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OWN THE CONVERSATION DRIVE THE CHANGE

Global Goals

Conversation Kit

CONTENTSINTRODUCTION

What is this kit?Project overviewWhat is included

PART ONE: PLANNING THE CONVERSATION

The leader’s roleConversation formatsWorking towards the ambition Action-provoking questionsLeaders have their say

PART TWO: THE GLOBAL GOALS

What are the Global Goals?What is the business case for using the Global Goals?How can the Global Goals be used?

The 17 Global Goals: Facts, Actions and Impact StoriesGlobal Goal 1Global Goal 2Global Goal 3Global Goal 4Global Goal 5Global Goal 6Global Goal 7Global Goal 8Global Goal 9Global Goal 10Global Goal 11Global Goal 12Global Goal 13Global Goal 14Global Goal 15Global Goal 16Global Goal 17

PART THREE: COMMUNICATIONS RESOURCES

Sharing on social media Global Goals videoEmail templates

REFERENCES

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OWN THE CONVERSATION. DRIVE THE CHANGEINTRODUCTION

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Not enough businesses are aware of, or strategically engaging with, the United Nation’s Sustainable Development Goals (SDGs or Global Goals) in order to meet the targets set for 2030 (Towards the Tipping Point report, BITC 2018; BITC Responsible Business Tracker research, 2019).

Leaders who want to act need to engage their peers in taking action, accelerating progress to deliver on the Global Goals by 2030. Business leaders are bombarded with information whereas a conversation with other business leaders will create a moment to identify and reflect on what to change and how to act.

Through this project, to support the delivery of the Global Goals, BITC is

creating the catalyst needed to instigate conversations to drive action.

BITC’s ambition is for a hundred senior leaders to commit to facilitate these conversations, one within their own business and one with a business partner. This will help us to reach at least 200 businesses by September 2020 and scaling reach beyond this. These conversations will in turn drive greater awareness and strategic engagement to prompt the scale of action needed to deliver on the Global Goals.

PROJECT OVERVIEW

WHAT IS THIS KIT?This is a toolkit designed to help business leaders run strategic conversations, prompting the scale of action needed to deliver on the Global Goals.

https://sustainabledevelopment.un.org/?menu=1300

https://www.bitc.org.uk/resources-training/resources/research/towards-tipping-point-global-goals-guide-business


https://www.bitc.org.uk/resources-training/resources/research/report-responsible-business-tracker%C2%AE-insights-raising-bar



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WHAT IS INCLUDED IN THIS PACK?This pack is made up of three parts.

Part One: Planning the conversations

Provides the information needed to plan and organise the conversations.

Part Two: The Global Goals

Offers a wide overview of the Global Goals to equip business leaders with the relevant content to shape and deliver the conversations.

Part Three: Communications resources

Provides collateral that businesses may find useful in both setting up conversations and communicating externally about their involvement.

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PART ONE: PLANNING THE CONVERSATION

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OWN THE CONVERSATION. DRIVE THE CHANGEPART ONE: PLANNING THE CONVERSATIONS

THE LEADER’S ROLEWe are looking for leaders with business decision-making power. They do not have to be a sustainability expert or leading on the Global Goals, but they do have to be passionate about creating a better world and have enthusiasm for meaningfully engaging with the Global Goals.

EXPECTATIONS?

Those participating are expected to deliver two conversations: one internal with the aim of fostering an ambition for themselves or for the business; and one external to encourage external business contacts to host their own conversations. The conversations can take several formats, and could be with a senior colleague, part of a board meeting, an agenda item on a client meeting or a workshop. The content is flexible.

Through the internal conversation, businesses are asked to set themselves an ambition to contribute to the Global Goals. Please refer to page 6 for more information.

Through the external conversation leaders are asked to engage another business in taking action on the Global Goals.

Once the conversations have happened, BITC will follow up periodically with the leader or a main contact at:

The Start

A survey will explore the business’ awareness of the Global Goals and the next steps set as a result of the conversation.

(For the external conversation, leaders will be asked to share the name of the business spoken to).

Three Months

A survey to identify progress on internal steps and ambition.

Six Months

An interview to build an impact story based on the company’s journey over the previous six months.

As the conversations take place BITC will record and communicate the progress made to build momentum.

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CONVERSATION FORMATS BITC is not prescriptive in relation to the content and structure of the conversations. The content in this kit is designed to be as flexible as possible to help leaders make the conversation relevant to the audience.

One of the most important measures of success of this project is the ambition fostered following internal conversations. We want to be able to tell the story of the journey being taken as well as recognise and celebrate progress. Keep this in mind when approaching internal conversations.

We also encourage sharing conversations on social media using #GlobalGoals and #owntheconversation – for more details see the social media examples in the communications resources section of this kit.

Internal conversationTo introduce the Globals Goals and explore opportunities to communicate, engage and innovate:

• A one-to-one meeting with another business lead, speaking directly with a member of the board, corporate responsibility (CR) committee or a business function leader (such as operations, HR, marketing, R&D)

• A one-to-many meeting with a specific team or function such as operations, HR, marketing or R&D to workshop ideas with a specific function

• A one-to-many meeting with a group of business leads such as CR committee, function leads or executive team to workshop ideas across the business

External conversationTo engage other business leaders to take action on the Global Goals:

• A one-to-one conversation with an external business leader such as a business partner, client or supplier to encourage them to host their own conversations on how to contribute to meeting the Global Goals

• A one-to-many conversation with a group of leaders to approach a Global Goals opportunity or discuss the challenges collectively such as within a sector or those with shared material issues

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By signing up to be part of ‘Own the Conversation. Drive the Change’ we expect leaders to be advocates for the Global Goals. While the objective of the external conversation is to encourage another conversation, the objective of the internal conversation is to foster immediate action and set an ambition for contributing to the Global Goals. This ambition should be future focused and identified as relevant to the business. The leader will commit to collaborate with others in the business to work towards achieving the ambition.

WORKING TOWARDS THE AMBITION

BITC SUGGESTS:

• In the 24 hours following the conversation, set the next steps and action one such as email a colleague or set up a call

• Within the first three months, take the next steps such as set up a working group, or decide the Global Goals you will focus on

• Within six months set or report back on an ambition, for example, review a business process, make a recommendation, trial a new way of working or commit to long-term action

AS AN EXAMPLE:

AMBITION: removing single-use plastic from own-brand products (SDG 8, 12, 14)

• set up a meeting with research and development (R&D) or procurement colleagues

• one to three months: working group to develop a plan

• six months: launch a pilot in a selection of stores

AMBITION: reviewing hiring processes to remove any barriers to employment for disadvantaged groups (SDG 5, 8, 10)

• set up a meeting with the HR director

• one to three months: identify disadvantaged groups to focus on and engage them in the review process

• six months: launch a formal review of employment processes, to change recruitment practices

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ACTION-PROVOKING QUESTIONS FOR INTERNAL CONVERSATIONSQuestions to provoke thought and action when you are speaking with colleagues from a particular function. These are examples for inspiration, not an exhaustive list and therefore won’t apply to every business structure.

You can apply most of these questions to all the Global Goals or adapt and focus on the most relevant Global Goals for the business.

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General• How are we using the Global Goals?

• How are we responding to the climate emergency?

Marketing communications• How can we raise awareness of the Global Goals?

• Can we develop partnerships with external stakeholders to promote the Global Goals agenda?

• Can we use our marketing to engage consumers in sustainability to help meet the Goals?

Internal Comms• Are colleagues aware of the Global Goals?

• Are colleagues aware of our work on the Global Goals?

• Are colleagues engaged in our work on the Global Goals?

Procurement• How can we use our purchasing power to actively contribute to meeting the Global Goals?

