Perú Before the Mirror of the World.
Peru Before the Mirror of the World — World Happiness
Transforming Economies for Well-Being: At the World Happiness Foundation, we envision Goal 8 not merely as “decent work and economic growth,” but as Meaningful Work & a Well-Being Economy. This means fundamentally rebalancing our economies to prioritize people’s well-being over endless GDP growth. Rather than measuring success solely by profits or output, we champion a new paradigm – Happytalism – where progress is measured by happiness, health, and shared prosperity. In fact, our reframed Goal 8 dares to “replace the mantra of economic growth with economic meaning,” encouraging fulfilling work (purpose over profit) and business models that elevate happiness, community, and environmental balance – a new economy measured by Gross Global Happiness. This abundance-focused mindset shifts us from a paradigm of scarcity and competition to one of collaboration, well-being, and shared abundance, aligning economic development with what truly matters: human and planetary thriving.
For decades, nations have pursued ever-higher GDP and productivity, assuming this leads to better lives. Yet growth alone does not guarantee happiness or equity. Even before recent crises, global experts noted a disconnect: why, in an age of record economic output, were so many people unhappy or left behind? As New Zealand’s Prime Minister Jacinda Ardern put it, “Growth alone does not lead to a great country. So it’s time to focus on those things that do [improve well-being].” Around the world, leading thinkers and institutions are reaching the same conclusion. The United Nations itself acknowledged this in a landmark 2011 resolution (inspired by Bhutan) calling on governments to consider happiness and well-being in measuring development. Today we celebrate an International Day of Happiness each March 20th, reflecting a growing global resolve to put well-being at the center of policy. From the UK to Costa Rica, from Sweden to Slovenia, more countries are expanding how they gauge progress, beyond GDP.
One pioneering example is New Zealand’s Wellbeing Budget launched in 2019, which requires that every major public spending proposal be justified not just in fiscal terms but in how it will improve people’s lives. Child poverty and mental health outcomes must be reported alongside economic stats in budget documents. This approach recognizes that a strong economy is not an end in itself – the end goal is a flourishing society. Scotland’s First Minister Nicola Sturgeon echoed this in advocating for a “vision of society that has well-being – not just wealth – at its very heart”. In fact, Scotland, New Zealand, Iceland, Wales, and Finland have formed a Wellbeing Economy Governments partnership to share policies for human and ecological well-being instead of fixating on narrow growth. Such efforts mark the dawn of a Well-Being Economy Movement, aligning with our Goal 8 vision to transform economies to prioritize well-being over endless growth.
Critically, a well-being economy also addresses sustainability. Endless material growth on a finite planet is neither feasible nor desirable. It’s telling that the original SDG 8 even includes a target to decouple economic growth from environmental degradation – a nod to the urgent need for more sustainable models. In a well-being economy, success is measured in quality (health, happiness, balance) rather than just quantity of output. Economic activity must enhance rather than erode our social and natural environment. In short, we strive for growth in what truly matters – thriving communities, fulfilled individuals, and a healthy planet – rather than growth for its own sake. This paradigm shift from pure output to well-being is gaining traction: for example, the World Economic Forum reports that by 2024, over half of countries have begun tracking citizen well-being as closely as economic data, and the OECD’s How’s Life? index monitors life satisfaction, community, and work-life balance across nations. The momentum is clear – the world is ready to embrace prosperity defined by abundance of well-being instead of mere abundance of goods.
