June 17, 2021

Twelve key strategies to achieve the SDGs
based on the COVID-19 experience:
Toward a green and inclusive recovery
The COVID-19 pandemic has highlighted the importance and urgency of
creating sustainable systems in society. It has particularly shown that humanity
will not be able to attain prosperity in the twenty-first century unless it can movebeyond an excessive focus on economic growth to achieve balanced growth on
the three dimensions of economic, social and environmental sustainability. With
that realization, the UN Sustainable Development Goals (SDGs)--whicharticulate our shared future in 2030 and integrate those three dimensions in acomprehensive and balanced way--provide a good guide for global developmentin the context of the COVID experience.
Introduced below are 12 key strategies that were identified using the SDGs
as a guide for the world to move forward. They are the essential results ofdiscussions on the theme of “How should the SDGs change based on COVID-19
experience?” by the xSDG Consortium, a research consortium facilitated by thexSDG Laboratory of the Keio Research Institute at SFC. These discussions wereconducted in fiscal 2020 through a series of online workshops with consortium
partners, including researchers, companies, staff from central and local
governments, and more. The list of partner companies and organizations at theend of this paper shows their diversity. Each of them, from their own perspective,
is sincerely considering how the SDGs can be achieved. Their diversity anddedication is the greatest strength of this paper.
The perspective they all kept in mind was that a sustainable society can beachieved if the 17 goals and 169 targets are addressed all together.
A strategy built upon these points can be used to demonstrate leadership ineach sector in order to realize a sustainable post-COVID world.
March 2021
xSDG Laboratory, xSDG Consortium
Director: Norichika Kanie

Strategy 1. Use online and digital technologies
The range of uses of the Internet and digital devices has increased significantly
during the COVID-19 pandemic and it is clear that they can contribute to theachievement of the SDGs. For example, during the pandemic, the use of online
and digital technologies by restaurants and other businesses has risen
dramatically for delivery services and e-commerce.1 To achieve the SDGs after
the pandemic, it will be crucial to further establish and advance thesetechnologies while also addressing any associated trade-offs.2
Key points for achieving the SDGs
1. Bridge the digital divide: The introduction of new technologies could lead to
new disparities.3 Strategies are needed to avoid creating a digital divide.4
At the policy level, it is essential to implement at least the minimum
guarantees to avoid creating a digital divide, such as by lending tablet
computers or devices to households. For companies, public and private
sector partnerships could create new opportunities to mitigate educational
disparities that might arise due to a digital divide.
2. Develop sustainable business models: Business models need to be
developed that use the Internet and do not rely on face-to-face interactions,in order to normalize the use of these technologies.5 New approaches tooperations and business activities will be needed to ensure the growth ofcompanies that adopt new work styles. To do so, such approaches should
be viewed from the perspective of the SDGsʼ 17 goals and 169 targets. For
example, the required energy should be procured from renewable energy.

1

ILO (2020): World Employment and Social Outlook 2021: The role of digital labour platforms

in transforming the world of work.
2

Bertelsmann Stiftung and Sustainable Development Solutions Network (2020): Sustainable

Development Report 2020, 12-13pp.
3

World Economic Forum (2021): The Global Risks Report 2021, 7-8pp.

4

WTO (2020): E-Commerce, Trade and the COVID-19 Pandemic,

5

Deloitte Tohmatsu Consulting LLC (2020): “Price be nimble, price be quick: Revenue

management in the COVID-19 era”
https://www.deloittedigital.com/content/dam/deloittedigital/us/documents/offerings/offering20200519-customer-covid-nimble-pricing.pdf

Strategy 1.

