Sustainability Report 2022

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Editorial Policy
The purpose of this Sustainability Report is to communicate the Group’s sustainability activities tostakeholders.
By describing the policies, systems, measures, and other details of SBG and each Group company inline with the categories of Environment, Society, and Governance (ESG), the report conveys a comprehensive picture of the Group’s sustainability activities.
Target scope
SBG and its Group companies*1
Period covered
Fiscal 2021 (April 2021 to March 2022)*2
Year and month of publication
November 2022 (previously published in November 2021)
Guidelines referenced
Recommendations of the Task Force on Climate-related Financial Disclosures (TCFD), Global Reporting Initiative (GRI)
Standards and Sustainable Development Goals (SDGs)

Notation of Company Names
The notations of company names have the following deﬁnitions unless otherwise stated.
Notation

Definition

SoftBank Group Corp.
SBG

SoftBank Group Corp.

The SoftBank GroupThe Group

SoftBank Group Corp. and its Group companies*1

SoftBank Vision Fund 1 or SVF1

SoftBank Vision Fund L.P. and its alternative investment vehicles

SoftBank Vision Fund 2 or SVF2

SoftBank Vision Fund II-2 L.P. and its alternative investment vehicles

SoftBank Vision Funds or SVFs

A collective term for SoftBank Vision Fund 1 and 2

SBIA

SB Investment Advisers (UK) Limited

SoftBank Latin America Funds
LatAm Funds*3

SBLA Latin America Fund LLC

SprintSprint Corporation

Alibaba

Alibaba Group Holding Limited(former Alibaba.com Corporation)

Arm

Arm Limited

T-Mobile

T-Mobile US, Inc.

Disclaimers
This Sustainability Report provides relevant information about the Group and does not constitute or form any solicitation of
investment including any offer to buy or subscribe for any securities in any jurisdiction.
This Sustainability Report contains forward-looking statements, beliefs or opinions regarding the Group, such as statements
about the Group’s future business, future position and results of operations, including estimates, forecasts, targets and plans
for the Group. Without limitation, forward-looking statements often include the words such as “targets,” “plans,” “believes,”“hopes,” “continues,” “expects,” “aims,” “intends,” “will,” “may,” “should,” “would,” “could,” “anticipates,” “estimates,”“projects” or words or terms of similar substance or the negative thereof. Any forward-looking statements in this Sustainability
Report are based on the current assumptions and beliefs of the Group in light of the information currently available to it as ofthe date hereof. Such forward-looking statements do not represent any guarantee by any member of the Group or its management of future performance and involve known and unknown risks, uncertainties and other factors, including but not limited to,the success of the Group’s business model; the Group’s ability to procure funding and the effect of its funding arrangements;
key person risks relating to the management team of SBG; risks relating to and affecting the Group’s investment activities; risks
relating to SB Fund (parallel fund, feeder fund, co-investment vehicle or alternative investment vehicle), its investments, investors
and investees; risks relating to SoftBank Corp. and the success of its business; risks relating to law, regulation and regulatory
regimes; risks relating to intellectual property; litigation; and other factors, any of which may cause the Group’s actual results,
performance, achievements or ﬁnancial position to be materially different from any future results, performance, achievements or
ﬁnancial position expressed or implied by such forward-looking statements. For more information on these and other factors
which may affect the Group’s results, performance, achievements or ﬁnancial position, see “Risk Factors” on SBG’s website athttps://group.softbank/en/ir/investors/management_policy/risk_factor.
None of the Group nor its management gives any assurances that the expectations expressed in these forward-looking
statements will turn out to be correct, and actual results, performance, achievements or ﬁnancial position could materially differ
from expectations. Persons viewing this Sustainability Report should not place undue reliance on forward-looking statements.
The Group undertakes no obligation to update any of the forward-looking statements contained in this Sustainability Report orany other forward-looking statements the Group may make. Past performance is not an indicator of future results, and theresults of the Group in this Sustainability Report may not be indicative of, and are not an estimate, forecast or projection of, theGroup’s future results.
The Group does not guarantee the accuracy or completeness of information in this Sustainability Report regarding companies (including, but not limited to, those in which SB Funds have invested) other than the Group which has been quoted frompublic and other sources. This Sustainability Report contains statements relating to Arm. Such statements are presented solely
for the informational purposes of the shareholders of SBG as such and are not, nor should they be construed as, an offer tosell or a solicitation of an offer to purchase any securities issued by Arm.
Regarding Trademarks
Names of companies, products and services that appear in this Sustainability Report are trademarks or registered trademarksof their respective companies.

*1 In principle, Group companies indicate subsidiaries of SBG and may include some associates depending on the description.
*2 This report includes some content from ﬁscal 2020 and 2022.
*3 Includes SoftBank Latin America Fund 1 or SBLAF1 (SBLA Holdings (Cayman) L.P. and SBLA Latin America Fund (Cayman) L.P.), and SoftBank
Latin America Fund 2 or SBLAF2 (SBLA Holdings II DE LLC and SLA Holdco I LLC).

1

Our 志 “Kokorozashi” (Mission) is Consistent
Our Investment Areas Continue to Evolve—— SoftBank Group History

PC Software

Internet

Broadband

MobileData and AI

1981 Foundation

1996

2001

2006

2016

2019

Founded as a distributor of
packaged software for PCs

Launched Yahoo! JAPANLaunched broadband service,Yahoo! BB

Acquired Vodafone K.K. andentered mobile telecommunications in Japan

Acquired U.K. chip designer
Arm

Launched SVF2

2004

2013

2017

2020

Acquired JAPAN TELECOM
and entered ﬁxed-line
telecommunications

Acquired U.S.-based carrier
SprintLaunched SVF1

Sprint and T-Mobile merged

1982

2000
Invested in Alibaba

Launched a publishingbusiness

1994
Founded SoftBank Holdings
Inc. in the U.S. for the purpose of strategic investment
in Internet companies

2

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Message from the Chairman & CEO

Guided by our corporate philosophy,“Information Revolution —— Happiness for everyone,”
the SoftBank Group continues to grow and advancetoward its aim of becoming the corporate groupmost needed by people around the world.
Concerns over climate change, the widening of economic, racial and gender inequality, and other challenges are
becoming increasingly global and are threatening the perpetuity of not only companies but humankind itself.
Also, the recent global upheaval has signiﬁcantly impacted economic activities and the lives of people around the world.
Our history shows, however, that humanity can utilize its collective wisdom and do its utmost to solve any issue
when confronted by a crisis. I believe the SoftBank Group will continue to help solve global challenges and support
the sustainability of humankind and the planet by continuously leading the Information Revolution to accelerateinnovation that drives technological evolution.
Our corporate philosophy, “Information Revolution — Happiness for everyone,” embodies our determination tobring happiness to everyone, even to future generations 300 years from now.
To create a world where people can live in harmony with the earth and realize a sustainable society,
the SoftBank Group will fulﬁll its responsibilities as the leader of
the Information Revolution.

Masayoshi Son
Representative Director, Corporate Officer, Chairman & CEO

3

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

About the SoftBank Group
Corporate Philosophy

Information Revolution ——Happiness for everyone

Segment Information (FY2021)*
Segments

Investment Business of
Holding Companies

1

Main businesses

Net sales

Investment activities by SBG and its subsidiaries(Billions of yen)Segment income(income before income tax)

(Billions of yen)Core companies

VisionTo become the world’s
most essential corporate group
The SoftBank Group’s aim is to contribute to people’s happinessthrough the Information Revolution, and to become “the corporategroup needed most by people around the world.” To achieve its
vision, the SoftBank Group will continue to concentrate its
operations in the information industry, and advance the Information

SoftBank Vision Funds

SoftBank
Core companies
SoftBank Corp.
Z Holdings Corporation
Yahoo Japan Corporation
LINE Corporation

Cluster of No. 1 Strategy
ArmCore company

that will continue to grow for the next 300 years by implementing

Arm Limited

the Cluster of No. 1 Strategy, our unique strategy for adapting toLatin America Funds

the changing times by continuing to change ourselves. The goalCore companies

companies that have outstanding technologies and businessmodels in specific fields and encourage them to generatesynergies so that they can grow together as the Group. Building
a cluster of leading companies has the advantages of increasing
overall competitiveness and making it easier to reshuffle groupcompanies through flexible group management.

Investment activities by SVF1 and SVF2

SB Investment Advisers (UK) Limited
SoftBank Vision Fund L.P.
SB Global Advisers Limited
SoftBank Vision Fund II-2 L.P.

essential to the times and the businesses driving innovation.

of the Cluster of No. 1 Strategy is to form a diverse group of

260.6
300.0

Core companies

Revolution through investments in leading technologies

The SoftBank Group is endeavoring to form a corporate group6,221.5

SoftBank Group Corp.
SoftBank Group Capital Limited
SoftBank Group Japan Corporation
SB Northstar LP

Consumer business: Provision of mobile services,sale of mobile devices, and provision of broadband
services to retail customers in JapanEnterprise business: Provision of mobile communications and solutions services to enterprise customers
in Japan
Distribution business: Provision of ICT services
products to enterprise customers and provision ofcommunication device-related products and IoT
equipment to retail customers
Yahoo! JAPAN/LINE business: Provision of internet
advertising and e-commerce services
Design of microprocessor intellectual property andrelated technology
Sale of software tools and provision of related services

5,690.7

84.5
41.2
880.1

965.9
0

-29.7

-869.6

Investment activities by SoftBank Latin America
Funds-2,639.4

SBLA Latin America Fund LLC
SBLA Advisers Corp.
SBLA Latin America Fund (Cayman) L.P.
SBLA Holdings (Cayman) L.P.
SBLA Holdings II DE LLC
SLA Holdco I LLC
Investment Business of Holding Companies*2-22.3-179.5
SoftBank Vision Funds*2

SoftBankArm

Latin America Funds*2

Other*3

Reconciliations

Consolidated*1 From the ﬁrst quarter of ﬁscal 2022, the Latin America Funds segment was integrated into the SoftBank Vision Funds segment because SB Global Advisers Limited which
manages SVF2 began managing SoftBank Latin America Funds.
*2 Net sales are not recorded for this segment as it is not engaged in the sale of goods and services.
*3 Includes the business results of Fortress Investment Group LLC, PayPay Corporation, and the ISG business of Arm, among others.

4Introduction

Spotlight

Our Sustainability

GovernanceSocialFiscal 2021 Sustainability: At a Glance

Environment

Corporate Information(Values are as of March 31, 2022, unless otherwise stated.)

This section introduces the Group’s representative measures and results related to sustainability in ﬁscal 2021.

Governance

Environment

SBG

56%

Set Group target
Achieving

SBG

Ratio of External
Board Directors:

Ratio of External
Audit & Supervisory
Board Members:
P. 16

100%

P. 17

Ratio of renewable energy
used at major subsidiaries

SBG

Carbon Neutrality

Achieved(continued from fiscal 2020)

Carbon Neutrality
by fiscal 2030

Arm
P. 39

Z Holdings Corporation

Integrating ESG into the Investment Process

P. 39

IssuedSBG

Clarified integrating environmental
and social factors into
investment processes as a policy

Allocated funds toconstructing andrefurbishing energy-efficient
data centers and procuring
renewable energy

Revised Portfolio Company Governance andInvestment Guidelines Policy

SBG

Conducted

Established

Environmental TCFD
Policydisclosures
P. 12

P. 37

Yahoo Japan Corporation¥20 billion in green bonds

SBG

98

Achieved% for electricity
used by the company itself

59

Achieved% for energy
used by the company itself
SoftBank Corp.

53.5

Achieved% forelectricity used by base stations

P. 12

P. 37

P. 39

Social
SBG

SBG

SBG

Ratio of female employees

RevisedConducted

44%

Human Rights
PolicyHuman Rights
SurveyRatio of female managers

22%

P. 28

SB Opportunity Fund
P. 30

SoftBank Corp.

Issued ¥30 billion in sustainability

bonds
P. 28

Allocated funds tothe high altitude platform
station (HAPS) business

Invested in businesses led by

SBG

Conducted vaccinations*1
P. 12

SBG

Established

57 deals and$75 million in fiscal 2021
P. 30

Annual PCR test results infiscal 2021
Over 4 million tests
P. 32

underrepresented
SoftBank Corp.
founders in the U.S.
Set targets for ratio of female managers

15% by fiscal 2030
20% by fiscal 2035

SB Coronavirus Inspection
Center Corp.

Supplier Code of Conduct
P. 33

P. 19

P. 28

P. 37

Over 240,000
doses administeredat 13 sites across Japan*1 Total number of first to third vaccinations
as of May 31, 2022. Includes the Tokyo
Nogizaka Vaccination Center and the
WeWork Minatomirai Site, which cooperated
as vaccination sites.
P. 32

5

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Table of Contents

Introduction

P. 1

SocialP. 1

Editorial Policy

P. 28 Respect for Human Rights

P. 2

SoftBank Group History

P. 29 Human Resources Strategy

P. 3

Message from the Chairman & CEO

P. 30 Diversity & Inclusion

P. 4

About the SoftBank Group

P. 31 Creating a Supportive Working Environment

P. 5Spotlight Fiscal 2021 Sustainability: At a Glance

P. 32 Industrial Safety and HealthP. 6

Table of Contents

P. 33 Support for Entrepreneurs

P. 27

Initiatives to Resolve Social Issues through the Businesses ofPortfolio Companies and Group Companies

Our Sustainability
P. 8

Sustainability Message

P. 9

Our Basic Approach

P. 11

FeatureP. 34 Participation in Our Community

P. 7

Environment

Sustainability Committee

P. 12 ESG Promotion in the Investment Business

P. 36

P. 37 Basic Policy on Environmental Initiatives

Sustainable Bonds

P. 13

P. 35 AI Ethics

Spotlight Portfolio Companies that Contribute to Solving Environmental

and Social Issues

Climate-related Information Disclosures in Accordance with
the TCFD Recommendations

P. 39 Initiatives for Climate Change Mitigation
P. 42 Biodiversity Conservation

Governance

P. 14

P. 43 Promotion of a Circular Economy

P. 15 Corporate GovernanceP. 19 ComplianceCorporate Information

P. 44

P. 21 Initiatives for Taxation
P. 22 Risk Management
P. 24 Information Security

P. 44 Communication with Stakeholders
P. 45 Major External Evaluations of Sustainability / Corporate Data
P. 46 GRI Standards Content Index

6

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Our Sustainability
Aiming to become the world’s most essential corporate group.
The SoftBank Group will continue fulﬁlling its responsibility as a leader of the Information Revolution.

P. 8

Sustainability Message

P. 9

Our Basic ApproachP. 11 Feature: Sustainability Committee
P. 12 ESG Promotion in the Investment Business
Sustainable Bonds
P. 13 Spotlight: Portfolio Companies that Contribute toSolving Environmental and Social Issues

7Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Sustainability Message

Yoshimitsu Goto
Board Director, Corporate Ofﬁcer, Senior Vice President, CFO & CISO

Corporate responsibilities on sustainability, including climate change and human rights, are becoming even more important.
In ﬁscal 2020, SBG started establishing its internal foundation and has been steadfastly promoting sustainability initiatives,and over the past year, I feel we have taken another vital step.
With respect to the environment, in June 2022, we disclosed information in line with recommendations of the Task Forceon Climate-related Financial Disclosures (TCFD), along with the Group’s greenhouse gas emission reduction targets. SBG
has already achieved Carbon Neutrality. We will continue to work together as a Group to promote these initiatives, having
our several major subsidiaries set their own targets.
Regarding social responsibility, we are stepping up efforts concerning human rights, such as identifying human rights
risks, and also we are putting more focus on human capital. We believe people are the most valuable capital for the investment business, and continued qualitative improvement of our employees will drive our future growth. For this reason, we willcontinue to support every employee to elevate the talent and become a global player.
As for governance, SBG’s Board of Directors consists of highly diversiﬁed and skilled members from global businessleadership and academia. Since June 2021, the ratio of External Directors exceeded 50%, further strengthening thesupervisory functions of the Board.
In addition, we also promote the integration of ESG into our investment business, recognizing its signiﬁcance as aninvestment company. Many of our portfolio companies are already working to address climate change, recycle resources,
ensure diversity and inclusion, and eliminate inequality and discrimination. We believe that an important challenge for the
future is how to integrate ESG seamlessly into our investment criteria. Companies that have an insufﬁcient ESG perspective
are considered to be more likely to deliver limited growth over the medium to long term, so investing in such companies
could adversely affect our investment performance. It is indispensable that we address social needs head on. We will not
simply integrate ESG into our investment criteria; we will continue to monitor the ESG efforts of those companies wechoose to invest in and engage with them as necessary.
While these activities have already been highly rated by third-party ESG evaluation organizations, the Group plans tofurther deepen its initiatives with more substance. We will continue to promote ESG to enhance our vision while consideringsocial demands and making sure of continuous improvements.
8

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Our Basic Approach
Sustainability VisionHelp Shape the Next 300 Years for Our Future Generations and the Planet
SoftBank Group’s philosophy, Information Revolution — Happiness for everyone embodies our determination to bring happiness to everyone, even to future generations 300 years from now.
To create a world where people can live in harmony with the earth, the SoftBank Group will fulfill our responsibility as leader in the Information Revolution to realize a sustainable society.

Sustainability Principles
SBG established the SoftBank Group Sustainability Principles as a guideline to appropriately advance sustainability activities. Based on these principles, we have identified material issues (“Strategic Material Issues”)
reflecting the business characteristics and social demands of each Group company. We have also defined six activity themes for the Group to promote its sustainability initiatives autonomously.

Six Activity Themes—Our Direction

Strategic Material Issues *1

Strategic Material Issues(Top priority)

2

Take responsibility by responding to emerging issues thatcome with technological advancement

3

Ensure the growth of the future generations and ourbusiness by creating higher quality employment for all

4

Leverage breakthrough technologies to resolve environmental issues, including energy problems

5

Demonstrate highly transparent governance and integrity to
win further trust of our stakeholders

6

Maximize our potential as a group by joining forces withpeople around the world to make a positive impact on society

Eight Material Issues to be prioritized

Climate change
Human capital development
Corporate governanceAnti-corruption

Importance to stakeholders

1

Drive sustainable growth and innovation in society byuniting wisdom and knowledge

Labor standards
Social supply chain
Corporate citizenshipPrivacy anddata security

Human rights

Innovation management
Market opportunity
Sustainable finance

Pollution and resourcesE nvironmental supply chain

Risk management

 ccess toAcommunication

Health and safety

Importance to the Group(Top priority)*1 The colors of each materiality indicate its association with the six activity themes shown on the left.

9Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Identifying Material Issues (“Strategic Material Issues”)
SBG has classiﬁed issues to be addressed from two perspectives:

Step1

Step2

Step3

importance to stakeholders and importance to the Group. Among

Identification of issues
Identify issues

Materiality analysis
Analyze the importanceof issues to stakeholders
and the Group

Identification of material issues
Identify material issues
to be prioritized

Identify issues surrounding the Group’s
main businesses by referring to external
guidelines and opinions of experts.

Analyze the importance on two axes:
importance to stakeholders andimportance to the Group.

Identify Strategic Material Issues that
the Group should address withparticular priority.

these issues, we identiﬁed eight key issues as Strategic MaterialIssues to prioritize.

