business plan on zero hunger

SDG 2: Zero Hunger

This sounds like a lofty goal but it is achievable with the help of businesses playing their part.

Right now, the B Corp community is driving  real change , with  innovative, sustainable solutions  working towards ensuring all people have access to good quality food.

From  regenerative agriculture and new technologies that change the way we farm to programs and tools that increase food security and reduce food waste , companies across the globe are reimagining our entire food system. Learn more and feel inspired to consider the part you can play to achieve this goal.

Find out more about Lotus Foods:  https://bcorporation.net/directory/lotus-foods

Find out more about Too Good To Go: https://bcorporation.net/directory/too-good-to-go-ap-s

Find out more about Raízs:  https://www.sistemab.org/empresasb/raizs

Find out more about Treedom:  https://bcorporation.net/directory/treedom

Find out more about Tierra de Monte:  https://bcorporation.net/directory/tierra-de-monte

Find out more about ecoRobotix:  https://bcorporation.net/directory/eco-robotix-sa

Find out more about Heura:  https://bcorporation.net/directory/foods-for-tomorrow

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Blueprint for Business Leadership on the SDGs

2. zero hunger, how business leadership can advance goal 2 on eliminating hunger.

Hunger and malnutrition pose significant barriers to human wellbeing and economic development, with nearly one in eight people and one in four children suffering from chronic malnutrition. These pressures threaten to increase with intensifying pressures on natural resources, while impacts from climate change will also frustrate food systems. Further, farmers around the world, making up a large share of employment in developing countries, struggle to make a livelihood from agricultural activities.

Businesses play a central role in providing food to communities and combating hunger and malnutrition. Without careful management and safeguards, company operations can negatively impact the local food security of communities surrounding their operations and supply chain. A particular problem is abuse of land rights through land grabbing. Businesses in all sectors should ensure that land used throughout their supply chain is not, and has not, been taken without free, prior and informed consent from local communities. Companies can also negatively impact communities by restricting access to agricultural inputs including seeds, water supplies, knowledge and finance. Responsible supply chain practices that respect land rights and support smallholder farms can help two-thirds of the world’s population address hunger and achieve economic development. Business is also an emitter of greenhouse gasses, which contribute to climate change and thereby can exacerbate hunger through impacting yields.

Companies can provide leadership on Goal 2 to eliminate hunger. Business in the agriculture and food sectors, but also a variety of related sectors such as chemicals and biotechnology, are crucial to eliminating hunger through product and process innovation that reaches all global regions and communities. A key way to address hunger is by improving productivity and sustainability, market access, and access to opportunities for upgrading into more value-added activities for small-scale agriculture. This serves to provide more abundant and secure food supply for local communities and directly raise incomes of smallholder farmers. Companies can innovate, invest, and share knowledge to help increase the productivity of farmers in its supply chain and wider communities; and, they can restructure their supply chains such that a greater proportion of revenues goes to the farmers and their workers by reducing the need for intermediaries that exploit their vulnerability for their own gain. Companies can also lead by improving food distribution channels to combat malnutrition in areas with limited access to healthy foods and develop fortified crops and processed foods that are compatible with development goals for human and environmental health. To combat the significant global food waste problem, companies can lead in the development of technologies and processes to eliminate food waste from their end-to-end operations, to ensure better food availability to communities around the world.

Businesses can benefit from ending hunger as it allows them to access new and previously underserved markets. Further, existing malnutrition levels are estimated to be as high as 11 per cent of national GDP per year. The greatest market opportunities today are also the areas seeing the fastest population growth, which will increase demand for food up to 200 per cent from current levels by 2050. In many cases, reducing food waste directly improves the financial baseline: deploying sustainable agricultural solutions and reducing food loss and waste are each projected to deliver over $650 billion in annual value by 2030.

Eliminating hunger and improving agricultural incomes can have direct positive impacts on advancing Goals 1, 3 and 8 by increasing rural and developing country incomes and access to nutrition. Given the high rate of women farmers, especially in Africa and Asia, progress on Goal 2 can also further efforts to achieve gender equality (Goal 5). At the same time, businesses should be careful to reduce the risk of negative impacts. Intensive agricultural practices risk water scarcity and pollution (Goal 6), greenhouse gas emissions (Goal 13) and soil degradation (Goal 15). Leading businesses manage these risks through support for sustainable farming practices.

Do your actions satisfy the Leadership Qualities?

Guiding Questions to apply to the Leadership Qualities to your business

Intentionality

Consistency, collaboration, accountability.

• Is your company committed to supporting the achievement of Goal 2? Have you developed a holistic strategy that reflects this commitment, covering end-to-end operation and the wider community?
• Are you committed to learn from your actions and do you have processes in place to improve them accordingly?
• Is your strategy supported by the highest levels of management, including the Board of Directors?

Key Considerations

An explicit commitment to reduce hunger and malnutrition, observed throughout the company, is essential for long-term success in addressing Goal 2.

• Do your actions achieve long-term outcomes that greatly exceed those resulting from current industry practice?
• Are your actions aligned with what is needed to achieve Goal 2?

Ambition on Goal 2 must bring about the fundamental shifts required to eliminate hunger at scale, which often means the impact of action goes far beyond own operations, supporting communities surrounding end-to-end operations, including that living wages are paid.

• Is support for Goal 2 embedded across all organizational functions?
• Are staff and board incentives aligned with achieving Goal 2?

Consistency of the actions of all departments is required to ensure that all the company addresses hunger from all angles that it can influence, including through its external communications, government relations, and legal departments.

• Do you proactively look for opportunities to partner with Governments, UN agencies, suppliers, civil society organizations, industry peers and other stakeholders to inform how to advance Goal 2?

Collaboration for Goal 2 requires working across disjointed markets to manage land acquisition and food resources to end hunger. Foodshed-level management requires stakeholder engagement with a range of suppliers, consumers, and retailers to manage food resources to meet the maximum need with minimum waste.

• Do you publicly express your commitment to advance Goal 2?
• Do you identify, monitor, and report on impacts, including potentially adverse impacts?
• Do you mitigate risks associated with your action?
• Do you remediate negative impacts associated with this action?
• Do you engage stakeholders in a meaningful way?

Monitoring and publicly reporting on sustainable land acquisition, agriculture, and consumption practices is key for realizing Goal 2. Where action reaches areas with vulnerable populations and ecosystems, social and environmental safeguards must be in place, and risks of negative impacts carefully managed.

