SDG
INDUSTRY
MATRIX

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

Produced jointly by:andNEW GLOBAL GOALSFOR SUSTAINABLE
DEVELOPMENT

In September 2015, 193 member
States of the United Nations met in
New York to adopt 17 new Sustainable
Development Goals (‘SDGs’) to makeour world more prosperous, inclusive,
sustainable and resilient.

GLOBAL GOALS2015 - 2030
The SDGs are an ambitious plan of action
for people, planet and prosperity. They are
universal, applying to all nations and people,
seeking to tackle inequality and leave nobody
behind. They are wide ranging including ending
poverty and hunger, ensuring sustainableconsumption and production, and promoting
peaceful and inclusive societies.

SDG 12 focuses on production andconsumption and includes a specific target
on “adopting sustainable business practices
and reporting”;
SDG 17 includes two targets on multistakeholder partnerships to ensure thisattracts sufficient focus.

To protect our
ecosystems forall societies andour children.

To end poverty
and fight
inequality.

SUSTAINABLE
DEVELOPMENT
GOALS

To catalyze
global solidarity
for sustainable
development.

PA
RTN
ERSHIPTo promote safeand peacefulsocieties, andstrong institutions.

To growa strong,
inclusive, andtransformative
economy.

E

PEO

To ensure healthy
lives, knowledge,
and the inclusionof women andchildren.

ERITY
OSP
PR

Each and every SDG provides an opportunity
for business and two are worth highlighting as
cross-cutting themes:

E
PL

ET
PLAN

The agreement on a new sustainable
development agenda expresses a consensus
by all Governments that the SDGs can only
be achieved with involvement of the private
sector working alongside Governments,
Parliaments, the UN system and otherinternational institutions, local authorities,
civil society, the scientific and academic
community – and all people. Hence,
Governments in the Post-2015 declaration“…call on all businesses to apply theircreativity and innovation to solving
sustainable development challenges”.

DIGN
ITY

C
TI
S
JU

NO
POVERTYZERO
HUNGERGOOD HEALTH
AND WELL-BEINGQUALITYEDUCATIONGENDEREQUALITY

CLEAN WATER
AND SANITATIONAFFORDABLE AND
CLEAN ENERGYDECENT WORK AND
ECONOMIC GROWTH

INDUSTRY, INNOVATION
AND INFRASTRUCTURE

REDUCEDINEQUALITIESSUSTAINABLE CITIESAND COMMUNITIESRESPONSIBLE
CONSUMPTION
AND PRODUCTION

CLIMATEACTIONLIFE
BELOW WATER

LIFE
ON LANDPEACE, JUSTICEAND STRONG
INSTITUTIONSPARTNERSHIPSFOR THE GOALS

Developed in collaboration with
For queries on usage, contact: dpicampaigns@un.org| TheGlobalGoals@trollback.com | +1.212.529.1010

CONTENTS
SDG INDUSTRY MATRIX.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
TRANSPORTATION INDUSTRY HIGHLIGHTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Opportunities for shared value. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

8Multi-stakeholder partnerships and collaborations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Business and industry associations action. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

SDG INDUSTRY MATRIX FOR TRANSPORTATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
SDG 1

End poverty in all its forms everywhere. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

SDG 2

End hunger, achieve food security and improved nutrition and promote sustainable agriculture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

SDG 3

Ensure healthy lives and promote well-being for all at all ages.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

SDG 4

Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

SDG 5Achieve gender equality and empower all women and girls. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

SDG 6

Ensure availability and sustainable management of water and sanitation for all.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

SDG 7

Ensure access to affordable, reliable, sustainable and modern energy for all. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

SDG 8

Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all. . . . . . . . . . . . 27

SDG 9

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

SDG 10

Reduce inequality within and among countries.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

SDG 11Make cities and human settlements inclusive, safe, resilient and sustainable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

SDG 12

Ensure sustainable consumption and production patterns.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

SDG 13

Take urgent action to combat climate change and its impacts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

SDG 14Conserve and sustainably use the oceans, seas and marine resources for sustainable development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

SDG 15

 rotect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat
Pdesertification, and halt and reverse land degradation and halt biodiversity loss. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

SDG 16

 romote peaceful and inclusive societies for sustainable development, provide access to justice for all and buildP
effective, accountable and inclusive institutions at all levels. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

SDG 17

Strengthen the means of implementation and revitalize the global partnership for sustainable development. . . . . . . . . . . . . . . . . . . . . . . . . . 42

KEY CONTRIBUTORS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

SDG INDUSTRY MATRIX – TRANSPORTATION | 4

SDG INDUSTRY MATRIXABPURPOSEOPPORTUNITYThe SDG Industry Matrix
aims to inspire and inform
greater private sector
action to drive inclusive,
sustainable prosperity.

Through the lens of “sharedvalue” the private sector canidentify opportunity
in addressing socialand environmental
challenges.

Improving the skills, opportunities,
well-being and hence productivity of
employees, contractors and suppliers;
Increasing investment in renewableenergy and other infrastructure projects.
Several trends are making theseopportunities more compelling:
Demographics: The population indeveloping regions is projected toincrease from 5.9 billion in 2013 to 8.2
billion in 2050 whilst the population ofdeveloped regions will remain around
1.3 billion people;
Income growth: Between 2010 and
2020, the world’s bottom 40% will
nearly double their spending powerfrom US$3 trillion to US$5.8 trillion;

Recognising that the opportunities vary by industry, the Matrix provides
industry specific ideas for action and industry specific practical examples
for each relevant SDG. It profiles opportunities which companies expect tocreate value for shareholders as well as for society.
The SDG Industry Matrix has been jointly conceived and led by the United
Nations Global Compact and KPMG International Cooperative (‘KPMG’)
to convert the interest stimulated by the Sustainable Development Goals
into strategic industry activities which grow in scale and impact. This could
be through sparking new innovative approaches, prompting companies
to replicate successful activities in new markets, catalysing newcollaborations and increasing participation in existing collaborations.

In the context of the SDGs, “sharedvalue” represents the coming together ofmarket potential, societal demands andpolicy action to create a more sustainable
and inclusive path to economic growth,prosperity, and well-being1. The SDGs
provide an opportunity for companies tocreate value for both their business andsociety through:Developing products, services,
technologies and distribution channels
to reach low-income consumers;
Investing in supply chains which are
ethical, inclusive, resource-efficientand resilient;Technology: Rapid innovation iscatalysing improved market analysis,knowledge sharing, product andservice design, renewable energy
sources, distribution models andoperational efficiencies. Technology isalso lowering market entry costs for
non-traditional actors and start-ups with
innovative ‘disruptive’ business models;
Collaborations: Governments,
businesses, international financial
institutions, the United Nations, civilsociety and academia are developing
new ways of working with each otherin pursuit of compatible objectives.

1. ‘Unlocking the Power of Partnership: A Framework for Effective Cross-Sector Collaboration’, KPMG International
SDG INDUSTRY MATRIX – TRANSPORTATION | 5

SDG INDUSTRY MATRIX (CONTINUED)CDMETHODOLOGYSYNERGIESThe SDG Industry Matrix has
been compiled througha participatory
three step process:The SDG Industry Matrix
draws on the commitmentthat companies have alreadyexpressed to the UN Global
Compact’s ten principles.

1.

KPMG and the United Nations Global Compact drew on their respective industry
insights to populate a preliminary draft with examples and ideas for action;

2.

The United Nations Global Compact circulated the draft to its network of private
sector participants, business associations and UN agencies requesting them tosubmit further examples and ideas for action;

3. 

KPMG and the United Nations Global Compact co-convened a multi-stakeholder
working roundtable (one per industry, each in a different continent) to agree the final
SDG Industry Matrix content, including the most significant opportunities to profilein the ‘Industry Focus Highlights’ section.

The SDG Industry Matrix builds on the recognition that all companies,
regardless of their size, sector or geographic footprint, have a responsibility
to comply with all relevant legislation, uphold internationally recognizedminimum standards and to respect universal human rights. The UN
Global Compact website includes key tools and resources which can help
companies meet their minimum responsibilities and guide them to takesupportive actions beyond these minimum responsibilities to advance socialand environmental goals.
The SDG Industry Matrix is also complemented by the SDG Compass(produced by the Global Reporting Initiative, the United Nations Global
Compact and the World Business Council for Sustainable Development),
which guides companies on defining strategic priorities, setting goals,
assessing impacts and reporting.

Opportunities for Shared Value which are applicable to all industries are in italics
SDG INDUSTRY MATRIX – TRANSPORTATION | 6

TRANSPORTATION
INDUSTRY HIGHLIGHTSThis section profiles some of themost significant opportunities,
partnerships and collaborations for theTransportation industry. The supporting
Matrix provides additional ideas andexamples submitted by companies.
(it is not intended to be an exhaustive list).

