104 SDG targets were being helped toward completion by which actions. Issues like these could probably be identified in many companies. Any of these individual actions are also connected to the SCP action to “use recycled materials in company products.” This action is not only connected to Target 12.5, with which an interlinkage was confirmed above. When analyzed using the SDGs Action List, it is also linked with the action of “adopt business methods that prioritize the environment and production efficiency,” under Target 9.4. In this way, the SDGs Action List for Companies (Version 1.0) is useful as a basis for determining whether or not corporate actions are contributing to SDG targets and if so, to which ones. Even companies that have not gone as far as Ryohin Keikaku in terms of summarizing their own actions in “100 Good Things” can use the SDGs Action List for Companies to summarize and analyze their actions that contribute to the achievement of the SDGs. In other words, the SDG actions in the SDGs Action List can be used as a common standard that can be applied by many companies (Fig. 1). Further, in the joint research with Ryohin Keikaku, a web tool was developed to visualize the interlinkages between the “100 Good Things” and each of the SDG targets and to show the linkages with components of each of the SDGs (Fig. 2). This specific example is in a format that reflects the “100 Good Things” of Ryohin Keikaku, but using the SDG actions in the SDGs Action List, it would also be possible to apply the format more generally. An example of something similar to the SDGs Action List discussed above is the “new framework (support model) local small- and medium-sized companies in their SDGs initiatives” (referred to below as the “Support Model”), introduced by the Kanto Bureau of Economy Trade and Industry under METI (2019). A major difference between the two is that whereas the SDGs Action List shows concrete that contribute to achieving the targets one by one, the Support to support Fig. 1 Detail from the analysis (excerpt from joint research with Ryohin Keikaku Co., Ltd.).initiatives C. TAKAGI et al. Model indicates multiple SDG targets to which the examples contribute. With the Support Model, one can see that, for example, “conducting proper waste management and working to reduce waste” under “basic items expected by the market and society from the SDGs perspective” contributes to the achievement of not only Targets 12.3, 12.4 and 12.5 under SDG 12 but also of Targets 11.6 and 14.1. It is essential to understand the economic, social and environmental impacts of corporate activities using the framework of the SDGs and promote business development in ways that create a sustainable future, including the realization of SCP. For this to occur, collaboration and partnership will be essential throughout the entire supply chain, as indicated in the SDGs Action List. This Any failure to properly manage and develop housing could constitute a significant threat to achieving the SDGs through direct or indirect impacts on issues such as climate change, ecosystems, energy security, urban management and mobility. Some of the links between achieving adequate, safe and affordable housing (Target 11.1) and several other SDGs are clear (e.g., SDG 1 on poverty or access to basic services, SDG 3 on health, SDG 4 on education, SDG 6 on clean water and sanitation, SDG 7 on affordable and clean energy, SDG 8 on decent work, SDG 10 on reducing inequality, SDG 16 on good governance and SDG 17 on partnerships and means of implementation). Other targets—such as those linked to climate change, financing, sustainable production and consumption, gender equality, food security and nutrition, and migration—are also inextricably linked to adequate housing. section has described an analysis of interlinkages between corporate activities and targets of the SDGs in a concrete manner as a case study of the MUJI brand. 2.3 Housing Sector 2.3.1 The Case of the Housing Sector
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