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The Georgicks of Virgil, with an English Translation and Notes Virgil, John Martyn Ipsi in defossis specubus secura sub alta Otia agunt terra, congestaque robora, Pierius says it is confecto in the Roman manuscript. And Tacitus also says the Germans used to make caves to defend them from the severity of winter, .

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Time duration: am to pm Time Commitment: Only 2 Saturdays in a month. Volunteer should be proficient in Hindi and Marathi 2. Title: Trees exhale for us so that we can inhale oxygen to stay alive. Can we ever forget that? Let us love trees with every breath we take until we perish. While planting a sapling we always wish that the Plant should grow and prosper. We can save many plants if we initially plant them correctly and properly. Monsoon is here which the best time to prepare for plantation is.

Join us to plant the saplings the right way and support greenery.

Golden Rice: To Combat Vitamin A Deficiency for Public Health

Raise funds, Raise Materials! Project Background: For every organisation's smooth functioning, funds and materials are very much important, hence if you can raise funds or materials for this organisation then do volunteer for the same. Title: Raise funds for the organisation and raise materials such as children studying materials or physiotherapy materials for special children. Purpose: To help raise funds to the organisation for a smooth function of the organisation which is a special or raise materials for special children of that special school.

Volunteer must understand the school's requirement and accordingly ask for the funds or materials. Volunteer needs to visit the school once a week between Monday to Friday. Content writing skills should be strong. About Anandi Special School: Anandi is a special school for differently able children, established in Anandi Special School offers speech therapy, physiotherapy, special education, yoga, art based therapy for special children.

Dance and teach!

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Project Background: Dance is an art that not only helps in our physical activity but also for mental refreshment. So if you love dancing and can teach dancing to special children then be a part of this organisation as a volunteer. Title: Teach dance to special children. Purpose: To help build a great dancing skill to special children by teaching them dance. Volunteer has to visit the school one in a week between Monday to Friday and can teach dance anytime in the day. Volunteer has to teach special children dancing.

Volunteer must know how to dance. Volunteer must be sensitized towards special children. About Anandi Special School: Anandi is a special school for differently abled children, established in He has also led various initiatives ranging from Record to report, financial modeling, company incorporation and tax planning, audit and SOX compliance, etc. Hands on knowing Excel in a more advanced way which will be helpful for business organization and to save a lot of time and effort in data processing.

Advanced Excel skills can be useful in various fields such as finance and accounting, marketing and product management, human resource planning, etc. For any further queries please email at ujwala ivolunteer. Come and Raise Funds for good! Project Background: Raising funds is very essential for every organisation to function smoothly for the good work they do.

Volunteer has to visit the organisation once a week. Volunteer would be getting training from the organisation as to how to raise funds, build rapport with corporates and banks. Good communication skills. Passionate and dedicated to their work. They emphasise on Rural Maharashtra. Besides school projects, they also conduct free medical Eye camps. Volunteer for fundraising. Project Background:Fundraising is a gentle art of teaching and joy of giving. Title: Volunteer needed who will help raise funds for Rescue foundation.

Purpose: It will help organisation to get funds in order to work for a noble cause. To approach various funding organisation 2. To fix appointments and present Rescue Foundation's work 3. To shortlist companies willing to fund and finalise them Time duration: 6 months Time Commitment: 10 am to 6 pm Weekdays Skills and Experience Required: 1. The ability to build and maintain relationships About NGO:Rescue Foundations investigations team works all year round, across the country.

They receive missing reports from NGO partners, police departments and family members and conduct operations accordingly. Be a Social Media Mojo! Project Background: Social media is not a media. The key is to listen, engage, and build relationships. Title: Be a Social Media Mojo for the organisation. Purpose: It will help them to serve as a vehicle to help them reach their goal. It offers a central place to collaborate and connect with different people.

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Create Content 2. Creative mindset 2. Analytical skills 3. Leadership and communiation skills About NGO:Rescue Foundations investigations team works all year round, across the country. Beach Please: BeatPlasticPollution. Beach Please is a youth initiative to protect our oceans from marine debris in Mumbai, India.

It is necessary to keep our beaches clean. Beaches are home to various creatures, but we are turning them into dumping yards, land that is contaminated by chemical wastes or human wastes. Marine life, dwelling only in the water, get affected by waste on beaches. This creates negative effects on marine life. Videographer needed. Project Background: Video is an effective form of communication that needs to be integrated into each and every aspect of uour existing efforts.

