|
Belgium |
1. Energy natural resources and chemicals |
>250 and ≤3 000 |
7, 11, 13 |
“Luminus is committed to measuring its carbon footprint every year. This is subject to certification by an independent third party. Measures are taken to limit or offset greenhouse gas (GHG) emissions. The results obtained are published in full transparency in the annual corporate social responsibility (CSR) report. Luminus is committed to developing its wind farm, with an ambitious target of 774 MW, to be built by 2023, an increase of 50% in four years.” (Luminus, 2020[1]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
No |
Yes |
|
Brazil |
1. Energy natural resources and chemicals |
>3 000 |
2 |
"Braskem, a petrochemical company and leading biopolymer producer, produces resins for plastic films used in agriculture to cover soil, knows as mulches. In 2015, in partnership with EletroPlastic and the Federal University of Uberlndia in Brazil, Braskem developed a field study on the use of mulching in coffee crops. After a year and a half of planting, the study found that crops with mulching had better results than control samples because mulching prevents the development of weeds, thereby reducing costs and the need for pre-emergent herbicides. The solution also saves significant amounts of water by reducing water evaporation, thereby allowing the area to remain moist with reduced irrigation." (UNGC and KPMG, 2017[2]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
Brazil |
1. Energy natural resources and chemicals |
>3 000 |
6 |
"Odebrecht Ambiental S.A.’s Aquapolo Project is the largest reuse water production system in South America and the fifth largest in the world – recycling and transforming treated wastewater into industrial water under stringent requirements. As a partnership between Odebrecht Ambiental and SABESP (State Water Company of Sao Paulo), Aquapolo can provide 650 litres per second of high quality industrial water to Capuava Petrochemical Complex located in the Sao Paulo’s metropolitan area in Brazil, with a maximum production capacity of 1 000 litres per second. The Aquapolo Project ensures that drinking water will not be used for industrial purposes and prevents natural water sources from being affected by the industrial activity in that region. The current projects capacity is equivalent to the water supply for 500 000 inhabitants, emphasising the projects importance for this water stressed metropolitan area." (UNGC and KPMG, 2017[2]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
No |
Yes |
|
Canada |
1. Energy natural resources and chemicals |
>3 000 |
2 |
"Teck, one of the world’s largest producers of zinc, supports an innovative crop nutrition project with China’s Ministry of Agriculture and the International Zinc Association to promote sustainable agriculture. Adding zinc to fertiliser has been demonstrated to increase crop output, improve food security and increase the nutritional quality of crops. Nearly 45% of children in China suffer from zinc deficiency and do not get enough nutrients in their diet. By reaching the company’s target of increasing zinc usage in fertiliser by 20 000 tonnes in 2016, approximately six million children in China will see improved zinc nutrition. This initiative improves food security, nutrition and sustainable agriculture, in addition to creating a new market for one of Teck’s products." (UNGC and KPMG, 2017[2]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
Finland |
1. Energy natural resources and chemicals |
>3 000 |
7 |
"Combustion emissions from Neste’s Renewable Diesel fuel amount to zero because the renewable raw material absorbs the same amount of carbon dioxide as is released upon combustion. Neste renewable fuels can reduce greenhouse gas emissions by up to 90% compared to fossil fuels. In 2015, delivery company UPS and technology company Google started using Neste Renewable Diesel in their fleets. Both UPS and Google aim to reduce their carbon emissions and renewable diesel offers an easy way to reach that goal as it is completely compatible with the current engines and distribution systems." (UNGC and KPMG, 2017[2]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
Japan |
1. Energy natural resources and chemicals |
>3 000 |
2, 12, 13, 14, 15 |
"Mitsubishi Chemical is in the process of commercialising the world’s first bio-based Polybutylene Succinate (PBS), an environmentally friendly polymer, at its joint venture with PTT Public Company Limited. PBS, known for its superior bio-degradability, can add value to waste that would normally be landfilled or incinerated by allowing the waste to be turned into fertilisers through composting. Applications of PBS are growing rapidly, starting from items such as paper cups, cutlery, compost bags and mulching films for farming. Compared to the conventional fossil based polymer, bio-based polymers use sustainable resources which have a lower environmental impact and also provide new opportunities for the farming industry." (UNGC and KPMG, 2017[2]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
Japan |
1. Energy natural resources and chemicals |
>3 000 |
3 |