TRANSPORTATIONOPPORTUNITIES FOR SHARED VALUE

Opportunities for shared value
The Transportationindustry is major directcontributor to employment
and national and global
GDP. In addition, theefficient mobility of people,
goods and materials is avital enabler of sustainablesocial and economic
development, connecting
people to basic services,
jobs, markets and eachother. The biggest
opportunities for sharedvalue – i.e. where we see
the coming together ofmarket potential, societal
demands and policy action- are grouped around thefollowing themes:

INCLUSIVE MOBILITYRESOURCE EFFICIENCY

Expand affordable access to reliable mobility services for people andgoods, thereby expanding market opportunities:

Accelerate adoption of renewable energy and improve resource
efficiency in production, service provision and customer use:

Provide affordable public transport with good intermodal
connectivity, including rural areas and low income urbanneighborhoods
Manufacture low cost, durable vehicles and bicycles which aresuitable for poor rural roads (e.g. bamboo bicycles)
Expand ‘mobility-on-demand’ business models including bicycle
sharing, car sharing and membership rental services
Expand transport solutions, including access to autonomousvehicles, for people who are elderly and/or disabled
Develop innovative transportation solutions, including pooled
freighting services, which facilitate cost-effective movement of
goods
Extend freight transport to underserved areas, for example,
developing inland marine access points

Expand intelligent transport systems for multi-modal traffic
control and intelligent route modelling to reduce congestion
Improve public transport systems (e.g. bus rapid transport) sopeople have access to a range of resource efficient transport
options
Increase the energy efficiency of vehicles, vessels, rail rollingstock and aircraft and accelerate the transition to transport
powered by renewable energy (including development of next
generation biofuels)
Support commercial driver and mechanic training and technology
which optimize the energy performance of trucks, buses andother vehicle fleets
Develop strategies to encourage more use of sea, rivers, canals
and railways for freight movement
Increase the proportion of energy used in production and service
provision which is from renewable sources
Achieve zero defect production in order to minimize resource
wastage and costly product recalls
Replace Hydroflurocarbons with natural refrigerants fortransportation of food, vaccines, pharmaceuticals and otherproducts requiring refrigeration
SDG INDUSTRY MATRIX – TRANSPORTATION | 8

TRANSPORTATIONOPPORTUNITIES FOR SHARED VALUE

Opportunities for shared value(CONTINUED)
Multi-stakeholder
partnerships andcollaborations will become
increasingly important inrealising these shared value
opportunities.

SAFETY AND SECURITY

TRANSPORT INFRASTRUCTURE

Collaborate with Governments and other stakeholders to improve
travel safety and security:

Inform Government transport policies and help design, build andoperate effective and efficient transportation infrastructure:

Reduce injuries, fatalities and losses from road traffic andrailway accidents through the improved design, maintenance andoperation of vehicles and trains (including autonomous vehicles),improved infrastructure, and road safety programs
Identify and mitigate cyber security risks including those arisingfrom connected vehicles which could compromise vehicle safety
and handling
Develop robust strategies to mitigate the risk of transport related
crime including terrorism, piracy and willful damage

Expand intelligent transport systems for multi-modal traffic
control and intelligent route modelling to reduce congestion
Improve links between urban, peri-urban and rural areas
Support the development of transport corridors
Improve efficiency of transit borders, customs, immigration,
port handling and airports
Strengthen multi-modal transport solutions

Design public transport systems which reduce the vulnerability ofwomen and girls to sexual violence and abuse whilst travelling

Promote infrastructure which maximises economic, social andenvironmental benefits – including the needs of vulnerable
persons – whilst avoiding or mitigating any negative risks

Raise the ability of drivers and passengers to recognize andreport instances of human trafficking

Increase infrastructure project preparation capacity and project
execution

Increase the resilience of transportation systems to natural
disasters and develop the disaster response capacity oftransportation hubs

Support assessments of the climate risks intrinsic in existingtransportation systems and enhance resilience of existing andfuture infrastructure

SDG INDUSTRY MATRIX – TRANSPORTATION | 9

TRANSPORTATIONMULTI-STAKEHOLDER PARTNERSHIPS
AND COLLABORATIONS

Multi-stakeholder partnerships
and collaborations
The SDG Industry Matrix
includes several examples
of collaborations which
advance sustainable
development. Of these,some of the largest include:

UN SECRETARY-GENERAL’S
HIGH-LEVEL GROUP ON
SUSTAINABLE TRANSPORTThis Advisory Group was established for a threeyear period beginning in August 2014 to work with
Governments, transportation providers (aviation,
marine, ferry, rail, road, and urban public transport),
businesses, financial institutions, civil society andother stakeholders to promote sustainable transportsystems and their integration into development
strategies and policies.

SUSTAINABLE MOBILITY PROJECT
2.0 – WORLD BUSINESS COUNCIL ON
SUSTAINABLE DEVELOPMENT
This project, initiated in 2013, is a multi-stakeholder
partnership of 15 leading automobile makers andother companies from the transportation sector andsix cities. The project fosters collaboration between
cities and industry leaders and helps identify
transportation priorities and measures to enhance
the transport systems in the participating cities. This
three-year partnership aims to accelerate progress
towards delivering universal access to safe and lowimpact mobility for both goods and people.

UIC LOW-CARBON SUSTAINABLE
RAIL TRANSPORT CHALLENGEINTERNATIONAL TRANSPORTFORUMThis initiative aims to reduce transportation
greenhouse gas emissions through: technicaldevelopment and improved management leading
to greater efficiency; de-carbonization of energy
consumption (reducing dependence on fossil fuels andimproving energy security); better use of existing rail
assets (infrastructure and rolling stock); investment
to develop new rail networks; benchmarking andreporting to drive improved performance; and better
informing transport policy.

This forum acts as a platform for discussion andpre-negotiation of policy issues across all transportmodes. It analyzes trends, shares knowledge, andpromotes exchange among transport decision-makers
and civil society. ITF’s Annual Summit is the world’s
largest gathering of transport ministers and theleading global platform for dialogue on transport
policy. ITF’s resolutions, recommendations and reports
have informed transport policy decisions on issues
as diverse as railroad regulation and road safety,
accessibility and environmental standards, and market
liberalization for international road haulage services.
A number of business associations and companies
across the transport sector participate in the Forum.

GLOBAL PARTNERSHIP FORSUSTAINABLE TRANSPORT
Proposed by the International Road Transport Union(IRU) at a side event at the 2nd UN Conference on
Landlocked and Developing Countries in November
2014, the GPST aims to provide an international
platform and a framework for multilateral dialogue
on policy options and possible measures to enhancesustainable transportation systems, in particular indeveloping countries.

PARTNERSHIP ON SUSTAINABLE,
LOW CARBON TRANSPORTThis partnership of over 90 organizations focuses
mainly on land transport in developing countries,
including freight and passenger transport, bothmotorized and non-motorized. The policies proposed
by SLoCaT are universal but the geographical scopeof the Partnership currently focuses on Asia, Latin
America, and Africa.

SDG INDUSTRY MATRIX – TRANSPORTATION | 10

TRANSPORTATIONMULTI-STAKEHOLDER PARTNERSHIPS
AND COLLABORATIONS

Multi-stakeholder partnerships
and collaborations (CONTINUED)
UNEP PARTNERSHIP FOR CLEAN
FUELS AND VEHICLES
Established in 2002, the PCFV brings together 72
organizations representing developed and developing
countries, the fuel and vehicle industries, civilsociety, and leading world experts on cleaner fuels
and vehicles, to combine their resources and efforts
to achieve cleaner air and lower greenhouse gas
emissions from road transport by applying fuel-quality
improvements and proven vehicle technologies in
use in leading global auto markets. This includes a
campaign to reduce the use of leaded gasoline andsulfur diesel as well as to enhance emission efficiency
of vehicles.

BUSINESS FOR SOCIALRESPONSIBILITY – CLEAN CARGOWORKING GROUP
This global business-to-business initiative withover 45 ocean freight carriers, is dedicated to
improving the environmental performance of marine
container transport through measurement, reporting,evaluation and best practice sharing. Throughdeveloping tools for measuring, evaluating, andreporting the environmental impacts of global goods
transportation, including CO2 emissions, the Grouphelps ocean freight carriers track and benchmark
their performance, contributing to cleaner and moresustainable consumption.

GLOBAL GREEN FREIGHTACTION PLAN
This Action Plan aims to facilitate collaboration among
governments, the private sector, and civil society toenhance the efficiency of global goods movement inways that significantly reduce climate, health, energy,
and economic impacts. The Action Plan encompasses
an evolving set of actions aimed at engaging
stakeholders in support of three main objectives:aligning and enhancing existing green freight
efforts; developing new green freight programs;
and incorporating measures to control black carbon
emissions into green freight programs.

INTERNATIONAL CIVIL AVIATIONORGANISATION’S CARBON
OFFSETTING AND REDUCTIONSCHEME FOR INTERNATIONALAVIATION (CORSIA)In October 2016 Government, industry and civilsociety representatives agreed on a new global
market-based measure to control carbon emissions
from international aviation. Implementation of the
CORSIA will begin with a pilot phase from 2021
through 2023, followed by a first phase from 2024
through 2026. These voluntary phases will befollowed by all States coming on board from 2027
to 2035 (with some exemptions for Least Developed
Countries, Small Island Developing States, Landlocked
Developing Countries and States with very low levels
of international aviation activity).

SUSTAINABLE SHIPPING INITIATIVE
BUSINESS FOR SOCIALRESPONSIBILITY – FUTURE OF
FUELSThis initiative helps companies understand theimpacts of transportation fuel and how they canwork together to create a system that is sustainable,
resilient, and affordable. Its mission is to identify andpromote transportation fuel pathways that enhance
the sustainability of available and emerging fuelchoices.

This coalition of shipping leaders from around theworld brings together maritime sector companies
with the aim of creating a sustainable and successful
shipping industry by 2040. It has developed a webbased tool that helps cargo owners and charterers
to select the non-financial risk management rating
scheme that is most suited to their needs and it
provides guidance on how to use ratings schemes for
optimum effect. The coalition has examined what theideal rating scheme might look like for the shipping
industry and how that could impact the industry.

