 million pounds of food, over 55% of which was fruits, vegetables and meat. Globally, Walmart donated a total of 720 million pounds of food in 2019. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354249892-KA5CJ10GIJZP87WCFBSV/Philips+Health+Care+Systems.png Goal 2: End Hunger - Phillips Healthcare Services Ltd. 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354815634-879HF4QUUUV9AIVVHRP6/Dow.png Goal 2: End Hunger - Dow 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354431598-4KEMDFXW569OXR9R7TVU/Walmart.png Goal 2: End Hunger - Walmart Between 2011 and 2017, Walmart Foundation funded training for 1.2 million farmers and farm workers in 15 countries. Women farmers made up more than half of those trained, with more than 600,000 benefitting directly(also see Target 5.5). Additionally, Walmart and the International Crops Research Institute for the Semi-Arid Tropic (ICRISAT) launched ICRISAT’s program in Andhra Pradesh focused on two key national priorities: doubling farmers’ incomes and addressing malnutrition in rural areas. This two year program (2018 – 2020) will impact 6,100 smallholder farmers, 2,000 of whom are women. The Walmart Foundation has granted close to US$2 million to the project as part of an ongoing initiative to improve market access for India’s smallholder farmers. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354767081-Z8CDMRMVSTF82CSD32NJ/Novozymes.png Goal 2: End Hunger - Novozymes 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354640210-C45F8TCRARL0TFRKQ553/Philip+Morris+International.png Goal 2: End Hunger - Philip Morris International 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560355017377-3CMSHBZ2HOYB5EH8LJR9/IBM.png Goal 2: End Hunger - IBM 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354866834-G7CL28KFZGPHGLGOFCRC/Fonterra.png Goal 2: End Hunger - Fonterra 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. For more information on their up-to-date efforts, visit Fonterra’s 2019 Sustainability Report. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1552508255862-G71KNICL7YDWR40BL447/food.jpg Goal 2: End Hunger http://www.businessfor2030.org/goal-3-ensure-healthy-lives daily 0.75 2021-01-05 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609801730656-1F8UH9Y9K9XBHSFXTQG5/1280px-Dow_Chemical_Company_logo.svg.png Goal 3: Ensure Healthy Lives - dow Dow is using technologies such as Dow PRIMAL™ Bio-based Acrylic Emulsions in formulated paints to replace petroleum-sourced materials with plant-based carbon. These paints deliver excellent properties with ultra-low odor, low VOC and low emissions. They also help improve indoor air quality by capturing formaldehyde which is a known air pollutant. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560357352309-YES26B8ZS79I6RJB1IN8/Chevron.png Goal 3: Ensure Healthy Lives - Chevron Chevron continually invests in programs that create local partnerships and build capacity, such as Chevron Australia’s new Innovate Reconciliation Action Plan (RAP). They partner with the Heart Foundation to support the Pilbara Aboriginal Heart Health Program and fight heart disease, which is the leading cause of death for Aboriginal and Torres Strait Islander Australians. They work with local leaders, such as Yorga Djenna Bidi graduates, and community groups to deliver culturally appropriate heart health activities and education to help reduce cardiovascular disease and close the gap in life expectancy among the Onslow, Karratha and Roebourne communities in Western Australia. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560357558974-PAQFIFSIIE1183C6TH2K/Pfizer.png Goal 3: Ensure Healthy Lives - Pfizer Research shows that parents prioritize taking their baby to a doctor when they're sick, but may miss a regular checkup, not realizing how essential it is for their baby's overall health. Missing scheduled baby checkups is the number one reason for missing important CDC-recommended pediatric vaccinations that can help protect babies against potentially life-threatening diseases. That's why Pfizer launched Baby Checkups Count™, a public health awareness campaign to emphasize the importance of preventive care, encouraging new parents to ensure their baby attends every AAP-recommended checkup and stays up-to-date on all CDC-recommended vaccinations between birth and age two. The digital and social media campaign offers resources and tools for new parents on the many benefits of regular baby checkups. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560358933635-4IJ90K0G139FSPLSODHM/Life+Spring.png Goal 3: Ensure Healthy Lives - LifeSpring Hospitals In 2010, LifeSpring Hospitals responded to the Business Call to Action with its commitment to expand access to affordable, high-quality maternal and child health care to low-income families throughout India. The for-profit chain of small hospitals aims to reduce pregnancy-related deaths and complications among India’s working class poor in urban areas. LifeSpring’s goals include opening 200 hospitals by 2015 and providing 82,000 women with high-quality maternity and reproductive health services. As of June 2010, LifeSpring Hospitals has delivered more than 7,000 babies, and its doctors have treated over 100,000 outpatient cases at the hospital chain’s nine clinics. The vast majority of LifeSpring’s customers fall between the cracks of the healthcare system in India. They are either too poor to benefit from private clinic care or they may not have access to any other kind of care. Therefore, LifeSpring fills an important gap by providing affordable, high-quality maternal health care to lower income women. By reducing the burden of maternal healthcare on low-income families, LifeSpring is helping to ensure that more babies are born with qualified physicians rather than at home in high-risk situations. Thereby this model contributes to the reduction of child and maternal mortality rates by increasing institutional deliveries. In addition, communities are invited to attend monthly health camps held at the hospitals to educate women and their families about proper maternal care. Pregnant women are given free medical consultations and vitamins and children receive free pediatric consultations and vaccinations. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359686948-WZ87CK4EXVS5MSTSN6SB/Merck.png Goal 3: Ensure Healthy Lives - Merck The Merck Foundation committed $4 million SD to the BroadReach Institute for Training and Education (BRITE) implemented its Management and Leadership Academy (MLA) program in Zambia. The MLA program helps equip healthcare professionals with the knowledge and skills to lead, own, and transform the delivery of healthcare in their own country. Since the beginning of the MLA program in Zambia in 2011, over 700 healthcare workers have been trained. Various cases have shown that the MLA has empowered health care professionals to address local issues such as high maternal mortality rates, and provided them skills to improve information management, health service delivery, and staff unity. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359508686-MPI800BVOWFLUTE75ZZU/Clinicas+por+ti+familia.png Goal 3: Ensure Healthy Lives - Por ti, Familia In 2011, Por ti, Familia joined the Business Call to Action in its efforts to provide low-income households in Peru access to essential medicines and quality healthcare. Launched in 2009, Por ti, Familia (meaning “For You, Family”) is a private-sector solution to inefficient distribution channels that restrict access to healthcare for low income communities. As a chain of primary health clinics, Por ti, Familia utilizes a hub-and-spoke model to offer comprehensive and affordable healthcare in conveniently located retail storefronts. Combining a doctor’s office, pharmacy and laboratory testing services in the same location, the social enterprise has become an essential source of healthcare provision for the country’s poorest, particularly in Lima. And through the establishment of an extensive network of private health centres, branded “MiDoctorcito”, Por ti, Familia enables access to quality healthcare for Lima’s urban low-income communities. In 2010 alone, Por ti, Familia registered 7,000 patients and since its inception has launched 5 clinics and health centres with over 40,000 registered patients. Por ti, Familia’s goals for 2017 include scaling up operations to serve 270,000 patients per year, establishing 100 new health centres, and employing 1,000 people in the new centres. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560358710507-EZ5T0XNX1NPGBQ25MQI3/Philip+Morris+International.png Goal 3: Ensure Healthy Lives - Philip Morris International Smoking cigarettes causes serious disease and is an obstacle to good health. SDG 3 has a tobacco specific target: strengthening the implementation of the World Health Organization Framework Convention on Tobacco Control. In addition, SDG 3 includes a target, to reduce by 30% premature mortality from non-communicable diseases including tobacco related diseases. At Philip Morris International (PMI), we understand and respect that we have a special obligation to market our products responsibly and that our stance on the regulation and taxation of our products should be consistent with public health objectives. Despite comprehensive requirements in place to control tobacco use, the WHO estimates that there will still be close to 1 billion smokers in the foreseeable future. Smoking prevention and cessation efforts must continue, but accelerating the switch to less harmful smoke-free alternatives, holds the potential to improve the health outcomes and quality of life of those smokers who otherwise will continue smoking, and significantly contribute to the SDG 3 target of reducing premature mortality. PMI has announced its vision of a smoke-free world and its objective is to convince all adult smokers who cannot or do not intend to quit smoking to switch to smoke-free products. PMI is spending billions on research and development and re-allocating resources towards less harmful products. By doing this, PMI aims to convert the maximum number of smokers as soon as possible and contribute to the SDG3 target. PMI acknowledges that collaboration with governments and other stakeholders is necessary to achieve this goal. PMI is also committed to marketing its alternatives to combustible cigarettes in a responsible way, i.e., only to adult smokers who want to continue using tobacco. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609888099146-724B38UHIG6BM3XE3TXD/P_and_G_Procter_and_Gamble_logo.png Goal 3: Ensure Healthy Lives - p&G Always started their global Puberty & Confidence Education program over 35 years ago in an effort to prioritize period education. The program has helped more than 18 million people across more than 75 countries navigate puberty with confidence by providing girls, teachers and parents with free educational resources and samples. The goal is to not only ensure that students are taught the biological facts, but also that they learn how to cope with the emotional changes they endure, providing support to students as they work to build their confidence, influence and voice. The program has helped many young girls. According to Global Citizen, in sub-Saharan Africa, 92% of girls who participated in the Always program agreed that their self-confidence increased because of what they learned about their bodies and how to manage their periods. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359338525-EIXZM6TU7HUXM26BWL1N/Qualcomm.png Goal 3: Ensure Healthy Lives - Qualcomm Qualcomm® Wireless Reach™ is a strategic initiative that brings wireless technology to underserved communities globally. Wireless Reach invests in projects that foster entrepreneurship, aid in public safety, enhance the delivery of health care, enrich teaching and learning and improve environmental sustainability. Mobile technologies are literally breaking down barriers – geographic, socio-economic, educational and cultural – that have historically obstructed progress in developing countries. To date, Wireless Reach has collaborated with more than 450 stakeholders on over 100 projects in 40 countries, and has benefited nearly 8 million people. The Mobilizing HERhealth program empowers women factory workers in China to better manage and improve their health via mobile technology. Developed by Business for Social Responsibility, (BSR) Qualcomm® Wireless Reach™ is the primary program funder and provides wireless expertise along with project management support. The mobile application connects women with peer health educators, providing them access to reproductive health training and other interactive health-related content. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560358796095-BJYKW8HXMDNJ2XLMHRA9/Pirelli.png Goal 3: Ensure Healthy Lives - Pirelli Pirelli constantly strives to achieve the highest levels of product safety. The company’s commitment to road safety goes beyond the tire, with numerous training and awareness programs as well as ongoing research into innovative technological solutions for sustainable transportation. In addition to the numerous training activities the Company has organized during the last few years, in June 2016 Pirelli signed a four-year agreement with FIA in support of the “FIA Action for Road Safety Campaign” whose main objective is to raise awareness on safe driving. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359275869-86AT75NEFQLH3OAF4FVV/Pfizer.png Goal 3: Ensure Healthy Lives - Pfizer As of 2017, an estimated 214 million women and girls who wanted to delay or avoid pregnancy were still without access to modern contraception, and the proportion of women with the highest unmet need was in Sub-Saharan Africa. In 2018, the Pfizer Foundation announced a $5 million grant commitment to initiatives in low- and middle-income countries that provide family planning access and education for women and men at the same time children are routinely vaccinated. These grants build on The Pfizer Foundation’s existing grant program by providing a second round of funding to international nongovernmental organizations (INGOs) in five African countries where different barriers exist for women to access family planning services, bringing the total program funding to $11.7 million to date. Through this grant program, Pfizer supports CARE in Benin, the International Rescue Committee in Ethiopia and Uganda, Save the Children in Malawi and World Vision in Kenya. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560358475139-UF6JM7REXQX64A8E6OHN/The+Coca+Cola.png Goal 3: Ensure Healthy Lives - The Coca-Cola Company The Coca-Cola Company is committed to help people get moving by supporting physical activity programs in every country where it does business. The Company supported more than 330 physical activity programs in nearly 125 countries around the world through 2014. By 2020, the company aims to get three million people physically active by supporting community-based physical activity programs. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560358314083-MBVC4UJ4683N9Q4N14T9/Levi%27s.png Goal 3: Ensure Healthy Lives - LevI Strauss & Co. Since 1983, Levi Strauss & Co. (LS&Co.) has contributed more than $70 million in grants to HIV/AIDS organizations in more than 40 countries, making the company the longest continuous corporate supporter in the fight against HIV/AIDS. In addition, LS&Co. has long supported HIV/AIDS education and prevention programs in the workplace, dating back to the early 1980s. In 2008, LS&Co. formally launched the LS&Co. HIV/AIDS Prevention Treatment and Care Program to provide innovative and interactive in-person prevention education and offer free voluntary and confidential HIV testing for employees, as well as free HIV/AIDS treatment and care for employees and dependents in need. From office to retail to factory employees, LS&Co. is ensuring access to life-saving information, testing and care for its global workforce. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359114104-WIIXBWDWQUJPAV7XQ9J8/Merck.png Goal 3: Ensure Healthy Lives - Merck Merck prices their reproductive health commodities at their lowest access prices when selling them in low- and middle- income countries. In July 2011, Merck and the Reproductive Health Supplies Coalition (RHSC) announced a partnership to enhance access and appropriate and effective use of IMPLANON (etonogestrel implant) for qualified buyers in developing countries. Under the initiative, IMPLANON is available at Merck’s lowest access price to donor agencies and family planning members of RHSC in sub-Saharan Africa, and in all other low income countries and lower middle income countries with maternal mortality ratios of less than 200. In May 2013, Merck, along with various partners announced an agreement to expand contraceptive access and options for millions of women. To date, three of Merck’s contraceptives have reached over 4 million women in Family Planning 2020 countries. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359729278-JBQSILGK0SHY4167PX5K/Dimagi.png Goal 3: Ensure Healthy Lives - Dimagi In August 2011, the U.S. technology company Dimagi made a commitment to promote access to health care for millions of people in India. Dimagi’s multilingual mobile phone-based application, CommCare, is helping health workers to collect data and monitor patient care more efficiently and effectively. Specifically, the app allows health workers to store and access patient information and monitor at-risk patients, while also enabling health care program staff to monitor health workers’ performance through online reports. Moreover, CommCare’s ReMiND pregnancy application supports prenatal and postnatal care by collecting data about each pre- and post-natal visit with a health worker, and enables health workers to receive training alerts, monitor pregnant women’s health, and share interactive counselling messages. In India, CommCare is linked to a network of health clinics through the National Rural Health Mission, which promotes good health through basic illness prevention, first aid, family planning, childhood vaccinations, and other government-supported health programmes. Since 2012, over half a million clients have been registered in CommCare across 40 countries, and over 1 million forms have been submitted to CommCareHQ, addressing diverse health issues including maternal and child health, family planning, child nutrition, and HIV. Dimagi estimates that over 250,000 beneficiaries have been reached through CommCare in India alone. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560357829222-QVDHO0YBM3ZDCAQHCCGE/Merck.png Goal 3: Ensure Healthy Lives - Merck In 1987, Merck founded the MECTIZAN Donation Program and announced that it would donate MECTIZAN for as long as necessary for the treatment and control of onchocerciasis (more commonly known as “river blindness”). At the inception of the program, the disease was one of the leading causes of preventable blindness worldwide, with approximately 130 million people at risk of getting the disease today. The program is a multi-sectoral partnership involving the WHO, the World Bank and UNICEF, as well as ministries of health, nongovernmental organizations and local communities is the longest-running disease-specific drug donation program and public-private partnership of its kind. With recent evidence from the World Health Organization (WHO) indicating the feasibility of eliminating the disease in Africa, the program’s strategy shifted from disease control to disease elimination, now working toward the goals established by the WHO to eliminate both lymphatic filariasis (LF) and onchocerciasis by 2020 and 2025, respectively. For more information on the MECTIZAN Donation Program, review the MDP Annual Highlights. Merck has taken various approaches to combating HIV/AIDS and Tuberculosis on local and regional levels. The Merck Foundation has committed $36 million USD in establishing the China-MSD HIV/AIDS Partnership (C-MAP) and in Papua New Guinea, Merck is a member of the Collaboration for Health in Papua New Guinea (CHPNG), which focuses on day care centers for those with the disease while providing training and education to healthcare workers to better treat and provide necessary support. Perhaps its most sustained commitment in one country has been its work in Botswana through the African Comprehensive HIV/AIDS Partnership (ACHAP) to build the country’s HIV and tuberculosis prevention, care and treatment programs. Among many other contributions, ACHAP contributed to • halving the infant mortality rate, saving over 50,000 lives between 2002 and 2007; • dramatically reduced mother-to-child transmission and reduced new infections among children by at least 80 percent (from around 40 percent zero-conversion to less than 5 percent); • substantially increased laboratory and treatment capacity and coverage across the country, including through training thousands of physicians and nurses; • supported the development of Botswana’s First National Strategic Framework for HIV/AIDS (2003–2009) and the Second National Strategic Framework (2010–2016) as well as the country’s National Tuberculosis Strategy and TB/HIV policy guidelines; • supported the launch of the TB Advocacy, Communication and Social Mobilization strategy which provided technical and financial support in the development of the training curriculum and in the Training of Trainees (TOTs) and other education and public awareness campaigns; • a reduction of the national TB case notification rate from 623 per 100,000 persons in 2002 to 331 per 100,000 persons in 2012, likely attributed to the high coverage of ART in the country and high-impact TB interventions; • increased data on proportion of tuberculosis patients with known HIV status, which has steadily increased from 68 percent in 2008 to 87 percent in 2012; • increased coverage of co-trimoxazole prophylactic therapy from 32 percent in 2008 to 90 percent in 2012 for those TB patients co-infected with HIV, and the coverage of ART from 20 percent to 65 percent during the same period of time. Merck has collaborated with the Medicines Patent Pool (MPP) to provide access to its pediatric formulations of raltegravir for use in treating HIV-1 infections in infants and children. In providing the MPP a royalty-free license for the development of pediatric formulations of the drug, Merck has improved the access to raltegravir for pediatric populations in low-and middle-income countries with high rates of pediatric HIV, totaling 92 countries. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1443020558166-WC5ZIDB1GTPCUEX75K5I/image-asset.jpeg Goal 3: Ensure Healthy Lives https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560357508559-1UY4XQ0GQ62M4Y23ZV4F/Merck.png Goal 3: Ensure Healthy Lives - Merck In 2013, Merck supported the National Healthy Mothers, Healthy Babies Coalition (HMHB) in efforts to expand well-baby care during the first year of life in the U.S. Through this program, Merck, HMHB, and the National Medical Association created a 12-month guide that educates new parents and caregivers on the importance of following through on well-baby visits during the first year of life. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560357287355-4Z2B2N679YT7VBQCRSOP/Merck.png Goal 3: Ensure Healthy Lives - Merck Applying its scientific and business expertise to assist in meeting the related UN Millennium Development Goal, Merck’s Merck for Mothers initiative is helping to bring the next generation of solutions to end deaths of women from pregnancy and childbirth complications. Merck for Mothers is a 10-year, $500 million initiative to reduce maternal mortality in which Merck works in close collaboration with more than 75 implementing partners to initiate more than 50 projects in 30 countries—all built for lasting impact and contributing to our vision of a world where no woman dies giving life. Merck for Mothers focuses on the two leading causes of death—postpartum hemorrhage and preeclampsia/eclampsia—as well as on family planning, a powerful preventive tool to save women’s lives. The program includes a portfolio of initiatives that align with three main pillars: 1) access to affordable, quality care; 2) product innovation; and 3) advocacy and awareness. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560357641213-KDDFIMFJHE7MW9YW46LT/ExxonMobil.png Goal 3: Ensure Healthy Lives - ExxonMobil As a major employer and investor in many malaria-endemic countries, ExxonMobil has witnessed the devastation of malaria firsthand. That’s why they are part of an international effort to prevent, treat and cure this deadly disease. Between 2000 and 2017, ExxonMobil has committed $163 million in cash grants to the cause, making them the largest private-sector grant-maker in the fight against malaria. ExxonMobil’s support has enabled their partners to: – Reach more than 125 million people throughout Africa and Asia with 14.3 million bed nets, 4.3 million doses of antimalarial drugs and nearly 3 million rapid diagnostic kits – Train 590,000 health care workers and counselors to help prevent, diagnose and treat malaria – Hold more than 2.5 million community health sessions – Provide technical assistance that leveraged $791 million in grants to Angola and Nigeria from the Global Fund – of which $218 million was dedicated specifically for malaria projects – Support novel approaches to monitor resistance of current frontline antimalarial therapies and provide funding for the research and discovery of new treatments. Since 2000, global efforts to control and eliminate malaria have brought down malaria mortality rates by 62 percent worldwide and by 69 percent in children under five years old. Through the combined power of institutions, individuals, and the communities they represent, more people are receiving prevention and treatment tools than ever before. ExxonMobil is proud to do its part in driving and maintaining these recent successes in the fight against malaria. However, much work remains to sustain momentum toward the ultimate goal of ending malaria for good. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359553835-AGOIKRCLO9N6Z34OEOG9/Pfizer.png Goal 3: Ensure Healthy Lives - Pfizer Created in 2000, Gavi, the Vaccine Alliance, is an international organization, bringing together public and private sectors, with the shared goal of creating equal access to new and underused vaccines for children living in the world’s poorest countries. To date, Gavi has immunized more than 500 million children and saved more than 7 million lives. Since beginning its relationship with Gavi in 2001, Pfizer has helped Gavi achieve its goals by increasing access to immunizations on an accelerated, affordable and sustainable basis. Through this partnership, Pfizer has supplied their pneumococcal vaccine to 50 countries across Africa, Asia, Latin America, the Middle East and parts of Europe. Pfizer also ensures the vaccine can reach those who need it the most by helping to train nearly 40,000 health care workers across Asia and Africa, who are at the forefront of immunizing babies. HelpAge International and Pfizer have worked together since 2012 to reduce the impact of non-communicable diseases (NCDs) among older people in Tanzania. During the first two years, the initiative focused on raising awareness among older people and health providers contributing to the Government of Tanzania's efforts to provide appropriate health services to older citizens. NCDs include a range of chronic conditions, including cancer, diabetes, cardiovascular disease and hypertension, as well as Alzheimer's and other dementias. They are commonly thought of as “diseases of affluence,” whereas, in reality, four-fifths of deaths from NCDs are in low- and middle-income countries and older people in developing countries are particularly at risk. Prevention through an active and healthy lifestyle can turn some of these debilitating diseases into manageable conditions. The ongoing project focuses on developing health messaging through an intergenerational approach and includes the strengthening of community based initiatives such as active aging groups. These initiatives are aimed at promoting prevention and management of NCDs by practicing healthy lifestyles, while working with health providers at local and national levels to improve prevention, early diagnosis, follow-up and treatment of NCDs, as well as improving on data collection and analysis to inform appropriate policies. While the community-based activities are carried out in Morogoro, Kibaha and Songea districts, at the national level the project supports health advocacy including curriculum reform, increase access to essential NCD drugs and support to improve health information management with the Ministry of Health and Social Welfare. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1588953263642-FX5Z8R3PE0VVVXZ9ZVKX/pfizer-vector-logo.png Goal 3: Ensure Healthy Lives Tobacco use is the leading cause of preventable death worldwide. With more than 1 billion smokers in the world, tobacco kills an estimated 6 million people every year. By 2030, the annual death toll from tobacco is estimated to rise beyond 8 million. In 2018, Pfizer proudly sponsored the 17th World Conference on Tobacco or Health, which gathered 2,000 delegates representing 125 countries to discuss the need for increased tobacco control across all geographic borders. Over the course of three days, Pfizer was able to gather expert perspectives, share ideas about the evolving tobacco control landscape, and support a symposium focused on strategies and tools to embed smoking cessation into health systems. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560358516070-LEKBRCJ6VPCZ0U22KNZF/P%26G.png Goal 3: Ensure Healthy Lives - P&G The P&G Safeguard Clean Hands Healthy Kids Campaign teaches hygiene to prevent childhood illness, absenteeism and even death. The program was launched in response to global research that soap and water washing can prevent nearly 4 million children a year from dying before their 5th birthday. Since initially launching in China, the program has expanded to also reach schools across, the Philippines, Pakistan and Mexico, reaching 4.5 million students a year. In many locations, the brand has helped build hand-washing and sanitation stations for children. Since 2007, Safeguard’s hand-washing education program has helped 72 million children to develop healthy hand-washing habits. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359643329-2IHU9TGM8R0I44DWJ5MD/Merck.png Goal 3: Ensure Healthy Lives - Merck Created in 2000, the Global Alliance for Vaccines and Immunization (GAVI) is a global Vaccine Alliance bringing together public and private sectors with the shared goal of creating equal access to new and underused vaccines for children living in the world’s poorest countries. Merck, Pfizer, and Janssen Pharmaceutical of Johnson & Johnson are partners that make respective contributions of vaccines. Merck has made access to rotavirus and HPV vaccines such as ROTATEQ® and GARDASIL ® affordable in GAVI-eligible countries by making prices for such vaccines a small fraction of the price in developed countries. Merck has various partnerships with organizations, demonstrating its support in addressing global health issues. In 2012, Merck joined six other pharmaceutical companies, along with research institutions and the Bill & Melinda Gates Foundation to launch the TB Drug Accelerator (TBDA) partnership, which aims to speed the discovery of new treatments for tuberculosis. Partners have shared sections of their compound libraries and data in order to develop the best drug candidates. Merck is a partner in the International Partnership for Microbicides, granting IPM non-royalty-bearing, nonexclusive licenses to develop, manufacture, and distribute its ARV compounds for use as a vaginal microbicide to help protect women in developing countries. In its agreement with Drugs for Neglected Diseases initiative (DNDi), Merck contributes intellectual property to conduct early development programs for durg candidate for neglected tropical diseases (NTDs) treatment. Merck also collaborates with the Infectious Disease Research Institute (IDRI) which focuses on the research and development of vaccines, along with therapeutics and diagnostics for a range of diseases. To support the fight against cervical and breast cancer in sub-Saharan Africa, Merck has been a partner of the Pink Ribbon Red Ribbon initiative. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560357461637-HJ65W5JADA2FR3425RUO/P%26G.png Goal 3: Ensure Healthy Lives - P&G The P&G Pampers brand - as part of its commitment to happy, healthy development of babies – created the Pampers Mobile Clinic Program, providing free basic health checks, health talks and products to mothers and their babies. Nearly 2 million mothers and children in Nigeria, Kenya, Uganda and Pakistan have been reached in over 10 years of operations. Also, the Pampers UNICEF vaccine program marked another year of working to eliminate neonatal tetanus, a preventable disease that claims the life of 58,000 babies in developing countries each year. Through this partnership since 2006, Pampers has helped eliminate maternal and neonatal tetanus (MNT) in 24 countries. In March 2019, one more country — Chad — has eliminated this disease. These efforts have resulted in an estimated 880,000 newborn lives saved since 2006 with over 300 million vaccines eliminating MNT. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359435401-1UR0HGSX4SOBEO48R6A5/The+Coca+Cola.png Goal 3: Ensure Healthy Lives - The Coca-Cola Company The Coca-Cola Company committed with The Global Fund to Fight AIDS, Tuberculosis and Malaria (the Global Fund) and The Bill & Melinda Gates Foundation in 2010 to work together to apply business knowledge to maximize the ability to get vital medicines and medical supplies to the people who need it most. Through “Project Last Mile”, The Coca-Cola Company is using the Coca-Cola system’s logistic, supply chain and marketing expertise to help improve health systems across Africa in a sustainable way. Through this partnership, government agencies are learning how to more efficiently deliver vital drugs, medicines and medical supplies, how to better market the availability of these supplies, thereby creating demand, and how to maintain coolers to ensure the medicines and vaccines are stored at the correct temperatures. Project Last Mile’s success is dependent on extensive collaborations between the Coca-Cola system, government, academia and other NGOs. Critical partners include the U.S. Agency for International Development (USAID), The Global Fund, Bill & Melinda Gates Foundation. Collaboration with Yale University’s Global Health Leadership Institute, Accenture Development Partnerships (ADP) and the Global Environment & Technology Foundation (GETF) is also critical to the initiative’s successful execution. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560357405595-SF1E188FMILY122KQNNA/Qualcomm.png Goal 3: Ensure Healthy Lives - Qualcomm The Mobile Ultrasound Patrold is a project partnered by Qualcomm with the Moroccan Ministry of Health and others aiming to improve care for women in developing countries through early detection and treatment of major causes of maternal mortality by utilizing mobile technology. The project provides participating doctors and nurses with backpacks containing devices that are wirelessly connected to specialists in hospital clinics to ensure high quality diagnostics. By March 2015, a total of 575 exams including 3,108 images were wirelessly transmitted through 3G technology, with clinicians giving the ultrasounds a 98% perfect clarity rating. The use of wireless technology has reduced diagnostic reviews or second opinion times, costs of a medical diagnosis per patient, and increased medical practitioners’ skills to deliver ultrasounds. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359391748-NRBNBC4LQEMX9F5WYD3A/Citi.png Goal 3: Ensure Healthy Lives - Citi In 2016, Citi helped the International Finance Facility for Immunisation (IFFIm) to raise $500 million through a 3-year Vaccine Bond that gave investors the opportunity to fund children’s immunization programs by Gavi, the Vaccine Alliance. This is IFFIM’s third transaction in the public markets and is an example of how Citi is working to help its clients leverage the capital markets to support social and environmental progress. The proceeds of this social thematic bond will enable Gavi to protect millions of children in the world’s poorest countries against preventable diseases through low-cost vaccines. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560358261552-WLKL3MSRTA5RSX6MSM4N/Pfizer.png Goal 3: Ensure Healthy Lives - Pfizer Trachoma is the world’s leading cause of infectious blindness and nearly 157.7 million people are living in trachoma-endemic areas in 43 countriesTrachoma primarily affects remote communities with severely limited access to health care, clean water or sanitation.. The International Trachoma Initiative (ITI), a global program Pfizer helped to establish, has been working since 1998 to eliminate blinding trachoma as a public health concern. Through the ITI, Pfizer has donated more than 800 million doses of Zithromax to 40 countries since the program began. In 2018, the World Health Organization (WHO) validated that Ghana and Nepal had reached trachoma elimination, making them the first countries in sub-Saharan Africa and Asia to achieve this target. Both received Pfizer’s Zithromax donation and are proof that the comprehensive global trachoma elimination strategy is working. Pfizer recommitted to donating Zithromax through 2025. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560358563278-K07R2SEUFDJXPITFKPV3/The+Walt+Disney+Company.png Goal 3: Ensure Healthy Lives - The Walt DIsney Company The Walt Disney Company, in 2006, became the first major media company to establish nutrition guidelines to associate our brands and characters with more nutritionally balanced foods. In 2012, Disney took another important step, becoming the first major media company to set industry leading food advertising standards in the United States. That same year Disney introduced the Mickey Check, an icon that makes it easy for consumers to identify nutritious food choices online, at retail, and at Disneyworld and Disneyland. By 2015, the company ensured that all of its advertising on U.S. kid-focused media platforms and Disney-owned online destinations oriented to families with younger children were with food and beverages that comply with the nutrition guidelines. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562094666252-PN9AQ24KODO24YZRC8FV/Healthy+Lives+F.jpg Goal 3: Ensure Healthy Lives http://www.businessfor2030.org/goal-4-ensure-education daily 0.75 2021-11-18 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561388182111-ACZ59ZESHINLTWPXW7X2/Novozymes.png Goal 4: Ensure Education - Novozymes Novozymes has strengthened its commitment to education with a target to educate one million people about the potential of biology from 2015 to 2020. Since 2015, Novozymes has helped more than 941,000 people learn about biology and how it enables a sustainable future, by engaging with local schools, universities and communities. In Latin America, Novozymes’ educational initiatives in this region rely on a digital and interactive format and center around apps that educate young readers about biology, biotechnology and sustainability through exciting tales connected to a specific SDG. In Brazil, partnering with the Municipal Department of Education in Araucaria, “Biotechnology goes to school” reached over 3500 students and teachers. It is now bringing the SDGs to the attention of young people and is partnering with SESI (Federation of Industries of the State of Paraná (FIEP)), reaching more than 11,000 students. Another example is Novozymes’ Mobile Science Lab, which strives to make quality education accessible to remote schools and communities in the vicinity of Bangalore, India. In China, “The Little Biologists” program engages with communities and schools to teach people about biobased solutions in everyday life. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560369424700-7IJ4AGFRRZLU0J8KYEY8/Pirelli.png Goal 4: Ensure Education - Pirelli Promoting technical education and training are core values of Pirelli, ingrained in the company’s 140-year history. Technical training is particularly important for Pirelli to create a skilled labour team to optimize factory productivity. From providing automotive maintenance classes in an Egyptian Secondary School, IT training to students in Brazil, extensive teaching programs in Turkey backed by Pirelli volunteers, or scholarships to outstanding management course students at the Qingdao University for Science and Technology in China; Pirelli aims to support employment and education opportunities around the world through its various programs and collaborations that uphold its brand DNA of excellence and innovation. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/e97bb84f-87ad-4b67-a056-9ad3a040d30a/1200px-Pennsylvania_Power_and_Light_logo.svg.png Goal 4: Ensure Education - PPL Corporation PPL Corporation supports low-income student programs and increased pre-school education, especially in areas of science, technology, engineering, and math (STEM). For example, in Pennsylvania PPL engages in a state grant program that provides scholarships for low-income children to attend excellent preschools. PPL invests over $2 million each year to support educational programs like this in communities across the country. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560368678501-SH06J4QPDYVZU2DC27R4/Ericsson.png Goal 4: Ensure Education - Ericsson In 2010, Ericsson partnered with the Earth Institute at Columbia University and Millennium Promise to launch “Connect To Learn,” an education initiative that has provided scholarships and ICT technologies to schools in remote, impoverished areas worldwide. The project has been implemented in 22 countries and has improved the lives of 50,000 students, especially girls. After deploying 5G networks to eight sites in Northern Ghana SADA with mobile operator Tigo, Ericson has launched Connect To Learn in all 11 of the Millennium Villages in sub Saharan Africa. In other parts of the world, Ericsson has partnered with Mobitel and Open University of Sri Lanka, Ericsson is also providing teenage girls in Sri Lanka’s farming communities with ICT and computer literacy education. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560368719518-51M1FMRH79QTBQ8OCDQ9/Microsoft.png Goal 4: Ensure Education - Microsoft Achieving inclusive and equitable quality education for all is critical to creating sustainable and growing societies that enable opportunities for everyone to achieve more. In today’s world, that cannot happen without access to ICTs – specifically ubiquitous, robust, and affordable access to the Internet and all of the information that connectivity makes available. Students without this access are at a real disadvantage without the ability to benefit from the most up-to-date content and experiences that are available through the Internet. As part of its affordable access initiative, Microsoft works with partners around the world to deploy cost-effective connectivity solutions for schools and communities to address this problem. Through these projects 104 k-12 schools and 9 universities on 5 continents have been connected to the Internet, covering a population of over 400,000 people. The first of these projects, connecting Gakawa Secondary School in Nanyuki, Kenya, launched in 2013 – connecting its students to the wider world for the first time. According to the school principle, since the program launched “students’ academic performance has shot up and their grades improved greatly in National Exams (KCSE) unlike the past.” This problem is not only in developing countries. In Virginia, USA, schools are connected, but many students have no connectivity at home to help with homework. The Virginia project is focused on extending the coverage from the schools into the surrounding community. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1600114680958-9388P6FINHEO9XA17O1E/image-asset.png Goal 4: Ensure Education - Chevron Chevron invests in a comprehensive range of education activities. They encourage students to pursue STEM opportunities; they provide career, teacher and technical training; and they form innovative partnerships with universities and other stakeholders. Chevron’s Enjoy Science Project is a $30 million, five-year program to strengthen STEM and vocational education across schools in Thailand. Through collaboration with partners in civil society, academia, the private sector and government, the program is on track to improve STEM instruction at more than 600 schools, build capacity for approximately 10,000 teachers and directly impact 500,000 people. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561388080608-Y99YADPP3R4NQ5YZUCP4/Pearson.png Goal 4: Ensure Education - Pearson Pearson's 'Every Child Learning' partnership with Save the Children. Through Pearson’s Every Child Learning partnership, they are funding Save the Children, an international non-profit organization helping children in need around the world, to establish two informal education centers in Amman, Jordan. These centers expect to support 1,400 Syrian refugees and host community children aged between 5 and 13 years old to integrate into the formal education system. Pearson is also investing £1 million in the co-creation of new product and program solutions to improve the quality of education for refugee and host community children in Jordan. The ambition is that solutions can be adapted, scaled, and replicated in other emergency and conflict-affected contexts. In 2015,Pearson conducted in-depth field research in Jordan to understand how Syrian and Jordanian families engage with educational resources in times of conflict-affected transition. The research will provide insights into our solutions development process, helping ensure that any intervention we develop is beneficial and relevant to the unique needs of Syrian refugee and host community children. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560368778971-AFT7C2R3ASPHJ9DGSUWG/Pearson.png Goal 4: Ensure Education - Pearson Camfed is an international non-profit organization tackling poverty and inequality by supporting girls to go to school and succeed, and empowering young women to step up as leaders of change. Pearson partnered with Camfed on a project funded by the UK Department of International Development (DFID), and supported by relevant national Ministries of Education, to transform educational opportunities and outcomes for girls from low-income communities in Zimbabwe and Tanzania. Leveraging one of the company’s core areas of expertise, Pearson supported Camfed to develop learning resources, with input from students, that are gender-sensitive and relevant to young people’s experiences, future employability, and success. The My Better World curriculum and workbook help students to build self-knowledge, discover their talents, build resilience, select role models, set goals, and learn how to achieve them. Graduates of Camfed’s programs in the poorest rural communities are trained to become ‘Learner Guides’, who serve as young female role models for girls and boys still in school. In 2014, Pearson made a commitment to develop a BTEC – one of the world’s most sought after applied learning qualifications – tailored to the unique needs of Learner Guides. 5,000 Learner Guides will have the opportunity to achieve a BTEC, and will teach and mentor over 150,000 girls and boys, using the My Better World curriculum, to help improve their attendance, retention, and learning at secondary school – creating a virtuous cycle of learning and empowerment. The Camfed Learner Guide Program supported by our partnership has so far reached more than 60,744 vulnerable girls in Zimbabwe and Tanzania to enroll in secondary school and empowered over 400,000 girls and boys to improve their educational experience and learning outcomes. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561388231503-YSQBSGN9WZ3QXGUCWTQT/IBM.png Goal 4: Ensure Education - IBM IBM has partnered with RTI International, a leading non-profit research institute, to improve development approaches in Africa through data analytics. By employing advanced technologies, researchers hope to capture data that would provide insight to policy leaders for more sustainable programs and sounder investments. IBM and RTI are launching an initiative in Mombasa County, Kenya to help transform the education system. Working with the Kenyan Ministry of Education and USAID, teachers, principals and administrators in more than 100 schools will be provided with tablet devices that will capture data about students and the facilities. From the information acquired, leaders will have a better understanding of current progress and challenges as well as be able to offer recommendations for improvement. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609888179397-RYGT5U6OZXNUFIK0UUTU/image-asset.jpeg Goal 4: Ensure Education - P&G In 1996, Procter & Gamble founded Project Hope, a program that has built and renovated more than 200 schools in 28 Chinese provinces, benefiting children living in rural or underdeveloped China. P&G China continues its three-year corporate social responsibility plan which includes increased access to performing arts for P&G Hope School students. For the past 15 years, P&G has closely cooperated with the China Youth Development Foundation (CYDF) to help children in poverty-stricken rural areas gain access to better education. By March 2011, P&G had cumulatively donated RMB 61 million (equivalent to more than 8.9 million USD) to Project Hope, including RMB 12.26 million (1.79 million USD) in donations from the P&G Global Public Welfare Fund. The Hope School program has also benefited from vigorous support of the local governments, including through RMB 40 million (5.8 million USD) of matched educational funds from the local governments, as well as from other groups, organizations and individuals. Of the 200 Hope Schools built by P&G, 35 were built together with their partners, and 16 were built together with their employees, while 16 P&G brands participated in the co-sponsoring of P&G Hope Schools, including Safeguard, Whisper and Tide. From 1996 to 2009, more than 325 million Chinese consumers participated in the P&G Hope School themed sales campaign jointly organized by P&G and its business partners. More than 1,500 P&G Greater China employees acted as "tutors" and actively participated in the voluntary activities of P&G Hope Schools. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560369294072-9SGF1GM96QU0WRQT50WO/Google.png Goal 4: Ensure Education - Google For years, Google has provided free Google App accounts to educational institutions across the Asia Pacific region. For example, Google provides Google Apps and YouTube Live at no cost to the Asia-Pacific Network Information Centre, the regional Internet registry in the Asia-Pacific region. In countries like Thailand, the company has partnered with governments to ensure that the technologies disseminate to institutions across the country. Moreover, to ease the transfer process, Google offers technical workshops and consultations to teachers. In 2013, Malaysia received Google Apps for 10 million students, parents, and teachers as well as Chromebooks for its primary and secondary schools. The initiative is part of the country’s plan to transform its educational system by providing advanced technological tools to facilitate the learning process and put the country on the path to development. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1601299976680-XP60GW6WUD4GL5C4QJ3D/thumbnail.jpg Goal 4: Ensure Education - Intel In 2015, we set a bold hiring and retention goal to achieve full representation of women and underrepresented minorities in Intel’s U.S. workforce by 2020. We achieved that goal two years ahead of schedule, the result of an integrated strategy focused on hiring, retention, and progression. We committed $300 million to support this goal and accelerate diversity and inclusion both at Intel and across the technology industry. We also were able to increase our annual spending with certified diverse-owned suppliers to $1 billion by 2020. We recognize we still have work to do, including beyond the walls of Intel. Our new 2030 goals set our ambitions for the next decade, including increased diversity representation in senior leadership and technical roles, as well as accountability for embedding inclusive leadership practices across our business and culture, and sustained culture of accessibility by embracing technology to eliminate barriers for those with a disability. Intel has a long history of investing in education to empower people and improve their lives through technology. Our new Intel® Innovation Generation initiative directly responds to Goals 4, 5 and 10, and is focused on expanding access to technology skills and experiences to prepare youth for the jobs of tomorrow and ensure that the next generation of innovators is diverse in terms of geography, economic status, ethnicity, and gender. The Intel Foundation supports strategic funding of evidence-based, data-driven collaborative solutions that advance the inclusion of socially marginalized and disadvantaged groups, creating pathways toward a more just society with opportunities for all. Read the company’s 2019-2020 Corporate Social Responsibility Report to learn more about Intel’s efforts. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609888221554-OKSVD5CO98CKOR3DNF9T/image-asset.jpeg Goal 4: Ensure Education - P&G The P&G Always brand has been helping girls around the world overcome period-related barriers to their education. This includes providing access to period products and helping break the stigma that surrounds periods. Puberty can be a difficult and confusing time when girls’ confidence may plummet, with the onset of menstruation marking the lowest moment for many girls. This decrease in confidence is so much worse for girls that lack access to period protection, which is often referred to as “period poverty”. Always realized that period poverty can force girls to miss out on important confidence-building experiences in the classroom or in after-school activities. Believing that these confidence-building experiences should be something to look forward to, and not something a girl loses out on because she doesn’t have access to period products , Always launched the global #EndPeriodPoverty campaign, which has donated more than 90 million period products to help girls stay in school. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562094804872-T1DHBQODMJMFLAVBGR16/Education+F.jpg Goal 4: Ensure Education http://www.businessfor2030.org/goal-5-achieve-gender-equality daily 0.75 2021-01-05 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561390834239-SQALMO5PV4PZ4L8QF0U3/Philip+Morris+International.png Goal 5: Achieve Gender Equality - Philip Morris International (PMI) Philip Morris International (PMI) is committed to gender equality, and empowering and providing opportunity to women and girls in a diverse workforce of 82,000 people. For example, PMI, a U.S. company headquartered in New York, is the first multinational present in Switzerland where PMI has its operations center, to be awarded Equal-Salary Status. Equal Salary is an organization that operates in collaboration with the Geneva University Employment Observatory, an institution specialized in labor-market issues. It provides certification of equal compensation for women and men. PMI is working to expand its certified equal-salary status to other geographies. PMI takes a merit-based approach to all employment-related decisions and does not limit people’s opportunity to contribute or advance based on age, childcare responsibilities, disability, ethnicity, gender, gender expression, sexual orientation, religion, pregnancy, or other protected personal characteristics. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561392028509-TDBHZBZOG9J31QFE2EP2/Mastercard.png Goal 5: Achieve Gender Equality - MasterCard “Project Inspire: 5 Minutes to Change the World” is a joint initiative from the Singapore Committee for UN Women and MasterCard, to help young change-makers create a better world for women and girls in Asia and the Pacific. Launched in 2011, to mark the 100th anniversary of International Women’s Day, Project Inspire presents 18-35 year olds with a five-minute platform to pitch their inspired idea, for the chance to win a US$25,000 grant. The competition attracted over 430 entries from 65 countries around the world with a broad range of projects from the cultivation of traditional dyes in Indonesia to female health education applications in South Africa in 2015. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561392256869-2ASX344QUHIG6EMH7ALB/Qualcomm.png Goal 5: Achieve Gender Equality - Qualcomm Qualcomm® Wireless Reach™ is a strategic initiative that brings wireless technology to underserved communities globally. Wireless Reach invests in projects that foster entrepreneurship, aid in public safety, enhance the delivery of health care, enrich teaching and learning and improve environmental sustainability. Mobile technologies are literally breaking down barriers – geographic, socio-economic, educational and cultural – that have historically obstructed progress in developing countries. To date, Wireless Reach has collaborated with more than 450 stakeholders on over 100 projects in 40 countries, and has benefitted nearly 8 million people. Qualcomm® Wireless Reach™ and Hapinoy have partnered in creating the Hapinoy Mobile Money Hub project in the Philippines, a program that provides participating Nanays (Tagalog for “Mother”) with mobile literacy training, access to capital via micro financing institutions, and new business opportunities using advanced wireless technologies. The project empowers Nanay microentrepreneurs to become Mobile Money Agents, allowing them to generate additional income by providing reliable remittance service in their local neighborhoods. Qualcomm has contributed primary funding for the project, along with project management support and wireless technology expertise. In Malaysia, Qualcomm, the Cherie Blair Foundation for Women, Tune Talk Mobile Prepaid and the Foundation for Women’s Education and Vocational Training joined forces to enhance womens’ skills and knowledge in business and technology through the Mentoring Women in Business Program. The program provides participants with business training along with a mentorship program that empowers and encourages women entrepreneurs. By the end of 2014, 150 women entrepreneurs have completed the intensive ICT, business, and English training, and received a tablet and data plan. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561391078396-FAPCSZ1KC55OUG8DVZ3G/Gap.png Goal 5: Achieve Gender Equality - The Gap Inc. The Gap was founded in 1969 as an equal investment between a woman and a man — Doris Fisher and her husband, Don. Today, women make up approximately 73 percent of the company's workforce. The majority of its five brands’ customers are female. Gender equality is built into the fabric of the company culture and work. In 2014, Gap Inc. became the first Fortune 500 Company to announce that it pays employees equally for equal work. Additionally, 2020 marked the third consecutive year that Gap Inc. was included in the Bloomberg Gender-Equality Index for the company’s commitment to transparency in gender reporting and advancing women’s rights. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561391148870-61TQ9U23V7C1NII6EO4D/Citi.png Goal 5: Achieve Gender Equality - Citi In 2017, Citi helped the IFC, a member of the World Bank Group, issue a 3-year, $500 million inaugural Social Bond to expand financing for projects that benefit women-owned enterprises and low-income communities in emerging markets. A portion of the proceeds from the bond was used to support financial institutions that offer loans to female entrepreneurs to enable women to get access to financing. The IFC’s Social Bond Program builds upon its Banking on Women Bond Program, which has raised $268 million since 2013, as well as its Inclusive Business Bond Program, which has raised $296 million since 2013. In addition, to affirm Citi’s own deep, long-standing commitment to diversity and inclusion and to helping women-owned businesses grow and succeed, Citi hired seven women-owned broker-dealers to lead the distribution of Citi’s $2.5 Billion Citibank, N.A. bond issuance in March 2017. This demonstrated the role that Citi is playing in promoting diversity in the capital markets and the economy. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561391199091-O0X23M6YGVUOXT876OIA/Novozymes.png Goal 5: Achieve Gender Equality - Novozymes Novozymes has a long-term target to have 30% females in Senior Management positions by 2020. To emphasize the importance of meeting its diversity target, a process has been established to ensure that diversity remains core to Novozymes recruitment. The company also has the objective of further promoting diversity among leaders and continues to increase this focus via its global talent pool for management and succession planning processes. In Denmark, Novozymes is a member of the Gender Diversity Roundtable, an initiative that brings together the top leaders from 15 Danish Businesses to bring more women into leadership roles. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561392200024-9TQJ9XMBU0V6ELXHFOD8/Mastercard.png Goal 5: Achieve Gender Equality - MasterCard MasterCard recently launched the Give Me 5 initiative in response to Goal 5 to address the work that MasterCard is doing for gender equality. MasterCard is working with governments like Nigeria and Egypt to link Identity solutions with payments – enabling people to become financially included on a massive scale. The company’s partnership with UN Women will provide half a million Nigerian women with ID cards enabled with electronic payments functionality, advancing gender equality and women’s economic empowerment. 2Kuze, a product developed by the MasterCard Labs for Financial Inclusion in Nairobi that digitizes the agriculture supply chain, helps supports women farmers, who often have household duties that prevent them from leaving the farm gate and are more often subject to having to take whatever deal is given them from middlemen in the process. MasterCard created and launched Girls4Tech in 2014, a signature education program based on global science and math standards that has already reached 22,000 girls in 16 countries. This hands-on, inquiry-based program connects the foundations of our business to science, technology, engineering and math (STEM) principles and shows students that it takes all kinds of interests and skills to pursue a STEM career. Designed to inspire young girls to build STEM skills that will help them become leaders of tomorrow and learn about possible STEM careers, it showcases MasterCard’s payments technology emphasizing the foundations of the business – algorithms, encryption, fraud detection, data analysis, digital convergence and the power of our network. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561391262141-55AA582NJ4WMVZTX4VIH/Gap.png Goal 5: Achieve Gender Equality - The Gap Inc. The Gap Inc. P.A.C.E. program (Personal Advancement and Career Enhancement) empowers women with the skills and confidence to advance at work and at home. Even though eighty percent of garment workers worldwide are women, relatively few advance to higher-level positions—in spite of their capacity to do so. Designed as an education program offering life-skills classes to female garment workers, the holistic curriculum includes up to 80 hours of classes in as many as nine subject areas, such as communication skills; financial literacy; time and stress management; and problem solving and decision-making. Since GAP launched P.A.C.E. in 2007, more than 30,000 women in 10 countries have participated in the program – and in September 2015, GAP announced a commitment to expand the program to reach one million women around the world by 2020. P.A.C.E.’s evaluation results have demonstrated that the program improves the lives of women and their families by developing women’s knowledge, skills and confidence. The program also has a strong business impact by reducing turnover and absenteeism. GAP has progressively expanded the program from focusing solely on the women who make its clothes to also include women in surrounding communities, and is also adding curricula focused on adolescent girls’ and women’s leadership. Additionally, the program is now being offered to global partners and peer corporations in an effort to broaden its reach and impact. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561392123964-ZVA1VYTT72HUMT0I07Q6/P%26G.png Goal 5: Achieve Gender Equality - Procter & Gamble The P&G Always brand has provided puberty education to over 12 million through its Protecting Futures Program, which provides girls age 12-14 with education on good personal hygiene, puberty, menstruation and personal care. Started in 2006, the program is aimed at helping girls attend classes during their periods and thus stay in school. The program has expanded from Africa to the Middle East, successfully impacting 20 countries. Through the Protecting Futures program, over 225, 000 sanitary pads via the UNHCR and over 30 million single to 4 pack pad samples have been distributed. P&G reached over 353 million people with the Protecting Futures message. Through P&G's family of brands such as Always, Tampax, Children's Safe Drinking Water and Safeguard, they have built and/or rehabilitated a total of 501 bathrooms/latrines and disposable pits. Over 8 million dollars has been put towards program funding. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561391488157-XENFUBGDJ2KZYZW9GVP2/The+Coca+Cola.png Goal 5: Achieve Gender Equality - 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561391650010-IETFQ54GOEDED1S5F07Q/Walmart.png Goal 5: Achieve Gender Equality - Walmart Walmart is tackling gender equality, in particular through retail opportunities, responsible supply chains and inclusive sourcing. As part of its goal to put millions of associates through focused training programs to equip them with skills to improve career growth by 2025, 60% of associates trained were women. Moreover, women represent 43% of U.S. management and 32% of officers on Walmart’s Board. Between 2011 and 2017, Walmart Foundation funded training for more than 600,000 women farmers. Finally, Walmart spent $30 billion with women-owned businesses between 2012 and 2019. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1552508513496-6DBZ9XQI86N5L7KSGYMS/gender+%282%29.jpg Goal 5: Achieve Gender Equality http://www.businessfor2030.org/goal-6-ensure-water-sanitation daily 0.75 2021-12-16 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561400331505-AT7TJMM90TEJ09GQ7X2A/IBM.png Goal 6: Ensure Water & Sanitation - IBM IBM is providing Bangalore, India with Big Data and predictive analytics technology to create systems for monitoring and managing their water distribution systems. IBM worked closely with Bangalore Water Supply and Sewage Board (BWSSB) to create an operational dashboard, based on the IBM Intelligent Operations Center (IOC) which will serve as a “command center.” Using a Geo Information System (GIS), the IOC will enable monitoring of water flow, with a real-time view of the flow meters. The BWSSB will receive information on the amount of water transmitted by each flow meter, the amount of water supplied to individual parts of the distribution system, the level of water in each reservoir or tank, etc. All data from each meter will report to a single dashboard. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561400362379-20BI8TVL4950VPYG0U8S/McDonalds.png Goal 6: Ensure Water & Sanitation - Mcdonald’s In India, McDonald’s has improved its business practices to prevent ongoing water scarcity. When harvesting rainwater, the restaurants’ direct the water flow into a storm drain. The rainwater then empties into a sedimentation or settling tank and finally into the water table via recharge pits of gravel, sand, and rocks that act as natural filters. McDonald’s India recharges 106,400 of water per year, using about 50 percent of rainwater that falls on the roofs. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561392896956-YJ423OS12QQ3AIP5EY80/Bechtel.png Goal 6: Ensure Water & Sanitation - Bechtel Bechtel has helped Jubail, a 1,106 square kilometer (427 square miles) major industrial and residential complex in Saudi Arabia that accounts for 7% of the country’s GDP, address water scarcity and wastewater issues by developing a recycled water master plan. In addition, district cooling is being implemented to provide cooling for the Jubail University College and City Center, which will be fed by recycled water. Bechtel is also working with Antofagasta Minerals on the Los Pelambres desalination plant in Los Vilos, in northern-central Chile’s Coquimbo Region. Since Los Pelambres experiences acute water scarcity at times, the desalination plant has been designed to produce 34,500 cubic meters (9 million gallons) per day of industrial water. Bechtel manages interdependent scopes of work such as marine intake and outfall structures; desalination plants; pumping system; and mining infrastructure. The company also creates integrated design parameters to eliminate interface risk in execution and operations. Since 2000, Bechtel has delivered desalination projects that provide more than one million cubic meters (294 million gallons) per day of desalination capacity and more than 2,200 kilometers (1,367 miles) of pipelines. The combination constitutes what the company defines as Water Delivery Systems - large scale facilities to treat and transport water over long distances. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561393581526-C991QT37PMSG7IM5V4M7/Gap.png Goal 6: Ensure Water & Sanitation - The Gap Inc. Gap Inc. is working with suppliers to address the use of harmful chemicals in the production of its clothes—which have the potential to be discharged into local water supply. The company has set an ambitious goal to work towards zero discharge of hazardous chemicals (ZDHC) in its supply chain by 2020, through an industry collaboration – the ZDHC 2020 program. In 2014, the group achieved a major milestone with the creation of an industry-wide standard for restricted substances, which bans the use of harmful chemicals, particularly in fabric production. GAP has communicated this restricted substances list to the vendors, factories and mills that make its clothing and the company is in the process of creating enforcement mechanisms. The company also works on environmental impacts through its Mill Sustainability Program, launched in 2013, which is focused on establishing clear environmental standards for fabric mills and integrating them into GAP’s sourcing decisions. To date, GAP has worked with 40 strategic mills to assess environmental performance, covering such issues as their water consumption, wastewater treatment and disposal, energy use, and the handling of waste and hazardous substances. GAP is also working with mills in China to participate in the Natural Resources Defense Council’s (NRDC) Clean by Design program, which brings together a range of brands to better address the water impacts of fabric mills. The program has achieved significant reductions in water and electricity use, as well as wastewater discharge. Finally, the company’s Water Quality Program also seeks to protect water quality in its supply chain through monitoring the wastewater created by denim laundries and requiring all laundries producing for Gap Inc. brands to adhere to a set of industry-leading guidelines on water quality. GAP made these guidelines a requirement for doing business with its brands in 2010 and adopted more robust enforcement mechanisms for underperforming facilities in 2013, including having a third party verify their compliance. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561397997197-0NA3AMTRXR173TOIVFD0/The+Walt+Disney+Company.png Goal 6: Ensure Water & Sanitation - The Walt Disney Company In 2014, Disney’s water consumption was recorded at 6.89 billion gallons. This falls slightly below the company’s baseline of 6.93 billion gallons. Disney continued to promote effective management of water use at existing sites while continuing to implement innovative conservation measures. In 2018, Disney exceeded its 2018 target to maintain potable water consumption at 2013 levels. Even with greater business growth than expected, the company reduced its water use in 2018 by nearly 6% compared to 2013. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561397931990-3LJE3U7ZMM3UVV89HS39/Philip+Morris+International.png Goal 6: Ensure Water & Sanitation - Philip Morris International (PMI) Philip Morris International (PMI) is developing and executing a strategy to responsibly use the water it needs, such as understanding what water we need and how not to negatively impact the quality of water resources, ensuring Access to Safe Water, Sanitation and Hygiene (WASH) in all our facilities, and seeking partnerships and working with others to improve water stewardship. Furthering these principles through Good Agricultural Practices in the supply chain, PMI achieved a 24% reduction in water consumption between 2010 and 2015, beating its target of 20%. In tobacco-growing, PMI expects affiliates and suppliers to have a water management plan that takes into account the locations that are most at risk from water scarcity and promotes efficient water use and renewability of sources. These plans address the use and management of water to minimize adverse impacts to other users within water catchment areas, including local communities. The plans also cover access to adequate, clean water for drinking, cooking, bathing, and cleaning purposes for local communities, workers, and their families. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561393064667-27SPUU0WP1KWKRBIQ5PR/Hello+Science.png Goal 6: Ensure Water & Sanitation - HelloScience Partnering for impact is at the heart of Novozymes’ strategy, and the company understands the need for collaboration to meet the UN SDGs. To encourage a collaborative approach around the SDGs with technology and knowledge freely being shared to solve big problems, Novozymes has created HelloScience. HelloScience is a digital open innovation and collaboration platform. The platform’s purpose is to facilitate collaboration and accelerate innovation with the SDGs as an overarching framework - and SDG6 is currently particularly in focus. HelloScience was launched in September 2017 and has facilitated over 200 collaboration conversations between users from across 5 continents. It managed to attract more than 500 platform users in 6 months. The platform has 5 water challenges related to SDG6, to encourage meaningful collaboration and innovation. HelloScience is also embracing SDG17 Partnership for the Goals, by partnering with for example UNICEF and Grundfos. So far, HelloScience has helped 6 collaborators, who have proposed promising solutions to the water challenges, with technology and expert business guidance. The platform is being redeveloped and will be relaunched in summer 2018, coinciding with the UN’s Water Action Decade 2018 - 2028. The relaunch will include a new set of water challenges and a smarter collaboration space. In 2018, HelloScience aims to initiate 3 impactful open innovation projects around SDG6. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561392727278-5IBSBN1SK40ID7T0B2GJ/AquaFed.png Goal 6: Ensure Water & Sanitation - AquaFed Water, sanitation and hygiene are essential for human health, poverty elimination, and social and environmental well-being. The core activity of AquaFed’s members is to help governments meet Target 6.1 and 6.2. Extending services, and devising special pro-poor initiatives are underway in both developed and developing countries. In France, members (FP2E, Véolia, and Suez) are working with public authorities and local associations developing special tariffs and other systems to help people in economic difficulty to have secure water and sanitation services. Thousands of families have already benefitted from these. In countries including Morocco (LYDEC), Haiti (LYSA), and others, members have set up similar systems specifically to help people, with limited means, access services. They are also upgrading infrastructure and operating procedures to improve quality and extending reliable services to more and more people. Initiatives like this are helping millions of people worldwide. Other companies are involved in WASH in the workplace, an approach devised within WBCSD and now adopted by the UN Global Compact. Successes depend on Public Authorities working with Businesses. Between them they set specific targets for every case. Business can take the initiative and propose objectives. Legitimacy and leadership is given by governments. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561393655990-8CO3D1RSZ6F9POQXS8QS/Novozymes.png Goal 6: Ensure Water & Sanitation - Novozymes Many of Novozymes enzymatic solutions help customers and consumers save water during application compared with conventional methods. For example, enzymes can be used in the textile industry to combine processes and save significant amounts of water. Other Novozymes solutions help customers in the pulp & paper industry to address lignin toxicity in effluents generated during the production process. We also offer solutions for wastewater treatment and sludge reduction for municipal and industrial applications. In China, Novozymes is working to help to solve water challenges in the south-eastern industrialized area as well as in the less developed north-west. Our microbial wastewater treatment solutions have been applied in factories in Ningxia, Shanxi, Xinjiang and Inner Mongolia, ensuring the compliance discharge of wastewater and improved water availability. As part of the goals in China’s Water 10 Plan, we are currently working together with partners to expand applications of bio-solutions into recovery and conservation of black-odour water bodies. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561399542572-4DFWZ1HGTZADGXUR8I8X/Levi%27s.png Goal 6: Ensure Water & Sanitation - Levi Strauss & Co. Levi Strauss & Co. (LS&Co.) knows that water is critical to its business, the planet and people around the globe, and that the planet’s usable water is becoming increasingly scarce. For decades, LS&Co. has worked to reduce its water impact, change how the industry uses and thinks about water and educate its consumers about the important role they play. To minimize water use in the production of apparel, LS&Co. designers challenged themselves to create the same great styles their consumers love using far less water. The result was a series of innovative finishing techniques called WaterWater to others within and outside our industry, and encouraging other denim companies – large and small – to use them in their production. LS&Co.’s goal is to increase the percentage of its products made with Water https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561392765658-AC61SIXV74H6D0B8RWU6/Gap.png Goal 6: Ensure Water & Sanitation - The Gap Inc. The Gap Inc., through a partnership with Swasti Health Resource Centre, is helping to build water filtration plants in rural communities in India, which are providing clean water to thousands of people. Three systems currently in operation already serve more than 5,000 households and 29 schools across 30 villages in India. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561399421437-U4O0WRK7BF80ZW4TFGQN/Pirelli.png Goal 6: Ensure Water & Sanitation - Pirelli Pirelli’s 2013-2017 sustainability plan, which sets a number of targets for 2020, foresees a 58% reduction (from 2009 levels) in the specific water use ratio by 2020. Pirelli’s water withdrawal trend has strongly decreased, and improvement is expected to continue until 2020, with a target of 50% reduction by 2017 and of 58% by 2020. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561400005790-Z7XRCDXBGJRI5EYPTZVT/Cargill.png Goal 6: Ensure Water & Sanitation - Cargill Water is one of Cargill’s four focus areas of sustainability. It is important to Cargill and the communities we serve to use water responsibly and preserve resources for future generations. Cargill first assessed water scarcity in 2007 to support the freshwater efficiency target set in 2005. We improved efficiency by 12 percent between 2005 and 2015. In 2015, we set a new target to improve by another 5 percent by 2020. We achieved a 2.9 percent improvement in fiscal year 2017 and are working toward continuous improvement. For example, Cargill has deployed water reuse systems at many locations around the world, ranging from simple leak tag programs to more advanced treatment systems. Some of these include construction of a new zero discharge wet corn mill in India that incorporates advanced treatment systems to recycle all waste water generated and reuse it within the plant for cooling water and irrigation requirements at site. Additionally, in order to leverage our expertise through partnerships, we are working with World Resources Institute and other partners through the Aqueduct Alliance to provide data-driven, high-resolution global maps of water risk, including operational and supply chain risks such as droughts, floods and water supply variability. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609801827283-WV032APSHLLQF0ARAB37/1280px-Dow_Chemical_Company_logo.svg.png Goal 6: Ensure Water & Sanitation - Dow ECOFAST™ Pure Textile Treatment is another example of Dow’s commitment. This product helps the textile industry tackle sustainability challenges by reducing water and dye use by up to 50 percent, and enables highly efficient use of process chemicals used to dye cotton fabric. Combined, this can help reduce the likelihood of pollution in wastewater streams. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561400087185-YPKOBETU6DBQUWIM30J6/Nestle.png Goal 6: Ensure Water & Sanitation - Nestlé Vietnam to produce more coffee with less water Vietnam is the world’s second-largest coffee producer and the world’s largest exporter of Robusta coffee, with 2.6 million people relying on the sector for their livelihood. Most coffee is grown in the Central Highlands, where agriculture accounts for around 96% of the region’s water use. But erratic rainfall, prolonged periods of drought and over extraction means that groundwater scarcity poses a growing threat to farmers, households and industry. Nestlé has historically focused on implementation of good practices for sustainable water use in coffee irrigation within its Farmer Connect” network of 20,000 farmers. Since 2011, Nestlé has worked with the Swiss Agency for Development and Cooperation to improve irrigation practices with Vietnam’s coffee farmers, and educate those beyond its network about good agricultural practices and water management. The partnership now serves more than 50,000 farmers and by 2019 the project will deliver an action plan for water-scarce hotspots; an early warning weather system; a training programme with field schools and individual farmers coaching; and capacity-building for local institutions. Adoption of best practices will allow more sustainable use of water resources. Coffee farmers will save up to 60% of water withdrawals per ha of coffee per year. Also, farmers will earn higher incomes through cost reduction linked to labour and energy whilst ensuring same or even higher yields compared to the current average. A key success achieved through this project is the raised awareness about the importance of integrated water resource management and rational use of irrigation water for coffee farming. On a national level, the Vietnam Coffee Coordination Board has included water saving and monitoring of water resources in their strategic action plan, which directly feeds into the agenda of the Global Coffee Platform. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/0b78bda5-76a8-4c60-921d-d5dce4d36bbd/1200px-Pennsylvania_Power_and_Light_logo.svg.png Goal 6: Ensure Water & Sanitation - PPL Corporation PPL continues to manage its water use in an efficient way and monitor the impact of wastewater discharged into waterways. None of their water is sourced from regions with “high or extremely high baseline water stress.” All but one of the power plants owned by LG&E and KU Energy, a subsidiary of PPL Corporation, are located near the Ohio River, which is not adversely affected by droughts. Additionally, PPL is decreasing water use and increasing power plant efficiency at their remaining coal-fired power plants in Kentucky. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561400440051-AICQ8KJPUCSR72K0IE18/Ericsson.png Goal 6: Ensure Water & Sanitation - Ericsson In Nairobi Kenya, Ericsson implemented the “Citizen Field Engineer” project, an initiative that uses sensors to monitor water quality and supply which enables community residents to govern, maintain, and repair the physical infrastructure for water delivery. In exchange for their monitoring, residents receive mobile credits, thereby providing a financial incentive to continue with their water management. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561398639622-Q7N08YUYOQC6BEJTBE98/The+Coca+Cola.png Goal 6: Ensure Water & Sanitation - The Coca-Cola Company The Coca-Cola Company has committed by 2020 to safely return to communities and nature an amount of water equivalent to what we use in our finished beverages and their production. Between 2005 and the end of 2013, through 509 community water partnership projects in more than 100 countries, partnering extensively with governments, other industry, communities and civil society, Coca-Cola balanced an estimated 68 percent of the equivalent water used in our finished beverages (based on 2013 sales volume), for a total of approximately 108.5 billion liters of water replenished to communities and nature. In addition, with partners across government, civil society and the private sector, more than $300 million in replenish programs has been invested globally. More information can be found here. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562616904486-4PDN1VZXD1P9KEGRVSA2/Nestle+2015+SS.png Goal 6: Ensure Water & Sanitation - Nestlé Integrated water stewardship programme at Henniez 2009, Nestlé Waters has introduced an integrated water stewardship programme at Henniez that strengthened earlier initiatives. The ECO-Broye programme combines environmental conservation with a commitment to work closely with farmers and other local stakeholders. Sustainable agriculture is practiced in an area of 120 hectares around the sources. To preserve the mineral water from the harmful effects of chemical products, the use of chemical fertilisers, pesticides and phytosanitary products is prohibited, which guarantees quality of the water. In addition, a number of biodiversity and reforestation schemes have been put in place. Some thirty-traditional species of fruit trees were introduced, including wild cherries, pears and plums, and old cereal species are grown, resulting not only in richer flora and fauna, but also generating additional income for farmers. Since 2016, the water stewardship initiative includes working with the Groupe E Greenwatt, to convert manure collected from some 25 local farms along and coffee grounds from nearby Nespresso and Nescafé plants into electricity and heat. This effort creates power for around 800 households, meaning a saving in CO2 emissions. The majority of the heat is used by the neighboring Henniez bottling plant. These initiatives demonstrate Nestlé Waters’ commitment to water stewardship, not only protecting the resources of the regions in which it operates, but also supporting the adjacent communities. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561392829648-8SMMJOM23YS2TP0Q8HT0/P%26G.png Goal 6: Ensure Water & Sanitation - Procter & Gamble P&G’s not-for-profit Children’s Safe Drinking Water Program (CSDW) works with a network of 150 partners to improve the health of children in developing countries by providing them with clean drinking water. P&G is committed to fighting the clean water crisis in partnership with NGOs, governments, companies and consumers, with the goal of delivering 25 billion liters of clean drinking water by 2025. Since 2004, P&G has provided more than 16 billion liters of clean water to people in need around the world, surpassing their goal of providing 17 billion liters of clean water by 2020. The program provides an easy-to-use water purification packet invented by P&G scientists that can clean 10 liters of water in just 30 minutes. Through initiatives like CSDW, P&G has reached its goal of providing one billion people with access to water-efficient products by 2020. Moreover, P&G has reduced water-use in manufacturing facilities by 27% per unit of production with conservation efforts focused on facilities located in water-stressed regions. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561393510467-9XEKZ590QYMLL6ABW9US/AquaFed.png Goal 6: Ensure Water & Sanitation - AquaFed Aquafed has a full "water cycle" approach to achieving the targets of SDG #6, which seeks to cover all aspects of the cycle from, "source to tap to source again." Aquafed and its members are involved in managing water pollution and recovering wastewater. An example of this is Aquapolo, a partnership between public organisations, SABESP, a private operator Odebrecht Amiental, and a consortium of Brazilian chemical companies. This project recovers wastewater from the city of São Paulo and de-pollutes it to a very high quality to provide feedstock for a multi-industry chemical complex. It saves water equivalent to the needs of 350,000 people every day, and the aim is to increase this value to 600,000. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561393840202-1YCVWU0OUA3TQ4EO0SAQ/Philip+Morris+International.png Goal 6: Ensure Water & Sanitation - Philip Morris International (PMI) Philip Morris International (PMI) recognizes that our environmental contribution to sustainably manage the planet's limited resources is key to our long-term growth, especially as we progress towards our vision of a smoke-free future. Using 2010 as a baseline, PMI was pleased to see a 17% reduction in water usage worldwide by 2017. In 2017, PMI joined the Alliance for Water Stewardship to guide its efforts towards water sustainability across its manufacturing operations. Building on the successful certification of its factory in Brazil in March 2018, PMI has committed to implementing the AWS standard across its operations, aiming to certify at least 10 more facilities by 2020, and all of operations worldwide by 2030. Developed by leading environmental organizations and launched in 2014, the AWS Standard not only covers water use in company operations on-site but also looks at the local watershed and community needs where the site is located. The Standard advocates a management system approach, leveraging on a multistakeholder framework, to achieve four outcomes: water governance, sustainable water balance, good water quality and habitat protection. We encourage other organizations to join the effort. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561399047162-8LP04PC8KGQVHK32S8PA/McDonalds.png Goal 6: Ensure Water & Sanitation - McDonald’s McDonald’s understands the importance of water conservation for both its agricultural produce and the environment. Using the Global Water Tool developed by the World Business Council for Sustainable Development, the company is assessing water efficiency in over 25,000 restaurants and formulating solutions for improvement. In the US, McDonald’s introduced several adjustments such as low flow urinals and drought tolerant landscaping. To combat water scarcity in Australia, McDonald’s has deployed multiple initiatives including rainwater harvesting as well as water usage training programs for restaurant workers. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561393018329-ENOBV6L55XHK5JIYRA30/Cargill.png Goal 6: Ensure Water & Sanitation - Cargill Cargill promotes access to clean water in communities where we live and work. For example, with the help of a partner organization called Isla Urbana, Cargill employees installed 155 rainwater collection systems in and Mexico, 143 in houses and 12 in schools. Each system collects rainwater from rooftops, purifies the water, stores it and connects to indoor plumbing. This also helps prevent flooding in the city. These projects were completed by 11 work brigades, with 196 Cargill volunteers donating almost 1600 hours and benefiting more than 3,000 people since 2015. Cargill has donated more than $211,000 for implementation of the project, which is an important part of the company's corporate responsibility strategy in support of local communities. Cargill launched an initiative in 2017 in Indonesia working with CARE to ensure access to sanitation and safe drinking water facilities for 6000 elementary students, 300 teachers and 1,200 parents in two provinces. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1552508540337-IKC1FR0A8574U55UGJ2K/sanitation.jpg Goal 6: Ensure Water & Sanitation http://www.businessfor2030.org/goal-7-ensure-energy-for-all daily 0.75 2021-11-18 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561406799016-NSU4WUUWK0Z1HXQ1BTBI/Lockheed.png Goal 7: Ensure Energy for All - Lockheed Martin Lockheed Martin is using its engineering and manufacturing expertise to advance renewable energy generation systems to help power the world. In fact, Lockheed Martin and teammate Concord Blue are building a power generation facility that will provide a new, clean energy source to meet the needs of 5,000 homes and businesses in Herten, Germany. The five-megawatt power generation facility will transform forestry waste to power using Concord Blue’s Reformer® technology, which converts waste to energy through advanced gasification. At the same time, Lockheed Martin is maturing technologies to create energy from the ocean, to include Ocean Thermal Energy Conversion (OTEC), wave and tidal power technologies, for use in Europe, Asia and other markets. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561405202579-Q8J1L8MZEJIAGBFE9I4D/Bechtel.png Goal 7: Ensure Energy for All - Bechtel Bechtel has provided engineering, procurement, and construction services for the Ivanpah Solar Electric Generating System in California’s Mojave Desert achieving commercial operation in December 2013. With Ivanpah, the amount of commercial solar thermal electricity produced in the United States nearly doubled. In the last 7 years, Bechtel has delivered three solar thermal and photovoltaic projects, including Ivanpah, totaling 737 MW; enough to power 275,000 homes. Bechtel partners with world leaders in academia and industry to manage and operate two U.S. national security laboratories—Lawrence Livermore and Los Alamos—where energy security is national security. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561407214586-O6HDH8BNNSUSLOUQI5C4/Novozymes.png Goal 7: Ensure Energy for All - Novozymes With climate change as a top priority, Novozymes has made considerable investments in energy efficiency and has significantly increased the share of renewables in its energy mix. Energy from renewable sources accounted for 30% (target 28%) of the total energy consumed in 2019, up from 23% in 2018. Novozymes procures renewable energy for their Danish and Brazilian facilities and has set a target of increasing annual sourcing of renewable electricity to 100% by 2030. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561406999939-L7DHV7H7OW9NAYUU1YBN/Bechtel.png Goal 7: Ensure Energy for All - Bechtel Bechtel is building some of the world’s most efficient natural gas fired power plants. For our customer, Panda Power Funds, we have delivered two 758 MW plants with another two on the way, totaling over 3000 MW of efficiently produce power. Bechtel's Crossrail project, where they are adding more underground and ground level track and new stations for the existing London Underground, has been piloting energy reductions at various sites. They have piloted the use of hybrid excavators, powering a noise monitor with hydrogen fuel cells for a calculated carbon savings of 101 tons, and relying on light-emitting diode (LED) lighting instead of traditional halogen lights to reduce energy consumption. All of these programs, once tested, help the construction industry improve energy efficiency. Cricket Valley Energy Center LLC has awarded Bechtel a contract to design and build the new, natural-gas fired power plant, which will provide electricity for one million homes and create approximately 1,100 jobs at peak construction. The Cricket Valley Energy Center, a 1,100-megawatt (MW) combined-cycle plant to be completed in 2020, will have a low-impact design and will use advanced emissions-control technology. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561405302706-SP6NBGKIB8LAY9QITBMK/Chevron.png Goal 7: Ensure Energy for All - Chevron At Chevron, the company delivers the energy that improves lives and enables human progress. There are 7.6 billion people on the planet today. By 2040, there will be over 9 billion, leading to a 30 percent increase in energy demand. Yet even today, nearly 1 billion people have little or no access to affordable and reliable energy. Chevron leverages their people and expertise to solve this complex problem by developing more energy while protecting the environment. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561406879610-HWP2EUKH9B5W8KB4I5TK/Pirelli.png Goal 7: Ensure Energy for All - Pirelli Pirelli’s 2013-2017 sustainability plan, which sets a number of targets for 2020, foresees a 18% reduction in the specific energy consumption ratio and a 15% reduction in CO2 emissions by 2020. To achieve these targets, in addition to specific energy efficiency actions at all Group plants, Pirelli has developed a Carbon Action Plan, with the aim of increasing the use of energy from renewable sources with dedicated projects (photovoltaic power plants, cogeneration plant powered by vegetable oil, biomass plant for steam generation, supply of electricity from wind power). https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/cbcebfc0-5e5b-468c-85d4-33117cc12488/1200px-Pennsylvania_Power_and_Light_logo.svg.png Goal 7: Ensure Energy for All - PPL Corporation In addition to distributing critical energy-efficient information to their customers, PPL has implemented energy efficiency programs across their utilities—saving more than 307,000 megawatt-hours of electricity. These tools and programs include free online energy assessments and free energy efficiency kits, including energy-saving products. PPL company LG&E and KU also offers demand conservation programs for their customers, which incentivizes bill credits in exchange for the installation of demand conservation devices. This program allows for reduced energy consumption on peak usage summer days. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561405346115-AFE1VJ0HFBTHQP20BJXS/Dupont.png Goal 7: Ensure Energy for All - DuPont DuPont is commercializing cellulosic ethanol, the lowest carbon emitting and most sustainable transportation fuel in the world. Since 2009 we have operated a demonstration facility in eastern Tennessee producing cellulosic ethanol from corn stover, switchgrass and sugar cane bagasse. This experience combined with DuPont’s extensive work with farmers enabled the construction of a 30-million gallon per year facility located in central Iowa that is scheduled to begin producing cellulosic ethanol from corn stover in the coming months. The business objective is to license a comprehensive technology package that includes the cellulosic ethanol engineering design & technology, access to plant specific vendors and proprietary equipment, technical support during construction and operations, enzyme biocatalyst supply and feedstock supply consulting. This technology package will create access to deploying cellulosic ethanol for investors around the world. Solar energy is the most abundant energy resource on earth – bringing innovations to market that harness that power is essential. DuPont is the leading supplier of specialty materials to the solar industry. More than half the world’s 700 million solar panels have DuPont materials in them, and DuPont materials have been time-tested in more than 11 trillion panel-hours of outdoor solar field installations globally since 1975. Materials matter because they help determine how well and for how long a solar panel works. Materials that improve the power output and the reliable lifetime of solar panels, improve the return on investment in solar energy systems - making solar more affordable and more competitive with other forms of electricity. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561407413948-XQHUUOHM4EBP9A211U22/IBM.png Goal 7: Ensure Energy for All - IBM IBM announced a 10-year initiative to support China in transforming its national energy systems and protecting the health of citizens. Dubbed “Green Horizon,” the project sets out to leap beyond current global practices in three areas critical to China’s sustainable growth: air quality management, renewable energy forecasting and energy optimization for industry. To improve air quality management, scientists from IBM and the Beijing government will apply supercomputing processing power to create visual maps showing the source and dispersion of pollutants across Beijing 72 hours in advance, with street-scale resolution. Additionally, IBM will complement the government’s increased investment in renewable energy with a forecasting system solution which, by combining weather prediction and big-data analytics, will allow utility companies to forecast the amount of energy that will be available to be directed into the grid or stored, ensuring waste reduction. IBM is also supporting China’s national goal to reduce energy consumption by developing a new system that helps monitor, manage and optimize the energy consumed by industrial enterprises – representing over 70 percent of China’s total energy consumption. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/3830457c-b708-4cdd-96a1-c92e121b3f37/1200px-Pennsylvania_Power_and_Light_logo.svg.png Goal 7: Ensure Energy for All - PPL Corporation PPL’s utilities continuously review operations to improve efficiency and control costs, while also focusing on providing affordable, reliable, safe and environmentally responsible energy to their customers. PPL’s monitoring helps keep its energy rates cheaper than average for customers in the mid-Atlantic region. The company has set a goal to reduce the existing operating and maintenance expenses, further ensuring access to affordable energy. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561404517032-IW40HYN7OTBSPBU7TSG2/Mars.png Goal 7: Ensure Energy for All - Mars At Mars, we recognize the importance of tracking and reducing our GHG emissions to help drive momentum for global climate action. Our long-term climate change ambitions are to reduce total GHG emissions from our full value chain by 27% by 2025 and by 67% by 2050, from 2015 levels. Within our full value chain, energy use is the major driver of our GHG emissions from direct operations. That’s why we’re committing to eliminate 100% of the GHG emissions in our direct operations by 2040, and are making progress by implementing renewables at scale. Our efforts range from on-site renewable generation options like adding solar panels to our pet food factory in San Bernardino, California and establishing annual contracts in Europe, to signing long-term, country-level contracts that create renewable infrastructure in places like the United States and the United Kingdom. Mars is already using or purchasing renewable electricity to cover 58% of our total footprint, including 100% of our operations in Austria, Belgium, the Czech Republic, France, Lithuania, Mexico, Poland, Spain, the United Kingdom and the United States. Beyond these 10 countries, we have signed a new 20- year power purchase agreement with Total EREN to purchase 100% of our electricity in Australia from solar power starting in 2020. Our commitment to advancing renewables is part of Mars’ Sustainable in a Generation Plan, a $1billion investment to accelerate sustainable growth in alignment with the UN SDGs. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561405243214-R0KMEOK0XEI56MZT8ZR0/Citi.png Goal 7: Ensure Energy for All - Citi Citi’s $100 Billion Environmental Finance Initiative is a goal to lend, invest and facilitate $100 billion over ten years to activities focused on environmental solutions and reducing the impacts of climate change globally. Activities supporting renewable and efficient energy generation is a major contributor of that goal. Citi products and services help its clients reduce or avoid Scope 1 and Scope 2 GHG emissions through financing for clean energy and energy efficiency projects. The company also invests in client efforts to develop projects, technologies and services that reduce greenhouse gas and other emissions. Wind and solar projects account for $8.9 billion or 38% of the first year’s total of $23.6 billion. Citi's Alternative Energy Finance team, which financed 1,650,700 KW of renewable energy generation capacity in 2014 in the US, which avoided 2,795,164.09 metric tons of CO2 emissions for the year, or the equivalent of energy needed to power 458,419 homes. Citi also helped finance Berkshire Hathaway Energy’s $2.75 billion, 579 MW Solar Star project in California. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561407266263-4C6D8SM1IK7BI1R4SGLV/Lockheed.png Goal 7: Ensure Energy for All - Lockheed Martin Lockheed Martin manages innovative and successful commercial, Industrial and residential energy efficiency (EE) programs for many of the United States’ utilities including Pacific Gas & Electric, Pepco, Con Edison, Energy Trust of Oregon, Southern California Edison and many more. Under these partnerships, Lockheed Martin is working to ensure each customer conserves energy, increases operation efficiencies, maximizes capital spending and does their part to protect the environment. Additionally, the Lockheed Martin energy storage group partnered with Convergent Energy + Power, an integrated energy storage asset developer, to complete a 100 MWh energy storage system in Boothbay, Maine. The energy storage project demonstrated that the electricity grid can be improved and made more reliable in a clean, efficient way -- while saving electricity users money. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561407098405-EXWZHD30DNOIQ0M2P6DD/Citi.png Goal 7: Ensure Energy for All - Citi Citi is leading the way in designing new vehicles to finance and scale energy efficiency for corporations, governments and homeowners, by aggregating pools of projects. For example, Citi is a leading collaborator on the Warehouse for Energy Efficiency Loans (WHEEL), a national, U.S. public-private financing platform that brings lower cost capital to public-sponsored residential energy efficiency loan programs. Serving as the capital markets partner, warehousing and securitizing loans, the company has worked and continues working with state and local governments (including Pennsylvania, Kentucky and New York), the Department of Energy, and various nonprofits to facilitate adoption of this approach. Citi is supporting research to see how the company can expand energy efficiency financing in other markets. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561407380248-NZCN1GG3R1BVX0NQFOT6/Bechtel.png Goal 7: Ensure Energy for All - Bechtel Infrastructure helps make renewable energy more widely available. Bechtel is enabling 3,000 MW of offshore wind to be connected to the grid off the coast of New Jersey by engineering and installing onshore transmission lines and substations, two onshore converter stations, one offshore converter station, and overseeing the offshore installation of a first-of-a-kind high-voltage direct current (HVDC) converter technology and HVDC cables that will span the length of New Jersey. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561403574636-WNG1IM0YII2TFQ6NVKR5/Solar+Now.png Goal 7: Ensure Energy for All - Solar Now SolarNow, a Netherlands-based social enterprise operating in Uganda, was launched in 2011 to answer the pressing demand for affordable high quality solar home systems among 4 million off-grid households and entrepreneurs in Uganda and eventually in other countries. And since its inception, SolarNow has reached 20,000 people through the sale of over 2,700 systems in Uganda. As of September 2013, SolarNow is operating 35 shops in Uganda selling solar energy products with a credit facility. Renewable energy solar home systems are now being used by 20,000 people in with the aim to reach 200,000 by 2015. SolarNow is providing solar panels that will cut down on energy costs as well as carbon dioxide emissions by an estimated 5,000 tonnes per annum. It will also create additional income opportunities for households who can rent out electricity to the surrounding neighbourhood for various purposes. To reach the millions of rural customers with limited financial resources, substantial price reductions will be needed. In order to reduce the price, SolarNow is continually streamlining its importation import process, which lowers costs. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609888516199-BV5ONQSC686RZ9NTKHZ6/519b83f7eab8eac633000020.jpg Goal 7: Ensure Energy for All - P&G P&G achieved its significant 2020 sustainability goal of purchasing 100% renewable electricity in the U.S., Canada and Europe. These three markets represent more than 70% of P&G’s purchased electricity. This accomplishment is due to the company’s wind farm in Tyler Bluff, Texas, which offsets 100% of the electricity needed for P&G’s Fabric and Home Care facilities in the U.S. and Canada, as well as the company’s onsite combined heat and power biomass facility in Albany, Georgia, which provides 100% of the Bounty and Charmin steam requirements. In another effort, P&G aims to reduce greenhouse gas emissions by 50% by 2030. The company has already reduced greenhouse gas emissions (GHG) by 25% since 2010. Additionally, the corporation has reached their goal of ensuring their plants are powered by 30% renewable energy, including their Albany Georgia bio-mass facility. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561407525990-HK4KU40329WK7KXQDBMD/Novozymes.png Goal 7: Ensure Energy for All - Novozymes In Italy, alongside its partner Beta Renewables, Novozymes helped establish the first biorefinery in the world to be designed and built to produce cellulosic bioethanol from agricultural residues and energy crops at commercial scale using enzymatic conversion. Situated in fields outside Crescentino and using waste residues from local agriculture, the biorefinery can produce up to 13MW of electricity and up to 50M litres of cellulosic bioethanol per year, with a GHG reduction potential of up to 90% compared with petroleum-based fuel. It is entirely self-sufficient in its energy consumption. Novozymes is also heavily engaged with the Sustainable Energy for All initiative of the UN and World Bank. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561403522137-23RK643A1ASWY1WFUQ0K/Novozymes.png Goal 7: Ensure Energy for All - Novozymes Novozymes is working with partners towards the shared goal of ensuring universal access to affordable, reliable and modern energy services. It has supported the UN Sustainable Energy for All (SE4ALL) Initiative's Sustainable Bioenergy High-Impact Opportunity (HIO) since 2013. The HIO is a voluntary partnership of likeminded stakeholders, which seeks to facilitate the development and deployment of sustainable bioenergy solutions in line with the SDGs. Its initiatives focus on-farm bioenergy production; waste to energy; cellulosic ethanol for clean cooking and transportation, and sustainable aviation biofuels. Formally launched in May 2015, the HIO has become a global partnership platform for developing a community of good practice, enhancing knowledge, and scaling up implementation. It has linked the private sector with national governments and civil society, to foster sustainable rural economic development and reduce the use of fossil fuels. Just one year later the Sustainable Bioenergy HIO is now accelerating the deployment of sustainable biopower and biofuels projects in 18 countries. To help de-carbonize the transportation sector, it is also working with the WBCSD to develop below50, a global campaign to increase the number of companies using sustainable fuels with emissions reductions greater than 50%. In addition, Novozymes supports the European Union Biobased Industries Joint Undertaking, a partnership Novozymes had a leading role in creating, which launched in 2014. The Joint Undertaking is expected to inject €3.7 billion into the European economy from 2014-2024. Novozymes is also actively engaged in driving specific project based opportunities under this effort such as the Maarberg Energy Concept. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609801958060-QCD8SFMWUK39W3GJNCZK/image-asset.png Goal 7: Ensure Energy for All - dow Dow is the leading customer of clean energy in its sector and is amongst the top 25 worldwide companies for renewable power use. The company is increasing the use of renewable energy in its production processes, while also advancing material for renewable energy (including photovoltaics). Dow has contracts for power acquired by wind, solar, hydropower, biomass and landfill gas worldwide. A photovoltaic system (PV) is a solar power system designed to supply solar polar through photovoltaics. As the global photovoltaic industry continues to grow, the industry is in constant need of modules with longer service life and better reliability. Dow fulfills this need by supplying ENGAGE™ PV Polyolefin Elastomers (POE). ENGAGE™ PV Polyolefin Elastomers (POE) contribute to clean energy by providing opportunities for exceptional long-term performance, reliability and lower overall costs. Their top and bottom PV encapsulant films help improve resistance to potential induced degradation (PID), especially for high-efficiency bifacial solar cells. As a result, Dow’s ENGAGE™ PV POEs reduces the levelized cost of electricity (LCOE) including total system costs. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/91fda87a-975e-494c-8719-38b64ed322ac/1200px-Pennsylvania_Power_and_Light_logo.svg.png Goal 7: Ensure Energy for All - PPL Corporation PPL’s operating company LG&E and KU, make investments in expanding renewable and distributed resources, as well as researching low-carbon technologies. LG&E and KU recently built Kentucky’s largest utility-scale solar photovoltaic facility at E.W. Brown Generating Station, featuring more than 45,000 solar panels on approximately 50 acres. The company also offered a Green Tariff to further support renewable energy growth and economic development in Kentucky. PPL offers a Solar Share program, which gives residential, business, and industrial customers the opportunity to share in local solar energy and receive credits on their monthly bills. In Kentucky, PPL collaborates with the Electric Power Research Institute on an energy storage research. The company also works with demonstration sites, allowing the utilities to develop, test, and evaluate the potential benefits and operating needs of large-scale battery technologies. In Pennsylvania, PPL Electric has developed and implemented an advanced Distributed Energy Resource Management System designed to manage solar, wind, and other renewable power coming onto the grid, which helps ensure quality and reliable power, while keeping the grid running smoothly. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561407035617-ZQHSMO7BK4TLAT1FCYHA/Walmart.png Goal 7: Ensure Energy for All - Walmart Walmart aspires to reduce their energy consumption by 20 percent per square foot by the end of 2020 compared with the 2010 baseline and have reached a 13% reduction. As of 2019 28% of Walmart’s operations are powered by renewable sources against their goal of powering 50% of their operations with renewable sources of energy by 2025. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562095683150-WA8XZBSSHHJJ0AIWCYAT/Energy+F.jpg Goal 7: Ensure Energy for All http://www.businessfor2030.org/goal-8-promote-economic-growth daily 0.75 2021-12-16 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590007853036-RHYUH5JLKYFPISNB1U9G/NESTLElogo-Alternative-with-wordmark-signature-oak-978x800px-RGB.png Goal 8: Promote Economic Growth & Decent Work - Nestle Nestlé wants to equip the next generation with the necessary skills in order to thrive in the world of work and help young people become inspiring leaders, successful agripreneurs, entrepreneurs and game−changers, regardless of their field or level of expertise. Nestlé Needs YOUth In 2013, Netlé launched the Nestlé needs YOUth initiative in Europe, as a response to the high youth unemployment rates, at the time, in the region. As a result of its impact, the initiative expanded in 2017 globally and across the entire value chain − from Operations and Supply, to agriculture and innovation. Employment and Employability Providing young people with the right skills, apprenticeships, training opportunities and by hiring young people Since the beginning of the initiative, Nestlé has provided thousands of first work experiences, apprenticeships and on−the−job training opportunities around the world. With the engagement and support of Nestlé volunteers, Nestlé has organized thousands of “readiness for work” events across the world. Generating powerful alliances with the private sector, through the Alliance for YOUth and with governments, recognized institutions and academia. Agripreneurship Nestlé’s program for preparing the next generation of farmers by developing young people’s agricultural and business skills and making farming an attractive and viable career option. In 2012, Nestlé started the Farmer Connect programme, to help inspire, train and enable the next generation of 'agripreneurs' − to give them the knowledge, skills and entrepreneurial spirit they need to manage farms in the 21st century. The Alliance for YOUth The “Alliance for YOUth” was created in 2014, in Europe by Nestlé as a platform to join forces with private sector companies and work together for youth employability. Through this regional alliance, many initiatives were born in order to give young people meaningful first work experiences and internships. Following the great success achieved in Europe, the Alliance for YOUth was launched in Latin America in 2017. First, in the Pacific Alliance countries (Chile, Colombia, Mexico & Peru) followed by Mercosur in 2018 (Argentina, Brazil, Paraguay & Uruguay). Most recently, as a result of the regional success achieved, Nestlé and 21 private sector global companies have launched in 2019 the Global Alliance for YOUth in the context of The World Economic Forum. The Global Alliance for YOUth is a business−driven movement of like−minded organizations passionate about working together to help young people around the globe get the necessary skills to thrive in the world of work, today and tomorrow. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561479827080-S36KBMKE6B2PCRY8I5PR/Novozymes.png Goal 8: Promote Economic Growth & Decent Work - Novozymes 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561480710640-BMXJLGS11NZNR7JRD2XI/Pirelli.png Goal 8: Promote Economic Growth & Decent Work - Pirelli 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561480753667-ZJHNF40E65SCGIDSNKDP/Levi%27s.png Goal 8: Promote Economic Growth & Decent Work - Levi Strauss & Co. There are a number of actions LS&Co. takes to ensure its suppliers meet and exceed its standards, including: maintaining a 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 as part of the company’s commitment to creating a more sustainable supply chain. Through thisinitiative, 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 expanded to 17 countries and reached 200,000 workers. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/70706aa1-79f8-4551-bb80-42908ebd027b/1200px-Pennsylvania_Power_and_Light_logo.svg.png Goal 8: Promote Economic Growth & Decent Work - PPL Corporation Since the 1920s, PPL has worked with its network of partners to locate hundreds of companies and thousands of jobs with attention to meeting local economic development needs. Most recently, 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. Since 2000, PPL Companies LG&E and KU have helped create nearly 110,000 new jobs in Kentucky. The companies’ Economic Development team were honored by Site Selection Magazine for helping Kentucky create more than 80% of the 12,500 new jobs created in the state in 2013. In addition, LG&E and KU have created approximately 3,200 construction jobs across the country as part of its ongoing $6 billion investment environmental upgrade projects. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561480673926-QE4Q7LPHAXP1VYFHFNAZ/The+Walt+Disney+Company.png Goal 8: Promote Economic Growth & Decent Work - 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561477487682-FOJD4LEGWKT2OTLXJDMS/Walmart.png Goal 8: Promote Economic Growth & Decent Work - Walmart 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590007678815-1X0ELAO55DZJWLRKBMVT/NESTLElogo-Alternative-with-wordmark-signature-oak-978x800px-RGB.png Goal 8: Promote Economic Growth & Decent Work - Nestle Youth unemployment is one of the greatest challenges across the world and a major contributor to global poverty. Nestlé recognizes the role that the private sector can play to provide young people with professional development opportunities and promising career pathways. Through the Nestlé needs Youth Initiative, Nestlé aims to help 10 million young people to access economic opportunities by 2030. The Alliance for YOUth The “Alliance for YOUth” was created in 2014, in Europe by Nestlé as a platform to join forces with private sector companies and work together for youth employability. Through this regional alliance, many initiatives were born in order to give young people meaningful first work experiences and internships. Following the great success achieved in Europe, the Alliance for YOUth was launched in Latin America in 2017. First, in the Pacific Alliance countries (Chile, Colombia, Mexico & Peru) followed by Mercosur in 2018 (Argentina, Brazil, Paraguay & Uruguay). Most recently, as a result of the regional success achieved, Nestlé and 21 private sector global companies have launched in 2019 the Global Alliance for YOUth in the context of The World Economic Forum. The Global Alliance for YOUth is a business−driven movement of like−minded organizations passionate about working together to help young people around the globe get the necessary skills to thrive in the world of work, today and tomorrow. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561480095193-2J957C27QQ2Z9UQIPDBO/Citi.png Goal 8: Promote Economic Growth & Decent Work - Citi 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. The company partners 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561477524867-9BUQNSRM57U42RG970MD/Dell.png Goal 8: Promote Economic Growth & Decent Work - Dell 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561479872484-BSJ1R0Y6UMB4KG8L8IWS/The+Coca+Cola.png Goal 8: Promote Economic Growth & Decent Work - 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590126671687-ELC8LZIVO4T84FSW0XKW/Randstad-logo.jpg Goal 8: Promote Economic Growth & Decent Work - randstad People are − and have always been at the heart of Randstad’s business. To support the development of skills that match the needs of the rapidly evolving workplace, Randstad initiated diverse programs towards building the skills and talent of youth across the world. Some of these programs are detailed below. Randstad Australia There are over 250,0002 young people who are not engaged in education, training or employment. The country’s youth unemployment rate is more than double the national average of 5.3%, at a concerning 11.8% (source: lLO stats, 2018). Randstad Shaping Young Futures Program was launched in April 2015 to help young unemployed Australians develop their job seeking skills and to connect them with organizations willing to invest in the talent force of the future. Randstad Argetina Randstad Argentina is well aware of the huge problem young adults (18−24) have in finding their first employment. To make things worse, 60% of informal jobs are carried out by this group, which further complicates their career chances. For this reason, Randstad Argentina organizes diverse initiatives to help these youngsters find their first job. Randstad’s corporate volunteering program enables Randstad employees to train vulnerable groups, giving them tips, do’s and don’ts, and other important information on how to build their résumé, deal with interviews, and where to look for jobs. This training program is called ‘My first Job’. Randstad Italy To attract the best people on the market, Randstad ltaly focuses on the millennials target group for the events, workshops and seminars it organizes. The diverse initiatives also aim to mitigate the youth unemployment in ltaly. Some of these initiatives include: Allenarsi per il Futuro, LabOrientificio, ScopriTalenti and The Family & Friends project. Randstad Netherlands Champs on Stage is a partnership between Randstad Netherlands, McKinsey, and the American Chamber of Commerce, supported by the Dutch Ministry of Education, Culture and Science. lts main objective is to reduce the number of high−school dropouts − an essential element in fighting youth unemployment. Through Champs on Stage initiatives and internships, students are introduced to a wide range of career options and learn about the personal skills they will need in the labor market. As a result, students are better able to make the right choices in higher education, and to complete their studies successfully. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1608044673904-G1E7BYWFUT3DNXHJ2S8P/bechtel-vector-logo.png Goal 8: Promote Economic Growth & Decent Work - BECHTEL In 2017, Bechtel became a founding member of the Building Responsibly initiative. This coalition is comprised of leading global Engineering & Construction (E&C) companies dedicated to improving employee welfare as well as promoting standards, policies and practices to more effectively elevate the “whole-of-industry.” Members of the coalition share deep knowledge and practical insights to set a common standard to protect workers around the world. Building Responsibly launched 10 Worker Welfare Principles in 2018 to engage subcontractors, governments, and other industry stakeholders around critical areas of worker vulnerability. A year later, Building Responsibly launched a series of Guidance Notes to help the coalition’s members implement the Principles. These notes were developed through drawings of E&C members’ unique experiences, supported by inputs from human rights NGOs, corporations, international organizations, civil society and other groups. In October 2019, Building Responsibly convened in London to unveil the Guidance Notes and start promoting its implementation. Since the Principles and corresponding Notes are also aligned with international human rights standards, such as the United Nations Guiding Principles on Business and Human Rights and the ILO Core Labor Standards, any organization can adopt and implement them. The Principles and Guidance Notes are integral to Bechtel’s 2030 enterprise sustainability goals and targets, as the company is committed to helping advance employee welfare and achieve safety, productivity and responsible engagement with all stakeholders. Learn more about the Building Responsibly coalition here. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561478694090-U4D2FLWTETMKZRFY4OOR/Mastercard.png Goal 8: Promote Economic Growth & Decent Work - MasterCard 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561479913200-XIEITRA2WDX1ON39PYJT/Chevron.png Goal 8: Promote Economic Growth & Decent Work - Chevron In February, Chevron announced a $5 million grant to Catalyst, a global nonprofit advancing workplace gender equality with whom they partnered in 2016 to launch the Men Advocating Real Change (MARC) global program. The grant, the largest Catalyst has received in its more than 50-year history, will allow the organization to continue its groundbreaking research, programming, products and events aimed at accelerating gender inclusion across all industry workforces. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561480057109-ZVMU3I1BSWBT1O8R26T9/Gap.png Goal 8: Promote Economic Growth & Decent Work - 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, with a goal to have 10,000 youth participants by 2020. The program is run in close partnership with youth-serving community partners in over 50 cities across the US, Canada, UK + Japan 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 Inc. stores, where they can apply their skills right away. Gap Inc. 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590097313435-FFWQUENSH8OPD5JR4N38/Acc_Logo_Black_or_White_wPurple+%281%29.png Goal 8: Promote Economic Growth & Decent Work - ACCENTURE “Committed to skilling people” As part of its corporate citizenship initiative “Skills to Succeed”, Accenture advances employment and entrepreneurship opportunities for individuals around the globe, leveraging digital innovation to drive impact at scale. The company addresses—at scale—the global need for skills that open doors to employment and economic opportunity. To date, along with its strategic partners, Accenture has equipped more than 2.8 million people with the skills to get a job or build a business. The goal is 3 million people by the end of 2020. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561480206467-GEHLAA4XE5H6K7Z2FE30/The+Walt+Disney+Company.png Goal 8: Promote Economic Growth & Decent Work - 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609888593859-GHVLWI8466FGOWKYHD5X/image-asset.jpeg Goal 8: Promote Economic Growth & Decent Work - P&G The P&G Smallholders Program is a multi-year commitment by P&G as part of its Ambition 2030 environmental sustainability commitment. This Program allows independent smallholders in P&G’s Malaysian supply chain to improve sustainability practices by increasing yields from existing lands. Through P&G Center for Sustainable Small-Owners, a Center of Excellence under the Malaysia Institute for Supply Chain Innovation, the Program has trained 1263 smallholders in Johor on sustainability management, good agricultural practices and RSPO (Roundtable on Sustainable Palm Oil) Certification. The Program will expand to cover a footprint of 10,000 independent smallholders over the next 5 years until 2025. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561479782434-4J1QNV8W8AKC9OVB585I/Walmart.png Goal 8: Promote Economic Growth & Decent Work - Walmart Walmart encourages suppliers to report through the Sustainability Index, a science-based, thirdparty tool developed by The Sustainability Consortium in collaboration with universities, NGOs and suppliers. The Index includes data from suppliers on key environmental, social and other performance indicators at the category level. The Index reflects responses from more than 1,500 unique suppliers covering 115 categories and departments across Walmart U.S. and Sam’s Club U.S. Walmart set a goal in 2012 to buy 70% of U.S. goods from suppliers that participate in the Index. That goal was met in 2017, and in 2018, more than 80% of such goods came from participating suppliers. Walmart and Sam’s Club U.S. suppliers have improved their Sustainability Index scores by 28% compared with 2016. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590099170078-LBRQMUHU69FRXGAIBVL0/HHR-Logo-Color_HR.png Goal 8: Promote Economic Growth & Decent Work - Hilton The Business Case The expansion of the Hilton brand across the world has necessitates engaging skilled individuals to manage portfolios including front office, kitchen staff and management staff, amongst other functional areas. However, finding this talent has become increasingly challenging, especially in locations where existing infrastructure for training is lacking, or at an inferior quality.5 To transcend this challenge, the Hilton Global Apprenticeship program serves as an in−house platform to equip individuals with the right attitude and values, with skills to succeed at Hilton. Developed alongside City & Guilds, which certifies that program, the Hilton training program offers an individual the opportunity to pursue a career at Hilton, not only in food and beverages, but other areas within the hospitality industry. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590008486176-6N9OKGKMOOUK019PF29G/unnamed.png Goal 8: Promote Economic Growth & Decent Work - Microsoft Thanks to Microsoft’s many partners around the world, the company has made important progress towards closing the skills and employability gap, but it is just getting started. In FY19, through more than 123 partnerships with nonprofits and NGOs across 42 countries, the enterprise reached 15 million young people with quality digital skills experiences and computer science education, helping to ensure we prepare them to pursue today’s jobs and tomorrow’s opportunities. Microsoft’s grantees have trained more than 180,000 teachers to teach computer science, equipping them with the skills and resources to reach millions of students with high-quality, inclusive CS education. Over 50% of the individuals served through Microsoft partner-funded programs are female, and more than 80% are from underserved communities. In strengthening the ability of nonprofit organizations and schools to offer computer science education and AI skills, Microsoft generates excitement and demand for computer science education, as well as helping more students and workers adapt to the digital economy and changing workplace. Microsoft Apprenticeship Program in the UK Microsoft launched its apprenticeship program in 2010 with three main objectives: help more people access digital careers, enable employers to widen their talent pool, and by extension, address critical shortages of digital specialists. More than ten years later, and with over 25,000 apprenticeship starts delivered by Microsoft Learning Partners, the program has been established as a mature and proven model. It is delivering a valuable talent acquisition option for employers and an attractive career strategy for new entrants. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590102555488-XAOU5JX1170PKEIUXYLH/zurich.png Goal 8: Promote Economic Growth & Decent Work - zurich Dual Vocational Training for the Insurance Industry In Spain, unemployment, with a particularly high rate of 35% of youth unemployment, is a key concern for Zurich and reflected in where they focus their activities related to Corporate Responsibility. The three initiatives sponsored by the Z Zurich Foundation currently running in Spain are Junior Achievement, Dual Vocational Training for the Insurance Industry, and Get Ready for Life. They all aim to address YOUTH EMPOWERMENT and therefore positively influence the issue of youth unemployment. The Dual Vocational Training for the Insurance Industry program was developed by Zurich and approved by the local Government, and is running in three high schools. In its third year, they currently have 85 students participating. Young Professionals Assignment ("YPA") The Young Professionals Assignment ("YPA") program is an exchange program Zurich offers its graduates. Eligibility is based on performance and the decision to opt for a permanent position at Zurich. The YPA program allows graduates to complete a Zurich-financed language course in the form of a BEC Higher Diploma and to work for Zurich in Ireland (Dublin) for two months. In cooperation with Zurich Ireland, it was successfully run for the second time this year, and will be offered again to five Zurich Switzerland apprentices next year. During the exchange program, Zurich not only supports its graduates by helping them to learn the language and broaden their professional knowledge, but also by sponsoring the flights, and reimbursing host families for accommodation and meals Graduates also receive a daily allowance for other expenses such as lunch, bus tickets and evening activities Zurich Ireland Apprenticeship In 2015, Zurich Ireland, along with their educational partner, the Insurance Institute of Ireland, submitted an application to the Apprenticeship Council of Ireland to create a national and industry-wide professional apprenticeship program. Little did they know that it would go on to be the first new apprenticeship program in the country in more than 50 years, and the first ever level 8 apprenticeship in Ireland. Zurich Ireland are the largest employer of apprentices in insurance in Ireland. Since 2016, when they first introduced the program, they have hired 25 apprentices into their Wexford Office, the first of whom will graduate this November with a BA Honors in Insurance Practice. The graduating class of 2019 has surpassed all expectations with more than 50% achieving a First Class Honors. The program is generating a new and exciting generation of talent for the industry. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590100115845-SAE6I8OO5V740SNGQJUY/the-adecco-group-logo-vector.png Goal 8: Promote Economic Growth & Decent Work - adecco The Adecco Group Work-Based Learning Offer The Adecco Group France created a recruitment solution based on the creation of skills, called “La Grande Ecole de l’Alternance” − a “school without walls”. By bringing together the needs of companies, the expertise of training partners and the career aspirations of youngsters and job seekers, The Adecco Group France puts together work−based training solutions tailored to address scarcity of competencies in high demand. Launched in 2015, it has allowed The Adecco Group France to put to work over 12,000 persons in 3 years. In 2018, 85% of individuals who completed their work−based learning programs were still in employment 12 months after. There was only 8% drop−out at national level. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590008330821-FY9CCQNJ6FFB16Z7WZDZ/unnamed.png Goal 8: Promote Economic Growth & Decent Work - microsoft Thanks to Microsoft’s many partners around the world, the company has made important progress towards closing the skills and employability gap, but it is just getting started. In FY19, through more than 123 partnerships with nonprofits and NGOs across 42 countries, the enterprise reached 15 million young people with quality digital skills experiences and computer science education, helping to ensure we prepare them to pursue today’s jobs and tomorrow’s opportunities. Microsoft’s grantees have trained more than 180,000 teachers to teach computer science, equipping them with the skills and resources to reach millions of students with high-quality, inclusive CS education. Over 50% of the individuals served through Microsoft partner-funded programs are female, and more than 80% are from underserved communities. In strengthening the ability of nonprofit organizations and schools to offer computer science education and AI skills, Microsoft generates excitement and demand for computer science education, as well as helping more students and workers adapt to the digital economy and changing workplace. There is a growing skills gap that is impacting both employees and employers. AI is displacing some jobs, creating new ones, and changing others. Not only does this impact employability prospects for individuals, it has a systemic effect on the ability of companies and industries to find workers with the digital skills they need. To address this, we must change both the way people are educated and trained, and the way companies hire and support employees throughout their careers. By 2030, up to 800 million people will need to learn new skills for their jobs due to automation, 54% of all employees will require significant reskilling in the next two years and 2/3 of students will work in jobs that don’t exist yet. To meet this challenge, Microsoft is investing its resources and its voice to equip people unreached or displaced by technology with the computing and AI skills needed to gain employment in the digital economy. Microsoft Apprenticeship Program in the UK Microsoft launched its apprenticeship program in 2010 with three main objectives: help more people access digital careers, enable employers to widen their talent pool, and by extension, address critical shortages of digital specialists. More than ten years later, and with over 25,000 apprenticeship starts delivered by Microsoft Learning Partners, the program has been established as a mature and proven model. It is delivering a valuable talent acquisition option for employers and an attractive career strategy for new entrants. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1601300140877-9MRQS55FGY85ZL7PG69D/thumbnail.jpg Goal 8: Promote Economic Growth & Decent Work - Intel 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 Responsible Business Association (RBA), co-founding the Responsible Minerals Initiative (RMI) and Responsible Labor Initiative (RLI). Since 2013, we have manufactured microprocessors that are responsibly sourced for tantalum, tin, tungsten, and gold. As we look to the next decade, we aim to expand our efforts beyond conflict minerals to cover all minerals used in semiconductor manufacturing and apply the learnings to lead our industry in creating new sourcing standards. Over the past decade, we have directly engaged with our suppliers to ensure compliance and build capacity to address risks of forced and bonded labor and other human rights issues. As a result of our efforts, our suppliers have returned over $23 million in fees to workers since 2014. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590099394808-LR8DHM6G42HPK0961DEB/HHR-Logo-Color_HR.png Goal 8: Promote Economic Growth & Decent Work - Hilton In 2014, Hilton committed to opening doors for at least one million young people by 2019 by connecting, preparing or employing them. In the hospitality industry there is not only a skills gap but also an information gap, with minimal exposure to the nature and extent of meaningful careers in hospitality—which is why Hilton created diverse youth initiatives, including an annual event, Careers@hilton, to help young people understand and experience the career opportunities offered in the hospitality industry. The Business Case The expansion of the Hilton brand across the world has necessitates engaging skilled individuals to manage portfolios including front office, kitchen staff and management staff, amongst other functional areas. However, finding this talent has become increasingly challenging, especially in locations where existing infrastructure for training is lacking, or at an inferior quality.5 To transcend this challenge, the Hilton Global Apprenticeship program serves as an in−house platform to equip individuals with the right attitude and values, with skills to succeed at Hilton. Developed alongside City & Guilds, which certifies that program, the Hilton training program offers an individual the opportunity to pursue a career at Hilton, not only in food and beverages, but other areas within the hospitality industry. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561477291282-LVUVWCBERWPQ8JTMDJZT/Google.png Goal 8: Promote Economic Growth & Decent Work - Google 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 helped SMEs by providing the mobile app “Google My Business.” The app allows businesses to create and manage their content for free on Google products in both Hindi and English. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/70706aa1-79f8-4551-bb80-42908ebd027b/1200px-Pennsylvania_Power_and_Light_logo.svg.png Goal 8: Promote Economic Growth & Decent Work - PPL Corporation PPL Corporation invests in technology and partnerships to help the U.S. electricity sector achieve carbon neutrality by 2050. In their mission to achieve this, PPL has joined Energy Impact Partners’ global investment platform, which brings together leading global companies and entrepreneurs to foster innovation toward a sustainable energy future. PPL will invest up to $50 million to this program to help accelerate the shift to a low-carbon energy system and implement commercial-scale solutions that are needed for an economy-wide decarbonization. PPL is an anchor sponsor of the collaboration between the Electric Power Research Institute and the Gas Technology Institute, aimed at conducting intensive and focused R&D in clean energy technologies. PPL Electric Utilities supports collaborative, industry-wide research, spearheaded by the National Electric Energy Testing, Research and Application Center, including reliability analysis, power cable system design, and distribution system standards. PPL company LG&E and KU have recently worked with the University of Kentucky on a megawatt-scale carbon capture pilot and are now collaborating with the Electric Power Research Institute on a large-scale energy storage project. Lastly, PPL provides incentives to support economic development efforts like LG&E and KU’s Economic Development Rider—an incentive rate for existing industry expansions, new project locations, and redevelopment initiatives. PPL is committed to empowering communities through charitable funding worth millions of dollars and partnering with local communities for economic development, disaster readiness, and emergency preparedness. 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561477196026-2E64ONZ68UPI69SFOTRL/Bechtel.png Goal 8: Promote Economic Growth & Decent Work - Bechtel For many growing markets, large and mega-construction projects like infrastructure and energy are a catalyst for rapid development. Bechtel was granted mega engineering, procurement and construction (EPC) contracts for all three-liquefied natural gas (LNG) projects on Curtis Island in Australia. These contracts are the most common form of contract used to undergo construction works by the private sector. This project is the largest greenfield construction project in Bechtel’s century-long history. The construction phase of these projects offered immediate employment opportunities and stimulated the local economy. These employment opportunities arose through Bechtel’s range of training programs, including a unique apprenticeship program. The apprenticeship program offered five trades focusing on training workers in areas such as electrical fitter mechanic; instrumentation and control; boiler making; sheet metal; mechanical fitting and carpentry formwork. A Centralized Training Team delivered the program and was tasked to ensure consistency across all the projects. Establishing training facilities on the three projects provided greater flexibility between building capability on-the-job and learning in the classroom. Individual mentors and full-time site-based trainers provided the full range of training requirements for each apprentice to successfully complete their required modules, to gain their trade certificate and begin working as a tradesperson on these projects and beyond. Bechtel also partnered with the National Apprenticeship Program (NAP) as well as Skills Tech (Australian federally funded training bodies) to deliver accredited training. As part of the program, Bechtel committed to deliver 400 apprenticeship opportunities across the three Curtis Island LNG Projects. A few notable outcomes of the program include: • 436 apprentices were employed across the projects during construction • 239 were adult apprentices, sourced from the existing experienced labor pool, or were eligible to receive credit for recognized prior learning • 116 were traditional youth apprentices after completing school studies • 107 were existing employees looking to upskill into a trade The apprentice completion rate of 94% far exceeded the national average completion rate of about 52%. This was attributed to, among others, the site training teams, individual training programs and recognition of prior learning to shorten training period. In addition to these notable outcomes, 23,000 employees completed the enterprise’s accredited training courses during construction which elevated skills for future employment opportunities in the construction industry. Moreover, 72 training providers were also used in the program which significantly contributed to filing the skills gap in Australia’s construction industry. Bechtel has significantly boosted Australia’s economic productivity and workforce development through local content policies and programs. Learn more here. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590007370986-I3IAREUJ4C3R6M08OV2P/NESTLElogo-Alternative-with-wordmark-signature-oak-978x800px-RGB.png Goal 8: Promote Economic Growth & Decent Work - Nestle Agripreneurship Nestlé’s program for preparing the next generation of farmers by developing young people’s agricultural and business skills and making farming an attractive and viable career option. In 2012, Nestlé started the Farmer Connect programme, to help inspire, train and enable the next generation of 'agripreneurs' − to give them the knowledge, skills and entrepreneurial spirit they need to manage farms in the 21st century. Entrepreneurship Nestlé supports young entrepreneurs by helping them start and grow their business. Entrepreneurs are not only the innovators who can help us find solution to business challenges. Their vision, products and services can have the power to change the world. In 2018, Nestlé launched the Social Investment Accelerator program to help young social entrepreneurs gain access to finance. Created in partnership with the Swiss Agency for Development and Cooperation, designed and led by Ashoka, the programme aims to create growth and opportunity for young people worldwide, through finding the right types of financing for their business. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561477343319-J33T7AOZSKZ938XYPMH9/AbzeSolar.png Goal 8: Promote Economic Growth & Decent Work - AbzeSolar 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590129441819-JMUAA7FLBHQC8E2IVU8I/ubs-logo.png Goal 8: Promote Economic Growth & Decent Work - ubs Apprenticeships and Work Based Learning Programs are deeply rooted within the history of UBS. Currently, UBS has around 2'700 young people enrolled in one of its junior talent programs globally, ranging from apprentices to university graduates and being largely stable over the past five years. Working with apprentices and graduates gives valuable insight into the mindset and needs of the next generation of employees, and clients, whilst also providing a pipeline of talent to support the business of UBS and to developing its workforce of the future. UBS constantly evolves the offering and approach to Junior Talents knowing that their career aspirations are also evolving. UBS has implemented diverse training programs for students and school leavers. For students, training opportunities include internships and graduate talent programs available globally. In addition, MBA and veterans associate programs are offered in the United States. School leavers benefit from multiple apprenticeship programs such as: apprenticeship in banking, the 18 month bank entry program for secondary school graduates (BEM), and IT training programs in Switzerland. UBS offers similar programs in other regions of the world, for example, the UK apprenticeship program for school leavers, and the four−year cadet program for high school graduates in Australia who will work at UBS during their entire university education in Front Office and Corporate Center functions. 1'700 candidates get hired at UBS every year. UBS has a strong focus on targeting, attracting and hiring a diverse junior workforce. At the end of the program, UBS matches the alumni with the team most suitable to continue their career at UBS. Around three quarters of the apprentices and trainees remain with the bank after their training is complete and many of them assume key roles over time. To further nurture the talent pipeline in Switzerland, UBS has established a two−year development program for high performing individuals from the apprenticeship in banking and BEM program. Participants acquire specialist know−how, enhanced social and methodological skills, and intense foreign language training. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590093874866-LOE9T0K3V9CGQC66CBS8/Acc_Logo_Black_or_White_wPurple+%281%29.png Goal 8: Promote Economic Growth & Decent Work - Accenture “Committed to skilling people” As part of its corporate citizenship initiative “Skills to Succeed”, Accenture advances employment and entrepreneurship opportunities for individuals around the globe, leveraging digital innovation to drive impact at scale. The company addresses—at scale—the global need for skills that open doors to employment and economic opportunity. To date, along with its strategic partners, Accenture has equipped more than 2.8 million people with the skills to get a job or build a business. The goal is 3 million people by the end of 2020. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590094126303-PNB2HPPVTHHZS2I7SBYL/the-adecco-group-logo-vector.png Goal 8: Promote Economic Growth & Decent Work - Adecco A lack of experience is one of the main barriers for young people to boost their employability and access the world of work. Temporary work, internships, work experience schemes and apprenticeships can help youngsters to take their first step onto the career ladder. They can start to build up that much−needed experience through a variety of jobs. It’s all about improving their employability. That’s where Adecco comes in − aiming to help to bridge this skills mismatch by providing guidance and training, delivered through its flagship programs, CEO for One Month and Experience Work Day, designed to provide insight and experience on skills vital to work. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561480629050-23GKOQODWZMW5QZ2YU7J/Microsoft.png Goal 8: Promote Economic Growth & Decent Work - Microsoft 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590129098957-O8XHVI9T45BD938JEO9M/ubs-logo.png Goal 8: Promote Economic Growth & Decent Work - ubs Apprenticeships and Work Based Learning Programs are deeply rooted within the history of UBS. Currently, UBS has around 2'700 young people enrolled in one of its junior talent programs globally, ranging from apprentices to university graduates and being largely stable over the past five years. Working with apprentices and graduates gives valuable insight into the mindset and needs of the next generation of employees, and clients, whilst also providing a pipeline of talent to support the business of UBS and to developing its workforce of the future. UBS constantly evolves the offering and approach to Junior Talents knowing that their career aspirations are also evolving. UBS has implemented diverse training programs for students and school leavers. For students, training opportunities include internships and graduate talent programs available globally. In addition, MBA and veterans associate programs are offered in the United States. School leavers benefit from multiple apprenticeship programs such as: apprenticeship in banking, the 18 month bank entry program for secondary school graduates (BEM), and IT training programs in Switzerland. UBS offers similar programs in other regions of the world, for example, the UK apprenticeship program for school leavers, and the four−year cadet program for high school graduates in Australia who will work at UBS during their entire university education in Front Office and Corporate Center functions. 1'700 candidates get hired at UBS every year. UBS has a strong focus on targeting, attracting and hiring a diverse junior workforce. At the end of the program, UBS matches the alumni with the team most suitable to continue their career at UBS. Around three quarters of the apprentices and trainees remain with the bank after their training is complete and many of them assume key roles over time. To further nurture the talent pipeline in Switzerland, UBS has established a two−year development program for high performing individuals from the apprenticeship in banking and BEM program. Participants acquire specialist know−how, enhanced social and methodological skills, and intense foreign language training. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590126704129-WS72BJVEOVIYZ4902GKC/Randstad-logo.jpg Goal 8: Promote Economic Growth & Decent Work - Randstad People are − and have always been at the heart of Randstad’s business. To support the development of skills that match the needs of the rapidly evolving workplace, Randstad initiated diverse programs towards building the skills and talent of youth across the world. Some of these programs are detailed below. Randstad Australia There are over 250,0002 young people who are not engaged in education, training or employment. The country’s youth unemployment rate is more than double the national average of 5.3%, at a concerning 11.8% (source: lLO stats, 2018). Randstad Shaping Young Futures Program was launched in April 2015 to help young unemployed Australians develop their job seeking skills and to connect them with organizations willing to invest in the talent force of the future. Randstad Argetina Randstad Argentina is well aware of the huge problem young adults (18−24) have in finding their first employment. To make things worse, 60% of informal jobs are carried out by this group, which further complicates their career chances. For this reason, Randstad Argentina organizes diverse initiatives to help these youngsters find their first job. Randstad’s corporate volunteering program enables Randstad employees to train vulnerable groups, giving them tips, do’s and don’ts, and other important information on how to build their résumé, deal with interviews, and where to look for jobs. This training program is called ‘My first Job’. Randstad Italy To attract the best people on the market, Randstad ltaly focuses on the millennials target group for the events, workshops and seminars it organizes. The diverse initiatives also aim to mitigate the youth unemployment in ltaly. Some of these initiatives include: Allenarsi per il Futuro, LabOrientificio, ScopriTalenti and The Family & Friends project. Randstad Netherlands Champs on Stage is a partnership between Randstad Netherlands, McKinsey, and the American Chamber of Commerce, supported by the Dutch Ministry of Education, Culture and Science. lts main objective is to reduce the number of high−school dropouts − an essential element in fighting youth unemployment. Through Champs on Stage initiatives and internships, students are introduced to a wide range of career options and learn about the personal skills they will need in the labor market. As a result, students are better able to make the right choices in higher education, and to complete their studies successfully. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561480817831-QGB6SEJDD2M4NIJ0RSSJ/Ericsson.png Goal 8: Promote Economic Growth & Decent Work - Ericsson 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. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590008071794-QCBCYMXMOMVQZGQTV4J1/NESTLElogo-Alternative-with-wordmark-signature-oak-978x800px-RGB.png Goal 8: Promote Economic Growth & Decent Work - nestle Nestlé Needs YOUth In 2013, Nestlé launched the Nestlé needs YOUth initiative in Europe, as a response to the high youth unemployment rates, at the time, in the region. As a result of its impact, the initiative expanded in 2017 globally and across the entire value chain − from Operations and Supply, to agriculture and innovation. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590102369444-3DKKIZWF2M5QWFG672H6/zurich.png Goal 8: Promote Economic Growth & Decent Work - zURICH Dual Vocational Training for the Insurance Industry In Spain, unemployment, with a particularly high rate of 35% of youth unemployment, is a key concern for Zurich and reflected in where they focus their activities related to Corporate Responsibility. The three initiatives sponsored by the Z Zurich Foundation currently running in Spain are Junior Achievement, Dual Vocational Training for the Insurance Industry, and Get Ready for Life. They all aim to address YOUTH EMPOWERMENT and therefore positively influence the issue of youth unemployment. The Dual Vocational Training for the Insurance Industry program was developed by Zurich and approved by the local Government, and is running in three high schools. In its third year, they currently have 85 students participating. Young Professionals Assignment ("YPA") The Young Professionals Assignment ("YPA") program is an exchange program Zurich offers its graduates. Eligibility is based on performance and the decision to opt for a permanent position at Zurich. The YPA program allows graduates to complete a Zurich-financed language course in the form of a BEC Higher Diploma and to work for Zurich in Ireland (Dublin) for two months. In cooperation with Zurich Ireland, it was successfully run for the second time this year, and will be offered again to five Zurich Switzerland apprentices next year. During the exchange program, Zurich not only supports its graduates by helping them to learn the language and broaden their professional knowledge, but also by sponsoring the flights, and reimbursing host families for accommodation and meals Graduates also receive a daily allowance for other expenses such as lunch, bus tickets and evening activities Zurich Ireland Apprenticeship In 2015, Zurich Ireland, along with their educational partner, the Insurance Institute of Ireland, submitted an application to the Apprenticeship Council of Ireland to create a national and industry-wide professional apprenticeship program. Little did they know that it would go on to be the first new apprenticeship program in the country in more than 50 years, and the first ever level 8 apprenticeship in Ireland. Zurich Ireland are the largest employer of apprentices in insurance in Ireland. Since 2016, when they first introduced the program, they have hired 25 apprentices into their Wexford Office, the first of whom will graduate this November with a BA Honors in Insurance Practice. The graduating class of 2019 has surpassed all expectations with more than 50% achieving a First Class Honors. The program is generating a new and exciting generation of talent for the industry. Learn more here https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562095914638-UP7WE06DDZDN0GSFNNLN/Economic+Growth+F.jpg Goal 8: Promote Economic Growth & Decent Work http://www.businessfor2030.org/goal-9-build-infrastructure-foster-innovation daily 0.75 2021-12-16 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561491691267-IMWGJBNKDBOLK515OZ42/Citi.png Goal 9: Build Infrastructure, Foster Innovation - Citi In partnership with the public and private sectors, Citi led the Tech for Integrity (T4I) Challenge, a global open innovation competition to crowdsource technology solutions that address issues of integrity, transparency and corruption – including the challenges of financial inclusion – from entrepreneurs around the world. Out of 1,000 initial registrations, T4I invited 213 startups and tech firms to participate in an Accelerator program, through which they received mentorship, training and access to developer tools. 