Sustainability Governance Structure
The Board of Directors has appointed Chief Sustainability Ofﬁcer (CSusO) and established theSustainability governance structure

Sustainability Committee. The Committee is chaired by CSusO (head of Investor Relations Department &head of Sustainability Department) and composed of three members including Board Director, Corporate
Ofﬁcer, Senior Vice President, CFO & CISO (head of Finance Unit & head of Administration Unit);
Corporate Ofﬁcer, Senior Vice President (head of Accounting Unit); and Corporate Ofﬁcer, CLO & GCO

Board of Directors of
SoftBank Group Corp.
Supervise

Report(head of Legal Unit). The Committee discusses material ESG issues surrounding the Group and its
promotion policies, while taking into account the requests from our stakeholders, and reports to theSecretariat
Sustainability Department

Sustainability Committee
Chairperson: Chief Sustainability Officer(CSusO)

Board for supervision.

Supervise

Related departments
Respond / report

Cooperate

Major subsidiaries

Initiatives for the SDGs
SBG aims to realize a society where people all over the world can live happily andprosperously. Together with the Group companies that conduct business globally, we will
work to contribute to the United Nation’s Sustainable Development Goals (SDGs) byaddressing the six activity themes identiﬁed in our SoftBank Group Sustainability Principles.

P. 32
P. 33

P. 29
P. 33
P. 34

P. 30
P. 33

P. 40
P. 41

P. 29
P. 30
P. 31
P. 32
P. 33

P. 34

P. 30
P. 33
P. 34

P. 34

P. 43

P. 39
P. 40
P. 41
P. 42

P. 42

P. 33

10

Introduction

FeatureOur Sustainability

GovernanceSocialEnvironment

Corporate Information

Sustainability Committee

SBG’s Sustainability Committee was established in June 2020 and usually holds meetings once a quarter. The heads of relevant departments also attend the meetings to engage in cross-functional discussions based on expertise and from multiple perspectives.

Meetings held

5 times in total(2 times in ﬁscal 2020, 3 times in ﬁscal 2021)

Main matters
discussed to date

• Integrating ESG factors into the investment process• Strengthening ESG information disclosure• Establishing ESG-related Group policies• Responding to climate change• Responding to human rights risks

The Committee was held three times in ﬁscal 2021 (October 2021, December 2021, and March 2022) discussing the Group’s material
issues including its response to climate change and human rights risks, as well as the value creation story based on its corporate philosophy and strategies.

* As of March 31, 2022

Message from the Chair and Members of the Sustainability Committee
Chair of the Sustainability Committee

Members of the Sustainability Committee

Chief Sustainability Ofﬁcer

Engaging Discussions Raise Company-wide AwarenessOn Becoming the Chief Sustainability Ofﬁcer
I was appointed as Chief Sustainability Ofﬁcer in June 2022
and have been serving as the chair of the Sustainability
Committee since then. As head of Investor Relations,
I have been actively supporting sustainability initiatives.
Now that I take on the dual responsibility in both sustainability and investor relations, I am committed to taking evengreater ownership of our sustainability efforts.
Yotaro Agari
To begin with, I would like to further accelerate our diaGlobal Head of Investor
Relations and Head of
logue with investors and other various stakeholders. As a
Sustainability Department“Vision Capitalist for the Information Revolution,” SBG aims
to continue investing in AI-driven innovation and supporting growth to realize its vision.
We believe such business activities and our business model itself lead to the creation ofsocial value and solutions to global risks. We will continue to widely communicate thesematters to promote thorough understanding of our efforts.
We also seek to understand the expectations of our stakeholders well and capitalizeon the ﬁndings in developing our measures. In particular, as our business activities spread
globally, so do our stakeholders, we will continue to generate solutions on the front linesof the global market. The Sustainability Committee plays a very important role in thiseffort. We need to create a roadmap to achieve our stated vision and connect with ourdaily efforts. I believe it is imperative to share and convey policies and measures throughout the entire Group while SBG as an investment company and our subsidiaries/portfolio
companies in various businesses as members of the Group work on sustainability.

Yoshimitsu Goto
Board Director,
Corporate Officer,
Senior Vice President,
CFO & CISO
Head of Finance Unit
Head of Administration Unit

The Sustainability Committee has just marked its second anniversary and taken on an important rolein the Group of promoting sustainability and hosted many discussions on such diverse topics as
updating Group policies and addressing climate change and human rights risks. Active discussion andexchange of opinions among department heads at the Sustainable Committee lead to awarenessraising of the senior management team, which in turn, positively inﬂuences all colleagues back in thedepartments, further fostering a company-wide awareness of sustainability.

Aiming to Enhance Non-ﬁnancial Disclosure

Kazuko Kimiwada
Corporate Officer,
Senior Vice President
Head of Accounting Unit

As head of Accounting Unit, I feel that disclosure of non-ﬁnancial information—not just ﬁnancial information—is becoming increasingly important. Although the disclosure of quantitative ﬁgures is a very
challenging mission, by observing the trends in international non-ﬁnancial information disclosure
frameworks, we will continue striving to disclose credible information in a way that is easy tounderstand for investors and stakeholders. In addition, as a strategic investment holding company,
we recognize the importance of disclosure that extends to investees. We will continue taking
measures to enhance engagement with and monitoring of each fund’s portfolio companies.

Substantial Sustainability Initiatives with Integrity

Tim Mackey
Corporate Officer,
CLO & GCO
Head of Legal Unit

Fostering awareness of compliance, ethics and integrity among our Group employees is a core role of theGroup Compliance Ofﬁcer. To my mind, this will also naturally foster an overall awareness of sustainability.
In line with the corporate philosophy of Information Revolution — Happiness for everyone, the Group’s goal
is not simply economic proﬁt but also to contribute to the growth and development of society as a whole.
We will work to instill understanding of this philosophy across the Group and will continue to go beyond
superﬁcial sustainability and further evolve initiatives in pursuit of substantial sustainability that leads tohappiness in society generally.

11

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

ESG Promotion in the Investment BusinessIn order to improve medium- to long-term returns and reduce risks in its investment business, the Group

Environmental and Social Contributions through the Investment Businessis building a systematic assessment process for the ESG initiatives of portfolio companies. The GroupThe Group, as a “Vision Capitalist for the Information Revolution,” contributes to solving issues, such asalso conducts knowledge sharing and engagement to enable portfolio companies to incorporate ESG

climate change and educational and economic inequalities, and achieving sustainability on a global

aspects in their business strategy.

scale, by investing in companies with innovative technologies and business models. Through its investment
business such as SoftBank Vision Funds, we have already invested in many companies that contribute

ESG Integration into the Investment Process

to solving environmental and social issues using AI.

The Group believes that encouraging its portfolio companies to engage in ESG initiatives will contributeto the sustainable development of society and the sustainable growth of the Group. With this in mind,

See pages 13, 33, and 41– 43 for more on our portfolio companies that contribute to solving environmental and social issues.
P. 13

we revised our Portfolio Company Governance and Investment Guidelines Policy in May 2021, which

P. 33

P. 41–43

originally sets forth criteria on governance of portfolio companies to be considered in the investment
process. The revised policy clearly states that environmental and social factors, in addition to gover-Engagement with Portfolio Companies
SBIA

nance, are to be assessed in the selection of investees and in post-investment monitoring. The policy

Sustainability Sessions with Portfolio Companies

applies to SBG and its subsidiaries.*

SBIA holds sustainability sessions with portfolio companies as part of its engagement activities. SBIA

1

In assessing the environmental and social factors of investees, each investment subsidiary develops

held a total of four sessions by the end of ﬁscal 2021 and more than 60 companies and organizations in

its own implementation plan, which includes material environmental and social issues and assessment

total attended the sessions. The sessions provide useful information for portfolio companies to assess

methodologies. Some of our investment subsidiaries have already started assessing the environmental

and address business risks and opportunities related to sustainability, such as climate change policies

and social initiatives of potential investees during due diligence and are discussing how to utilize thein the U.S., the trend of decarbonization initiatives, and the importance of corporate ESG initiatives.

assessment results in investment decisions and post-investment monitoring.

The sessions also serve as a forum for promoting collaboration among portfolio companies through,for instance, the discussions where leaders of portfolio companies participate as panelists.

Sustainable Bonds
The Group promotes businesses that contribute to solving environmental and social issues by utilizing sustainable bonds.
HAPS Bond

SoftBank Corp.

Green Bonds

Z Holdings Corporation

In January 2022, SoftBank Corp. issued a total of ¥30 billion in sustainability bonds (nicknamed “HAPS

In July 2021, Z Holdings Corporation issued ¥20 billion in green bonds as a means of raising funds forBond”) to fund capital expenditures, R&D, and other areas related to its High Altitude Platform Station

projects that contribute to solving environmental issues. Funds raised are to be allocated to expenditures(HAPS) business. HAPS are unmanned aircraft systems ﬂown in the stratosphere that act as airborne

for constructing, refurbishing, acquiring, and operating energy-efﬁcient data centers to be used by thebase stations. They are operated to construct stable Internet environments that deliver connectivity to

Z Holdings Group, as well as to the procurement of renewable energy-based electricity to be used at

mountainous areas, remote islands, developing countries, and other areas and regions lacking access todata centers.

traditional telecommunications networks.
*1 Includes SoftBank Vision Funds and other investment subsidiaries managed by subsidiaries of SBG but excludes listed companies andsubsidiaries that the Group is restricted from controlling for regulatory reasons and their subsidiaries.

12

Introduction

Spotlight

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Portfolio Companies that Contribute to Solving Environmental and Social Issues (Information for the portfolio companies is as of September 30, 2022)

Utilizing AI and other innovative technology, the Group’s portfolio companies leverage their own unique strengths to realize sustainability on a global scale. As a “Vision Capitalist for the Information Revolution,” we aim
to realize a safer, more prosperous, and exhilarating future while solving global issues through the businesses of our portfolio companies.

P. 33

P. 41-43

ClimatechangeHigher work
satisfaction andproductivity

CirculareconomyEnvironment

Health, safety,
and security

Biodiversity

SocietyCyber
security

Closing
gaps and
improving
access* These are examples of portfolio companies that contribute to solving environmental and social issues.

13Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Governance
The Group is continuously strengthening its governance and enhancing effectivenessin order to achieve sustainable growth and further increase long-term corporate value.

P. 15 Corporate GovernanceP. 19 ComplianceP. 21 Initiatives for Taxation
P. 22 Risk Management
P. 24 Information Security

14

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Corporate Governance
Guided by the fundamental concepts of free, fair, and innovative, and our corporate philosophy of

to be followed by the directors, ofﬁcers, and employees of the Group, and works to continue strengthening

Information Revolution — Happiness for everyone, the Group aims to be a provider of essential technol-

governance. Further, we have formulated the SoftBank Group Sustainability Principles to set out mattersogies and services to people around the world while maximizing its corporate value.

necessary for the Group to appropriately carry out sustainability activities, and we will continue to meet

To realize this vision, we have formulated the SoftBank Group Charter to share our fundamental

the expectations of stakeholders, including shareholders and creditors, customers, business partners,

concept and corporate philosophy and have devised the Group Company Management Regulations of

employees, and local communities (governments, administrative agencies, regional communities, NPOs,

the SoftBank Group to set forth our management policy and management framework for GroupNGOs, etc.) and fulﬁll our responsibilities as a company leading the Information Revolution with the goalcompanies. We have also established the SoftBank Group Code of Conduct, which prescribes policies

of supporting a sustainable society.

Our path to strengthening governance
1994

Registered as an OTC stock with the Japan Securities Dealers Association

1995

Appointed the ﬁrst foreign national Board Director

1998

Listed on the First Section of the Tokyo Stock Exchange

1999

Invited a Board Director from outside the company (equivalent to a current External Board
Director); transitioned to a pure holding company

2002

External board directors system introduced in the Commercial Code (currently theCompanies Act) of Japan
Started livestreaming of earnings results brieﬁngs

2003

Started livestreaming of the Annual General Meeting of Shareholders

2006

Companies Act of Japan enacted

2012

Introduced a Corporate Ofﬁcer system

2015

Japan’s Corporate Governance Code entered into force

2019

Established the Group Risk and Compliance Committee

2020

Formulated the Portfolio Company Governance and Investment Guidelines Policy; increased
the number of External Board Directors; appointed the ﬁrst female Board Director; establishedthe Nominating & Compensation Committee and the Sustainability Committee; appointed a
CSusO*1 and CRO*2 ; revised the Board of Directors structure (separation of the management
decision-making function from the business execution function)

2021

2022

Added environmental and social items to the above policy; achieved a 55.6% external ratioof Board Directors and a 100% external ratio of Audit & Supervisory Board members
Transitioned from the First Section of the Tokyo Stock Exchange (TSE) to the Prime Marketof the TSE*1 Chief Sustainability Ofﬁcer*2 Chief Risk Ofﬁcer

Corporate governance system

External Board Director /External Audit & Supervisory Board member

Internal Board Director

General Meeting of Shareholders
Nominating & Compensation Committee
Ratio of External
Board Directors
2/3Elect / dismiss
members of Audit& Supervisory
Board

Elect / dismiss Board Directors

Elect / dismiss
Independent
AuditorRecommend

Separating
the management
decision-making
from the businessexecution

Board of Directors*3
Ratio of External
Board Directors*4
5/9
ReportReportReportReport
Audit

Audit &
Supervisory Board

Independent
Auditor

Brief

ReportCooperateElectmembers /delegate
partialauthorityElect
chairperson /delegate
partialauthority

Investment
Committee*6

Brand
Committee

Call /
report on
execution
situation

Supervise

Supervise /elect /
dismiss

SuperviseGroup Risk
Sustainability
andCompliance Committee
Committee

Representative
Director,
Corporate Officer,
Chairman & CEO
ReportCorporate Officers

Ratio of External
Audit & Supervisory
Board members*5
4/4

ReportBrief

Cooperate

Brief /
cooperate

Audit &
Supervisory
Board OfficeInternal Audit
Office*3 Special Directors are put in place in accordance with Paragraph 1, Article 373 of the Companies Act.
*4 Of the ﬁve External Board Directors, four are designated as Independent Ofﬁcers.
*5 Of the four External Audit & Supervisory Board members, three are designated as Independent Ofﬁcers.
*6 Supervisory Committee is put in place to supervise matters such as investments and loans of the certain subsidiaries.

15

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Status of the Board of Directors and its Members
SBG’s Board of Directors consists of individuals who provide a wealth of knowledge and experience in corporate management, legal affairs and governance, as well as bringing global perspective and other qualities.
Board Directors have also been selected in consideration of their nationality, ethnicity, gender or age. The Board Directors appointed in ﬁscal 2022 have a variety of skills and backgrounds, including one female
Director and two non-Japanese Directors, ensuring the diversity of the composition. Moreover, the Board’s supervisory function has been strengthened from having a majority of External Board Directors.

Masayoshi Son
Board Director, Corporate Ofﬁcer,
Senior Vice President, CFO & CISO

2 years*1

1,079

●

●

34 years
4 months

2,532

●

●

●

1 year

0.2

●

●

●

●

●

Diversity●

Technology

●

Law /
Governance

460,161(in thousands)
As of March 31,
2022

Finance /Accounting

40 years
9 months

less than one
year

Academic
background

Skill matrix
Banking /M&A

Representative Director,
Corporate Ofﬁcer, Chairman & CEO

Years in Number ofofficeshares held“—” indicatesin SBG

Corporate
management

Independent
Officers

Position / Name

External Board
Directors

Board Directors (as of June 24, 2022)

Major activities or reasons for appointment of External Board Directors●●

Yoshimitsu Goto

Board Director

Ken Miyauchi

Board Director

Kentaro Kawabe

External Board Director,
Independent Ofﬁcer●●

4 years

1●●

3 years—●●

1 year213

1 year———Major activities Makes remarks to supervise business judgments and decision-making based on his extensive
knowledge and broad experience in corporate management and governance. Also, as Chairperson of the Nominating& Compensation Committee, leads objective discussions from an independent standpoint and plays an important rolein consulting with the Board of Directors.

●

Masami Iijima
External Board Director,
Independent Ofﬁcer●●

Major activities Makes remarks to supervise business judgments and decision-making based on his extensive knowledge and broad experience of AI and other technologies as a leading expert in the ﬁeld, acquired through his engagement in
AI research over many years. Also, as a member of the Nominating & Compensation Committee, expresses objective
opinions from an independent standpoint and plays an important role in consulting with the Board of Directors.

●

Yutaka Matsuo
External Board Director,
Independent Ofﬁcer

●

●

●

Major activities Uses her extensive knowledge and experience in corporate management and technology, acquired
through her career as corporate manager and ﬁnance manager of a global digital entertainment company, to provide
oversight and recommendations that contribute to SBG’s management and decision-making process.

●

Major activities Uses his extensive knowledge and experience in corporate M&A and strategic alliances, acquired
through his career as an attorney at an international law ﬁrm, to provide oversight and recommendations that contribute to SBG’s management and decision-making process.

●Reasons for appointment Has extensive knowledge and experience in investment, corporate management and technology, having worked for global IT companies and consulting ﬁrms, including a position as co-founder and general partner of aventure capital fund. SBG appointed Mr. Chao as External Board Director in June 2022 with the expectation that he would
use his wealth of knowledge and experience to supervise and give advice for the further growth of the Group.

Keiko Erikawa

External Board Director

Kenneth A. Siegel

External Board Director,
Independent Ofﬁcer

David Chao

●

●

●

●

●

●

●

*1 Mr. Yoshimitsu Goto has been a Board Director for 2 years since June 2020 but has served as Board Director for a total of 3 years, including one year as Board Director from June 2014.

16

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Status of the Audit & Supervisory Board and its Members
SBG’s Audit & Supervisory Board comprises External Audit & Supervisory Board members who are highly specialized and knowledgeable, particularly in ﬁnance/accounting and law/governance. By attending Boardof Directors meetings, the Audit & Supervisory Board members monitor and verify the status of the Board of Director’s decision making and the status of the execution of the Board of Directors’ obligation to supervise
each director. In addition, to audit the Board Directors’ execution of duties, the Audit & Supervisory Board regularly receives reports from directors, employees, auditors of major subsidiaries, and other relevant parties
and holds hearings as necessary.
Audit & Supervisory Board Members (as of June 24, 2022)

7 years

—

●

●

●

●

1 year—●●Makes remarks based on his extensive knowledge and experience, acquired through his career as head of risk
management at a ﬁnancial institution.

18 years—●●

Makes remarks based on his extensive knowledge and experience as a lawyer.

1 year—●Makes remarks based on his extensive knowledge and experience as a Certiﬁed Public Accountant, State ofCalifornia, U.S.

Maurice Atsushi Toyama
Full-time External Audit & Supervisory
Board Member, Independent Ofﬁcer

Yuji Nakata
External Audit & Supervisory
Board Member●

Major activities of External Audit & Supervisory Board Members

Diversity

Academic
background

Finance /Accounting●

Technology

Banking /M&A●(in thousands)
As of March 31,
2022

Law /
Governanceless than one
year

Corporate
management

Independent
Officers

Full-time External Audit & Supervisory
Board Member, Independent Ofﬁcer

Skill matrix

External Audit &Supervisory Board
Members

Position / Name

Years in Number ofofficeshares held“—” indicatesin SBG

Soichiro Uno
External Audit & Supervisory
Board Member, Independent Ofﬁcer

●

●

●

Makes remarks based on his extensive knowledge and experience as a Certiﬁed Public Accountant.