"Sumitomo Chemical is expanding its research and development (R&D) to develop a full range of innovative vector control technologies, with the goal of helping to eliminate malaria and other vector transmitted diseases. Sumitomo Chemical has been making a substantial contribution to preventing malaria by supplying countries in Africa and Asia with Olyset Net, a long-lasting insecticidal mosquito net it developed in-house to protect people from malaria-carrying mosquitoes. The company has since launched Olyset Plus which is effective in controlling insecticide-resistant mosquitoes. The company is also developing and supplying new insecticides for the control of mosquitoes that transmit other infectious diseases, such as dengue or Zika fever. Olyset Net production operations have been established in Africa, thereby creating and maintaining local jobs while contributing to the growth of the regional economy." (UNGC and KPMG, 2017[2]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
South Africa |
1. Energy natural resources and chemicals |
>3 000 |
6 |
"In 2014, Gold Fields began a four-year program to improve water quality and access for communities in the direct area of influence of Gold Fields Cerro Corona mine in Peru and to promote, in partnership with government, remediation of legacy mining activities (not associated with the Company). The program involves building new potable water systems through the construction of a water pipeline from a well at Cerro Corona, identifying and repairing water leaks in the existing water infrastructure and remediation of environmental liabilities that are contaminating a local stream. As a result of the program, almost 90% of households in Hualgayoc now have access to sufficient clean running water. Apart from strengthening relationships between Gold Fields, the regulator and host communities, the remediation of legacy mining sites near Cerro Corona will significantly improve the quality of the water in the El Tingo River, on which communities depend for various uses. This strengthens the company’s social license to operate in a region in which other mining companies have experienced water-related conflict with local communities." (UNGC and KPMG, 2017[2]). |
4. Generic social impacts/ Good citizenship |
2. Mitigating the impact of the daily operations of the firm |
No |
Yes |
|
United Kingdom |
1. Energy natural resources and chemicals |
≤250 |
3 |
"Dulas Ltd has developed solar powered medical fridges that are used in remote regions across Africa, Asia, the Pacific Islands and Latin America to store blood and vaccines. The company is a major supplier of these fridges which are being used in numerous successful national immunisation programs in hospitals, clinics, health centres and remote medical stations around the world. These have been approved by the strict Performance, Quality and Safety protocol set by the World Health Organisation and feature independent freezer compartments and a durable sealed battery delivering continuous cooling to keep vaccines safe. The solar system provides secure constant power including a five day back up." (UNGC and KPMG, 2017[2]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
No |
|
Brazil |
2. Financial services |
>3 000 |
1 |
"Banco do Brasil started providing loans for small firms and entrepreneurs through a nationwide microcredit program (known locally by the acronym MPO), helping more people to open bank accounts, creating jobs and income, and combating poverty, as part of the federal Government’s plan to end extreme poverty (Brasil sem miseria). The microcredit program is mainly for urban areas and has originated more than 45 000 loans totalling around USD 100 million. Around half of entrepreneurs reached are women." (UNGC and KPMG, 2016[3]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
Canada |
2. Financial services |
≤250 |
1, 2, 4, 5, 7, 8, 9, 10, 16, 17 |
"Through our research, evaluation and advisory services in the emerging field of impact investing and innovative finance, E.T. Jackson and Associates generated widely disseminated knowledge products on how the private, public and non-profit sectors can mobilise and deploy increased blended capital to achieve the SDGs. Our focus, therefore, was on expanding our consulting practice in this area to contribute evidence, models, tools and other guidance for the formation of creative new partnerships in financing to implement SDG 8 for inclusive, sustainable economic development, small business growth, and decent work, particularly in Africa and Asia, and especially for women and youth. In so doing, our knowledge products (reports, briefs, presentations) also informed the actions of development agencies, foundations and non-profits to advance the implementation of other SDGs, including no poverty, no hunger, quality education, gender equality, innovation, reduced inequalities, and new partnerships in the regions where the majority of the world’s poor live. In advancing SDG 8, our main contributions have been to promote the achievement of targets 8.3, 8.5 and 8.6." (Global Compact Network Canada, 2020[4]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
No |
No |
|
India |
2. Financial services |
>3 000 |
1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 12, 14, 17 |
Aavishkaar Group, known for building business that can benefit the underserved segments across Asia and Africa in sectors such as transport, healthcare, basic financial services and other services, comprises equity funds, a venture debt vehicle, a microfinance and advisory business including investment banking. Achievement of Aavishkaar Capital, the equity investment entity of Aavishkaar Group and one of the largest impact investors in Asia, includes: 1) approximately 87% of its portfolio companies having Aavishkaar Capital as their first institutional investor; 2) 93 million people receiving improved access to essential products and services in the areas including education, healthcare, WASH (water, sanitation and hygiene) and financial services; and 3) investing into sectors that are aligned with the 13 Goals. (D’Souza, 2020[5]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
