航空自衛隊
小松基地

那谷寺

九谷焼

北前船

木場潟
カヌー競技場
あわづ温泉
小松の自然
苔の里

勧進帳の舞台安宅の関

白山と木場潟鞍掛山
トンボの楽園

珠玉と
石の文化

コマニー
野球部

尾小屋鉱山資料館
・マインロード
サイエンス
ヒルズこまつ

小松うどん

子供歌舞伎

小松空港

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小松市の
木（松）花（梅）石川県こまつ芸術劇場うらら

山菜

COMANY Inc.
1-93,Kogyo-Danchi,Komatsu,Ishikawa
923-8502,Japan
https://www.comany.co.jp/form̲en/

〜
To
a

ne
ww
orld
〜

小松とまと

COMANY Group
Integrated Report 2020

Message from the President and CEO

05

COMANY's value creation

In order for every individual to reach theirfullest potential and live a bright life, we contribute to the creation of a sustainable environment and human resources for better work,
better learning, and better living.

COMANY's sustainable growth09

Risks and opportunities

13

Vision for 2030 ~ROAD to 2030~

15

Value Creation Story

17

Medium-term Management Plan--FY2020 MTP--

19

COMANY's business strategy
Future Business Strategy

20

Ofﬁce market

21

Factory market

23

Hospital and welfare market

25

School market

27

Topics29

Sustainability management initiatives
Pursue a customer-ﬁrst policy

35

Partnership with suppliers

39

Coexistence with the global environment

41

Creating a workplace with respect for humanity

43

Social contribution activities

47

Corporate Governance

49

Board Members

51

Performance in FY2020
Financial information

53

Company information

57

Of ﬁ ce

CASE STUDIES
Factory

Hospital& Welfare facilities

Public Facilities

School03

04

Message from the President and the CEO

Challenge for Change〜To a new world〜
Kenta Tsukamoto, Representative Director, President, and CEO

The era has changed from Heisei to Reiwa, and the world ismust realize now that there is no real happiness in future if

rushing. However, in 2020, people's lives are radicallywe continue the same practice. It should be our vision toaltered by the spread of COVID-19. The lifestyle, including

break away from such a society and build a new normal toways of working and learning, has also changed drastically.

develop harmony with not only the economy, but alsoWe, human beings of this world,

are now living with manysociety and the environment. I came to realize this andchallenges, including those mentioned. The impact ofsuddenly recognize it as an immediate problem because of

global warming could not be ignored in our daily lives, andthe spread of COVID-19. We aim to contribute to everyone's

the scale of damage caused by typhoons and heavy rains iswell-being and create a brighter world for every individual

increasing every year. Large earthquakes are frequently

to reach their fullest potential without leaving anyone

occurring in Japan, and the alarm has been sounding on

behind in COMANY Group. Therefore, while adhering tolarge-scale earthquakes. Recognizing that many of which

our philosophy, our important management axis, which is

are the result of repeated mass production and consump-

universal and should not be changed, we aim to changetion merely to pursue efﬁciency for economic develop-

what needs to be changed boldly. We are working on thement, and we, human beings of this world, have forgotten"Challenge for Change- "To the new world."

the coexistence with nature, while at the same time, we

COMANY's founding spirit and philosophy
The beginning of COMANY dates back to 1961 when it wasin the space by separating it with partitions. Then we

set up as a cabinet manufacturer. Shinkichi Tsukamoto, theimprove the design and functionality by applying our

founder of COMANY, had suffered a great deal of difﬁculty

accumulated technology and enhance the value by spatial

since its founding, based on its customers' and employees'

representation. We would continue to pursue the true

trust. In overcoming such a tough founding period, hemeaning of the word "partition." The term "partitioning theconcluded that what is essential in conducting business is "space" means not only dividing the space but also "organiz-(not money but) mind." Since then, we have been valuing

ing the occasion and generating a platform." Similarly, we

the spirit of "humanity" and "fraternity." It means to stick tohave been developing our business aiming to create an

the beliefs of what is right as a human being and to work

optimal room for the space. About half a century after

hard together with one's fellow for joint growth. We also

becoming a partition manufacturer, we have grown into acherish a heart-to-heart relationship above all in conduct-leading company in the industry.

ing our business. Our business started from creating value

05

06

The COMANY SDGs∞ (Mobius) Model, a value creation model

Impressions of the ﬁrst-year President

To achieve our vision of "Empower all life" by 2030, we are

our shareholders and investors. The right side of the ∞conducting our activities following the COMANY SDGs∞

Model represents how we contribute to the world and ourModel (hereafter "Möbius Model")*, a value creation model

customers through our products and services, while the left

formulated in 2018. To realizing "management that contrib-side represents how we contribute to the well-being of ourutes to the well-being of all people" through our efforts tostakeholders. Furthermore, these activities are not carried

achieve goals outlined in the SDGs, this value-creatingout independently of each other, but rather they interact tomodel aims to contribute to our stakeholders who are ourcreate a synergistic effect and a continuous cycle of contribu-

A year has passed since I became president in June last year.

growth in the future by embracing challenges without

customers, business partners including our suppliers,

tion and development. The aim is to realize these goals

It was indeed a turbulent year as many things happened,

hesitation under the watchword of "challenge for change." In

employees, local communities, the global environment, andthrough technological innovation.

including natural disasters and the spread of COVID-19．

the end, we will further enhance the know-how and technol-*Refere to “The Comany SDGs ∞ Model” on page 16

ogy accumulated so far; face various social issues throughWhen thinking about what should be valued in such apartnerships with industry-government-academia-private

situation, I ﬁrmly believe that it should be our founding

partnerships. We will also make efforts to realize "creation of

spirit, that is, "Our spirit is humanity and fraternity," and theinterior space" and "development of personnel" so that every