Keiichi Otsuka

Committees
As part of its efforts to strengthen corporate governance, SBG has
established various committees.
Each of the respective committees discusses important issues andpromotion policies, thereby building a system that ensures appropriate
management decisions without compromising the efﬁciency of the Boardof Directors. The committees include: the Nominating & Compensation
Committee, which deliberates and submits its opinions to the Board of
Directors regarding policies related to the election, dismissal, evaluationand compensation of the Board Directors; the Investment Committee,
which makes decisions on investments, loans, and borrowings; theBrand Committee, which is responsible for decision-making and management of matters related to the SoftBank brand; the Group Risk andCompliance Committee (GRCC); and the Sustainability Committee.

Name ofcommittee
Nominating &Compensation
Committee
Investment
Committee

Chairperson

Masami Iijima
External Board Director,
Independent Ofﬁcer—

Yoshimitsu Goto
Brand
Committee

Board Director, Corporate Ofﬁcer,
Senior Vice President, CFO & CISO
Head of Finance Unit
Head of Administration Unit

Group Risk and
Tim Mackey
ComplianceCorporate Ofﬁcer, CLO & GCO
Committee
Head of Legal Unit
(GRCC)
Sustainability
Committee

Yotaro AgariCSusO
Head of Investor Relations Department
Head of Sustainability Department* As of June 24, 2022.

Main roles

Number of members & composition

Deliberates on Board Director election and dismissal
criteria, candidate proposals, individual remuneration,and policies, etc. related to evaluation and remuneration,and makes recommendations to the Board of Directors

1 chairperson
2 members (including 2 External Board Directors out of
total 3 members)

Resolves matters stipulated in the Regulations of theInvestment Committee, including investment, loans,and borrowings under a certain amount3 members

Decides matters stipulated in the Regulations of theBrand Committee, including management and licensing of the SoftBank brand1 chairperson
4 members (Corporate Ofﬁcer, Senior Vice President /head of CLO Ofﬁce / head of the Corporate
Communications Ofﬁce / head of the General
Administration Department)

Deliberates on policies, promotion systems and statusof risk management and compliance activities of theGroup, and other matters deemed necessary by thecommittee chairperson or members

1 chairperson
2 members (Board Director, Corporate Ofﬁcer, SeniorVice President / Corporate Ofﬁcer, Senior Vice President)

1 chairperson
Deliberates over important issues, promotion policies, 3 members (Board Director, Corporate Ofﬁcer, Senior
and related issues regarding sustainability at the Group Vice President, CFO & CISO / Corporate Ofﬁcer, SeniorVice President / Corporate Ofﬁcer, CLO & GCO)

17

Introduction

Our Sustainability

Governance

Executive Compensation System
Overview of the Executive Compensation System
The executive compensation policy of SBG is decided by resolution of the Board of Directors, accounting
for the societal and relative status of each ofﬁcer and the degree of his/her contribution to SBG, whilereferring to the results of compensation surveys conducted by professional organizations, to ensure thatcompensation levels are competitive enough to attract global talent who share the same aspirations. The
individual amount of compensation is determined pursuant to the procedure described below in “Organization
and Procedures for Deciding Executive Compensation.” For Board Directors whose main duties are as ofﬁcersof subsidiaries and Group companies, compensation is determined by the compensation policy of eachcompany, based on the Cluster of No. 1 Strategy, and such compensation is paid by subsidiaries andGroup companies. Compensation for External Board Directors and Audit & Supervisory Board members
consists exclusively of ﬁxed compensation, because they are independent of business execution.

SocialEnvironment

Corporate Information

The compensation of the Board Directors for ﬁscal 2021 has been decided by Masayoshi Son(Representative Director, Corporate Ofﬁcer, Chairman & CEO), based on the contents of discussions by
the Nominating & Compensation Committee, which is a voluntary advisory body to the Board of
Directors, within the range of authority entrusted to him by resolution of the Board of Directors. The
SBG’s Nominating & Compensation Committee shall review proposed compensation from multiple viewpoints, including consistency with its compensation policy for ensuring further rationality and reasonableness,and report back to the Board of Directors on its deliberation details. The Board of Directors reconﬁrms
that the deliberations are in line with its compensation policy.
To ensure independence, compensation for Audit & Supervisory Board members for ﬁscal 2021 wasdecided through consultation among the Audit & Supervisory Board members after the conclusion of theAnnual General Meeting of Shareholders in June 2021.

Evaluation of the Effectiveness of the Board of Directors
Organization and Procedures for Deciding Executive Compensation
Executive compensation is paid within the range of the aggregate amount of compensation approved by
the resolution of the General Meeting of Shareholders, subject to conﬁrmation that it is in line with theabove “Overview of the Executive Compensation System” and both rational and reasonable.
Regarding the range of the aggregate amount of compensation, the monetary compensation and thestock compensation paid to Board Directors were resolved at an amount not exceeding ¥5 billion peryear, respectively, at the 38th Annual General Meeting of Shareholders held on June 20, 2018, and SBG
was served by 12 Board Directors (including three External Directors) at the time of the resolution. The
compensation paid to Audit & Supervisory Board members was resolved at an amount not exceeding¥160 million per year at the 41st Annual General Meeting of Shareholders held on June 23, 2021, and
SBG was served by four Audit & Supervisory Board members (including four External Audit & Supervisory
Board members) at the time of the resolution.
Components of executive compensation
Component

Details

Fixedcompensation• An annual amount is set on an individual basis and paid in ﬁxed monthly cash
Basic
installments.
compen- • Amount of compensation is decided on an individual basis, taking into considsation
eration whether ofﬁcers are full-time or part-time, as well as their positions andthe duties they are in charge of.

Cash
AggregatebonusesCompensationfor Board
PerformanceDirectors*1
based
compensaSharetion*2
based
payment

SBG conducts annual evaluations of the effectiveness of the Board of Directors. Most recently, from
November 2021 to April 2022, SBG had an independent organization conduct a questionnaire and interviews with its Representative Director, Corporate Ofﬁcer, Chairman & CEO, several Board Directors andExternal Board Directors and all of the Audit & Supervisory Board members from the perspective of thecomposition, operation and support systems of the Board of Directors, and conducted an evaluation of theeffectiveness of the Board based on the results of the questionnaire and interviews. As a result of the evaluation, it was conﬁrmed that, among the issues pointed out in the ﬁscal 2020 evaluation, the supervisorysystem for conﬂicts of interest, in particular, has been strengthened. Meanwhile, in the questionnaire andinterviews, the need to improve the effectiveness of the Nominating & Compensation Committee and to
examine how to discuss sustainability were noted as particularly important roles that the Board of
Directors of SBG should fulﬁll. It was also pointed out that the Board needs to devise ways to ensure
sufﬁcient time for discussion at meetings.
The results of the evaluation were reported at the Board of Directors meeting held in April 2022, andthe Board has conﬁrmed that it will make improvements with regard to the indicated issues.

Overview

Incentive for short-term performance• Cash bonuses are paid every ﬁscal year as compensation for the execution ofduties while in ofﬁce.
Incentive to improve corporate value over the medium to long term
• Stock options using stock acquisition rights are provided with the aim toencourage executives to make continuous management effort, while sharing
mutual interest with shareholders through increases in share prices.
• The content of stock acquisition rights includes normal stock options (with theexercise price calculated based on the market price at the time of allotment) andshare-based stock options (with an exercise price of ¥1). The exercisable period
will be set within a range of 10 years from the day following their allotment date.

*1 Excludes compensation for External Board Directors.
*2 The amount of cash bonuses and the number of stock acquisition rights allotted as stock compensation are decided based on multiple performance indicators for adequately rewarding the results achieved through business activities. Speciﬁcally, it is decided on an individual basis andshall take into consideration individual performance based on each ofﬁcer’s ability and achievements, as well as company performance including
consolidated ﬁnancial results, the stock price, and NAV (Net Asset Value).

Approach and Policies on Group Management
SBG is working to increase NAV (Net Asset Value)*3 while building a corporate group that engages in awide range of businesses in the information and technology sectors through direct investments,*4 including those in Group companies, and investments in investment funds.*5 In this process, each portfolio
company will seek self-sustained growth, while SBG, as a strategic investment holding company, will
support them in increasing their corporate value by leveraging the Group network to promote collaboration among the portfolio companies.
Furthermore, SBG will conﬁrm, or make reasonable efforts to ensure, that each portfolio company operates
under standards of environmental, social, and corporate governance that are substantially equivalent tothe standards set forth in the Portfolio Company Governance and Investment Guidelines Policy.

*3 NAV = Equity value of holdings - Net debt.
*4 Including investments made through subsidiaries.
*5 SoftBank Vision Funds, etc.

18

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Compliance
The Group believes that it is essential that we conduct our business according to the highest ethicalGroup Compliance Structure

standards, not just in compliance with the law. All business activities are based on a relationship of trust

In order to concentrate authority over compliance and address issues quickly, SBG designated thewith society, and any act that violates this trust could threaten the business continuity. Based on thisGroup Compliance Ofﬁcer (GCO) as the ofﬁcer responsible for compliance across the entire Group, andidea, we place great importance on being an organization where each employee has a high regard forappointed Tim Mackey, who serves as Corporate Ofﬁcer, CLO, and head of Legal Unit. Each Group

ethics in their daily work and the commitment to always act with integrity.

company has also appointed a Chief Compliance Ofﬁcer (CCO) who is responsible for compliance. The
GCO and the CCOs of each Group company are responsible for planning and executing the necessary

SoftBank Group Code of Conduct

initiatives for the establishment and strengthening of the compliance structure to engage in corporate

As a strategic holding company, SBG established the SoftBank Group Code ofactivities that adhere to high ethical standards, working in cooperation with compliance chiefs who

Conduct to further reinforce the entire Group’s ethics and compliance structure.

undertake monitoring and education of each department in day-to-day operations. In addition, by shar-

The SoftBank Group Code of Conduct applies to everyone at the Group—theing information on a regular basis at the CCO meeting, the GCO and CCOs work to identify and resolveGroup’s directors, ofﬁcers, and employees in every country, region, businesscompliance-related issues while promoting initiatives to raise compliance awareness throughout the Group.

unit and department. The SoftBank Group Code of Conduct sets out our ﬁve
commitments, namely, our commitments to integrity and respect; being cus-

Group compliance structure

tomer driven; transparency and robustness; diversity, inclusiveness and an
Board of Directors of SoftBank Group Corp.

engaging environment; and fair business practices. It also stipulates action
statements, which provide direction in conducting business ethically, regarding
the ﬁve commitments.
See our website for further details.

Oversee

UpdateGroup Risk and Compliance Committee of
SoftBank Group Corp. (GRCC)

Appoint

ReportUpdateOversee

Report /consult

Group Compliance Officer (GCO)

Supplier Code of Conduct

Oversee

The Group conducts business in various areas and sectors across the globe and has built a diverse sup-Report / assist

Group Compliance Officeply chain. We place importance on sustainability in these supply chains and believe that it is essential not
only the Group to comply with laws, but also to ensure that suppliers conduct business based on highethical standards. Therefore, SBG has formulated the Supplier Code of Conduct in May 2021, whichsets forth the items that we expect our suppliers to comply with, and requires them to work in accordance with the ethical standards in each ﬁeld of Environment, Labor, Health and safety, and Fair business. At the same time, SBG explicitly includes compliance with the Supplier Code of Conduct as arequirement in contracts upon commencement of business with suppliers.

Direct / advise / guide

ReportChief Compliance Officer (CCO) of
SoftBank Group Corp.
Report / consult

Staff of SoftBank Group Corp.

Direct / advise / guide
Coordinate

ReportChief Compliance Officers (CCO) of
subsidiaries
Report / consult

Staff of subsidiaries

See our website for the full text of our Supplier Code of Conduct.

19

Introduction

Our Sustainability

Governance

Ethics and Compliance Program

SocialEnvironment

Corporate Information

Under the new Group policy, while respecting the independence of each Group company as required

The Group’s ethics and compliance program encompasses a wide range of activities, including the for-for regulatory reasons, we have established an organization to centrally manage insider information andmulation of the Code of Conduct and other internal regulations related to compliance; education andinvestment conﬂicts, and have implemented a Group-wide management system to further reinforce ourawareness-raising programs; addressing whistleblowing and misconducts; and risk assessment.

structure for managing insider information.

Through these activities, we monitor and mitigate such compliance-related risks as insider trading,
conﬂicts of interest, bribery and the management of conﬁdential information. In recent years, we haveGroup Policies

reinforced our management frameworks, especially preventing insider trading and addressing conﬂicts of

SBG has established minimum requirements, referred to as the SoftBank Group Policies, which eachinterest, with the introduction of Group-wide rules and systems as part of our internal control efforts inGroup company must comply with in high-risk compliance areas. The SoftBank Group Policies coverthese areas.

anti-corruption, competition law, conﬂicts of interest, management of investment conﬂicts, governance

SBG has established the Group Risk

Structure of SBG’s ethics and compliance programof portfolio companies, insider trading, economic sanctions, risk management, information security,

and Compliance Committee (GRCC) to

Oversight of program

oversee Group-wide risk management,· Leadership· Governance

The Board of Directors and GRCC
oversee the Group’s overall ethics
and compliance program

as well as the ethics and complianceprogram. Comprising SBG Board
Directors and Corporate Ofﬁcers, theRisk assessment

ple to oversee the Group-wide ethics∙ Group-wide assessment∙ Oversee risk mitigations

related material issues and implementation policy based on reports about

Regular assessment ofGroup-wide compliance risks
and formulation of mitigation
measuresprogram plans and progress. In accordance with the Board of Directors
Regulations, the matters discussed by
the GRCC are regularly reported to theBoard of Directors and subject toits oversight.

Ethics & Compliance Helpline
The Group believes that creating a proper environment, in which employees feel safe to report/seek consultation on compliance-related problems and concerns, is a key to maintaining an ethical workplace. All Group

GRCC meets once a quarter in princiand compliance program and discuss

privacy, brand management, human rights, the environment, and taxes.*1

Standards and controls∙ Code of Conduct∙ Group policies∙ Controls

directors, ofﬁcers, and employees have access to multiple channels to report/seek consultation on problems and concerns. In addition to helplines at each Group company, the SoftBank Group Ethics & ComplianceHelpline has been established by SBG as a secondary channel for all directors, ofﬁcers, and employees at

Establishment of a Code of
Conduct and internal regulations toensure that SBG’s Board Directors,ofﬁcers and employees comply withethical standards

Helpline, especially for situations that may have a serious adverse effect on the entire Group. Within theextent permitted by applicable laws, the SoftBank Group Ethics & Compliance Helpline can be used anony-Group companies. Any directors, ofﬁcers, and employees who may be uncomfortable using their company’s
helpline may report/seek consultation on their concerns via the SoftBank Group Ethics & Compliance

Monitoring and review

Training and awareness∙ Ethics & Compliance Helpline∙ Employee surveys∙ Internal audits∙ E-learning∙ Face-to-face training∙ Regular communications

mously. Through the SoftBank Group Ethics & Compliance Helpline, directors, ofﬁcers, and employees can

Monitoring and review of theeffectiveness of the ethics andcompliance program, based on
the operational status of the
Ethics & Compliance Helplineand employee surveys

Periodic training and communications via e-mails and other tools
using familiar examples to build
better understanding andawareness of complianceamong employees

ing fraud, human rights infringement and harassment, any form of corruption (misappropriation, bribery,report/seek consultation on compliance issues and concerns in the workplace, such as ﬁnancial and accountetc.), conﬂicts of interest, and insider trading. The Group conducts timely and appropriate investigations ofwhistleblowing cases, veriﬁes the facts, and takes corrective and relief measures as necessary, disclosing
and reporting matters as appropriate. We have no tolerance for any form of retaliation against directors, ofﬁcers
or employees who raise genuine concerns or participate in an investigation, nor do we tolerate retaliation

Initiatives to Prevent Insider Trading

against directors, ofﬁcers or employees who refuse to participate in misconduct.

The Group has long had in place an appropriate framework to prevent insider trading as a publicly listedcompany. In recent years, we have strengthened our internal control system to more robustly address
the regulatory and reputational risks associated with active investments. Speciﬁcally, to centrally manage
the Group’s risks related to insider trading and conﬂicts of interest, we established a new Group policyon the management of investment conﬂicts between Group companies and insider information related toinvestment and trading activities. The new policy supplements the existing Group policy on insider

The SoftBank Group Ethics & Compliance Helpline is available to the Group directors, ofﬁcers,
employees, and external third parties. If you discover acts on the part of the Group or its directors,ofﬁcers, and employees that violate laws or ethics or that might lead to such violations, please use thefollowing link to report the issue or seek consultation.
Click here to report/seek consultation with the SoftBank Group Ethics & Compliance Helpline.

trading prevention.
*1 As of July 31, 2022.

20

Introduction

Our Sustainability

Governance

Educational/Awareness Programs

SocialEnvironment

Corporate Information

Anti-corruption Initiatives

The Group conducts training and compliance awareness-raising activities to ensure that directors, ofﬁ-

Under the supervision of the Board of Directors, SBG promises in its Anticorruption Policy to conduct

cers, and employees recognize high-risk compliance areas and have the information they need to makebusiness ethically, to be intolerant of any form of bribery and corruption, and to comply with all applica-

the right choices. In addition, based on the results of risk assessments, we provide training to directors,

ble laws prohibiting bribery and corruption hereinafter “laws and regulations related to anti-corruption.”ofﬁcers, and employees regarding risk areas, such as insider trading and conﬂicts of interest. SBG con-Also, we ensure that all Group employees are fully aware of and observe the Anticorruption Policy toducts annual training based on the SoftBank Group Code of Conduct for its ofﬁcers and employees toprevent corruption in any form which would constitute an ethics and compliance violation by the Group.

deepen their understanding and ensure thorough compliance with the Code of Conduct. Furthermore,

Furthermore, we ask for the cooperation of our suppliers to prevent corruption through our Supplier

we have introduced a global training system and provide training on the SoftBank Group Code of

Code of Conduct. Each Group company sets internal rules and procedures to efﬁciently reﬂect theConduct and focus on certain high-risk areas for Group companies in Japan and overseas. As one

Anticorruption Policy into the business process, considering laws and regulations related to anti-corruption.

example of our compliance awareness-raising activities, SBG and its major subsidiaries in Japan andWhen SBG conducts transactions with a third party, in addition to corruption prevention measures, weoverseas hold a Compliance Awareness Month annually. During Compliance Awareness Month, we con-conﬁrm in advance whether there are any conﬂicts of interest with the business partner and whether theduct a variety of initiatives to enhance compliance awareness, including an employee survey that mea-

business partner is classiﬁed as a party subject to economic sanctions or anti-social forces.

sures compliance awareness and compliance-related training. Moreover, we periodically deliver animatedWhen SBG or its subsidiaries make a new direct investment, we also seek to understand the risks

videos with newsletters, featuring everyday compliance issues to provide opportunities for the Group’s

related to compliance and internal controls by conducting due diligence not only on the business of thedirectors, ofﬁcers, and employees to learn about ethical behavior. In addition, the management andinvestee but also on the status of legal compliance as part of the investment decision-making process.