No |
No |
|
Japan |
2. Financial services |
>3 000 |
2 |
"Sompo Japan Nipponkoa Holdings, Inc. offers agricultural insurance products in South East Asia to reduce climate related risks to agriculture. It launched weather index insurance in northeast Thailand in 2010 to alleviate losses borne by rice farmers when their crops are damaged by drought, and the sales area expands every year. In 2014, it launched Typhoon Guard Insurance in Mindanao Island, the Philippines, which aims to alleviate the losses borne by agricultural producers when they are affected by typhoons. It is also developing new insurance products, including one which will alleviate agricultural losses in Myanmar due to drought in the central dry zone, and similar products for Indonesia." (UNGC and KPMG, 2016[3]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
Turkey |
2. Financial services |
>3 000 |
8 |
"Șekerbank continues to develop its founding community banking mission, seeking to address the challenge of approximately 15 million unbanked people in Turkey (35% of the population). Since 2006, Șekerbank has been continuously working on a microfinance project mainly to offer credit to individuals who have just established their own business and do not have sufficient funds, or to small business owners that have not yet become accustomed to banking services. Within this project, it has introduced over 26 000 craftsmen and farmers to banking services, 42% of which are females. Șekerbank is extending its microfinance project to reach more unbanked people." (UNGC and KPMG, 2016[3]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
United Kingdom |
2. Financial services |
>3 000 |
1 |
"Standard Chartered has committed to provide financing and technical assistance for microfinance institution (MFI) clients in Asia and Africa to enhance their capacity to extend loans to more people in its markets. From 2005 to 2014, Standard Chartered provided more than USD 1.6 billion in lending to 85 MFIs, impacting an estimated 10.4 million people." (UNGC and KPMG, 2016[3]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
United States |
2. Financial services |
>3 000 |
16 |
"MasterCard, in partnership with the Government of Nigeria, has rolled out a biometric National eID Card to more than 13 million Nigerians with electronic payment functionality. This program will reach more than 100 million Nigerians, making it the broadest financial inclusion initiative of its kind on the African continent." (UNGC and KPMG, 2016[3]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
Denmark |
3. Food, beverage and consumer goods |
>3 000 |
4 |
"Lego has developed a number of products and educational programs focused on Science, Technology, Engineering and Mathematics (STEM) learning. Elementary STEM Programs seek to create environments where learning happens in a hands-on and motivational way, helping students discover their talents and cement learning using solutions such as LEGOs Simple Machines and WeDo. Middle School STEM programs aim to bring STEM concepts to life, using more advanced LEGO Education solutions as tools for engaging and motivating STEM learners and boosting student performance." (UNGC and KPMG, 2016[3]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
No |
|
Japan |
3. Food, beverage and consumer goods |
≤250 |
2, 3, 7, 8, 12, 13, 17 |
"Japan Food Ecology Centre, Inc. (J.FEC) produces the liquid fermented eco-feed (animal feed produced from recycled food waste), and contracts 15 farmers to supply it. Their stock farm products are processed into good quality meat and sold in department stores and supermarkets under the brand names Yuton (superior pork) and Umakabuta (delicious, flavourful pork). The special characteristic of J.FEC is to form a loop of recycling through the use of food waste. It is the effort to reduce waste, and also the effort to create a recycling loop that involves farmers using the eco-feed. At present, the Japanese livestock industry relies heavily on the import of feed from overseas. This effort is expected to lead to improved feed self-sufficiency. This successful example in Japan is even getting attention from around the world." (Ministry of the Environment, 2020[6]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
No |
No |
|
Japan |
3. Food, beverage and consumer goods |
>3 000 |
2, 4, 7, 8, 9, 12 |
"Ito En has established a consistent production system ‘From Tea Plantations to Used Tea Leaves’ through our core green tea business and contributes to a wide range of targets including SDG 12 ‘Sustainable Production and Consumption’. Our efforts include the representative business Tea-Producing Region Development Project (New Tea Plantation Business), used tea leaves recycling system, health conscious products, Ito En Tea Tester certification recognised by the Ministry of Health, Labour and Welfare, the Ito En Oi Ocha New Haiku Contest, and ‘Making Japan Beautiful Through Tea’ project. These in particular create value throughout the value chain from procurement to manufacturing, logistics, product planning/development, and sales/marketing. In this way, we are working on each of the SDGs. We will continue with our aim of being a Global Tea Company and create value throughout the value chain by actively developing business with a focus on SDG 17 ‘Partnership", thereby contributing to solving social and local issues and working toward the creation of a sustainable society’." (ITO EN, 2017[7]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