Business Actions

Business action 1, support sustainable small-scale agriculture, business action 2, improve food systems to end hunger, business action 3, eliminate food waste, support farmers to increase yields and incomes from sustainable, small-scale agriculture.

Smallholder farmers around the world can struggle to make a profit from producing food, and most of the world’s undernourished people depend on agriculture for their livelihoods. To address this challenge, businesses can help smallholders increase yields and incomes from sustainable agriculture. Responsible sourcing of agricultural products and acquiring land for other purposes requires businesses to respect land rights, pay fair prices, and ensure that all members of their supply chain avoid unsustainably exploiting resources such as water, land and labour (especially women’s). Leading businesses go beyond this and support smallholders directly, including through building capacity and sharing knowledge on agricultural resilience techniques, developing risk sharing initiatives, supporting marketing skills for different agricultural markets, identifying practices for increasing agricultural yields in different environments, restructuring supply chains to avoid intermediaries that exploit producers, and enabling and promoting better pay and conditions for farm workers. Examples of investment in smallholder-oriented infrastructure can include redesigning processes to accommodate dispersed supply chains or sharing irrigation infrastructure to improve efficiency and decrease costs. Finance and technology transfer systems can be adapted to smallholder systems in order to promote inclusive growth and encourage sustainable production

Example Practices

• A coffee retailer shares ten years of proprietary agronomy research to farmers in developing countries to help them increase yields and farm sustainably
• A fruit company ensures decent income for small-scale farmers by providing long-term contracts, having direct relationships with growers, engaging in capacity-building for sustainable agricultural practices and having fixed pricing
• An international tea company partners with Malawian tea producers, trade unions and NGOs to ensure that a living wage is paid to smallholder farmers and that sustainable production methods are used
• An agricultural bank launches a low-collateral finance tool targeting rural farmers, and especially women, through group lending practices to increase rural incomes by 50 per cent
• A beverage manufacturer adopts a zero tolerance policy for exploitation of land rights and deforestation in its supply chain to promote free, prior and informed consent of indigenous communities where land is acquired or cultivated

Consider the leadership qualities and interconnectedness of your action, including…

• Collaboration: smallholder farming requires wide collaboration with communities, industry peers, governments, civil society, and development organizations to build capacity across a range of providers and set up systems of institutional support that enhance local food security.
• Accountability: agricultural supply chains are especially vulnerable to land rights abuses and are often tied to deforestation. Businesses need to guarantee accountability in their production, which in forest-related supply chains - such as palm oil, timber and livestock – can often be supported by incorporating traceability.
• Interconnectedness: support for smallholder farming spans across people focused SDGs. For example, microlending schemes help support women farmers (Goal 5) and increase rural wages (Goal 1). Efforts to reduce emissions related to agriculture to improve long term agricultural yields will further progress on climate targets (Goal 13)

Alter food manufacturing, distribution and retail to contribute to ending malnutrition and hunger in all communities surrounding company operations

Companies that manufacture food and beverage products can deploy versions of these products that reduce hunger and increase nutrition for consumers. Leading companies will develop products responsive to the nutritional needs of the poor and disadvantaged groups, and support other Goals in their delivery. For example, food manufacturers can develop fortified nutritional products for a target audience such as infants and mothers, while managing the risks of obesity and other diet-based disease that can be furthered through processed foods. Food distributors can maximize access to food products by using packaging materials that do not require refrigeration where access to electricity is low. Companies at all stages of the supply chain can collaborate to ensure that adequate nutritional products are available at prices that remain accessible to undernourished communities.

• A food manufacturing company develops nutrient-fortified grains to deliver nutrients and vitamins to malnourished populations, with production facilities in developing countries and workers including smallholder farmers, over half of whom are women
• An agricultural product development company develops ready-to-use therapeutic food products for infant and maternal consumption in areas suffering from malnutrition, while avoiding processed foods
• A food distributor uses aseptic, biodegradable packaging to provide access to food that does not require refrigeration or preservatives, expanding the reach of food distribution networks
• A food retailer adapts the price of fresh, healthy meals based on the local community’s income to ensure a higher access to healthy foods
• Collaboration: a zero hunger research agenda requires collaboration with research institutions, local labour markets, civil society and nutrition focused international organizations including the FAO, UNICEF, World Food Programme and others; collaboration with national governments and export businesses is important to allow trade of nutritional products to areas of need.
• Accountability: ingredients, supply chains and test results for newly developed consumables must be promoted throughout communities targeted for new products, and educational campaigns including how products fit into a balanced and healthy diet, are important to avoid abuse or misuse of fortified food products.
• Interconnectedness: this action can help promote innovation and sustainable industry in developing countries (Goal 9), meet specialised post-natal health needs of mothers and infants as well as children in malnourished areas (Goal 3).

Work towards eliminating food waste and loss

A third of produced food ends up as waste. Reducing this waste in effect increases food supply and is an important element in reducing hunger and undernourishment. As with other resources, all business can strive to minimize food waste through planning, providing maximum information to consumers and reusing leftover food products as compost. Leading businesses go further, by shifting demand and creating new markets to include healthy foods that would otherwise go to waste due to cosmetic imperfections, lack of refrigeration or high prices. Waste management companies can lead on reducing food loss and waste by pricing waste by weight or volume, and engaging with other stakeholders on reducing the amount of waste they produce.

• A produce store sells produce that would be considered ‘deformed’ at a discount to reduce food loss and combat hunger
• A grocer incorporates ‘smart’ packaging that indicates when meat spoils to allow customers to use food products through their full shelf life
• A restaurant sells high-quality leftovers through a mobile app for a lower price in order to reduce food waste
• Collaboration: consumption of food products can span multiple markets throughout a product’s lifetime. Collaboration across supply chains, including farmers, grocers, restaurants, customers and civil society (including food banks) is required to develop efficient food management processes and reduce waste.
• Ambition: leadership on reducing food waste and loss requires implementing zero waste commitments across company operations, through reducing excess food supply, reusing excess stocks, and recycling food products that are no longer consumable.
• Interconnectedness: this action is closely related with actions to improve resource efficiency of business (Goal 12) and decent work (Goal 8).

How taking action on Goal 2 is interconnected with other Goals

The Global Goals are inherently interconnected. Action taken toward one Goal can support or hinder the achievement of others. Identifying and addressing these interconnections will help business to build holistic and systemic solutions that amplify progress and minimize negative impacts. To help build a greater understanding, we have illustrated some of the ways in which the Goals connect. These are not exhaustive, and we encourage business to consider how they apply in their own operations.