Title: Videographer needed who will create a few short videos about the organisation. Purpose:These videos, will be can be shared with well wishers, funders and on the website. Shoot and edit the video to give organisation the final product. Give suggestions about shooting location and also what needs to be highlighted Time duration: One video to be made by 24th June.

Other videos as per the mutual understanding between NGO and volunteer. A high level of self-motivation, commitment and dedication. A keen eye for detail and a critical mind. About NGO: Urja is a catalytic organisation for homeless young women, supporting their fundamental needs and focusing on a life full of dignity. Be a helping hand in the hospital. Project Background: Hospital processes are not only tedious but also confusing for people who are themselves going through it.

Hence, if you want to help and guide patients in the hospital then do become a volunteer for this organisation. Title: Help and guide patients in Tata Memorial Hospital Purpose: To be the bridge between hospital medical and administartion staff for the patients. Volunteer has to handhold the patients and navigate them throughout the hospital process. Volunteer has to visit either twice a week for 2 hours or once a week for 4 hours in the hospital. Time Duration: 1 year Time Commitment: 2 hours twice a week or 4 hours once a week. Skills and Experience required: 1. Volunteer must be dedicated towards its work and time.

Volunteer must be sensitive towards the patients at the hospital. About Littlemore NGO: The organisation is dedicated to making life of cancer fighters a bit easier and giving some light to an otherwise gloomy world. The focus of the program is development and empowerment, with an underlying focus on personal and professional growth.

We encourage thought and dialogue on topics such as aspirations, communication, prioritization, professionalism, work etiquette and more. Our mentors hail from distinct sectors including banking, finance, information technology, business, beauty and wellness, hospitality, medicine, shipping, and more. We take pride in our diversity because we strongly believe that experience and knowledge rests in the individual and their story.

Lastly, the objective of Mentors of Mumbai is to build a long-lasting relationship of trust, confidence and support. It also aims toward moving the mentee on the employability parameters. Data Entry Experts Needed! Project Background: Data entry is the act of entering information into electronic formats by using word processing or data processing software hosted on a computer. Transform a School. How often do we visit a School and wish we could have done something towards its development?

Here giving an opportunity to volunteer to transform a School: School has multiple needs: 1 Painting of classrooms 2 Painting of corridor 3 Painting of Desk 4 Gardening 5 Creating Teaching Aids 6 Painting of Boundary wall 7 Cleaning 8 Fencing Those interested to volunteer can pick their projects from above and proceed ahead to transform the School in their respective groups Lonavala, MH. What's cooking?? We are a bunch of volunteers who wish to empower our local househelps with new cuisine and better cooking skills which in turn could give them better payment opportunity.

You could join in through one of the ways as below: 1. Get a group of househelps together at your place and ask us to organise a cooking demo day for a cuisine untried by your househelps yet. Send your househelp to pre-defined culinary trip at one of our partner location- partner locations are currently in Yerwada and Aundh and are operational only once in 2 weeks- calendar will be released shortly.

Nominate yourself to come and teach a new cuisine with a full meal plan at our partner location. To know more, write to neashrivastava gmail. Art and Craft Teacher for Rainbow Homes. They are home to one hundred children. Although these children go to school, the organization require an Art teacher to create a curriculum for the same which is to be carried out on a regular basis.

The timings are to be decided by the volunteer. Kindly show interest below and we shall connect with you to discuss the same in details. Stationary Donation at Rainbow Homes. We are conducting a donation drive for Rainbow Homes. This is a shelter home for homeless children. The organization consists of one hundred boys who are sent to school. A new academic year has begun for them in schools and we are looking for donors to come forward and donate as much stationary as they want from the below list- 1.

Notebook 2. Pencils 3. Pens 4. Sharpeners 5. Erasers 6. Pencil boxes 7. Ruler 8. Drawing books 9. Color Pens Kindly show interest. Support for Physiotherapy Camp at Rainbow Homes. Ankita Ambatkar, a budding Physiotherapist, is the leading doctor of the camp. This camp focuses on creating a curriculum of physiotherapy for children of all the shelter homes under the umbrella of NGO- Rainbow Homes.

The head office is present at Camp while it operates from four of their house present in- Shivajinagar, Manpa, Camp, Vishrantwadi. Reach out to vidit iVolunteer. Dalvi Hospital. By Muskan Upadhyay. Fri, 28 Jun Conducting the menstrual hygiene session in one of the villages in Utnoor, Telangana and distributing sanitary napkins to the beneficiaries I come from a small town By Shubham Mishra. Wed, 26 Jun This is Harsh. He helped us in distributing leaflets of medical camp in Sapera basti. Do you know where does your waste go after it leaves By Goutam Nair.

