SDG INDUSTRY MATRIX - Transportation

 SDG INDUSTRY MATRIX - Transportation

https://www.globalcompact.de/wAssets/docs/Sustainable-Development-Goals/Publikationen/SDG-Industry-Matrix/SDGMatrix_Transportation.pdf

New Sustainable Development Goals to make our world more: Prosperous  •  Inclusive  •  Sustainable  •  Resilient

SDG 1 NO POVERT

End poverty in all its forms everywhere

OPPORTUNITIES FOR SHARED VALUE

•        Allocate research and development budget to the design and manufacture of industrial products for emerging economies, taking into account differing market opportunities, resource availability and budgets.

•        Commission independent assessments of the social, economic and environmental impacts of the company’s products and services (for example, using the KPMG True Value methodology which quantifies them in financial terms).

•        Build the resilience of suppliers and retailers in emerging economics to reduce their exposure and vulnerability to climate related extreme events and other economic, social and environmental shocks and disasters.  

•        Increase the proportion of products which are sourced and manufactured locally in developing and emerging economies, creating jobs and raising incomes in areas with high levels of poverty, whilst also reducing costs and carbon emissions associated with freighting goods.

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•        Provide core expertise and funding to develop innovative rural transportation projects that are climate resilient and socially inclusive.

•        Partner with local governments to offer affordable transport services and flat fares to rural areas and low income urban neighborhoods.

• Maruti Suzuki, an Indian car manufacturer, places significant focus on local sourcing of parts. Nearly 78% of the company’s supplier base by value is located within a 100km radius of the company. Localization is a critical element of the company’s supply chain, and has been found to have many benefits. It develops a reliable local source for future requirements, reduces exposure of the company to foreign exchange movement, builds capability of local suppliers and boosts the local economy.

• Renault, a French car manufacturer, launched a social enterprise to help remove the mobility obstacles preventing low-income job seekers from accessing employment. Through a program called “Solidarity Garage,” Renault, in partnership with welfare and employment agencies, facilitates transport of vulnerable populations and enables them to use and maintain their vehicles optimally. The garages provide affordable maintenance and cheaper cars.

SDG 3 Ensure healthy lives and promote well-being for all at all ages

OPPORTUNITIES FOR SHARED VALUE

·         Collaborate with governments and other stakeholders to reduce deaths and injuries from road traffic accidents.

·         Offer services and products that improve accessibility of medical services for rural and disadvantaged populations.

·         Provide a proactive employee wellness program to prevent and reduce growing non-communicable diseases caused by industry specific working conditions. 

·         Engage in multi-stakeholder partnerships to tackle communicable diseases such as HIV/AIDs for long distance drivers.

·         Partner with local governments in support of safe walking and cycling infrastructure.

·         Improve working conditions for employees across the value chain (including providing support for breastfeeding mothers) and provide employees and their families with healthcare services and insurance.

·         Improve safety and resilience of staff – and other people in the value chain where feasible – in locations with high disaster risk by developing robust disaster risk mitigation and preparedness plans (including emergency first aid and rescue skills) and providing them with physical and psychosocial support after disaster event

• Hyundai Motors, a global automaker, in partnership with a public health non-profit organization, provides mobile medical vehicles to enhance medical service access to rural populations in developing countries such as Uzbekistan, Ethiopia, Democratic Republic of Congo, Nigeria, Ghana, Rwanda, etc. These vehicles are designed to allow doctors to perform basic internal medical examinations for those who lack access to healthcare facilities. A mobile health-clinic vehicle is increasingly recognized as a valuable alternative for health-care services to vulnerable populations. 

SDG 4 Ensure inclusive and equitable quality education and lifelong learning

OPPORTUNITIES FOR SHARED VALUE

•        Promote and invest in STEM education (i.e. Science, Technology, Engineering and Mathematics) for girls, boys, women and men to secure access to employees with skillsets which meet future business needs in countries of operation (e.g. engineers, technology experts and data analysts).

•        Collaborate with other companies and educational institutions to provide vocational training in order to develop a diverse talent pipeline including women, men and vulnerable persons (such as persons with disabilities, indigenous persons, and racial and ethnic minorities).

•        Collaborate with governments and educational institutions to integrate road safety into school curricula.

•        Support local governments to identify optimal locations for educational institutions, such as close to mass transit lines. 

•        Collaborate with other businesses, NGOs and governments to improve learning in countries within the company’s value chain (thereby making a long term investment in a diverse talent pipeline and improved economy).