In addition, it will be necessary to address poverty issues that may arise
due to employment mismatches. For example, such measures should beconsidered in employment strategies in new business models. Policies willneed to integrate a “digital transformation” (DX) and a “sustainability
transformation” (SX).
3. Include digital technologies in international cooperation: Expand thepossibilities for utilizing digital technologies in international and multilateral
cooperation. Technical assistance, interactions and networking can also bedone remotely.
Key targets to help achieve the SDGs
4.1 (Access to free, equitable and quality primary and secondary education)
6.a (Support developing countries in water- and sanitation-related activities andprogrammes)
8.1 (Sustain per capita economic growth)
11.c (Support least developed countries in building sustainable and resilient
buildings utilizing local materials)
12.a (Support developing countries to strengthen their scientific andtechnological capacity to move towards more sustainable patterns ofconsumption and production)
14.7 (Increase economic benefits to developing countries from sustainable useof marine resources)
14.a (Transfer marine technology to developing countries)
17.16 (Enhance global partnership)
17.17 (Encourage public, public-private and civil society partnerships)
17.18 (Enhance capacity-building support to developing countries to increase
data availability)

Strategy 1.

Strategy 2. Accept telework and diverse work styles
With the use of online and digital technologies, a diversity of work styles has
been introduced in a variety of industries. The rise of telework also contributes
to the diversity of work styles. On the other hand, it will also be important toensure that various disparities do not arise between occupations or industries
that can accommodate teleworking versus those that cannot (e.g., essential
workers).
Key points for achieving the SDGs
1. It will be important to accommodate diverse work styles through measures
such as infrastructure improvements as more people are encouraged to go
online, and the introduction of new arrangements or systems to improvethe environment for working from home. In addition, in cases where officespace is to be reduced by promoting telework, it may also be necessary toprovide incentives for promoting telework. It will be important to createsynergies tied with strategies for promoting and securing opportunities for
women. This could include finding ways to ensure that workers have options
to choose between occupations suited for (or not suited for) remote work,
depending on the personʼs stage of life. It will also be important to startwith what is feasible and create an environment where business dealings
and selling activities can be done online, and to offer choices (e.g., relocating
versus not relocating for work, hours of work, the option of remote work,and options other than having working hours fixed at eight hours a day).6
To promote options such as these, it will be important to develop new
approaches to evaluate performance in ways that reflect changes in work
styles. In terms of policy, one approach might be to offer financial support(e.g., financial measures such as tax incentives), mainly for small andmedium-sized enterprises that may not have the finances to make the shift
to working from home or remote work.
2. It will be important to create systems to alleviate poverty and leave no one
behind, by promoting diverse work styles and by creating decent work for
6

Ministry of Health, Labour and Welfare (2020): Report of study group on the future oftelework (in Japanese) https://www.mhlw.go.jp/content/11911500/000711687.pdf

Strategy 2.

all and creating flexibility in human resources in response to changes in
employment patterns.
Key targets to help achieve the SDGs
5.1 (End all forms of discrimination against all women and girls everywhere)
5.4 (Recognize and value unpaid care and domestic work)
5.5 (Ensure womenʼs opportunities for leadership)
8.5 (Achieve decent work)
9.2 (Significantly raise industryʼs share of employment and gross domestic
product, in line with national circumstances)
12.8 (Sustainable development and lifestyles in harmony with nature)
13.1 (Strengthen resilience and adaptive capacity to natural disasters)

Strategy 2.

Strategy 3. Adapt quickly to changes in urban structure
The rise of telework is also bringing about changes in urban structure. We are
beginning to see people relocating away from major centers while still employedby companies based in city centers, people moving out of major cities due toattitudes changed by the pandemic, companies relocating their head offices,and people relocating themselves due to reduced office space or relocatedoffices. These changes will have major impacts on how several of the SDGs canbe achieved, including Goal 11 (Sustainable Cities and Communities).
Key points for achieving the SDGs
1. Consider new designs for urban, peri-urban and rural areas from economic,
social and environmental perspectives: Changes in the flows of people will
be a major catalyst transforming the relationships between (and design of)urban, peri-urban and rural areas. For example, the establishment ofsatellite offices and provision of shared offices away from major urban
centers may change the design of cities. On the policy dimension, it isnecessary to design urban, peri-urban, and rural areas in response tochanges that incorporate telework, which until now was almost non-existent.
Also, for work that does not need to be done in urban centers, encouraging
employees to relocate could produce cost savings (e.g., reduced housing
subsidies) for companies and lead to better work-life balance and financial
efficiency for individuals.
2. Seek synergies to significantly expand renewable energy: Changes in officespace could also have synergistic effects with the use of energy.
Decentralized work arrangements could be a boon for decentralized energy.
For example, the purchase of renewable energy and power generation fromthe installation of solar panels could help offset a companyʼs greenhousegas emissions, and also provide sources of power during disasters. The useof renewable energy could be significantly increased if a system werecreated in which a company joins RE100 or a similar initiative and not only
promotes renewable energy procurement, but also a portion of theelectricity used at home by its teleworkers could be counted as thecompanyʼsown

consumption.

