SIMI 社会的インパクト・マネジメント・イニシアチブ

The Social Impact Management Initiative (SIMI)




The Social Impact Management Initiative (SIMI) is a collaborative effort of diverse stakeholders in Japan, including nonprofits and businesses, funders and funding intermediaries, government agencies, intermediary support organizations and think tanks, evaluators and researchers. Through this multi-sector initiative, SIMI promotes social impact management throughout Japan. As of January 2020 more than 160 member organizations made up SIMI. SIMI was established in 2016 to promote social impact measurement in Japan. In recent years, in the United States and Europe, where social impact measurement is strongly promoted, the focus has shifted to not only to measuring impacts but also to conducting impact-focused management. SIMI has realized that measuring and evaluating social impact is important, but not sufficient by itself. It is imperative to strengthen the social impact focus of society as a whole and to spread the social impact management practices throughout the world. Based on this understanding, in January 2019 SIMI changed its name from Social Impact Measurement Initiative to Social Impact Management Initiative. In October 2020, SIMI was reorganized into a General Incorporated Foundation.


We envision a society where social impact management is practiced by a broad range of stakeholders to solve social issues and create social value.


We promote social impact management for all types of organizations and provide a platform that accelerates co-creation of impact through participation and collaboration across organizations, industries and fields of activity.

Social Impact Day

SIMI holds a “Social Impact Day” every year to inform members and the public of the latest trends in social impact measurement and management in Japan and abroad. The keynote Past speakers so far are:

2016 Tris Lumley, NPC

Click here for the event overview & report (URL: Japanese only)

2017 Ruth Lawrence, KPMG

Click here for the event overview & report (URL: Japanese only)

2018 John Gargani

Click here for the event overview & report (URL: Japanese only) Click here for the keynote speaker interview (URL: English & Japanese)

2019 Clara Barby, Impact Management Project

Click here for the report (URL: Japanese only)

Social Impact Management Award (SIMA)

In 2020, SIMI started the Social Impact Management Award with the aim of accelerating the generation of social impact by sharing examples of excellent social impact management practiced by businesses and including nonprofits. Click here (URL: Japanese only)for the outline and report about each year’s award.


What is Social Impact?

Social impact is the social and environmental outcomes that result from projects and activities, including short-term and long-term changes. At SIMI, the term “social impact” is used almost synonymously with “outcome” as used in program evaluation. * This is the definition by the Cabinet Office, Government of Japan in its report, “Promotion of Social Impact Measurement – Basic Concepts of Social Impact Measurement and Its Future Use for Solving Social Issues” (March 2016, Japanese only).

What is Social Impact Management?

Social impact management consists of management practices that make decisions based on information about the social impacts and value of projects generated through business operations. Improving social impact requires both increasing positive impacts and reducing negative impacts, which may be measured quantitatively as well as qualitatively.

Why Social Impact Management?

The practice of social impact management has different implications for different stakeholders:

Practice of Social Impact Management

Social impact management can be put into practice by going through the “impact management cycle” and incorporating various evaluation tasks into it.

The Impact management cycle:

The “impact management cycle” is a management cycle for operating businesses and consists of the following four stages and one element that supports them.
Stage 1: Plan
Stage 2: Do
Stage 3: Assess
Stage 4: Report & Utilize
Element Supporting All Stages: Culture & Governance
The cornerstone of implementing social impact management is to effectively carry out the “impact management cycle.”

Evaluation for social impact:

Social impact management involves different evaluation approaches depending on the phase of impact management. It highlights information about the outcome and/or value of a single or multiple projects or initiatives, and has the following two major characteristics.
(1)Emphasis is placed on systematic investigation and evaluation of the effectiveness of projects and activities with a particular focus on “social impact”.
(2)It is performed according to the “5 + 2 principles” of evaluation for social impact.