• How can we support our suppliers to contribute to the Global Goals?

• Are our suppliers incentivised to act on the Global Goals?

• Are there collaboration opportunities with suppliers to act on the Global Goals together?

IT / Facilities• How can we reduce the carbon impact of our operations? Can we be restorative?

• How can we manage our direct and indirect water usage?

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ACTION-PROVOKING QUESTIONSFOR INTERNAL CONVERSATIONS

Investor relations• How can we influence our investors to consider a company’s contribution to the Global

Goals in their investment decisions?

HR• Are our recruitment and progression processes accessible to those currently

underrepresented in our business? How can they be changed?

• How could we have responsible business targets and objectives integrated into people’s appraisals and performance management, at all levels of seniority?

Corporate Affairs• How do we collaborate directly with government or other stakeholders to meet the

Global Goals at a policy level?

Finance• How do we ensure that our pension funds align with our commitments to

responsible business?

• Are risks and opportunities around the Global Goals taken into account when making large capital investment decisions?

• Do we understand the financial impact on our business of not acting on the Global Goals?

• How does failure to show leadership or action on the Global Goals affect performance related pay?

Strategy• Which of the Global Goals are directly influenced or impacted by our business?

• How can we embed the Global Goals within our company purpose?

• Have we as leaders clearly defined our ambition around the Global Goals and how to incorporate this into the strategy of our business?

Risk • Do we understand the risks around failure to act on the Global Goals?

• How have we incorporated natural risks (e.g. disaster) into the corporate risk register?

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LEADERS HAVE THEIR SAYBITC asked some of the leaders taking part to give us a quick overview of the Global Goals from their perspective.

SAKER NUSSEIBEH

KEYGOALS:

Why are you passionate about the Global Goals? Delivering on the Global Goals is at the heart of our purpose as an investment firm. It is our industry’s duty to our investors and society.

What area are you particularly passionate about? The dignity and respect the Global Goals give every human being and our common home on Planet Earth.

Why are you Owning the Conversation? The Global Goals will only be successful as a joint enterprise. It needs everyone to play their part.

What would you like to happen as a result? Realise the potential of the workforce to better them, the economy and society.

Chief Executive, Hermes Investment Management

Why are you passionate about the Global Goals? The SDGs describe the type of world that I would like to be part of where everyone’s life is made better. These might be aspirational but I am hopeful that we can change the world and make it a better place for everyone.

What area are you particularly passionate about? Leading a commercial company means I must concentrate on the commercial realities of life; WBA must make a profit so that it can support the SDGs. The SDGs are always there reminding me and the whole company how we should go about our daily commercial activities. As a health care company we focus on the health and quality of life of people around the world.

Why are you Owning the Conversation? Because of SDG 17, and collaboration. I have learned that the impacts that we make are so much greater when we collaborate with others. WBA has for many years supported a range of cancer initiatives and yes we have made progress, but this is nothing compared to the impact we are now having by getting these charities working together. I want to communicate more broadly the successes that can be achieved by all parties working more closely together to solve problems. The creation of partnerships allows you to achieve goals and make impacts that would be unthinkable if you are working on your own.

What would you like to happen as a result? Improved communication and information sharing, particularly between companies that have already published similar goals and targets. Organisations being prepared to sacrifice what they are currently achieving for the greater prize that exists.

ORNELLA BARRA

KEYGOALS:

Co-Chief Operating OfficerWalgreens Boots

AllianceGroup

All 17 Global Goals

EDUARDO MARTINEZ

KEYGOALS:

Why are you passionate about the Global Goals? The Global Goals are unifying the world towards a common cause to come together to find solutions to our most pressing societal challenges.

What area are you particularly passionate about? Equality: assuring that all people are valued and respected and can live a life of dignity and prosperity with their families and loved ones.

Why are you Owning the Conversation? The ideals of the Global Goals represent the values for humanity that have been part of UPS since the company was founded and those that I hold dear in my own life.

What would you like to happen as a result? My goal is help foster more, impactful public-private partnerships with civil society and other community stakeholders in order to collectively find solutions to advance the Global Goals.

PresidentThe UPS Foundation

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LEADERS HAVE THEIR SAY

SAM BAKER

KEYGOALS:

Why are you passionate about the Global Goals? SDG 13: there is no future for us unless we take urgent action. SDG 5: any future needs more balance, and I have three girls. SDG 17: we need a better way of demonstrating progress against the goals.

What area are you particularly passionate about? SDG covers partnerships but also measuring and managing progression against the goals. Both so critical, but both needing huge focus to resolve.

Why are you Owning the Conversation? This has to be both a collective effort and individual effort. I want to be at the centre and feel I am making a difference even if in a very small way.

What would you like to happen as a result? For the SDGs to be embraced by organisations and all their stakeholders, for effective systems and data to be in place to make the link between activity and impact to be clear, and for that link to be transparent for companies to compete on this basis.

Partner, Monitor Deloitte

REBECCA MARMOT

Why are you passionate about the Global Goals? The world faces many challenges and these seventeen interconnected goals are the world’s roadmap for tackling them and delivering a thriving planet and society by 2030. With 193 countries adopting

these Goals, they offer a huge opportunity to improve our world.

What area are you particularly passionate about? I’m particularly passionate about Goal 5, Gender Equality, because of the potential that stems from empowering women and girls. It is the single most effective catalyst for lifting up communities and driving economic growth.

Why are you Owning the Conversation? Every business should become advocates for the Global Goals. At Unilever we believe the SDGs are integral to business growth. If we can tackle issues that create instability and threaten global prosperity, we can unlock economic opportunities and create almost 400 million new jobs.

What would you like to happen as a result? All businesses should consider how they can embed the SDGs in their business model, as Unilever has done. The SDGs need business to succeed, and businesses that embrace them will succeed.

Chief Sustainability Officer, Unilever

KEYGOALS:

CATHERINE DOLTON

KEYGOALS:

Why are you passionate about the Global Goals? We have to take action now, not tomorrow. The goals give us all a purpose to drive change today.

What area are you particularly passionate about? Building a circular economy.

Why are you Owning the Conversation? It is the responsibility of us all to own the SDGs and I want to encourage more of us to do so.

What would you like to happen as a result? A systemic change in behaviour. No matter how big or small, we can all do our bit to end poverty, fight inequality and injustice, and tackle climate change by 2030.

Vice President Global Corporate Responsibility

InterContinental Hotels Group (IHG®)

DOMINIC VERGINE

KEYGOALS:

Why are you passionate about the Global Goals? They encompass all the major challenges faced by the world and provide a great framework for collaboration across industries and sectors.

What area are you particularly passionate about? Ensuring that the latest technologies support achievement of the Goals.

Why are you Owning the Conversation? I want more technology companies to engage with the Goals – they are a fantastic lens for innovation and a great way of enhancing the positive potential of technology.

What would you like to happen as a result? Technology innovation designed for the Goals through cross-sector collaboration.

Head of Sustainability,Arm

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LEADERS HAVE THEIR SAY

CHRIS RAE

KEYGOALS:

Why are you passionate about the Global Goals? They identify the core needs that need to be addressed both locally and globally to create better communities and cultures. They also give direction, which allows momentum to build in specific directions, and

enhanced impact as a result.

What area are you particularly passionate about? Giving as many as possible an equal start; getting engagement from everyone to do their small part in contributing to their own chosen Global Goal – think of the impact if everyone did something?

Why are you Owning the Conversation? The more who own the conversation, the more energy and focus it will bring to the Global Goals, and the more positive impact will be achieved.

What would you like to happen as a result? For everyone to know about the Goals; to select the area they can readily and passionately get involved in; everyone to take ownership of their small stake in leaving the world a slightly better place than when they arrived.