Yet, moving beyond the old model is urgent. Recent evidence underscores that economic growth without corresponding social progress leaves people unfulfilled. Amazingly, in 58% of countries worldwide, happiness levels have declined in the past decade-plus, even as many socioeconomic indicators improved. Despite gains in areas like poverty reduction, education, and life expectancy, more than half of nations saw lower self-reported well-being in 2021–2023 compared to 2006–2010. This “happiness paradox” reveals that material progress alone is not enough – people need purpose, security, and connection for true prosperity. The UN’s latest assessment of SDG 8 progress likewise finds that while global unemployment hit a record low of 5% in 2024, this hasn’t translated into universal well-beingsdgs.un.org. Hundreds of millions remain in vulnerable or informal jobs, without protections or satisfactionsdgs.un.org. Women and youth still face far higher unemployment rates than others, even in a “strong” labor marketsdgs.un.org. And alarmingly, compliance with labor rights has deteriorated significantly in recent yearssdgs.un.org – a reminder that GDP growth can mask growing inequities and precarity. In the wake of COVID-19, the need to redefine progress is even clearer: economies rebounded, but overall well-being stagnated and in some cases declined. We saw a “rebound” in GDP, yet workplace stress hit record highs (over 40% of workers worldwide experience daily stress), and global job satisfaction fell to its lowest in years. These trends send a powerful message: what good is growth if it comes at the cost of burnout, inequality, and despair?
Central to Goal 8’s reframing is the idea of meaningful, fulfilling work for all. “Decent work” in the SDG context originally meant jobs that pay fairly, respect rights, and offer security. We fully endorse those essentials – but we must go further to emphasize purpose, happiness, and growth in the workplace. Work is more than a paycheck; it’s a source of identity, community, and purpose for billions of people. Meaningful work is work that enriches one’s life and society, not just economically but personally and socially. As the World Economic Forum noted, “Meaningful work isn’t only about fair wages and benefits – it encompasses a sense of purpose, growth opportunities, and a healthy work-life balance.” In a recent global survey of youth across 120+ countries, young people defined meaningful work as “work that is fair and fulfilling, and that positively influences the growth and well-being of young people and their communities.”. In other words, work should benefit the worker and society, not exploit one for the other. Our vision is that everyone, especially future generations, can engage in work that aligns with their values, develops their talents, and contributes to the greater good – truly purpose over profit.
The moral case for meaningful work is clear, but there’s also a strong economic case. Happy, engaged workers drive sustainable success. Research shows that happy employees are significantly more productive and less likely to quit. Gallup estimates that low employee engagement (a proxy for unhappiness at work) costs the global economy an astounding $8.9 trillion in lost productivity. Conversely, teams with high well-being and morale outperform others. An Oxford University study found that happy workers are 13% more productive than their unhappy peers. In short, fostering employee happiness isn’t just the right thing to do – it’s also smart business. Companies that prioritize well-being see gains in innovation, customer satisfaction, and resilience. On a national scale, countries with healthier, better-treated workforces tend to have stronger, more inclusive growth. This reinforces our belief that purpose and profit need not be at odds – meaning and success go hand in hand. By elevating purpose, companies actually perform better, creating a virtuous cycle of prosperity and fulfillment.
Sadly, today’s reality shows a large gap between this ideal and many people’s experience. Global surveys reveal a workforce in crisis of engagement and meaning. Only about 21% of employees worldwide report being engaged at work – meaning the vast majority feel emotionally disconnected from their jobs. Over half of workers (52%) are actively or passively looking for a new job at any given time, often due to lack of satisfaction or purpose. Top reasons cited for unhappiness include feeling unappreciated, stagnant, or disconnected from the company’s mission. Workplace stress is at epidemic levels, with 4 in 10 employees globally reporting “a lot of stress yesterday”. This daily stress rate, hovering around 40–44%, is higher than ever recorded. And rather than improving after the pandemic, some indicators worsened – in late 2023, U.S. employee satisfaction hit a four-year low. These statistics paint a stark picture: too many jobs are simply not delivering the human fulfillment people crave.
The implications are huge. When work lacks meaning, people suffer – and so do organizations and economies. Burnout, turnover, and mental health struggles have soared, especially among young workers. The “Four C’s” – COVID-19, conflict, climate change, and the cost of living – have hit youth especially hard, disrupting career pathways. At the end of 2023, global youth unemployment and underemployment remained alarmingly high. One in five young people worldwide are NEET: not in employment, education, or training. The International Labour Organization warns that if we fail to create opportunities for this emerging generation, it could cost the global economy $83 trillion by 2030 in lost potential. In short, the stakes for getting Goal 8 right could not be higher. Providing meaningful work for youth is both a moral imperative and an economic necessity to avoid a massive opportunity cost.