There are three guiding documents for SIM as recognized by SIMI:

Principles for Social impact Intention

The SIMI considers the social impact intention is a way of thinking that emphasizes the improvement of social impact generation through various initiatives that contribute to the resolution of social issues and the creation of social value. The SIMI has established the following principles that amplify the social impact intention.
Regardless of our differences in positions and roles in society, we collectively aim to create a better society by engaging in projects and activities with the following social impact intention.
  • 1. Work on project development and improvement with an emphasis on social impact

    Clarify the path, period, and resources for solving social issues and realizing the creation of social value with a long-term perspective, evaluate the social impact against the intended outcome, and run the PDCA cycle. Stakeholders that support businesses in various ways should proactively identify and support those that place a strong emphasis on social impact.
  • 2. Working together with various stakeholders

    Bring together nonprofits, corporations, funders, intermediary support organizations, citizens and government agencies to best utilize their respective strengths such as knowledge, experience and technology in order to solve social issues and create social value.
  • 3. Disseminate good business models

    Proactively disseminate and share knowledge gained from individual efforts to create a business model that can spread to diverse regions and sectors, and increase social impact by replicating those business models.

Social Impact Management Framework

This Framework outlines business management methods that increase social impact by adhering to the principles for social impact intention. Click here (URL: Japanese only).

Social Impact Management Guidelines

These Guidelines expand upon the Social Impact Management Framework and provide a concrete direction. Click here (URL: Japanese only).

The Practical Guide and tools

The Practical Guide illustrates the steps that businesses can take to advance social impact management. It provides guidance for the construction of logic models, the identification of outcomes to be measured, and the selection of measurement methods. In the Practical Guide, the 10 steps are described for working through the impact management cycle based on the “5 + 2 principles” of evaluation for social impact. Click here for the details of each step (URL: Japanese only). Logic models and specific cases by sector In Step 4: Verification of logic for strategy implementation of the Practical Guide, a few examples of logic models by sector are introduced. In the social impact management, it is recommended that the companies or nonprofits running the project and stakeholders, who are supporting or are benefiting from it, work together as much as possible by: •Sharing the understanding of the causal reasoning represented by the logic model through learning and discussion; •Implementing the project based on intended outcomes, and; •Evaluating the project success or failure by using the agreed upon indicators.

The following logic models by sector are available:

Click here (URL: Japanese only) for more information on the logic model of each field.

Outcome Indicator Database

In the Outcome Indicator Database, some commonly used indicators to measure outcomes are presented along with how to measure those indicators.

Click here (URL: Japanese only) for the Outcome Indicator Database.


Governing Council

Mitsuaki Aoyagi Vice-chair of Executive Committee, Social Innovation and Investment Foundation
Atsumi Arima Director, Seibu Railway Co., Ltd., Director, Prince Hotels, Inc.
Yuriko Minamoto Professor, Graduate School of Governance Studies, Meiji University
Takeshi Mizuguchi Professor, Department of Business Management, Faculty of Economics, Takasaki City University of Economics
Tatsuo Ohta Chair, The Japan Association of Charitable Organizations
Ken Shibusawa Founder, Shibusawa and Company, Inc. , Chairman, Commons Asset Management

Internal Auditor

Hidemasa Onizawa Lawyer and Founder, Onizawa Law Office

Board of Directors

Katsuji Imata Co-CEO, Blue Mable Japan, Inc.(President)
Ken Ito Executive Director, Social Value Japan (Executive Director)
Yoshihiro Kamozaki Executive Director, Japan Fundraising Association (Executive Director)
Masaki Kochi CEO, K-three
Asami Takagi Founder, Stem for Leaves

Operating members and Supporting members

Organizations from various sectors join SIMI as operating members or supporting members. Operating members contribute to the promotion of social impact management by practicing and promoting social impact management, utilizing guidelines and tools, and actively sharing the acquired knowledge. As of January 2020 more than 160 member organizations made up SIMI, including both operating or supporting members.