Maximise likelihood of positive impact on:

Improved agricultural productivity, especially amongst smallholder farmers, will increase incomes in rural areas (Goal 1), where the majority of incomes are tied to farming, which creates opportunity for women and children to pursue education (Goal 4) boosting gender equality (Goal 5). In areas with conflict between forest resources and agriculture, sustainable agricultural practices, that respect rights around land use, reduce deforestation (Goal 15), while providing living wages to laborers supports progress on decent work (Goal 8). Introducing climate smart agriculture practices contributes to community resilience to climate change (Goal 13). Business action to research and produce goods and services that reduce malnutrition and hunger will directly advance goals related to health and well being (Goal 3) and support sustainable industry in developing countries if conducted inclusively (Goal 9).

Minimise risk of negative impact on:

Water-intensive irrigation techniques and fertilizer use may improve agricultural yields over the short-term, but may exhaust the long-term productivity of agricultural land and place stress on water resources (Goal 6). It may also produce high levels of greenhouse gas emissions (Goal 13) and fertiliser runoff into water resources (Goal 14). Efforts to increase calorific intake in undernourished areas and irresponsible marketing of high sugar products, particularly to children, can create chronic health issues such as obesity and diabetes (Goal 3). These can be managed with education campaigns and products that deliver nutrition along with calories. Labour abuses in agricultural activities, including child and forced labour, must be replaced with decent work and living wages in order to support Goal 8.

Goal 2 Targets

Targets of goal 2.

• End hunger and ensure year-round access to safe, nutritious and sufficient food
• End malnutrition and address nutritional needs of all groups
• Double the agricultural productivity and incomes of small-scale food producers
• Ensure sustainable food production systems and implement resilient agricultural practices
• Maintain the genetic diversity of plants and animals though seed and plant banks and share benefits of genetic resources and traditional knowledge
• SDG Compass
• UN Global Compact Industry Matrix
• Global Opportunity Explorer
• Navigating the SDGs: a business guide to engaging with the UN Global Goals
• SDG Reporting - An Analysis of the Goals and Targets
• Sustainable Development Knowledge Platform, Goal 2
• Improving nutrition through agriculture (IFAD)
• Better Business, Better World
• UNICEF Position Paper: Ready-to-use therapeutic food for children with severe acute malnutrition
• Global food losses and food waste

Previous Goal

Goal 2: Zero Hunger

Goal 2 is about creating a world free of hunger by 2030.The global issue of hunger and food insecurity has shown an alarming increase since 2015, a trend exacerbated by a combination of factors including the pandemic, conflict, climate change, and deepening inequalities.

By 2022, approximately 735 million people – or 9.2% of the world’s population – found themselves in a state of chronic hunger – a staggering rise compared to 2019. This data underscores the severity of the situation, revealing a growing crisis.

In addition, an estimated 2.4 billion people faced moderate to severe food insecurity in 2022. This classification signifies their lack of access to sufficient nourishment. This number escalated by an alarming 391 million people compared to 2019.

The persistent surge in hunger and food insecurity, fueled by a complex interplay of factors, demands immediate attention and coordinated global efforts to alleviate this critical humanitarian challenge.

Extreme hunger and malnutrition remains a barrier to sustainable development and creates a trap from which people cannot easily escape. Hunger and malnutrition mean less productive individuals, who are more prone to disease and thus often unable to earn more and improve their livelihoods.

2 billion people in the world do not have reg- ular access to safe, nutritious and sufficient food. In 2022, 148 million children had stunted growth and 45 million children under the age of 5 were affected by wasting.

How many people are hungry?

It is projected that more than 600 million people worldwide will be facing hunger in 2030, highlighting the immense challenge of achieving the zero hunger target.

People experiencing moderate food insecurity are typically unable to eat a healthy, balanced diet on a regular basis because of income or other resource constraints.

Why are there so many hungry people?

Shockingly, the world is back at hunger levels not seen since 2005, and food prices remain higher in more countries than in the period 2015–2019. Along with conflict, climate shocks, and rising cost of living, civil insecurity and declining food production have all contributed to food scarcity and high food prices.

Investment in the agriculture sector is critical for reducing hunger and poverty, improving food security, creating employment and building resilience to disasters and shocks.

Why should I care?

We all want our families to have enough food to eat what is safe and nutritious. A world with zero hunger can positively impact our economies, health, education, equality and social development.

It’s a key piece of building a better future for everyone. Additionally, with hunger limiting human development, we will not be able to achieve the other sustainable development goals such as education, health and gender equality.

How can we achieve Zero Hunger?

Food security requires a multi-dimensional approach – from social protection to safeguard safe and nutritious food especially for children to transforming food systems to achieve a more inclusive and sustainable world. There will need to be investments in rural and urban areas and in social protection so poor people have access to food and can improve their livelihoods.

What can we do to help?

You can make changes in your own life—at home, at work and in the community—by supporting local farmers or markets and making sustainable food choices, supporting good nutrition for all, and fighting food waste.

You can also use your power as a consumer and voter, demanding businesses and governments make the choices and changes that will make Zero Hunger a reality. Join the conversation, whether on social media platforms or in your local communities.

Facts and Figures

Goal 2 targets.

• Despite global efforts, in 2022, an estimated 45 million children under the age of 5 suffered from wasting, 148 million had stunted growth and 37 million were overweight. A fundamental shift in trajectory is needed to achieve the 2030 nutrition targets.
• To achieve zero hunger by 2030, urgent coordinated action and policy solutions are imperative to address entrenched inequalities, transform food systems, invest in sustainable agricultural practices, and reduce and mitigate the impact of conflict and the pandemic on global nutrition and food security.

Source: The Sustainable Development Goals Report 2023

2.1 By 2030, end hunger and ensure access by all people, in particular the poor and people in vulnerable situations, including infants, to safe, nutritious and sufficient food all year round.

2.2 By 2030, end all forms of malnutrition, including achieving, by 2025, the internationally agreed targets on stunting and wasting in children under 5 years of age, and address the nutritional needs of adolescent girls, pregnant and lactating women and older persons.

2.3 By 2030, double the agricultural productivity and incomes of small-scale food producers, in particular women, indigenous peoples, family farmers, pastoralists and fishers, including through secure and equal access to land, other productive resources and inputs, knowledge, financial services, markets and opportunities for value addition and non-farm employment.

2.4 By 2030, ensure sustainable food production systems and implement resilient agricultural practices that increase productivity and production, that help maintain ecosystems, that strengthen capacity for adaptation to climate change, extreme weather, drought, flooding and other disasters and that progressively improve land and soil quality.