GLOBAL FRAMEWORK FOR
AVIATION ALTERNATIVE FUELSThis was launched in 2009 as part of the International
Civil Aviation Organization’s strategy to support
solutions that reduce aviation’s contribution toclimate change. It provides a continuously updated
database about activities and developments in thefield of alternative fuels for aviation, as well as useful
documentation and links, to support information
sharing and dissemination for the benefit of theaviation fuels community.

EMBARQ
A multi-stakeholder platform that catalyzes and helps
implement environmentally, socially and financiallysustainable urban mobility solutions to improve
quality of life in cities. Founded in 2002, EMBARQ
operates through a global network of offices in Brazil,
China, India, Mexico, Turkey, and the United States.
The initiative collaborates with local and national
authorities, businesses, and civil society to reduce
pollution, improve public health, and create safe,
accessible, and attractive urban public spaces.

SDG INDUSTRY MATRIX – TRANSPORTATION | 11

TRANSPORTATIONMULTI-STAKEHOLDER PARTNERSHIPS
AND COLLABORATIONS

Multi-stakeholder partnerships
and collaborations (CONTINUED)URBAN ELECTRIC MOBILITY
INITIATIVE, UN HABITATThis aims to phase out conventionally fuelled vehicles
and increase the share of electric vehicles in the total
volume of individual motorized transport in cities to atleast 30% by 2030.

WORLD OCEAN COUNCIL
An international cross-sector alliance of companies
from oil and gas, shipping, fisheries, aquaculture,seabed mining, renewable energy, ocean technology,
tourism, maritime law, investment and other areas,
are collaborating on “Corporate Ocean Responsibility”,
such as ocean governance and policy, marine
planning, marine pollution, special ocean regions,biodiversity, ports and coastal infrastructure, andexpanding the role of industry in ocean data collection
in support of sustainable development.

GLOBAL ROAD SAFETY
PARTNERSHIP
Since 1997 this coalition of companies, civil society
organizations and development agencies has engaged
in policy advocacy and partnership activities toenhance road safety and reduce fatal road accidents.
The Global Road Safety Facility, a public–private
partnership initiative of the World Bank Grouplaunched in 2006, provides funds and technicalassistance for global, regional, and country-level
activities designed to accelerate and scale up theefforts of low- and middle-income countries. The
partnership builds up managerial and technicalcapacity to prepare and implement cost-effective
road safety programs. This platform also engages inpartnerships with companies in Africa to promote roadsafety campaigns along key transportation corridors in
the continent.

TRIDENT ALLIANCE
This is a coalition of ship owners and operators whoshare a common interest in robust enforcement ofmaritime sulphur regulation as a means to ensure
fair competition and are willing to collaborate to help
bring it about. The Trident Alliance partners withother stakeholder groups, who share the interest inrobust enforcement, to work on specific initiatives
that support this objective. The organisation’s focus
is on communication to raise awareness of the issue,
supported by compliance transparency measuresand initiatives to foster innovation in enforcement
technology.

GLOBAL BUSINESS COALITIONAGAINST HUMAN TRAFFICKINGGLOBAL INFRASTRUCTURE BASEL
FOUNDATION

A coalition of companies across the transportation
sector joined forces with a U.S. government
agency to fight against human trafficking, whichdisproportionately affects women. The initiativeraises awareness about the issue in the transportationindustry and educates the transportation workforce
about ways to identify and report human trafficking
cases. To promote dialogue and interaction amongtransportation workers, the initiative launched a webbased workspace where they can share resources andmaterials. It benefits the industry by protecting
its reputation.

GIB promotes the development and financing ofsustainable and resilient infrastructure globally,working with multiple stakeholders ranging fromcity representatives to project developers andinfrastructure financiers. GIB has developed a rangeof tools, services and supporting activities to support
its vision. These centre around SuRe® - the Standard
for Sustainable and Resilient Infrastructure which
integrates key sustainability and resilience criteria
into infrastructure development and upgrade. It
provides guidance on how to manage those aspects
from both a risk management and a benefit creation
perspective, starting as early as possible in an
infrastructure project’s life cycle. Developed by GIB incollaboration with Natixis, the standard is the resultof a multi-stakeholder process involving experts from
infrastructure development, construction, finance,
public, academia and civil society sectors around theworld.

TIRE INDUSTRY PROJECTThis Project, formed in 2005, includes companies
representing approximately 65% of the world’s tire
manufacturing capacity. Working under the umbrellaof the World Business Council for Sustainable
Development, the Project aims to identify andaddress the potential health and environmental life
cycle impacts of tires. During the past two years, theTire Industry Project has focused on five key issues:potential impacts of tire and road wear particles thatare 2.5 microns in size; potential life cycle healthand environmental impacts of new nanomaterials;
development of a product category rule for conducting
life cycle assessments; development of common
reporting indicators; and management of end-of-lifetires.

SDG INDUSTRY MATRIX – TRANSPORTATION | 12

TRANSPORTATION
BUSINESS AND INDUSTRYASSOCIATIONS ACTION

Business and Industry
Associations Action
Many associations areundertaking initiatives andprojects designed to assist
their member associations
and companies to enhancetheir alignment withsustainable development
priorities by improving
their risk mitigation
strategies. These are someof these examples:

INTERNATIONAL ASSOCIATION OF
PUBLIC TRANSPORTThe UITP represents public transportation authorities
and advocates for sustainable mobility. It launched theSustainable Development Charter through which 115
signatory organizations have committed to advanceenvironmental, social, and economic performance.

INTERNATIONAL UNION OF
RAILWAYS
The UIC facilitated the launch of the “Declaration on
Sustainable Mobility & Transport” to demonstrate therailway industry’s commitment to sustainable mobility
and development priorities. The Declaration, launchedin 2010 and signed by over 50 railway CEOs, hashelped align the railway sector to meet the challenges
of sustainable development. In 2014, UIC worked withits members to develop the “UIC Low Carbon RailTransport Challenge.”

INTERNATIONAL AIR TRANSPORTASSOCIATIONINTERNATIONAL ASSOCIATION OF
PORTS AND HARBORSThe IATA advocates to governments and airtransport operators for the improvement of Air Traffic
Management (- reducing flight time by even one
minute globally can save 4.8 million tons of carbon
emissions per year). It also works with member
organizations to align voluntary initiatives to reduce
the aviation sector’s carbon footprint.

The IAPH launched an initiative that brings together
over 60 ports around the world to reduce greenhousegases and serves as a learning and dialogue platform
for port authorities and operators. The initiative
formed several working groups to develop guidance
and tools, helping port authorities and operators to
improve their carbon emission tracking mechanisms.

AIR TRANSPORT ACTION GROUP

INTERNATIONAL CHAMBER OFSHIPPING

The ATAG has been instrumental in promoting threesignificant global climate action goals to be achieved
across the aviation industry covering improvements
in fuel efficiency (1.5% annual improvement throughto 2020), a reduction in CO2 emissions (50%reduction in net carbon emissions by 2050 compared
to 2005 levels), and carbon-neutral growth. ATAG’swork encompasses a four-pillar strategy spanningtechnology (e.g. lightweight materials, fuel-efficientengines and alternative fuels), operational efficiency(e.g landing procedures), infrastructure (e.g. airspacedesign and operations) and market-based approaches(e.g. a global market-based measure for aviation
emissions).

The ICS is a global trade association for shipowners and operators representing over 80% of theworld’s merchant fleet. The International Maritime
Organization International Safety Management (ISM)
Code contains mandatory standards for both internaland external audits of shipping companies’ Safety
Management Systems. ICS has produced numerous
technical publications on issues such as navigationaland operational safety and pollution-free tanker
operations.

INTERNATIONAL FEDERATIONOF FREIGHT FORWARDERS
ASSOCIATIONSINTERNATIONAL ROAD TRANSPORTUNION ACADEMY
Committed to actively supporting the UN Decadeof Action for Road Safety, the IRU Academy has
developed road-safety programs. These include
the Crash Prevention Program which increases
risk awareness and encourages best practice inroad-safety among commercial drivers, and the Safe
Loading and Cargo Securing Program.

Within FIATA, a specialized body known as theAdvisory Body Vocational Training (ABVT) has beena major contributor to the development of vocational
training in the freight-forwarding industry. As at
September 2015, the ABVT had validated 57 FIATA
Diplomas in Freight Forwarding programs in 53
countries, of which 15 are higher diplomas in supply
chain management programs. These equip local
citizens with the necessary skills for job creation andbetter standards of living.

SDG INDUSTRY MATRIX – TRANSPORTATION | 13

SDG INDUSTRY MATRIXFOR TRANSPORTATION
The following pages outline
opportunities – under each of the 17
SDGs – for companies to create value
for their business whilst creating amore sustainable and inclusive pathto economic growth, prosperity, andwell-being. It also profiles practicalcompany examples submitted throughthe consultation process.