LEADING BY EXAMPLE

• Jaguar Land Rover’s ‘Inspiring Tomorrow’s Engineers’ program promotes learning and engagement in STEM subjects in collaboration with schools and colleges to inspire young people to consider engineering and manufacturing careers.  Over 2.5 million young people have participated in the program which comprises three main elements: (i)    School STEM Team Challenges (including Rover 4x4 in Schools, Jaguar Maths in Motion and Jaguar Primary School Challenge) which bring science and technology subjects to life, providing pupils in 11 countries with hands-on projects that enable them to explore different aspects of the automotive industry in a stimulating and exciting way. In addition to raising awareness about engineering and automotive technologies, the projects also help young people develop communication, team-work, project management and ICT skills. (ii)   Education Business Partnership Centres which manage school visits and work placements at the company’s UK sites. (iii)    Careers outreach activities where the company engages with young people, teachers and parents outside its plants to help inform career choices.

• Volvo Group, together with the U.S. Agency for International Development and the Swedish International Development Cooperation Agency, entered into a partnership to provide vocational training schools for 4,500 young people in ten countries between 2013 and 2018, primarily in Africa and South East Asia. This initiative supports Volvo Group’s planned geographic expansion and it addresses the challenge of existing educational systems which do not develop the skills that are needed by the industry. The first schools have been launched in Ethiopia, Morocco, and Zambia including a training school in Settat (Morocco) to develop mechanical skills which can be directly applied in the heavy-equipment industry.

SDG 5 Gender equality

Achieve gender equality and  empower all women and girls

OPPORTUNITIES FOR SHARED VALUE

•        Adapt manufacturing plant facilities, processes and culture to support an increase in recruitment, development and retention of women employees. 

•        Identify and include more women-owned businesses in the manufacturing supply chain, and help to develop their capacity as needed. 

•        Increase the share of women on company boards and in senior roles, and invest in policies and programs that support women in the workforce and encourage organizations in the value chain to do the same. 

LEADING BY EXAMPLE

• 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.

SDG 6 Ensure availability and sustainable  management of water and sanitation for all.

OPPORTUNITIES FOR SHARED VALUE

•        Improve water stewardship technology to reuse water, minimize harmful waste into the water system, and reduce water consumption to maintain and operate vehicles, vessels and aircrafts. 

•        Consider water risks and the value of water related ecosystem services (including water supply) as part of investment evaluation and performance criteria.

•        Engage in collective action approaches to water stewardship and disclosure, such as the CEO Water Mandate and the Water Action Hub, which are platforms to unite companies, Governments, NGOs, and other stakeholders on a range of critical water projects in specific river basins around the planet.

•        Sign the WASH pledge of the World Business Council for Sustainable Development which calls on companies to implement access to safe water, sanitation and hygiene at the workplace.

LEADING BY EXAMPLE

• Daimler AG has introduced a “zero discharge” policy in its new plant in Chennai in southern India. It channels water through a complex system of pipes, pumps, filters, and evaporators in a closed loop and it is continually reconditioned, with no water leaving the plant via a sewer line. The plant also aims to keep the natural water cycle intact as far as possible, with most of the water required for production coming from company-owned wells. To make up for the water taken from the wells, Daimler has connected the downpipes from the roofs to dry wells, so that unpolluted rainwater is fed directly back into the groundwater, with artificial ponds for monsoon season and special retainer systems to protect groundwater in the event of a fire.

• 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).

SDG 7 Ensure access to affordable, reliable, sustainable and modern energy for all

OPPORTUNITIES FOR SHARED VALUE

•        Collaborate across the industry and with Governments to improve the intermodal and trans-modal transfer systems in order to increase energy efficiency.

•        Upgrade fleets to enable use of alternative, less carbon-intensive fuels and drive the use of renewables.

•        Partner with manufacturers to improve the design and energy performance of vehicles, vessels, and aircraft.

•        Collaborate with industry bodies, the energy sector, academia and Governments to make coordinated investments in research and development of next generation biofuels, thereby increasing the speed at which they become commercially viable.

LEADING BY EXAMPLE

• In 2014, Jaguar Land Rover opened a new Engine Manufacturing Centre in the UK with a roof-mounted solar array which at the time of construction was the largest privately owned array in Britain.  The building has 22,622 panels (6.2MWp) which are designed to supply 30% of the site’s energy needs (equivalent to the energy required to power 1,600 homes), thereby reducing the plant’s CO2 footprint by over 2,400 tonnes per year. Jaguar Land Rover is planning to invest £36 million over the three years to 2017 in improving energy performance through an integrated approach of efficiency, process change and renewable energy.