2.5 By 2020, maintain the genetic diversity of seeds, cultivated plants and farmed and domesticated animals and their related wild species, including through soundly managed and diversified seed and plant banks at the national, regional and international levels, and promote access to and fair and equitable sharing of benefits arising from the utilization of genetic resources and associated traditional knowledge, as internationally agreed.

2.A Increase investment, including through enhanced international cooperation, in rural infrastructure, agricultural research and extension services, technology development and plant and livestock gene banks in order to enhance agricultural productive capacity in developing countries, in particular least developed countries.

2.B Correct and prevent trade restrictions and distortions in world agricultural markets, including through the parallel elimination of all forms of agricultural export subsidies and all export measures with equivalent effect, in accordance with the mandate of the Doha Development Round.

2.C Adopt measures to ensure the proper functioning of food commodity markets and their derivatives and facilitate timely access to market information, including on food reserves, in order to help limit extreme food price volatility.

International Fund for Agricultural Development

Food and Agriculture Organization

World Food Programme

UNICEF – Nutrition

Zero Hunger Challenge

Think.Eat.Save.   Reduce your foodprint.

UNDP – Hunger

Fast Facts: No Hunger

Infographic: No Hunger

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Why You Should Invest In Zero Hunger

Food is one of life’s most basic building blocks. Without it, children can’t reach their full potential, communities can’t prosper and nations can’t achieve progress. That’s why U.S. companies can—and should—play a critical role in improving global food security.

As the world’s leading humanitarian agency fighting global hunger, WFP partners with companies in a wide range of industries to carry out its mission. Each company shares one thing in common: They are leaders in their fields.

In addition to funding, WFP’s private-sector partners provide technical expertise across the organization, from data collection and supply chain management to nutrition and retail strategies.

Why Partner With WFP?

First, supporting WFP is the humanitarian thing to do. Access to food is one of the most basic rights — and one of life’s most basic building blocks. By partnering with WFP, businesses will help to save and change the lives of people all over the world who receive assistance through WFP’s programs. No other organization fighting world hunger can help businesses take concrete actions to achieve Zero Hunger with the reach, diversity and passion that WFP provides.

Second, it’s good for consumer outreach and employee retention. Research has shown that corporate social responsibility matters to a company’s customers and staff. By partnering with WFP, businesses can send a clear signal: We care about social issues beyond our bottom line. These partnerships can not only lead to higher employee satisfaction and increased retention, they can also help enhance a company’s brand.

Third, investing in Zero Hunger is actually good for business. Supporting the food security of developing nations can accelerate economic development and build stronger markets and healthier workforces. And because WFP focuses on building full futures instead of just filling empty stomachs, communities become stronger, more sustainable and more resilient. When people thrive, so does business.

How To Partner With WFP

There are many different ways your company can join our mission. In addition to providing funding, you can help WFP innovate by providing new tools and expertise to improve the agency’s operations — often in ways that align with your own business objectives. General Mills is investing in nutrition fortification. Cargill is investing in homegrown school meals. Mastercard is assisting WFP’s transition to “digital food” by supporting  electronic food vouchers, or “e-cards,”  which give hungry people the means to buy fresh, locally produced food when available.

What’s happening in the world right now seems overwhelming: Prolonged conflict in Syria, Iraq and Myanmar; looming famines in Nigeria, Somalia, South Sudan and Yemen ; extreme weather that is displacing millions of people in the world’s poorest countries.

But every business in the U.S. has the power to make a lifesaving difference by supporting humanitarian efforts to keep families in need alive.

Hunger truly is the world’s greatest solvable problem. The world has the tools and technology to make sure no child goes hungry, what we need is the passion and political will to make it happen — and business leaders must play a crucial role.

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Zero Hunger Private Sector Pledge

The Zero Hunger Private Sector Pledge calls on companies from all sizes and from around the world to join the global movement to end hunger.

See the full list of pledges to date

Read the Pledge's Accountability Report

More on the Reporting Framework

What's new?

The Zero Hunger Pledge at the 2024 AFS Forum: Unlocking more private sector investment and unpacking supply chain challenges

56 companies united under the Zero Hunger Private Sector Pledge to end hunger and enhance nutrition

Driving corporate action and accountability for food systems transformation: insights from the Zero Hunger Pledge and the Food and Agriculture Benchmark

What is the Zero Hunger Private Sector Pledge?

The Zero Hunger Private Sector Pledge (the Pledge) is an opportunity for companies and investment funds to align their investments with new evidence and commitments by donors, governments, and global institutions to achieve zero hunger by 2030.

The Pledge calls on all companies to join the global movement to end hunger, inviting them to invest, innovate and work with donors and development agencies to change the way food is produced, distributed, and consumed.

Ceres2030: Sustainable solutions to end hunger

Ceres2030’s research shows that, by doubling their investments between now and 2030, donors could help end hunger, double smallholder farmer incomes, and protect the climate.

Read more about Ceres2030

What we are seeing with the Pledge is the private sector stepping up to be a bigger part of the solution. This is a game-changing approach to solving one of the most pressing yet oldest challenges humanity faces.

Lawrence Haddad, Executive Director, GAIN

Stories of companies that pledged

Read more stories from companies that pledged

The difference between pledging and donating

The big difference between a donation and a pledge is the timing. A donation describes the immediate exchange of money or goods from a donor. A pledge is the promised exchange of money or goods from a donor.

Read about the Zero Hunger Coalition

Sustainable Development Goal 2

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

Sustainable Development Goal 2 is to “create a world free of hunger by 2030”, according to the United Nations .

The visualizations and data below present the global perspective on where the world stands today and how it has changed over time.

You can find many more visualizations and statistics on hunger and undernourishment , micronutrient deficiencies and obesity on the Our World in Data topic pages on these topics. Our topic pages on famines , food per person , and diet compositions also tie closely to these topics.

The UN has defined 8 targets and 13 indicators for SDG 2. Targets specify the goals and indicators represent the metrics by which the world aims to track whether these Targets are achieved. Below we quote the original text of all targets and show the data on the agreed indicators.

Target 2.1 Universal access to safe, nutritious, and sufficient food

Sdg indicator 2.1.1 prevalence of undernourishment.

Definition of the SDG indicator: Indicator 2.1.1 is the “prevalence of undernourishment” in the UN SDG framework .

This indicator is defined as the share of the population whose habitual food consumption is insufficient in terms of providing dietary energy levels needed to lead a normal, healthy and active life. Minimum requirements vary by individual based on age, gender, weight, activity levels and so vary by country depending on the demographics of its population.