So what makes work meaningful? Through our programs and research, and by listening to workers (especially youth), a clear picture emerges. Meaningful work is healthy (safe workloads and work-life balance), rewarding (fair pay and benefits), ethical (aligned with one’s values, and not harming society or planet), inclusive (open to all, free of discrimination), growth-oriented (offering learning and advancement), purposeful (contributing to something larger), and connected (fostering community and belonging). These attributes closely mirror the 12 “magic ingredients” of meaningful work identified by global youth – from health, balance, and inclusion to sustainability and purpose. Notably, these qualities extend beyond the basic decency of a job and into the realm of happiness at work. For example, having a voice and sense of belonging in the workplace is critical – when employees feel heard and included, their happiness and engagement soar. Our own Global Workplace Happiness report found that employees who feel their opinions count and who have supportive, empathetic managers report significantly higher well-being and motivation. Indeed, the manager effect is profound: a positive, caring leadership style can elevate team happiness dramatically, which is why we often say “every manager should act as a Chief Well-Being and Happiness Officer for their team.”
Encouragingly, we are seeing shifts in this direction. Progressive organizations now invest in employee well-being as a core strategy, not an afterthought. Flexible and hybrid work options – accelerated by the pandemic – have opened new possibilities: a global study across 27 countries found 82% of employees feel the ability to work from anywhere has made them happier. Many companies are redesigning roles to provide more autonomy, purpose, and recognition. Concepts like “purpose-driven companies,” B-Corps, and conscious capitalism are gaining popularity, proving that businesses can succeed because they value people and purpose, not in spite of it. At the policy level, some governments are experimenting with shorter workweeks, robust family leave, and stronger labor protections to improve quality of life. These trends all align with Goal 8’s ethos: work should uplift the human spirit, not drain it.
Achieving a well-being economy requires reimagining the role of business and markets. We advocate for business models that elevate happiness, community, and environmental balance – essentially, businesses that succeed by solving social problems and increasing well-being. In the 20th-century mindset, companies often single-mindedly pursued profit, with societal or environmental concerns relegated to “corporate social responsibility” side projects. Happytalism flips that script: what if the core purpose of business was to maximize net happiness and value for society? We believe companies can be primary catalysts for Goal 8 by creating meaningful jobs and innovating solutions to community needs. This means embracing stakeholder capitalism, where employees, customers, society, and the planet are valued alongside shareholders. It also means nurturing a culture of compassion and fulfillment in the workplace, recognizing that employees who are cared for will care more about the business’s mission and customers.
One tangible initiative we lead is the Chief Well-Being Officer (CWO) program, training a new generation of leaders who put happiness and wellness at the center of organizational strategy. Much like a CFO manages financial health, a Chief Well-Being Officer manages the human and cultural health of an organization. Through our World Happiness Academy, we have trained hundreds of CWO leaders and catalysts around the world – equipping them with science-backed tools in positive psychology, emotional intelligence, and workplace well-being design. These CWOs learn how to implement policies that reduce stress and burnout, increase employee engagement, and foster inclusive, purpose-driven cultures. They become internal champions for happier, more human-centric organizations. We have seen remarkable transformations where this leadership takes hold – from companies that have overhauled their recognition and mentoring practices (leading to spikes in morale and innovation), to city governments that created “happiness councils” to monitor resident well-being. The message is clear: when leadership makes happiness a priority, everything changes – productivity rises, trust strengthens, and turnover falls. We envision a future where every organization has a CWO or equivalent, and where employee happiness is a key success metric reported in boardrooms.
Ensuring Work is Free of Exploitation: A foundation of meaningful work is protecting basic rights and dignity. Global efforts to end child labor have shown progress – the number of children in child labour fell from 250 million in 2000 to around 138 million in 2024, over 100 million fewer in two decades. Continued action is needed to eliminate all forms of forced labor and modern slavery by embracing an economy of well-being that leaves no one behind.