Policies

could

also

help

accelerateachievement of the SDGs by supporting this kind of behavior, andStrategy 3.

additionally, providing incentives to install power storage systems.
Combined with this, it will become increasingly important to limit any risein household energy consumption due to telework, so it will be necessary to
encourage the use of energy-efficient equipment and aggressively promote
behavioral changes that promote of energy efficiency.
Key targets to help achieve the SDGs
3.6 (Halve the number of deaths and injuries from road traffic accidents)
7.2 (Increase substantially the share of renewable energy)
8.9 (Devise and implement policies to promote sustainable tourism)11.1 (Ensure access for all to adequate, safe and affordable housing and basic
services)
11.a (Support positive links between urban, peri-urban and rural areas)

Strategy 3.

Strategy 4. Adapt quickly to changes in industrial structure
Industrial structure will change as urban structure changes. In the midst of thepandemic, e-commerce and home delivery businesses have boomed while thefood service industry has been hit hard. New progress can be expected inpoverty alleviation strategies and industrialization as existing industries innovateand new business models are created (e.g., take-out businesses) in response to
the pandemic.
Key points for achieving the SDGs
1. Foster new industries and transition the workforce: New business
opportunities will arise from the development and growth of industries in
response to variety of changes in the business and labor environment. There
are also signs we may see more collaboration between companies andindustries than before the pandemic. It is also the role of policy to monitor
these trends and provide learning opportunities to enable students toacquire the knowledge and skills needed in new industries, and to provide
subsequent support to find employment. These topics are covered in theSDGs, including Goal 4 and Goal 8. It will also be important to review thesafety nets of society as a whole, including welfare systems, to respond to
this new era.
2. Create scenarios and transition the workforce into priority sectors to adapt
to a changing labor environment: In both the public and private sectors, itwill be important to identify/visualize sectors where labor shortages orsurpluses will occur due to the pandemic, and to develop scenarios fortransitioning into priority sectors. To support companies, including thosethat are bringing their business online, it will be important to further
improve the protection of personal information and other aspects of theinfrastructure needed for going digital.
Key targets to help achieve the SDGs
1.1 (Eradicate extreme poverty)
1.b (Support accelerated investment in poverty eradication actions)
8.2 (Achieve higher levels of economic productivity through diversification)

Strategy 4.

8.6 (Reduce the proportion of youth not in employment, education or training)
9.2 (Promote inclusive and sustainable industrialization)

Strategy 4.

Strategy 5. Transform mobility
The frequency and types of trips will change as a result of the large-scale
adoption of flexible work hours (flexitime) and telework, as well as changes suchas increases in telework due to “workations” (work + vacation), and home
relocation. 7 If such patterns increase in the wake of the pandemic and thechanges become more firmly established, the impacts of those changes will also
affect mobility needs.
Key points for achieving the SDGs
1. Adopt infectious disease protocols for public transportation: Each mode oftransport should continue to comply with guidelines to control COVID-19. It
is also important to adapt with an expansion of contactless customer service.
Such infectious disease protocols and barrier-free measures need to beachieved together. This means developing public transportation while also
advancing infectious disease protocols and without leaving anyone behind.
It will also be necessary to reexamine business models based on local needs
so that synergies can be achieved with climate change countermeasuresand energy-related goals.
2. Maintain infectious disease protocols and resilient public transport
infrastructure: The issue of dealing with local public transport, which has
become unprofitable due to reduced ridership, is an important challenge forachieving Goal 11. It will be important to switch to alternative transportationand to introduce mechanisms and policies to use renewable energy to meetthe increasing energy demand needed for individual modes of mobility. For
example, as the demand for deliveries increases with the growth of ecommerce and home delivery businesses, the wall between freight andpassenger transport is lowering, cargo and passengers are both being
carried, and local renewable energy businesses are growing. Because of this,the use of a German type of municipal utilities (known as Stadtwerke),
which utilize profits from renewable energy sales to subsidize unprofitable
services, may also help to sustain public transportation. When doing so,

7

OECD (2020): OECD Policy Responses to Coronavirus (COVID-19): Cities policy responses,

44pp.