Partner, CMS Cameron McKenna Nabarro Olswang LLP YASMIN WALJEE

KEYGOALS:

Why are you passionate about the Global Goals? This is a unique framework which every industry, business and professional practice can engage with and focus on what opportunities the Goals can create for them which could lead to sustainable

change.

What area are you particularly passionate about? Peace, Justice and the Rule of Law is an area which is often neglected but is fundamental to achieving the UN SDGs

Why are you Owning the Conversation? If we can provide supportive advice to clients and assist other leaders to see the potential we have a real opportunity to create change at scale in a way which has not been done before.

What would you like to happen as a result? To see business leaders work with their colleagues across the business to foster an understanding of the UN SDGs and how each member of a business can make a difference on this agenda.

International Pro Bono Director, Hogan Lovells

Why are you passionate about the Global Goals? The scale of the challenges we face cannot be solved by one approach. It needs a sustained collaborative effort. The SDGs are a clear road map that everyone can get behind.

What area are you particularly passionate about? Gender Pay Gap is a big issue that I feel should not exist and I am passionate about eradicating the global problem of single use plastic.

Why are you Owning the Conversation? We need everyone to feel that by making just one small change they are contributing to the global effort.

What would you like to happen as a result? I want business leaders to engage and empower their own colleagues to make a difference and I want to see businesses truly deliver on gender equality.

GAVIN BOUNDS

KEYGOALS:

Former COO, Americas EMEIA, Fujitsu

ALEXANDER SCHMITT

KEYGOALS:

Why are you passionate about the Global Goals? Its part of the heritage, I would like to leave behind.

What area are you particularly passionate about? Contributing to ensuring that the industry I am working in

(mining) has an active part in making the planet a better place and improving people’s lives.

Why are you Owning the Conversation? I want to show visible leadership to make people aware of the SDGs and the role they could play in achieving them.

What would you like to happen as a result? People’s quality of life is improved through the mining industry’s contribution.

Head of Marketing & Sales: Base and Speciality Metals,

Anglo American

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PART TWO: THE GLOBAL GOALS

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OWN THE CONVERSATION. DRIVE THE CHANGEPART TWO: THE GLOBAL GOALS

WHAT ARE THE GLOBAL GOALS?The Global Goals represent a consensus-driven and comprehensive framework to address the major social, environmental and economic problems facing humanity. They are the to-do list for the world. A common language for everyone that provides clarity on what must be achieved by focusing on protecting and repairing our planet, ending poverty, strengthening gender equality and promoting peaceful societies.

The Global Goals were launched in 2015 following extensive consultations with governments, civil society and businesses to be used by all. While 193 countries have agreed them, there is a consensus among experts that progress is lacking, despite the urgency¹. There has been progress within some areas, but targets set for 2030 are nowhere near on track².

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While many stakeholders still believe there is a financial trade-off, evidence continues to mount that business commitment to sustainable development is associated with out-performance3. The Business Commission predicts that businesses adopting sustainable business models, that address the Global Goals, have the potential of unlocking $12trillion in business opportunities4. Early engagement with the Global Goals will allow businesses to unlock these opportunities first and shape new markets through innovative offerings5.

There is a growing expectation and need for businesses to clarify their societal impact and link it to their business model. Across several stakeholder groups, businesses are increasingly required to account for their impact6. The Global Goals provide a proxy for societal expectations and set the direction of travel.

In aligning with the Global Goals, businesses can articulate their intended impact to stakeholders, build connections on the targets, deepen their impact and enable enduring commercial success. This will

allow businesses to pre-empt regulatory change, creating a competitive advantage over rivals, preparing businesses for unpredictable events related with the climate crisis.

Achieving the Global Goals will secure a positive and enabling environment for businesses. Business stability depends on the fulfilment of multiple Global Goal themes, such as access to resources, fair incomes and a stable climate. Failure to achieve these is likely to result in disruption characterised by scarcity and instability7.

WHAT IS THE BUSINESS CASE FOR USING THE GLOBAL GOALS?

$12 trillionin potential business opportunities

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Businesses often struggle to see the links between their own activities and wider progress on the Global Goals and some find 169 targets and 232 indicators overwhelming8. Those businesses using the Global Goals do it in two ways9:

HOW CAN THE GLOBAL GOALS BE USED?

AS A COMMUNICATIONS FRAMEWORK:

As businesses face an increasing need to articulate how they intend to fulfil a commitment to societal impact, the Global Goals offer a set of shared aspirations that can provide a tool for businesses to signal their commitment in a globally recognised way. The Global Goals help businesses structure their measurement and non-financial reporting to communicate business impacts to stakeholders using commonly understood themes.

AS A STRATEGIC PATHFINDER:

As an articulation of society’s expectations for the future, the Global Goals highlight a comprehensive set of risks and opportunities against which businesses can future-proof and use to inform strategic choice. Businesses innovating solutions for selected Global Goals can drive forward growth by using the innovation to enter new markets and provide solutions to emerging challenges. Further, as a common language and set of shared aspirations, the Global Goals can facilitate new, and strengthen existing, partnerships within and across sectors.

We advocate using the Global Goals as a strategic pathfinder. No matter how big or small the sector, or where a business operates, all businesses can contribute to meeting the Global Goals. Businesses have the power to translate the Global Goals into business opportunities by innovating products and services, finding new ways to source materials and creating an inclusive and engaged workforce, whilst fostering healthy and thriving communities.

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Responsible Business Map

A responsible business, by creating healthy communities and a healthy environment, achieves long term financial value.

4.1 million

3x

13%

There were 4.1 million children living in poverty in the UK in 2017/18. That is 30 per cent of children, or nine in a classroom of 30.¹⁰

Across the world, youth are three times more likely to be unemployed than adults.¹¹

In 2017/18, 13 per cent of working-age individuals in the UK were in absolute poverty before housing costs and 20 per cent were in relative poverty after housing costs.¹⁰

GLOBAL GOAL 1End poverty in all its forms everywhere

DID YOU KNOW?

HOW ARE BUSINESSES CONTRIBUTING TO GLOBAL GOAL 1?

ACTIONS THAT CAN BE TAKEN (from BITC’s Responsible Business Map)

These examples are non-specific and may be more relevant to certain industries than others.

• Offer continued learning, professional development and progression routes that enable people to move through the organisation, keeping the changing nature of work in mind

• Invest in bringing down the barriers to employment faced by disadvantaged groups, so they can access good work in your business or others

• Work alongside the communities in which the business operates to support them in preparing for, recovering from and adapting to social and environmental changes (such as job automatisation)

• Invest in education, focusing on geographical areas and specific groups facing social disadvantage

• Offer fair, equal and unbiased recruitment, promotion and reward systems and a safe, inclusive and agile work environment where all talent can thrive

LINKLATERS SALARY FINANCE

The Alliance for Financial Inclusion is a network of central banks and financial institutions across developing countries working together to accelerate the accessibility of banking services to the 2.5 billion adults who don’t use banks or microfinance institutions. Linklaters jointly co-ordinated a review across 84 jurisdictions on financial inclusion policies and measures, covering financial inclusion data, digital financial services, financial integrity, consumer protection and national strategy. The purpose is to create a central repository of this information to reinforce AFI members’ peer learning and formulation and implementation of effective financial inclusion policies in their countries.