Moreover, impact investment and social entrepreneurship are fueling business models aligned with Goal 8. Around the globe, entrepreneurs are launching enterprises that explicitly aim to improve well-being – whether it’s a startup providing mental health support, a tech firm connecting people to purpose-driven gigs, or a cooperative business that gives workers ownership and agency. Investors are increasingly seeking out companies with positive social impact, not just profit, through ESG (Environmental, Social, Governance) criteria and triple-bottom-line approaches. This trend was highlighted at our recent World Happiness Fest and public policy forums, where we spotlighted “happiness-driven enterprises” that demonstrate how focusing on people and planet can be profitable. For example, at the Katapult Future Fest (which our foundation partnered on), leaders discussed how profit should not be the sole measure of success; the impact on societal well-being and sustainability must count equally. We see businesses embracing the idea that “doing well by doing good” is not just possible but the future of competitive advantage. After all, a business that harms its workers or community ultimately undermines its own long-term viability. By contrast, businesses that champion well-being build loyal workforces and customer bases, spur innovation, and enjoy reputational benefits. In a well-being economy, good company citizenship is the norm, and exploitative practices – whether low wages, discrimination, or pollution – have no place.
A critical aspect of reorienting businesses toward well-being is measurement and accountability. “What gets measured, gets managed,” as the saying goes. Thus, we must expand the metrics we use to gauge economic success at all levels. At the national level, this means complementing or even replacing GDP with broader indicators of progress – like happiness, health, equality, and environmental quality. Bhutan famously pioneered the Gross National Happiness (GNH) index, proving that a holistic metric is feasible and useful in guiding policy (Bhutan’s GNH framework tracks nine domains from education and health to community vitality and environmental stewardship). Inspired by such models, our foundation advocates for developing a Gross Global Happiness (GGH) Index – a worldwide index of well-being that could serve as a lodestar for nations in the 21st century. Imagine if countries competed to top the happiness rankings rather than just GDP rankings! In recent years, we have indeed seen a proliferation of well-being indices: the UN’s annual World Happiness Report ranks countries by life satisfaction; the OECD’s Better Life Index lets citizens weigh what matters most to their quality of life; and many governments produce “well-being dashboards” tracking mental health, work satisfaction, leisure time, and more. For instance, New Zealand’s Living Standards Framework monitors 12 dimensions of well-being alongside economic indicators, and Scotland’s National Performance Framework aligns government objectives to well-being outcomes. All these efforts point to the same conclusion: we need to hold our economies accountable for delivering well-being, not just wealth.
Our concept of Gross Global Happiness builds on these advances. It envisions a world where collective well-being is prioritized alongside individual fulfillment, and where every sector of society works in partnership to cultivate happiness. Achieving GGH requires policy-makers to support mental health, strong communities, education, and environmental harmony – treating these as core investments rather than afterthoughts. In practical terms, that means things like ensuring access to counseling and work-life balance (so people can actually enjoy their prosperity), or designing urban spaces that foster social connection and green play areas (so cities maximize residents’ joy and health). It means companies reporting their “Happiness Return on Investment” in sustainability reports, and cities appointing “Chief Happiness Officers” to track the well-being of residents. Ultimately, Gross Global Happiness is about redefining what success means for humanity. As we often say, “what gets measured gets elevated.” By measuring success in terms of well-being and quality of life – not just output – we send a powerful signal that people and planet matter. This shift is already underway: the UN Development Programme (UNDP), for example, has argued for “measuring what matters” for decades (their Human Development Index was an early step away from GDP-only thinking). Now, even global financial institutions recognize that social progress and happiness are key to stability. The World Bank, IMF, and World Health Organization have all noted that mental health and job quality can make or break economic development.