Strategy 5.

transportation must respond to the diversification of work styles and needs(e.g., there may be fewer business trips but workers who have relocatedfurther away may travel regularly to offices in the city center).
3. Create sustainable tourism: Triggered by the COVID-19 pandemic,
strategies for new forms of tourism are emerging, such as microtourism,“workations,” and online tourism (viewing a location without physicallygoing there). 8 The tourism industry needs to identify how it can move
forward and meet changing customer needs, and needs to take measures
to stimulate domestic tourism demand in ways that are tied to local
economic development, such as the promotion of “workations.”
Key targets to help achieve the SDGs
3.6 (Halve the number of deaths and injuries from road traffic accidents)
3.9 (Reduce the number of deaths and illnesses from air pollution, etc.)
6.6 (Protect and restore water-related ecosystems)
8.5 (Achieve decent work)
9.1 (Develop sustainable and resilient infrastructure)
9.2 (Significantly raise industryʼs share of employment and gross domestic
product, in line with national circumstances)11.2 (Provide access to safe, affordable, accessible and sustainable transportsystems)

8

Japan Tourism Agency (2020): “Policy plan to prevent pandemic spread and restore tourism

demand” (in Japanese), 3-7pp.

Strategy 5.

Strategy 6. Redesign supply chains
The disruption of supply chains due to the COVID-19 pandemic 9 has also
created opportunities to reconsider supply chains, as reported by the UN
Secretary-General in the Sustainable Development Report 2020.10 For Japan,
this could create opportunities to stimulate local production for local
consumption, reconsider regional dynamics, and drive regional development.
We would like these opportunities be utilized to redesign supply chains so thatthey can contribute to the achievement of the SDGs, in combination with theuse of programs such as the “Regional Revitalization SDGs in Finance” scheme
under the Japanʼs Cabinet Office.
Key points for achieving the SDGs
1. The reconsideration of supply chains could have synergies with many SDGs,
including local production for local consumption, improved food selfsufficiency, job creation, and reduced risk of infectious diseases. Designingsystems to reduce the number of points in a supply chain by even a little
can lead to a reduction in the risk of infectious diseases, and atransformation in food systems can also promote smart agriculture. In
addition, measures such as cold storage to reduce excess food can be
expected to have synergies with the reduction of food loss. Meanwhile, whenchanging arrangements with suppliers, it is also important to keep in mind
the need to avoid adverse impacts (e.g., wiping out small-scale overseas
suppliers, and the contraction of sales channels). Thus, it is important tomaintain a multi-dimensional approach with the 17 SDGs in mind whenreconsidering supply chains.
2. Producers and other businesses engaged in direct sales could also see
benefits such as a reduced carbon footprint.
3. Reduce plastics use, which increased due to the pandemic: Utilize of various
strategies, including recycling. Also, consider biomass-derived plastics(bioplastics).
9Bill & Melinda Gates Foundation (2020): COVID-19 A Global Perspective 2020 Goalkeepers

Report, 4-5pp.
10Bertelsmann Stiftung and Sustainable Development Solutions Network (2020): Sustainable

Development Report 2020, 12pp.

Strategy 6.

Key targets to help achieve the SDGs
2.1 (Ensure access to safe, nutritious and sufficient food)
2.3 (Double the productivity and incomes of small-scale food producers)
2.4 (Ensure sustainable food production systems and implement resilient
agricultural practices)12.1 (Implement the 10-Year Framework of Programmes on Sustainable
Consumption and Production Patterns)
12.3 (Reduce food losses)
12.5 (Reduce waste generation through prevention, reduction, recycling andreuse)
17.11 (Significantly increase the exports of developing countries)

Strategy 6.

