This is also an excellent example of business coming together - The Global Coalition for Youth Mental Health | UNICEF 
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Future markers programme by standard chartered bank group is targeted at bridging inequality in financial equality in the less fortunate population,this is actually a yearly programme and each year a new objective is taken all addressed in driving substantiality
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***Our question number three is the tough one:
I think we need to turn talk into action, and so my checklist would look like thisâŚ
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Share data openly - then everyone can collaborate -
Use that open and accurate data - to make decisions that will move us forwards -
Stop working in silos - only when we work together can we achieve change -
Stop calling out businesses that are being transparent/open (and at times failing, but at least being open about it) - focus on those hiding and greenhushing -
Collaborate around due diligence legislation and ESG work - theyâre both in service of achieving the SDGs, and being open with supply chain data will only help businesses to conduct their social and environmental due diligence work -
Link data sets - so that we can weave a bigger and more comprehensive picture of supply chains, and work to meet environmental and social justice for those impacted -
And if youâre researcher, from civil society, from a unionâŚyou too have data to contribute - you can help build a picture of whatâs going on where, in supply chains.
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Given my role in measurement, I would highlight: Implementing robust impact measurement and reporting practices, which can help businesses assess their contributions to the SDGs and make necessary improvements.
One question I have is, what is the data supply chain from business to government to the UN agencies tracking these SDG indicators under each goal? How is the SDG impact data correctly collected by the company, submitted to government bodies, and then reported to UN agencies collecting the data? So, for example, on SDG 5 - gender equality, further drilling down into the indicator on women in managerial positions, how are companies from all sectors and of all sizes reporting to their government bodies? ILO tracks this indicator (here is the metadata on how this data is collected) by asking governments to complete a questionnaire. Suppose we can make these processes more efficient and transparent, then this data can be compelling for continuous improvement at the policy and the business level to accelerate progress towards the SDG!
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Transformative partnerships among governmentâs, businesses and societal sectors are very key to better accelerate progress on the SDGs
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Also retooling these partnerships even better progress
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Agriculture is a vital engine in reducing poverty, especially small-scale agriculture. The sector is two to four times more effective than any other sector in raising incomes amongst the poorest people.
And all of us 5billion people have a role to play in ensuring sustainable food systems can conribute to proverty reduction and climate resilience and the many other SDG targets
as consumers, producers, traders, buyers, retailers etc
For example this recent campaign calling for greater SDG commitment in the textile sector demonstrate the need for collective action: Over 240,000 European citizens demand a living wage for the people who make our clothes -
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Wonderful observation, thank you! Iâm Guillaume, director of Partnerships at Viamo. Itâs evident that there is still room for improvement in coordinating efforts across different sectors. While notable progress has been made in enhancing coordination between the United Nations, Member States, and Civil Society, fostering effective collaboration with the private sector remains a challenge. Allow me to share an example that highlights this issue in a positive light. Despite our status as a social business, our active involvement in the UN global compact, being a strategic partner (or vendor) to 300 development and humanitarian actors, we have encountered difficulties accessing the registration process for the upcoming SDG summit in September, or most of the existing coordination forum actually.
How can we work together to ensure the practical implementation of SDG 17 and foster effective engagement and partnerships among all stakeholders? I believe there are several avenues we can explore. For instance, could UN agencies and Member States benefit from greater interface and exchange within the UN global compact? Perhaps specific participation in chambers of commerce could facilitate stronger connections. Alternatively, it might be helpful if the UN considered opening up a consultative status for private sector companies, enabling us to participate in existing forums like ECOSOC in HQ or humanitarian clusters in the field. Letâs focus on finding proactive measures that can bridge the gap and enable fruitful collaborations between the private sector and other key stakeholders!
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Itâs important is that business realize the role they play â a critical one â and that even though the challenges are sizable, all action helps. We see that business is taking the SDGs more seriously, with greater commitments to ESG targets and the development of social purpose targets. What is critical is that support for the SDGs is not seen as a ânice to haveâ but is instead seen as business critical â the greatest successes and biggest impact we have seen is when a business works with us strategically, beyond philanthropy, or for marketing purposes alone, and where the outputs and impact of our work together is seen as strategically relevant. All the examples Iâve shared see our partnership as a part of their core objectives.