Mon, 24 Jun Field days are amazing with the number of people I meet, interact and in some cases, get an opportunity to have long conversations with. Long roads By Supriya Gudur. Sat, 22 Jun I woke up early morning, at 5 am, reached the town of Kuppam, Andhra Pradesh, in an hour and finally got into a private bus of Log in with Facebook Or login using your portal account. Email Address. Password Forgot your password? Not a member? For Volunteers Why volunteer? How do I begin? Find a volunteer opportunity. Advanced Search. Keyword s. Please wait Program Lead 1.

Chandigarh, CH Through Research Analyst User Insight Position Summary: Build audience persona by drawing insights from different data sources Qualification Required: Analytical Background Minimum 2 years of experience post-graduate desirable Experience with a nonprofit organization preferred Have experience conducting user interviews for your own startup or work and draw insights from different data sources to build user persona and user insights. Ability to take initiative, work individually or within team High professional standards, including integrity, accuracy and attention to detail Chandigarh, CH Through Community Marketing Lead Google Adwords Position Summary: Develop, implement and analyze strategies for qualified user acquisition activities.

Volunteer Required for waste Segregation Awareness Drive Hara Jeevan is a non profit organisation working in the field of environment for being clean and green and educating young minds for the same. Delhi, DL Through New Delhi, DL Volunteer required to help NGO in Business development strategies Action India required volunteer who can help them in design strategies for marketing sanitary pads.

Event Managers Are you concerned about our environement? We can — and must — do more. Toggle navigation. Devex is the media platform for the global development community. Join us. Sign in. Funding Find funding Funding overview Find partners Get funding access. The power of collaboration: 6 success factors for private-NGO partnerships. Cargill train cocoa farmers to help them increase their yields while adopting sustainable practices. In partnership with CARE, Cargill is also improving access to education and healthcare for rural cocoa farming communities to make a positive difference to the lives of cocoa farmers and their families.

Photo by: Cargill Organizations from different sectors are increasingly recognizing the potential of greater cooperation to achieve positive change and improve the way that individual organizations can approach their work. Get development's most important headlines in your inbox every day. About the authors. Cargill recognizes the complex social, economic and environmental issues globally and aims to form partnerships with organizations to provide meaningful impact in the nutrition and health of those in their communities, and foster sustainable economic development and promote responsible business practices in their supply chains.

In cities, percent of building material is wasted during construction 52 , and cities account for 70 percent of global energy use and energy-related GHG emissions. They include:. Energy and materials. Growth in demand for energy could slow to because of demographic changes and China's shift from investment-led growth towards greater consumption. That said, over 1. Health and well-being. The Global Goals are highly integrated, which means progress on all of them is needed to open up all the business benefits they offer, as well as the overall societal gains.

For instance, the research shows that effective action on climate change can be linked to achieving the objectives of strong economic growth and ending poverty, while access to affordable energy will help reduce inequality and support sustainable industrialisation in the developing world. At the same time, major investments in infrastructure and innovation will be needed to meet the environmental targets set in the Global Goals.

Links between the social and environmental goals are also marked: sustainable management of land and water ecosystems will help improve agricultural productivity and eliminate hunger and malnutrition, while climate action, better housing and less polluted cities will have widespread benefits for health and well-being. Achieving the Global Goals will certainly require new regulations. These are likely to include measures to address greenhouse gas emissions and encourage resource efficiency, like mandated carbon and water pricing see Section 2. Some of these policies will add costs for individual businesses which, conventionally, business leaders might be expected to resist.

And some of the goals may appear to lie beyond the responsibility of business, such as quality education and good health and well-being for everyone. However, the major market opportunities described in this section will not open up and go on growing without a healthy, productive, secure global workforce — formal and informal — with money to spend.

So there is a powerful business, as well as moral, case for the private sector to back progress towards all the Global Goals as they try to capture those market opportunities. However, these largely do not reflect the cost of a range of externalities, in particular GHG emissions, and they include various subsidised and unpriced resources, including water, fossil fuels and food. To understand the impact of removing subsidies and properly pricing resources, the research takes a subset of the top opportunities and reprices three components for which reliable data is available: carbon, water and food Exhibit 6.

The effects are most striking in the food system, where pricing of externalities almost doubles the total value of opportunities to reduce food waste. Impacts on energy and materials opportunities are also significant: the size of the opportunity in renewables rises by 46 percent, driven by carbon pricing and by a similar amount in energy efficiency in non-energy intensive industries. More than half of the total value of the Global Goals business opportunities arises in developing countries, though the geographic distribution of the value varies between economic systems.