Employees who have financial worries are 4.9 times more likely to suffer from depression and 3.7 times more likely to suffer from anxiety and panic attacks. Salary Finance partners with employers to lend money to employees at lower interest rates. The business provides financial education helping people with budgeting and savings products. Since 2016, almost 40,000 employees have been supported with low-cost loans, 49 per cent of which were for debt consolidation, with each employee customer saving an average of £600 in interest.

https://www.bitc.org.uk/what-responsible-business

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GLOBAL GOAL 2End hunger, achieve food security and improvednutrition and promote sustainable agriculture



821 million

33%

2 billion

4 millionIn 2017, 821 million people around the world were undernourished.¹²

In Scotland, the percentage of adults who are a healthy weight is only 33 per cent.¹⁴

The food that is lost or wasted each year is enough to feed 2 billion people.¹⁵

The food that is lost or wasted each year is enough to feed 2 billion people. ³

Numbers of overweight and obese people are on the rise in every region in the world, contributing to 4 million deaths globally.¹³

DID YOU KNOW?




• Understand the risk to the resources the business depends on and take steps to improve the health of water, land, biodiversity and air quality

• Identify where the business impacts on ecosystems that support the environment and enable society to thrive in rural and urban contexts

• Invest in community initiatives that promote physical and mental health

• Implement robust traceability mechanisms that guarantee visibility throughout the supply chain

BNP PARIBAS

BNP Paribas are very active in a number of projects underpinning sustainable agriculture and nutrition. Their SMaRT Food fund invests in agribusinesses that work to provide high-quality food while protecting the environment. It helps fund new generations of agricultural machinery, biodegradable packaging and organic fertilisers. BNP Paribas was also the lead bank for a syndicated loan of €750 million for Barry Callebaut, in the cocoa and chocolate sector. The margin of this loan is linked to the client’s sustainable development performance.

MARSHALLS

Marshalls has built a wealth of human rights knowledge, through engaging with suppliers, NGOs, intergovernmental organisations (ILOs), UN agencies, governments, communities, and workers, to develop effective programmes addressing sectoral human rights issues. Marshall’s programmes have seen it involved in activities such as commissioning undercover human rights observations in supply chains, working on global platforms such as the ILO International Programme for the Elimination of Child Labour, engaging with victim remediation platforms in the UK, training the logistics operation on how to spot the signs of slavery and report safely, training strategically placed ambassadors, and providing human rights and modern slavery online training to all employees.


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GLOBAL GOAL 3Ensure healthy lives and promote wellbeing for all at all ages



70%

Age 14

36,000

Non-communicable diseases, such as diabetes, cancer and heart disease, are collectively responsible for more than 70 per cent of all deaths worldwide, or 41 million people.¹⁶

Half of all mental illness begins by the age of 14, but most cases go undetected and untreated – suicide is the second leading cause of death among 15-to-19-year-olds.¹⁸ In the UK, males account for three-quarters of suicides.¹⁹

It is estimated that exposure to the air pollution mixture in the UK has an annual effect equivalent to 28,000 to 36,000 deaths.¹⁷

DID YOU KNOW?




• Take a preventative whole-person, whole-system approach to health and wellbeing that gives employers and employees collective responsibility

• Invest in community initiatives that promote physical and mental health

• Consider how operations can promote healthy spaces that are restorative and enriching for physical and mental health

GSK LLOYDS BANK

GSK’s biggest impact against the Global Goals is through using science and technology to successfully develop differentiated, high-quality medicines, vaccines and consumer products to improve health. It supports global efforts to tackle diseases that disproportionately impact children in the developing world, including AIDs, tuberculosis and malaria – the three diseases mentioned in SDG Target 3.3.In 2019 GSK’s RTS,S malaria vaccine, the first and only vaccine to have proven efficacy against malaria, is being launched in pilot programmes in Ghana, Malawi and Kenya, with 360,000 children to receive the vaccine every year for at least five years. In 2018, GSK topped the Access to Medicines Index for the sixth consecutive time, with the largest proportion of its research and development pipeline dedicated to priority diseases.

1 in 4 people will experience a mental health problem each year in the UK. Although difficult to spot, it doesn’t make them any less significant than a physical health issue. Lloyds Bank’s research with Mental Health UK found that 67% of people in Britain feel society is more comfortable talking about mental health conditions now compared to 5 years ago. However, 3 in 4 still believe there is a significant stigma attached to mental health conditions, and nearly a quarter are still uncomfortable talking about mental health with a friend or family member. This is why Lloyds Bank are working with Mental Health UK to help normalise these conversations, end the culture of silence and make it easier for us all to offer the right support to people who need it.


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GLOBAL GOAL 4Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all



617 million

10%

50%

617 million youth worldwide lack basic mathematics and literacy skills.²⁰

One extra year of schooling increases an individual’s earnings by up to 10 per cent.²¹

A child whose mother can read is 50 per cent more likely to survive past the age of five.²¹

DID YOU KNOW?




• Invest in education, focusing on geographic areas and specific groups facing social disadvantage

• Inspire children’s learning about the potential opportunities and career pathways available to them

• Engage with children through meaningful employer engagement opportunities that develop the skills, resilience and diverse experiences required for the future workplace and society

• Work in partnership with educational institutes to share expertise for the benefit of schools, wider education institutions and business that result in enhanced education and future employment outcomes for children

• Invest across the business’s value chain to grow quality initiatives together to help greater numbers of children and generate a talent pipeline

BP DELOITTE

BP developed the Enterprising Science programme with University College London, King’s College London and the Science Museum Group to inspire young people to value and choose Science, technology, engineering, and mathematics (STEM)-based careers. BP invested £4.3m over five years to improve post-16 participation in STEM careers. The scheme created guidance for policymakers and a new teaching approach for schools to encourage STEM uptake. The percentage more likely to aspire to STEM careers jumped from 16 per cent to 21.4 per cent, with 42 per cent seeing science as relevant to them (from 25 per cent). This was particularly true in disadvantaged communities where young people are traditionally less interested in STEM subjects at school.

Formed by One Young World, Lead2030 is a coalition of global businesses working to support youth-led innovation for the Global Goals. The Lead2030 Challenge for SDG4, supported by Deloitte, identifies innovative initiatives aligned with Deloitte’s global ambition to prepare 50 million people to succeed in a rapidly changing global economy by 2030. Its WorldClass challenge, developed with The Global Business Coalition for Education, gathers the business community to accelerate progress in delivering quality education and developing youth skills globally. The winner, World Tech Makers, an organisation focused on closing the digital skills gap in Latin America, was awarded $50,000 and is receiving mentorship support from Deloitte to tackle pressing world issues.


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GLOBAL GOAL 5Achieve gender equality and empower all women and girls



5%

10%

12.5%

Only 5 per cent of Fortune 500 chief executive officers are women.²²

It is estimated that companies with three or more women in senior management functions score higher in all dimensions of organisational performance.²²

Men earn 12.5 per cent more than women in 40 out of 45 countries with data.²³




• Ensure that gender, race, age, physical and mental health, sexuality, religion, disability, social status or any other defining characteristics do not determine an individual’s career path

• Reflect diversity and culture across all levels with role models visible to the next generation of talent


• Ensure diversity at leadership level so all opinions are considered in decision-making and no social group is affected more than others in the event of social and environmental disruptions. Understand, respect and protect cultural heritage in line with the protection of human rights

FUJITSU ENTERPRISE RENT-A-CAR

Fujitsu has a big vision to eradicate UK gender pay gap and make it a company where everyone can succeed. Achieving this requires gender parity to be integrated into every aspect of the way they do business. Fujitsu discovered that increasing the representation of women in middle management by 1.6% would close the pay gap by 10%. This led them to launch female specific development programs to support women at different points in their career: Future Me aims to get early-career women moving on the development track and Leading Lights supports women to take that step into senior management. These initiatives dramatically speed up progress, creating more balance in the organisation, while ensuring Fujistu have high performing, diverse teams.