Photo: Alex Baluyut/World BankTRANSPORTATIONSDG INDUSTRY MATRIX – SDG 1

SDG 1
End poverty in all its forms everywhereNO
POVERTYOPPORTUNITIES FOR SHARED VALUE• Provide core expertise and funding to develop innovative rural transportation projects that are climateresilient and socially inclusive.
• Partner with local governments to offer affordable transport services and flat fares to rural areas and lowincome urban neighborhoods.
LEADING BY EXAMPLE• Bamboo Bikes Ltd, a small enterprise in Ghana,manufactures bamboo bicycles which provide
the regional rural population with a durable low
cost transport solution. Bamboo is stronger anddampens more vibration than steel or carbon. It
is also biodegradable and has less environmental
impact than other materials used to build bicycles.
The initiative trains unemployed local people,
especially women, with little or no education in
the manufacture and assembly of bamboo bicycles.
(The innovative use of bamboo in the manufactureof bicycle frames in Ghana originated from theMillennium Cities Initiative, based at the Earth
Institute of Columbia University in the UnitedStates, and supported by KPMG International.)• Mobius Motors, a Kenyan automaker, has been
established to produce low-cost multi-purpose
vehicles, suitable for poor rural roads, andaffordable for many small-scale entrepreneurs.
The Mobius vehicle is a low-cost, functional, anddurable vehicle, designed and built for the African

market, and it can be tailored to a client’s needs
for passenger or goods transport. (The majority ofroads in rural and peri-urban areas of sub-SaharanAfrica are degraded, making transport difficult andultimately restricting mobility. The most common
vehicles across regions such as East Africa areimported from more developed countries such as
Japan, UAE, and India, and are primarily designed
for areas with good road infrastructure. High importduties and high maintenance costs as a result ofbad roads make these vehicles relatively expensive.)• Renault, a French car manufacturer, launcheda social enterprise to help remove the mobility
obstacles preventing low-income job seekers fromaccessing employment. Through a program called“Solidarity Garage,” Renault, in partnership withwelfare and employment agencies, facilitatestransport of vulnerable populations and enables
them to use and maintain their vehicles optimally.
The garages provide affordable maintenance andcheaper cars.

Photo: Edwin Huffman/World BankSDG INDUSTRY MATRIX – TRANSPORTATION | 15

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 2

SDG 2
End hunger, achieve food security and improved nutritionand promote sustainable agriculture
OPPORTUNITIES FOR SHARED VALUE• Accelerate technological innovation to increase efficiency, reduce the cost and reduce the environmental
footprint of transporting food products.
• Expand the use of low-pressure tires for heavy agricultural machinery to preserve soil lightness andhence protect agricultural yields.
• Advise farmers in extended supply chains (e.g. rubber tappers) how to increase their productivity,
storage, logistics and sustainability.
LEADING BY EXAMPLE• CMA CGM Group, a global shipping company, uses
innovative transportation refrigeration technology
to transport fruits and vegetables from developing
economies with minimum environmental footprint.
The technological innovation enables smallholder
farmers to export their products more economically.
In addition, the technology enables effective
distribution of perishable food products to rural
areas, even when limited infrastructure results inlong journey times.
• CSX, an international transport company, together
with a non-profit organization helps local farmers
improve food delivery services in order to increase
access to fresh and healthy foods to low-income
families and individuals in the United States.

• Michelin, a global tire company, has developed
low-pressure tires for heavy agricultural machinery
in order to preserve soil lightness and stop its
incremental compaction over time. This leads to a
proven increase in agricultural yields and reduced
pollution from agricultural land.
• Pirelli & C. SpA has developed a partnership with
its Supplier Kirana Megatara, one of the major
rubber processors in Indonesia, to support natural
rubber farmers (second-tier in Pirelli’s supply chain)through quality training aimed at enhancing rubber
tree productivity as a base to not only enhance
farmers’ earnings, but also to prevent deforestation
risks linked to low productivity. Moreover, theprogram involves the distribution of scholarships to
support education for the farmers’ children. Today,
around 6000 farmers are involved in the program.

Photo: Sebastian Szyd/World BankSDG INDUSTRY MATRIX – TRANSPORTATION | 16

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 3

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 forbreastfeeding 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 withhigh 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 events.
LEADING BY EXAMPLE• Tata Motors set up commercial vehicle driving
centers in partnership with public institutes such
as Urjanchal Driving school in Madhya Pradesh topromote road safety issues in India. Tata Motors
provides training content, advises aspiring agencies
on establishing and running driver training schools,
monitors the quality of training, and assists in
networking with potential employers for trainees.

• Hyundai Motors, a global automaker, inpartnership with a public health non-profit
organization, provides mobile medical vehicles toenhance 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 tohealthcare facilities. A mobile health-clinic vehicle
is increasingly recognized as a valuable alternative
for health-care services to vulnerable populations.

Photo: Sebastian Szyd/World Bank

• TPA Sp. z o.o, designed the technology and lights for a ‘glow
in the dark’ solar powered bicycle trail in Poland. The asphalt
contains synthetic particles called ‘luminophores’ which at nightemit power captured from sunlight, creating an electric blue hue
which lasts up to 10 hours. The glowing bicycle path aims to
reduce bicycle and pedestrian accidents at night.

SDG INDUSTRY MATRIX – TRANSPORTATION | 17

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 3• CSX, a U.S. railway and transport company, haspartnered with a medical school to develop arobust wellness program for its workers including
24-hour fitness, nutrition coaching, health screening,and distribution of walking/exercise monitors totackle obesity and sleep apnea. (Research reveals
that transportation workers risk shorter life spans
because their working environments often result inlack of movement and poor diet.)• FedEx collaborated with EMBARQ Mexico todevelop a training program manual for Mexico
City’s Metrobús drivers. The manual is an amended
version of the FedEx Safety First program and is now
being replicated in other Mexican cities. Elsewhere,
EMBARQ Brazil is developing a pocket safety
manual for drivers that will draw on both the FedEx
Safety First program and the EMBARQ Mexico
training manual.
• Trucking Wellness is a public-private partnershipof the National Bargaining Council for the Road
Freight and Logistics Industry in South Africa,
supporting an HIV/AIDs prevention and treatment
initiative. Various development interventions
target long-distance drivers because this groupis particularly vulnerable to the risk of HIV/

AIDS. These interventions benefit transportationcompanies by improving staff health and well-being,
therefore reducing absenteeism.
• Jaguar Land Rover’s Advanced ResearchCentre is working on a suit of groundbreaking
new technologies that aim to prevent future roadaccidents. In 2014, it began introducing autonomous
emergency braking systems across its whole model
range. Using stereo cameras located above therear-view mirror, the system helps to identify an
imminent risk of colliding with another vehicle– avoiding or reducing the severity of impact.
Research projects include 360o Urban Windscreen
which uses transparent roof pillars (and cameras
outside the vehicle) to give the driver a 360o view
outside the vehicle so that pedestrians, cyclists andother vehicles are visible, even in blind spots.

According to the World Health Organisation, road traffic injuries are
the leading cause of death among young people, aged 15–29 years.
The 2030 Agenda for Sustainable Development includes an ambitious
target to halve the number of global deaths and injuries from roadtraffic accidents.

SDG INDUSTRY MATRIX – TRANSPORTATION | 18

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 4

SDG 4
Ensure inclusive and equitable quality education andlifelong 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 incountries of operation (e.g. engineers, technology experts and data analysts).
• Collaborate with other companies and educational institutions to provide vocational training in orderto develop a diverse talent pipeline including women, men and vulnerable persons (such as persons withdisabilities, 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 masstransit lines.
• Collaborate with other businesses, NGOs and governments to improve learning in countries within thecompany’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 andengagement in STEM subjects in collaboration withschools and colleges to inspire young people toconsider 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 scienceand 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 engineeringand 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 thecompany’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.

UN Photo Library

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TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 4• Fluor, an international construction firm, runs avocational training school for unemployed anddisadvantaged people in South Africa. Since its
inception almost 35 years ago, more than 30,000
people have been trained in marketable trade skills
and have secured employment as fitters, welders,electricians, pipefitters, and other building trades.
The training program provides Fluor with access to adiverse talent pipeline.
• 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 andit addresses the challenge of existing educational
systems which do not develop the skills that areneeded by the industry. The first schools havebeen launched in Ethiopia, Morocco, and Zambia
including a training school in Settat (Morocco) todevelop mechanical skills which can be directly
applied in the heavy-equipment industry.

• MAN SE has a global partnership with SOS
Children’s Villages (a not-for-profit organization)
to support long-term and sustainable education
projects for children and young people. The
partnership began in 2008 with MAN’s sponsorshipof the SOS Vocational Training College in Kality(Ethiopia) and MAN’s ongoing assistance has
financed several vocational programs including
engine service and maintenance, and drive-system
and automotive mechanics (-as well as theconstruction of an additional college building).
As another example, at the SOS Vocational
Training Center in Nuremberg (Germany), MAN issponsoring the education of socially disadvantaged
young people as they qualify to become industrial
mechanics, machine operators, electricians,
carpenters, and cooks. The center provides support
to almost 400 disadvantaged young people from
more than 30 different countries as they start theirworking lives.