The World Happiness Foundation contributes to this movement by producing research and convening experts on the Future of Work and Well-Being. Each year during World Happiness Week, we dedicate sessions to the Future of Work, exploring how technology, AI, and changing workforce dynamics can be harnessed to improve human well-being rather than detract from it. We facilitate dialogues on topics like the gig economy and dignity, automation and meaning, and remote work’s impact on community. Our Global Happiness at Work Report (now in its 3rd edition) offers data and case studies to help employers create happier workplaces – highlighting trends such as the benefits of hybrid work (e.g. improved work-life balance) and the urgent need to address burnout and recognition gaps. By disseminating these insights, we equip decision-makers with evidence that happiness at work is achievable and impactful. We also honor leading examples through the World Happiness Awards, showcasing companies and individuals who advance well-being in line with SDG 8. Through our World Happiness Fest events – spanning over 100 cities and online agoras – we bring together CEOs, social entrepreneurs, policymakers, researchers, and youth leaders to share innovations in building the well-being economy. These global and local gatherings serve as incubators for ideas like four-day workweeks, employee ownership models, mindfulness-based leadership training, and public policies for job guarantees in green sectors. The energy and creativity we witness in these forums give us immense hope: the seeds of a happier, purpose-driven economy are already sprouting all around us.
To truly embed happiness and meaning into Goal 8, we must make Gross Global Happiness our new North Star. Just as “GDP growth” once guided countless decisions, we envision Gross Global Happiness (GGH) guiding the next era of decisions – from government budgets to boardroom strategies. What might this look like? At the international level, countries would report annually on their GGH score: a composite of metrics like average life satisfaction, median income growth (to see if prosperity is broadly shared), employment quality (secure vs. precarious jobs), work-life balance statistics, mental health prevalence, carbon emissions per capita (to gauge sustainability), and more. Rather than a single number, it could be a dashboard, but with a clear headline indicator that encapsulates how well humanity is doing in terms of well-being. We believe this can foster a healthier form of competition and accountability. Instead of chasing growth at any cost, leaders would strive to boost happiness and well-being rankings. Media would celebrate nations (or cities, or companies) that achieve high well-being for their people, much as they currently note GDP or stock market milestones. The public would gain a clearer voice in what progress means to them – after all, if policies increase the GGH index, it means people are genuinely feeling better off, not just producing more.
Importantly, Gross Global Happiness is not about replacing one monolithic metric with another, but about broadening our definition of progress. It works in harmony with the Sustainable Development Goals, not against them. In fact, the SDGs’ holistic agenda – spanning poverty, health, education, equality, and the environment – is very much in line with the multifaceted nature of well-being. What GGH offers is an integrative lens to view these goals together, through the ultimate outcome they seek: human happiness and freedom in balance with nature. As Luis Gallardo (our founder) describes, Happytalism is about “integrating the pursuit of happiness into the very structure of society”, shifting biases from materialism to a more balanced perspective that values emotional and social well-being. Thus, measuring happiness isn’t a fluffy add-on – it becomes a practical tool to reprogram our priorities. For example, if a nation’s GGH index is stagnating or falling even while GDP grows, that flags a problem – perhaps rising inequality or stress – that needs addressing. If, on the other hand, policies like a new mental health initiative or affordable housing program cause GGH to rise, that success validates a reallocation of resources toward social infrastructure. In this way, GGH can guide evidence-based happiness policy. We already see glimpses of this: UAE, for instance, created a Minister of Happiness post to coordinate well-being efforts; Bhutan uses GNH data to vet major projects; cities like Santa Monica (USA) developed a Wellbeing Index to inform municipal programs. Our goal is to encourage and support many more such innovations worldwide.