Enterprise has implemented initiatives over the years to drive gender diversity such as focused recruitment for mothers returning to work, female mentoring schemes, regional women in leadership committees, its enterprising women network and an employee-led gender diversity newsletter, Drive. The company has a family-friendly benefits package offering enhanced maternity and shared parental pay, career coaching for women prior to maternity leave and paid time off to do activities with their children or take care of them when sick. Measures to support female employee progression has resulted in 91 per cent more females in specialist positions, 89 per cent more in senior management and 100 per cent more in executive level roles in the past five years.

DID YOU KNOW?


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GLOBAL GOAL 6Ensure access to water and sanitation for all



1 in 4

31%

1 minute


One in four people on the planet do not have a decent toilet of their own.²⁴

Just 31 per cent of the world’s largest publicly listed companies have incentives in place to reduce water withdrawals, and just 15 per cent have incentives tied to the avoidance of pollution.²⁵

Every minute a newborn dies from infection caused by lack of safe water and an unclean environment.²⁴



• Commit to the principles of a circular economy by seeking to keep products, components and materials at their highest utilisation and value throughout their lifecycles

• Identify where the business impacts on water ecosystems and potential impacts up and down stream

• Understand both the risk to water availability for the business and the potential this water consumption could have on local communities ability to access water. Take action to address those risks

• Assess where you are at risk of creating water pollution incidents, take action to prevent them occurring and have plans in place to take rapid remedial action if incidents occur.

UNILEVER NORTHUMBRIAN WATER

Several of Unilever’s brands directly address water, sanitation and hygiene needs. Domestos, in partnership with Unicef, has helped 16.5 million people between 2012-2017 gain access to a toilet, through behaviour-change interventions and capacity-building initiatives. Since 2005 Pureit, Unilever’s water purification business, has provided 106 billion litres of safe drinking water in India through the sale of water purifiers. Lifebuoy’s antibacterial soap, has been championing the message of better health through hygiene for well over a century. Since 2010, it has achieved its target of reaching a billion people through schools, health clinics, community outreach and TV adverts – boosting sales in countries with high rates of diarrhoea-related child deaths, such as India.

Northumbrian Water (including Essex & Suffolk Water) is working with National Energy Action (NEA), a charity tackling fuel poverty. Together they are funding the Water Poverty Unit to take on the challenge of bringing affordable water and warmth to vulnerable and low-income households. The company’s Water without the Worry initiative (an umbrella campaign that links together its services) was launched to give clarity for employees and customers. An estimated 400,000 of Northumbrian Water’s customers are living in water poverty – where a household is paying more than 3 per cent of their income on water – after housing costs. By 2025 it aims to have helped about 300,000 customers and, by 2030, plans to have eradicated water poverty from its supply area.

DID YOU KNOW?


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GLOBAL GOAL 7Ensure access to affordable, reliable, sustainable and modern energy



13%

60%

3 billion

13 per cent of the global population lacks access to modern electricity.²⁶

Energy is the dominant contributor to climate change, accounting for about 60 per cent of total global greenhouse gas emissions.²⁶

3 billion people rely on wood, coal, charcoal or animal waste for cooking and heating.²⁶




• Set a target to achieve net zero carbon emissions by 2050 at the latest and measure and manage progress

• Manage scope 3 emissions, influencing, supporting and re-engineering the business’ value chain to do the same

• Work in partnership in the places the business operates to help communities build and manage renewable energy assets

• Assess and review the businesses transport and communications activities. Consider whether technology and flexible working could enable faster carbon reductions

HOGAN LOVELLS VIRIDOR

In 2016, law firm Hogan Lovells launched a three-year partnership with Barefoot College International, to empower mostly illiterate women around the world by training them as solar engineers, or “Solar Mamas”. The initiative aims to bring clean, renewable light to 20,000 families (200,000 people) in rural villages across Asia, Africa, Latin America and the Pacific Islands. Once the Solar Mamas have learned to build, install, and maintain solar panels and batteries, they can learn entrepreneurial skills. To date, Hogan Lovells has raised $450,000 globally in donations and has provided more than 1,600 hours of pro bono advice to open four new solar training centres in Africa and educate Solar Mamas on human rights.

As the UK moves towards a sustainable circular economy model, Viridor is playing a key role by delivering low carbon energy from society’s non-recyclable waste. Whilst the EU Landfill Directive has reduced the amount of biodegradable municipal waste going to landfill, Viridor is also focusing its attention on maximising energy from landfill sites with a range of new technologies including new generation engines, solar and energy storage. Viridor’s energy operations are complemented by their Energy Services team. As well as providing energy management across Viridor’s facilities, they also offer advice to Independent Energy Generators and Local Authorities on energy management, contracts, subsidies and renewables.

DID YOU KNOW?


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GLOBAL GOAL 8Promote inclusive and sustainable economic growth, employment and decent work for all



2x

172 million

$ trillions

30%

Low-paid workers who receive training are almost twice as likely to progress (though currently, they are less likely to receive training than those on higher pay).²⁷

An estimated 172 million people worldwide were unemployed in 2018.²⁸

Trillions of dollars are moving into the low carbon economy, creating jobs & opportunities at scale.²⁹

Nearly 30 per cent of people in the UK are living below the Minimum Income Standard.¹⁷




• Adopt a long-term view of natural and human capital creating a positive legacy to the business’s leadership

• Base investment decisions on long-term economic, social and environmental sustainability

• Ensure purpose guides and informs commercial strategy, product range, innovation, new ways of working and workplace behaviours

• Use purchasing power to select and engage suppliers to foster regional economic growth, while driving resilience and environmental sustainability

• Embrace the changing nature of work by preparing employees with digital skills and lifelong learnings; anticipate automation with new roles; extending employer responsibility for the growing gig-economy workforce

• Review the businesses investment portfolio, including employee pensions

AVIVA SANTANDER

Aviva has a target to get a million more older people into work by 2022. It recognises that about 56 per cent of its customers are aged over 50, developing products that resonate with them demands a workforce that mirrors its client base. The company works hard to support and retain carers, which make up one in nine Aviva staff. By partnering with Mercer, Employers for Carers, the Department of Health, Age UK and Carers UK, it has developed a pilot known as #wecare. This includes: 35 hours paid leave a year for planned events, such as hospital appointments; 35 hours paid leave a year for emergencies; extended carer leave; flexible working; and a carers’ passport giving carers flexibility when changing roles.

Santander Breakthrough helps ambitious small and medium sized enterprises grow and prosper through a range of activities. Over 4,200 businesses attended one of 193 ‘Breakthrough in Branch’ events, connecting business owners to their local business community across the UK. In addition, 550 businesses benefitted from practical solutions and support to grow their business across topics such as brand-led growth, cyber security, communication and leadership, through knowledge masterclasses and workshops with some of the UK’s most innovative companies. In total, Santander supported over 7,900 businesses through Santander Breakthrough activities in 2018.

DID YOU KNOW?