No |
Yes |
|
Sweden |
3. Food, beverage and consumer goods |
>3 000 |
6 |
"H&M Hennes & Mauritz found that many workers at supplier factories in India lived in areas where clean water and safe sanitation were not always available. They teamed up with 15 supplier factories in this area and WaterAid to change this for the workers, their families and the surrounding community, promoting access to clean water and sanitation as well as health education. This has a positive effect on the wellbeing of workers, absence rates and their productivity. Globally, H&M and the H&M Foundation have set a goal to provide at least 500 000 people with safe water by 2016." (UNGC and KPMG, 2016[3]). |
2. Transform GVCs and reinforce business strategy |
3. Using firm's non-financial resource or actions unrelated to the main operations |
Yes |
Yes |
|
Switzerland |
3. Food, beverage and consumer goods |
>3 000 |
2, 3, 16 |
"In July 2014, the Nestlé Commitment on Land and Land Rights in Agricultural Supply Chains was released. In this, the company has adopted the Food and Agriculture Organisations Voluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security, and committed to both zero tolerance for land grabs, and to holding suppliers accountable for community land rights. Nestlé commits to source its raw materials from land that has not been illegally or unfairly taken and will advocate for others to do likewise, working with a range of stakeholders to help the landless gain access to land, with a focus on tenure for women." (UNGC and KPMG, 2016[3]). |
2. Transform global value chains (GVCs) and reinforce business strategy |
1. Core business |
Yes |
Yes |
|
Switzerland |
3. Food, beverage and consumer goods |
>3 000 |
8 |
"Tetra Pak developed the Dairy Hub concept to help its customers – local dairy processors – to access more locally produced, better quality milk. The overall aim of running a Dairy Hub project is to secure a long term supply of locally produced quality milk and at the same time help small holder milk farmers to move from subsistence farming to running milk production as a profitable business. In Bangladesh, for example, average milk yield per cow and day has increased by 110% and average income for the small holder has increased 145%. During 2014, there were also ongoing dairy farming development projects in Kenya, Sri Lanka, Nicaragua and Senegal." (UNGC and KPMG, 2016[3]). |
2. Transform GVCs and reinforce business strategy |
1. Core business |
Yes |
Yes |
|
United States |
3. Food, beverage and consumer goods |
>3 000 |
2 |
"Cargills Nourishing India platform has reached 25 million customers with its edible oil brands, fortified with essential vitamins A, D, & E. In India, cooking oil is widely used, and therefore Cargill saw it as an opportunity to positively impact all income groups with minimal changes in eating habits. Through this change, Cargill was not only able to gain a competitive advantage, but also made an important contribution to tackling malnutrition." (UNGC and KPMG, 2016[3]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
United States |
3. Food, beverage and consumer goods |
>3 000 |
10 |
"Colgate-Palmolive has adopted measures to increase access to its products in less developed areas. The company has made products more affordable with smaller sizes, refill packs and various value options. The company takes the purchasing power of low-income consumers into account to ensure affordability of their products and also strategically balances its offerings of base and premier products depending on the region. The company has developed innovative models of distribution to reach more consumers in rural areas. For example, the company utilises branded motorcycles to distribute large quantities of products into retail environments in Cameroon. This has led to an increase of 500% in deliveries per week and a 43% increase in sales. The company has also engaged rural shoppers by participating in the village haat, an outdoor weekly market, where many people from rural areas congregate. The company sells its personal care products here in small, affordable packages, increasing levels of personal hygiene among the thousands." (UNGC and KPMG, 2016[3]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
United States |
3. Food, beverage and consumer goods |
>3 000 |
3 |
"Levi Strauss & Co has established a requirement that its key vendors integrate worker well-being programs into their manufacturing operations. In addition to benefitting workers in areas such as health and financial literacy, this program generates a 3 to 1 return on investment for vendors through reduced worker turnover, absenteeism and tardiness." (UNGC and KPMG, 2016[3]). |
2. Transform GVCs and reinforce business strategy |
1. Core business |
Yes |
No |
|
United States |
3. Food, beverage and consumer goods |
>3 000 |
5 |
"Walmart launched a dedicated online space to give shoppers the opportunity to buy unique products while supporting small women-owned business around the world. It also launched a global women’s economic empowerment initiative to harness the company’s size and scale to empower women across the supply chain. By 2016 it aims to source USD 20 billion from women-owned businesses in the US and double international sourcing." (UNGC and KPMG, 2016[3]). |
2. Transform GVCs and reinforce business strategy |
1. Core business |
No |
Yes |
|
Germany |
4. Health care and life science |
>3 000 |