SDG 8 Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

OPPORTUNITIES FOR SHARED VALUE

•        Increase local sourcing and manufacturing in low and middle income countries, where viable, to reduce extreme poverty and lift the local economies.

•        Promote high standards of health and safety in manufacturing facilities and extraction sites, encouraging employees to take personal and collective responsibility for creating a safe working environment.

•        Invest in technologies that reduce the risk of human error and accidents in production.

•        Set supplier standards that require suppliers to uphold labour rights (including equal opportunities, equal pay for equal work, rights of migrant workers, and safe working conditions) and support their implementation through supplier training and monitoring.

•        Integrate small-scale producers of component parts into the supply chain and provide them with support such as training, connections to supplier networks for lower cost joint procurement, and access to finance.

•        Prioritize eradication of modern day slavery and child labor in production supply chains.

•        Provide targeted internships for young people from disadvantaged backgrounds in order to promote social mobility whilst also enhancing company performance through increased workforce diversity.

•        Create opportunities for lower paid workers to develop their skills and gain access to improved professional opportunities, both within and outside of the industrial manufacturing sector.

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•        Implement training and hiring programs that focus on local employees. 

•        In partnership with local, regional and/or national Governments, train and strengthen the income generating ability of suppliers in the value chain.

•        Integrate diversity and inclusiveness into supply chain management practices to provide opportunities to women and minority-owned businesses. 

•        Provide targeted internships for young people from disadvantaged backgrounds in order to promote social mobility whilst also enhancing company performance through increased workforce diversity.

•        Develop the skills of lower paid workers to give them improved professional opportunities, both within and outside of transportation sector.

LEADING BY EXAMPLE

• Since 2007, BMW Group has continuously increased the number of its locally produced car models. With a strong portfolio of locally produced cars, the time was appropriate for BMW to further strengthen its commitment to the Indian market by increasing the level of localization at BMW. Plant Chennai. BMW partnered with Indian auto component suppliers to source major components like engine and gearbox; axles; door panels; wiring harness; exhaust systems; heating, ventilating, air-conditioning and cooling modules and seats. This helped BMW increase the localization level by up to 50%. This decision benefits BMW in terms of cost optimization, value addition and flexibility while at the same time creating business and profitability for its suppliers.

• Ford has implemented a training program to promote responsible working conditions in its supply chain. The program is based on one-day interactive workshops involving multiple suppliers, and is targeted at human resources, health and safety, and legal managers within supplier companies. Each participant is expected to ‘cascade’ relevant training materials to personnel within their own companies and to their own direct suppliers within four months of the workshop. This resulted in the formation of the Automotive Industry Action Group (AIAG), through which car manufacturers from North America, Europe and Asia have developed common guidance statements on working conditions. The company estimates that its training activity (carried out both unilaterally and in conjunction with the AIAG) has reached over 2,900 supplier representatives – and been ‘cascaded’ to around 25,000 supplier managers, 485,000 workers and 100,000 sub-tier supplier companies. 

• 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 normalize 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.

• Volkswagen AG’s growth strategy prioritises local production in key sales markets. Local production contributes to economic development by creating skilled jobs and attracting supplier firms to locate in the area.  For example, since a Volkswagen location was set up in Pune, India, 69 new supplier companies have been founded, creating some 13,500 direct and indirect jobs. Localization helps the company open up new markets, where specific customer needs are observed and products are adapted to meet local requirements. Low logistics costs, procurement prices in line with local market conditions, elimination of import duties and immunity from volatile exchange rates also contribute to the competitiveness of the company’s brand.

SDG 10 Reduce inequality within and among count

OPPORTUNITIES FOR SHARED VALUE

•        Create opportunities for lower paid workers to develop their skills and gain access to improved employment opportunities, both within and outside of the industrial manufacturing sector.

•        Pay staff a living wage and encourage other companies within the value chain to also pay living wages.

•        Adopt equal opportunity policies prohibiting discrimination in all forms and encourage others in the value chain to do the same.

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•        Collaborate with Governments, the World Bank and other stakeholders to develop transport solutions – including intermodal connectivity and transport corridors – for States where the need is greatest, in particular least developed countries, African countries, small island developing States and landlocked developing countries.

•        Develop universal transport accessibility in all States including people who are young, elderly, disabled, in rural areas and/or on low incomes.