Strategy 7. Adapt to lifestyle and business realities thathave transformed along with changes in values
The COVID-19 pandemic has changed individualsʼ sense of values. People arereexamining the importance of family-centered living and basic aspects of life.11
Key points for achieving the SDGs
1. Indicators need to be developed based on changed values due to the
COVID-19 pandemic, for use in performance evaluation of both businessand government.
2. Changes in values can also trigger progress toward a society that recognizes
the diversity needed to achieve various SDGs.
Key targets to help achieve the SDGs
5.4 (Recognize and value unpaid care and domestic work)
5.5 (Ensure womenʼs opportunities for leadership)
5.c (Adopt and strengthen legislation for the promotion of gender equality)
8.5 (Achieve decent work)
9.2 (Promote inclusive and sustainable industrialization)
11.3 (Enhance participatory, integrated and sustainable human settlement
planning and management)
17.19 (Build on initiatives to develop measurements of progress on sustainable
development, and support statistical capacity-building in developing countries)

11

Cabinet Office (2020): Survey on changes in lifestyle attitudes and behavior under the

impacts of the COVID-19 pandemic (in Japanese).
https://www5.cao.go.jp/keizai2/manzoku/pdf/shiryo2.pdf

Strategy 7.

Strategy 8. Promote renewable energy and integrate
climate measures into operations and policies
Energy demand will increase as economies recover after the COVID-19
pandemic. While supporting this recovery, it will also be important to encourage
the transformation from low carbon to decarbonization. If energy market prices
rise rapidly again like they did in early 2020 and affect small power producers,
there could be concerns about that affecting the growth of renewable energy. It
is necessary to avoid this kind of vicious cycle, to promote renewable energy,12and to make climate change countermeasures go mainstream.
Key points for achieving the SDGs
1. Shift to generating renewable energy instead of purchasing it: Make theshift from purchasing renewable energy to the stage of producing electricity
in-house with solar power or other means; also, by developing decentralized
power systems, promote the development of resilient infrastructure. The
government should introduce and strengthen incentives to promote this. It
is also important to adopt measures for power procurement that will not beaffected by market price fluctuations. It is also important for companies toclarify their goals through participation in initiatives such as RE100, and to
adopt systems that will encourage teleworkers to procure renewable energy
for the electricity they use at home.
2. Develop technologies for greater power storage capacity, etc.13
3. Reduce the environmental impacts of operations: Use the digitaltransformation to calculate, visualize, and report energy consumption.

12

United Nations (2020): UN Comprehensive Response to COVID-19 to save lives, protect

societies, recover better, 6pp.
13

Shunpei Takemori, Hiroaki Nakanishi, Takeshi Niinami, Noriyuki Yanagawa, “Toward

transformation for the future (sustainability and innovation investment): To prevent therecurrence of the low growth of the post-Lehman period,” presented to 6th meeting of 2020 of
the Council on Economic and Fiscal Policy, Document 4-1 (in Japanese)
https://www5.cao.go.jp/keizai-shimon/kaigi/minutes/2020/0427/shiryo_04-1.pdf(last accessed February 28, 2021)

Strategy 8.

Key targets to help achieve the SDGs
7.1 (Ensure universal access to affordable, reliable and modern energy services)
7.2 (Increase substantially the share of renewable energy)
7.3 (Double the global rate of improvement in energy efficiency)
13.2 (Integrate climate change measures into national policies, strategies andplanning)
13.3 (Improve capacity on climate change)

Strategy 8.