GCO deliver messages for employees regarding compliance based on the results of the employee
survey.

Initiatives for Taxation

Training and awareness-raising activities conducted in fiscal 2021

Training• Training on the SoftBank Group Codeof Conduct• Training on power harassment• Training on anti-corruption• Training on insider trading and conﬂicts
of interest

Distributing
newsletters /animated videos• Helpline investigation process• Unconscious bias
• How to show your identity on social media• Protecting company assets

Other• Compliance Awareness Month– Employee survey– Photo hunt

See our website for the full text of our Anticorruption Policy.

Tax Policy Disclosure
In July 2022, SBG established and disclosed its Tax Policy, which sets out the principles concerning tax
affairs to be observed by the Group when conducting business activities. The policy stipulates theGroup's system for the execution of operations and risk management related to tax affairs, complianceTop screen of intranet site,
Compliance Awareness Month 2021

with all relevant tax-related laws and ordinances when conducting business activities, endeavor toensure appropriate payment of taxes and optimization of tax costs, and establishing favorable relationships with tax authorities. The Group will continue to conduct its business activities in accordance withthe laws and ordinances of each country and fulﬁll its tax obligations appropriately, thereby contributing
to the economic and social development of the countries in which we operate.
See our website for the full text of our Tax Policy.

Compliance awareness e-learning

21

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Risk Management
Risk management, which protects the interests of stakeholders and mitigates factors that impede

SBG’s Risk Management Ofﬁce reports identiﬁed risks that are material to the Group and theirsustainable corporate growth, is essential to a company. There are a wide variety of risks to be managed

countermeasures to SBG’s Board of Directors and the Group Risk and Compliance Committee (GRCC)

by the Group, which operates its business globally. To address these risks, we comprehensively assesson a quarterly basis. Accordingly, both governance bodies supervise the Risk Management Ofﬁce. The

diverse risks based on the information we collect, examine countermeasures, and monitor the effective-

GRCC consists of Board Directors and Corporate Ofﬁcers of SBG and works to enhance the risk man-ness of those.

agement system across the Group.

Risk Management System

Risk Management Initiatives

SBG established the Chief Risk Ofﬁcer (CRO) function to be responsible for managing Group-wide risks.

The Risk Management Ofﬁce of SBG works to strengthen risk management activities by identifying andCRO is appointed by SBG’s Board of Directors. Supervised by the CRO, the Risk Management Ofﬁce of

responding to risks, with the aim of mitigating factors that obstruct the sustainable growth of the entire Group.

SBG spearheads Group-wide risk management activities.
To ensure a Group-wide understanding of the purpose of risk management and to clarify the basic

Risk Identiﬁcation

roles of ofﬁcers, employees, and risk managers, SBG established the Risk Management Policy, which

The Risk Management Ofﬁce is pursuing the following initiatives to gain a comprehensive understanding

applies to all ofﬁcers and employees of SBG and the Group companies ensuring their active involvementof the various risks facing the entire Group.

in risk management activities. In accordance with the Risk Management Regulations and Group
Company Management Regulations of the SoftBank Group, which are set under the Risk Management

Prior confirmation of important agenda items

Policy, SBG and the Group companies

When important matters are to be resolved by SBG’s Board of Directors and other committees, the Risk

appoint risk managers. The risk managers
are responsible for identifying and address-

Risk management system

Management Ofﬁce conﬁrms the agenda items in advance and consults with the relevant departments

Board of Directors of SoftBank Group Corp.

ing risks that might arise during businessSupervise

Reportif necessary. It also ensures that risk-related information that needs to be considered is reﬂected in
the agenda.

activities. SBG’s Risk Management Ofﬁce
ensures the effectiveness of Group-wide

Appoint /supervise

Reportrisk management by receiving reports on

Group Risk and Compliance
Committee of SoftBank
Group Corp. (GRCC)
Supervise

Reportand conﬁrming proper compliance withboth sets of regulations. The policy andManage /assistReport /cooperate

Each department of
SoftBank Group Corp.

Manage /assistchanges in the external environment such as economic and monetary policies and other political conditions. We also monitor the concentration of investments in speciﬁc countries, regions, and sectors.

Chief Risk Officer (CRO)
Risk Management Officeregulations are periodically reviewed andand other committees.

The Risk Management Ofﬁce performs risk analysis over the entire Group’s investment portfolio from various perspectives. For example, we monitor the impacts on SBG’s ﬁnancial ratios that are caused byimportant matters from the risk managers

approved by the Board of Directors of SBG

Portfolio risk analysis

Report /cooperate

Risk managers of eachGroup company

Collection of risk-related information from each Group company and department
The Risk Management Ofﬁce gathers information on various risks from the major Group companies andeach department of SBG. When the risks materialize, the relevant Group companies and departments of
SBG escalate the issue to the Risk Management Ofﬁce in a timely manner.

22

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Responding to Risks
Based on the information gathered through “Risk identiﬁcation” on page 22, the Risk Management Ofﬁce identiﬁes material risks at the Group level by analyzing and assessing the impact and likelihood of each risk
arising. Material risks are reported to and discussed by SBG’s Board of Directors and the GRCC. Based on the results of those discussions, the Risk Management Ofﬁce considers countermeasures and monitors thesituation to conﬁrm the effectiveness of those countermeasures.

Major Risks Surrounding SBG and Our Responses
Financial Risks
SBG mainly invests in companies that operate diverse businesses in information and technology ﬁelds utilizing

Major risks

Response status

artiﬁcial intelligence (AI) through SoftBank Vision Funds, SoftBank Latin America Funds and other vehicles. In

Large-scale market volatility

Stress test analysis

Concentration risks

Continually monitoring the degree of concentration in speciﬁccountries, regions, and sectors

Management succession plans

Continual discussion at the Nominating & Compensation
Committee regarding the succession plan for Masayoshi Son
Chairman & CEO

Delay in ESG responses

Discussions on material ESG issues led by the Sustainability
Committee and the Board of Directors to reﬂect in various policies
and measures

Information security risks

Under the guidance of the Chief Information Security Ofﬁcer(CISO), identifying vulnerabilities and risks that threaten data
security and implementing measures to defend organizational,
physical, technical, and human data security

order to sustain stable ﬁnancial operations, we strive to adhere to the ﬁnancial policy which is to maintain funds
covering bond redemptions for the next two years and manage loan-to-value (LTV) *1 below 25%. However,
SBG’s ability to adhere to its ﬁnancial policy may be threatened in the event of an unprecedented situation,such as a ﬁnancial crisis or a sudden deterioration in the business of portfolio companies. In preparation forsuch drastic changes in the external environment, we conduct stress tests based on assumptions oflarge-scale market ﬂuctuations, continuously monitor the concentration of investments in speciﬁc countries,
regions and sectors, and systematically report the results of monitoring to senior management.
Non-ﬁnancial Risks
The Risk Management Ofﬁce also focuses on understanding major non-ﬁnancial risks and the status of
responses to these risks through regular updates from each department of SBG and major Group companies.
We hold discussions with related parties on a variety of risks, including ESG responses, such as climate change and human rights, as well as succession plans and information security. We assess themateriality of each non-ﬁnancial risk from the entire Group’s perspective and have a system in place to report to senior management on risks and measures that should be closely monitored by the entire Group.

Formulation and Execution of Business Continuity Plans (BCPs)
Amid recent world events, such as the COVID-19 pandemic and Russian invasion of Ukraine, a greater emphasis is being placed on companies formulating and executing appropriate business continuity plans(BCPs). SBG formulates BCPs for situations that could have a material impact on management and business activities, such as natural disasters like earthquakes or tsunami, diseases that can cause pandemics,
human-made disasters like terrorism and conﬂicts, and accidents, followed by regular reviews and updates. In addition, we put together regulations and manuals for emergency situations. In the event of an actual or forecast disaster, a Disaster Response Ofﬁce will be established in line with the Disaster Management Regulations as we will strive to swiftly gain control of the situation.
For SBG employees, we raise awareness through regular drills and communications to be prepared for emergency situations. In addition, we also make efforts such as to set up environments where employees can work without coming into the ofﬁce during an emergency and to deploy safety conﬁrmation systems during crises. From the perspective of protecting information assets, we take measures to upgrade
infrastructure for disaster prevention and back up data into remote locations as we strive to manage business continuity in the face of emergency.
*1 An index calculated as net debt divided by the equity value of holdings of SBG.

23

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Information Security
As the use of digital technology expands across all ﬁelds, convenience and efﬁciency in our daily lives

Risk Management

and business are increasing. At the same time, new risks are emerging as threats, including cyberat-

SBG has established and implemented a risk management process to identify and manage risks related

tacks are becoming more sophisticated and complex. As a leader in the Information Revolution, theto information security. For identiﬁed material risks, we analyze the causes and their impacts, examineGroup will establish and maintain strong information security within the Group during the development ofresponse policies, and encourage the Groupa wide range of businesses. The Group will identify and manage information security risks surrounding

companies to implement risk countermeasures.

the Group and take appropriate measures.

In addition, in order to identify potential risks at

Risk management process
SoftBank Group Corp.

an early stage and prevent them from materializ-

Principles for Information Security

Assessment

ing, we collect information on threats and vulner-

As its principles governing information security and privacy protection, SBG has established theabilities relating to the infringement of information

Information Security Policy and the Privacy Policy. To ensure information security for the entire Group,

assets across the Group and share this informa-compliance with both policies is required of not only the Group and its directors, ofﬁcers, and employ-tion with Group companies. By monitoring theees, but also by third parties who conduct business on behalf of each Group companies, such as sup-implementation of risk measures by the Grouppliers and contractors.

companies, evaluating their effectiveness andMonitoring

Group companies

making improvements, we prevent the occurSee our website for the full text of our Information Security Policy.

rence of unexpected incidents and minimize their

See our website for the full text of our Privacy Policy.

Assessment

impact throughout the Group.
Monitoring

Information Security Governance Structure
SBG has set up an information security governance

Information security governance structure

structure to not only implement information security at SBG,
but manage and oversee information security at Group

PolicyPolicyExecutionof control

Board of Directors of
SoftBank Group Corp.

companies. In the event of a serious information security
incident involving SBG or a Group company, the department
in charge quickly implements appropriate response andChief Information Security
Officer (CISO)

recovery procedures under the control of the Chief Information
Security Ofﬁcer (CISO), Yoshimitsu Goto, who is also an SBG
Board Director. To prevent recurrences, we analyze the caus-

Group Information Security Committee

One of the strengths of the Group is that it has a wide variety of Group companies and portfolio
companies that operate globally. By regularly sharing information on security threats and counter-

es of information security incidents to identify future issues

measures among Group companies, we not only always keep abreast of the latest information ofand reﬂect our ﬁndings in our information security strategy
and improvements to security-related education for

Cooperation with Group Companies and Portfolio Companies

CISOs of each Group company

security measures, but also quickly introduce advanced services and systems developed by eachcompany or portfolio company to maintain a secure work environment as a Group.

directors, ofﬁcers, and employees.

24Introduction

Our Sustainability

GovernanceSocialInformation Security Measures

Environment

Corporate Information

Technical Measures

To protect its important information assets, the GroupThe Group has implemented technical measures to defend against such threats as increasingly sophisti-

implements measures from the following perspectives:cated and complex cyberattacks and internal misconduct. To respond to current trends, such as the use

Organizational measures

operational convenience and security. This network architecture is based on a Zero Trust approach,to prevent the physical destruction or unauthorized
removal of information assets; “technical measures”
to prevent threats such as cyberattacks and internal
fraud; and “personnel measures” to improve theinformation security awareness and capabilities ofImportant
information
assetsPhysical measuresof cloud computing and work-style reforms, SBG has adopted a network architecture that combines

control throughout the organization; “physical measures”
Technical measures“Organizational measures” to ensure appropriate

directors, ofﬁcers, and employees and outsourced
workers. We also continually evaluate and review

where access is allowed only when trust can be veriﬁed, achieving robust security that is independent of
the operating environment. In addition to threat analysis by a third-party organization and 24/7 security
monitoring by the Security Operation Center, regular penetration tests are conducted to analyze andaddress system vulnerabilities and thereby prevent risks from materializing. Furthermore, to prevent
internal misconduct, we conduct behavioral analysis using operation records of information systems forofﬁcers, employees, and outsourced workers to detect high-risk behavior and take countermeasures. In

Personnel measuresﬁscal 2021, in addition to the above measures, as part of countermeasures to increasingly prevalent

information security measures to ensure that they aremalware,*1 we prohibited the sending and receiving of password-protected compressed ﬁles by email

effective and reliable based on changes in the internaland built systems for recovering data when such incidents as malware infection occur, advancing efforts toand external environment.

create a secure environment in line with current conditions.

Organizational Measures
To promote information security, SBG has developed various regulations based on its Information

The SoftBank Group’s Security Framework

Security Policy, which is the Group’s highest document of rules related to information security systems.
All Group directors, ofﬁcers, and employees are required to comply with these rules and regulations. In

Due in part to recent international conditions, the threat of cyberattacks has been growing world-

addition, we have prepared a Group Information Security Governance Policy based on the Informationwide, resulting in numerous cases in which companies have been targeted and seriously harmed.

Security Policy, which stipulates rules to be observed by the Group companies, their directors, ofﬁcers,

SBG implements annual information security assessments, as well as cyber risk evaluations to all

and employees. The Group companies have developed various regulations in accordance with thisGroup companies based on observational data acquired over the Internet. Group companies

policy, which are managed as described under “Information Security Governance Structure” on page 24.

deemed to present high information security risk as a result of these assessments are directed totake countermeasures, submitting reports on the progress of such countermeasures.

Physical Measures
The Group has set up security areas and implemented access control using facial recognition, in
addition to the use of surveillance cameras and security checks by security personnel, to prevent
unauthorized intrusion into Group facilities and the physical destruction or unauthorized removal of

Furthermore, we continually monitor for leaks of Group information assets to ordinary Internet
sites and the dark web,*2 as well as the trading of information that could lead to cyberattacks orother security incidents. When signs of cybersecurity risk are detected, we swiftly implement
countermeasures.

information assets.

*1 A general term for malicious programs or software, including computer viruses and ransomware.
*2 Internet content built on specialized, highly anonymous networks that are not accessible from ordinary Internet browsers.

25

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Use of Cybersecurity Risk Management Framework

Personnel Measures
The Group continuously educates its directors, ofﬁcers, and employees as well as outsourced workers

SBG implements measures to address growing cybersecurity risks as part of its information security

to improve their awareness and capabilities regarding information security. SBG has prepared ancountermeasures. The implemented measures are analyzed and evaluated according to NIST CSF,*1

e-learning environment which allows them to take information security courses unrestricted by locationa framework adopted by organizations and enterprises around the world. The results of these analyses

or time. In addition to regular training, we have established a security portal website on our internal infor-

are fed back into SBG’s ongoing information security countermeasures. The evaluation is reviewed bymation website to present related regulations and guidelines, and to inform SBG ofﬁcers and employees

external experts with information security expertise of the United States and other advanced countries atof the consultation desk in case of accidents.

each stage of the implementation process.

This security training is also shared with Group companies to improve awareness and capabilities
across the entire Group. The Group requires our director, ofﬁcers, and employees, as well as outsourcing companies, to thoroughly comply with relevant laws and regulations and conﬁdentiality rules.

Privacy and Personal Data
SBG’s Privacy Policy sets forth policies to be followed by all Group directors, ofﬁcers, and employees,
and stipulates respect for all personal data,*2 including that of customers, business partners, andTraining implemented in fiscal 2021 by SBG

employees. Under this policy, Group companies establish their own internal rules and procedures for

Main training content

Targets

Participation

privacy protection. In the event a security breach or leak that may include personal data is detected, it is• Corporate information assets• Handling personal information• Information security precautions in operations• Information security incident response• Ofﬁcers and employees• Outsourced workers

92%

promptly reported to the information security ofﬁcers of Group companies and to IT and other relevant
departments, and steps are taken to identify the cause of the incident and prevent recurrences.
Under the Privacy Policy, SBG has established the Regulations on Handling of Personal Information to

etc.

protect all personal information handled by the company. All ofﬁcers, employees, and outsourced workers
are required to comply with these regulations. To ensure widespread awareness of the proper management
and handling of personal information, we regularly hold training for employees and outsourced workers.

Developing Security Engineers and CSRITSoftBank Corp.

SoftBank Corp. is focusing efforts on developing security
engineers with the skills to deal with increasingly sophisticatedand complex cyberattacks. These skills are built through security
training and incident response drills. SoftBank Corp. has also
created the SoftBank Computer Security Incident Response
Team (SoftBank CSIRT), comprising more than 300 individuals
from various departments. The SoftBank CSIRT preventssecurity incidents before they occur and minimizes damage
through prompt incident response.
Participants in a cyberattack response drill*1 NIST CSF: A cybersecurity framework (CSF) established by an agency of the United States Department of Commerce National Institute ofStandards and Technology (NIST). The NIST CSF integrates cybersecurity risk management standards, guidelines, and best practices.
*2 Personal data comprises any data that can be used to identify an individual, including name, race, religion, contact information, personnel
evaluations, medical data, criminal record or taxpayer ID number.

26

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

SocialAs a good corporate citizen, the Group is proactively addressing the expectations of stakeholders andthe issues they now confront on diverse fronts by, for example, respecting human rights, assisting employees intheir pursuit of career success, supporting employee health, valuing diversity, and participating in local communities.
P. 28 Respect for Human Rights
P. 29 Human Resources Strategy
P. 30 Diversity & InclusionP. 31 Creating a Supportive Working Environment
P. 32 Industrial Safety and HealthP. 33 Support for Entrepreneurs
Initiatives to Resolve Social Issues through the Businessesof Portfolio Companies and Group Companies
P. 34 Participation in Our Community
P. 35 AI Ethics
27

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Respect for Human Rights
Respect for human rights is a fundamental corporate responsibility. To ensure that the human rights ofGroup Company Initiatives
SoftBank Corp.

all people involved in its businesses are respected, the Group develops and implements appropriate

Human Rights Due Diligencesystems. In addition, we established our Human Rights Policy, which sets out basic matters related to

SoftBank Corp. conducts human rights due diligence in accordance with the UN’s Guiding Principles onhuman rights, as we work to raise awareness of respect for human rights throughout the Group throughBusiness and Human Rights to respect the human rights of all of its stakeholders. In identifying humantraining and other means. We also require our investees and business partners to act in compliance withrights risks, based on exchanging opinions with experts, the company has mapped out risks originating

all laws and regulations related to human rights.

from its business activities or trade relations that could negatively impact human rights. Thinking thecompany needs to address these risks as priorities, it identiﬁes and evaluates potential impacts of theseSee our website for the full text of our Human Rights Policy.

risks on human rights, and takes appropriate measures to reduce latent risks. Should a risk emerge, thecompany works to quickly resolve problems and take appropriate remedial measures.