On the global stage, adopting Gross Global Happiness could also foster greater solidarity and knowledge-sharing. Just as SDG 17 calls for partnerships, a focus on well-being invites countries to learn from each other’s successes in improving quality of life. Why are the Nordic countries consistently high in happiness? (Strong social safety nets, trust, work-life balance – lessons others can adapt.) How did Costa Rica achieve high well-being with moderate income levels? (Prioritizing health, education, and nature conservation.) How is a country like the UAE attempting to boost happiness via government services? (By measuring customer satisfaction and redesigning services around life events.) These case studies provide blueprints that can be emulated and scaled. We at the World Happiness Foundation actively facilitate such exchanges through our forums and partnerships with institutions like the UN, OECD, and academia. By highlighting best practices, we accelerate the transition to economies of well-being.
In reframing SDG 8, we are ultimately advocating for a new economy that serves people and planet, not the other way around. The Well-Being Economy is one where the purpose of economic activity is to increase human happiness and planetary health. In practical terms, this means policies and business decisions must answer the question: “How does this impact everyone’s well-being?” rather than “How does this affect the bottom line or growth rate?”. It also means recognizing our interdependence – a well-being economy thrives on community and cooperation. When workers are treated well, companies do better; when communities are strong, markets have stable foundations; when nature flourishes, our long-term prosperity is assured. By contrast, inequality, exclusion, and environmental destruction are huge wastes of human potential and sources of instability. A system that tolerates those is inherently inefficient and fragile, not to mention unjust.
The abundance mindset we promote holds that there is more than enough for everyone’s need, though not for everyone’s greed. Our world today produces more than sufficient food, wealth, and knowledge to allow every human being a dignified, meaningful livelihood. The barriers to achieving that are not lack of resources but issues of consciousness, distribution, and priorities. For instance, there is immense wealth in the world – global GDP is over $100 trillion – yet allocation is such that hundreds of millions remain in poverty. By changing our collective priorities (through policy, cultural shifts, and education), we can choose to distribute resources in ways that eliminate poverty (SDG 1) while also ensuring decent, meaningful work for all (SDG 8). Scarcity is often a construct; abundance is a choice. We see this in the movement for a universal basic income or universal basic services – the idea that everyone can be guaranteed a baseline of security and opportunity. Such ideas were once dismissed as utopian, but now pilot programs around the world are showing they can improve well-being without harming productivity. When people aren’t in survival mode, they can pursue education, start businesses, care for their families – in short, contribute more fully to society. This is the kind of win-win outcome an abundance approach yields.
Crucially, transforming to a well-being economy does not mean ignoring economic growth or business, but rather redirecting them. We still need innovation, entrepreneurship, and yes, growth in areas that increase well-being (for example, growth in green energy jobs, in health and education services, in creative and purpose-driven industries). But we seek growth that is inclusive, sustainable, and equitable – growth that enhances quality of life. The old model of blind growth often led to booms for the few and busts for the many. The new model strives for shared prosperity: reducing inequalities (SDG 10) so that when the economy advances, everyone feels the benefit. It also means growth within planetary boundaries – we measure progress by how well we better lives, not by how fast we can extract and consume resources. In a well-being economy, a thriving ecosystem, a safe climate, and meaningful work are themselves counted as markers of success, even if traditional output measures are modest. As the Happytalist reframing of SDG 8 puts it, we aim to “encourage meaningful, fulfilling work and business models that elevate happiness, community, and environmental balance”. This explicitly ties economic goals to community well-being and ecological harmony.
The transition is already underway. Countries like New Zealand and Iceland now consider themselves “well-being states”, budgeting with well-being priorities at the top. Bhutan’s example of holistic development has influenced multilateral bodies; even the UN Secretary-General has spoken of the need for a new economic paradigm that delivers shared well-being and respects planetary limits. The Wellbeing Economy Alliance (WEAll) connects dozens of initiatives and policymakers pushing this agenda globally. Businesses are increasingly reporting on “happiness KPIs” – some forward-thinking companies conduct regular employee happiness surveys and tie management bonuses to improvements in those scores. Investors, too, are paying attention: portfolios that account for employee satisfaction and community impact often outperform, because they signal stable, future-ready enterprises. Meanwhile, workers and consumers are voting with their feet – talented employees seek out companies with positive cultures, and customers reward brands that align with their values (as seen in the rise of fair trade, B Corps, and socially conscious brands). All these signals indicate that the well-being economy is not a distant dream, but an emerging reality.