Strategy 9. Integrate face-to-face and digital education
The COVID-19 pandemic has dramatically changed the educational environment.
For their 2020 spring sessions, many schools, including elementary and juniorhigh schools, introduced online education, and many universities and otherinstitutions are still offering online education. However, the shift online revealed
that a “digital divide” exists, as well as other problems with access to education.
Realizing a learning environment where no one is left behind has become an
important issue even in developed countries.
Key points for achieving the SDGs
1. It is necessary to promote the digitalization of education in ways that avoid
creating a digital divide. 14 Also, it is necessary to promote the use ofelectronic devices and the acquisition of skills for information andcommunications technologies at the individual level,15 and to enhance theireducational and auxiliary functions for learners at various levels.
2. Create a universal, online and offline hybrid educational environment: To
accomplish this, it is necessary to create an environment where no one isleft behind, through infrastructure development, including access to highspeed Internet.16
Key targets to help achieve the SDGs
4.1 (Access to free, equitable and quality primary and secondary education)
4.4 (Acquisition of technical and vocational skills)
4.a (Education facilities that are disability and gender sensitive)
8.6 (Reduce the proportion of youth not in employment, education or training)

14

SDGs Promotion Roundtable (2020) “Recommendations by members of the SDGs Promotion

Roundtable to overcome the COVID-19 pandemic with the SDGs and to create a sustainable
society” (in Japanese).
15

Bertelsmann Stiftung and Sustainable Development Solutions Network (2020): Sustainable

Development Report 2020, 9- 12pp.
16

OECD (2020): OECD Policy Responses to Coronavirus (COVID-19): Cities policy responses,

12pp.

Strategy 9.

Strategy 10. Develop while maintaining proper distancesand relationships between nature and humans
Some reports suggest that COVID-19 was caused by large changes in the
distance between ecosystems, nature, and humans.17 Therefore, in terms ofefforts to prevent infectious diseases, the aim for post-COVID society should beto realize a world in which people, society, and ecosystems can all be healthy(the “One Health” approach).
Key points for achieving the SDGs
1. Biodiversity assessment: It is necessary to build mechanisms for thesustainable use of mountain ecosystems based on green recovery policies,
participate in natural ecosystem conservation activities, and to strictly
observe good practices such as carrying out garbage and maintaining
outdoor etiquette.
2. Implement land use policies and development based on compliance with the
Washington Convention and the establishment of appropriate relationships
between ecosystems and human activities, and introduce evaluation
systems for all of this.
Key targets to help achieve the SDGs
3.3 (Eradicate infectious diseases)
14.1 (Prevent and significantly reduce marine pollution of all kinds)
14.2 (Sustainably manage and protect marine and coastal ecosystems)
14.3 (Minimize the impacts of ocean acidification)
15.4 (Conserve mountain ecosystems)
15.5 (Protect threatened species)
15.7 (Address both demand and supply of illegal wildlife products)

17

Yasuo Takahashi (2020) “Message from the IPBES Global Evaluation Report and Prospects for

the Post-Aichi Targets for Biodiversity,” Institute for Global Environmental Strategies (inJapanese).

Strategy 10.

Strategy 11. Verify and adapt business continuity plans（BCPs）
Efforts to avoid the next pandemic and the next disaster should continue, butwhen it comes to risk management, it is important to consider these events as
being inevitable, and to be well prepared. This should also be seen as a test to
improve sustainability by directly applying the lessons learned from thispandemic. We need to see disasters as a real risk, even events that are said tohappen only once in a hundred years, and to develop business continuity plans(BCPs) accordingly.
Key points for achieving the SDGs
1. It is important to have proper early warning systems in place and toestablish information sharing systems. 18 This is necessary not only
multilaterally (between countries) but also at all levels, including national
and local government levels, and it can also serve as the basis for building
partnerships.
2. Develop evacuation manuals that take infectious diseases into account, andestablish

relatedcooperation

implementationagreements

andsystems.

other

Also,

arrangements

establishfordisasterpublic-private

collaboration.
3. Enhance medical systems: Develop, encourage and deploy telemedicine
technologies.19
Key targets to help achieve the SDGs
1.5 (Build the resilience of the poor and those in vulnerable situations)
3.2 (End preventable deaths of newborns and children under five years of age)
3.d (Strengthen the capacity for risk reduction and management of health risks)11.5 (Reduce the numbers of deaths and people affected, and substantiallydecrease direct economic losses relative to global gross domestic productcaused by disasters)
18

Ministry of Foreign Affairs, “Japanese cooperation to ʻLeave No Oneʼs Health Behindʼ: Towards

achieving Universal Health Coverage (UHC)” https://www.mofa.go.jp/files/100101479.pdf
19Bertelsmann Stiftung and Sustainable Development Solutions Network (2020): Sustainable

Development Report 2020, 9- 12pp.

