investment by other actors. Besides pure funding, FDI very often brings technology and knowledge transfer into the host country. Adding to the total technology, knowledge and human resource stock of a developing host country adds to the ability of that country to achieve the SDGs beyond the scope of a single FDI investment project. This multiplier gives FDI its advantage over other sources of investment funding from other actors. It is important to note that, despite the importance of TNCs providing FDI towards the achievement of the SDGs, FDI (even FDI into developing and Least Developed Countries (LDCs) ) is not a new or novel activity for TNCs. Though FDI is clearly an integral plank in the plan to achieve the SDGs, the responsibility of the TNC in this area is to simply continue to engage in FDI. As providing a benefit and/or return to the parent company is a necessary requirement of successful FDI projects (whether they advance the SDGs or not), TNCs should continue to evaluate potential FDI projects on this basis. A project that may advance one SDG goal but does not provide a return to the parent company is not sustainable (and therefore will not truly advance the SDGs in the long term). A company is therefore duty bound to continue evaluating FDI projects that advance their internal goals and meet their internal requirements for investments. However, a new responsibility of the TNC is to demand investment opportunities that internalize the benefits and risks of SDG projects. TNCs have a responsibility to consider the broader benefits of a project that advances an SDG goal that possibly goes beyond a simple ROI calculation and threshold. For example, an infrastructure project which improves roads within an LDC may have an ROI to the firm building the road, but the firm will further benefit from more efficient transportation within the host country.As it is difficult to calculate and internalize these benefits, TNCs must demand from governmental and investment prompting agencies guidance for such projects. This can take multiple forms. First, TNCs can demand that institutions package and channel SDG ready projects. Second, TNCs can look to institutions for guidance in internalizing externalities, both positive and negative. This will allow them to better assess SDG compliant (or non-compliant) projects. A classic example of this would be for institutions to provide TNCs with the total costs of carbon emissions and allow those TNCs to utilize those costs in their ROI calculations and considerations. The important aspect is that TNCs demand this guidance, that institutions provide it and that TNCs include them into their internal decision making mechanisms.Besides accounting for externalities, TNCs can further modify their internal decision making mechanisms by re-orientating the time horizon for managerial compensation. As previously mentioned, the SDGs and FDI projects both benefit from a long-term engagement. As such, managerial compensation and investment policies that favor short-term returns will fundamentally undermine both SDGs and FDI projects (in the long-term). It is critical to the success of SDG achieving FDI projects that decisions be made for long-term growth. A bonus