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TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 5

SDG 5Achieve gender equality and empower all women and girls

OPPORTUNITIES FOR SHARED VALUE• Design safe passenger transport solutions and practices that reduce women’s vulnerability to sexual
violence and abuse whilst they are travelling.
• Engage in policy initiatives and partnership efforts that help to prevent and identify human trafficking andsexual exploitation which disproportionally affect women.
• Integrate the needs of women and girls into transportation and infrastructure policymaking and decisionmaking, both at company level and also informing government level policies and investments.
• Develop evidence based strategies to attract and retain a higher proportion of female workers in the sector,
considering organizational culture, health and safety and other issues.
• Increase the share of women on company Boards and in senior roles, and invest in policies and programs
which support the development of women in the workforce and encourage organizations in the value chain to
do the same.
• Integrate the Women’s Empowerment Principles into core business operations and value chain to ensure acomprehensive approach to achieving gender equality, and encourage peers to do likewise.
LEADING BY EXAMPLE• Delhi Transport Corporation (DTC), in
collaboration with several non-governmental andcivil society groups, designed and implemented
measures to enhance safe travel for women in DTC
buses. On many routes, DTC has introduced womenonly bus services. In addition, helpline numbers
were put on display in buses and around bus stops,
helpline booklets were distributed through ticket
counters, and a helpline service was launched for
distressed women. Since 2007, trainings have been
undertaken in cooperation with Jagori, a women’s

rights initiative in India, to sensitize approximately
3600 DTC bus drivers and conductors about gendersafety.
• www.Women’sTaxi.org is a global network of
women-oriented taxi companies and initiatives,founded in 2013 by Ms. Nominadri S. of Mongolia.
The website brings together government sponsored,
privately funded, and female entrepreneurial
businesses that provide the Women4Women Taxi
Service, provided by female drivers solely dedicatedto serving female patrons. All companies listed

Photo: Shehzad Noorani/World BankSDG INDUSTRY MATRIX – TRANSPORTATION | 21

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 5

on the webpage are conscious of the rights ofall women to safe transport and strive to provide
services that are sensitive to the concerns womenface in the male-dominated taxi industry. Today,
women-only taxi services are offered in cities in
Iran, India, Lebanon, Malaysia, Mexico, Mongolia,
Pakistan, Russia, South Africa, United ArabEmirates, the United Kingdom, and the UnitedStates. Moreover, Women4Women Taxi services
empower women to challenge the gender norms ofthe transport industry and to become competitors ina skilled and sustainable trade.
• Lufthansa, Germany’s air carrier, works towards
increasing the representation of women pilots bychallenging perceptions that it is a male role. In
cooperation with Hamburg Aviation, the company
organizes a series of outreach events including the
Women in Aviation exhibition which showcases
the professional careers of women in aviation.
Lufthansa also offers family-friendly policies such as
part-time opportunities to support work/life balance.

• Transnet, a large transport company in South
Africa, launched an enterprise development programin partnership with a global car manufacturer toempower female entrepreneurs in the engineering
sector. The program enhances women’s engineeringskills so they can perform repairs and maintenance,
equipment supply, plumbing and installation forTransnet and other companies.
• Aurizon, an Australian rail freight, adopted
a Diversity Policy and established a Diversity
Council to increase the number of women in seniorand middle management and reduce attrition.
Programs such as the CEO Office Rotation, Senior
Development Program, Mentoring Program,
Networking Opportunities, a Women’s Conference,and the annual International Women’s Day Business
Lunch were developed.

Photo: Gennadiy Ratushenko/World BankSDG INDUSTRY MATRIX – TRANSPORTATION | 22

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 6

SDG 6
Ensure availability and sustainable management of waterand sanitation for all
OPPORTUNITIES FOR SHARED VALUE• Improve water stewardship technology to reuse water, minimize harmful waste into the water system, andreduce 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 ofinvestment 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 otherstakeholders 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• Salini Impregilo, a global construction firm, is partof a consortium responsible for the expansion of
the Panama Canal. It integrates water stewardshipstrategies to reduce water consumption from the
Gatun Lake during the design and construction
process. A system of water-saving basins has been
designed to recover and partially re-utilize water.
This resulted in a 60% reduction in water drawn
from Gatun Lake, and transit that would haverequired the use of approximately 500 million litersof water can now take place with approximately 200
million liters.
• Express Transindo Utma, an Indonesianpassenger transport company, has reduced thequantity of groundwater used for washing taxis (aspart of its commitment to the CEO Water Mandate).

Absorption wells with a natural filtering systemwere built at the company vehicle pools to treat
wastewater and prevent the build-up of standing
water. The water collected in these wells can bereused during the dry seasons. Biopores were filledwith organic waste to enhance absorbability ofwater and growing conditions for plants and trees
around the taxi sites.

Photo: Edwin Huffman/World Bank

• DP World, a global shipping container handlingcompany, worked with its supplier to embark on
waste reduction campaigns in Thailand, Vietnam,
the Republic of Korea, and Argentina to raiseawareness of waste management policies of bothcompanies among its employees, contractors, andcustomers.

SDG INDUSTRY MATRIX – TRANSPORTATION | 23

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 6• Daimler AG has introduced a “zero discharge”
policy in its new plant in Chennai in southern India.
It channels water through a complex system ofpipes, pumps, filters, and evaporators in a closed
loop and it is continually reconditioned, with nowater leaving the plant via a sewer line. The plantalso 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 formonsoon season and special retainer systems toprotect 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 accomplishedthis by cutting the water it uses in everything fromcooling towers to washing parts to paint operations.
Ford has invested in numerous water-reduction
technologies and process improvements. These
include membrane biological reactors and reverseosmosis processes to recycle water from on-sitewastewater treatment plants in more arid regions;as well as Minimum Quantity Lubrication whichuses a ‘dry-machining’ process to lubricate cutting
tools with a very small amount of oil (rather than theconventional “wet-machining” process that requiredlarge amounts of metal-working fluids and water tocool and lubricate the tools).

SDG INDUSTRY MATRIX – TRANSPORTATION | 24

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 7

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 coordinatedinvestments in research and development of next generation biofuels, thereby increasing the speed at which
they become commercially viable.
LEADING BY EXAMPLE• The New York State’s Metropolitan
Transportation Authority (MTA), a public benefit
transport corporation in the U.S., launched analternative fuel vehicle program for its bus fleet of
approximately 5,710 buses. The company purchased
hybrid electric buses, switched all its diesel buses
to ultra-low-sulfur diesel fuel and diesel particulate
filters, and initiated a diesel engine repowering
program. This helped the city run one of the largest
green fleets in the world operating on hybrid electricand compressed natural gas buses.
• Kandi EV CarShare, a car-sharing program ofKandi Technologies Group in Hangzhou (China),
operates only Kandi EV all-electric cars, which areavailable to customers in automated garages thatrun like vending machines.
The rental price is about US$ 3.25 per hour. Leasing
is available from US$ 130 to US$ 160 per monthincluding insurance, maintenance, and electric
power through swapping batteries at the program
garages. Kandi Technologies plans on making
100,000 cars available to the residents of Hangzhou
over the next years. In 2014, Kandi EV CarSharealso expanded to other Chinese cities, including
Shanghai, Chengdu, Guangzhou, Wuhan, Changsha,
and Nanjing. In 2015, Kandi Technologies Groupsigned a manifesto for the strategic developmentof “Car-Share 4.0” to promote connected electricvehicles with five other companies.

Photo: Dominic Sansoni/World BankSDG INDUSTRY MATRIX – TRANSPORTATION | 25

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 7• Airbus Group is supporting the development ofsustainable fuels made from biomass feedstock
that, through their lifecycle, emit less CO2
than conventional fossil fuels. The Group has
been working with a broad range of partners– universities, farmers, airlines, refineries andstandard-setting organizations – to act as anagent of change, helping to develop value chainsthat produce ‘drop-in’ sustainable fuels thattoday’s aircraft can burn without modification.
Airbus aims to be a catalyst, sparking the searchfor production of affordable sustainable fuels, in
sufficient commercial quantities to help the aviationindustry reach its goals for minimizing greenhousegas emissions. Airbus currently has development
partnerships in place in Spain, Qatar, Brazil,
Australia, Malaysia and China.

• In 2014, Jaguar Land Rover opened a new
Engine Manufacturing Centre in the UK with aroof-mounted solar array which at the time of
construction was the largest privately owned arrayin Britain. The building has 22,622 panels (6.2MWp)
which are designed to supply 30% of the site’senergy needs (equivalent to the energy required
to power 1,600 homes), thereby reducing theplant’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 ofefficiency, process change and renewable energy.

SDG INDUSTRY MATRIX – TRANSPORTATION | 26

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 8

SDG 8Promote sustained, inclusive and sustainable economic growth,
full and productive employment and decent work for all
OPPORTUNITIES FOR SHARED VALUE• 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 towomen 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 andoutside of transportation sector.
LEADING BY EXAMPLE• Pirelli, a manufacturer of tires, has entered into
an innovative agreement with the Government of
Egypt so support its expansion plans in Egypt. The€2 million agreement between Pirelli Egypt andthe Social Fund for Development will launch a new
franchise of 35 tire service centers for commercial
and passenger tires. The service centers will be
operated by young entrepreneurs who will becoached by Pirelli and financed by the Fund. This
will support the expansion of service centers
across Egypt whilst also helping to reduce youth
unemployment.
• China Ocean Shipping Company (COSCO) has
improved working conditions for migrant workers

because legal procedures (such as the household
registration hukou system) make it difficult for
migrant workers to obtain housing, healthcare andeducation. COSCO issues migrant workers with
contracts censuring protection of their rights andinterests. The contracts include strong health andsafety management mechanisms, education andtraining. COSCO has also built eleven libraries, three
activity centers, and over a hundred cultural andsports venues specifically for migrant workers.
In most OECD countries and emerging markets, thetransportation industry employs directly between
6% and 9% of the work force.

Photo: Edwin Huffman/World BankSDG INDUSTRY MATRIX – TRANSPORTATION | 27

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 8• Konkan Railway Corporation, a railway
operator in India, is partnering with the State
Tourism Department to train taxi and auto rickshaw
drivers in order to make them more marketable totourists across various train stations. This aims tostrengthen the tourism industry in the region as
well as help these drivers and small taxi operators
improve their income base. The collaboration also
contributes to a more positive experience for railway
passengers.
• Royal Caribbean Cruises Ltd., in partnershipwith the Pan-American Development Foundation,
supports the development of local artisans’businesses. Throughout the Caribbean and Latin
America, this partnership helps artisans become
third-party certified as sustainable vendors. Royal
Caribbean Cruises invites the artisans to market
their products to customers on their cruise ships,
which also enhances the customer experience.
• Union Pacific, a U.S railway company, supports
diversity across its supply chain including
procurement of fuel, engineering services, railroad
maintenance and construction materials, rollingstock maintenance and technology.