Shown in the interactive visualization is the share of a country’s population who are undernourished.

Target: “End hunger” by 2030. This means eliminating undernourishment for all. 1

More research: Further data and research can be found at the Our World in Data topic page on Hunger and Undernourishment .

Additional charts

• Prevalence of undernourishment by region
• Global number of people undernourished

SDG Indicator 2.1.2 Prevalence of food insecurity

Definition of the SDG indicator: Indicator 2.1.2 is the “prevalence of moderate or severe food insecurity in the population, based on the Food Insecurity Experience Scale (FIES)” in the UN SDG framework .

This indicator is measured as the share of individuals in a population who have experienced food insecurity at moderate or severe levels during the reference period. Moderate food insecurity is typically associated with the inability to regularly eat healthy, balanced diets. Severe food insecurity tends to imply reduced food intake and thus more severe forms of undernutrition, including hunger.

The interactive visualization shows the share of each country’s population with moderate or severe food insecurity.

Target: “Ensure access by all people, in particular the poor and people in vulnerable situations, including infants, to safe, nutritious and sufficient food all year round” by 2030. 1 Since food insecurity is a measure of access to food, this means ending moderate and severe food insecurity for all.

• Prevalence of severe food insecurity
• Number of people with severe food insecurity by region

Target 2.2 End all forms of malnutrition

Sdg indicator 2.2.1 prevalence of childhood stunting.

Definition of the SDG indicator: Indicator 2.2.1 is the “prevalence of stunting among children under 5 years of age” in the UN SDG framework . 2

This indicator is defined as the share of children under 5 years of age who are stunted, meaning that their height-for-age is 2 or more standard deviations below the median of the World Health Organization (WHO) Child Growth Standards . Stunting is a consequence of severe malnutrition.

Data for this indicator is shown in the interactive visualization.

Target: By 2030 “end all forms of malnutrition, including achieving, by 2025, the internationally agreed targets on stunting and wasting in children under 5 years of age.” 3

The intermediate target is a reduction in the prevalence of stunting by 40% by 2025 (from 2012 levels).

• Prevalence of childhood stunting by sex

SDG Indicator 2.2.2 Prevalence of childhood malnutrition (wasting or overweight)

Definition of the SDG indicator: Indicator 2.2.2 is the “prevalence of malnutrition among children under 5 years of age, by type (wasting and overweight)” in the UN SDG framework . 4

“Wasting” or being overweight are both defined as being malnourished.

A child is defined as "wasted" if their weight-for-height is more than 2 standard deviations below the median of the WHO Child Growth Standards .

A child is defined as "overweight" if their weight-for-height is more than 2 standard deviations above the median of the WHO Child Growth Standards .

The interactive visualizations show data for this indicator. The first chart shows the share of children under 5 who are wasted, and the second chart shows the share who are overweight.

This targets an elimination of wasting, and the prevalence of children being overweight by 2030.

More research: Further data and research can be found at the Our World in Data topic pages on Hunger and Undernourishment , Obesity and Micronutrient Deficiency .

• Adult obesity
• Prevalence of anemia in pregnant women
• Prevalence of anemia in women of reproductive age
• Prevalence of anemia in children

Target 2.3 Double the productivity and incomes of small-scale food producers

Sdg indicator 2.3.1 production per labour unit.

Definition of the SDG indicator: Indicator 2.3.1 is the “volume of production per labour unit by classes of farming/pastoral/forestry enterprise size” in the UN SDG framework .

This indicator is measured as the ratio of annual output to the number of working days in a year.

Data for this indicator on small-scale food producers is shown in the interactive visualization. Small-scale food producers are those whose land size, livestock, and economic revenue from agricultural activities fall in the bottom 40 percent of the national distributions of these measures.

The second chart shows a related measure, the agricultural value added per worker.

Target: By 2030 “double the agricultural productivity and incomes of small-scale food producers, in particular women, indigenous peoples, family farmers, pastoralists and fishers, including through secure and equal access to land, other productive resources and inputs, knowledge, financial services, markets and opportunities for value addition and non-farm employment.”

More research: Further data and research can be found at the Our World in Data topic page on Crop Yields and Employment in Agriculture .

SDG Indicator 2.3.2 Income of small-scale food producers

Definition of the SDG indicator: Indicator 2.3.2 is the “average income of small-scale food producers, by sex and indigenous status” in the UN SDG framework .

This indicator is measured in terms of annual income from on-farm production of food and agricultural products. Small-scale food producers are those whose land size, livestock, and economic revenue from agricultural activities fall in the bottom 40 percent of the national distributions of these measures.

Data on this indicator is shown in the interactive visualization.

Target: By 2030 “double the agricultural productivity and incomes of small-scale food producers.” 5

More research: Further data and research can be found at the Our World in Data topic pages on Food Prices and Employment in Agriculture .

Target 2.4 Sustainable food production and resilient agricultural practices

Sdg indicator 2.4.1 sustainable food production.

Definition: Indicator 2.4.1 is the “proportion of agricultural area under productive and sustainable agriculture”in the UN SDG framework .

Target: By 2030 “ensure sustainable food production systems and implement resilient agricultural practices.” 6

More research: Further data and research can be found at the Our World in Data topic page on Crop Yields , and comparison of the environmental impact of organic vs. conventional agriculture .

Target 2.5 Maintain the genetic diversity in food production

Sdg indicator 2.5.1 genetic resources in conservation facilities.

Definition of the SDG indicator: Indicator 2.5.1 is the “number of (a) plant and (b) animal genetic resources for food and agriculture secured in either medium- or long-term conservation facilities” in the UN SDG framework .

The first component of this indicator is defined as the number of unique accessions (distinct samples of seeds, planting materials, or plants) of plant genetic resources stored in medium to long-term conservation facilities.

The second component is defined as the number of local (existing in only one country) and transboundary (existing in more than one country) animal breeds with enough genetic material stored in medium to long-term conservation facilities so as to be able to reconstitute the breed in terms of extinction.

The interactive visualizations show data for this indicator. The first chart shows the number of unique plant genetic samples in conservation facilities in each country. The second and third charts show the number of local and transboundary animal breeds for which sufficient genetic material is stored.

Target: By 2020, “maintain the genetic diversity of seeds, cultivated plants and farmed and domesticated animals and their related wild species.” 7

Unlike most SDG targets, which are set for 2030, this target was set for 2020.