Identifying Human Rights Risks
Human Rights Survey

In a continuation from ﬁscal 2020, SoftBank Corp. conducted a ﬁscal 2021 self-assessment related toSBG

human rights initiatives for its employees, subsidiaries and afﬁliates, joint venture portfolio companies,

In February 2022, as part of its human rights due diligence, SBG conducted a human rights survey ofbusiness partners who are major suppliers, and distributors operating SoftBank and Y!mobile shops,

ofﬁcers and employees to better understand human rights risks in business activities and consider pre-which serve as direct lines to customers and key sales channels. Although no cases of human rights

ventive and remedial measures, with a response rate of approximately 77%. From the responses, we

impacts were identiﬁed, the company worked to solve problems and take corrective measures forconﬁrmed human rights issues that had occurred within the last 12 months and ascertained potential

subsidiaries and business partners where there were latent human rights risks. Going forward, the com-human rights risks that could occur in the future. Responses included references to overwork, harass-pany will continue to conduct continuous monitoring and offer improvement recommendations in an

ment, discrimination based on gender or other grounds, and human rights risks associated with AI andeffort to further reduce risks.

other technologies used or developed by our portfolio companies.
For the identiﬁed human rights risks, we will continue to take measures to prevent an occurrence of

Human rights risk mapping

such risks by providing ongoing training and other measures, while exploring countermeasures based on
the ﬁndings from yearly monitoring. In addition, we continue to consider initiatives aimed at expanding

Large ◆ Management of personal
information

Affected stakeholders□ Employees of SoftBank Corp.
■ Employees of SoftBank Corp.’sgroup companies● Supply chain△ Franchise◆ Customers

our human rights due diligence efforts, such as by promoting action on human rights for businessRespect for Human Rights in the Supply Chain
Modern business cannot function alone, they need to collaborate with a range of business partners.
When promoting its businesses, SBG believes that it is essential not only to comply with laws, but also to
conduct business based on high ethical standards. As such, SBG established the Supplier Code of

Impact degree

partners and Group companies.

◆ Management of personal data
● Forced labor(overseas suppliers)● Child labor (overseas suppliers)●△■ Operation of the TechnicalInternship System● Conflict minerals● Safety management duringbase station construction◆ Care for children / elderly
persons

Conduct that stipulates matters where compliance is expected of these business partners. Our goals are◆ Human rights violations on
the Internet□ Overwork

to ensure the promotion of business activities that comply with high ethical standards. This includes
respecting the human rights of workers and ensuring a safe and sanitary working environment.

□■●△ Freedom of
Association and theRight to Collective
Bargaining□ Discrimination against people with disabilities□ Difference between
foreigners

See our website for the full text of our Supplier Code of Conduct.
Small
Small

Possibility of occurrence□ Power harassment□ Sexual harassment□ Harassment for pregnancy,
childbirth, and childcare
leave□ LGBTQ□ Discrimination against
women
Large

28

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Human Resources Strategy
Human resources are the source of the Group’s value creation, and employees are important stakeholders that support sustainable growth. We are continually working on development and promotion of humanresources in various ways. This is based on the belief that creating an environment where employees can take on challenges and play an active role while making the most of their individuality and abilities, will
increase corporate value.

Human Resources Management

Human Resources Development
SBG

Professional Recruitment Emphasizing Core Competencies

The Group emphasizes the importance of self-driven career development. When each employee deter-

SBG hires professionals with an emphasis on the “Three Core Competencies” of Professionalism, Smart,mines and enhances the knowledge and skills they need on their own, both the individual and organization

and Relation. Our basic policy is to hire the best person for the position regardless of age, gender,

are strengthened. In line with this thought, we provide internal training programs where employees cannationality, disability, and other factors. We are hiring excellent and diverse personnel. In addition, SBG

voluntarily participate, such as English conversation courses and SoftBank University.*1 Also to enable

has established a system for self-driven career development so that each employee can continuallyemployees to autonomously choose external training programs, we provide such support as allotting eachenhance their Three Core Competencies after being hired. Furthermore, we have also established adepartment with an educational budget and covering the costs necessary to maintain qualiﬁcations.

dual-employment system, under which employees may engage in a second job in line with the concept
Human Resource Development Programs Aimed at Enhancing Valuethat personal growth through diverse experiences leads to career development.

SoftBank Corp.

SoftBank Corp. has established a job posting system for in-house recruitment of members to start up“Three Core Competencies” We Seek in Our Employees

new businesses and companies, a free agent system that enables ambitious employees to transfer toProfessionalism

Smart

Relation

the department of their choice, and a system to support the acquisition of certiﬁcations as opportunities

High level of expertise ina relevant field

Capacity to think logically andtackle unprecedented challenges
using numbers and reasoning

Communication skills required toengage in business with leading
companies in the world

for career development, helping employees achieve their career plans. The company allows secondary

Advancement of Professionals
Certified Public Accountant; Accounting Department, Consolidation Accounting Group

Daisuke Suzuki

SBG continues to take on dynamic challenges, and I am responsible for operations that
control consolidated accounting, such as compiling points of discussion on Group
company performance and reconciliation with independent auditors. Because I also
sometimes handle new projects that could establish precedent, there are many opportunities to test my knowledge and skills as a CPA and support the company’s dynamic
management decisions as an accounting professional.
Lawyer; Corporate Legal Department/CLO Office

Aya Tominaga

As an in-house lawyer, I am responsible for contract review, dispute management, andgovernance related work such as preliminary reviews of Board meeting materials. My
job requires knowledge, negotiation and coordination skills as a lawyer in order to handle many important management matters and ﬁrst-time projects. As a key player inboth SBG’s offensive and defensive strategies, I leverage my own skills to contribute toits sustainable growth.

jobs as long as it does not have an impact on the company’s business, based on the belief that theexperience will lead to the revitalization of its business and innovation. The company has also introduced
an internal secondary job system, which allows employees to experience work in other departments.
This system expands opportunities for employees to develop abilities and revitalize organizations
through interdepartmental exchanges.
AI-savvy Personnel Development

SoftBank Corp.

Z Holdings Corporation

For society to fully enjoy the beneﬁts of AI, we believe that it is important to improve AI literacy on both
the developer and user sides. We are therefore working to develop AI talent for the Group as a whole.
Aiming for AI skill acquisition for all its employees, SoftBank Corp. launched AI Campus within
SoftBank University*1 as we accelerate the acquisition of talent who possess AI-related knowledge andskills. Having established Z AI Academia, a community to develop expertise in AI, Z Holdings
Corporation is promoting knowledge sharing and business collaboration utilizing AI. Employees indiverse occupations, not just researchers and engineers, are eligible for training, and the company isfocusing on developing AI-savvy personnel.
*1 An employee training program established in September 2010 with the purpose of developing human resources who help achieve thecorporate philosophy.

29

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Diversity & Inclusion
The Group believes that the full exercise of each employee’s individuality and ability is the force driving

Aiming to Increase the Ratio of Female Managers

the growth of the entire Group. By advancing hiring and management promotions regardless of age,

SoftBank Corp. has positioned the promotion of diversity as a management priority. With the objective

gender, nationality or disability, we are creating a workplace rich in diversity where everyone can playof promoting the advancement of women in its workforce, the company has set targets of roughly

an active role.

doubling women’s representation in management from 7.1% in ﬁscal 2021 to 15% in ﬁscal 2030 and to

SoftBank Corp.

have roughly tripled the ratio to 20% by ﬁscal 2035. Toward achieving these targets, the Advancement

See our website for human resources and diversity data.

of Women Promotion Committee, which comprises executives and outside experts, was established inJuly 2021. Other speciﬁc measures being taken include workshops for female employees, mentorship

Empowerment of WomenDiversity is a driving force underpinning the growth of the entire Group. We are promoting diversity tofoster an environment where employees, who are key stakeholders, can thrive. Throughout the Group,
we are proactively advancing diversity with a particular focus on the empowerment of women.

programs led by female managers and other role models, and e-learning programs for all employees
related to unconscious bias.
Going forward, the company will

Advancement of Women Promotion Committee

continue to further expand these
SBG

Advancement of Women Regardless of Gradeinitiatives while introducing andChairperson

Advisors

CEO

Experts

promoting new measures based on
SBG hires and promotes employees based on their abilities without regard to gender. Approximately
44% of all employees and 22% of managers are female. Females occupy a wide range of positions,from Board Directors to junior managers, including approximately 11% of the Board Directors, 18% ofsenior managers, and 28% of junior managers.*1 Each of them is engaged in their profession by making

the discussions at the Advancement of
Women Promotion Committee withthe aim of realizing an organization
brimming with vitality.

Promotioncommittee
members

Promotioncommittee
members

Promotioncommittee
members

Promotioncommittee
members

Promotioncommittee
members

Promotioncommittee
members

Officer

Officer

Officer

Officer

Officer

Officerthe best use of their expertise.
Working to Eliminate the Gender Gap in Venture Capital

SBIA

SBGI

Promoting the Advancement of Foreign Employees
SBG advances the hiring and promotion of employees to management positions regardless of nationality.

In November 2021, Lydia Jett became the ﬁrst female investor to hold the rank of managing partner at
SBIA, which manages the SoftBank Vision Funds. This is one result of our efforts to promote women

We are fostering an environment where foreign employees can thrive by, for example, providing mostinternal notices, training content, systems, and more in both Japanese and English.

empowerment. In ﬁscal 2021, 40% of promotions to Investment Partner and Managing Partner werefemale. Year after year, the ratio of women across the company has steadily risen.
In addition, measures to promote diversity have yielded progress at SoftBank Group International(SBGI), which is the global asset management arm of SBG, where the diversity of new hires in 2021 washigh: 51% women and 55% people of color.
While expanding the diversity of new hires, SBIA and SBGI are also proactively working to eliminate thegender gap in part by conducting training to root out bias.

Advancing the Promotion of People with Disabilities
SoftBank Corp. wants all employees to excel in their workby making the most of their unique abilities. In principle,
therefore, the same standards are applied to hiring people
with disabilities and those without. Nor is any distinction
made in subsequent compensation. The company is also promoting a new workstyle called short time
work, where people can work shorter hours depending on their disability, both inside and outside thecompany, as it strives to create an environment where everyone can work to the full extent of their abilities.

*1 As of March 31, 2022.

30

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Creating a Supportive Working Environment
The Group aims to maintain working environments in which all employees can exercise self-expression

Employee Well-being

and work passionately while preserving their physical and mental well-being. To ensure our success in

The Group is taking various measures to manage, maintain, and improve employee health with the belief

this endeavor, we pay careful attention to worker health and safety, and have instituted various programs

that the physical and mental health of employees is important to sustainable corporate growth.

that help employees strike an optimal work-life balance.
SBG

Healthcare Measures (Examples)

SoftBank Corp.

Z Holdings Corporation

OthersWork-style Reform
The Group has established various systems to realize the appropriate balance between work and quality• Conducting regular health checkups and encouraging checkupsof life, placing importance on work-life balance. We have also undertaken various measures to reduce• Conducting individual follow-ups for employees recognized as needing improvement in theirlong working hours, such as the utilization of technology.

health checkup• Providing counseling from an industrial physician, public nurse, or counselor

Work-style Reform Measures (Examples)

SBG

SoftBank Corp.

Others• Conducting regular stress checks• Providing meals or bento boxed lunches inspected and certiﬁed as a Smart Meal*4 and a buffet• Company-wide introduction of remote workwith a healthy balance between main and side dishes enabling employees to customize their meal

• Company-wide introduction of the super ﬂextime system*1

for how they feel that day• Attendance management linked to the ofﬁce entry-exit management system using facial recognition• Providing massage rooms• Periodic delivery of attendance alert e-mails using an RPA*2 system (to monitor attendance status,• Providing health-related videos

to alert employees of excessive working hours based on predictive simulation, and to encourage• Providing online medical counseling services

employees to take annual leave)• Taking measures to support employees who want to quit smoking• Promotion of “No Overtime Days” and “Premium Friday”*3• Regularly conducting saliva PCR tests for employees (a COVID-19 countermeasure)

Benefits
The Group provides various programs to foster a working environment where employees can work
secure in mind and body.
Beneﬁts (Examples)

SBG

SoftBank Corp.

OthersCounseling room

Cafeteria serving healthy food

Massage room

• Full social insurance (health insurance, welfare pension insurance/workers’ compensation
insurance, and employment insurance)• Corporate pension plans (deﬁned-contribution pension plan/deﬁned-beneﬁt pension plan)• Asset-building savings (general, pension, housing/incentives provided)• Employee stock ownership plan (incentives provided)• Group insurance, membership beneﬁt services, point-based prize programs*1 Flextime system without core time.
*2 RPA stands for robotic process automation, a technology that automates business processes and tasks, previously performed by humans, andinstead carries them out on computers.
*3 A private-public initiative aimed at revitalizing consumption and changing lifestyles by moving the end of the workday forward on the last Friday ofeach month.

*4 A common term for a nutritionally balanced meal that includes health-boosting food certiﬁed by the Healthy Meal and Food Environment
Consortium.

31

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Industrial Safety and Health
The Group strives to identify and address risks associated with occupational safety and health, with theWork Styles for the Post-COVID Era

aim of maintaining a working environment in which everyone can work while staying mentally and

The Group has realized the stability and continuity of its business operations while ensuring the safety ofphysically healthy.

its employees even when the spread of COVID-19 infections became more pronounced. In a post-pandemic future, we are aiming for an optimal mix of work styles aligned with the business characteristics ofVaccinations at Workplaces for Safe and Secure Working Environments
To contribute to an earlier rollout of vaccinations against COVID-19 in Japan, from June 2021, SBG cooperat-

each Group company in a bid to better respond whenever an emergency strikes, including natural disasters such as earthquakes and typhoons, and pandemics.

ed with its Group companies in administering approximately 240,000*1 doses of vaccine at a total of 13 sites
nationwide to employees of Group companies, their families, business partners, healthcare workers, and local
residents. The management of vaccinations at workplaces was achieved efﬁciently by utilizing digital solutions.
These included smooth reception and registration of vaccination completion procedures using the HELPOGroup company initiatives
Company

Initiatives

SoftBank Group Corp.

• With a focus on in-ofﬁce work, make effective use of remote work andsuper ﬂextime system• Furnish each employee with two business-use PCs (ofﬁce and remote) tolessen employee burden and ensure security

SoftBank Corp.

• Promote the best mix of work styles that combines, for example, in-ofﬁce
work, remote work, and satellite ofﬁce work
• Allow each division to set its own standard for the frequency of ofﬁce
attendance, etc., instead of setting a uniform company-wide standard• Reﬂect results of employee questionnaires in work systems

Yahoo Japan Corporation• Institutionalized Office Anywhere program, whereby employees can freely
choose where they work, in 2014
• Removed upper limits in 2020 on use of Office Anywhere program• Expanded the means of commuting and the areas where employees canlive while abolishing the cap on one-way transportation expenses in 2022
• Increased the Office Anywhere allowance to improve the working
environment

PayPay Corporation• Institutionalized the Work From Anywhere at Anytime (WFA), which allows
employees to work anywhere in Japan at any place and time they want,as long as it is in a performance environment.

healthcare app provided by Group company Healthcare Technologies Corp.; health consultations where
doctors and others respond via chat 24 hours a day, 365 days a year; and the effective ﬁlling of slots canceledon the same day by utilizing a vaccination slot notiﬁcation service provided by Yahoo Japan Corporation. At
SBG, time spent by employees for vaccinations, including time needed to go to vaccination sites, is deemed tobe part of their working hours. Moreover, special paid leave is granted to those who need to take time off due
to side effects, etc. By creating a working environment where employees can work with peace of mind, SBG iscontributing to the early containment of COVID-19 infections in Japan.

Contribution to Early Containment of COVID-19 Infections—Providing Flexible Testing
SB Coronavirus Inspection Center Corp., a subsidiary of SBG, provides high quality saliva PCR testing at affordable prices. Since its establishment in July 2020, the company performed a cumulative
total of more than 4.7 million rounds of testing.*2 On April 1, 2022, the company introduced a mobile
PCR testing vehicle in order to more ﬂexibly accommodate testing demand. Current regulations
hinder the utilization of such a vehicle because PCR testing sites are allowed to operate only on
registered locations, but the company was granted special approval from the Ministry of Health,Labour and Welfare after negotiating with the ministry and relevant local governments. Thanks to
the introduction of this vehicle, the company is now able to smoothly perform highly accurate PCR
testing without geographical restrictions. For example, the vehicle can be deployed in mountainareas and underpopulated areas, where robust testing facilities are not inplace, as well as event sites, sightseeing spots and other places that
attract large crowds. Looking ahead, the company will continue contributing to the development of a robust COVID-19 testing system throughthe provision of mobile PCR testing services.
*1 Total number of ﬁrst to third vaccinations as of May 31, 2022. Includes the Tokyo Nogizaka Vaccination Center and the WeWork Minatomirai Site,
which cooperated as vaccination sites.
*2 Cumulative total from July 2020 to March 2022.

32

Introduction

Our Sustainability

GovernanceSupport for Entrepreneurs

SocialEnvironment

Corporate Information

Initiatives to Resolve Social Issues through the Businesses of Portfolio Companies and Group Companies

Supporting Underrepresented Founders in the U.S.

SB Opportunity Fund Manager LLC

SoftBank Vision Funds

Amid ongoing issues of racial injustice in the U.S., we launched the $100 million SB Opportunity Fund

Quality Education for All

in 2020 to support Black, Latinx, and Native American founders. SB Opportunity Fund has already

Unacademy is India’s largest online learning platform. Designed with the goal

invested in more than 70 start-ups and will invest in many more in the years to come.

of democratizing access to high-quality education, the platform provides

Unacademy

content to prepare students for speciﬁc examinations and more than a million
video lessons that are free to view.
Curing Disease through a New Genome Engineering Technology

Tessera Therapeutics

Tessera Therapeutics has developed a new biotechnology that can write andrewrite DNA into the genome, creating an opportunity to cure diseases attheir source.
High-quality and Affordable Healthcare for Seniors
2021 Year in review

Second anniversary event at Nasdaq Photo courtesy of Nasdaq

Devoted Health

Devoted Health provides high-quality and affordable healthcare to seniors in
the U.S. At a time when healthcare is all too often confusing and impersonal,

See the fund’s website for further details.

Devoted Health provides seamless medical services, making healthcare
Program for Underrepresented Founders

SBIA

easier and better suited to the person’s needs.

In 2019, SBIA launched Emerge, a seed stage investment program designed to help underrepresented
founders access the capital, network connections and strategic insights to grow their businesses. In achieving

Using Predictive AI to Reduce Driver Error and Make the Roads Safer

selection for the program, founders receive direct funding from SBIA, alongside capital commitments from

Nauto uses a dual-facing camera and external sensors to detect and warnother leading VCs. In addition to direct investment, members of the Emerge cohort gain access to workshops

the driver of risks associated with distracted driving and tailgating, etc.,

on a range of business growth areas and mentoring sessions, as well as dialogue with operating specialists

preventing trafﬁc accidents before they occur.

from across the Group’s ecosystem. Each cohort culminates with a live showcase event where founders
can pitch their business to potential investors. In 2022, SBIA is expanding the program’s geographic
coverage to Europe, the Middle East, and India to reach even more underrepresented entrepreneurs.

NautoGroup Companies
Japan’s First Incubation Community Specializing in AI

DEEPCORE Inc.