In the case of cities, improving the efficiency of buildings is one opportunity where developed and developing economies each have significant potential, but the affordable housing opportunity is larger in the developing world. The value of energy and materials opportunities is distributed more evenly — while extractive opportunities are primarily in the developing world, circular economy models in durable goods are likely to develop first in developed markets. In the case of food, there are significant opportunities in Africa and India, reflecting their large share of cropland and currently low levels of productivity.

Health and well-being opportunities are concentrated in developing countries, where access is currently low, and in the United States and Canada, where healthcare costs are highest Exhibit 7. The importance of individual opportunities also varies by region, with stark differences between developed and developing countries. Affordable housing is the largest opportunity in four regions: Latin America, Russia and Eastern Europe, China and the rest of developing and emerging Asia.

Applying circular economy models to durable goods provides the largest opportunities in the US and Canada, Europe and developed Asia-Pacific. Energy efficiency in buildings is a major opportunity in half of the regions, concentrated primarily in the northern parts of the world where heating costs are high. Expansion of renewables is the one opportunity that is important across regions of different income levels, a result of the gathering pace of the worldwide transition to low-carbon electricity generation. These 60 Global Goals opportunities could together create more than million new jobs by , more than 10 percent of the forecast size of the labour force Exhibit 8.

Creating jobs might not immediately register as a benefit to an individual business. But these jobs will be created at a time when the outlook for employment is uncertain see Section 5. Almost one-fifth of the total employment potential — around 70 million jobs — comes from just one opportunity: affordable housing. The majority of jobs — almost 90 percent — will be created in developing countries, including 85 million jobs 23 percent in Africa and million jobs 59 percent in developing Asia. This is because the need for capital investment is much greater in low- and middle-income countries, especially in affordable housing and other critical infrastructure, and because the job creation impact of investment is much larger given the higher labour intensity of developing economies.

The business case for sustainable development is already strong Subsection 3. A wave of companies and entrepreneurs is already using innovative technology and business models to enter Global Goals-related markets Subsection 3. However, opening up the full range and scale of Global Goals-related markets and the long-term business growth they offer depends on achieving all the Global Goals.

This interdependence calls for a transformation in the way businesses operate. How business leaders can make this transformation through their own business and beyond is detailed in Subsections 3. Many business leaders already see sustainability as much more than a corporate social responsibility exercise that boosts reputation by giving a share of profits to community and environmental projects. Their companies are deploying the sustainability toolkit to open up new business opportunities through innovation, to pursue efficiency gains, to attract employees, customers and investors, and ensure their licence to operate.

A McKinsey study found that 44 percent of sustainable business leaders cite growth and new business opportunities as reasons for tackling sustainability challenges. With a new global agreement on reducing HFC use secured in October , 3M is placed to benefit hugely as the global market switches to safer alternatives. Focusing on sustainability can yield large cost savings: one report shows that many companies have achieved an average internal rate of 27 percent on their low-carbon investments.

In the 15 years from to , Dow saved 1, trillion BTUs, which is the energy equivalent to powering all residential buildings throughout California for more than one and a half years. The growing body of evidence showing that higher sustainability performance means better financial performance is steadily gaining traction with investors. Lastly, more sustainable companies tend to be more trusted by consumers and B2B customers, and trust makes customers more likely to buy. Anticipating growing pressure for sustainability from regulators, shareholders, consumers and employees, a number of companies and entrepreneurs are taking bolder steps to expand in the fastest-growing markets related to the Global Goals.

Many of these innovators are using one or more of the game-changing, largely digitally-enabled business models that have developed over the past decade. These can be adapted to capturing market opportunities in line with both environmental and social Global Goals. The models include:. The majority of businesses successfully targeting sustainable market opportunities today are built on digital technologies.

Digital industry groups and players, for instance the Global e-Sustainability Initative and Accenture, are also collaborating with policymakers to identify where digital technologies can speed progress towards the Global Goals and to develop enabling policy. For example, BMW is repositioning itself over the longer term as a provider of mobility services such as car-sharing, while it continues to manufacture increasingly efficient cars.

Similarly, Novo Nordisk, now a global leader in diabetes treatment, is moving into diabetes prevention even though success will mean smaller markets for its existing products. Other innovators are using technology allied with their freedom from fixed assets and existing business models to move rapidly into growing sustainable markets and drive their growth.

