Employment decent work for all and social protection

Employment, Decent Work, and Social Protection are fundamental pillars of sustainable economic growth and integral elements of the United Nations Sustainable Development Goals (SDGs). In particular, they are emphasized in SDG 8: "Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all". Decent work is characterized by fair wages, secure employment contracts, safe working conditions, and the right to join or form a trade union. It is essential for poverty eradication, reducing inequalities, and fostering social inclusion, directly contributing to multiple SDGs, such as SDG 1 (No Poverty), SDG 5 (Gender Equality), and SDG 10 (Reduced Inequalities).

Decent work also links with SDG 4 (Quality Education), as higher education levels often lead to better job opportunities, thereby promoting a cycle of improvement. Meanwhile, social protection is closely aligned with SDG 1 (No Poverty) and SDG 3 (Good Health and Well-being), as it shields vulnerable groups from social and economic risks and ensures access to healthcare, food, and other basic needs. Social protection systems, such as unemployment benefits, pensions, and maternity protection, mitigate social inequalities and vulnerabilities, reducing poverty and ensuring social justice.

Furthermore, the interdependence of employment, decent work, social protection, and the SDGs, underscores the need for an integrated approach to sustainable development. Ensuring decent work and social protection for all not only supports economic growth but also advances socio-cultural development and fosters environmental sustainability, resonating with the three pillars of sustainable development – economy, society, and environment. Hence, the pursuit of decent work and comprehensive social protection for all, contributes to a broad-based and balanced progress towards the attainment of the SDGs.

This report advances SDG 16 by exploring the human rights responsibilities and practical implications faced by business when addressing adverse human rights impacts connected to product misuse.
This report takes stock of the contribution of UN Global Compact business participants towards sustainable development. The report assesses progress in terms of how companies are taking action on the Ten Principles and the Sustainable Development Goals, and features ten interviews with disruptive business leaders. It also highlights ten focus areas for the future where further business engagement is needed.
The Women's Empowerment Principles Gap Analysis Tool (WEPs Tool) helps companies benchmark their performance against the 7 WEPs Principles. It helps companies discover their contributions to improve gender equality and identifies areas that need improvement. This tool directly helps to advance SDG 5. The WEPS, a joint initiative of UN Global Compact and UN Women, were developed in 2010 to provide a holistic framework to empower women and girls in the workplace, marketplace, and community.
The Blueprint for Business Leadership on the SDGs aims to inspire all business — regardless of size, sector or geography — to take leading action in support of the achievement of the Sustainable Development Goals (SDGs). It illustrates how the five leadership qualities of Ambition, Collaboration, Accountability, Consistency, and Intentional can be applied to a business' strategy, business model, products, supply chain, partnerships, and operations to raise the bar and create impact at scale. The Blueprint is a tool for any business that is ready to advance its principled approach to SDG action to become a leader. This chapter relates specifically to SDG 8.
The transition from the Millennium Development Goals (MDGs) to Sustainable Development Goals (SDGs) has shifted the policy debate from growth to ‘quality of growth’ (QG). We explore a new dataset on QG by the IMF and classify 93 developing countries for the period 1990–2011 in terms of Hopefuls, Contenders and Best Performers. The aims are as follows: (i) to depict the contradiction between high-growth and poor social welfare and (ii) to assess the influence of education and health spending on the QG. We use quantile regressions to articulate least and best QG performers.
Mental ill health is the third biggest cause of absence in the workplace. The mental health equivalent of a physical first-aid course provides participants with the skills and confidence to recognise the signs and symptoms of common mental health issues and effectively guide a person towards the right support. By adpating this course, more efforts can be made to meet SDG 3.4 by utilising preventive methods and treatment to promote mental health and well-being.
This case study looks at the impact of stress on a part-time worker with celebral palsy, and its effect on their well-being. The study shows how using a proactive approach, including the use of HSE stress management standards, can help to avoid negative outcomes for the employee. Stress management in the workplace contributes to the advancement of SDG 3.4 to prevent and treat mental health issues and promote well-being.
PTSD Resolution has launched a training programme for managers with employees who are suffering from PTSD. The programme was initially set up in response to demand from employers of former soldiers. Programmes to tackle PTS contribute to advancing SDG 3.4 to prevent and treat mental health issues and promote well-being
ICIS,

ICIS Special Report, EPCA, 26 September 2016

Increasing diversity and inclusion in the petrochemical workforce
There is a strong business case for increasing diversity and inclusion in the petrochemical workforce. EPCA’s new initiative on the subject aims to discover best practice and embed diversity and inclusion into management thinking and company DNA. This is important for advancing SDG 10.2 to empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.
Most scholars would agree that the goal of business is to create value. Yet, can there be anything more valuable than peace? This article tackles the following research question: How can, or do, businesses advance peace? It explains why peace through commerce is a topic worthy of study and sets out an empirical approach to operationalize it. The implementation of that approach remains in the future, but in this article, I seek to examine the contours of a possible approach.

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