DEEPCORE Inc. operates the incubation community KERNEL, which is the ﬁrst inJapan to focus on AI engineers, with the aim of developing engineers andresearchers in the AI ﬁeld (especially deep learning) into entrepreneurs. Throughthis community, the company collaborates with various research institutions andcompanies, connects deep learning engineers and researchers with industries,and supports entrepreneurs, including ﬁnancial backing through investments from VC funds it operates.
See the program website for further details.

33Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Participation in Our Community
In addition to contributing to society through its business activities, the Group engages in ongoing communication with local communities while working to help solve community issues and contribute to community development.

SBG Initiatives

SoftBank Corp.

Providing Affordable Broadband in Africa

Pepper Social Contribution Program

SoftBank Corp. and Smart Africa Secretariat*3 are working to bridge the digital divide in Africa by

SBG has been conducting the Pepper Social Contribution

providing affordable broadband to areas with poor Internet connectivity.

Program since 2017, lending out its humanoid robot
Support for Economic Revitalization through the Use of Payment Platforms

Pepper with the goal of supporting education and society.

PayPay Corporation

These support activities for educational institutions using

In order to revitalize local economies, which have been suffering from a decline due to the spread ofPepper are not limited to Japan, but are also being

COVID-19, PayPay Corporation is conducting the “Support Your Town Project,” a campaign to promotelocal consumption through the PayPay payment platform, in collaboration with local governments.

implemented in the United States*1 and China.
Elementary and junior high school students participatingin the program

See our website for further details.

See PayPay Corporation’s website for further details (available only in Japanese).

BOLDLY Inc.

TOMODACHI SoftBank Leadership Program*2

Sustainable Mobility Services Using Self-driving Technology

The TOMODACHI SoftBank Leadership Program is a pro-BOLDLY Inc., subsidiary of SoftBank Corp. is using self-driving and other technologies

gram conducted by SBG in support of the TOMODACHI

to offer solutions to a range of public transportation-related social issues, such as

Initiative led by the U.S. Embassy in Japan and the U.S.-

growing numbers of people who have difﬁculty getting around due to regional

Japan Council. This program invites high school students

depopulation and driver shortages. Speciﬁcally, through demonstration tests and thefrom areas affected by the Great East Japan Earthquake

practical application of self-driving buses, as well as the development and provision of

to a fully paid program at a U.S. university where they

its “Dispatcher” self-driving ﬂeet management platform, BOLDLY Inc. is working tolearn about community service and problem solving.

Participants at the University of California, Berkeley(4th year)

Students then take part in various projects in their local

Self-driving bus

quickly realize convenient and sustainable mobility services.
See BOLDLY Inc.’s website for further details.

areas by leveraging the knowledge they have learned in the program. In this way, the program supports
the development of next-generation leaders who will support the future of the Tohoku region.

Making Kyushu Brighter as a Locally Rooted Team

Fukuoka SoftBank HAWKS Corp.

“Fight! Kyushu” is a project launched by Fukuoka SoftBank HAWKS

See our website for further details.

Corp. in April 2016 to support the recovery from the Kumamoto and

The SoftBank Group’s Initiatives
Humanitarian Aid for Ukraine

Oita earthquake. Its objective has since been expanded, redeﬁning
SBG

SoftBank Corp.

SBIA

SBGI

the project as ongoing “HAWKS’ activities to make Kyushu brighter.”

The Group has taken a variety of measures to provide humanitarian aid to Ukraine. SBIA and SBGIIn 2022, the project is promoting a variety of activities to protect

matched employee donations to organizations helping provide aid. SBG and SoftBank Corp. have been

Kyushu’s rich natural environment and brighten up the community.

loaning out around 2,000 smartphones to refugees in Japan free of charge as a way for them to stay intouch and collect information during their stay. In these and other ways, each Group company is lever-See Fukuoka SoftBank HAWKS Corp.’s website for further details(available only in Japanese).

Fight! Kyushu project website

aging its own unique strengths to provide aid to the people of Ukraine.

*1 The program in the United States ended September 30, 2021.
*2 Due to the COVID-19 pandemic, the portion of the program conducted in the United States has been suspended since 2020.

*3 An alliance of 32 African countries, international organizations, and global private-sector players tasked with Africa’s digital agenda.

34

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

AI Ethics

Since its foundation, SBG has consistently invested in the technologies that have driven the Information Revolution, such as the Internet and mobile technologies, with AI currently becoming pivotal to thatrevolution. Of the myriad technologies that humankind has produced thus far, it is believed that AI will bring innovation to many more industries and has the potential to contribute to the realization of humanwell-being to an unprecedented extent. In contrast, misuse of AI could have negative consequences on human rights, including infringements of people’s self-determination. SBG will consider establishingGroup-wide AI ethics as the responsibility of a company that invests in AI, to ensure AI is utilized for people’s well-being.

Principles of AI Ethics
SBG is advancing studies toward the establishment of its basic principles that will guide the Group’s AI ethics. While AI is a promising technology that could bring considerable beneﬁts, it should be handledwith great care because its advancement could have signiﬁcant impacts on society. Accordingly, international discussions on AI ethics are now under way. Aware of these international trends regarding AI
ethics, we are collaborating with Yutaka Matsuo, a leading expert in AI and deep learning in Japan and an External Board Director of SBG, and with domestic and overseas Group companies that are responsible
for major businesses, while discussing the AI ethics for which we should be aiming. By clarifying common principles that should be used as guidelines for the Group, we will help build a society where people
can use AI with peace of mind.

Group Company Initiatives
SoftBank AI Ethics Policy

SoftBank Corp.

Z Holdings Group Basic Policy on AI Ethics

Z Holdings Corporation

SoftBank Corp. has established the SoftBank AI Ethics Policy in order to provide customers with safe

To enable its services to be used without anxiety, Z Holdings Corporation has established theand secure services via the appropriate use of AI. With the principles stipulated in this policy inform-

Z Holdings Group Basic Policy on AI Ethics with respect to the utilization of AI technologies. Thising business management, service development, and other undertakings by SoftBank Corp., its

basic policy declares that Z Holdings Corporation will safely use AI while respecting user privacy, andgroup companies will develop their own structure for supporting the practice of this policy, with thewill contribute to the realization of a society in which each individual is able to achieve various forms

aim of ensuring the safe and secure utilization of AI through robust collaboration among them.

of happiness, leveraging the diversity of information. In order to maintain a high level of transparency

Furthermore, its plans call for formulating guidelines designed to provide more detailed rules in addi-

in addition to fairness and impartiality, Z Holdings Corporation will continue to receive external input

tion to strengthening its relevant structure by considering the establishment of a special committee

on the status of AI utilization, such as from the Expert Panel, and will formulate speciﬁc voluntary

consisting of external experts on AI.

rules under this Basic Policy.

SoftBank AI Ethics Policy
1. Principle of Human-Centeredness
2. Respect for Fairness
3. Pursuit of Transparency and Accountability

Z Holdings Group Basic Policy on AI Ethics
4. Ensuring Safety
5. Privacy Protection and Security
6. Development of AI Human Resources and Literacy

1. Creation of a better future and contribution to
mankind prompted by the diversity of information
2. Realization of a peaceful and sustainable society
3. Governance controls
4. Pursuit of fairness and impartiality

5. Pursuit of transparency and accountability
6. Ensuring safety and security
7. Protection of privacy
8. AI human capital development

35

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Environment
To create a world where people can live in harmony with the earth,the Group is leveraging its global strength to bring solutions to environmental issues,
including climate change.

P. 37 Basic Policy on Environmental Initiatives
Climate-related Information Disclosures in
Accordance with the TCFD Recommendations
P. 39 Initiatives for Climate Change Mitigation
P. 42 Biodiversity Conservation
P. 43 Promotion of a Circular Economy

36

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Basic Policy on Environmental Initiatives
In May 2021, SBG established its Environmental Policy as a set of principles for conducting corporate activities with due consideration to the global environment. The Group promote our activities in accordance with thispolicy, which stipulates that we comply with environment-related laws and regulations, respond to climate change, reduce environmental burden, conserve resources, and conserve biodiversity. We also set out
environmental ethical standards in our Supplier Code of Conduct, including compliance with environmental laws and regulations, waste management and reduction, effective use of materials, and consideration forbiodiversity, and require our suppliers to work in accordance with this code.
See our website for the full text of our Environmental Policy.
See our website for the full text of our Supplier Code of Conduct.

Climate-related Information Disclosures in Accordance with the TCFD Recommendations
Disclosure Items in Accordance with the TCFD Recommendations
Natural disasters caused by climate change are becoming more serious every year, and urgent action isrequired to mitigate and adapt to such events. SBG recognizes the importance of addressing climate

policies, setting targets and promoting initiatives related to sustainability. As for climate-related actions,the CSusO also plays a leading role in identifying risks and opportunities, planning actions, and settingGroup targets regarding greenhouse gas emission reduction.

change and is implementing a range of related initiatives. We disclose information on the following four

The Sustainability Committee: The Sustainability Committee is chaired by the CSusO and includes

items in accordance with the recommendations of the TCFD.

three other members: a Board Director, Corporate Ofﬁcer, Senior Vice President, CFO & CISO;
a Corporate Ofﬁcer and Senior Vice President; and a Corporate Ofﬁcer, CLO and GCO. The committee

Governance

Organizational governance around climate-related risks and opportunities

continually discusses material sustainability-related issues for the Group and how to respond to them,

Risk management

Identifying, assessing and managing climate-related risks

and reports its ﬁndings to the Board of Directors. The Board oversees the committee upon receiving

Strategy

Impact of climate-related risks and opportunities on our business

Metrics and targets

Metrics and targets for assessing and managing climate-related risks and opportunities

these reports. The committee also discusses and considers climate-related actions, including identifying
climate-related risks and opportunities, planning of actions, and setting Group targets for greenhouse gas

See our website for the full text of our climate-related information disclosures in accordance with the TCFD
recommendations.

emission reduction. Please refer to page 10 – 11 for details about the Sustainability Committee.

P. 10–11

Risk Management
SBG’s Risk Management Ofﬁce plays a central role in gathering information on various risks from func-

Governancetions within SBG and from major Group companies, identifying material risks, and considering and

Board of Directors: SBG’s Board of Directors makes decisions on important sustainability issues formonitoring countermeasures. Information on climate-related risks and countermeasures is also gathered

the entire Group. The Board deliberates and decides matters, including identifying climate-related risks

regularly as part of the Group-wide risk management process. In ﬁscal 2021, SBG established an

and opportunities, developing countermeasures, and setting Group targets for greenhouse gas emissioninternal working group (TCFD WG) to hold cross-functional discussions on climate-related risks. Based

reduction, and oversees the Group’s response to climate change.

on the results of the discussions, the Sustainability Committee and the Board of Directors identiﬁed

Chief Sustainability Officer (CSusO): The Board of Directors has appointed a CSusO who is incharge of executing operations related to sustainability. The CSusO is responsible for developing

climate-related risks and deliberated and decided countermeasures. We will incorporate the identiﬁedclimate-related risks and countermeasures into our Group-wide risk management andsustainability-related risk management processes and monitor them on an ongoing basis.

37

Introduction

Our Sustainability

Governance

StrategySocialEnvironment

Corporate Information

Risks

Consideration Process of Climate Change Impacts and Actions
SBG identiﬁed risks and opportunities, examined impacts, and considered countermeasures at the
TCFD WG for the Investment Business of Holding Companies, SoftBank Vision Funds, and Latin
America Funds*1 (the “Group’s Investment Businesses”). Based on the study, the Sustainability
Committee and the Board of Directors discussed the assessment of the impact of climate change on

If the Group’s efforts to address climate change are materially inadequate, investee candidates who value
investors’ actions against climate change might avoid accepting our investments, which could lead to
reduced investment opportunities. This might also lead to a lower reputation from investors who value
companies’ climate change responses and a decline in ﬁnancing opportunities. Moreover, otherclimate-related risks, such as natural disasters and tighter environmental regulations, could worsen the ﬁnancial
condition of our portfolio companies, resulting in a decline in the equity value of the holdings of SBG.

the Group,*2 and decided on countermeasures.
Risks and Opportunities Anticipated in the Group’s Investment Businesses

The SoftBank Group’s Recognized Impact of Risks and Opportunities
If the Group’s climate change responses are signiﬁcantly inadequate, there is a risk of reduced invest-

Classification

Opportunities

Risks

New
investments• Expected returns from new investments
in companies that provide climate-related
technologies and services (e.g., climatetech)• Reduced investment opportunities due topotential portfolio companies’ reluctanceto accept investments if the Group’s climate change response is inadequate

Existing
investments• Enhanced corporate value of existing
portfolio companies due to their adequate response to climate change• Reduced corporate value of existing
portfolio companies due to their inadequate response to climate change

Financing• Expanded ﬁnancing opportunities by
gaining investors’ support based on theGroup’s steady responses to climatechange• Reduced ﬁnancing opportunities due tolower evaluation from investors if theGroup’s climate change response isinadequate

ment and ﬁnancing opportunities as described above. However, we believe that such risks can be avoided if we steadily take action against climate change, including greenhouse gas emission reduction. As
for climate-related risks in existing portfolio companies, many AI companies we invest in have relatively
low greenhouse gas emissions and do not have large production facilities or complex supply chains.
Therefore, we assume limited impacts from both transition risk and physical risk.
At the same time, the Group aims to contribute to the well-being of people by driving the deploymentof AI and other disruptive technologies, guided by the corporate philosophy of Information Revolution —Happiness for everyone. As increasingly serious natural disasters and other impacts of climate change
adversely affect people’s lives in various ways, we believe that proactive investment in providers of technologies and services that help address climate change will enable us to realize our corporate philosophy and contribute signiﬁcantly to solving the problems of climate change.

Opportunities

Responses to Risks and Opportunities

As the entire world works to solve the problems of climate change, demand is expected to grow further

The Group is taking the following measures to address the identiﬁed climate-related risks and opportunities.

for technologies that help combat climate change. Some AI-driven companies provide technologies andservices that help address climate change, such as climate tech. Our portfolio already includes suchcompanies in a variety of sectors, including energy, transportation and agriculture. As we proactively
invest in these areas, where we expect the market to keep expanding, we may be able to boost our

Consideration of investments
in climate tech, etc.

Invest in companies that provide climate-related technologies and services

Responses in the investment
process

Incorporate climate-related risk / opportunity assessments into theinvestment process

Portfolio company engagement

Engage with portfolio companies on climate change, including throughworkshops

Greenhouse gas reduction

Reduce greenhouse gas emissions from our business activities

investment returns.
In the Group’s existing portfolio companies, we see opportunities to enhance corporate value by
reducing greenhouse gas emissions and providing services and products that help combat climatechange. We also believe that steady progress in our climate-related initiatives will help gain the supportof investors who value climate action, thereby expanding ﬁnancing opportunities.

*1 The Latin America Funds segment was integrated to the SoftBank Vision Funds segment from the ﬁrst quarter of ﬁscal 2022.
*2 In the “Strategy” section on this page, the “Group” refers to SBG and subsidiaries in the Group’s Investment Businesses.

38

Introduction

Our Sustainability

GovernanceMetrics and Targets

SocialEnvironment

Corporate Information

Initiatives for Climate Change Mitigation

Group Target
Group target

Achieve Carbon Neutrality by ﬁscal 2030

Reducing Greenhouse Gas Emissions from Business Activities
Energy-saving Measures at the Head Ofﬁce Building

Seeking to further reduce greenhouse gas emissions from business activities, in June 2022, SBG set the

SBG aims to reduce energy use in the Tokyo Portcity

new Group target of achieving Carbon Neutrality and reaching virtually zero greenhouse gas emissions

Takeshiba Ofﬁce Tower, where our head ofﬁce is locatedfrom Group business activities*1 by ﬁscal 2030.

together with other companies such as SoftBank Corp.

SBG

SoftBank Corp.

OthersThe ofﬁces employ LED lighting that uses motion sensors to

See our website for more information on greenhouse gas emissions.

automatically adjust brightness, automatically operated blinds,
and other energy-saving technologies.

Targets and Progress of SBG and Major Subsidiaries

Tokyo Portcity Takeshiba Ofﬁce Tower

SBG has achieved Carbon Neutrality*2 since ﬁscal 2020. In addition, major subsidiaries have also set
their own targets regarding greenhouse gas emission reduction, undertaking various initiatives to achieve

SoftBank Corp.

Converting to Renewable Energy for Mobile Base Stations

the targets.
SoftBank Corp. purchases electricity from virtually renewable
Targets

Progress in fiscal 2021

SoftBank Group Corp.

Achieved Carbon Neutrality*2 in ﬁscal 2020 and ﬁscal 2021

SoftBank Corp.

• Achieve Carbon Neutrality*2 byﬁscal 2030
• Achieve Net Zero*3 by ﬁscal 2050

Sourced 53.5% renewable energy
for electricity*4 used at base stations

Z Holdings Corporation• Achieve Carbon Neutrality* for theentire Z Holdings Corporation
Group by ﬁscal 2030

Sourced 37% renewable energy for
its group’s energy consumption

Yahoo Japan Corporation• 100% shift to renewable energy byﬁscal 2023

Sourced 59% renewable energy forenergy consumption

Arm Limited• 100% shift to renewable electricity
by 2023• Achieve Net Zero Carbon*3 by 2030

Sourced 98% renewable energy forelectricity used in business activities

energy*4 from SB Power Corp., a subsidiary of the company
that operates an electricity retail business. As of the end ofﬁscal 2021, approximately 53.5% of the electricity used at2

mobile phone base stations is already generated from virtually
renewable energy. The company plans to increase this ratio toat least 70% in ﬁscal 2022.

Mobile phone base station

Data Center Energy Efﬁciency and Conversion to Renewable Energy

Yahoo Japan Corporation

At its data centers, Yahoo Japan Corporation has been
installing air conditioning systems that use outside air to coolservers and actively working to reduce electricity
consumption. In addition, the company has completely
switched its power used in Shirakawa Data Center toRE100-compliant virtually renewable energy*5 supplied by
SB Power Corp. and SoftBank Corp. from May 2021.
Shirakawa Data Center*1 Covers greenhouse gas emissions (Scope 1 and Scope 2) from business activities by SBG and its major subsidiaries which are, in principle, in accordance with the “Major subsidiaries” listed in the Annual Securities Report (available only in Japanese), with some exceptions due to regulatory reasons.
*2 Covers Scope 1 and Scope 2.
*3 Covers Scope 1, Scope 2, and Scope 3.
*4 Effectively renewable electricity using non-fossil certiﬁcates with renewable energy designation.

*5 Electricity from virtually 100% renewable energy sources using FIT Non-fossil Fuel Energy Certiﬁcates with Tracking Information, etc.

39

Introduction

Our Sustainability

Governance

Promoting and Expanding the Use of Renewable Energy throughOur Energy Businesses
Renewable Energy Business

SB Energy Corp.