•        Pay staff a living wage and encourage other companies within sphere of influence to also pay living wages.

•        Create opportunities for lower paid workers to develop their skills and gain access to improved employment opportunities, both within and outside of the transportation industry.

•        Adopt equal opportunity policies prohibiting discrimination in all forms and encourage others in the value chain to do the same.

LEADING BY EXAMPLE

• Ford launched its supplier diversity development program in 1978 with the goals of supporting minority and women-owned businesses, creating business opportunities for diverse suppliers to grow into profitable enterprises, and further strengthening the Ford supplier network to reflect the company’s workforce and customer base. Ford’s diverse suppliers play an important role in the company’s revitalized and expanding portfolio of high-quality, safe, fuel-efficient products equipped with smart technologies. In 2014, Ford purchased US$6.75 billion in goods and services (representing 13.3% of its total global spend) from approximately 200 minority owned suppliers, and US$2.1 billion (representing 3.4% of its global spend) from more than 150 women owned businesses.

• General Motors (GM) has 12 Employee Resource Groups which provide a forum for employees to share common concerns and experiences, gain professional development support and engage in local communities. These Groups include the African Ancestry Network, Asian Indian Affinity Group, Chinese Employee Resource Group, GM Hispanic Initiative Team, Native American Cultural Network, and People With Disabilities. All Employee Resource Groups work towards making GM a workplace of choice and they provide insights that help GM better understand diverse and emerging consumer markets. Each Employee Resource Group has a business plan tied to talent acquisition, talent development, community outreach and business support.

• Volkswagen AG is committed to supporting employees with performance impairment or disabilities. People with disabilities made up 7.4% of the company’s total workforce in 2014, well above the German statutory quota of 5%. Around 55% of employees with disabilities work in production, while 45% work in support. In addition, Volkswagen is helping boost employment for people with disabilities outside the company by placing orders worth more than EUR 20.9 million with workshops employing people with disabilities.

SDG 11 Make cities and human settlements inclusive,  safe, resilient and sustainable

OPPORTUNITIES FOR SHARED VALUE

•        Collaborate with Governments and other stakeholders to improve road, rail, air and marine safety.

•        Engage in partnerships and collective action with industry peers and city planners in support of sustainable public and private transportation solutions to enhance the mobility and accessibility of vulnerable persons including low-income families, women, children, older persons, and persons with disabilities.

•        Collaborate with national and regional planners to help improve transportation links between urban,  peri-urban and rural areas, thereby opening up new socio-economic opportunities such as increased access to jobs and markets.

•        Recognizing mobility as a service and people’s aspiration for personal freedom and efficiency, develop technology and collaborations with other transport providers which facilitate integrated origin to destination transport solutions.

•        Share anonymized data with Governments (e.g. data about rides which reveals the flows and trends of private traffic) to inform public policies which help to manage urban growth, reduce traffic congestion, reduce greenhouse gas emissions and improve air quality.

• Daimler Buses (which has a strong presence in Western Europe and Latin America) supplies products such as city and intercity buses, coaches and bus chassis and it focuses on innovative and environmentally sustainable vehicles. Daimler offers advice and implementation of sustainable urban transport systems such as the Bus Rapid Transport (BRT) system to city planners and public transport operators. (BRT is a popular sustainable mobility concept that provides dedicated bus lanes to deliver an efficient and environmentally sustainable transport service to urban residents.)

• Scania, a global manufacturer of trucks and buses for heavy transport applications, supplies buses and equipment for the BRT System that will be implemented in Accra, Ghana. These high capacity buses seek to address the severe traffic congestion in the city. (The use of BRT solutions is rapidly spreading across Africa, with many cities facing the same challenges as Accra.)

• Accell Group, a bicycle manufacturer, introduced an electrically-assisted bicycle to facilitate the mobility of people with physical limitations and to enable people to cover long distances by bicycle.

• General Motors launched Maven, a new brand and business model dedicated to car sharing. Maven provides seamless and intuitive mobility access and options in addition to and as an alternative to vehicle ownership. Services are customized to regional customer needs and include city and residential programs. Maven City offers car sharing to anyone with the Maven smartphone app who lives in or visits a city where Maven vehicles are available. Maven+ is the residential offering, open to residents who live in one of the buildings with which Maven has partnered.  Maven eliminates the friction points involved with car ownership in city environments. Pricing is simple and transparent, and includes insurance and fuel.