As the World Happiness Foundation, we are committed to accelerating this global shift towards meaningful work and a well-being economy. Through our programs, advocacy, and community, we strive to be a catalyst for the mindset shift and practical actions needed to realize Goal 8’s promise. We have formalized partnerships with top international institutions – we enjoy consultative status with the United Nations and collaborate with organizations like the OECD, WHO, and ILO to advance the well-being agenda. In safeguarding UN resolutions and contributing to forums, we ensure that the spirit of happiness and abundance is injected into international development dialogues. We understand that achieving this vision requires multi-sector collaboration: governments, businesses, civil society, academia, and individuals all have roles to play. That’s why we foster a global community of “Rousers” – conscious catalysts of well-being – empowering leaders at every level to drive change from within. Whether it’s a mayor launching a city happiness index, a CEO implementing a workplace well-being program, or a teacher bringing social-emotional learning to their classroom (tying into SDG 4 on quality education), we support and celebrate these efforts as part of the Goal 8 journey.
To every reader, organization, and policymaker, our message is this: Meaningful work and a well-being economy are not only possible – they are already in motion, and you can help lead the way. We invite you to join us in embracing an abundance mindset and putting happiness at the heart of what you do. If you’re an employer, consider how you can enrich jobs with more purpose, autonomy, and care – the payoff will be a more engaged and innovative workforce. If you’re a policymaker, dare to prioritize well-being in your metrics and budgets – invest in mental health, in family support, in green jobs, in community-building, even if it means rethinking traditional economic goals. The data and real-world trials increasingly show that focusing on well-being strengthens, not weakens, our societies. And if you’re an individual, you too have power: as a conscious catalyst, you can promote a culture of well-being in your own circle. Advocate for better work-life balance policies, support businesses that do good, practice kindness and empathy at work (it’s contagious!), and keep learning about what makes life meaningful for you and others. Every action, small or large, counts.
Goal 8 is often summarized as “decent work and economic growth,” but we have the opportunity to expand that vision to “meaningful work and inclusive growth of well-being.” By 2030, let’s aim not just to create jobs and grow economies in the old sense, but to ensure everyone can find dignified, meaningful livelihoods in a flourishing world. Imagine in 2030 reporting that global Gross Happiness is on the rise, that work hours are down but job satisfaction is up, that inequality is shrinking, and that economic activity is regenerating communities and nature. These outcomes are within reach if we commit to them. As the UN’s 2025 progress report warns, current trajectories won’t achieve SDG 8 without a change in coursesdgs.un.org – but with a well-being economy approach, we can course-correct.
In conclusion, the World Happiness Foundation’s position on SDG 8 is one of bold optimism grounded in action. We believe that by reframing our goals around abundance, happiness, and purpose, we unleash the full creative potential of humanity to solve our challenges. A world with meaningful work for all, within an economy that prizes well-being and balance, is a world where everyone wins – workers are happier and more productive, businesses are more ethical and resilient, and societies are more cohesive and sustainable. This is the future we are building, step by step, together with all of you who share this vision. Let’s transform “decent work and growth” into extraordinary work and growth – growth in happiness, meaning, and peace. By embracing Happytalism and an abundance mindset, Goal 8 becomes not just a target to reach, but a promise: that our economies will serve us, the people, and secure a thriving planet for generations to come.
Together, through conscious and collaborative effort, we can make Goal 8 a reality – creating an economy of well-being where every person has the opportunity to do meaningful work, live in dignity, and contribute to a happier world. This is Happytalism in action, and we at the World Happiness Foundation are honored to champion it. Let’s seize this opportunity to co-create a future of true abundance – a future where gross global happiness is the measure of our success.
Sources:
Peru Before the Mirror of the World — World Happiness
GPTM Article Series — No. 1 of 10 How the
A New Framework for Understanding — and Healing — Humanity’s