Among them: Didi Chuxing, a Chinese ride-sharing company that estimates it has cut Insurer MicroEnsure is bringing affordable insurance to previously unreachable groups via a model inspired by the popular computer game Angry Birds. The company saw an opportunity in providing health, life and disability insurance cover for low-income groups in Asia and Africa. For instance, in Africa less than three percent of the population has health insurance. It provides free basic insurance in exchange for improved consumer loyalty to local telecoms companies, with the option for consumers to buy more extensive cover once they understand the value of being insured.

For more detail, see the MicroEnsure case study. A joint venture between Nissan and Enel Group is allowing electric vehicle owners to sell energy back to the grid, empowering consumers and raising the prospect of mass clean energy storage. By combining their core capabilities, the companies have developed an offer with staggering potential. And if all UK vehicles were electric, they would in effect be a virtual storage facility with GW capacity — enough to power the UK, Germany and France.

And by acting as storage units for clean power, electric cars could help grid managers overcome the problem of irregular renewable energy generation. For more detail , see the Nissan and Enel case study. It also buys over 60 percent of building materials locally and provides employment to local construction workers.

Green features include solar water heaters, wood-saving stoves and systems to harvest rainwater. Already, 30, houses have been built and over , homes improved in Mexico alone using its model. Rewards for the private suppliers are linked to their performance forecasting and meeting demand, incentivising them to keep clinics well stocked, and freeing up healthcare workers to focus on essential medical tasks. For more detail, see the Merck for Mothers case study. All of the businesses growing in sustainable markets today are progressing on some of the Global Goals.

But some are going backwards on others. Doing this comprehensively implies a transformation in how businesses operate, individually and collectively. Business leaders can take action at four levels to drive this transformation:. A change of company strategy starts at the top. Widespread changes in business practice also start with changes in the way company leaders think and behave. Getting the weight of business behind the Global Goals as a growth strategy depends on a critical mass of leaders buying into the case, both for business as a whole and for individual businesses.

Then those leaders need to make the case loud and clear to their fellow board executives within their companies and in the business community. Members of the Commission are committed to doing this and supporting other current and future business leaders who think the same way. There are several toolkits to help companies do this.

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For example, the SDG Compass report, produced by the Global Reporting Initiative, the UN Global Compact and the World Business Council for Sustainable Development, explains to businesses and their stakeholders how the Global Goals affect them and offers practical tools for integrating the goals into corporate strategy. Changing the way business operates. To align business with the Global Goals, businesses will incorporate them not only into their strategic planning, innovation and business development but every other activity as well, from investment and operations to marketing, talent management and communications.

To change the company mindset fast, companies may appoint a board member accountable for leading on the Global Goals opportunities and priorities. World leader in communications technology and services Ericsson has assigned an ambassador from the executive leadership team to each Global Goal, making that person a visible champion for innovation and action in his or her area. The Chief Legal Officer, for example, in charge of Global Goal 16, is promoting peaceful societies and access to justice, and has convened a global peer legal network on these issues.

By tying these challenges directly to executive responsibility, the operator has made the Global Goals framework relevant to day-to-day priorities, a move it says is helping it seize new market opportunities that align profit with public benefit. For more detail, see the Ericsson case study. Focusing on inclusion. Incorporating the Global Goals into business strategy promotes those goals aimed at meeting basic needs and extending social and economic development to those now marginalised.

The result will be an increased focus on inclusion in everything a business does. Business can be powerfully inclusive not only as a creator of jobs with decent work and conditions but also as a developer of inclusive services and other innovations that improve the lives of the very poorest. Sustainable company leaders look for ways to support their smallest and poorest suppliers.

They work with them to improve their productivity, invest in their skills, build their resilience, improve their access to credit, and as far as possible, ensure that no one is left behind. The ten principles of the UN Global Compact, developed to help businesses do the right thing, is a helpful guide here. See Box 3: How businesses are promoting financial inclusion. Several financial service firms, often with digital partners, are extending the financial system to people on low incomes previously denied its benefits: a safe place to save, insurance to manage household and business risks, credit and payment platforms.

Finance companies are also financing inclusive services in other sectors. The Abraaj Group is planning to invest in delivering high quality, mass-market healthcare for low and middle-income groups, particularly in Africa and South Asia, with the goal of optimising profitability while achieving measurable social impact. By connecting facilities and personnel across specialisms and geographies, for example, through telehealth and doctor exchange programmes, the idea is to find synergies that can boost the quality of care while saving money for both providers and consumers.

If the fund achieves its goals by as planned, it could see 14 million patients in its hospitals each year, 54, hospital employees delivering quality care across the networks and diagnostic centres providing much-needed pathology and imaging services across target markets. For more detail, please visit the Safaricom case study. Companies outside the finance sector are extending financial inclusion too. Several multinational firms now offer supply chain finance to small and medium-sized suppliers in their value chains, many in developing countries.