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GLOBAL GOAL 9Build resilient infrastructure, promote sustainable industrialisation and foster innovation



16%

uninsurable

2.1x16 per cent of the global population does not have access to mobile broadband networks.³⁰

Climate change will increasingly make places and activities uninsurable, impacting on infrastructure & communities worldwide, with the poorest being the hardest hit.³²

Companies with high levels of innovation outperform other companies on financial metrics such as gross profit growth (2.1 times higher) and market capitalisation growth (2.9 times higher).³¹




• Deliver innovative products and services that serve society by designing technology with purpose; promoting sustainable consumption through business models and partnering across industry to design and scale solutions that benefit society

• Ensure fair sourcing practices that open opportunities for SMEs and social enterprises

• Understand the impacts of products and services throughout their whole lifecycle. From research and development to disposal and ethical sales practices

• Actively identify opportunities to collaborate with stakeholders either across the industry sector or multi-lateral initiatives to solve global issues

ENGIE POLYMATERIA

As an energy and services business, ENGIE has identified opportunities for digitalisation to improve customer satisfaction. ENGIE has committed to invest €1.5bn in digital technologies and has established a digital factory (ENGIE Digital) as part of a global plan for growth. The company’s flagship products and services include online smart sensor services so customers can control the energy performance of their properties more easily. The company’s work with King’s College London saw the launch of the ENGIE Air UK app giving free air-quality forecasts. The business, which employs 14,000 people in the UK, also has a dedicated innovation team. In 2018, it promoted more than 100 innovation ideas and set up four large-scale innovation pilots.

Polymateria is a privately owned advanced technology company that supports the circular economy model. Through its technology, Polymateria has developed a new approach to ensure plastics escaping the circular economy model can fully biodegrade in the natural environment. They have also created an initiative #RecycleBy, to empower people and capitalise on their sense of urgency to address plastic pollution, in the same way that use-by dates highlight health risks. The date by which packaging loses its utility and starts its return to nature can be uniquely set by technology that ensures that the most highly littered forms of plastic can successfully biodegrade, avoiding microplastic or other negative environmental impact.

DID YOU KNOW?


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GLOBAL GOAL 10Reduce inequality within and among countries



5.7%

90%

51.7%


In England, only 5.7 per cent of people with a learning disability and 7 per cent of people in contact with secondary mental health services are in employment.¹⁷

More than 90 per cent of maternal deaths occur in low- and middle-income countries.¹¹

In the first quarter of 2019, the employment rate in the UK for disabled people (51.7 per cent) remained well below that of non-disabled people (81.7 per cent).¹⁴




• Ensure diversity at leadership levels, so all opinions are considered in decision-making and no social group is affected more than others in the event of social and environmental disruptions

• Understand, respect and protect cultural heritage, in line with the protection of human rights

TIMPSON ROYAL ACADEMY OF ENGINEERING

Timpson offers employee programmes for both prison inmates and ex-offenders with the aim of giving jobs to marginalised groups and helping to cut the rate of re-offending. The business lends staff their rent deposit and gives them money for clothes, helping them to acheive basic standard of living for their first weeks in work. The retention rate for staff who have joined the business from prison or who have a criminal conviction is about 75 per cent. The company has saved about £100,000 a year in recruitment agency fees. It costs about £15,000 to train a new apprentice – and the higher retention rates of those that have passed through the foundation saves the business £300,000 a year in training new staff.

Despite more than 25 per cent of first-degree engineering qualifiers being from an ethnic minority background, they make up only 8 per cent of the profession. There is an annual shortfall of up to 59,000 engineering graduates and technicians. The Royal Academy of Engineering’s Graduate Engineering Engagement Programme tackles this by increasing the number of graduates that are ethnic minority, female or from socially disadvantaged backgrounds through engineering contacts and university diversity groups. During the pilot in 2017-18, 468 students and graduates took part, rising to 655 in 2018-19. 30 per cent of participants were female, 91 per cent from ethnic minority backgrounds and 76 per cent from disadvantaged backgrounds.

DID YOU KNOW?


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GLOBAL GOAL 11Make cities inclusive, safe, resilient and sustainable



3%

800 million

2.5x

The world’s cities occupy 3 per cent of the Earth’s land, but account for 60-80 per cent of energy consumption and 75 per cent of carbon emissions.³³

570 low level cities and 800m people will face 0.5m of sea level rise by 2050, many of which are big global centres, including London and New York.³⁴

More than half of the global urban population were exposed to air pollution levels at least two-and-a-half times higher than the safety standard.³³




• In urban environments, identify where green and blue infrastructure can be used to increase resilience and support sustainable communities and cities

• Consider how the business’s operations can promote healthy spaces that are restorative and enriching for physical and mental health

• Invest in community initiatives that promote physical and mental health and improve local places and spaces for people and nature

• Work alongside the communities in which the business operates to support them in preparing, recovering and adapting to social and environmental changes (such as job automatisation and natural disasters) including contributing to creating resilient and sustainable urban spaces

• Identify where the business impacts on ecosystems that support the environment and enable society to thrive in rural and urban contexts

ANGLO AMERICAN UPS

Anglo American has lead enterprise development programmes in five countries, supporting more than 100,000 businesses. It generates an average of 10,000 jobs a year, with almost 50 per cent of these businesses run by women and a large proportion by young people, in rural and urban areas. In Chile it supports jobs through training and mentoring programmes with a local partner, TechnoServe. Anglo American supports SMEs in South Africa with micro-finance loans made available through it’s Zimele programme. Launched in 2010, Anglo American’s local procurement policy provides a framework for supporting development outcomes through targeted procurement initiatives, such as with indigenous and previously disadvantaged communities.

In efforts to think about last-mile delivery, logistics company UPS created an alternative delivery method in the form of a tricycle. The urban delivery system uses devices that can be pulled or cycled. Whoever operates the tricycle, on foot or cycling, cannot feel the weight of the package. The company has tested its Cargo Cruisers in many cities across the world, including Hamburg, London and Portland. UPS has also created onboard route optimisation software called Orion, which constantly updates route information, thereby reducing the number of miles driven and the emissions of their trucks. This specialised fleet drives more than a million miles each working day and has helped to reduce congestion and cut emissions.

DID YOU KNOW?


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GLOBAL GOAL 12Ensure sustainable consumption and production patterns



1/3

3.7%

3 planetsEach year, an estimated one-third of all food produced ends up wasted.³⁵

Shifting towards service-based models of products can increase profitability by between 3.7 per cent and 5.3 per cent and the number of employees by 30 per cent.³⁶

Should the global population reach 9.6 billion by 2050, the equivalent of almost three planets could be required to provide the natural resources needed to sustain current lifestyles.³⁵




• Use the business’s purchasing power to select and engage suppliers to foster regional economic growth, while driving resilience and environmental sustainability

• Understand the impact of products and services throughout their whole lifecycle. From research and development to disposal. Ensure sales practices are ethical

• Engage customers and clients in responsible behaviour

• Re-examine and innovate the approach to designing and delivering products and services in a way that will reduce the impact of resource scarcity on the business’s ability to produce them

• Deliver innovative products and services that serve society by designing technology with purpose; promoting sustainable consumption through business models and partnering across industry to design and scale solutions that benefit society

INTERCONTINENTAL HOTELS GROUP (IHG®) SKY

IHG® partnered with technology company Winnow to help track, measure and reduce food waste. IHG® is the first global hotel company to use the technology to help it’s hotels achieve a 30 per cent reduction in food waste. Using an intelligent camera, smart scales and smart meter technology, Winnow Vision analyses ingredients during food preparation, and plates returned to the kitchen, to assess the most wasted food items and in what quantities. This builds a data set to inform buying decisions, shape menus and hone food preparation techniques. The technology has been installed in seven IHG® hotels in its Europe, Middle East, Asia and Africa region, with installation due in a further 30 properties this year.

Sky Ocean Rescue was created to inspire people to make better choices for the environment and stop the oceans from drowning in plastic. The company is committed to removing single-use plastic from its products by 2020. Sky uses its voice to help others act, reaching 23 million customers across seven countries. It has also invested £25 million in Sky Ocean Ventures to find alternatives to single-use plastics, supporting innovations such as Choose Water (making bottles from 100 per cent biodegradable materials) and Skipping Rocks Lab (using natural materials to create packaging). By 2018, Sky had saved 175 tonnes of single-use plastics thanks to a remove, replace or re-use approach. Over three years, 1,000 tonnes of plastics will be removed from the supply chain.