1 |
"Fresenius Medical Care aims to develop innovative products that are not only of the highest quality, but are also affordable so that more caregivers and patients can benefit from them. Based on its experience in operating the company’s own dialysis clinics, it does not consider these to be incompatible aims. Between 2013 and 2015, Fresenius has reorganised its research and development activities towards a more global approach which enables the company to respond even better to the demand for improved high-quality yet cost-efficient treatment methods. In doing so, the company continues to take regional market conditions into account by offering a differentiated product range in more than 120 countries. Its new R&D strategy is focused on improving the company’s ability to deliver innovative competitive products on time and enhancing focus on developing countries." (UNGC and KPMG, 2016[8]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
No |
Yes |
|
Germany |
4. Health care and life science |
>3 000 |
4 |
"Karl-Storz GmbH & Co. KG, a manufacturer of endoscopes and other medical instruments, partnered with the World Gastroenterology Organisation (WGO) to develop three training centres in sub-Saharan Africa to improve standards in gastroenterology training and education. The company provided financial support, endoscopic equipment, and the expertise of its team to help establish the centres, driving significant progress in the field of gastroenterology in the region." (UNGC and KPMG, 2016[8]). |
1. Strategic in-house contribution to SDGs |
3. Using firm's non-financial resources or actions unrelated to the main operations |
Yes |
No |
|
Japan |
4. Health care and life science |
>250 and ≤3 000 |
1, 3, 4, 8, 17 |
"Fuji Optical is one of UNHCR’s (the UN Refugee Agency) longest-standing private sector partners. It has been working with UNHCR since 1984 to provide clear sight to thousands of refugees around the world, as part of its corporate vision: Good Vision, Good Life. As of July 2018, Fuji Optical had donated 162,960 pairs of glasses to people forced to flee, vastly improving their quality of life." (UNHCR, 2020[9]). |
4. Generic social impacts/ Good citizenship |
4. Donation/ charity/ philanthropy |
Yes |
No |
|
Japan |
4. Health care and life science |
>250 and ≤3 000 |
3, 6, 12, 14, 15 |
"Saraya Co., Ltd. was established in 1952 and developed medicated hand soap and dispenser for the first time in Japan. Our liquid soap contributed to prevent people from spreading infectious diseases like diarrhoea in the period after the World War. Since then, we are leading the development of hygienic environment in Japan with evolving our products such as alcohol sanitiser and no-touch dispensers. On the other hand, about 16 000 children under five years-old are dead every day in developing countries, but they are mostly caused by preventable diseases. It is said that correct handwashing using soap is effective to prevent diarrhoea and pneumonia, and may save life of 1 million children. This is why we started "Wash A Million Hands!" project in 2010 which donates 1% of sales amount of specific products for supporting UNICEF’s handwashing promotion activities in Uganda." (SARAYA, 2020[10]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
No |
|
Japan |
4. Health care and life science |
>3 000 |
8 |
"Takeda Pharmaceutical Company Ltd.’s Sustainable Procurement Program develops economic opportunities for the communities in which the company and its employees live and work by purchasing goods and services from economically and socially diverse businesses, particularly small businesses and businesses owned by women, minorities, and others. As well as purchasing from these businesses, Takeda mentors small and diverse businesses and participates in trade shows and outreach events to identify small and diverse prospective suppliers. In 2014, Takeda spent approximately USD 169 million with small US businesses including those owned by women, minorities and others. Supplier diversity provides overall value by giving Takeda access to new and innovative products and services while optimising price, quality, and availability, and is in keeping with its overall corporate commitment to responsibility and sustainability." (UNGC and KPMG, 2016[8]). |
2. Transform GVCs and reinforce business strategy |
1. Core business |
Yes |
Yes |
|
Netherlands |
4. Health care and life science |
>3 000 |
2 |
"Royal DSMs NutriRice uses innovative hot extrusion technology with encapsulated micronutrients to preserve the nutrients typically lost during milling and food preparation. This is an important innovation given that rice is the staple food of more than half of the world’s population, yet it contains few vitamins and minerals. NutriRice uses rice flour as a raw material and kernels are mixed with natural rice at a ratio of 0.5-2%. NutriRice kernels look, taste and behave exactly like normal rice. In a poor urban setting in Bangalore, India, DSM collaborated with the St. Johns Research Institute to conduct a trial to study the effects of NutriRice on school children aged 6-12 years. After six months the children’s B‑vitamin status had improved significantly and there was an improvement in physical performance, particularly physical endurance, among the children who consumed NutriRice." (UNGC and KPMG, 2016[8]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
United States |
4. Health care and life science |
>3 000 |
3 |