This gives small-scale entrepreneurs access to credit on much more advantageous terms than they could generally get based on their personal credit scores. Financial inclusion can be a particularly powerful driver of gender equality, a crucial area for progress given the global gap between genders in their access to financial services: in , 65 percent of men had a bank account, but only 58 percent of women.

The gap is especially pronounced in South Asia, where there is an percentage point difference between men and women — twice as high as in Sub-Saharan Africa. Different companies will have different ways of reducing poverty and promoting inclusion. But one commonly effective tactic will be to pursue gender equality within the company and through its supply chains and direct suppliers, as well as expanding business opportunities that promote gender equality.

Companies can ask their top suppliers to do the same. See Box 4: Pursuing gender equality is driving business growth. Worldwide million fewer women than men own a mobile phone. Vodafone has been incentivising women in Turkey to buy mobile plans and then using the network to find education and work opportunities. Vodafone meanwhile attracted 75, women customers, 15 percent of them new to the operator. For more detail on this, see the Vodafone case study. This is true across all industries.

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Even in more differentiated sectors, such as consumer goods, cost pressures are intense, partly because of slow growth in middle-class purchasing power. Consumers in general rely on companies to meet basic environmental and social standards in their operations, allowing them to get on with hunting down the best value. This makes it very difficult for an individual company to raise its standards on its own, even though many might want to be better employers and stewards of the environment. All the players have to agree to raise and maintain standards at the same time to keep the playing field level.

Such collective approaches are essential to shifting a sector or value chain on to a sustainable growth path. The risks of delaying them are growing. Finding new ways to work with peers. Recent years have seen a number of such collective approaches. For instance, in the Consumer Goods Forum engineered a commitment from sector players to work towards zero net deforestation by , and to develop action plans for sustainable sourcing of commodities including palm oil, soya, beef, and pulp and paper. Similarly, the Global Agri-Business Alliance is developing a pre-competitive agreement across the agriculture sector to improve rural livelihoods especially among smallholder farmers , mitigate climate change, manage natural capital sustainably and contribute to global food security as well as contributing towards other Global Goals.

Not all such collaborative initiatives have been effective, and few so far have targeted Global Goals specifically. However, this is changing. For example, the GSMA, which represents mobile operators worldwide, has developed a comprehensive plan for the sector to maximise its contribution to the Global Goals. It also identifies the biggest challenges they may face and collective commitments that will help to unify action as much as possible.

They also need to assess the impact of that shift on progress towards the environmental and social Global Goals relevant to the sector. For example, if players in the agribusiness sector were initiating a sector shift to sustainable aquaculture, they would analyse both its environmental impact through its effect to reduce overfishing and its social impact through its net impact on job numbers.

See Box 5: Child labour in the cocoa sector in Ivory Coast: the case for a roadmap. Systemic features of the Ivory Coast cocoa market compound the problem. However, the necessary conditions are in place for an effective coalition to form between the many actors concerned about this issue. Mechanisms and technologies that can tackle market features encouraging child labour are emerging, among them mobile money, electronic child registration, CCTV and other low cost, incorruptible monitoring systems.

The next step is for all the parties involved to co-ordinate on drawing up a roadmap to a sustainable cocoa industry that neither exploits children nor leaves them unsupported. The sample roadmap below gives an idea of what the details of a future sustainable economic system compared to its current state might look like.

The food and agriculture system could capture sustainable opportunities in five key areas: i inputs, ii production, iii food processing, iv logistics and v retail and disposal — in each of which, a shift from the status quo to a new, sustainable system would be envisioned. For example, a potential challenge is the adoption of pricing of environmental externalities: national-level pricing policies could prompt companies to move operations to countries with more lenient price policies i. The growing risks of delay. No group of sector peers has yet developed such a detailed roadmap and some may find it hard to imagine.

But the risks to established businesses of not having one are growing. As well as multiplying new opportunities, sector roadmaps will help incumbents manage the risks of a shift to sustainability in their sector. To illustrate, lacking a roadmap, companies in several areas of the power sector have been unprepared for the speed at which the shift towards renewable energy has disrupted their profitability. One casualty, German utility E. Today, the sector is waking up to the scale of stranded assets those steps imply and the risks these could pose to their owners and the financial system. According to data compiled by Bloomberg, already over half of all assets in the global coal industry are held by companies that are either in bankruptcy proceedings or don't earn enough money to pay their interest bills.