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Agree on this Yaquta - thereâs so much data that isnât captured and impact thatâs left unknown. Iâd love your thoughts on how âfriendlyâ you think the SDGs are to report on? So often I look at the descriptor of one of the goals and think work Iâm doing is aligned, and then when I look at the indicators I couldnât report against them at all, and so then wonder whether that contribution counts?
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I think this is the key Bronwyn - making action more than an âadd onâ but part of core business.
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Also retooling these partnerships even better progress
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A partnership approach is crucial for the effective implementation of corporate sustainabilityâs due diligence and must combine public and private sector efforts to ensure meaningful and inclusive outcomes.
At the public sector level this includes the required legislations to enable a level playing field and true accountability of private sector organisations and other actors along the supply chain.
At private sector level businesses must step up their commitments to ensure their trading practices are contributing to the SDGs rather than aggravating poverty and environmental degradation and the climate crisis.
At CSO level, all stakeholders must contribute their technical expertise to enable supply chain actors to advance the SDGs including providing expertise in climate adaptation and mitigation know-how to smallholder producers at the frontline of the climate crisis.
Businesses, importing and exporting governments and ALL supply chain stakeholders must know the risks in their value chains and jointly take action to mitigte and remediate these.
The Fairtrade Supply Chain Risk map is a great tool to help value chain actors identify and address risks and barriers to SDG advancements. See: https://riskmap.fairtrade.net/
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Itâs about doing things differently â clearly do the same isnât working - and we want to come on the journey with business to explore new ways, and new approaches. Importantly, sustainable change requires long-term commitment. Long-term partnerships allow for deeper impact and continuity in addressing the SDGs. Business needs to join us for the long term.
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At Fairtrade we are convinced that the SDGs can only progress meaningfully if farmers and workers play a core part in decision-making and implementation processes.
SDG 13, climate action
We invite businesses to partner with us in supporting farmers to adapt to the effects of climate change - with training, funding, partnerships, and access to finance.
SDG 8, economic growth and decent work
Farming must remain a viable career option for future generations, otherwise our food systems will collapse.
For farmers to be willing and able to continue to farm, more businesses must adopt pricing and purchasing practices that enable everyone in global supply chains to earn living incomes.
Fairtrade will continue to champion sustainable livelihoods and decent working conditions, and keep fostering the participation of young people in decision-making.
SDG 12, sustainable consumption
Consumers want to know what theyâre buying, so fairer markets and more accountability in supply chains are needed.
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Transparent information about terms of trade and prices paid can shine a spotlight on power imbalances and ultimately help break them up.
At the same time, it enables shoppers to make ethical choices.
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According to the annual Global Multidimensional Poverty Index (MPI) report, jointly published since 2010 by the UNDP and the Oxford Poverty and Human Development Initiative (OPHI): â84% of all poor people live in rural areasâ â at Fairtrade we believe a key priority for SGD17 is to ensure all supply chain actors commit to and are made accountable for rural communities to earn a decent livelihood. This will have a ripple effect on all other SDGs (particularly 1,2,4,5,8, 12, 13, 15)
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Our approach is to aim to solve problems together, and to leverage our unique respective expertise. With open and honest conversations and with a solution orientated approach, itâs truly remarkable what we can do together, the examples Iâve shared demonstrate this. But we must at least start a conversationâŚand we are starting to see a greater openness for this 
UNICEF has invested efforts in defining goals, outlining strategies and working collaboratively with private sector partners to bring shared value for all â people, the planet and partners. In doing so, UNICEF has built trust among partners to future-proof its work driven towards resilience, which is likely to become increasingly important as more unprecedented challenges and emergencies can come from anywhere. UNICEFâs ability to support and empower children and their families depends on our partners, who provide critical resources and expertise to reach children wherever they are. As I explained in an earlier response, we must work with businesses, and we must find a way to better work together.
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Yes, this is an issue that I have also come across in my work as well! This is because the SDGs and the indicators were written for governments; this means that companies will need to translate them for their use. I typically co-develop the theory of change and identify key outcome indicators and see how they align with the 2-3 SDGs that the company wants to prioritize for their communications or for their investors. It is a heavy emphasis on collaborating and co-developing. I havenât yet come across a clear 1-to-1 mapping.
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