SDG Indicator 2.5.2 Local breeds at risk of extinction

Definition of SDG indicator: Indicator 2.5.2 is the “proportion of local breeds classified as being at risk, not at risk or at unknown level of risk of extinction” in the UN SDG framework .

This indicator is measured as the percentage of local livestock breeds, among those local breeds with a known risk status, which are classified as being at risk of extinction at a certain point in time.

Target 2.a Invest in rural infrastructure, agricultural research, technology and gene banks

Sdg indicator 2.a.1 agriculture orientation index.

Definition of the SDG indicator: Indicator 2.a.1 is the “agriculture orientation index for government expenditures” in the UN SDG framework .

The agriculture orientation index (AOI) is the agriculture share of government expenditures, divided by the agriculture share of GDP.

An AOI larger than 1 means the agriculture sector receives a higher share of government spending relative to its economic value, while an AOI smaller than 1 reflects a lower orientation to agriculture.

Target: By 2030 “increase investment, including through enhanced international cooperation, in rural infrastructure, agricultural research and extension services, technology development and plant and livestock gene banks.” 8

SDG Indicator 2.a.2 Official flows to agriculture

Definition of the SDG indicator: Indicator 2.a.2 is “total official flows (official development assistance plus other official flows) to the agriculture sector” in the UN SDG framework .

This indicator is measured as disbursements of official development assistance (ODA) and other official flows to the agriculture sector.

Official development assistance refers to flows to countries and territories on the Organization for Economic Co-operation and Development’s Development Assistance Committee (DAC) and to multilateral institutions which meet a set of criteria related to the source of the funding, the purpose of the transaction, and the concessional nature of the funding.

Data for this indicator is shown by recipient country in the interactive visualization.

Target 2.b Prevent agricultural trade restrictions, market distortions and export subsidies

Sdg indicator 2.b.1 agricultural export subsidies.

Definition of the SDG indicator: Indicator 2.b.1 is “agricultural export subsidies” in the UN SDG framework .

Target: By 2030 “correct and prevent trade restrictions and distortions in world agricultural markets, including through the parallel elimination of all forms of agricultural export subsidies and all export measures with equivalent effect, in accordance with the mandate of the Doha Development Round.”

This target requires an elimination of agricultural export subsidies by 2030.

Target 2.c Ensure stable food commodity markets and timely access to information

Sdg indicator 2.c.1 food price anomalies.

Definition of the SDG indicator: Indicator 2.c.1 is the “indicator of food price anomalies” in the UN SDG framework .

The indicator of food price anomalies (IFPA) identifies market prices that are unusually high, by evaluating growth in prices over a particular month for many years, while taking into account seasonality in agricultural markets and inflation.

Data on this indicator is shown in the first interactive visualization. A related measure, the share of countries recording high food prices, is provided in the second visualization for further context.

Target: By 2030 “adopt measures to ensure the proper functioning of food commodity markets and their derivatives and facilitate timely access to market information, including on food reserves, in order to help limit extreme food price volatility.”

More research: Further data and research can be found at the Our World in Data topic page on Food Prices .

Full text: “By 2030, end hunger and ensure access by all people, in particular the poor and people in vulnerable situations, including infants, to safe, nutritious and sufficient food all year round.”

Full text: “Prevalence of stunting (height for age <-2 standard deviation from the median of the World Health Organization (WHO) Child Growth Standards) among children under 5 years of age.”

Full text:”By 2030, end all forms of malnutrition, including achieving, by 2025, the internationally agreed targets on stunting and wasting in children under 5 years of age, and address the nutritional needs of adolescent girls, pregnant and lactating women and older persons.”

Full text: “Prevalence of malnutrition (weight for height >+2 or <-2 standard deviation from the median of the WHO Child Growth Standards) among children under 5 years of age, by type (wasting and overweight).”

Full text: “By 2030, double the agricultural productivity and incomes of small-scale food producers, in particular women, indigenous peoples, family farmers, pastoralists and fishers, including through secure and equal access to land, other productive resources and inputs, knowledge, financial services, markets and opportunities for value addition and non-farm employment.”

Full text: “By 2030, ensure sustainable food production systems and implement resilient agricultural practices that increase productivity and production, that help maintain ecosystems, that strengthen capacity for adaptation to climate change, extreme weather, drought, flooding and other disasters and that progressively improve land and soil quality.”

Full text: “By 2020, maintain the genetic diversity of seeds, cultivated plants and farmed and domesticated animals and their related wild species, including through soundly managed and diversified seed and plant banks at the national, regional and international levels, and promote access to and fair and equitable sharing of benefits arising from the utilization of genetic resources and associated traditional knowledge, as internationally agreed.”

Full text: “Increase investment, including through enhanced international cooperation, in rural infrastructure, agricultural research and extension services, technology development and plant and livestock gene banks in order to enhance agricultural productive capacity in developing countries, in particular least developed countries.”

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5 Businesses that Support Ending World Hunger

• Walmart : Walmart’s philanthropy revolves around addressing hunger, health and how to make sustainable food a reality. In 2018, the Walmart Foundation announced a five-year commitment plan to give $25 million in grants to smallholder farmers in India. These funds will give farmers access to better agriculture technology, more sustainable techniques and skill-building.
• Panera Bread : Panera Bread has previously partnered with the World Central Kitchen to provide meals to those suffering from food scarcity. Amid the COVID-19 pandemic, Panera Bread has partnered with Chef José to continued their philanthropy by providing meals nationwide – beginning with cities in the most critical situations. Panera Bread is not only donating but also offering their kitchens and resources, and partnering with vendors and supply chains to donate excess food.
• General Mills : General Mills is one of the founding members of the Global FoodBanking Network , an international nonprofit organization that aims to create a hunger-free world. General Mills and Global FoodBanking Network understand the importance of food waste and are working with food banks to reduce hunger and malnutrition. Through this partnership, General Mills has been able to provide 201 million meals to those in need since 2010.
• Kraft Heinz Company : The Kraft Heinz Company Micronutrient Campaign was created to provide access to nutritional supplements and ensure the healthy development of those in other countries. This campaign distributes micronutrient powders rich in vitamins, minerals and supplemental iron to mix into children’s food. The Kraft Heinz Company has effectively treated and prevented iron deficiency, anemia, and other vitamin deficiencies through these efforts.
• Western Digital : Through partnerships with Rise Against Hunger and Latet, Western Digital, a computer and data storage company, packaged over six million meals for those in need in 2019. Western Digital is passionate about the health of the body and mind and believes that to achieve a healthy lifestyle, nutritious meals are a necessity. By providing these packaged meals, Western Digital hopes to improve student health, promote education and stimulate economic growth.