DID YOU KNOW?


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GLOBAL GOAL 13Take urgent action to combat climate change and its impacts



250,000

91%

10 years

Between 2030 and 2050, climate change is expected to cause 250,000 additional deaths a year, from malnutrition, malaria, diarrhoea and heat stress.³⁷

91 per cent of geophysical disasters are climate-related.³⁹

We have just 10 years to halve carbon emissions and 30 to achieve net zero carbon to stand a 50% chance of limiting global temperature rise to less than 1.5°C.³⁸




• Commit to net zero carbon as quickly as possible and take your value chain with you

• Adopt a long-term view of natural and human capital creating a positive legacy to the business’s leadership

• Base investment decisions on long-term economic, social and environmental sustainability

• Drive a transparent, inclusive and productive value chain by empowering suppliers with digital solutions and training; working towards net positive impacts for people and nature; using technology to address corruption, exploitation and environmental harm

• Aim to eliminate carbon from the business

• Understand climate change risks to the business and develop a climate change adaptation plan

• Influence, support and re-engineer the value chain to do the same

NESTLÉ BRE

Food and drink company Nestlé has a significant global footprint, which brings both challenges and opportunities. Extreme weather and unpredictable climate poses a major threat to farmers and Nestlé’s ability to source ingredients for its products. As a result Nestlé has focused on reducing its environmental impact. In the UK and Ireland since 2010, Nestlé has reduced the amount of water withdrawn per tonne of product made by 40.2 per cent – and by more than 60 per cent over the past ten years. It has also reduced greenhouse gas emissions by 51.25 per cent in the same timeframe, while boosting energy efficiency by 24 per cent. From 2018, it has achieved zero river water abstraction, and since 2015, it has been a zero-waste-for-disposal business.

BRE’s Flood Resilient Repair House was created to prove that properties in risk areas can be designed to cope with the impacts of flooding, without looking out of place as a normal home. Features include water resistant insulation in the walls; sockets and switches placed higher up the wall; kitchen appliances mounted at worktop height; membranes installed under the floor and in the walls to divert water towards drain channels around the perimeter of the room, which is then pumped outside. The BRE house stands as a case-study tool, helping to train property flood resilience surveyors. The property has been used to develop industry guidance, such as the CIRIA Code of Practice for Property Flood Resilience in the UK.

DID YOU KNOW?


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GLOBAL GOAL 14Conserve and sustainably use the oceans, seas and marine resources



18 million

30%

60%

75%Some 18 billion pounds of plastic waste flows into the oceans every year from coastal regions.⁴⁰

30 per cent of the world’s fish stocks are overexploited. ⁴²

More than 60% of the oxygen we breathe is produced by ocean plants, which are increasingly at risk due to pollution, acidfication from absorbing carbon dioxide and warming seas.⁴³

Nearly 75 per cent of freshwater resources are devoted to crop or livestock production.⁴¹




• Identify where the business impacts on ecosystems that support the environment and enable society to thrive in coastal and urban contexts



• Re-examine and innovate the business’s approach to designing and delivering products and services in a way that will reduce the impact of resource scarcity on its ability to produce them

ALDI BOOTS

Overfishing has caused strain on fish stocks around the world. Aldi was recognised by the Marine Stewardship Council (MSC) as providing its customers with the greatest proportion of sustainable fish in the UK in 2018. The MSC blue fish label is an indication that the fish has been caught sustainably and can be traced back to its source. Aldi works with the Sustainable Fisheries Partnership to support its fish buying policies. These include the transparent labelling of fish products, fishery improvement projects both nationally and internationally, and all canned tuna caught using either pole and line or FAD-free catch methods, to minimise bycatch of other marine animals, such as sharks, rays and sea turtles.

Boots UK has adopted leading practices to address the issues of plastic waste in the ocean. It was one of the first health and beauty retailers to make a commitment to remove plastic microbeads from all own-brand rinse-off products. Plastic Microbeads can easily pass through water filtration systems and into oceans, which can affect marine sea life and the food chain. By December 2015, Boots stopped all manufacturing of own-brand and exclusive rinse-off personal care products containing plastic microbeads. As of 31 December 2017, it decided to no longer accept the supply of any rinse-off personal care products that contain plastic microbeads, making the change ahead of legislation.

DID YOU KNOW?


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GLOBAL GOAL 15Sustainably manage forests, combat desertification, halt land degradation and biodiversity loss



30.7%

No. 2

1 million

Forests cover 30.7 per cent of the Earth’s surface and are home to more than 80 per cent of all terrestrial species of animals, plants and insects.⁴⁴

Wildlife trade is the second-biggest direct threat to species after habitat destruction.⁴⁵

One million plant and animal species are at risk of extinction.¹¹




• Re-examine and innovate the business’s approach to designing and delivering products and services in a way that will reduce the impact of resource scarcity on its ability to produce them

• Identify where your business impacts on ecosystems that support the environment and enable society to thrive in rural and urban contexts


• In urban environments identify where green and blue infrastructure can be used to increase resilience and support sustainable communities and cities

M&S ICELAND

Wood is an essential commodity for M&S as it provides the base material for many of its products. M&S recognises commodity agriculture as a major contributor to forest loss, with an estimated 50 per cent of tropical forest loss being associated with palm oil, soy and wood-pulp plantation development and cattle ranching. M&S has committed to remove commodity-driven deforestation from its supply chains by 2020 and ensure that the fabrics it uses in clothes and home products do not come from ancient and endangered forests. While M&S aims to exclude deforestation from its own supply chains, it also works with others to promote good land management and sustainable production practices.

Palm oil, a type of edible vegetable extracted from the fruit of oil palm trees, is one of the world’s biggest causes of deforestation and causes a significant threat to species already facing extinction. In 2018, Iceland met its pledge to remove palm oil from all its own-label food. To do this, Iceland reformulated more than 130 regular products and launched more than 300 new lines, including seasonal products, that do not include palm oil as an ingredient, with no additional cost to its customers. All its new lines are labelled with a “no palm oil” sticker to continue to raise awareness of the state of deforestation in tropical rainforests.

DID YOU KNOW?


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GLOBAL GOAL 16Promote just, peaceful and inclusive societies



1%

$1 trillion

37,000

1 per cent of the world’s population is now displaced or are refugees.⁴⁶

Businesses and individuals pay more than $1 trillion in bribes every year. ⁴⁸

37,000 people a day forced to flee their homes because of conflict or persecution.⁴⁷




• Nurture a generation of responsible future leaders

• As a business leader be inclusive and accountable, balancing short-term pressures with longer-term resilience

• Checks and balances should be robust and strategy and operations transparent. This includes executive remuneration, board composition, accountability oversight, selection of pension funds and payment of the fair amount of taxes in all geographies

• The highest standards need to be upheld across all operations, especially in countries of weak governance. This should be in line with national legislation wherever the business operates, and on issues of public interest, it needs to go beyond legislation and usual practices

• Engage in policy dialogue that upholds the interest of society

• Be transparent and proactive in approaching public policy activities and align them with the business’s responsible values

CMS NEMI TEAS

Providing pro bono legal advice is a fundamental part of the CMS corporate responsibility programme. CMS shares the knowledge and skills of its employees to solve legal issues for charities, non-governmental organisations (NGOs) and social enterprises. Whether providing assistance to an individual at one of its community-based legal clinics, or working on a cross-jurisdictional matter for a global NGO, CMS is committed to helping those in need and ensuring fair access to justice for all.