"Johnson & Johnson launched Janssen Global Public Health (GPH) in early 2014 to unify the company’s commitment to addressing some of the world’s most critical health issues. For instance, Janssen is partnering with Stop TB Partnerships Global Drug Facility and the US Agency for International Development to better facilitate access to its multi-drug resistant tuberculosis compound, SIRTURO (bedaquiline), for patients in more than 130 low and middle income countries, and to collaborate for continued evaluation of multi-drug resistant TB treatment regimens with SIRTURO. In addition, Janssen GPH is collaborating with Harvard Medical School to support research, policy and advocacy to address paediatric and adult drug-resistant TB treatment. To help treat and prevent HIV in at-risk individuals, Janssen GPH expanded its collaboration with the International Partnership for Microbicides to include worldwide development and commercialisation of dapivirine to prevent sexual transmission of HIV in women, strengthened country-level capacity, knowledge and action around the needs of HIV treatment-experienced children through the collaborative New Horizons Advancing Paediatric HIV Care initiative, and reduced the cost of its HIV medicine PREZISTA (darunavir), including paediatric formulations, by almost 20% for sub- Saharan Africa and least-developed countries." (UNGC and KPMG, 2016[8]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
United States |
4. Health care and life science |
>3 000 |
7 |
"Mylan uses natural gas, biofuel briquettes and other alternative fuels in many of its manufacturing facilities. Whenever possible, it sends waste from laboratories and manufacturing activities to waste-to-energy facilities or cement kilns that convert it into energy or steam used for heating. Some of Mylan’s sites in India purchase electricity from third-party suppliers that utilise renewable energy, such as solar and wind power. In addition, one of the company’s API plants generates steam from a mixture of coal and rice husks, producing up to 60% of its electricity. Mylan reports that four of its API manufacturing sites were the first in India to have met an internationally recognised benchmark, ISO 50001, for superior performance in managing energy responsibly and its other sites are introducing similar systems so that they too may receive this certification." (UNGC and KPMG, 2016[8]). |
3. Mitigate harm from GVCs |
2. Mitigating the impact of the daily operations of the firm |
Yes |
Yes |
|
France |
5. Industrial manufacturing |
>3 000 |
6 |
"Areva, a French industrial conglomerate, has installed a desalination plant in Wlotzkasbaken on the Namibian coast, to provide clean water to both the country’s uranium mines and to local communities for domestic and industrial use. The plant is the first of its kind to be built in Southern Africa and it can supply all the water for Areva’s Trekkopje uranium mine which is located in the desert. The plant removes salt from seawater taken from the Atlantic Ocean thereby eliminating the need to pump water from aquifers in order to preserve the country’s groundwater reserves. A 48 km long aqueduct can carry 20 million cubic metres of potable water per year. Areva Namibia and the plant operator AvengWater encourage local and foreign stakeholders to visit the Erongo desalination plant and learn more about the process of producing potable water from seawater which involves ultrafiltration and reverse osmosis." (UNGC and KPMG, 2016[11]). |
2. Transform GVC and reinforce business strategy |
1. Core business |
No |
Yes |
|
Germany |
5. Industrial manufacturing |
>3 000 |
5 |
"Volkswagen AG is aiming to have 30% women at all levels of the management hierarchy in Germany. In 2014, women accounted for around 22% of all apprentices in industrial or technical areas. To increase this number, the company specifically targets the recruitment of talented women, for example through the nationwide Girls Day which offers young women the opportunity to experience what a career with Volkswagen can offer. Additionally, the Lower Saxony Techntkum is a scheme in which Volkswagen offers female students a six month internship designed to stimulate their interest in studying a technical subject. The company has also set up mentoring programs for women and has established childcare facilities within or near the company in multiple locations." (UNGC and KPMG, 2016[11]). |
4. Generic social impacts/ Good citizenship |
2. Mitigating the impact of the daily operations of the firm |
No |
Yes |
|
India |
5. Industrial manufacturing |
>3 000 |
3 |
"Tata Steel works in conjunction with the Thai government to ensure a Drug Free Workplace and offers support to prevent, as well as solve, drug addiction. Additionally, it regularly organises mobile clinics, influenza prevention campaigns and also works with non-governmental organisations (NGOs) and other philanthropic organisations like the Thai Red Cross Society as a part of its health initiatives, ensuring a productive workforce." (UNGC and KPMG, 2016[11]). |
4. Generic social impacts/ Good citizenship |
4. Donation/ charity/ philanthropy |
Yes |
Yes |
|
Italy |
5. Industrial manufacturing |
>250 and ≤3 000 |
12, 13 |
"Thanks to continuous research and collaboration with various stakeholders, in 2011, the Aquafil Group completed the transformation of Nylon 6 waste into regenerated ECONYL yarn, maintaining the same quality level and performance, but by significantly reducing environmental impact. Regenerated nylon is used by a growing number of companies in the carpet and fashion sectors, including some of the world’s leading fashion houses." (Aquafil, 2020[12]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