World hunger is a problem that will not be solved overnight. Companies such as those listed above understand the importance of aiding those who struggle to obtain proper sustenance every day. These five businesses that support ending world hunger have partnered with incredible organizations devoted to providing children and their families with nutritional food and vitamins needed for healthy growth. Through their efforts, they are making a large impact on world hunger.

– Ciara Pagels Photo: Flickr

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Zero Hunger

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Hunger is the leading cause of death in the world. Our planet has provided us with tremendous resources, but unequal access and inefficient handling leaves millions of people malnourished. If we promote sustainable agriculture with modern technologies and fair distribution systems, we can sustain the whole world’s population and make sure that nobody will ever suffer from hunger again.

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The Zero Hunger Private Sector Pledge

As of December, 10, 2021,  43 companies have pledged a promising USD 391 million in 47 countries as part of the Zero Hunger Private Sector Pledge

The Zero Hunger Private Sector Pledge is an opportunity for companies and investment funds to align their investments with new evidence and commitments by donors, governments, and global institutions to end hunger and nourish the future by 2030.

What are we asking companies to do?

The pledge encourages companies to make an investment in at least one of the 10 high-impact intervention areas from the Ceres2030 evidence and in at least one of the priority countries or regions. The company has to name the partners it will work with to achieve the action. 

The pledge requires companies to comply with host state laws and regulations, and commit to internationally accepted principles, including but not limited to:

• the Principles for Responsible Investment in Agriculture and Food Systems of the Committee on World Food Security (CFS-RAI)
• the International Code of Marketing of Breast Milk Substitutes
• the Principles of the UN Global Compact
• the UN Guiding Principles for Business and Human Rights

Why are we asking companies to pledge?

One in every 10 people goes to bed hungry. And most of these people live in Africa and South Asia. Last year, COVID-19 wiped out 15 years of progress in reducing hunger globally. In July 2021, the United Nations announced that 118 million more people were affected by hunger in 2020, taking the number of people with no access to food up to 768 million.

If we cannot deliver on ending hunger and malnutrition, then we have not transformed food systems. This is the litmus test.

A specific set of investments—described by new evidence from Ceres2030 , Program of Accompanying Research for Agricultural Innovation (PARI) 2020, and the State of Food Insecurity in the World (SOFI) 2021 are needed to end hunger. These reports show that donors must double current public spending. Governments have to juggle multiple priorities due to the pandemic and the associated economic downturn. This is why large companies can and should step in to increase efforts toward achieving zero hunger by 2030. Transforming food systems to end hunger and malnutrition, ensure safe and nutritious food for all, support sustainable consumption shifts, reduce carbon emissions, generate decent and dignified livelihoods, and build resilience to future shocks requires more and better private sector investments.

Whose idea was the pledge?

The Zero Hunger, Private Sector Pledge is a game-changing solution that emerged from the UN Food Systems Summit (UNFSS) Action Track 1. The implementing organizations are a coalition of international organizations and partners, namely:  including the Food and Agriculture Organization (FAO), the  Global Alliance for Improved Nutrition  (GAIN), Grow Africa , Grow Asia ,  the International Institute for Sustainable Development (IISD), the  World Benchmarking Alliance , the World Business Council for Sustainable Development ( WBCSD ) and the  World Food Programme . 

To date, we have mobilized several supporting companies and organized a parallel session during the UNFSS pre-Summit in July, which laid the groundwork for a high-level pledging moment from companies at the Summit in September.

The signing of this pledge does not constitute an endorsement by the project partners and organizations of the company or its activities. The implementing partners and organizations of this pledge are not directly affiliated with the companies through the signing of this pledge. The implementing partners and organizations of this pledge reserve the right to revoke or suspend the pledge if the company fails to comply with the governing principles of the pledge. 

If you are a company and you would like to be part of the official launch on 21 September 2021 please fill in your pledge by midnight CET on Sunday 19 September 2021. Companies can pledge at any time and can pledge multiple times. This initiative will end on 31 December 2030. 

Achieving zero hunger points to a number of “firsts” For the first time, ending hunger is within the world’s grasp: science has given us a clear roadmap on the who, what and where to invest to meet SDG2.  Lawrence Haddad, Executive Director GAIN and Chair UNFSS Action Track 1

More private sector investment in agri-food sectors in low- and middle-income countries is also needed to realize a drastic change. Carin Smaller, Director, Agriculture, Trade & Investment IISD

Frequently asked questions and guidance document  (english)

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UN's Zero Hunger Sustainable Development Goal at risk

After the huge success of the Millennium Development Goals (MDGs) the United Nations laid out a new set of targets for 2030 - the Sustainable Development Goals (SDGs). The UN's SDG for Zero Hunger is measured by the prevalence of undernourishment, meaning a condition where "a person is unable to acquire enough food to meet daily minimum dietary energy requirements for one year".

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February 2, 2022

La famine sera-t-elle vraiment éradiquée dans dix ans? (in French)

La communauté internationale vise 2030 pour venir à bout de ce fléau mondial, relancé par la pandémie. Les dons affluent, mais le projet paraît bien ambitieux.

September 23, 2021

Companies Pledge Millions to End World Hunger by 2030

Forty-two companies have pledged a promising US$345 million to contribute to ending global hunger as part of a new initiative led by key international organizations.

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September 22, 2021

Companies pledge millions to end hunger in the world by 2030 as part of the Zero Hunger Private Sector Pledge

On September 21, 2021, 42 companies pledged a promising USD 345 million to contribute to ending global hunger as part of a new initiative led by key international organizations.

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September 21, 2021

Zero Hunger Summary of Pledges and Commitments

As of May, 24, 2022, 43 companies have pledged a promising USD 458 million in 48 countries as part of the Zero Hunger Private Sector Pledge.

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This Pledge is a one-time investment to end systemic hunger by 2030. Learn more at our affiliated session of the UNFSS 2021 Pre-Summit on July 26.

July 26, 2021

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ENCYCLOPEDIC ENTRY

Sustainable development goal: zero hunger.

More than 800 million people around the world are hungry. The United Nations’s second Sustainable Development Goal, Zero Hunger, aims to end world hunger by 2030.

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Migrants in Italy

People displaced from their homes because of war and conflict—as some of the migrants shown here in Rome, Italy, likely are—often are vulnerable to hunger.