96 finalists presented their solutions at demo days in India, the United Arab Emirates, Ireland, Mexico, Argentina and Singapore. Many of the solutions sourced through the T4I platform leverage blockchain, artificial intelligence or biometrics to address last mile payments and verification of identities, enabling access to finance for undocumented and underserved populations. T4I also supports SDG 16, in particular target 16.5 on reducing corruption and bribery. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561492384466-G6JC7INZTPQC8WKVRIMO/Pirelli.png Goal 9: Build Infrastructure, Foster Innovation - Pirelli Pirelli aims to further reinforce its commitment to research and development – headquartered in Milan with 10 regional centers employing 1,600 engineers – in all business segments in order to achieve the results of its new 2013-2017 sustainability plan. The plan sets a number of targets for 2020 and foresees revenues from “green” products in 2017 being equal to 48% of tyre revenues, with significant development of certain green performance product lines. The plan also outlines the maintenance of investment in research and development, equal to 7% of Premium revenues, dedicated to the development of safer, lower environmental impact products. As well as significantly increasing the product portfolio, Pirelli has started to introduce other technological innovations such as the PNCS system (Pirelli Noise Cancelling System) to reduce noise pollution and new materials and geometries that aim to reduce the rolling resistance of car products by 40% by 2020. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561491747530-OVG3QZL0PDWQFJK3MODN/Bechtel.png Goal 9: Build Infrastructure, Foster Innovation - Bechtel Using innovation to reduce carbon and cut costs: Bechtel currently has a patent pending for the efficient removal of carbon emitted from gas-fired power plants. Our two technological innovations reduce the power lost in capturing carbon by almost 65 percent, while also lowering overall capital cost by more than 30 percent. Our innovation uses exhaust heat to produce steam and simplifies the entire system. Bechtel's Crossrail project, where they are adding more underground and ground level track and new stations for the existing London Underground, has been piloting energy reductions at various sites. They have piloted the use of hybrid excavators, powering a noise monitor with hydrogen fuel cells for a calculated carbon savings of 101 tons, and relying on light-emitting diode (LED) lighting instead of traditional halogen lights to reduce energy consumption. All of these programs, once tested, help the construction industry improve energy efficiency. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561488497518-108E9UB0RI90MRG5HM5L/Bechtel.png Goal 9: Build Infrastructure, Foster Innovation - Bechtel Bechtel and its joint-venture partner, Enka, finished the Kosovo Motorway a year ahead of schedule—a remarkable feat for a project of this scale and complexity. The four-lane motorway includes 15 bridges and runs 48 miles from Morine at the southwest border with Albania to Trude, north of the capital, Pristina. Collaboration with the Kosovo government and local communities was critical to completing this project early. The new motorway serves as a centerpiece of Kosovo’s national transportation system and is expected to significantly boost the country’s economy, improve the quality of life for Kosovars and expand trade opportunities for neighboring nations. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561491992759-CUPID22C60CPU2GUB776/Cargill.png Goal 9: Build Infrastructure, Foster Innovation - Cargill Cargill is investing in infrastructure and innovation across the global food system. In 2016, the company invested more than $40 million in launching three research and development facilities in North America, China and Chile. Combined with the insights of more than 1,300 food scientists, Cargill is building the capacity to ensure a more resilient food system. More information is available at Cargill stories and Cargill sustainability. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561489065748-WDJKFJ5DVG24W8D8SJJE/Bechtel.png Goal 9: Build Infrastructure, Foster Innovation - Bechtel Bechtel and the government of Gabon developed and are delivering a groundbreaking $25 billion National Infrastructure Master Plan (NIMP) that will enable the country to modernize the national workforce, expand access to social development, and advance connectivity within the country, across Africa, and with the rest of the world. The success of the infrastructure initiative rests in large measure on project management and accountability. Bechtel helped organize and currently manages l’Agence Nationale des Grands Travaux (ANGT), a government agency that oversees the execution and delivery of NIMP. ANGT coordinates work with various ministries and government agencies, monitors progress, incorporates new execution tools and processes, and engages local communities about NIMP’s progress. The agency translated NIMP’s vision into a detailed implementation plan sequenced over 15 years. It also helps local businesses participate in the tendering process and has created and introduced minimum requirements for contracting Gabonese businesses. In 2013, the government invested nearly $400 million in NIMP’s execution, with two-thirds of the work undertaken by Gabonese companies. Bechtel and the Center for Strategic and Economic Studies (CSIS) have launch a yearlong global sustainability series, supporting initiatives such as the Gabon Master Plan. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561492495624-DT376M3QIA5Q3VBDH8KR/TTNET.png Goal 9: Build Infrastructure, Foster Innovation - TTNet TTNET, Turkey’s leading Internet service provider, is committed to increasing access to the Internet and education in Turkey. TTNET’s initiative “Internet 4All” creates strong incentives for going digital through discounted Internet and other valuable services. The program aims to reach 140,000 new subscribers in the country. It also hopes to strengthen the company’s growth by increasing Internet literacy and widening the base of Internet users in Turkey. And to increase access to education, TTNET is providing its educational subscription service “Vitamin” to new subscribers free of charge. The Vitamin platform features science, math, Turkish and social sciences for grades 4-12. Internet 4All, in collaboration with UNDP Turkey, the Habitat Development Association, and the Turkish Government, also includes Internet literacy training. The training is targeted at women over the age of 35 in 20 of Turkey’s most underdeveloped cities. A projected 30,000 households will access the Vitamin platform, enabling both young and old to strengthen their knowledge in many subject areas through dynamic learning tools. An additional 12,000 disadvantaged people will benefit from Internet literacy training; the goal is for 90 per cent of these trainees to be women who are either retired or unemployed. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609802066566-5E796P6KW2D66VAL3E0Z/image-asset.png Goal 9: Build Infrastructure, Foster Innovation - dow The Olympic Games represent the apex of athletic prowess—challenging athletes to achieve the seemingly impossible. With a rich history in the world of sports and as a Worldwide Olympic Partner and the Official Chemistry Company of the Olympic Movement, Dow has also been inspired to challenge the status quo. Through Dow’s carbon partnership with the International Olympic Committee (IOC), the excitement, energy and challenge of sport is combined with groundbreaking science to generate real third-party verified climate benefits. To really push beyond business as usual, Dow is helping enable greenhouse gases (GHGs) reductions beyond the Olympic Games and host cities to some of the world’s highest output industries. Alongside customers and key partners, Dow is bringing innovation and carbon expertise to tailored mitigation projects in building energy efficiency, packaging and recycling, and industrial applications. To date, the cumulative GHG reductions from Dow’s three carbon programs, which include Sochi 2014, Rio 2016 and the IOC programs, have reached more than 5 million tonnes of CO2e. A new portfolio of similar projects is currently being developed by Dow to reflect its closer relationship with the International Olympic Committee (IOC). It’s a partnership that Dow estimates will help mitigate 6 million tonnes of carbon emissions by 2026. For example, multiple Dow solutions have been incorporated into the IOC’s new headquarters building — Olympic House — in Lausanne, Switzerland, to enhance its energy efficiency and sustainability. The IOC is seeking Leadership in Energy and Environmental Design (LEED) Platinum certification in part because of Dow solutions such as energy-saving sealants, low-VOC (volatile organic compound) paints that remove formaldehyde from air in buildings, and a waterproof membrane for the green roof. Dow is also working towards a successful application of end-of-life plastic in road construction. Value-added markets and applications for product re-use are essential in a circular economy. Dow continues to expand our geographic scope of projects demonstrating that new value for plastic waste can be created in road construction when asphalt roads are mixed with plastic waste. Road projects have been completed in India, Indonesia, Thailand, Mexico and the United States. Research conducted at Chulalongkorn University found that the asphalt-plastic roads are 15-33 percent more durable and lead to 6 percent higher skid resistance versus standard asphalt roads. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561492245620-KXLJ9IXRKSSPCBP4K4K0/Novozymes.png Goal 9: Build Infrastructure, Foster Innovation - Novozymes Innovation, particularly product innovation, is a key driving force for Novozymes business and continues to be one of the most material issues for us. More than 20% of our global workforce works in R&D, and each year we spend around 13% of revenue on R&D. Our Portfolio board which manages R&D pipeline across divisions, evaluates all the projects in the pipeline on several criteria, including strategic impact, financial impact and contribution to delivering on the UN SDGs. As part of our international outreach, together with the Henning Holck Larsen Foundation, Novozymes and has an agreement to advance the relationship between Denmark and India and to develop scientists both scientifically and personally by giving them international work experience. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561491911799-2EZ0QANFP6Z4K808W919/Dupont.png Goal 9: Build Infrastructure, Foster Innovation - DuPont DuPont is dedicated to resource-use efficiency and environmental stewardship through its Clean Technologies portfolio of offerings, part of DuPont Sustainable Solutions. The following are two examples out of many solutions that are currently available in the marketplace from the DuPont Clean Technologies portfolio. DuPont provides MECS® sulfuric acid plants around the globe an opportunity for significant energy recovery using the MECS® HRS™ technology for heat recovery of waste heat produced in the sulfuric acid production process. The HRS™ technology recovers energy from these waste streams by generating steam which is then converted into electricity, either for use by the customer or for external sale. The HRS™ component of the DuPont sulfuric acid offering provides triple the amount of recoverable energy in comparison to traditional systems. Air pollution is another area of expertise within the DuPont Clean Technologies portfolio. From fertilizer to refining, marine to mining, and beyond, DuPont offers world-class technologies for air pollution reduction. One such technology is the IsoTherming® hydroprocessing technology which indirectly improves air quality by removing sulfur from transportation fuels and directly improves air quality by minimizing use of natural resources within the process itself. Utilizing less equipment and less energy than traditional hydroprocessing technologies, IsoTherming® technology can reduce fuel gas consumption by up to 60% and power consumption by up to 40%, while increasing energy recovery by up to 50%. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561492314464-JAI7NLXSPADG0SYDZMHY/Dupont.png Goal 9: Build Infrastructure, Foster Innovation - DuPont Each year DuPont awards unrestricted funding to promising new university faculty. The 2015 class of DuPont Young Professors is an international and interdisciplinary group. The group received over $400,000 in grant funding over two years to support research that advances basic science knowledge to address global challenges in food, energy and protection. The overarching goal of this program is to help promising young and untenured research faculty begin their research careers. The DuPont Young Professor program dates to 1918, when Pierre S. du Pont selected 42 universities in the United States and provided grants that supported young faculty. Since 1968, this program has provided over $50 million in grants to more than 700 young professors in 140 institutions in 19 countries. In addition, in response to the COVID-19 pandemic, DuPont is working around the clock to deliver solutions that help with prevention and control of the global pandemic, while keeping employees safe. To meet the need for critical protection and supplies in the fight against COVID-19, DuPont is increasing capacity of Tyvek® protective fabric and working with their partners to get it to the front lines quickly. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561488222650-XOQNOS0AGJ9OCYCGN9ZV/Citi.png Goal 9: Build Infrastructure, Foster Innovation - Citi There is an enormous social need for infrastructure investments, which have the capacity to improve the lives of those living in underserved areas and stimulate local economies. As much as $59 trillion in global infrastructure investment will be needed over the next 15 years as current infrastructure ages and the population increases. Citi finances and makes direct investments in infrastructure in cities and communities around the world, funding $42.6 billion worth of infrastructure projects in 2016. These projects have enabled greater access to power in a number of countries including Jamaica, Guatemala, Vietnam, Pakistan and South Africa, renewable energy in Argentina, modular steel bridges in Zambia and affordable green housing across the U.S. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561492533262-VRCT6HOJWZD7U0QQCSWV/Google.png Goal 9: Build Infrastructure, Foster Innovation - Google Google is a sponsor of the Alliance for Affordable Internet, a coalition of public, private, and not-for-profit organizations that aim to provide affordable Internet access to all. These organizations, which include Ericsson, Facebook, Intel, Microsoft, and Yahoo, have agreed on a set of policies and regulatory best practices that focus on driving prices down to meet the UN Broadband Commission target of entry-level broadband services priced at less than 5% of monthly income. To achieve this goal, they work with various stakeholders across Nigeria, Ghana, Mozambique, the Dominican Republic and Myanmar to establish formal relationships with each country’s national government and publish affordability reports which showcase both successes and challenges to making Internet affordable and accessible. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/70706aa1-79f8-4551-bb80-42908ebd027b/1200px-Pennsylvania_Power_and_Light_logo.svg.png Goal 9: Build Infrastructure, Foster Innovation - PPL Corporation PPL has taken on many recent projects to enable renewable and sustainable energy sources within their systems. In 2020, PPL invested over $3 billion in infrastructure improvements and projects that strengthen reliability, make the grid smarter, and ensure the flexibility needed for future renewable energy resources. PPL’s utilities are routinely monitoring and maintaining their systems, installing advanced metering infrastructure, updating aging power lines and substations, building new substations, and incorporating advanced technology. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562095997041-GT6Q2SUENEP2CVZ1NP31/Infrastructure+F.jpg Goal 9: Build Infrastructure, Foster Innovation http://www.businessfor2030.org/goal-10-reduce-inequality daily 0.75 2021-01-05 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561558449177-L9T5VPMO075A4AOL93XA/McDonalds.png Goal 10: Reduce Inequality - McDonald’s McDonald’s values the contributions of its employees and strives to ensure that their financial and educational needs are met. In the US, McDonald’s is enhancing employee benefits, offering substantial wage increases and paid time-off. Across its company-owned restaurants, 90,000 employees will be eligible to receive these benefits, representing 10 percent of McDonald’s restaurants nationwide. Moreover, McDonald’s education initiative, Archways to Education, will offer free high school completion and college tuition assistance to around 750,000 employees at both company-owned and franchised restaurants. Employees who are not native English speakers also have the opportunity to take free English language classes. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609888638830-YD1D7I7FJNPRC5BVXT1M/519b83f7eab8eac633000020.jpg Goal 10: Reduce Inequality - P&G Since 1976, P&G’s Supplier Diversity program in the United States has created economic opportunities for underrepresented businesses such as minority-owned, women-owned, LGBT+, veterans and people with disabilities. The program has since expanded globally, and the company has partnered with organizations like UN Women and WeConnect to further ensure women entrepreneurs in all regions are getting access to training, support and business opportunities. Since 2007, P&G spends more than $2 billion annually to help minority-owned businesses in the US. Due to the company’s generous monetary contributions, P&G is a member of the Billion Dollar Roundtable, a forum of companies spending more than $1 billion annually with diverse suppliers. To learn more about the program and see how P&G defines a diverse supplier, click here. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561558414431-NBZHYHQND0JKCFHB1WLA/Mastercard.png Goal 10: Reduce Inequality - MasterCard MasterCard works to reduce economic inequality through the “power of identity.” Their mission is to create solutions that address the needs and challenges of partners so that they can extend the reach and scale of their efforts. One such way is through efforts to extend identity to more women around the world. Nearly 2.4 billion people live without any form of official personal identification, and the majority of them are women. Proof of identity allows you to be counted and is therefore a critical, essential first rung on the ladder toward gender equality, independence, and greater economic agency and political voice. Without proof of identity, it’s nearly impossible to receive government benefits. MasterCard is working with governments and NGOs around the world to help change this. Nigeria is a key example, where millions of people are now getting their government benefits on a National ID card that doubles as an electronic payments card. MasterCard has partnered with UN Women to provide half a million Nigerian women with ID cards enabled with electronic payments functionality. The company is also working with Mercy Corps to register 18,000 Nigerian girls and women to receive an eID card, giving most access to their first formal identity. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562096060569-I1C7M5TUA9JPGSK3NV1Y/Inequality+F.jpg Goal 10: Reduce Inequality http://www.businessfor2030.org/goal-11-make-cities-sustainable daily 0.75 2021-11-05 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561562537062-V8ZQ9E1GGDELPHTOZS7H/Mahindra.png Goal 11: Make Cities Sustainable - Mahindra Mahindra Rural Housing Finance teamed up with Business Call to Action in 2012 to help provide home loans to under-served rural and semi-urban consumers in India. Mahindra has designed home loans specifically for rural customers. Interest rates are fixed rather than variable, which makes them easy to understand, and loans are coupled with life and property insurance. Moreover, Mahindra provides customers advice on how to approach the local government to acquire documentation and even accompanies customers in order to guide them through the process. Mahindra is also committed to hiring and training personnel from rural areas of India, creating job opportunities. In 2014-2015, Mahindra served more than 81,000 new customers, 75 percent of co-applicants being women. And since 2007, Mahindra has provided over 250,000 home loans in rural India. As of March 2014, it had also created more than 3,000 jobs. Mahindra estimates that its loans have benefited more than 1 million people. These loans have allowed 25 percent of clients to provide proper sanitation facilities in their homes, improving the health and wellbeing of their families. Women are particularly empowered by their inclusion as co-applicants for loans. Mahindra will continue to expand operations in the current States where it operates while also looking at expanding operations to new States depending on their potential for rural housing finance. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561563336079-PMZEJM3JZB15OWRSB8S0/Neighbourly.png Goal 11: Make Cities Sustainable - Neighbourly Goal 11’s ambition is to ensure cities are inclusive, safe, resilient, and sustainable for future generations. In most cities, businesses already have some involvement at an infrastructure level. But in every case there’s more to give. Neighbourly is a multi award-winning community investment and engagement platform, connecting businesses with thousands of local vetted good causes. Connecting businesses with local communities addresses many of the Goal 11 targets whilst making a positive and measurable impact in our neighbourhoods. Companies including M&S, Starbucks, Lidl, Heineken, Aldi, B&Q, Danone, Cadent and Innocent use Neighbourly to donate volunteer time, funds and surplus food & products to causes across the UK and Ireland. For example, since launching its first surplus distribution programme in 2016, the Neighbourly platform has reduced CO2 output by 106 Kt through the redistribution of over 67M meals worth of surplus food and 870 tonnes of surplus products to those in need. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561563498432-HMB8I4EES1U3PVDIYS47/Novozymes.png Goal 11: Make Cities Sustainable - Novozymes Novozymes offers solutions for municipal solid waste management and wastewater treatment with wide-ranging applications for cities. In the United Kingdom, Novozymes is partnering with DONG Energy to deliver enzymes for its REnescience plant at Northwich in the North West of England. Today, a large part of UK waste ends up in landfill sites, which is expensive and harmful to the environment. The plant in will ensure that as much of the waste as possible from almost 110,000 UK homes is recycled and converted into biogas, which can be converted into green power and used to generate around 5 MW of electricity which is enough to power around 9,500 typical households. The remaining parts of the waste include plastic and metal, which can be recycled, and an additional part that is converted into fuel. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561562571345-Q8WIM6AKCG2GDG03BCGE/Echale.png Goal 11: Make Cities Sustainable - ¡Échale! a tu Casa In January 2012, the housing social enterprise ¡Échale! a tu Casa joined the Business Call to Action with a commitment to provide US$3 million in microfinance lending in order to help 25,000 families with minimum wage of under US$5 per day to finance the construction of their houses by 2017. With the success of its inclusive model, the company is now expanding to six new regions in Mexico and pledging to provide 12,510 new low-income clients with access to financing and sustainable housing solutions by 2022. In the process, ¡Échale! aims to employ 10,000 temporary workers from local communities in new home construction. Through an assisted self-building program, communities are trained with the appropriate technical capacities to build their own homes. By harnessing innovations in construction technology and finance, the company has streamlined the self-build process: 30,000 houses have already been built and more than 150,000 home improvements made in Mexico alone. The technology has also been exported to Belize, Egypt, Haiti, Nicaragua and the United Arab Emirates. Houses built through ¡Échale! are also environmentally sustainable as they are constructed of earth blocks and all are equipped to harvest rainwater, reducing the use of municipal water by 20 per cent. Additionally, there are significant social impacts in participating communities, including creation of five temporary jobs for each house that is built. ¡Échale! estimates that 200,000 people have gained temporary employment for the duration of the construction process. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609802198246-SE0SYVFARIE40Y09GY4V/1280px-Dow_Chemical_Company_logo.svg.png Goal 11: Make Cities Sustainable - Dow In 2017, Dow celebrated its 35th year partnering with Habitat for Humanity International, becoming Habitat’s first national corporate partner in 1983 and expanding support internationally in 1993. Dow’s commitment to Habitat includes financial, product and volunteer contributions. That year in 2017, Dow supported 42 Habitat projects in 19 countries, committing more than $1.4 million and engaging more than 2,000 employee volunteers in building homes alongside future homeowners. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561563280700-AQ6LT6UW1DR7UUJHLETC/Bechtel.png Goal 11: Make Cities Sustainable - Bechtel Transforming the kingdom (2015): Bechtel is helping Saudi Arabia advance its ambitious infrastructure initiative, which promotes local private sector development, new sustainable cities and communities, and protected habitats. Together with the Saudi government, we are developing four of six new economic cities—King Abdullah Economic City, Knowledge Economic City, Jazan Economic City, and Prince Adbulaziz Bin Mousaed Economic City. Core to the cities’ planning and design is economic, social, and environmental sustainability. Bechtel is using imaging technologies to generate conceptual visualizations of the projects prior to development and capturing critical information to plan, design, and construct for sustainability. These include using recycled water for irrigation, adopting solar power for heating and cooling, and applying urban sensors to optimize energy efficiency. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561563201038-CHDOQVHMOTHQ1LMLQ8LH/Citi.png Goal 11: Make Cities Sustainable - Citi As the world's leading cities rapidly grow, they face increasing strains. Through an initiative called “Citi for Cities,” Citi partners with governments, businesses and communities to identify and implement innovative solutions that help cities thrive during this period of unprecedented urban transformation. For example, the state of transportation and mobility within the City of Panama has historically been characterized as inefficient and marked by congestion, road insecurity, and inadequate infrastructure. As a solution to this long-standing issue, the Government of Panama prioritized the construction of a mass transit system for the City of Panama. Citi helped to raise $862 million to help finance the Panama Metro, Central America’s first urban rail system. In addition, Citi worked with the local government to enhance its existing social programs to ensure that any economic displacement of local businesses was mitigated and managed in line with international standards. The Panama Metro has already reduced some workers’ commute times from two hours to a little more than 20 minutes and it transports 30,000 commuters per hour—a figure expected to rise by a third over the next two decades. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561563244732-WC3YWN1F19NARV7DF43J/Pirelli.png Goal 11: Make Cities Sustainable - Pirelli Since 2013 Pirelli has participated in the Sustainable Mobility Project 2.0 of the World Business Council for Sustainable Development, contributing, together with other international companies from different sectors (from automotive to oil & gas and ICT), to providing sustainable mobility solutions that foster universally accessible, low environmental impact urban mobility. This commitment is also supported by Cyber Fleet™ technology, which the Company first presented in 2012. This system automatically measures tire pressure and temperature, making it possible to reduce fuel consumption by simultaneously maximizing efficiency in tire maintenance. These features offer significant advantages in terms of reduction in CO2 emissions. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1552570909306-T6CK1T1H67H12KTNDTTV/sustainablecity.jpg Goal 11: Make Cities Sustainable http://www.businessfor2030.org/goal-12-ensure-sustainable-consumption-production daily 0.75 2021-01-05 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561996090501-N0KFA1F21OPBXRXHAGMR/Walmart.png Goal 12: Ensure Sustainable Consumption & Production - Walmart The world generates an average of 3.5 million tons of solid waste per day. According to the World Bank Report, daily waste will climb to 6 million tons per day by 2025, and a staggering 11 million tons by 2100. Millions of tons of materials flow through Walmart facilities each year. They’re finding ways to reduce, reuse, recycle and manage them more efficiently, resulting in significant environmental and business upside. Ten years ago, they set an aspirational goal to create zero waste across global operations. They have achieved 82.4% of waste diversion in the U.S. and 68% internationally. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561995923589-XN75V5U67GCWLKZEOOJV/Bechtel.png Goal 12: Ensure Sustainable Consumption & Production - Bechtel Greening project facilities (2016): The Al Taweelah Alumina refinery is a greenfield project in the United Arab Emirates that will supply 2 million tons of alumina for smelting. With Bechtel's partner, Emirates Global Aluminium, we used Estidama (sustainability in Arabic) principles and practices at the refinery’s operation management building to set a high bar of sustainability compliance. We saved water by using water-conserving fixtures and fittings, recycled sewage water for irrigation, and native plants that require less water to maintain for landscaping. To reduce energy consumption, we added external shading and installed energy-efficient equipment and lighting systems. These measures and others contributed to: — 100 percent recycled water for irrigation — 54 percent reduction in internal potable water consumption — 13 percent reduction in energy use — 55 percent of procured steel using recycled content — 70 percent of nonhazardous construction waste recycled At Bechtel's Crossrail project in London, nearly 100 percent of the excavated material from tunnel boring was reused or recycled, either at Wallasea Island, where it is being used to recreate some of the wetlands and salt marshes near Essex, or at other sites that are being restored to create agricultural land, nature reserves, and recreational facilities. There are many opportunities through construction and engineering to reduce waste. Also, in Jubail, Saudi Arabia, where Bechtel has been building an industrial city, Bechtel has introduced construction waste recycling schemes across 50 contract sites to prevent waste from going to the landfill. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561996349407-UCQCF0TR77XJT1LW4634/The+Walt+Disney+Company.png Goal 12: Ensure Sustainable Consumption & Production - The Walt Disney Company In 2014, Disney’s water consumption was recorded at 6.89 billion gallons. This falls slightly below the company’s baseline of 6.93 billion gallons. Disney continued to promote effective management of water use at existing sites while continuing to implement innovative conservation measures. In 2018, Disney exceeded its 2018 target to maintain potable water consumption at 2013 levels. Even with greater business growth than expected, the company reduced its water use in 2018 by nearly 6% compared to 2013. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561996445105-AL16FBOCBFH9LSGT5PWD/Walmart.png Goal 12: Ensure Sustainable Consumption & Production - Walmart Walmart encourages suppliers to report through the Sustainability Index, a science-based, thirdparty tool developed by The Sustainability Consortium in collaboration with universities, NGOs and suppliers. The Index includes data from suppliers on key environmental, social and other performance indicators at the category level. The Index reflects responses from more than 1,500 unique suppliers covering 115 categories and departments across Walmart U.S. and Sam’s Club U.S Walmart is making information from the Index available to the public in the Sustainability Leaders shop. On Walmart.com more than 10,000 items made by companies identified as leaders in a category (like televisions or plastic toys) through the Walmart Sustainability Index are marked with a Sustainability Leaders badge. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561996252425-HT6YC23RUMTCSV38RECH/Pirelli.png Goal 12: Ensure Sustainable Consumption & Production - Pirelli Pirelli’s Green Sourcing Policy seeks to reduce the company’s environmental footprint related to the sourcing of materials, products and services. The concepts of Reduction, Reuse and Recovery are integrated in the Pirelli Sourcing Model for materials, products and services, including the design of what is designed in-house but outsourced for manufacturing. Pirelli aims to buy materials, products and services whose environmental footprint can be proved to have a lower impact than the equivalent market average, considering all phases of the life cycle of any sourced material and focusing in particular on end-of-life management, in accordance with the Zero Waste to Landfill philosophy. Pirelli’s goal of zero waste to landfill would contribute to expected savings of approximately 60 million euros by 2017 thanks to internal recovery of scrap. The 2013-2017 sustainability plan, which sets a number of targets for 2020, foresees recycling of production waste above 95% by 2020. In 2015, Pirelli has already reached a waste recovery rate of 91% (anticipating by 2 years 2017 target). Pirelli also aims to maximize the benefits of this Green Sourcing policy by encouraging its Suppliers to apply it to their own sourcing process and throughout their own supply chain. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561996395580-7500GUS3SBCPLKAX369L/Novozymes.png Goal 12: Ensure Sustainable Consumption & Production - Novozymes Novozymes is committed to transparent communication and documentation and has long been a leader in practicing integrated sustainability reporting, including through the integration of scientific documentation of product sustainability impacts through Life Cycle Assessment (LCA). https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561567081714-MYCY1DL0ADGFHYPMT9ZQ/Novozymes.png Goal 12: Ensure Sustainable Consumption & Production - Novozymes Novozymes' biosolutions enable the biobased economy and help customers to produce more with less enabling sustainable consumption and production patterns as its products reduce energy, raw material and chemical consumption and CO2 emissions, compared with conventional technologies. Novozymes has conducted a large number of lifecycle assessment studies (LCA) to document the environmental benefits of biological technologies over conventional technologies. In 2019, customers saved an estimated 87 million tons of CO2 emissions by applying Novozymes’ products. The savings achieved are equivalent to taking approximately 36 million off the road. Novozymes’ 2022 targets for the world are to save 60 million tons of CO2 by enabling low-carbon fuels in the transport sector, reach >4 billion people by providing laundry solutions that replace chemicals and gain 500,000 tons of food by improving efficiency from farm to table. In its operations, Novozymes has set goals to reduce absolute CO2 emissions from operations by 40% (compared to 2018 baseline), develop context-based water management programs at 100% of their sites, achieve 100% circular management of their biomass and develop plans for circular management of 100% of key packaging materials by 2022. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561995789056-84BXMSKFLHDBJZYWMTV1/Bechtel.png Goal 12: Ensure Sustainable Consumption & Production - Bechtel Setting new standards at Crossrail in the UK: With more than 250 machines spread across nearly 40 construction sites, Bechtel and Crossrail achieved an 85 percent reduction in particulate emissions on Europe’s largest construction project. Moreover, Crossrail was recognized as the first infrastructure project in the United Kingdom to adopt strict emissions controls across all of its work sites. It has also introduced newer, cleaner machines across London and encouraged suppliers to upgrade their equipment. The success of this program on Crossrail has helped to support the Greater London Authority’s intent for a wide scale introduction of these controls. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561995857819-F455QB9M5WU5DWGHK4LA/Ericsson.png Goal 12: Ensure Sustainable Consumption & Production - Ericsson Ericsson offers free product take-back services in efforts to reduce waste from electrical and electronic equipment (WEEE). Since 2005, the company’s ecology management program has taken back e-waste from over 107 countries and has significantly increased their product-take back and recycling levels. Ninety-eight percent of the materials from these products are recycled. In Ghana, Ericsson teamed up with mobile operator Airtel to recycle and dispose of e-waste, a significant concern of the country. For more information on their environmental sustainability, click here. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561996179337-YUODYDY99KGANIHHI1BE/Citi.png Goal 12: Ensure Sustainable Consumption & Production - Citi In 2010, Citi set their 2015 operational environmental goals, including a goal of 40% reduction in waste stream to landfill using a base year of 2005. Through numerous initiatives to reduce waste to landfill, such as repurposing and recycling old wireless devices and boosting their recycling rates, Citi surpassed their 2015 goal of a 40% diversion from 2005 volumes in 2013, two years early. As part of their new generation of operational footprint goals, set in 2015, Citi has established a new goal to reduce the company’s waste to landfill by 60% by 2020. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1573668277587-CNC96XNOVOVDPR7UYS57/rsz_croplife_international_logo_cc_rgb_ps_square_002_-_oo+-+RESIZE.jpg Goal 12: Ensure Sustainable Consumption & Production - croplife international CropLife International is committed to the UN’s Strategic Approach to International Chemicals Management (SAICM). Our members view their contribution to the implementation of SAICM as an opportunity to improve the sustainable use and effective management of pesticides, and to communicate about their critical importance for the delivery of the SDG 12.4. For example, since 2005 the crop protection industry has collected and safely disposed and recycled 781,000 tons of plastic pesticide containers across 58 country schemes. In addition, CropLife International partnered with national governments, FAO, World Bank and various NGOs in the Africa Stockpiles Programme, established in 2005, to remove 8,000 tonnes of obsolete pesticides from the African continent. A new phase of the project (2019-2025) will have a core focus on prevention of obsolete stocks, as well as managing existing stocks. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561579931961-CPQRIEB5GZFJ3P3J3MQN/S+Group.png Goal 12: Ensure Sustainable Consumption & Production - S Group To make a difference, it is important to get all the S Group’s co-op members to consume responsibly. The S Group aims to make this easier by providing different solutions. For example, Finns eat too much meat and too little vegetables. As a solution to this, the S Group launched the ‘Satokausituotteet’ (Seasonal produce of the month) concept. The concept provides consumers with a more extensive range of vegetables of the season in question, with the best value. The seasonal produce increased the sale of vegetables at S Group’s stores by 12 million kilograms from the previous year. One of S Group’s solutions for tackling food waste, contributing to circular economy, and reducing our customers’ carbon footprint is E85 fuel offered at our gas stations. E85 contains 80–85 % of bioethanol and over 100 S Group’s outlets direct its food waste (inedible) as raw material for the production of bioethanol. The carbon dioxide emissions of E85 during its life cycle are up to 80 per cent lower than those of fossil fuels. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609802268178-EWE21TJJPZKZF71NQJWZ/image-asset.png Goal 12: Ensure Sustainable Consumption & Production - dow In 2020 Dow announced new sustainability targets: - Stop the waste: “By 2030, Dow will enable 1 million metric tons of plastic to be collected, reused or recycled through its direct actions and partnerships.” - Close the loop: “By 2035, Dow will close the loop by enabling 100% of Dow products sold into packaging applications to be reusable or recyclable.” Dow is engaged in numerous initiatives to “close the loop” by delivering circular economy solutions. The company believes that plastic is too valuable to go to waste and thus should be part of a circular economy that redesigns, recycles, reuses and remanufactures to keep materials at their highest value use. Dow showcases its commitment to “close the loop” by partnering with stakeholders such as Fuenix for the supply of a new feedstock made from recycled plastic waste, to produce new Dow polymers. They design products for recyclability and innovate recycling technologies to increase the amount of plastic recycled and reused worldwide. The corporation is additionally working with industry peers, associations, governments, non-governmental organizations, brands, retailers and consumers to stop the waste and help stem the tide of plastic waste before it reaches our oceans. For instance, Dow actively works with the Alliance to End Plastic Waste (AEPW) to reach the Alliance’s estimated goal of reducing plastic leakage by 45% by improving waste management and recycling in China, India, Indonesia, The Philippines, Vietnam and Thailand. Dow has committed more than $1 billion, with the goal of raising $1.5 billion over the next years, to develop and scale solutions that manage plastic waste. Find out more about what Dow has done thus far in the enterprise’s 2020 progress report. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561579980728-52IFWW3ZXPA6HLJBZWAB/Cargill.png Goal 12: Ensure Sustainable Consumption & Production - Cargill Cargill is committed to addressing food loss and waste to ensure global food security and a sustainable future. We are well-positioned to make a real impact on this complex issue given our global supply chain from farm to fork and our relevant technical expertise. For example, we work with national food banks in 18 countries to address hunger, food waste, food safety and other issues. We also participate in the Food Reform for Sustainability and Health (FReSH) initiative, led by EAT and the World Business Council for Sustainable Development, which brings businesses together to drive progress across the value chain. We are working with World Resources Institute to create and deploy an accounting system toolkit to reduce food loss and waste by setting reduction targets, creating measurement and reporting processes, and creating internal and external awareness. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561996307257-BODZPASHT65KMM07CC2G/Bechtel.png Goal 12: Ensure Sustainable Consumption & Production - Bechtel Achieving sustainability excellence: In 2015, the U.S. Department of Energy recognized three Bechtel-affiliated sites with five sustainability awards for driving improvements to reduce waste, water use, energy, and pollution. The three sites were: Lawrence Livermore National Laboratory, Los Alamos National Laboratory, and the Y-12 National Security Complex. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561995986380-K1HY4K4Z64SURRBL4MI1/P%26G.png Goal 12: Ensure Sustainable Consumption & Production - Procter & Gamble P&G has achieved its goal of 100% zero manufacturing waste to landfill (ZMWTL) sites by 2020. . As of 2019, 92% of P&G’s production sites qualified as ZMWTL. One example of innovative thinking to drive progress is the reuse of scrap absorbent materials from P&G’s Feminine Care plant in Belleville, Canada. One of P&G’s external partners blends P&G's high-tech absorbents with other raw materials that make up emergency spill containment and control products. In 2014, the plant was called upon to help provide additional material above and beyond their typical supply to help the local community with emergency response and oil cleanup after the Lac-Megantic train disaster. P&G has reached their goal of ensuring 90% of product packaging is recyclable, with88% of their product packaging currently being recyclable. Ultimately, Procter & Gamble plans to implement 100% recyclable or reusable packaging by 2030. Moreover, the enterprise has the goal of cutting the use of virgin petroleum plastic in packaging by 50% by 2030. Virgin petroleum, meaning not previously used by humans, is a type of crude oil that has gone through the refining process, is the most commonly used oil and is found within a wide spectrum of lubricant products on the market. Once it’s used, it can go through further refinement to be considered recycled. Finally, P&G reported that 99.5% of its paper packaging contains recycled or third-party-certified virgin content. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561579906315-GRSEK9G823QU80MCG5H5/Dupont.png Goal 12: Ensure Sustainable Consumption & Production - Dupont DuPont is innovating along the food value chain to reduce global food waste. For example: DuPont Industrial Biosciences has developed a range of DuPont™ Danisco® enzymes that help reduce food waste from baked goods. Approximately 30 percent of bakery products go uneaten, often because they are considered to have gone bad or stale. DuPont’s enzymes can extend product freshness. The longer an item stays on the shelf, the more likely it is to be eaten, the more efficiently we are consuming the food intended for our tables. Working with Cargloux, DuPont developed DuPont™ Tyvek® Air Cargo covers to help protect perishables and reduce food waste during transit, keeping goods up to 15.4 degrees cooler in a hot environment. DuPont and Cargolux have combined their knowledge and expertise to reduce one of the key causes of food waste, ensuring that fresh food products are now available to emerging markets in Africa, opening new horizons and creating new opportunities. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561567049351-76M9LPK63IMQ9X3L2ZPT/Intel.png Goal 12: Ensure Sustainable Consumption & Production - Intel Intel has made significant investments and set goals to reduce the environmental footprint of our global manufacturing operations. We will work toward achieving our 2030 sustainability goals, investing in water and energy conservation, renewable energy, and circular waste management. We will also take actions with others to collectively expand the technology “handprint”—transforming product energy use and design and applying technology to reduce computing-related climate impacts across the rest of the global economy to achieve carbon neutral computing. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562096190573-1JYF88ZNK7QSEW9X8ODQ/Sustainable+F.jpg Goal 12: Ensure Sustainable Consumption & Production http://www.businessfor2030.org/goal-13-combat-climate-change daily 0.75 2021-11-18 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609802341631-0YX1TNRK144XPVV077DK/1280px-Dow_Chemical_Company_logo.svg.png Goal 13: Combat Climate Change - dow Dow’s new sustainability targets include the following commitment towards a more ambitious approach on climate change: - Protect the climate: “By 2030, Dow will reduce its net annual carbon emissions by 5 million metric tons versus its 2020 baseline (15% reduction). By 2050, Dow intends to be carbon neutral (Scopes 1+2+3 plus product benefits).” Dow has a long tradition of seeking solutions for the energy and climate change challenges together with key participants collaboratively. These are some examples of the most relevant ones: - MIT’s Joint Program on the Science and Policy of Global Change - World Business Council for Sustainable Development’s REscale team - Business Environmental Leadership Council from the Center for Climate and Energy Solutions - The Gulf Coast Carbon Collaborative - Low Carbon Emitting Technologies organized by the World Economic Forum - CEO Climate Dialogue As both, a major user of energy and a producer of technologies that are essential to a lower-carbon economy, Dow is committed to working with its suppliers, customers and value chain partners to ensure that the company's ecosystem is carbon neutral by 2050. Dow is committed to ensuring that its products are as sustainable as possible. In fact, Dow’s products lower customers’ emissions more than the carbon emissions that are used to produce them. In order to achieve this, Dow uses renewable energy to manufacture its products. In 2018, Dow launched Packaging and Performance Plastics, which is a renewable energy-made polyethylene in the U.S. that contributes 13.8% fewer greenhouse gas (GHG) emissions per pound of product than the industry average polyethylene. This approach helps reduce Scope 3 emissions for customers, which are all indirect emissions that occur in the value chain of a company. In addition, Dow and Reynolds Consumer Products initiated the Hefty® EnergyBag® program in 2014 to divert otherwise hard-to-recycle plastic from landfills to be converted into energy, fuels, or other feedstocks. The program is successfully operating in three U.S. regions (Omaha, Boise and Cobb County) and has reached 125,000 households, collected more than 536,000 bags and diverted 357 metric tons of waste from reaching landfills. Dow’s projects, Plaquemine Operations Off-gas Regeneration of Purification Beds and St. Charles Site Hydrogen (H2) Optimization, reduced the enterprise’s carbon footprint by 145,000 tons of CO2, the equivalent of approximately 28,000 passenger vehicles driven for a year. Moreover, Dow ensures its products’ sustainability by producing bio-based renewable feedstocks for its packaging applications. Dow has partnered with UPM BioFuels and is integrating wood-based UPM BioVerno renewable naphtha – a key raw material used to develop plastics – into its slate of raw materials, creating an alternative source for plastics production. Packaging made from this feedstock is fully recyclable. This production process significantly reduces CO2 emissions. The company’s entire supply chain is also International Sustainability & Carbon Certification (ISCC) certified, which means all steps meet criteria and reduce negative environmental impacts. For more information on Dow’s efforts regarding renewable energy, click here. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/cbcebfc0-5e5b-468c-85d4-33117cc12488/1200px-Pennsylvania_Power_and_Light_logo.svg.png Goal 13: Combat Climate Change - PPL Corporation PPL Corporation has set a goal to achieve net-zero carbon emissions by 2050. In addition, we are targeting a 70% reduction from 2010 levels by 2035 and an 80% reduction by 2040. PPL has already cut their carbon emissions by nearly 60% since 2010 by phasing out coal-fired generation in Kentucky and investing over $30 billion in the past decade in research and development. This investment will strengthen grid resilience in the face of future storms, reduce power plant emissions, and prepare networks to better integrate more distributed energy resources. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562005566632-ZLMBXVM0CUG6MC7L1235/IBM.png Goal 13: Combat Climate Change - IBM IBM and AECOM worked together with the United Nations’ Office for Disaster Risk Reduction (UNISDR) to develop a scorecard to measure cities’ resilience to natural disasters. The scorecard will help cities improve preparedness to disasters by reviewing policy and planning, engineering, informational, organizational, financial, social and environmental aspects of disaster resilience in 80 assessment categories. Inspired by UN’s Ten Essentials for Making Cities Resilient, this tool enables cities to prioritize needs, track and measure the progress cities make, and identify major areas of weakness – before a natural disaster identifies these for them. Additionally, in the public domain, it will strengthen the understanding of what it takes to protect lives and will help facilitate a more rapid economic recovery. The resiliency scorecard can be downloaded at UNISDR site. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562005606591-AGBTQDGJB95L8P8UWUGA/Novozymes.png Goal 13: Combat Climate Change - Novozymes Climate change mitigation is well integrated into Novozymes’ business strategy. The company has targets for CO2 savings, both from its own operations and from customers’ application of its products. In 2019, customers saved an estimated 87 million tons of CO2 emissions by applying Novozymes’ products. The savings achieved are equivalent to taking approximately 36 million off the road. Since 2009, Novozymes has decoupled absolute CO2 emissions from business growth and has also committed to reducing dependence on conventional sources of energy by investing in renewable power. Among other actions, Novozymes is part of Below 50, which aims to increase the number of companies using transportation fuels that reduce carbon dioxide emissions by at least 50% relative to conventional fossil fuels whilst making both good business and environmental sense. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1608046159032-PEHB9LDP2W3RWHFLPSXX/image-asset.png Goal 13: Combat Climate Change - BECHTEL In order to reduce the company’s CO2 emissions, Bechtel studied its supply chain and found that the use of steel and concrete in rail projects was one of the main drivers of the company’s CO2 emissions. For this reason, during Network Rail’s Reading Station Expansion Project, Bechtel worked on implementing important design changes - all focused on reducing the amount of concrete and steel used during execution. As a result, approximately 15,000 tons of CO2 equivalent (tCO2eq) and around US$15 million in cost were saved. Additionally, improvements in construction planning and execution technology are contributing to lowering emissions. For example, 4-D simulations are assisting engineers in optimizing the use of energy-intensive machinery, such as cranes and trucks, thereby minimizing emissions. For construction equipment, electric and hybrid-fuel work vehicles are gaining popularity as heavy equipment manufacturers develop and sell efficient machines across the industry. These next-generation dozers, excavators and loaders boast impressive fuel efficiency, such as improving fuel economy by 25 percent to 40 percent (in gallons per hour), extending operators time-on-tools, and improving emissions performance. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562005698128-UPUB2KRVUCYE5PTGXGOG/P%26G.png Goal 13: Combat Climate Change - Procter & Gamble Getting consumers to wash their clothes in low temperatures and use high-efficiency machine cycles represents a significant opportunity to reduce energy consumption and associated greenhouse gas emissions. In 2010, P&G set a goal to turn 70% of all machine wash loads into high-efficiency cycles by 2020. P&G was able to reach this goal one year ahead of schedule. P&G has also sought to influence the entire laundry ecosystem by continuing to partner with washing machine manufacturers on three key areas: 1) placing information about the benefits of cold-water washing on new washing machines reaching millions of consumers, 2) encouraging the use of quick cycles where time saving is a great consumer motivator to switch to this cycle and 3) designing detergents that perform at their best in the new high-efficiency machines. More than six million informational packets about the benefits of quick and cold-water washing cycles have been distributed globally to new machine purchasers. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1600115533936-BZ61USPR70PXUJ2H5A38/Chevron-logo.png Goal 13: Combat Climate Change - chevron Chevron is working to address the impacts of a changing climate by delivering affordable, reliable, ever-cleaner energy; reducing their climate action own emissions; and investing in lower-carbon energy breakthroughs. To learn more about how they are addressing climate change, go to chevron.com/sustainability/environment/climate-change https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562096250044-7Q3WF6P5HF3T22R4QG5U/Climate+Change+F.jpg Goal 13: Combat Climate Change http://www.businessfor2030.org/goal-14-conserve-oceans-1 daily 0.75 2021-01-05 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562005943056-2V53IS6SB1NXTKXLOM55/Walmart.png Goal 14: Conserve Oceans - Walmart Walmart’s commitment to sourcing sustainable seafood promotes collaborative efforts that bring together farmers, processors, importers, local governments, NGOs and manufacturers to develop region-specific fishery and aquaculture improvement projects. For example, National Fish & Seafood Inc., a Walmart supplier, has collaborated with the Sustainable Fisheries Partnership and Global Aquaculture Alliance to make it feasible for small farmers to become certified to globally recognized sustainability standards. Together, they’ve created the Small Farm Aquaculture Improvement Project (AIP), which assists scores of independent farmers in addressing important issues and achieving BAP certification. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562005883423-YAXXC9T61SFHUJHMVAPD/World+Ocean+Council.png Goal 14: Conserve Oceans - World Ocean Council The World Ocean Council (WOC) is the international, cross-sectoral alliance for private sector leadership and collaboration in ocean sustainable development, stewardship and science, i.e. “Corporate Ocean Responsibility” for the ocean 71% of the planet. Through the WOC’s “Smart Ocean - Smart Industries” Platform, leadership companies are improving our understanding of the ocean by using commercial vessels and platforms to cost effectively collect ocean, weather and climate data from the blue planet. This information supports the ability for the international community to understand climate change, measure, manage and protect marine biodiversity, and advance disaster reduction. To read more about other SDG goals WOC aims to reach by 2030, click here. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562005971159-SOEJ63IIDCLFXH0Y15TU/Walmart.png Goal 14: Conserve Oceans - Walmart Walmart aspires to have 100 percent of its fresh, frozen, farmed and wild seafood to be third–party certified by Marine Stewardship Council (MSC) or Best Aquaculture Practices (BAP), or managing a program in accordance with the Principles of Credible Sustainability Programs developed by The Sustainability Consortium, or actively working toward certification, involved in a Fishery Improvement Project or Aquaculture Improvement Project in the U.S., U.K., Canada and Sam’s Club U.S. To date, more than 90 percent of Walmart U.S, Sam’s Club U.S., Asda and Walmart Canada’s fresh and frozen, farmed and wild seafood is sustainably sourced in accordance with Walmart’s Seafood Policy (69 percent is certified by MSC and 95 percent of our farmed supply chain is certified by BAP). Additionally, 15 percent of their supply is involved in Fishery Improvement Projects, with plans in place to achieve sustainable certification. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562005845241-GMT6A9T7H4I1KDYBVK3Z/Cargill.png Goal 14: Conserve Oceans - Cargill With the release in 2019 of the latest Cargill Aqua Nutrition Sustainability report, Cargill shows measurable progress in its aqua nutrition business. Prepared in accordance with the Global Reporting Initiative (GRI) standards, the report captures important performance measures on environmental and social indicators. Based on a value chain approach, it broadens the perspective of sustainability beyond the direct impact of our operations and into wider societal impacts. As a major feed producer and contributor to food production, Cargill Aqua Nutrition is positioned to positively impact several of the SDGs, and has aligned its sustainability management and reporting to these goals. For 2019’s report, the business chose to highlight the SDGs that mirror its material sustainability topics, focusing on goals 2, 3, 8, 9, 12, 13, 14 and 17. More information is available at Cargill stories and Cargill sustainability. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609802438641-TFLUSTTPWVA2SLVSDBYA/Dow.png Goal 14: Conserve Oceans - Dow Dow has collaborated with the Ocean Conservancy for more than 30 years to remove debris and pollutants from oceans and waterways. In 2012, Dow and the Ocean Conservancy joined hands to form the Trash Free Seas Alliance® to identify ways to stop land-based trash from ever reaching the ocean. In 2017, Dow developed a trash bag made from post-industrial plastic scrap, opening doors for new, previously difficult-to-recycle packaging formats to enter the recycling stream. The bags were used to clean up beaches around the United States during Ocean Conservancy’s International Coastal Cleanup in September of 2017. The following year, Dow joined several other major global brands in becoming a founding investor in Circulate Capital’s $100 million effort to incubate and finance companies and infrastructure that prevent waste in oceans. In 2018, Dow announced its intention to further invest and develop new global initiatives and solutions that work to prevent and remediate plastic waste in the environment. The initiatives, announced in conjunction with the recent Our Ocean Conference in Bali, Indonesia, include Dow’s commitment to join several other major global brands to become a founding investor in Circulate Capital’s $100 million effort to incubate and finance companies and infrastructure that prevent waste in oceans. Dow also announced at the Conference that it intends to donate an additional $1 million to Ocean Conservancy over the next two years to support waste collection and recycling solutions in Southeast Asian countries. This money would be used for projects that build the capacity of local non-governmental organizations and partnerships with city leaders to develop, scale and replicate implementable solutions. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1609889020106-XMRP6GM5RU2GE1QW3MKQ/image-asset.jpeg Goal 14: Conserve Oceans - P&G Procter & Gamble is committed to help reduce the flow of plastic into our oceans. P&G has joined forces with organizations like The Ocean Conservancy's Trash Free Seas Alliance, The Ocean Project, The Recycling Partnership, The Circular Plastics Alliance and others to help people treat plastic waste as a resource rather than a throw away. In addition, P&G CEO, David Taylor, has been named chairman of the Alliance to End Plastic Waste, an international organization of 30 companies that have committed more than $1 billion to eliminate pollution in the ocean and elsewhere. The association focuses on bringing together businesses, governments and civil society to help end plastic waste. Some of Alliance to End Plastic Waste’s projects include: - Partnering with cities to design waste management systems in large urban areas where infrastructure is lacking, especially those along rivers - Developing an open source, science-based global information project to support waste management projects with data collection, metrics, standards and methodologies to help governments, companies and investors focus on and accelerate actions to halt plastic waste - Collaborating with intergovernmental organizations such as the United Nations to conduct joint training for government officials and community-based leaders to help pursue solutions - Supporting Renew Oceans to aid localized investment and engagement. The program is designed to capture plastic waste before it reaches the ocean from the 10 major rivers shown to carry the vast majority of waste to the sea. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562096318903-DU04KTG4KQICHINY1B2Y/Conserve+Oceans+F.jpg Goal 14: Conserve Oceans http://www.businessfor2030.org/goal-15-protect-ecosystems daily 0.75 2021-12-16 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006285106-LJ550KWJWC8K657YU6W1/Novozymes.png Goal 15: Protect Ecosystems - Novozymes The Novozymes Supplier program on responsible sourcing seeks to ensure that our directly sourced agricultural raw materials do not come from locations that contribute to further deforestation. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006139592-I4ITFL55AYNVL4ZMYXDR/Pirelli.png Goal 15: Protect Ecosystems - Pirelli Pirelli has developed a partnership with its Supplier Kirana Megatara, a major Indonesian rubber processor, to support natural rubber farmers (second-tier in Pirelli’s supply chain) through quality training aimed at enhancing rubber trees’ productivity as a base to not only enhance farmers’ earnings, but also to prevent deforestation risks linked to low productivity. The program also involves the distribution of scholarships to support education for the farmers’ children. Today, around 6000 farmers are involved in the program. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006463199-Y0VEE8WZMXVLRNBL2RDM/Novozymes.png Goal 15: Protect Ecosystems - Novozymes Novozymes supports the United Nations Convention on Biological Diversity (CBD) in terms of the fair and equitable sharing of the benefits arising out of the utilization of genetic resources. Novozymes acknowledges and respects the principles of both the CBD and the Nagoya protocol and the company has internal procedures to ensure that it lives up to its commitments. Novozymes promote fair and equitable sharing of the benefits arising from the utilization of genetic resources and promote appropriate access to such resources, as internationally agreed. We are regularly assessing outcomes of CBD meetings and with a view to undertake a broader strategic discussion on its management and reporting of biodiversity issues. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006082999-PYV70IQ6WCPBB36LNR18/Chevron.png Goal 15: Protect Ecosystems - Chevron Natural diversity in ecosystems provides many benefits to human life. Yet biological diversity, or biodiversity, faces threats in many places. Chevron recognizes the importance of conserving biodiversity. In all of its operations, Chevron strives to conserve biodiversity by avoiding and reducing potential harm to sensitive species, habitats and ecosystems. This commitment is exemplified in Chevron Australia’s Gorgon Project on Barrow Island, a Class A Nature Reserve, which is home to 24 species and subspecies found nowhere else on Earth. Chevron Australia’s key environmental objective is to protect the conservation values and maintain the biodiversity of Barrow Island and its surrounding waters. In response to the risk of introducing non-indigenous (non-native) species to Barrow Island, Chevron has developed a comprehensive Quarantine Management System (QMS) aimed at protecting Barrow Island and its surrounding waters. The Western Australian Environmental Protection Authority considers the QMS ‘likely to be world’s best practice’. Quarantine management prevents the introduction of non-indigenous animals and plants that could potentially establish on the island, predate native species or compete with them for food, water and shelter. Together with the broader scientific community, specialist environmental consultants and relevant government regulatory agencies, Chevron has developed a system to screen more than 10 million employee meals, 55,000 shipping containers, and 335,000 passengers to Barrow Island. As a result, there have been zero introductions or proliferations of nonindigenous species on the island or in its surrounding waters since the Gorgon Project began. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006170981-9MRS6D5Q5S1ZTV8TIM7G/P%26G.png Goal 15: Protect Ecosystems - Procter & Gamble P&G has used its procurement practices to ensure the sustainability of the world’s forest resources. As part of the Consumer Goods Forum, P&G has committed to help achieve zero net deforestation by 2020 through three strategic commodities where sourcing practices can have the greatest impact on ensuring responsible use of the world’s forest resources: wood pulp for tissue and absorbent hygiene products, wood pulp used in paper packaging and palm oil for laundry and beauty products. As of 2019, P&G now has 100% of their virgin wood fiber used in tissue/ towel and absorbent hygiene products third-party certified. Additionally, 99% of the volume of paper packaging reported by P&G’s suppliers was either recycled (85%) or third party-certified virgin content. For palm oil, P&G continues to advance progress in their three-pillar strategy: supplier management, smallholder program and industry influence. Currently, the company has traced over 98% of their supply chains to Palm Oil Mills, maintained 100% Roundtable on Sustainable Palm Oil (RSPO) certification for palm oil/ palm oil derivatives and remains on track to purchase 100% of their palm oil derivatives as RSPO Segregated (SG) by the end of 2020. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1573668439490-7QH6SYCPXLLK8S27WU8Z/rsz_croplife_international_logo_cc_rgb_ps_square_002_-_oo+-+RESIZE.jpg Goal 15: Protect Ecosystems - croplife international CropLife International and its membership are committed to work with partners on evidence-based approaches to ensure a healthy pollinator population. For instance, CropLife India partnered with the Indian Council of Agricultural Research (ICAR) and one of its extension facilities, Agricultural Development Trust (KVK) Baramati to provide farmers with rental beehives during the flowering season to increase crop pollination and, ultimately, yields. The Madhu Sandesh project provided knowledge and practical advice to farmers and beekeepers, helping them to use crop protection products appropriately to ensure the bees and other wild pollinators were not harmed. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006240943-CD9ZWZV63R5KPXLM073C/Cargill.png Goal 15: Protect Ecosystems - Cargill Cargill has pledged to eliminate deforestation across our entire agricultural supply chain, halving it by 2020 and ending it completely by 2030. In 2014 Cargill endorsed the New York Declaration on Forests, and in 2015 we issued a global Policy on Forests, and we are diligently working across our supply chain to meet our goal. For example, in palm oil, we are on track to a fully traceable, transparent and sustainable supply chain by 2020. Today, 94 percent of our supply is traceable to the mill; and 42 percent is traceable to the plantation. In cocoa, 45 percent of our supply is third-party certified and we are working with growers to increase sustainable practices through our Cargill Cocoa Promise and now the Cocoa & Forests Initiative, of which we are a member. We launched a new partnership with World Resources Institute’s Global Forest Watch in 2016 to map nearly 2,000 Cargill sourcing areas for cocoa, palm and soy across 14 countries to establish a baseline for tree cover loss as of 2014 that we can use to help measure and track our progress against our implementation plans. For more information, see Cargill’s 2020 Annual CFI Progress Report. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/ead11b60-e255-43ed-b20b-5d3c1588fbae/syngenta.jpg Goal 15: Protect Ecosystems - Syngenta Syngenta is promoting conservation practices based on minimum soil disturbance, crop rotation, permanent ground cover, and biodiversity enhancing landscape management through e.g. multifunctional field margins. These are aimed at preventing, halting, and reversing land degradation by contributing to organic carbon storage, water retention and soil biological activity, and planting rich habitats on marginal and less productive farmland alongside fields and waterways to create interconnected habitat infrastructures. In its first Good Growth Plan (2014-2019), Syngenta enhanced biodiversity and soil health in over 20 million hectares of farmland. Building on the lessons learned from its first plan, Syngenta launched a new Good Growth Plan in 2020. The new plan puts the urgent fight against climate change and biodiversity loss at the heart of farming’s productive future. In this plan, Syngenta has committed to accelerate innovation to provide solutions to farmers to make agriculture more resilient and sustainable. For more information, click here. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562096395475-2ZQDDU7ZP7T1KTM1Z77H/Ecosystems+F.jpg Goal 15: Protect Ecosystems http://www.businessfor2030.org/goal-16-promote-justice-1 daily 0.75 2020-06-15 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006599580-WYDRUMAFFZS7EEZN8PM0/B%26MK.png Goal 16: Promote Justice - Baker & McKenzie Baker & McKenzie, operating in 46 countries, is partnered with the UNGC, and corporate leaders such as Unilever, Nestle, Lexis Nexis and others to develop and publish a Business for the Rule of Law Framework document. This Framework was launched at the UNGC Business Leaders Summit in June 2015 as a complement to government action. The Leaders Summit will convene more than 2,000 of the world’s foremost corporate sustainability leaders to discuss and debate the values of the UN, the future of multilateralism and the role that principles-based business can play in driving progress on the Global Goals. It was the culmination of global consultation engaging 400 senior representatives in 20 countries, government officials, legal practitioners, academics and civil society. The Framework provides guidance on how business can respect and support the rule of law in a way business can relate to. It provides a business case, practical examples and guidance on how to get started including approximately 100 case examples. It is a practical tool that any business can use. As a second phase, Baker & Mckenzie's team of corporate leaders are planning activity around the globe to promote the Framework within the business community. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006558849-QIYHW636SW1DN4Y32VRC/Ericsson.png Goal 16: Promote Justice - Ericsson Teaming up with the Whitaker Peace and Development Initiative (WPDI), Ericsson promotes peace in conflict-prone regions through youth engagement. Ericsson and WPDI train young individuals in peaceful ways to facilitate change in their communities. Complimenting WPDI’s training in conflict prevention and reconciliation, Ericsson provides ICT training that helps youth stay connected and share their experiences while developing ICT skills for future employment. The program operates in South Sudan, Uganda and Mexico. In Tijuana, Mexico, WPDI launched the Harmonizer Program in 2014 with the hopes of curbing urban violence and conflict. Thirty-five Ericsson volunteers in Mexico are training the program participants in ICT and social media. To date, 34 youth have graduated with new skills in conflict resolution, leadership, and ICT usage. Harmonizer will expand to Mexico’s Chiapas state this year. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006671253-EI1P7APVNHRK1LQ9CQPE/Pirelli.png Goal 16: Promote Justice - Pirelli Pirelli is committed to transparency in its Tax Governance approach and its tax position. Public statements and disclosures on its tax situation and tax payments are made in accordance with the relevant domestic regulations, as well as the applicable reporting requirements according to international accounting standards and other international rules (such as IFRS, OECD Guidelines). Pirelli refrains from the utilization of any secret offshore jurisdictions or tax havens for tax avoidance purposes. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006746725-VU8PK0ZDJJLRQNDRD8AB/GE.png Goal 16: Promote Justice - General Electric GE works actively to support stronger rule of law around the world. Key areas of focus include anticorruption; legal and administrative transparency and predictability; independent judiciaries; and fair and effective dispute resolution. In Myanmar in particular, GE has worked to build capacity for public officials and private sector leaders by supporting training on competition policy, transparency and procurement practices. GE has also trained civil society advisers on rule-of-law concepts to prepare them to engage with government officials on policy matters. These initiatives will also include training government officials involved in public procurement. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006702875-QKJ92M040C1V5LAHF3KW/Novozymes.png Goal 16: Promote Justice - Novozymes Business integrity, anti-corruption, anti-trust and responsible policy engagements are critical issues for Novozymes from both a legal and business ethics perspective. As a responsible global company, we are committed to fair business practices and upholding the values of transparency and accountability. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006799572-6EE06S0OGK5470K5RRMD/Microsoft.png Goal 16: Promote Justice - Microsoft Microsoft developed a tool – PhotoDNA – which creates something like a fingerprint of an image which can be compared with the signatures of other images to find copies. The National Center for Missing & Exploited Children (NCMEC) and online service providers such as Microsoft and Facebook currently use PhotoDNA to help find, report and eliminate some of the worst known images of child pornography online. The Microsoft Digital Crimes Unit has partnered to make Microsoft PhotoDNA image matching technology available to law enforcement at no cost to help enhance their child sex abuse investigations, particularly through its integration into the Child Exploitation Tracking System (CETS), a collaborative global law enforcement program which helps law enforcement agencies follow hundreds of suspects at a time and eliminate duplication, making it more efficient for the agencies to follow up on leads, collect evidence and build cases against suspected child pornographers. CETS is currently used by agencies in Australia, Brazil, Belgium, Canada, Italy, the United Kingdom and the United States. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562006849889-GSVFSGVLTOP9DPSUMMGS/Microsoft.png Goal 16: Promote Justice - Microsoft Microsoft has publicly advocated for marriage equality in places in which it has facilities and employees. It has joined various major local and global companies to publicly support the passage of legislation recognizing marriage for same-sex couples, including in its home country in North America and globally. Such efforts included publicizing the business case for supporting marriage equality on its blog, writing letters of support and submitting a ‘friends of the court’ brief to the Supreme Court of the country to strike down state bans on same-sex marriage. The company’s actions are based on the conviction that discrimination of any kind is a business issue affecting morale and productivity and the company’s access to talent. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1552572386685-JH5SY2VY1YADZDDQ3Q6F/justice.jpg Goal 16: Promote Justice http://www.businessfor2030.org/goal-17-moi daily 0.75 2020-06-15 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562007386542-1ACUNL5Q8HQJY454D94K/Google.png Goal 17: Strengthen Means of Implementation - Google Google strongly supports the Internet Governance Forum, a medium through which multiple stakeholders can convene on key Internet governance and policy issues. The IGF advocates for democratic and transparent processes, encouraging participants from both the private and public sectors. In order to fund the forum, Google established the “Friends of the IGF Fund” through the Tides Foundation. Contributors to this fund include Intel and Facebook. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562007314386-PITDWXCH3PC4L7FU07C3/International+Finance+Corp.png Goal 17: Strengthen Means of Implementation - International Finance Corporation Blended finance investment solutions capitalize on partnerships among diverse actors, including international organizations, development co-operation agencies and private enterprise. An example of such a partnership is the Women Entrepreneurs Opportunity Facility, launched in March 2014 by the International Finance Corporation and Goldman Sachs 10,000 Women. This is the first of its kind global facility dedicated to expanding access to capital for women-owned small and medium enterprises. Through the facility, the International Finance Corporation aims to invest up to USD 600 million in financial institutions that are committed to expanding their financial services to small and medium enterprises owned by women in emerging markets. But as of June 30, 2018, IFC has made over $1.1 billion in investments in 41 financial intermediaries in 29 countries--surpassing its original $600 million target. It has also funded nine advisory projects in nine countries with total project value of $4.2 million. It also aimed to signal the relevance of this asset class to the broader investor market. The funding for the facility also includes USD 50 million of blended finance from Goldman Sachs’ 10,000 Women to create performance incentives for financial institutions to boost their lending to this segment, and to support capacity building among financial institutions and women borrowers. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1573668466438-2B0CXI07378ZV5R7ESAT/rsz_croplife_international_logo_cc_rgb_ps_square_002_-_oo+-+RESIZE.jpg Goal 17: Strengthen Means of Implementation - CROPLIFE INTERNATIONAL CropLife International and its global network have developed more than 300 training partnerships with governments, NGOs and donors and others to ensure farmers are able to grow healthy crops sustainably. Click on the following links to see CropLife International’s showcase projects in Ethiopia, Vietnam, West Africa, Honduras and India. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562078750933-Y7ZN03014TFLRNEB4GBJ/Cargill.png Goal 17: Strengthen Means of Implementation - Cargill Cargill has worked with the World Food Program USA (WFP USA) and the United Nations World Food Programme (WFP) globally since 2001, providing more than $12 million in support to improve the health and nutrition of people in need in Africa, Central and South America and Asia. In addition to supporting famine response in 2012 and 2017, Cargill is working to advance long-term food and nutrition security. In 2016, Cargill announced a new two-year, $1 million effort to support WFP’s Homegrown School Meals Program in Honduras, Indonesia and Kenya. This new initiative will work with schools and local governments to improve the school meal nutrition and connect local farmers to the supply chains. More information is available at Cargill stories and Cargill sustainability. Cargill recognizes the complex social, economic and environmental issues facing our world. Due to the complexity of these issues, we form partnerships to provide meaningful impact in our communities and across our supply chains. We contribute our knowledge, skills, financial and technical support to our partnerships and believe our contributions can help deliver long-term solutions. That’s why our partnerships are focused primarily to help us advance our priorities of nourishing our world, protecting our planet and enriching our communities. We typically identify partner organizations that align with our business interests, solve real and underlying problems, engage our employees, provide opportunities to collaborate with customers and other stakeholders, and allow us to make a distinct contribution to help create solutions. In fiscal year 2019, we granted $61.3 million in total charitable contributions provided across 56 countries. For more information, visit Cargill’s 2019 annual report. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562007001589-93RTWUSUQUT3EYD6HA0Q/Mastercard.png Goal 17: Strengthen Means of Implementation - MasterCard Governments with cash heavy economies are unable to maximize tax revenue or monetary policy. With 85% of the world’s retail transactions still done in cash and check, MasterCard is actively working to build a World Beyond Cash where more people have access to and use electronic payments. Economies that successfully shift away from cash can help governments increase domestic revenue that can be mobilized toward development goals. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562078384683-GT5PSRFJPO00DPN9UGRL/Mars.png Goal 17: Strengthen Means of Implementation - Mars At Mars, we believe everyone working within our extended supply chains should earn sufficient income to maintain a decent standard of living. One way we’re making progress is through the Farmer Income Lab, an open-source “think-do-tank” that will enable Mars and others to leverage our unique human, social and financial resources to identify and activate solutions needed to eradicate smallholder poverty in global supply chains. The Lab invests in research and brings together diverse stakeholders to ask questions, create solutions and inspire results-oriented action. It is guided by an advisory panel of experts from academia, nonprofit and intergovernmental organizations – with Oxfam, the University of Wageningen Center for Development Innovation and Dalberg Advisors as core partners. This year, the Lab’s focus is on identifying effective actions that buyers can take to enable smallholder farmers in global supply chains to meaningfully increase income. This will culminate in a ‘What Works’ publication, providing an overview of promising models, sourced from academic literature and stakeholder dialogues, that increase incomes and demonstrate what factors are most successful. Our commitment to increasing incomes is part of Mars’ Sustainable in a Generation Plan, a $1billion investment to accelerate sustainable growth in alignment with the UN SDGs. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562078789000-VP8L8QUE1MHH3WPB4BUB/Novozymes.png Goal 17: Strengthen Means of Implementation - Novozymes Novozymes’ corporate strategy is called Better Business with Biology because the company is committed to doing its part to solving the challenge of ensuring good standards of living for a growing population without depleting the world’s resources and accelerating climate change. Novozymes is active within the UN Sustainable Energy For All (SE4All) initiative and started the Sustainable Bioenergy Accelerator, with the UN Food and Agriculture Organization (FAO), Roundtable on Sustainable Biomaterials (RSB) and other international organizations. The group works to accelerate the use of sustainable bioenergy for power and fuel, whilst considering agricultural resources, sound environmental management, economic growth rates, energy and food security needs, financing mechanisms and policy frameworks. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562078591321-CUTPICM9BQ703J5G2CMA/Pirelli.png Goal 17: Strengthen Means of Implementation - Pirelli Pirelli constantly strives to achieve the highest levels of product safety. The company’s commitment to road safety goes beyond the tire, with numerous training and awareness programs as well as ongoing research into innovative technological solutions for sustainable transportation. In addition to the numerous training activities the Company has organized during the last few years, in June 2016 Pirelli signed a four-year agreement with FIA in support of the “FIA Action for Road Safety Campaign” whose main objective is to raise awareness on safe driving. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562078625164-44W8DI4XHNL1K5UZDSLD/Mastercard.png Goal 17: Strengthen Means of Implementation - MasterCard MasterCard co-created a new end-to-end technology solution with humanitarian aid organizations to distribute aid swiftly and safely even in the absence of connectivity. The MasterCard Aid Network has already been in field where it has helped 15,000 people in Yemen and 9,000 people in the Philippines receive aid through programs managed by Save the Children and World Vision, respectively. At its core, MasterCard Aid Network is a digital, non-financial service that organizations can use to provide basic human needs such as food, shelter and healthcare to impacted populations. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562078538924-X05WP1D54HEXG7T97744/Novozymes.png Goal 17: Strengthen Means of Implementation - Novozymes Novozymes is committed to partnering for sustainability impact through a diverse array of partnerships with multilateral institutions as laid out in its Partnering for Impact strategy. Novozymes collaborated with the World Business Council for Sustainable Development and other partners to help launch below50 – a partnership to promote the use of more sustainable low-carbon transportation fuels. Novozymes has been a leader of Sustainable Energy for All (SE4All), the World Bank-U.N. led initiative that seeks to transform the global energy sector by ensuring universal access to modern energy services, double the rate of improvement in energy efficiency and double the share of renewables in the global energy mix by 2030. Novozymes is an active partner of the Sustainable Food Platform, an initiative under the P4G partnership that aims to rethink market-based solutions for food and nutrition security in Africa. In 2019, the partnership developed its first product idea for a healthy, nutritious and affordable biscuit, in which Novozymes’ enzymes enable the addition of protein-rich flours. In 2019, Novozymes supported the implementation of the Renewable Energy Directive (RED II) in Europe. In partnership with industry organizations, Novozymes focused on maintaining direct dialogue with influencers and policy makers to advocate for the use of renewable fuels. Finally, Novozymes has been a signatory to the UN Global Compact since 2001 and has demonstrated its support for broader U.N. goals and issues by engaging with various U.N. initiatives (e.g. PRME), working groups such as Caring for Climate, and regional networks in the Nordic region, India, Brazil, China and North America. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562078884747-J9H6PKCG69INLHFL54OB/Mastercard.png Goal 17: Strengthen Means of Implementation - MasterCard MasterCard has launched The MasterCard Labs for Financial Inclusion, the first of its kind innovation R&D hub, based in Nairobi, with support from the Bill & Melinda Gates Foundation. This Lab is working with local entrepreneurs to create commercially-viable financial products and services that reach 100 million people living in poverty, including small and micro merchants. Working with the Internal Finance Corporation (IFC), MasterCard has established a USD $250 million risk participation facility to help emerging market banks participate in the MasterCard network and issue prepaid, debit and credit cards to people previously unable to access electronic payments. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562007245816-I1YKM3XVQCC7PYCDLFGD/Mastercard.png Goal 17: Strengthen Means of Implementation - MasterCard MasterCard is building a multi-sector effort designed to support the emergence of inclusive financial services systems in an entirely different way, altering the nature and mix of funding from traditional types of support e.g. equity or grant funding in isolation. Together, these entities will select target markets to deepen financial inclusion, design a country-specific “ecosystem map” to scale financial inclusion and offer coordinated funding to accomplish the following in a more holistic way: — Market- level transformation in financial inclusion; — Investment in a coordinated set of interventions against highly targeted country research; — A “blue print” for engaging all the players necessary to scale products and services for the under-served aligned with key stakeholders’ strategic areas of interest and core competencies; — Identification of a high potential portfolio of companies whose participation in the financial services ecosystem can create a positive, “chain reaction” that will accelerate market evolution. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562078852094-HNKNGGT22ZXI4Z4FY0VW/Chevron.png Goal 17: Strengthen Means of Implementation - Chevron Chevron is one of the leading pioneers in public-private partnerships and continues to innovate in this space. Its journey began when it established the Angola Partnership Initiative (API) in 2002, partnering with international aid agencies such as USAID and UNDP to help rebuild Angola after years of civil war. The initiative focused on development programs to improve health and education, build the capacity of Angolan non-governmental organizations and government development agencies, and help reduce poverty through agribusiness and the development of micro, small and medium-size enterprises. Chevron has continued to improve and refine its partnership model, and now has active public-private partnerships in many countries, including major initiatives in the U.S., Kazakhstan, Nigeria, Bangladesh, and Thailand. 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Hello Science https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590171051783-YSBKJ1KF2JKJ9JBXZA5E/HHR-Logo-Color_HR.png Explore by Company - Hilton https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1589477093175-UP4RZAYO0FEYFWVYKSVA/IBM%2BLogo%2Bfor%2BAcclaim%2BProfile.png Explore by Company - IBM https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1586453033909-2RM80ZJ22Z391YO17LH5/320px-Intel-logo.svg.png Explore by Company - Intel https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562007314386-PITDWXCH3PC4L7FU07C3/International+Finance+Corp.png Explore by Company - IFC https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354544185-YXPISSXLGSHI2RFGOPP7/Juhudi+Kilimo.png Explore by Company - Juhudi Kilimo https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561480753667-ZJHNF40E65SCGIDSNKDP/Levi%27s.png Explore by Company - Levi's https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560358933635-4IJ90K0G139FSPLSODHM/Life+Spring.png Explore by Company - 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Philip Morris International https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560354249892-KA5CJ10GIJZP87WCFBSV/Philips+Health+Care+Systems.png Explore by Company - Phillips Healthcare Services Ltd. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1562078591321-CUTPICM9BQ703J5G2CMA/Pirelli.png Explore by Company - Pirelli https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561491837124-PCH6YG07OIY7UXFGUDR1/PPL.png Explore by Company - PPL Corporation https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1560359338525-EIXZM6TU7HUXM26BWL1N/Qualcomm.png Explore by Company - Qualcomm https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590170181769-A54ZB2517A7KHXFWVM3K/brand.gif Explore by Company - Randstad https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561579931961-CPQRIEB5GZFJ3P3J3MQN/S+Group.png Explore by Company - S Group https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1561403574636-WNG1IM0YII2TFQ6NVKR5/Solar+Now.png Explore by Company - 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Walmart https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1470161292295-6QC2JQ1M7Z020ZUDC7IX/WOC.png Explore by Company - World Ocean Council https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1590102555488-XAOU5JX1170PKEIUXYLH/zurich.png Explore by Company - Zurich http://www.businessfor2030.org/bayer daily 0.75 2021-12-17 https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/f2decd75-48b0-46d5-b29c-b238b53fa8c3/02%2BNo%2BHunger.jpg Bayer - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/460f882d-3fab-4a84-bf0d-d3245d925bb4/Logo_Bayer.svg.jpg Bayer https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/b186660f-cd05-4f70-9ed5-cd45441d8603/06%2BClean%2BWater%2Band%2BSanitation.jpg Bayer - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/7c7a9aa0-e8de-433f-8b01-b123a8de5188/images.jpg Bayer - 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Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/eee98763-bb4e-428d-a679-be645ea42233/18-183391_facebook-icon-dark-free-vector-icons-facebook-circle.jpg Bayer - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1ad8613c-f665-45de-a723-0534d4968821/instagram-circle-clipart-1.png Bayer - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/55e45319e4b0fe8647d43b01/1639680307657-EQBL2WTGBJWG70Z14R1Q/Customer-References-industry-Agriculture.2321487aa2f2aa9a704c404071caba0949fa46d7.jpg Bayer