Strategy 11.

11.b (Develop and implement holistic disaster risk management in line with the
Sendai Framework for Disaster Risk Reduction 2015–2030)
13.1 (Strengthen resilience to climate-related disasters)

Strategy 11.

Strategy 12. Adopt robust protocols
for infectious diseases
By installing proper ventilation systems and ensuring the sustainability ofarrangements such as flexible working hours (flexitime) and telework, continue
taking countermeasures to deal with influenza and other infectious diseases
besides COVID-19.
Key points for achieving the SDGs
1. Have robust guidelines for infectious disease countermeasures: Strengthenrisk management capabilities, including the addition of content in BCPs todeal with large-scale outbreaks of infectious diseases.
2. Introduce evaluation criteria (rankings, etc.): Develop procurement criteriathat take into account factors such as infectious disease protocols.
3. The use of disposable plastics is expected to increase for a while as a resultof infectious disease protocols. Thus, it is necessary to consider alternative
measures such as the introduction of biomass-derived plastics and recycledplastics.
Key targets to help achieve the SDGs
3.1 (Reduce the global maternal mortality ratio)
3.2 (End preventable deaths of newborns and children under five years of age)
8.10 (Strengthen the capacity of domestic financial institutions)9.1 (Develop sustainable and resilient infrastructure)
11.2 (Provide access to safe, affordable, accessible and sustainable transportsystems)
12.7 (Sustainable public procurement practices)
14.1(Prevent and significantly reduce marine pollution of all kinds)

Strategy 12.

■ “Twelve key strategies to achieve the SDGs based on the COVID-19
experience”
Contributors to strategy development
The xSDG Laboratory uses the term Vision Sharing Partner (VSP) to describe
xSDG Consortium members who share a common vision for the future. The“Twelve key strategies to achieve the SDGs based on the COVID-19 experience”
were developed in collaboration with members of the xSDG Laboratory, advisors
and observers (related ministries and agencies), and persons from companies
and local governments who participated as Vision Sharing Partners in the xSDG
Consortium. The Vision Sharing Partners who participated in development of
the “Twelve key strategies to achieve the SDGs based on the COVID experience”
are listed below.
xSDG Laboratory, Keio Research Institute at SFC
xSDG Consortium and Working group on COVID-19 and the SDGs
FY2020 Vision Sharing Partners and observers(in order of member type and Japanese spelling)
Underlining below indicates participationin the Working group on COVID-19 and the SDGs.
＊ VSP-S (S members)
ESRI Japan Corporation
Kokusai Kougyou Co. Ltd.
Citigroup Global Markets Japan Inc.
Tokyo Gas Co., Ltd.
TREE Inc.
Japan Airlines Co., Ltd.
Rakuten, Inc.
Ryohin Keikaku Co., Ltd.
Kanagawa Prefectural Government
Shizuoka City
＊ VSP-D (D members)
ANA HOLDINGS INC.
Impress R&D
Shimizu Corporation
salesforc.com Co.,Ltd.
Daiwa Securities Group Inc.
Sumitomo Mitsui Banking Corporation
Meiji Yasuda Life Insurance Company＊ VSP-G (G members)
Amano Enzyme Inc.
GREAT WORKS KK
KOBAYASHI & CO., LTD.
Sumitomo Chemical Co., Ltd.
NEC Corporation
Mizkan Holdings Co., Ltd.
LOTTE CO., LTD.
＊ VSP-SME (Small- and Medium-sized Enterprise members)
KAWASAKI BRAVE THUNDERS＊ VSP-LG (local government members)
Kamakura City
Koriyama City
＊ Observers
Financial Services Agency of Japan (FSA)
Local Revitalization Promotion Office (Cabinet Office, Government of Japan)