The most far-sighted are publicly exploring scenarios envisaging peak oil demand within the next years and peak coal demand before But many of the incumbents have yet to reinvent a profitable future for themselves in a zero-carbon world. Without more radical purposeful change, more traditional energy companies could become casualties of the transition to a world in which sustainable development is as central to every business as digital technology is today.

They may not be the only ones. Consider the food value chain. If 10 years from now the public health costs of obesity are still spiralling and the food industry has failed to lead on solutions, could it absorb the drastic measures that governments might take, such as strictly enforced sugar taxes? Or stringent penalties for wasting food, should the world experience more food price spikes like those of ? Policies determining how to factor environmental and social costs into the prices that companies and customers pay will shape competition in expanding sustainable markets.

Advancing policy on pricing externalities. All companies make decisions based on the economic signals surrounding them, such as the price of labour and materials and the cost of taxes, as do consumers. As noted in Section 2. Until they are priced in, even businesses that want to be part of the solution are condemned to be part of the problem — stuck on the same, skewed playing field as everyone else. The numbers involved are immense Exhibit In , a major analysis of unpriced environmental costs in the global economy looked at every primary production and processing sector — from agriculture, forestry, fisheries, mining, utilities and oil and gas exploration to cement, steel, pulp and paper, and petrochemicals.

Economies across the world continue to subsidise fossil fuel consumption, in direct conflict with the urgent need to tackle climate risk. The most forward-looking business leaders are anticipating the impact on their business costs when the true environmental costs of other activities is reflected in prices, for instance, the real cost of using unsustainable fresh water, sending waste to landfill, wasting food, polluting the air or ground and producing the most resource intensive foods.

But new drivers lie behind its new energy strategy. First, clean energies are becoming more and more competitive as energy markets respond to mounting regulatory pressures arising from the Paris Climate Agreement commitments and reinforced by the Global Goals. Setting medium- and long-term targets for renewable energy allows the company to set itself science-based emissions targets, effectively decoupling company growth from emissions growth.

It is also protecting itself from future regulatory shocks, such as mandatory carbon pricing. And while the strategy, of course, continues to aim for lower operating expense, it means Telefonica can focus on offering services that allow customers themselves to become more energy efficient, giving it a further competitive advantage. There is a good case for businesses to contribute to systematic approaches that tackle the set of issues linked to pricing externalities, which cross the public and private sectors.

For instance, a number of governments, multi-lateral institutions, financial players and companies have come together to form the Carbon Pricing Leadership Coalition. Getting carbon prices right will be critical to keeping global warming well below two degrees. It could also provide the test-bed for a more comprehensive alliance on externality pricing, especially given linkages between carbon pricing and food security. The issue of pricing externalities is not limited to environmental challenges. Just as investors are increasingly concerned about stranded assets as a result of tougher environmental requirements, they may also become concerned about the earnings quality of companies that incur significant social risks to maintain profits, for instance by paying poverty-level wages or generating conflict with local communities over rights to access land and other resources.

The World Business Council for Sustainable Development is developing a new Social Capital Protocol to enable businesses to measure and value their interactions with society. The Council is piloting the protocol approach in three areas: employment, skills, and employment conditions that meet safety standards which show respect for workers. However, companies are finding more and better ways to handle this risk, expanding the scope for social pricing. CEOs have a choice. Progressive leaders are not waiting for governments to act on price before doing anything.

The company has adopted its own internal electricity tax — charging itself 2. For more detail, see the New Belgium Brewing case study. Innovation partnerships between public, private and academic partners have been critical to transforming scientific discovery into mass-market products and services in public health, clean energy and nutrition among other areas. They will be essential to delivering the speed and scale of innovation needed to achieve the Global Goals.

In pharmaceuticals, for example, the Global Alliance on Vaccines and Innovation Gavi provided strong incentives for private companies to come into developing vaccines for tropical diseases. The facility was largely financed through future overseas development assistance ODA commitments that were then translated into a social impact bond. With a year lifespan, a year investment period and very substantial resourcing from its founders and their networks, it is bringing the best scientific and commercial expertise together to back the next wave of clean energy technologies.

The two initiatives — Mission Innovation and Breakthrough Energy — will coordinate their activities and expand their innovation ecosystem by inviting leading corporates, financial institutions and other entrepreneurs to participate. These are examples of a wide range of mechanisms now being used to accelerate the development of new products and services aimed at specific societal goals. Business leaders who adopt the Global Goals as a growth strategy can do a lot to unlock the significant amount of long-term public and private investment needed to achieve them.