SDG 12 Ensure sustainable consumption  and production patterns

OPPORTUNITIES FOR SHARED VALUE

•        Design and produce machinery and vehicles for sale that consume lower energy and water in use and that generate less effluent, other waste and pollution.

•        Factor an internal carbon price into capital project decisions.

•        Apply the concept of a circular economy by designing products with end of product lifecycle reuse and recycling in mind.

•        Incorporate innovative efficient technologies, such as 3D printing, into manufacturing processes to reduce waste from long-run production and prototyping.

•        Develop and implement improved processes to reduce, reuse and recycle water, raw materials, nonrenewable minerals, other inputs, by-products and waste.

•        Identify and adopt new technologies and process improvements to reduce fossil fuel combustion in industrial manufacturing plants.

•        Increase energy efficiency in industrial manufacturing plants and across distribution networks.

•        Source materials with lower embedded energy.

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•        Build zero-defect automotive grade machines (avoiding resource intensive recalls) in factories throughout the world.

•        Improve operation and management of vehicle fleets, vessels, rail rolling stock and aircraft to maximize the energy efficiency of transport.

•        Collaborate with Governments to increase accessibility and affordability of public transport networks.

•        Participate in car pooling and taxi ride sharing schemes to reduce the number of car and taxi journeys.

•        Build a freight eco-system which connects freight road agents to improve the efficiency of freight movement, thereby reducing the carbon footprint of road freight.

•        Minimize the use of non-renewable mineral resources through the use of reused, recycled, repurposed and renewable material content.

•        Substantially reduce waste generation throughout companies’ life cycle, in part through the adoption of new and innovative technologies.

•        Replace Hydroflurocarbons with natural refrigerants for refrigerated transportation of food, vaccines, pharmaceuticals and other products requiring refrigeration.

LEADING BY EXAMPLE

• Hyundai targets an 85% recycling rate for the plastic, rubber and glass in its end-of-life vehicles, and a 95% recovery rate. The company is also investing in handling and recycling end of life vehicles and pioneering ways to establish a vehicle resource recycling system. Hyundai’s current recycling practices include reuse of plastics produced during car manufacturing to produce wheel guards, undercover and other automobile parts, using technology it has independently developed with its partners. Also, Hyundai has been able to reuse thermoset polyurethane foam in car seats (which is very difficult to reuse) to create materials for other car parts, and it is using it in the mass production of luggage partitions. In order to improve the recycling of hybrid vehicle parts, Hyundai created a manual that provides guidelines for the safe handling of high voltage lithium ion batteries installed in these vehicles, and distributes these manuals to vehicle salvage yards.

• BMW, a global automaker, utilized the Carbon Disclosure Project’s Supply Chain Program to help its suppliers to record, monitor, and analyze their resource consumption and identify areas of improvement. This is helping to increase transparency of its suppliers’ performance against the commitments they have made in agreements  with this company. For example, 78% of BMW’s suppliers improved their disclosures compared to the previous year and, consequently, 37% of its reporting suppliers improved performance.

SDG 13 Take urgent action to combat climate  change and its impacts

OPPORTUNITIES FOR SHARED VALUE

•        Identify and evaluate climate change risks to the business (such as resource scarcity, resource price volatility, loss of life and property, and business interruption) and take appropriate mitigating and adaptive action.

•        Design and implement natural disaster risk mitigation, preparedness, response and recovery plans at industrial plants and manufacturing facilities in high-risk locations.

•        Set science based carbon emission targets in line with the sectoral decarbonisation pathway and encourage suppliers, distributors and customers to do the same.

•        Set an internal price on carbon in line with a 2-degree Celsius pathway.

•        Take steps to measure, reduce and report climate exposure and progress on actions to confront climate change on an annual basis, continuing to increase the level of transparency and consistency of reporting across the industry sector.

•        Support high level partnerships and industry associations advocating for responsible public policies on climate.

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•        Develop disaster response capacity of transportation hubs (e.g. airports and ports) in countries at high risk of extreme climatic events.

•        Inform public policies on urban design and transportation infrastructure (including multi-modal enabling transport corridors) to accelerate the transition to more sustainable cities and transport networks.

•        Engage with governments and other stakeholders to reduce transit delays at land border checkpoints, ports and airports. • Invest in resilient systems, institutions and climate-smart technology to reduce, mitigate or adapt to climateinduced change. • Integrate climate risks into investment analysis and decision making. • Take steps to measure, reduce and report climate exposure and progress on actions to confront climate change, continuing to increase the level of transparency and consistency of reporting across the industry sector.