Its spending with diverse suppliers grew an averageof 5.7% annually from 2008 to 2015. Further, about
30% of its suppliers reported purchasing goods orservices from diverse suppliers in support of therailway company’s supplier diversity initiative.
• Artisans d’Angkor is a social enterprise, managed
by VINCI Airports in partnership with theCambodian Government. It was formed to ensure
the continuity and development of Khmer crafts, andit offers employment for around 20 underprivileged
communities in the Siem Reap region. Craftsmen
and women receive a contractual level of income
and full social welfare coverage. The enterprise
operates 42 shops in Siem Reap province and hasoutlets in Siem Reap and Phnom Penh airports. It
reported revenue of almost €8 million in 2014 whilst
providing work to 1,200 employees, including 800
artisans working in 48 rural workshops. Each year,
the profit is reinvested in training and developing
the business.

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TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 9

SDG 9
Build resilient infrastructure, promote inclusive and sustainableindustrialization and foster innovation
OPPORTUNITIES FOR SHARED VALUE• Increase whole-life infrastructure efficiency by using more sophisticated data analytics, embedded sensors
and appraisal systems.
• Build cross-sector partnerships to unlock complementary investments in sustainable, resilient transportation
infrastructure and technology.
• Integrate rigorous social and environmental impact assessments and mitigation strategies into thedevelopment of major infrastructure project proposals (for example using SuRe®, the Standard for Sustainable
and Resilient Infrastructure) and encourage governments to give due consideration to social and environmental
factors.
LEADING BY EXAMPLE• In partnership with its member association in
Turkmenistan, the IRU launched the Model Highway
Initiative (MHI) to advocate for the creation ofoperational and transit corridors and address thedifficulties of landlocked countries in accessing
regional and global markets. MHI combines
the creation of modern roadside infrastructure,
institutional reforms, and the establishmentof a Regional Infrastructure Fund. In 2014, theGovernment of Turkmenistan decided to create apilot stretch of the Model Highway from Ashgabat
to the port of Turkmenbashi. The World Bank, theAsian Development Bank, the Black Sea Trade andDevelopment Bank, and the European Bank for
Reconstruction and Development support the MHI.
• Bechtel, in partnership with a Turkish company,
was selected to construct a highway in Kosovo.
During construction, this consortium incorporated

the reduction, reuse, and recycling of waste
into the project. The project included reducing
fuel consumption during earthworks excavation,
recycling waste oil to provide heating fuel forthe local business community, and increasingawareness of various recycling options related toroad industries (e.g. tires and batteries).
• MAN SE installed photovoltaic systems on theroofs of its vehicle productions halls in Pinetown,
South Africa, thereby creating its first carbon-neutralcommercial vehicle plant. Its southern MAN Truck& Bus site now runs solely on regenerative energy,saving 860 tons of carbon dioxide emissions per
year. The photovoltaic system measures 6,300
square meters and generates up to 810,000 kWhof electricity a year. It supplies sufficient energy onsite to transfer a surplus into the local power grid. In
addition, skylights and new insulation reduce

Photo: Yosef Hadar/World BankSDG INDUSTRY MATRIX – TRANSPORTATION | 29

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 9energy consumption, rainwater tanks save water,
and wastewater is recycled. On a local scale, thesemeasures are an important step forwards in MAN’s
global climate strategy which reduced carbon
dioxide emissions by 19% between 2008 and 2014,
saving 105,000 tons of carbon dioxide.
• GMR Group, in a joint venture consortium with
Airports Authority of India and Fraport, was (in 2006)
awarded the concession to operate, manage, anddevelop the Indira Gandhi Airport in New Delhi,
India. The new terminal that opened in 2010 was
the first in the world to be awarded the Leadershipin Energy & Environmental Design (LEED) New
Construction Gold Certification. The terminalfeatures a parking structure and a departure lounge
lit completely by daylight during the daytime,
1,200 energy-efficient LCD screens, 300 rainwater
harvesting stations, and storm drains that control
erosion.
• Skanska, a global construction company,
participated in a public-private partnership toreconstruct 21 miles of interstate highway, 15major interchanges, and over 140 bridges in the
U.S.. It achieved the highest level of environmental
certification (Envision™ Platinum) and spent US$
1.5 million inviting stakeholder input and installing
community art created by local artists.

• Uganda Freight Forwarders Association
advocates for greater involvement of thetransportation and logistics sector in economic
development policy discussions. It also contributes
to strengthening the industry standards of freight
forwarders in East Africa by training over 4,000
custom and transportation officials.
• Wallenius Wilhelmsen Logistics, a privately
owned Norwegian/Swedish shipping company,
designed, built, and is operating Melbourne’s
MIRRAT terminal, Australia’s largest Roll On Roll Off
seaport committed to helping its customers achieve
supply chain efficiency with reduced environmental
impact, now and into the future. It is sustainable bydesign, awarded a 6 Star Design Green Star rating,and incorporates a wide range of environmental
attributes including use of recycled and sustainable
construction materials, energy management
systems, LED lighting to reduce energy usage by
30%, 2 million litres of onsite rainwater retention
capacity, and a 100kW solar array to provide over
90% of power to the administration building.

SDG INDUSTRY MATRIX – TRANSPORTATION | 30

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 10

SDG 10
Reduce inequality within and among countries
OPPORTUNITIES FOR SHARED VALUE• 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, inparticular 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, inrural 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 growinto 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 2015, Ford purchased goods andservices worth: US$8.2 billion from minority-owned
suppliers, US$1.1 billion from veteran-owned
companies and US$2.3 billion from women-owned
businesses.

• General Motors (GM) has 12 Employee Resource
Groups which provide a forum for employees toshare common concerns and experiences, gain
professional development support and engage inlocal 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 workplaceof choice and they provide insights that help GM
better understand diverse and emerging consumer
markets. Each Employee Resource Group has abusiness plan tied to talent acquisition, talentdevelopment, community outreach and businesssupport.

Photo: Tran Thi Hoa/World Bank

• Maersk, in partnership with a non-profit
organization working to accelerate poverty reductionin East Africa through trade growth, supported
companies in the region to gain easier entry toworld markets. One project involved the digitizationof various documentation requirements for shipping
a product from East Africa to a European market.
This helped to reduce product delivery time andincrease efficiency of Maersk’s service to customers
in developing markets.

SDG INDUSTRY MATRIX – TRANSPORTATION | 31

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 11

SDG 11Make 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 sustainablepublic 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 accessto 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 destinationtransport 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, reducegreenhouse gas emissions and improve air quality.
LEADING BY EXAMPLE• UR:BAN is a joint initiative involving 31
companies, universities, research institutes andcities. Its objective is safe and efficient urban traffic
which flows freely. UR:BAN has a budget of €80
million (50% funded by the German Federal Ministry
for Economic Affairs and Energy) to develop driverassistance and traffic management systems which
will enhance mobility in urban areas. As part of the
UR:BAN research project, MAN SE (a manufacturerof commercial vehicles, engines and mechanicalengineering equipment) is looking into ways ofmaking commercial vehicles safer and more efficientfor city driving. It aims to analyse traffic movement

using innovative systems and new technologies,
and determine driving strategies to optimize fuelconsumption, identify dangerous situations andprotect drivers from possible human error.
-	The Human Factors in Traffic sub-project
involves MAN researchers exploring how
vehicles can most efficiently provide informationfrom assistance systems to the driver in busy
urban traffic and how the cockpit can be
designed to display exactly the right information
to the driver in any given traffic situation.

SDG INDUSTRY MATRIX – TRANSPORTATION | 32

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 11-	In the Networked Traffic System sub-project,
MAN is developing a Green Wave assistant.
This aims is to optimize the use of green traffic
light phases on main inner-urban routes in orderto save on fuel and time.
-	In the Cognitive Assistance sub-project, MAN isdeveloping an all-round visibility system to meetthe complex requirements of buses and trucks inurban traffic.
• Doppelmayr Garaventa Group is an Austriancompany that manufactures cable cars, gondolas,surface tows for ski and amusement parks, urban
people movers and material handling systems.
In 2014, the company opened the Providência
ropeway which provides 20,000 residents in Morroda Providência - one of Rio de Janeiro’s oldest
shantytowns- with a fast and convenient connection
to the metro and local train network. Before theropeway was built, the only available means oftransportation were motor taxis and mini-buses
which were privately organized and took a long time
to drive up the narrow lanes along the mountainslopes. In 2015, the ropeway enabled accessto clinics which treated on average over
1,200 patients a month.
• FedEx, a global logistics company, embarked ona project with EMBARQ (a think tank) to identify
sustainable public transport solutions in cities in
Mexico, Brazil, and India. The three-year project
reached out to over 1,600 transport officials anddrivers, contributing to a reduction of 20,000 tons ofcarbon dioxide emissions. In addition, the program
helped urban transport operators provide enhanced
and more efficient services.
• Daimler Buses (which has a strong presencein Western Europe and Latin America) supplies
products such as city and intercity buses, coaches
and bus chassis and it focuses on innovative andenvironmentally 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 todeliver an efficient and environmentally sustainabletransport service to urban residents.)• Scania, a global manufacturer of trucks and buses
for heavy transport applications, supplies busesand equipment for the BRT System that will be
implemented in Accra, Ghana. These high capacity
buses seek to address the severe traffic congestionin the city. (The use of BRT solutions is rapidly
spreading across Africa, with many cities facing thesame challenges as Accra.)• Accell Group, a bicycle manufacturer, introduced
an electrically-assisted bicycle to facilitate themobility of people with physical limitations and toenable people to cover long distances by bicycle.

and options in addition to and as an alternative
to vehicle ownership. Services are customized
to regional customer needs and include cityand residential programs. Maven City offers car
sharing to anyone with the Maven smartphone
app who lives in or visits a city where Mavenvehicles 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.