Photograph by Stefano Montesi/Corbis

In 2012, at the United Nations (UN) Conferences on Sustainable Development in Rio de Janeiro, Brazil, world representatives created the Sustainable Development Goals (SDGs). The purpose of creating SDGs was “to produce a set of universal goals that meet the urgent environmental, political and economic challenges facing our world,” according to the UN Development Programme. There are 17 SDGs that the UN hopes to meet by 2030, the second of which is Zero Hunger . Hunger is not caused by food shortage alone, but by a combination of natural, social, and political forces. Currently, natural resources that are necessary for human survival—like freshwater, the ocean, forests, soils, and more—are dwindling. Climate change is contributing to the degradation of precious resources, as severe weather events, like droughts, become more common and affect harvests, leading to less food for human consumption. Poverty and inequality are also two drivers of hunger, affecting who can buy food, as well as what kind of food, and how much, is available. Hunger is also a product of war and conflict. During periods of unrest, a country's economy and infrastructure can become severely damaged. This negatively affects civilian access to food by either driving up food prices, interfering with food production, or forcing people from their homes. Some governments and military groups have even used starvation as a war tactic, cutting off civilians from their food supply. In 2018, the UN declared this tactic a war crime . With these problems in mind, the world needs sustainable solutions to adequately feed each person on the planet. Right now, there are around 815 million people who are hungry. This number is only expected to increase as the years go on; the UN estimates that two billion more people will be undernourished by 2050. The Zero Hunger SDG focuses on finding sustainable solutions to stop world hunger. The goals of the Zero Hunger initiative are to end hunger and make sure that enough nutritious foods are available to people by 2030. Other aspects of the goal include ending all forms of malnutrition and promoting sustainable agriculture . One environmental scientist that is working to alleviate world hunger is Jennifer Anne Burney. She is a National Geographic Explorer and associate professor at the School of Global Policy and Strategy at the University of California at San Diego. Concentrating on ensuring food security for the world as well as limiting climate change, Burney designs and uses technologies to improve food and nutrition security.

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Fortescue targets 2-3 GW of renewables to achieve its Real Zero by 2030 goals

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Image: Fortescue Metals Group

Fortescue’s climate transition plan outlines comprehensive details of how the mining giant is, and will 100% eliminate fossil fuels from their Australian iron ore operations by 2030 using a number of measures, including solar energy.

The plan states Fortescue’s belief is that all business should follow their example in committing to a date when they will no longer rely on fuels that cause catastrophic climate change.

Fortescue Executive Chairman Dr Andrew Forrest released the action plan at a roundtable event hosted by UN Under-Secretary General Melissa Fleming in New York with a detailed timeline of how Fortescue will eliminate Scope 1 and 2 emissions without voluntary carbon offsets or carbon capture and storage.

“Net Zero 2050 is a con. The world needs Real Zero now. Fortescue can tell you when we’ll eliminate fossil fuels and show you exactly how. Every industrialist should match us,” Forrest said.

“Companies that set emissions reductions targets must demonstrate how they will deliver them. Only when we hold ourselves accountable for our commitments do we earn our seat at the table.”

Among numerous measures including the Gladstone Electrolyser Facility (GEF) in Queensland, the company’s decarbonisation roadmap includes in 2024, completion of commissioning of the North Star Junction 100 MW / 250 GWh per annum solar farm, which represent 30% of forecast FY25 energy demand at the Pilbara Iron Bridge mine site.

North Star Junction compliments a 60 MW solar farm commissioned in 2021 as part of the Chichester solar gas hybrid facility.

North Star Junction is anticipated to be fully commissioned in 2025 and during that year new solar and battery energy storage systems (BESS) are to commence construction, along with accommodation for the workforce required to build them, and fast chargers and electrical reticulation to support zero emissions haul trucks and other heavy mobile equipment (HME).

Modelling investigations on how best to optimise the Pilbara iron ore operations when powered by renewable energy show an additional 2-3 GW of renewable energy and BESS is required to decarbonise.

To achieve this, the company’s board has approved significant capital investment to fund multiple green power projects including utility scale solar at Cloudbreak, utility scale batteries at North Star Junction and Eliwana, and high voltage electrical 750 kilometre transmission infrastructure to connect the mine sites to form an interconnected energy system across operational sites.

The first fully electrified site is planned for 2027, supported by operational solar and BESS, with demand response and energy efficiency solutions integrated as standard, and by 2030, solar and wind, supported by BESS will power all of Fortescue’s Australian mining operations, eliminating diesel and other fossil fuels.

Other initiatives include battery-electric light vehicle trials, mainline rail trials of an ammonia-fuelled locomotive and hydrogen fuel cell haul truck testing in Perth and on iron ore mine sites.

In 2025, trials will begin on a battery-electric locomotive – the Inifity Train – in partnership with Sydney-based civil engineering group Downer, plus construction of Fortescue’s first BESS will begin, with prototype operational battery-electric haul trucks onsite.

In 2026, heavy mobile fast chargers will be installed onsite, the use of electric drills will be implemented, and the first zero-emission haul trucks will arrive, which are being developed in partnership with Swiss industrial equipment manufacturer, Liebherr.

Zero emissions drills will arrive in 2027, and between 2029 and 2030 a renewable energy grid will be fully integrated marking the full decarbonisation of Fortescue Australia’s iron ore terrestrial operations.

In addition to wind, solar and battery projects, Fortescue has started constructing the onsite electrical reticulation infrastructure that will take the energy from the Pilbara Energy Connect (PEC) transmission infrastructure to where it is needed on site.

The PEC project aims to integrate Pilbara mining and port operations into one common 220 kV network. This program of works will continue through FY24 to FY28 to enable sites to have the electrical infrastructure ready to power the electrical equipment, as it becomes operational.

In shipping, which represents 13% of the company’s FY24 Scope 1 emissions, Fortescue is continuing to retrofit of energy saving devices to their fleet of very large ore carriers and investigate the viability of converting them to run on green ammonia.

Their tug boat fleet will become battery-hybrid vessels charged by solar and wind power and generation onboard from a green fuel.

Developing trials and integrating battery-electric haul trucks and other HME addresses 51% of Scope 1 emissions from HME and will be eliminated through measures such as electrifying sites to eliminate diesel and gas, use green hydrogen fuel cells, and powering HME from renewable generation using trailing cables.

Scope 2 emissions will be 100% eliminated through purchased energy via renewable power purchase agreements and Fortescue is engaging with power providers to progress renewable energy development.

This content is protected by copyright and may not be reused. If you want to cooperate with us and would like to reuse some of our content, please contact: editors@pv-magazine.com .

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