SB Energy Global Holdings Limited

SocialEnvironment

Reducing Electric Power Consumption by Developing
Energy-saving Technologies
Developing Architecture that Helps Enhance Power Efﬁciency

Through our renewable energy-related businesses, we are

The shipment ﬁgures for semiconductors using Arm’s archi-

working to promote and expand the use of renewable energy.

tecture are rapidly increasing. Arm’s architecture is being used

Meanwhile, SB Energy Corp. has strengths in the develop-

in a wide range of everyday products, such as smartphones,

ment, ownership, and operation of renewable energy power

tablets, home appliances, and automobiles. Arm therefore

plants, which represent the upstream element in the sector.

considers its important responsibility to develop technologies

Using these strengths, it also engages in midstream andCorporate Information

Armthat increase energy and power efﬁciency; one of the important

downstream businesses focusing on power utilization. SB

Miyagi Osato Solar Park

solutions required to help reduce global energy usage levels.

A semiconductor built on the Arm architecture

Energy Corp. operates 50 solar photovoltaic and wind power

Arm develops and offers many technologies that combine

plants in Japan and Mongolia, with a total generating capacity

excellent data processing performance and high energyof around 773 MW,* enough to meet the annual power con-efﬁciency, such as the Arm Ethos-U55, which provides up to 90% energy savings in IoT devices versus

sumption of around 270,000 ordinary Japanese households.

previous processor generations, and the Arm Cortex-A78, which increases performance by 20%.

1

In addition, SB Energy Global Holdings Limited and its sub-In addition, Arm is also actively lowering its operational greenhouse gas emissions with the aim ofsidiaries own and operate four solar photovoltaic power plants
in the U.S., with a total generating capacity of around 1,300 MW.*1

achieving its 2030 net zero emission ambitions.*5
Juno solar power project (Texas, USA)

Next-generation Lithium-ion Battery Development
Providing Electricity Services that Reduce CO2

SB Power Corp.

SoftBank Corp. established the SoftBank Next-generation Battery Lab in

SB Power Corp., which operates a retail electricity

June 2021 as it works to develop a large capacity yet lightweightbusiness, provides the Shizen-Denki, an electric

next-generation battery with a high mass-energy density. In November

power service for households with a virtually 100%

2021, in collaboration with various researchers, the company announced

renewable energy ratio.*2 In ﬁscal 2021, the service

the development of a battery material that is both highly stable andenabled an annual reduction of over 19,000 tons ofhigh-capacity, as well as a successful pilot test of a battery that has an

CO2 emissions.*3

even higher mass-energy density than existing models.

Furthermore, the Eco-Denki App is provided free of

These successes are expected to accelerate the development ofcharge to SoftBank-Denki customers. As well as functions for checking past electricity bills and predicting

SoftBank Corp.

next-generation batteries that will be utilized in various IoT devices and theScreenshot of the Eco-Denki App

high-altitude platform station (HAPS).*6

A battery jointly developed by
SoftBank Corp. and Enpower
Greentech Inc.

electricity charges for a month, this app also offersa Power Saving Challenge service that allows
customers to effortlessly save electricity through the app, thereby supporting their efforts to reduce
power usage. In ﬁscal 2021, the service reduced power consumption by a total of 5,080 MWh and CO2
emissions by over 2,663 tons. There are currently about 550,000 households*4 using the service.

*1 As of April 30, 2022.
*2 By combining electricity supplied to customers with Non-fossil Fuel Energy Certiﬁcates with renewable energy designation, it can virtually supply
electricity with a 100% renewable energy ratio and zero CO2 emissions.
*3 The CO2 reduction effect is calculated by multiplying the amount of electricity used by Shizen-Denki customers by the national average CO2
emission factor, and adding the amount of J-credits retired through support for forest conservation organizations.

*4 As of August 2022.
*5 Covers Scope 1, Scope 2, and Scope 3.
*6 General term for a system in which an unmanned aircraft ﬂown into the stratosphere operated as a telecommunications base station to provide
communications services over a wide area.

40

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Mitigating Climate Change through Our Investment Business
SBIA

One Planet Private Equity Funds Membership (SBIA)

SBIA, which manages SoftBank Vision Funds, is a founding member of the One Planet Private Equity Funds (OPPEF), a private equity fund initiative on climate change. The initiative aims to promote investment andasset management that takes climate-related risks into account in partnership and collaboration with institutional investors around the world.
Examples of Investments in Companies that Contribute to Climate Change Mitigation
Through its investment business, the Group has made a number of investments that are actively working to reduce carbon emissions.

SoftBank Vision Funds

Electricity storage solution for renewable energy

Leading decarbonization of micro-mobility industry

Energy Vault

TIER Mobility

Energy Vault has developed a system to store electricity in proprietary

TIER Mobility provides a sharing service for e-bikes, e-mopeds, and“blocks” stacked in tower-like structures by using gravitational

other light electric vehicles in over 20 countries and 200 cities inpotential energy and kinetic energy. This system offers a low-cost

Europe. The ﬁrst micro-mobility provider to be fully carbon-neutral,solution for energy storage and it contributes to the further dissemination

TIER Mobility is leading the decarbonization in the sector.

of renewable energy.
Solar panel lease at low price for housing

Enpal

Realizing carbon-neutral commute for students

Zūm

Enpal is a leasing company that provides residential solar systems.

Zūm is reducing CO2 emissions in student transportation in the U.S.

It contributes to the further spread of solar energy though leasing

by deploying a ﬂeet that includes electric school buses. Having

solar systems with no up-front costs. It has already provided solar

achieved carbon-neutrality in 2021, Zūm has pledged that 100% of its

systems in around 14,000 homes and aims to install them in

on-road ﬂeet will consist of electric vehicles by 2025.

a million homes over the next 10 years.

SB Opportunity Fund

Capturing CO2 in the air on building and factory rooftops

Noya

Making carbon offsets accessible to everyone

Cloverly

Noya retroﬁts cooling towers on ofﬁce buildings and factories soCloverly is a carbon offset app. It calculates the carbon footprint of thethat they can capture atmospheric CO2. The company then purchases

user’s online purchases and other everyday transactions and then allows

the captured CO2 and uses it for industrial purposes, creating

the user to purchase carbon credits to offset the emissions associateda sustainable cycle.

with the transactions. Through these carbon offsets, the app encourages
consumers to support projects for reducing or capturing CO2.

41

Introduction

Our Sustainability

Governance

Promotion of a Low-Carbon Society through Initiatives

SocialEnvironment

Corporate Information

Participating in Climate Change Initiatives
To solve the global issue of climate change, the Group has joined various climate change-related

Establishment and Operation of Renewable Energy Council and
SBG

GDC Renewable Energy Council

initiatives, recognizing the importance of collaboration in driving change.

In response to the energy crisis caused by the Great East Japan Earthquake, SBG established in July 2011 theRenewable Energy Council together with prefectures and the GDC Renewable Energy Council together withgovernment-designated cities across Japan. The collective aim of the Councils is to promote and expand theuse of renewable energy as a reliable, safe, and sustainable energy
source. For the past 10 years since their establishment, SBG has been
involved in the operation of both Councils from a neutral standpoint as

Membership status of SBG and major subsidiaries in climate change initiatives*1
Support for the TCFD Recommendations andmembership in the TCFD Consortium

SoftBank Corp.
Z Holdings Corporation

Membership in the RE100

Z Holdings Corporation
Arm Limited

Membership in the Japan Climate Initiative (JCI)SoftBank Group Corp.
SoftBank Corp.
Z Holdings Corporation
SB Energy Corp.

their secretariat. Both Councils, led by municipalities from 34 prefecturesand 20 government-designated cities in Japan, respectively, are working
actively with companies and organizations which endorse each Council’s
principle towards the promotion and expansion of renewable energy.

Submission of a policy proposal

See the Renewable Energy Council’s website for further details (available only in Japanese).
See the GDC Renewable Energy Council’s website for further details.

Biodiversity Conservation
The Group is working on preventing and reducing the negative effects of business activities on ecosystems to conserve biodiversity.
ASKUL Corporation

1 Box for 2 Trees Afforestation Project
ASKUL Corporation, offering mail-order ofﬁce
supplies to businesses, is working on the 1box for 2 trees project, which ensures that foreach box of paper used, two trees—twice

The tree farm cycle was completed in 2010.
Buy
1 box ofpaper

Examples of Portfolio Companies that Contribute to Biodiversity Conservation

SBIA

Throughout its investment business, the Group has invested in many companies that contribute tobiodiversity conservation.

Plant
2 trees

Production of drones that contribute to increased-agricultural productivity

the number needed to make the paper—are
planted. In the more than 10 years since its
start in 2010, the project has planted 203.5
million trees.*1 The company has built

Make
new papera sustainable business model conscious oftrees and then replanting and growing

Production of versatile fungi-based proteinsHarvestin 5 years

biodiversity through a cycle of manufacturing
and selling copy paper made from its farmed

Growwith local
communities

Customer purchases contribute to sustainable resource circulation
Overview of the 1 Box for 2 Trees Project

Production of cultured meat using animal cells

replacement trees.
*1 As of August 2022.

42

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Promotion of a Circular Economy
To ensure the efﬁcient and effective use of our ﬁnite resources, the Group strives to reduce the environ-

Business Tools Using Eco-Friendly Materials

mental impact of our business activities by conserving resources, controlling waste generation, and pro-

SoftBank Corp. utilizes eco-friendly materials in its

moting the reuse and recycling of products and materials. We also contribute to a circular economy

business tools.

through our e-commerce business, which promotes the reuse of products.

100% recyclable paper bags: All of the paper

SoftBank Corp.

bags used in sales and other activities are madePromotion of “3R” Initiative in Mobile Phone Services

SoftBank Corp.

from recyclable materials. In addition, the bags use

In order to realize a circular economy, SoftBank Corp. is promoting the “3R” initiative (Reduce = reduceno plastic at all, while they use the FSC®-certiﬁed

the volume of waste, Reuse = use repeatedly, Recycle = utilize once again as resources) in the mobile

paper*1 and the vegetable printer ink that has a low

phone services.

environmental impact.

Reduce : Reduce paper consumption by digitizing instruction manuals and invoices, and using
iPads in stores
Reuse: Promote trade-in of mobile phones and tablets, some of which are for reuse inemerging countries

Recycle : Collect and recycle used mobile phones handsets and battery packs

100% recyclable paper bags

Business cards made from kudzu

Shopping bags made from biomass plastic: SoftBank shops and Y!mobile shops are steadily
replacing the plastic shopping bags to biomass-plastic bags, 80% of which are made from plant-derived
raw materials.
Business cards made from kudzu (Japanese arrowroot): SoftBank Corp. distributes businesscards partially made from kudzu to its employees. This reduces the amount of wood pulp used andhelps reduce the impact of kudzu overgrowth on the landscape and ecosystem.

E-commerce Services that Contribute a Circular Economy

Yahoo Japan Corporation

Yahoo Japan Corporation contributes to the realization of a circular economy by offering e-commerce
services that spur the promotion of reuse of products.

Example of Portfolio Companies that Contribute to Promotion of a Circular Economy

SBIA

Through its investment business, the Group has invested in many companies that contribute to promotionof a circular economy.

YAHUOKU!
YAHUOKU! is one of the largest online auction and ﬂea market services in Japan since1999. The service promotes the reuse of unwanted items by those who need them,Production of food containers made of new materials to replace plastic

thereby helping to create a circular economy.
PayPay Flea Market
PayPay Flea Market is a service that specializes in ﬂea market-type transactions,

Development of a new material derived from microorganisms. Applications forthis material span a wide range, including industrial, agricultural, and medical uses

where individuals can easily trade goods at ﬁxed price. In collaboration with YAHUOKU!, itaims for the further development of the business in sustainable secondary distribution.

Reducing food loss by selling food that had not met certain speciﬁcations at
a low cost

*1 Certiﬁcation given to wood and paper products appropriately produced in line with standards established by the Forest Stewardship Council®.

43

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

Communication with Stakeholders
The SoftBank Group builds relationships of trust through communication with stakeholders surrounding the Group, including shareholders and creditors, customers, business partners, employees, governments,
administrative agencies and local communities, and will incorporate their perspectives into our corporate activities.

Stakeholders

Communication opportunities and content*1

Shareholders andcreditors of the Group

Customers who use
the Group’s products
and services

Shareholders andcreditors

Business partnersof the Group

P. 15 Corporate Governance
P. 45 Major External Evaluations of
Sustainability

Shareholders and creditors

Annual General Meeting of Shareholders, Earnings
Results Brieﬁngs, Investor Brieﬁngs, etc.
Meetings with institutional investors and analysts(624 in FY2021)
Publication of the SoftBank Group Report(Annual Reports), Sustainability Reports, Reports
to Shareholders, etc.
Expansion of information on the website
Publication of press releases and notices
Establishment of the inquiry counter
Expansion of information on the website
Communication through social media, etc.

P. 45 Corporate Data

Customers

Business partners

Establishment and dissemination of the Supplier
Code of Conduct
Information sharing through our website, theSoftBank Group Report (Annual Reports) andSustainability Reports

P. 19 Supplier Code of Conduct
P. 28 Respect for Human Rights in the
Supply Chain
P. 37 Basic Policy on Environmental
Initiatives

Holding employee roundtables (twice a year)
Conducting employee satisfaction surveys(once a year)
Establishment of an internal reporting system /helplines

P. 20 Ethics & Compliance Helpline
P. 28 Respect for Human Rights
P. 29 Human Resources Strategy
P. 30 Diversity & InclusionP. 31 Creating a Supportive Working
Environment
P. 32 Industrial Safety and Health

Governments
andadministrative
agencies

Policy proposals and other activities through industry
associations, etc.
– Operation of the Renewable Energy Council and
the GDC Renewable Energy Council– Participation in Japan Climate Initiative

P. 42 Promotion of a Low-Carbon
Society through Initiatives

P. 32 Industrial Safety and HealthP. 34 Participation in Our Community

Local
communities

Participation in local communities– Measures against COVID-19 (operating vaccination centers, setting up PCR testing centers, etc.),
development of local human resources, support
for disaster-stricken areas, support for Ukrainian
refugees, etc.
Conducting social contribution activities– Implementation of collaborative projects such as
the next generation leader development program

P. 34 Participation in Our Community

NPOs and NGOs

Business
partners

Customers

Employees

Society

Employees

Society

Employees of
the Group andtheir families

Governments, administrative
agencies, local communities,
NPOs, NGOs, and otherswith whom we haverelationships through ourbusiness activities

Related content in this report*1 Describes information related to SBG.

44

Introduction

Our Sustainability

GovernanceSocialMajor External Evaluations of Sustainability (As of April 30, 2022)

Environment

Corporate Information

Corporate Data (As of March 31, 2022)

Inclusion in ESG Indexes
Index nameCompany

Corporate name

SoftBank Group Corp.

Dow Jones Sustainability World Index (DJSI World)

Z Holdings Corporation

Corporate website

https://group.softbank/en/

Dow Jones Sustainability Asia Paciﬁc Index (DJSI Asia Paciﬁc)

SoftBank Corp.
Z Holdings Corporation

Established

September 3, 1981

FTSE4Good Index Series*2
FTSE Blossom Japan Index*2
FTSE Blossom Japan Sector Relative Index*2

SoftBank Group Corp.
SoftBank Corp.
Z Holdings Corporation

Corporate headquarters

1-7-1, Kaigan, Minato-Ku,
Tokyo 105-7537

Telephone number+81-3-6889-2000

Representative

Masayoshi Son,
Representative Director,
Corporate Ofﬁcer, Chairman & CEO

Common stock

238,772 million yen

Subsidiaries

1,316

Associates

565

Joint ventures

37

Number of employees

255 (consolidated basis: 59,721)

Main business

Pure holding company

Independent auditor

Deloitte Touche Tohmatsu

MSCI Japan Empowering Women Index (WIN)*

3

MSCI Japan ESG Select Leaders Index*4

SoftBank Group Corp.
SoftBank Corp.
Z Holdings Corporation
SoftBank Corp.
Z Holdings Corporation

Major Evaluations and Accreditations, etc.
The Sustainability Yearbook Member

Health & Productivity Management
Outstanding Organizations Recognition
Program (White 500)

SBG, SoftBank Corp., *1 Z Holdings Corporation

Selected as Sustainability Yearbook
Member by S&P Global in the
Sustainability Yearbook 2022, a listingof companies with outstanding
sustainability.

SoftBank Corp., Z Holdings Corporation

Certiﬁed as a Health & Productivity
Management Outstanding
Organization in the large enterprise
category (White 500).

CDP
SBG, SoftBank Corp.

Received an A- score in theoverall rating and the Supplier
Engagement Rating in the ﬁeldof climate change by CDP,
an international environmentrelated NGO.

Nikkei SDGs Management Survey 2021

Eruboshi

Science Based Targets (SBT)SoftBank Corp.

SoftBank Corp.

SoftBank Corp.

Received the highest rating of 5 stars in the
Nikkei SDGs Management Survey 2021, which
comprehensively evaluates each company’s
SDGs management. In addition, SoftBank
Corp. received the Social Value Award, which is
given to companies in recognition of signiﬁcant
contributions of value to society.

Certiﬁed as an Eruboshi(certiﬁcation level 2) as
a company with outstanding
initiatives to promote the active
participation of women.

Targets set forth in SoftBank
Corp.’s Carbon-Neutral 2030
Declaration were veriﬁed
as Science Based Targets(SBT), as they are based on
scientiﬁc evidence.

Cyber Index Corporate Survey 2021

Kurumin Certiﬁcation
Platinum Kurumin Certiﬁcation

EcoVadis Silver Certiﬁcation

SBG, SoftBank Corp., Z Holdings Corporation

Certiﬁed as a model company for its
excellent cybersecurity stance andinformation disclosure in the survey
conducted by the Information Technology
Federation of Japan.

SBG, SoftBank Corp.

SBG granted Kurumin
certiﬁcation, and SoftBank Corp.
granted Platinum Kurumin certiﬁcation, respectively, as excellent
childcare support companies.

See the ofﬁcial website of each company for further details.
SoftBank Group Corp.

SoftBank Corp.

Z Holdings Corporation

SoftBank Corp.

Granted a Silver rating ina survey conducted by
EcoVadis, a French evaluation
organization specializing insustainability assessment of
supply chains.

Inquiries
SoftBank Group Corp.
https://group.softbank/en/contact*1 SoftBank Corp. was also selected as an Industry Mover for improving its scorethe most from the previous year.
*2 FTSE Russell (the trading name of FTSE International Limited and Frank Russell Company) conﬁrms
that SoftBank Group Corp., SoftBank Corp. and Z Holdings Corporation have been independently
assessed according to the FTSE4Good Index Series, FTSE Blossom Japan Index series criteria, andhave satisﬁed the requirements to become a constituent of those index series.
*3 THE INCLUSION OF SoftBank Group Corp., SoftBank Corp. and Z Holdings Corporation IN
ANY MSCI INDEX, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR
INDEX NAMES HEREIN, DO NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT ORPROMOTION OF SoftBank Group Corp. and Z Holdings Corporation BY MSCI OR ANY OF ITS
AFFILIATES. THE MSCI INDEXES ARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE
MSCI INDEX NAMES AND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITSAFFILIATES.
*4 THE INCLUSION OF SoftBank Corp. and Z Holdings Corporation IN ANY MSCI INDEX, AND
THE USE OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX NAMES HEREIN,
DO NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT OR PROMOTION OF SoftBank
Corp. and Z Holdings Corporation BY MSCI OR ANY OF ITS AFFILIATES. THE MSCI INDEXESARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE MSCI INDEX NAMES AND
LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITS AFFILIATES.