• Australia Post Group launched acampaign in 2015 to urge residents totake extra care when reversing fromdriveways. This was in response to over
120 incidents (including one fatality) in
the year which involved postal workers
being struck by reversing vehicles.
The campaign included posters and a
letterbox drop which was coordinatedduring Safe Work Australia Week toapproximately 450,000 addresses in
hotspots for reversing car incidents.

• General Motors launched Maven, a new brandand business model dedicated to car sharing. Maven
provides seamless and intuitive mobility access

SDG INDUSTRY MATRIX – TRANSPORTATION | 33

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 12

SDG 12
Ensure sustainable consumption and production patterns
OPPORTUNITIES FOR SHARED VALUE• Build zero-defect automotive grade machines (avoiding resource intensive recalls) in factories throughout theworld.
• Improve operation and management of vehicle fleets, vessels, rail rolling stock and aircraft tomaximize 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 andrenewable 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• Bombardier Transportation, Alstom Transport,
Deutsche Bahn, Knorr-Bremse, SNCF, andNederlandse Spoorwegen launched theRailsponsible initiative aimed at improving
sustainability and transparency throughout theentire rail procurement supply chain. Among others,

the initiative supports common supplier assessment
campaigns to monitor the sustainability performanceof their suppliers. EcoVadis and Business for Social
Responsibility facilitate this platform.

Photo: Curt Carnemark/World BankSDG INDUSTRY MATRIX – TRANSPORTATION | 34

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 12• Michelin is collaborating with UPS, Route Monkey,
Total and Nestle on WBCSD’s Road Freight Lab. The
Lab explores the untapped and unmapped potential
for emissions reduction through optimizationand collaboration between road freight transportcompanies. (Meeting the climate challenge requires
a 48% decrease in absolute emissions from freightby 2050, based on 2010 levels, whilst meetinga predicted four-fold increase in demand.) In thefirst phase, the Lab aims to design an informationand technology platform that enables small andmedium-sized enterprises to share data and assets
in order to increase asset efficiency and usage. In thesecond phase, the Lab will bring together companies,
government and customers in two locations todemonstrate the developed inter- and intra-city roadfreight solutions. This collaboration also aims to raiseawareness among policy-makers of the potential ofthese solutions.
• Michelin pioneered radial tire technology in the
1950s and green radial tires in the 1990s. Green
radial tires have proven to be 20–30% more efficientthan radial tires. Tire rolling resistance represents
a significant portion of all resisting forces that avehicle must overcome to roll down the road: around
15% for a passenger car and as much as 30–35% fora truck. These numbers directly translate into
energy consumption and related externalities.
Reducing tire rolling resistance by 20% translates to
a 3% reduction in vehicle energy consumption for apassenger car and 6% for a truck.

• Maersk Line, the world’s largest container
shipping company, set an ambitious reduction targetof 60% less CO2 emitted per container moved by
2020, measured against a 2007 baseline. Combinedwith an expected increase in container volume of
80% by 2020, this target will result in approximately
200 million tons less CO2 emitted from 2007 to
2020. By the end of 2015, Maersk Line had reduced
emissions by 42% per container.
• BYD ebus, a Chinese electric vehicle manufacturer,
offers a city bus with no tailpipe emissions and very
low noise levels. The bus is powered by lithium iron
phosphate batteries and has a range of 250 km on asingle charge in urban conditions. It can recharge infive hours and chemical materials contained in thebattery can be safely recycled.
• Scania provides training to its drivers acrossmultiple markets and the improved driving
techniques can raise fuel-efficiency levels by about
10%, save costs, reduce emissions, cut wear andtear on tires and parts, and help the powertrain
consume less lubricating oil.
• BMW, a global automaker, utilized the Carbon
Disclosure Project’s Supply Chain Program tohelp its suppliers to record, monitor, and analyze
their resource consumption and identify areasof improvement. This is helping to increasetransparency of its suppliers’ performance against
the commitments they have made in agreementswith this company. For example, 78% of BMW’s
suppliers improved their disclosures compared tothe previous year and, consequently, 37% of its

reporting suppliers improved performance.
• Air France and KLM, in an effort to minimize
waste from in-flight service, implement rigorous
recycling programs and integrate eco-design
approaches for key onboard items. For example,
textiles (e.g. used uniforms, carpets, etc.) arerecycled into fibers used to manufacture newcarpets for cabins and insulation materials for cars.
Plastics are mostly reused in the production of newmaterials such as serving trays and drawers. Nonrecycled items such as food waste are recovered to
produce energy.
• Di Chung Joint Stock, a taxi-sharing company inVietnam, founded a social enterprise to spread aride-sharing culture. It established a vehicle-sharingsite which helps citizens in Vietnam overcome
barriers to vehicle sharing and offers an affordable
solution to low-income families. It also works
witha transport company to provide a standardized
ridesharing service via a business-to-customer
platform.In 2014, the efforts helped save over 2
million liters of gas and prevented 6.6 million tons ofcarbondioxide emissions.
• Virgin Train, a railway company, introduced
Fairtrade drinks on all trains and introduced
sustainable menu options to First Class guests (i.e.
locally sourced food, free-range poultry, outdoor
reared meat, and sustainable fish stock). The
company also requested that food suppliers on all
its trains agree on a series of sustainability (i.e.
locally sourced food, free-range poultry, outdoor
reared meat, and sustainable fish stock). The

company also requested that food supplierson all its trains agree on a series ofsustainability incentives including reductionof energy consumption, packaging waste
reduction, recyclable on-board packaging,and offering of healthy, seasonal products.

The transportation industry generates
24% of global carbon dioxide emissions
from fossil fuel combustion

SDG INDUSTRY MATRIX – TRANSPORTATION | 35

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 13

SDG 13
Take urgent action to combat climate change andits impacts
OPPORTUNITIES FOR SHARED VALUE• Develop disaster response capacity of transportation hubs (e.g. airports and ports) in countries at high riskof extreme climatic events.
• Inform public policies on urban design and transportation infrastructure (including multi-modal enablingtransport 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 climatechange, 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 - toleverage sphere of influence to encourage other companies, people and Governments to disclose theirenvironmental impacts, reduce their environmental footprint and decouple growth from energy use.
LEADING BY EXAMPLE• Deutsche Post DHL Group’s (DHL) GoGreen
program aims to improve carbon dioxide efficiency
by 30% by 2020 compared with 2007 levels.
The company operates a fleet of about 11,200
vehicles with alternative drive trains, fuels
and technologies. For long-haul transport, thecompany is implementing alternative fuels suchas liquefied natural gas, as well as lightweight
and aerodynamic trailers. For urban delivery, thecompany is increasingly focusing on transport byfoot, bike and electric vehicles. This includes morethan 400 electric vehicles for urban areas, which
not only avoid carbon dioxide emissions while
being powered with renewable electricity, but also

UN Photo Library

SDG INDUSTRY MATRIX – TRANSPORTATION | 36

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 13

remove noise and air pollution from metropolitan
areas such as Manhattan (U.S.), where the company
upgraded its DHL Express fleet to electric and hybrid
vehicles in 2011. For postal and parcel delivery inBonn (Germany), DHL is moving to an all carbon
dioxide-free delivery concept in 2016. By 2014, 116
electric delivery vehicles were already deployedin the city of Bonn, including the StreetScooter, acustom-designed electric delivery van the company
developed in cooperation with a German university.
• MTA commissioned the “MTA Adaptations to
Climate Change: A Categorical Imperative” reportin 2008. It provides a risk-based framework for how
the MTA can adapt its facilities and operations
to climate change impacts. In 2014, the MTA
established a Climate Adaptation Task Force tocoordinate all adaptation and resiliency focused
activities initiated, developed, and implemented
at all MTA operating agencies. The Task Force
organizes forums with relevant local and regional
public sector agencies and commercial entities forcontinuous information exchange and knowledge
sharing for future projects and programs. In keeping
the MTA’s assets sustainable and resilient to futureadverse climate change events, the company
benefits the community as a whole.

needed at airports in case of natural disasters andimprove the overall coordination across variousorganizations involved in relief efforts. Leveraging
its logistics expertise and partnership with UNDP,
DHL has so far completed over 30 GARD workshops
at airports around the world. The participants area mix of staff from airport operations, air traffic
control, security, and relevant disaster management
agencies.
• Hyundai undertakes diverse activities to develop
ecofriendly cars and reduce the amount ofgreenhouse gases created during the manufacturingof 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 reflectedin company strategy. In addition, Hyundai is reducing
greenhouse gas emissions by developing technologythat collects carbon dioxide, and by participating inemissions trading in Korea and overseas.