No |
Yes |
|
Japan |
5. Industrial manufacturing |
>3 000 |
12 |
"Fuji Xerox Co., Ltd. operates a closed loop integrated recycling system for its products, in which products released to the market are collected back after use, and the parts are either reused or recycled, thus reducing waste sent to landfill. The company has introduced recycling systems and take-back programs across Japan, Thailand, Chinese Taipei, China, Korea, Australia, and New Zealand. Since 2010, the company has maintained a recycling rate of at least 99.5% across its operations." (UNGC and KPMG, 2016[11]). |
2. Transform GVCs and reinforce business strategy |
2. Mitigating the impact of the daily operations of the firm |
Yes |
No |
|
Japan |
5. Industrial manufacturing |
>3 000 |
3 |
"Hitachi Proton Beam Therapy System is one example of healthcare innovation developed by Hitachi group companies working together to apply advanced technology in accelerators, irradiation, and control systems that they have developed over the years. Proton beam therapy is a more patient friendly cancer treatment, compared to conventional radiation therapy, because it precisely targets tumours thereby minimising the damage to surrounding healthy tissue. Hitachi has also developed spot scanning irradiation technology that can accurately target tumours that have complex shape and structure and apply high-energy proton beams to them. The company is currently developing a new system which could target and apply high dose proton beams to tumours that move due to a patient’s respiration during treatment." (UNGC and KPMG, 2016[11]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
Japan |
5. Industrial manufacturing |
>3 000 |
1, 3, 5, 6, 9, 17 |
"LIXIL has been conducting activities aimed at resolving the social and sanitation issues brought by a lack of toilet facilities through public-private partnerships and other initiatives to provide sanitary toilets to people around the world. This award recognises LIXIL’s development of innovative and affordable SATO toilet products for developing countries, the establishment of a local production and sales structure for SATO and supporting employment based on the concept of a locally-rooted social business. The award also acknowledges LIXIL’s measures in partnership with international institutions and NGOs to advocate for the establishment of sanitation infrastructure, as well as other contributions to addressing issues through its business activities, such as the Toilets for All campaign to donate one simplified toilet system for every shower toilet sold in Japan." (LIXIL, 2018[13]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
Korea |
5. Industrial manufacturing |
>3 000 |
8 |
"Hyundai supports small-scale suppliers in its supply chain as part of its pursuit of mutual growth, helping them to become more efficient, sustainable and competitive. Hyundai’s support includes providing small and medium size suppliers with liquid assets to cover the cost of delivering goods and reducing suppliers purchasing costs through use of joint contracts. Hyundai also extends loans and other financial support to suppliers, helping them to normalise their regular operations, improve productivity and product quality, and make facility investments. In addition, Hyundai extends voluntary technical guidance and support developed for Tier 1 suppliers to smaller Tier 2 suppliers; this is mostly delivered by Hyundai retirees over three to twelve months on site with the supplier." (UNGC and KPMG, 2016[11]). |
2. Transform GVCs and reinforce business strategy |
3. Using firm's non-financial resources or actions unrelated to the main operations |
Yes |
Yes |
|
Netherlands |
5. Industrial manufacturing |
>3 000 |
2 |
"Royal Philips City Farming Program works with universities and partners to develop indoor commercial farms using LED grow lights. Farming by this method can result in 20-25 harvests a year, with up to 85% less energy usage. Indoor growing systems based on LED lighting can maximise plant photosynthesis, while minimising energy use, for delicious and nutritious vegetables grown in a sustainable manner. Growing crops vertically makes it possible to grow more plants per acre than would be possible with a field farm, enabling more harvests per year, with little waste produced, less agricultural run-off and minimal greenhouse gases because the food is grown where it is consumed." (UNGC and KPMG, 2016[11]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
United States |
5. Industrial manufacturing |
>3 000 |
6 |
"Ford reduced its total global water use by 62% between 2000 and 2014, or more than 10 billion gallons (equivalent to the water used for 1 billion five-minute showers). It also exceeded its global goal to reduce water use per vehicle by 30%, two years ahead of its 2015 target. It accomplished this by cutting the water it uses in everything from cooling towers, to washing parts, to paint operations. Ford has invested in numerous water-reduction technologies and process improvements. These include membrane biological reactors and reverse-osmosis processes to recycle water from on-site wastewater treatment plants in more arid regions, as well as Minimum Quantity Lubrication which uses a dry-machining process to lubricate cutting tools with a very small amount of oil (rather than the conventional wet-machining process that required large amounts of metal-working fluids and water to cool and lubricate the tools)." (UNGC and KPMG, 2016[11]). |