NEMI Teas sets aside 20 per cent of its budget towards the hiring and training of refugees. They are paid the London Living Wage and many are employed to carry out commercial roles in the business, including sales and marketing, and distribution. Having gained the work experience and having a UK company on their CV, the scheme has enabled 12 out of 18 refugees to secure both part-time and full-time jobs. The company tripled sales in 2018, securing contracts with large corporates and restaurants that are looking to support businesses with a social conscious.

DID YOU KNOW?


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GLOBAL GOAL 17Revitalise the global partnership for sustainable development



$5 trillion

$12 trillion

4 billion

The UN Conference on Trade and Development (UNCTAD) says achieving the Global Goals will require $5 trillion to $7 trillion in annual investment.⁴⁹

If the Global Goals are achieved, at least $12 trillion in opportunities will be created.⁴

More than four billion people do not use the internet, and 90 per cent of them are from the developing world.⁵⁰




• Engage in policy dialogue that upholds the interest of society

• Actively identify opportunities to collaborate with stakeholders either across the industry sector or multi-lateral initiatives to solve global issues


• Work in partnership to share business expertise for the benefit of schools and wider education institutions that result in enhanced education and future employment outcomes for children

HERMES INVESTMENT MANAGEMENT

Hermes Investment Management engages with its investment holdings to align behaviours with the long-term interest of clients and their beneficiaries and improve performance delivering financial returns for investors as well as benefitting customers, employees and society as a whole. The business actively contributes to investor associations and collaborative initiatives. These include Principles for Responsible Investment (PRI) for which Hermes Investment Management chaired the drafting committee and became founding signatories. In addition, their Chief Executive founded the 300 Club in 2011, a global group of leading investment professionals, to raise uncomfortable and fundamental questions about the very foundations of the investment industry and investing.

DID YOU KNOW?

ARM

Arm founded and chairs 2030 Vision, a partnership focused on transforming the use of technology to both deliver the Global Goals and unlock the commercial opportunities they represent. 2030Vision connects expertise, knowledge and resources through building partnerships across sector and sub-sector leaders. One focus area being addressed with partners such as McKinsey, Salesforce and Facebook amongst others is the challenge of Responsible AI and Data for the Global Goals. The abundance of data combined with the rapidly advancing analytics capabilities has the potential to improve the lives of billions of people, but it also has the potential of increasing the disparities in society if used to generate wealth at the expense of social good.


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PART THREE: COMMUNICATIONS RESOURCES

34

OWN THE CONVERSATION. DRIVE THE CHANGEPART THREE: COMMUNICATIONS RESOURCES

SHARING ON SOCIAL MEDIAPlease share your conversations online on both your personal and business accounts using #GlobalGoals and #owntheconversation. If you tag @BITC we will aim to retweet your post.

Examples:

• I’m leading the conversation on #GlobalGoals in my business and beyond #owntheconversation @BITC

• At (company name) we are reviewing our #GlobalGoals impacts #owntheconversation @BITC

• We have set an ambition to X as part of the @BITC #owntheconversation #GlobalGoals project

The business’s communications team may need to be reached out to access the business account.

GLOBAL GOALS VIDEOBe inspired by our Global Goals promotional video, prompting leaders to rethink the acion they can take. This is a resource you can use to energise your conversations.

EMAIL TEMPLATESInvitation for internal or external conversationDear X

I have taken on the challenge to advocate the Global Goals both within our business and with my peers. If you are not aware of the United Nations Sustainable Development Goals (Global Goals), they are the to-do list for the world. This is a chance for us all to talk a common language providing clarity on what we need to achieve together, focusing on protecting and repairing our planet, ending poverty, strengthening equality and promoting peaceful societies. I encourage you to watch this video for inspiration.

As part of my advocacy, I would welcome the opportunity (to meet with you/your team) or (to bring together some roles from the business) to discuss the opportunities the Global Goals present to us, as well as exploring the challenges they could help solve. There is a lot we can accomplish together.

Do let me know if we can schedule some time to discuss in the coming weeks.

Many thanks,

External conversation follow-upDear X

Thank you for your time, I appreciated the opportunity to talk to you about the Global Goals and Business in the Community’s Own the conversation. Drive the Change project. There are opportunities for your business to meaningfully engage. If you would like to find out more, have any questions or would like to sign up to the project and use the free resources, I encourage you to get in touch with the Global Goals Team at BITC ([email protected]).

Let me know if you are happy for me to share your name and business with BITC.

Many thanks,

https://youtu.be/LQs8n65NXw4

https://www.globalgoals.org

https://youtu.be/LQs8n65NXw4

mailto:globalgoals%40bitc.org.uk?subject=

35

REFERENCES1 From Urgency to Action: Business And The SDGs, CSR Europe White Paper, 2019

2 https://www.un.org/development/desa/statements/mr-liu/2019/07/introduction-of-sg-progress-report-on-the-sdgs.html

3 Corporate Purpose and Financial Performance, Gartenberg, Prat & Serafeim, 2016

4 Better Business, Better World, Business & Sustainable Development Commission, 2017

5 Universality and the SDGs: A business perspective, SDG Fund, 2016

6 2030 Purpose: Good business and a better future, Deloitte, 2017

7 Uncharted Waters: Blending Value and Values For Social Impact Through The SDGs, Business call to action, Deloitte, Istanbul International Center for

Private-Sector in Development, UNDP, September 2016

8 Responsible Business Tracker Insights, BITC, 2019

9 Towards the Tipping Point report, BITC, 2018

10 Households below average income: 1994/95 to 2017/18, Department for Work and Pensions, UK Government, March 2019.

11 Progress Report on the SDGs, High-Level Political Forum, UN, July 2019

12 https://www.un.org/sustainabledevelopment/hunger/

13 The State of Food Security and Nutrition in the World, Food and Agriculture Organization of the United Nations, 2019

14 UK Voluntary National Review of Progress towards the Sustainable Development Goals, Department for International Development, UK Government, 2019

15 https://www.wfpusa.org/stories/8-facts-to-know-about-food-waste-and-hunger/

16 World Health Statistics 2018: Monitoring health for the SDGs, WHO, 2018

17 Health profile for England: 2018, Public Health England, September 2018

18 https://www.who.int/mental_health/world-mental-health-day/2018/en/

19 Suicides in the UK: 2018 registrations, Office for National Statistics UK, 2019

20 https://www.un.org/sustainabledevelopment/education/

21 https://www.globalpartnership.org/data-and-results/education-data

22 http://www.unwomen.org/en/what-we-do/economic-empowerment/facts-and-figures

23 https://www.un.org/sustainabledevelopment/economic-growth/

24 https://www.wateraid.org/facts-and-statistics

25 Treading Water: Global Water Report, CDP, 2018

26 https://www.un.org/sustainabledevelopment/energy/

27 How to Make Progress on Low Pay, Social Market Foundation, 2014

28 World Employment and Social Outlook – Trends Summary, International Labour Organization, February 2019

29 https://www.wri.org/blog/2018/09/low-carbon-growth-26-trillion-opportunity-here-are-4-ways-seize-it

30 https://www.un.org/sustainabledevelopment/infrastructure-industrialization/.

31 Global Innovation 1000 study, PwC, 2018

32 http://www.acclimatise.uk.com/2019/01/03/world-may-become-uninsurable-with-climate-change-says-iag/

33 https://www.un.org/sustainabledevelopment/cities/

34 https://www.undp.org/content/undp/en/home/sustainable-development-goals/goal-11-sustainable-cities-and-communities.html

35 https://www.un.org/sustainabledevelopment/sustainable-consumption-production/.

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37 https://www.who.int/news-room/fact-sheets/detail/climate-change-and-health

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50 https://www.un.org/sustainabledevelopment/globalpartnerships

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36

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