Key Findings of Questionnaire Survey
Survey targets： 1,373 Keidanren member companies,
Survey period: March 2018 through June 2018

Respondents： 302,Response rate：22.0 %1. Measures that leverage the SDGs
➢ The share would be 70 %, even the lowest in score, if respondents who
were studying or planning to study were to actually transition to theimplementation stage.
(%, cases)(1) Mapping business activities to individual SDGs
(2) Setting priorities that can contribute to achievement(3) Identifying areas of impact along the entire value chain(4) Setting targets (KPIs, etc.) for achievement of priority
challenges(5) Integration into business policies and practices(utilizing SDGs to explain business plans)(6) Reporting and communications
Already implemented
Planning to study

Studying
No plans to study at this time

No response0

2. Status of measures to contribute to the 17 SDGs
➢ Notable weight given to those measures aimed at economic or
environmental goals that were strongly relevant to business activities.
➢ By contrast, a relatively small share of respondents engaged in measures toeradicate poverty and hunger. More-specifically defined targets and thedevelopment of platforms for cooperation may be needed.
Goal 1 No poverty
Goal 2 Zero hunger
Goal 3 Good health and well-being
Goal 4 Quality education
Goal 5 Gender equality
Goal 6 Clean water and sanitation
Goal 7 Affordable clean energy
Goal 8 Decent work and economic growth
Goal 9 Industry, innovation and infrastructure
Goal 10 Reduced inequalities
Goal 11 Sustainable cities and communities
Goal 12 Responsible consumption & production
Goal 13 Climate action
Goal 14 Life below water
Goal 15 Life on land
Goal 16 Peace, justice and strong institutions
Goal 17 Partnerships to achieve the goals(cases）◎Top-priority goal
○All other goals engaged

13. Policies on respect for human rights and implementation of policies
No response
Studying
Planning

Already have

➢ 70 % already have policies that promote respect forhuman rights➢ About half replied that they had adequately
addressed human rights-related issues in their own
companies and/or within their value chains.
Nevertheless, their responses underlined a trend
toward stronger efforts to address all issues.
(%, cases)(1) Work environments and work safety(2) Elimination of employment- and occupation-related
discrimination(3) Effective recognition of and respect for freedom ofassociation and right to collective bargaining(4) Prohibition of forced labor in all forms(5) Effective elimination of child labor(6) Protection of privacy(7) Respect for consumer rights(8) Respect for rights of local residents
Adequately addressed
Addressed but plan to take stronger action

Plan to address
No plans to address

Not directly relevant to our company
No response2

4. Introduction of mechanisms that promote respect for human rights➢ Measures in education, training, and framework development have madeheadway as mechanisms that foster respect for human rights.
➢ Only about 30 % stated that they were engaged in efforts to address topics
of relevance to human rights due diligence. Japanese companies will needto do more in this area.
(%, cases)(1) Establish company-wide systems to human rights issues(2) Establishes officer position and functional division for human rights(3) Identify human rights risks from business operations(4) Analyze and assess the level of impact from specific risks(5) Apply findings to internal processes, including business decision-making,budget formulation, and audits(6) Prevent and counter high-priority human rights risks

Topics relevant to humanrights due diligence(7) Continually assess and improve outcomes of actions taken against risks(8) Establish opportunities for feedback from within and outside the company(9) Publicly disclose and report on actions taken(10) Open channels for counseling on human rights-related issues(11) Develop mechanisms to process and settle complaints(12) Implement education and training programs on human rights topics(13) Other measures(14) None3

5. Reasons for the disclosure of environmental, social, and governance(ESG) information➢ Although ESG information is primarily intended for investors and creditrating agencies, it is also recognized to be a tool for communication witha diverse range of stakeholders.
(cases)(1) To engage with investors and credit-rating agencies(2) For employee recruitment activities(3) In response to requests from business partners(4) To satisfy the consuming public(5) To improve corporate value and brand image(6) To work with NPOs and NGOs
(7) To promote efforts for a sustainable society(8) For communication with local community(9) For communication with employees(10) Other reasons(11) ESG information not disclosed

12◎Most important reason○Applicable reasons46. ESG disclosure and dialogue for boosting corporate value➢ From 50 to 60 % stated that they explain their ESG disclosures in association
with their business strategies, medium- and long-term business plans, andmaterialities in the interest of boosting their corporate value.
➢ 12 % indicated that they are unable to engage in ESG disclosures that leadto the creation of their corporate value.

(%, cases)(1) Explained in association with businessstrategies(2) Explained in association with medium- andlong-term business plans(3) Explained in association with priority
challenges (materialities)(4) Unable to engage in ESG disclosures leading
to the creation of corporate value(5) Other reasons57. Dialogue with shareholders and investors on themes concerning
ESG investments and SDGs
➢ Briefings at IR meetings were the largest share as the form of dialogue withshareholders and investors to discuss their ESG investments and SDGrelated initiatives.
➢ Being inspired by the shareholders and investors, the rapid progress has
been made in this area.

(%, cases)(1) Briefings at General meeting of shareholders(2) Briefings at IR meetings(3) Presentations on ESG and SDGs
(4) Briefings on ESG and SDGs in private meetings(5) Other forms of dialogue(6) No dialogue6