• Deutsche Post DHL Group (DHL) and the United
Nations Development Programme (UNDP) developedthe ‘Get Airports Ready for Disaster’ (GARD)
program to better prepare airports to handle thesurge of incoming relief goods, should disasterstrike. Through GARD workshops, DHL works withauthorities to analyze and define the capacities

SDG INDUSTRY MATRIX – TRANSPORTATION | 37

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 14

SDG 14Conserve and sustainably use the oceans, seas and marine
resources for sustainable development
OPPORTUNITIES FOR SHARED VALUE• Adhere to – and seek to exceed - environmental standards on marine shipping and ship-breaking.
• Develop and adopt innovative technology, components and treatment systems which reduce waste (eg oil,sewage, garbage, ballast water) released into oceans and seas by ships.
• Adopt new power technologies for cargo and cruise ships, such as near zero-emission fuel cells, to reduce
emissions from idling diesel engines at ports.
• Collaborate with port and harbor authorities to increase port management efficiency and sustainability inorder to reduce the risk of marine pollution and contamination.
LEADING BY EXAMPLE• Damen Shipyards, a ship design and construction
company, has developed a pioneering fully
containerized, mobile ballast water treatment (BWT)
unit that provides ship owners with a cost-effective
alternative treatment method. To reduce the risk oftransmitting invasive species that impact marine
ecosystems, ships must treat their ballast water but
installing BWT systems on board is usually difficultand expensive. As well as avoiding considerable
retrofit investments, the mobile solution means
ballast water only needs treating at the point ofdischarge. The first of these customized barges willsoon be in service in several Dutch ports.
• Thordon Bearings, an innovative engineering
company, is helping ship owners eliminate oil andgrease discharges from their ships, contributing

to sustainable operations and cleaner oceans andseas. (Operational and accidental oil discharges
from propeller shafts into the sea are estimatedto be 130 million to 240 million liters per year.)This company developed non-metallic propeller
shaft bearings that are lubricated with seawater,completely eliminating the use of oil.
• Disney Cruise Line, a cruise company, features
advanced wastewater purification systems(AWPS) that utilize natural processes to treat
and purify onboard wastewater to levels far
exceeding international shipping standards. (Aglobal environmental organization reported that an
average cruise ship with 3,000 passengers and crew
produces about 21,000 gallons of sewage a day, yet
40% of 162 cruise ships use an outdated technology

Photo: Edwin Huffman/World Bank

which does not effectively treat harmful wastefrom the sewage released to the ocean). Further,
Disney Cruise Line uses biodegradable and organic
cleaning products wherever possible in order toavoid potentially harmful phosphates and otherchemicals associated with traditional cleaners.
• Swire Group, a major shipping corporation,
is making a significant contribution towards
understanding the role of oceans in controllingcarbon emissions in the atmosphere. The company

supported the design, assembly, andinstallation of a scientific data collection
system on one of its ships, the MV PacificCelebes. The system provides data fromocean areas where no or little data exists.

90% of world cargo by volume
is transported by sea

SDG INDUSTRY MATRIX – TRANSPORTATION | 38

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 15

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 facilitatesustainable 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 Healthand Safety Guidelines.
LEADING BY EXAMPLE• SETRAG, a joint venture of a railway operator,
in collaboration with the International FinanceCorporation (IFC), engaged in the refurbishment of
the railway in Gabon. Following an assessment ofcompliance with IFC’s environmental, social, andgovernance performance standards, it identified thepotential impact of the railway on protected areas.
It partnered with a leading conservation agency toimplement mitigation strategies to ensure minimum
impact on biodiversity surrounding the railway.
• Yamaha, a motorcycle manufacturer, is maintaining
wildlife diversity as well as preserving theenvironment at its test course site in Japandestined for developing motorcycles. Based on acontinuous environmental assessment of the siteand surrounding areas, the manufacturer is taking
measures such as protecting existing vegetation
around the perimeter of the test course.
• Jaguar Land Rover is developing ecology
strategies for all its sites, recognising that earlyconsideration of biodiversity allows for opportunities
to effectively manage and, where possible, enhancebiodiversity. For example, it is creating an ecologicalcorridor 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.

Photo: Curt Carnemark/World BankSDG INDUSTRY MATRIX – TRANSPORTATION | 39

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 16

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• 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 inhigh-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• Truckers against Human Trafficking (TAT)
is a coalition of truck operators and trucking
associations which exists to educate, equip,
empower and mobilize members of the trucking
and travel plaza industry to combat domestic sex

trafficking in the United States. As the eyes and earsof the nation’s highways, truckers are in a uniqueposition to make a difference and close loopholes
to traffickers who seek to exploit the transportation
system for their personal gain. TAT’s impact includes
Photo: Curt Carnemark/World BankSDG INDUSTRY MATRIX – TRANSPORTATION | 40

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 16

1,200 calls made by truckers to the reporting hotline,
400 likely trafficking cases identified involving
almost 700 trafficking victims (including over 200
children).
• Toyota Motor Corporation works together withparts suppliers, automotive industry organizations,and other relevant organizations to ensure
procurement and usage that are free from conflictminerals 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 oforigin inquiry with due diligence for its products.
• Aramex, a global provider of comprehensive
logistics and transport solutions with its roots in the
Middle East, partnered with local organizations toorganize an emergency relief campaign in the United
Arab Emirates and Jordan to aid the war-afflictedpeople in Gaza. Aramex used its core logisticalexpertise and transportation network in aid of thecampaign, which aimed to have positive impacts
on both the community and company’s operationsin the region. Over 600 tons of donated aid supply
goods were collected, sorted, packed, and delivered
to Palestinian families in the Gaza Strip. Medical
supplies, dry food, and blankets reached more than
1.5 million Palestinians in the territory.

• Egyptian Transport and Commercial Services
Company SAE (Egytrans) provides integrated
transport and other related services across Egypt. As
part of its commitment to the UN Global Compact’s
10th Principle against Corruption, it has introduced
a number of anti-corruption policies and actions
including employee trainings, focus groups, andawareness raising on anti-corruption policies tosuppliers. Egytrans also participates in a collective
action initiative with industry peers in Egypt.
• Shipping Corporation of India Ltd. adopted
the Integrity Pact Programme for the company’s
major public procurements. The Integrity Pact
was designed and launched by Transparency
International (a non-governmental organisation)in the 1990s with the primary objective of helping
governments, businesses, and civil society to fightcorruption in public contracting. The Integrity Pact isan agreement between prospective vendors/bidders
and the buyer, committing the persons/officials ofboth parties to not exercise any corrupt influence
over any aspect of the contract.

SDG INDUSTRY MATRIX – TRANSPORTATION | 41

TRANSPORTATIONSDG INDUSTRY MATRIX – SDG 17

SDG 17
Strengthen the means of implementation and revitalize
the global partnership for sustainable development
OPPORTUNITIES FOR SHARED VALUE• Strengthen the link between corporate and societal value creation and align the organization’s value
creation strategy to the Sustainable Development Goals.
• Adopt good practice principles and guidelines which better align business practices with sustainable
development.
• Engage in multi-stakeholder initiatives advancing sustainable development.
• Establish a robust impact measurement framework for corporate, multi-stakeholder partnership and industry
level contributions to sustainable development including regular monitoring and transparent evaluation andreporting.
• Collaborate with other transportation companies and stakeholders to provide industry perspectives toGovernments, policymakers, legislators and regulators on the sustainable development impact of legislative,
regulatory and tax frameworks including recommendations for improvement.
LEADING BY EXAMPLE• Several transportation companies constructively
engaged in international led processes including
the four intergovernmental negotiations which
took place in 2015 (i.e. the World Conference on
Disaster Risk Reduction, the World Financing forDevelopment Conference, the Summit to Adopt the
Sustainable Development Goals, and the United
Nations Climate Change Conference).

• Companies within the transportation industry
have collaborated with each other and withadditional stakeholders to develop a vast arrayof partnerships and initiatives, predominantly
focused on sustainability. These, together withindustry associations, are demonstrating significant
leadership in aligning the industry with the pursuitof the Sustainable Development Goals.
UN Photo Library

SDG INDUSTRY MATRIX – TRANSPORTATION | 42

KEY CONTRIBUTORSThe UN Global Compact and KPMG International would like to thankthe many individuals, companies and organizations that contributed
to this publication with inspiration, ideas, company examples andfeedback through both the call for company submissions and thea Whelan
multi-stakeholder roundtable consultation. Of particular note, theGlobal Compact LEAD
Transportation Matrix was developed with the Global Partnershipfor Sustainable Transport, which hosted a multi-stakeholder working
roundtable at UN Headquarters in New York on 26 September 2015.
The SDG Industry Matrix for Transportation is the result of a collective
effort involving many colleagues from the UN Global Compact, andKPMG International including:

UN Global Compact
Project Team:KPMG International
Project Team:

Lise Kingo

Lord Dr Hastings of Scarisbrick CBE

Executive Director

Global Head of Corporate Citizenship

Ole Lund Hansen

Steffen Wagner

Chief, Leadership Programmes

Global Head of Transportation

Nessa Whelan

James Stewart

Senior Manager, Global Compact LEAD

Global Head of Infrastructure

Alexandra Radulescu

Serena Brown

Coordinator, Finance and Special Projects

Director, Sustainable Development
Project Lead: serena.brown@kpmg.co.uk

SDG INDUSTRY MATRIX – TRANSPORTATION | 43

Produced jointly by:

andDISCLAIMER: The views expressed in the publication do not necessarily represent the views of the United Nations Global Compact Office and KPMG International Cooperative (KPMG International), a Swiss entity. The United Nations Global
Compact Office and KPMG International make no representation concerning, and do not guarantee, the source, originality, accuracy, completeness or reliability of any statement, information, data, finding, interpretation, advice or opinion contained
within the publication. The examples have been developed strictly as learning resources. The inclusion of examples in this publication does not in any way constitute an endorsement of the individual companies nor their sustainable development
policies by the United Nations Global Compact Office and/or KPMG International.
COPYRIGHT: This document is copy-right protected by the United Nations. The reproduction and distribution of this document for information purposes and/or use in participating in the UN Global Compact is permitted without prior permission
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