1. Strategic in-house contribution to SDGs |
2. Mitigating the impact of the daily operations of the firm |
Yes |
Yes |
|
United States |
5. Industrial manufacturing |
>3 000 |
7 |
"Caterpillar entered a strategic alliance in 2015 with First Solar to develop and distribute Cat-branded photovoltaic modules for incorporation into micro-grid systems that can be utilised anywhere from remote villages to mining operations. This innovative technology will provide power to remote places where, before now, it has been either unavailable or unreliable. Caterpillar is also rapidly progressing energy storage systems which allow customers to capture surplus renewable energy and store it for later use. For example, leveraging its bidirectional inverter technology developed for mining trucks and hybrid tractors, Caterpillar offers a wide range of energy storage technologies, ranging from ultra-capacitors for short duration storage to long duration metal-air energy storage products." (UNGC and KPMG, 2016[11]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
No |
Yes |
|
France |
6. Transportation |
>3 000 |
7, 9, 13 |
"Airbus Group is supporting the development of sustainable fuels made from biomass feedstock that, through their lifecycle, emit less CO2 than conventional fossil fuels. The Group has been working with a broad range of partners: universities, farmers, airlines, refineries and standard-setting organisations to act as an agent of change, helping to develop value chains that produce drop-in sustainable fuels that today’s aircraft can burn without modification. Airbus aims to be a catalyst, sparking the search for production of affordable sustainable fuels, in sufficient commercial quantities to help the aviation industry reach its goals for minimising greenhouse gas emissions. Airbus currently has development partnerships in place in Australia, Brazil, China, Malaysia, Qatar and Spain." (UNGC and KPMG, 2016[14]). |
2. Transform GVCs and reinforce business strategy |
1. Core business |
Yes |
Yes |
|
France |
6. Transportation |
>3 000 |
2 |
"Michelin, a global tire company, has developed low-pressure tires for heavy agricultural machinery in order to preserve soil lightness and stop its incremental compaction over time. This leads to a proven increase in agricultural yields and reduced pollution from agricultural land." (UNGC and KPMG, 2016[14]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
Yes |
Yes |
|
India |
6. Transportation |
>250 and ≤3 000 |
6 |
"An Indonesian passenger transport company, has reduced the quantity of groundwater used for washing taxis (as part of its commitment to the CEO Water Mandate). Absorption wells with a natural filtering system were built at the company vehicle pools to treat wastewater and prevent the build-up of standing water. The water collected in these wells can be reused during the dry seasons. Biopores were filled with organic waste to enhance absorbability of water and growing conditions for plants and trees around the taxi sites." (UNGC and KPMG, 2016[14]). |
4. Generic social impacts/ Good citizenship |
2. Mitigating the impact of the daily operations of the firm |
No |
No |
|
Japan |
6. Transportation |
≤250 |
1, 3, 4, 8, 12, 15, 17 |
"Kaiho Industry Co., Ltd. offers a solution that addresses waste treatment and management of ELV (end-of-life) vehicles. This Eco-Friendly Auto Recycling system is designed to address resource circulation society and environmental conservation. Essentially, it is a packaged automobile recycling system comprising three components, which are: 1) Installation of automobile recycling equipment and production system, 2) Installation of computerised business management system called KRA and 3) Provision of training on automobile recycling technologies and management skills. Kaiho Industry has developed a standard called the Japan Reuse Standard (JRS) for rating the quality of used engines for export. How end-of-life vehicles (ELV) are handled is a major concern in today’s society, especially when you consider that 1.23 billion cars will become waste all over the world. Thus, there needs to be some kind of appropriate processing and recycling for cars of all kinds." (UNIDO ITPO Tokyo, 2019[15]). |
1. Strategic in-house contribution to SDGs |
1. Core business |
No |
No |
|
United States |
6. Transportation |
>3 000 |
11 |
"FedEx, a global logistics company, embarked on a project with EMBARQ (a think tank) to identify sustainable public transport solutions in cities in Mexico, Brazil, and India. The three-year project reached out to over 1 600 transport officials and drivers, contributing to a reduction of 20 000 tonnes of carbon dioxide emissions. In addition, the program helped urban transport operators provide enhanced and more efficient services." (UNGC and KPMG, 2016[14]). |
2. Transform GVCs and reinforce business strategy |
2. Mitigating the impact of the daily operations of the firm |
No |
Yes |
|
United States |
6. Transportation |
>3 000 |
4 |
"Fluor, an international construction firm, runs a vocational training school for unemployed and disadvantaged people in South Africa. Since its inception almost 35 years ago, more than 30 000 people have been trained in marketable trade skills and have secured employment as fitters, welders, electricians, pipefitters, and other building trades. The training program provides Fluor with access to a diverse talent pipeline." (UNGC and KPMG, 2016[14]). |
1. Strategic in-house contribution to SDGs |
3. Using firm's non-financial resources or actions unrelated to the main operations |
Yes |
Yes |