45

Introduction

Our Sustainability

GovernanceSocialEnvironment

Corporate Information

GRI Standards Content Index (As of September 30, 2022)
This report was prepared with reference to the sustainability reporting standards of the Global Reporting Initiative (GRI). The following index details the relevant content of this report and SBG’s website.

General Disclosures
Disclosure item

Related pages

GRI 102: General Disclosures 2016

Name of the organization

P. 45 Corporate Data
web Corporate Data

102-2

Activities, brands, products, and services

P. 4 Segment Information
P. 45 Corporate Data
web Segments

102-3

Location of headquarters

P. 45 Corporate Data
web Corporate Data

102-4

Location of operations

web Group Companies

102-5

Ownership and legal form

P. 45 Corporate Data
web Corporate Data

102-6

Markets served

P. 4 Segment Information
web Segments

Scale of the organization

P. 4 Segment Information
P. 45 Corporate Data
web Corporate Data
web Highlights

102-7

Information on employees and other workers

web ESG Data > Social-related data > Human Resources
and Diversity

102-9

Supply chain

P. 19 Supplier Code of Conduct
P. 28 Respect for Human Rights in the Supply Chain
P. 37 Basic Policy on Environmental Initiatives
web Social Initiatives > Supply Chain Management102-10Signiﬁcant changes to the organization andits supply chain

Not applicable

102-8

Related pages

Strategy

Organizational Profile
102-1

Disclosure item

102-14 Statement from senior decision-makerP. 3 Message from the Chairman & CEO
web Top Message

102-15 Key impacts, risks, and opportunities

P. 9 Our Basic ApproachP. 22 Risk Management
P. 37 Climate-related Information Disclosures in Accordancewith the TCFD Recommendations
web Our Approach to Sustainability > Our Material Issues –Strategic Material Issues
web Risk Management
web Environmental Initiatives > Efforts to Address Climate
Change > Climate-related Information Disclosures inaccordance with the TCFD Recommendations

Ethics and Integrity

102-16

Values, principles, standards, and normsof behavior

P. 4 Corporate Philosophy / Vision / Cluster of No. 1 Strategy
P. 19 SoftBank Group Code of Conduct
web Vision & Strategy
web Compliance > SoftBank Group Code of Conduct102-17

Mechanisms for advice and concerns
about ethics

P. 20 Ethics & Compliance Helpline
web Compliance > Ethics & Compliance Helpline

Governance102-18 Governance structure

P. 15 Corporate Governance
web Corporate Governance102-19 Delegating authority

P. 10 Sustainability Governance Structure
P. 15 Corporate Governance
web Our Approach to Sustainability > Sustainability
Governance Structure
web Corporate Governance System

Executive-level responsibility for economic,
102-20environmental, and social topics

P. 10 Sustainability Governance Structure
P. 11 Feature: Sustainability Committee
web Our Approach to Sustainability > Sustainability
Governance Structure102-11 Precautionary Principle or approachP. 15 Corporate GovernanceP. 22 Risk Management
web Corporate Governance
web Risk Management102-12 External initiatives

P. 42 Promotion of a Low-Carbon Society through Initiatives
web Environmental Initiatives > Efforts to Address Climate
Change > Promoting decarbonization through initiatives

102-21

Consulting stakeholders on economic,
environmental, and social topics

P. 44 Communication with Stakeholders

102-13 Membership of associations

P. 42 Promotion of a Low-Carbon Society through Initiatives
web Environmental Initiatives > Efforts to Address Climate
Change > Promoting decarbonization through initiatives

102-22Composition of the highest governance bodyand its committees

P. 15 Corporate Governance
web Corporate Governance System
web Corporate Management

46

Introduction

Our Sustainability

Disclosure item

Related pages

102-23 Chair of the highest governance body

P. 15 Corporate Governance
web Corporate Governance System

102-24

Nominating and selecting the highest
governance body102-25 Conﬂicts of interest

102-26

Role of highest governance body in setting
purpose, values, and strategy

102-27 Collective knowledge of highest governance body102-28

Evaluating the highest governancebody’s performance

Identifying and managing economic,
102-29environmental, and social impacts

102-30 Effectiveness of risk management processes

Review of economic, environmental, and102-31social topics

Highest governance body’s role in102-32sustainability reporting

102-33 Communicating critical concerns

GovernanceSocialEnvironment

Disclosure item

Related pages

102-34 Nature and total number of critical concerns

P. 20 Ethics and Compliance Program
web ESG Data > Governance-related data >Number of Disciplinary Actions related to Violations ofCompany Regulations, Laws, etc.

102-35 Remuneration policies

P. 18 Executive Compensation System
web Corporate Management > Compensation

102-36 Process for determining remuneration

P. 18 Executive Compensation System
web Corporate Management > Compensation

102-37 Stakeholders’ involvement in remuneration

P. 18 Executive Compensation System
web Corporate Management > Compensation

P. 15 Corporate Governance
web Corporate Governance System
P. 16 Status of the Board of Directors and its Members
P. 17 Status of the Audit & Supervisory Board and its Members
web Corporate Management
web Corporate Governance System > Chart of Corporate
Governance System > Board of Directors
P. 15 Corporate Governance
web Corporate Governance System
P. 10 Sustainability Governance Structure
web Our Approach to Sustainability > Sustainability
Governance Structure

Corporate Information

102-38 Annual total compensation ratio
102-39Percentage increase in annual totalcompensation ratio

P. 15 Corporate Governance
web Corporate Governance System > Chart of Corporate
Governance System > Board of Directors

Stakeholder Engagement102-40 List of stakeholder groups

P. 44 Communication with Stakeholders

P. 9 Our Basic ApproachP. 15 Corporate GovernanceP. 22 Risk Management
P. 37 Climate-related Information Disclosures in Accordancewith the TCFD Recommendations
web Our Approach to Sustainability
web Corporate Governance
web Risk Management
web Environmental Initiatives > Efforts to Address Climate
Change > Climate-related Information Disclosures inaccordance with the TCFD Recommendations

102-41 Collective bargaining agreements

web Social Initiatives > Creating a Supportive Working
Environment > Labor practices

102-42 Identifying and selecting stakeholders

P. 44 Communication with Stakeholders

102-43 Approach to stakeholder engagement

P. 44 Communication with Stakeholders

102-44 Key topics and concerns raised

P. 44 Communication with Stakeholders

Reporting Practice102-45

Entities included in the consolidated
ﬁnancial statements

web Group Companies

102-46 Deﬁning report content and topic Boundaries

P. 1

102-47 List of material topics

P. 9 Our Basic Approach
web Our Approach to Sustainability > Our Material Issues– Strategic Material Issues

102-48 Restatements of information

Not applicable

102-49 Changes in reporting

Not applicable

102-50 Reporting period

P. 1

Editorial Policy

P. 22 Risk Management
P. 37 Climate-related Information Disclosures in Accordancewith the TCFD Recommendations
web Risk Management
web Environmental Initiatives > Efforts to Address Climate
Change > Climate-related Information Disclosures inaccordance with the TCFD Recommendations

102-51 Date of most recent report

P. 1

Editorial Policy

102-52 Reporting cycle

P. 1

Editorial Policy

102-53 Contact point for questions regarding the report

P. 45 Corporate Data
web Contact Us

P. 9 Our Basic ApproachP. 11 Feature: Sustainability Committee
web Top Message
web Our Approach to Sustainability > Sustainability
Governance Structure102-55 GRI content index

P. 46 GRI Standards Content Index

102-56 External assurance

web ESG Data > Environment-related data > Third-Party
Veriﬁcation of Environmental Data

P. 22 Risk Management
P. 37 Climate-related Information Disclosures in Accordancewith the TCFD Recommendations
web Risk Management
web Environmental Initiatives > Efforts to Address Climate
Change > Climate-related Information Disclosures inaccordance with the TCFD Recommendations

P. 15 Corporate Governance
web Corporate Governance System
web Internal Control System

102-54Claims of reporting in accordance with
the GRI Standards

P. 1

Editorial Policy

Editorial Policy

GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its BoundaryP. 9 Our Basic Approach
web Our Approach to Sustainability > Our Material Issues– Strategic Material Issues

47

Introduction

Our Sustainability

GovernanceSocialDisclosure item

Related pages

Disclosure item
GRI 203: Indirect Economic Impacts 2016103-2

P. 9 Our Basic ApproachP. 15 Corporate GovernanceP. 19 ComplianceP. 22 Risk Management
P. 24 Information Security
P. 28 Respect for Human Rights
P. 37 Basic Policy on Environmental Initiatives
web Our Approach to Sustainability
web Corporate Governance System
web Compliance
web Risk Management
web Information Security
web Social Initiatives > Respect for Human Rights >Our stance on human rights
web Environmental Initiatives > Environment Management

103-3

The management approach and its components

Evaluation of the management approachP. 18 Evaluation of the Effectiveness of the Board of Directors
P. 45 Major External Evaluations of Sustainability
web Corporate Governance System > Chart of Corporate
Governance System > Board of Directors
web External Evaluation

Environment

Corporate Information

Related pages

203-1

P. 32 Industrial Safety and HealthP. 34 Participation in Our Community
web ESG Data > Social-related data >Infrastructure investments and services supported
Social Contribution Activity Cost
web Our Response to COVID-19
web Participation in Our Community

203-2

Signiﬁcant indirect economic impacts

P. 34 Participation in Our Community
web Participation in Our Community

GRI 204: Procurement Practices 2016
204-1

Proportion of spending on local suppliers

GRI 205: Anti-corruption 2016
205-1

Operations assessed for risks related
to corruption

P. 21 Anti-corruption Initiatives
web Anti-corruption Initiatives

205-2

Communication and training aboutanti-corruption policies and procedures

P. 21 Anti-corruption Initiatives
web Anti-corruption Initiatives

205-3

Conﬁrmed incidents of corruption andactions taken

web ESG Data > Governance-related data >Number of Disciplinary Actions related to Violations ofCompany Regulations, Laws, etc.

GRI 206: Anti-competitive Behavior 2016

Economic
Disclosure item

206-1
Related pages

GRI 201: Economic Performance 2016

Legal actions for anti-competitive behavior,anti-trust, and monopoly practices

GRI 207: Tax 2019
207-1

Approach to tax

P. 21 Initiatives for Taxation
web Initiatives for Taxation

207-2

Tax governance, control, and risk management

P. 21 Initiatives for Taxation
web Initiatives for Taxation

207-3

Stakeholder engagement and management ofconcerns related to tax

P. 21 Initiatives for Taxation
web Initiatives for Taxation

207-4

Country-by-country reporting

Direct economic value generated and distributed

P. 34 Participation in Our Community
web Participation in Our Community
web Investor Relations
web ESG Data > Social-related data

201-2

Financial implications and other risks andopportunities due to climate change

P. 37 Climate-related Information Disclosures in Accordancewith the TCFD Recommendations
web Environmental Initiatives > Efforts to Address Climate
Change > Climate-related Information Disclosures inaccordance with the TCFD Recommendations

201-3

Deﬁned beneﬁt plan obligations andother retirement plans

Environmental

201-4

Financial assistance received from government

Disclosure item

201-1

GRI 202: Market Presence 2016
202-1
202-2

Ratios of standard entry level wage by gendercompared to local minimum wage
Proportion of senior management hired fromthe local community

Not applicable

Related pages

GRI 301: Materials 2016
web Social Initiatives > Creating a Supportive Working
Environment > Labor practices > Fair andindustry-competitive treatment

301-1

Materials used by weight or volume301-2

Recycled input materials used

301-3

Reclaimed products and their packaging materials

P. 43 Promotion of a Circular Economy
web Environmental Initiatives > Promotion of Circular Economy

48

Introduction

Our Sustainability

Disclosure item

Governance

Related pages

GRI 302: Energy 2016
302-1

Energy consumption within the organization

302-2

Energy consumption outside of the organization

302-3

Energy intensity

302-4

Reduction of energy consumption

302-5

Reductions in energy requirements of products
and services

SocialDisclosure item
306-5

web ESG Data > Environment-related data >Energy Consumption

Environment

Corporate Information

Related pages

Waste directed to disposal

GRI 307: Environmental Compliance 2016
307-1

Non-compliance with environmental laws andregulations

web Environmental Initiatives > Environment Management >Approach to environmental issues

GRI 308: Supplier Environmental Assessment 2016
P. 39 Reducing Greenhouse Gas Emissions from
Business Activities
web Environmental Initiatives > Efforts to Address Climate Change

GRI 303: Water and Effluents 2018308-1

P. 19 Supplier Code of Conduct
New suppliers that were screened using environ- P. 37 Basic Policy on Environmental Initiatives
mental criteria
web Environmental Initiatives > Environment Management >Environmentally-friendly supply chain

308-2

Negative environmental impacts in the supply
chain and actions taken

303-1

Interactions with water as a shared resource

303-2

Management of water discharge-related impacts

303-3

Water withdrawal

303-4

Water discharge

Social

303-5

Water consumption

Disclosure item

GRI 304: Biodiversity 2016

Related pages

GRI 401: Employment 2016

304-1

Operational sites owned, leased, managed in, or
adjacent to, protected areas and areas of highbiodiversity value outside protected areas

401-1

New employee hires and employee turnover

web ESG Data > Social-related data > Human Resources
and Diversity

304-2

Signiﬁcant impacts of activities, products, andservices on biodiversity

401-2

Beneﬁts provided to full-time employees that are
not provided to temporary or part-time employees

P. 31 Beneﬁts
web Social Initiatives > Creating a Supportive Working
Environment > Labor practices

401-3

Parental leave

304-3

Habitats protected or restored

304-4

IUCN Red List species and national conservation
list species with habitats in areas affected byoperations

GRI 402: Labor/Management Relations 2016
402-1

GRI 305: Emissions 2016
305-1

Direct (Scope 1) GHG emissions

web ESG Data > Environment-related data

305-2

Energy indirect (Scope 2) GHG emissions

web ESG Data > Environment-related data

305-3

Other indirect (Scope 3) GHG emissions

web ESG Data > Environment-related data

305-4

GHG emissions intensity

web ESG Data > Environment-related data305-5

Reduction of GHG emissions

P. 39 Reducing Greenhouse Gas Emissions from
Business Activities
web Environmental Initiatives > Efforts to Address Climate Change

305-6

Emissions of ozone-depleting substances (ODS)

305-7

Nitrogen oxides (NOX), sulfur oxides (SOX), andother signiﬁcant air emissions

GRI 306: Waste 2020
306-1

Waste generation and signiﬁcant waste-related
impacts

306-2

Management of signiﬁcant waste-related impacts

306-3

Waste generated

306-4

Waste diverted from disposal

Minimum notice periods regarding operationalchanges

GRI 403: Occupational Health and Safety 2018403-1

Occupational health and safety management
system403-2

Hazard identiﬁcation, risk assessment, andincident investigation

web Social Initiatives > Creating a Supportive Working
Environment > Industrial safety and health403-3

Occupational health services

web Social Initiatives > Creating a Supportive Working
Environment > Industrial safety and health403-4

Worker participation, consultation, andcommunication on occupational health and safety

web Social Initiatives > Creating a Supportive Working
Environment > Industrial safety and health403-5

Worker training on occupational health and safety

403-6

Promotion of worker health403-7

Prevention and mitigation of occupational healthand safety impacts directly linked by business
relationships

403-8

Workers covered by an occupational health andsafety management system

P. 31 Creating a Supportive Working Environment
web Social Initiatives > Creating a Supportive Working
Environment > Industrial safety and health49

Introduction

Our Sustainability

GovernanceSocialDisclosure item

Related pages

Disclosure item

403-9

Work-related injuries

web ESG Data > Social-related data > Safety and Healthof employees

GRI 412: Human Rights Assessment 2016403-10 Work-related ill health

web ESG Data > Social-related data > Safety and Healthof employees

GRI 404: Training and Education 2016
404-1

Average hours of training per year per employee

web ESG Data > Social-related data > Training and Development

404-2

Programs for upgrading employee skills andtransition assistance programs

P. 29 Human Resources Strategy
web Social Initiatives > Creating a Supportive Working
Environment > Human resources strategy

404-3

Percentage of employees receiving regularperformance and career development reviews

web Social Initiatives > Creating a Supportive Working
Environment > Human resources strategy >Career development management

GRI 405: Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies and employees

405-2

Ratio of basic salary and remuneration of women
to menP. 30 Diversity & Inclusion
web ESG Data > Social-related data > Human Resources
and Diversity

406-1

Incidents of discrimination and corrective
actions taken

P. 20 Ethics & Compliance Helpline
web Compliance > Ethics & Compliance Helpline
web ESG Data > Governance-related data >Number of Disciplinary Actions related to Violations ofCompany Regulations, Laws, etc.

P. 28 Identifying Human Rights Risks
web Social Initiatives > Respect for Human Rights

412-2

Employee training on human rights policies
or procedures

P. 28 Respect for Human Rights
web Social Initiatives > Respect for Human Rights >Education and training activities

412-3

Signiﬁcant investment agreements and contracts
that include human rights clauses or that
underwent human rights screening

GRI 413: Local Communities 2016413-1

Operations with local community engagement,
impact assessments, and development programs

413-2

Operations with signiﬁcant actual and potential
negative impacts on local communities

414-1

New suppliers that were screened usingsocial criteria

414-2

Negative social impacts in the supply chain andactions taken

415-1

Political contributions

416-2

Incidents of non-compliance concerning the healthand safety impacts of products and services

GRI 409: Forced or Compulsory Labor 2016409-1

Operations and suppliers at signiﬁcant risk forincidents of forced or compulsory labor

GRI 410: Security Practices 2016
410-1

Security personnel trained in human rights
policies or procedures

GRI 411: Rights of Indigenous Peoples 2016
411-1

Incidents of violations involving rights ofindigenous peoples

web ESG Data > Governance-related data >Political Contributions

GRI 416: Customer Health and Safety 2016

Operations and suppliers in which the right tofreedom of association and collective bargaining
may be at risk

Operations and suppliers at signiﬁcant risk forincidents of child laborP. 19 Supplier Code of Conduct
P. 28 Respect for Human Rights in the Supply Chain
web Social Initiatives > Supply Chain Management

GRI 415: Public Policy 2016

Assessment of the health and safety impacts ofproduct and service categories

408-1

P. 34 Participation in Our Community
web Participation in Our Community

GRI 414: Supplier Social Assessment 2016

416-1

GRI 408: Child Labor 2016

Related pages

Operations that have been subject to humanrights reviews or impact assessments

GRI 407: Freedom of Association and Collective Bargaining 2016407-1

Corporate Information

412-1

web ESG Data > Social-related data > Salaries and Remuneration

GRI 406: Non-discrimination 2016

Environment

GRI 417: Marketing and Labeling 2016
417-1

Requirements for product and service
information and labeling

417-2

Incidents of non-compliance concerning productand service information and labeling

417-3

Incidents of non-compliance concerningmarketing communications

GRI 418: Customer Privacy 2016
418-1

Substantiated complaints concerning breachesof customer privacy and losses of customer data

GRI 419: Socioeconomic Compliance 2016
419-1

Non-compliance with laws and regulations inthe social and economic area

web ESG Data > Governance-related data > Number ofDisciplinary Actions related to Violations of Company
Regulations, Laws, etc.

50

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