There should be a big enough supply of capital available to finance the Global Goals. The main trouble is that too many investors want immediate results. Over half of CEOs report feeling under pressure to deliver financial results within a year or less, leading many to prioritise immediate shareholder rewards over investments for the future. Achieving the Global Goals depends on aligning the global financial system with sustainability and long-term outcomes. But the financial system consists of tens of thousands of institutional participants — including regulators, banks, insurance companies, stock and bond exchanges — and billions of individual market participants.

Lengthening the investment horizon of so many market participants and attracting them to sustainable investments in line with the Global Goals requires clear thinking, individual and sectoral action and unprecedented collaboration between the public and private sector. The financial sector is highly innovative and responsive to opportunity see Innovations in finance that can progress sustainable development.

The Commission has identified three areas of action for business leaders to pursue in response to the Global Goals opportunities: standardising and simplifying sustainability reporting; unlocking public and private investment in infrastructure; and aligning financial regulation and investment principles with sustainable development. Rapid progress in these three areas will help investors, businesses and governments to achieve the universal benefits of sustainable development in a joined-up fashion, and to share in those benefits themselves. But we recognise that financial customs and investment communities differ in different jurisdictions: the actions we suggest under the principles below are to be refined and adapted appropriately.

Simplifying reporting of environment, social and governance ESG performance. Many institutional asset owners — particularly pension schemes and insurance companies — are alive to the potential of their money to influence the wider economic system. But achieving accurate prices across the economy will take time.

Unfortunately, there are as yet no agreed standards for measuring sustainability performance equivalent to international accounting standards, and no publicly available or recognised league tables, making that comparison difficult. The past 15 years have seen significant growth in disclosure of corporate performance on sustainability. Most fund managers now claim to include assessing ESG performance in their investment process. However, even the largest institutional investors with teams of professionals in their ESG units, can only cover ESG for 1, companies in any serious way, in an investible universe of up to 30, companies.

The challenge is an order-of-magnitude higher for smaller investment houses. The lack of a standardised system for reporting on ESG performance is the main reason ESG analysis is time-consuming and expensive. In its absence, different companies use different reporting standards. This profusion of frameworks is a headache for investors, 79 percent of whom say they are unhappy with their ability to compare sustainability reporting between companies in the same industry.

And it is harder to make the quantitative case that investing in sustainability brings better returns. Moreover, much of the existing analysis of relative corporate ESG performance remains inaccessible to individual asset owners and civil society because of high paywalls, lack of transparency in methodology, or the complexity of reporting. As a result, individual investors and civil society cannot hold companies effectively to account for investing in and promoting good corporate performance on sustainable development.

And companies have insufficient motivation to improve on their corporate sustainability performance. The Commission believes that publicly listed companies should decide on simple, clear metrics to report annually to stakeholders. These metrics should be standardised across industries and geographies to allow for easy comparison by investors.

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We urge other business and financial service leaders to do the same. We strongly support the creation of corporate Global Goal benchmarks that harmonise and build on existing corporate reporting requirements and frameworks. Once companies report consistent data over time, comparable with others in their respective sectors, benchmarks can be developed. Such tables would for the first time enable the leaders and boards of companies, policymakers, civil society and retail investors to quickly and easily compare the relative performance of companies within a sector, over time, on a range of Global Goals relevant to the sector.

This process would need to be governed by an independent, non-political institution, to ensure no conflicts of interest from the private or public sector. The greater the number of companies in a sector participating in and leading this process, the more relevant the Global Goal benchmarks will become to all the companies in the sector. The global insurer, Aviva, has proposed such a concept and its proposal has been endorsed by the UK government.

See Box 8: Transparent reporting starts a race to the top for a forerunner in the pharma sector. Making this sector data transparent motivates all the companies in the group to make their products more accessible. Businesses leaders can help to clarify this dialogue by making statements of their strategy for long-term value creation and describing in explicit, quantitative terms how their investments in new business models, products and value chains related to Global Goals will drive improvement in the bottom line, reduce risks and improve the quality of earnings.

More boldly, some business leaders may choose to end the practice of issuing earnings guidance and quarterly profit reporting altogether. Investors can directly support the appointment of a director with this responsibility wherever they have a vote in the election of board directors. Investment in sustainable infrastructure is the type of investment most critical to achieving the Global Goals: gains from most other types of investment depend on the supporting infrastructure being in place.

Economists generally consider infrastructure investment as a key to growing the productive capacity of an economy. The IMF has estimated that in advanced economies, a one percentage point increase in infrastructure investment leads to a 0.