•        Build on the work of the ‘Caring for Climate’ partners – the UN Global Compact, UNEP and the UNFCCC - to leverage sphere of influence to encourage other companies, people and Governments to disclose their environmental impacts, reduce their environmental footprint and decouple growth from energy use.

LEADING BY EXAMPLE

• Hyundai undertakes diverse activities to develop ecofriendly cars and reduce the amount of greenhouse gases created during the manufacturing of vehicles. The company has organized a taskforce to deal with climate change, to support each worksite in achieving its greenhouse gas reduction goals, and to facilitate any necessary investments. The company’s Business Strategy Planning Division, has an office dedicated to reporting important climate change issues directly to executive management, so that these issues can be reflected in company strategy.  In addition, Hyundai is reducing greenhouse gas emissions by developing technology that collects carbon dioxide, and by participating in emissions trading in Korea and overseas.

SDG 15 Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

OPPORTUNITIES FOR SHARED VALUE

•        When planning transportation infrastructure projects, adopt land development and state-of-the-art soil management practices that protect existing biodiversity, enhance regeneration of biodiversity, and facilitate sustainable natural resource management (whether of land or forests).

•        When conducting business in emerging markets, apply the issue-based International Finance Corporation (‘IFC’) Environmental and Social Performance Standards and the 63 sector-specific IFC Environmental Health and Safety Guidelines.

LEADING BY EXAMPLE

• Jaguar Land Rover is developing ecology strategies for all its sites, recognising that early consideration of biodiversity allows for opportunities to effectively manage and, where possible, enhance biodiversity. For example, it is creating an ecological corridor for wildlife across the bottom of its Engine Manufacturing Centre site in the UK to encourage the natural movement of species from one side of the site to the other. It is also installing bat boxes, habitat piles, dead wood stumps and insect houses to encourage small mammals, invertebrates, amphibians, bats and birds to the site.

SDG 16 Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

OPPORTUNITIES FOR SHARED VALUE

•        Identify and assess risks of conflict minerals in supply chains by identifying suppliers of 3TG metals (Tin, Tantalum, Tungsten and Gold) and designing a process of necessary due diligence for those suppliers.

•        Apply the UNGC ‘A Guide to Traceability: A Practical Approach to Advance Sustainability in Global Supply Chains’ as a basis for improving traceability of products, parts and materials in the supply chain to ensure reliability of sustainability claims covering human rights, labor, anti-corruption and the environment. 

•        Design and implement a robust anti-bribery and corruption compliance program.

•        Demonstrate ethical leadership by publishing a statement on human rights consistent with the UN Guiding Principles on Business and Human Rights and sign up to the ten principles of the UN Global Compact.

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•        In collaboration with other stakeholders, develop robust strategies to mitigate the risk of transport related crimes including terrorism and other willful damage directed towards transport infrastructure.

•        Identify and mitigate cyber-security risks including those arising from connected vehicles (e.g. remote ignition, automatic brakes, smartphone connectivity) which could compromise vehicle safety and handling.

•        Collaborate across the industry to adresss industry specific anti-corruption challenges that undermine individual companies’ anti-corruption efforts and compliance measures. 

•        Engage with a range of local stakeholders, including civil society, to better understand the local context in  high-risk areas to inform approaches to not only ‘do no harm’ but also to improve safety and security.

•        Ensure conflict-free minerals are used in manufacture of vehicles, vessels, aircrafts, components and related technology.

•        Develop systems and processes to tackle human trafficking, including services and products which support victims of violence.

•        Consider joining Business For Peace which is a platform of over 130 leading companies from 37 countries dedicated to catalyzing collaborative action to advance peace.

LEADING BY EXAMPLE

• Hyundai aims to do more than just protect itself against legal risks, it also seeks a win-win approach for the automotive industry by promoting a culture of fair trading. In 2014, the company’s CEO publicly pledged to promote voluntary fair trade compliance and has created a corporate culture of voluntary compliance, providing training on fair trading practices to new executives and employees, and to staff at relevant departments. The Voluntary Fair Trade Compliance Code of Conduct handbook has been fully revised and shared with all employees.

• Toyota Motor Corporation works together with parts suppliers, automotive industry organizations, and other relevant organizations to ensure procurement and usage that are free from conflict minerals originating in the Democratic Republic of the Congo or adjoining countries and from illegal conduct including human rights infringement. The manufacturer conducts a reasonable country of origin inquiry with due diligence for its products.