Many talents must gather together and develop diverse ideas

workplace due to conventional customs and stereotypes. We

belief that "companies must exist to contribute to theindividual can reach their fullest potential. We will maketo generate innovation to solve various social issues. We

see this as an essential issue for us to overcome. We havewell-being of the world." We will continue to value manage-

further contributions to the world through our partition

believe that the promotion of diversity and inclusion (here-

started to develop a corporate culture of innovation throughment based on this spirit and philosophy, which has been

business. We would realize our mission to develop people

after "D&I") is indispensable for our continued development

diversity, including the launch of the Sustainability Manage-

passed down since our founding and was regarded as aand create a sustainable environment for all people to work

as a company, and we have positioned it as a central axis ofment Promotion Committee and the D&I Promotion

universal one that will never change.

better, learn better, and live better to contribute to all

our growth strategy. By emphasizing diversity, we can bring

Working Group in 2019. All our employees, including senior

At the same time, we have made every effort to improve

people's bright life." We will also take on challenges as quick-out the abilities and individuality of each individual andmanagement, are working to achieve D&I.

corporate value by rapidly making the necessary changes toly and proactively as the world needs.

increase the number of such individuals who are motivatedadapt to the world's drastic changes. We are working toward

Empower all life-----For everyone to live a bright life---Currently, the environment surrounding our business is rapidly

planning to coexist with disasters;" "Activity-"platform creation

evolving with technological innovations such as 5G, IoT, and AI.

to foster people's activities;" and "Well-being-Human resource

In addition to the various challenges brought by Japan's declin-development that enables each individual to play an active roleing birthrate and aging population, many issues that signiﬁcant-". We will expand our business by clarifying how these fourly change people's lifestyles are piled up, such as, widening

growth domains will operate in our business areas, such as

regional disparities due to accelerated concentration in theofﬁces, factories, medical care, welfare facilities, and schools. So

Tokyo metropolitan area, the need to address vulnerability to

we can move from "society in which someone is left behind, ordisasters, global environmental issues, and infectious disease

the environment is sacriﬁced while pursuing the only efﬁciency

issues.

by mass production and consumption."

To solve these problems, we will emphasize "self-sufﬁcient andWe believe it is crucial to create a "society for every individual todecentralized society," "promotion of innovation throughreach their fullest potential without leaving anybody behind,diversity & inclusion," "improvement of interior space value

and at the same time, each person can connect and make thethrough technological innovation," and "improving responsive-

most of each other more than ever in coexistence and co-ness to environmental protection, disaster risk reduction, etc."

prosperity." Our vision for 2030 is to "Empower all life," weRegarding the creation of interior space, we have set four growthendeavor to realize a society in which all people shines in harmo-

domains to solve the issues. These are "Environment- Creating of

ny with the economy and environment.

a sustainable global environment;" "Safety & Security--- City

07

Innovation through diversity

and willing to grow their potential to the fullest extent,

By 2030, we aim to eliminate various barriers, including thethereby invigorating the organization and society as a wholegender gap, and achieve a target of 30% or more female

and leading to sustainable growth.

employees and 20% or more female managers, thereby
creating a society and a company where all people are

In particular, our company has created a male-dominatedrespected individually.

Aiming for the Moonshot by 2030
Finally, we believe that the SDGs' goal of "strengthening univer-social responsibility that companies must fulﬁll but also thesal peace in larger freedom" is consistent with our mission of

possibility of innovation. Thus, we have signed the United"contributing all peopleʼs bright lives.” As stated in the COMANY

Nations Global Compact and promote the realization of 10

SDGs∞ Model, our value-creating model, we will set speciﬁc

principles.

plans and targets and steadily implement them while valuing
active dialogue with all stakeholders, including customers,

We will continue to carry on the founding spirit and philosophy

employees, suppliers, local communities, the global environ-that we have always valued, while boldly changing what needs toment, and shareholders and investors.

be changed under the watchword "Challenge for Change - To a
New World -". We would also actively work on new things so that

Besides, we see that proactively addressing "human rights, labor,

we can contribute to "all people's bright lives" and strive to be aenvironment, and anti-corruption" in the ten principles of thecompany that is essential for the world.

four ﬁelds of the United Nations Global Compact is not only a

08

COMANYʼs Value Creation

COMANY's business strategy

COMANY's value creation

Sustainability management initiatives

Performance in FY2020

Sustained Growth of the COMANY
1961

1988

●

Period of rapid economic growth

2019●

1991 Bubble economy burst●●

1984 Company name changed to COMANY INC.

1970 Company name changed to Komatsu Partition Industry.

●●

1989 Listed on the second section of the Nagoya Stock Exchange

1985 Received Deming Prize●

1995 Introduction of Amoeba Management

The Value of Partitioning: The Launch of Partitions

1996 Received TPM Award for Excellence ● 1997 Established Cluster Co., Ltd.

●

2011 COMANY 50th Anniversary●

1996 COMANY International Trade (Shanghai) Co.,Ltd.

●

2011 Acquisition of Nanjing Jalynger Materials Co.,Ltd.

Business expansion
with a diverse product lineup

Later, we developed and started manufacturing and selling"partitions" that could be used to freely change the layout of

Our business was also changed to specialize in partitions, and wecontributed to the creation of a working environment in Japan by
dividing the space between walls. In 1984, the company name

Komatsu Cabinet Incorporated Company,

was changed to the current namethe predecessor of COMANY INC.

2018 COMANY SDGs Declaration

express the image of various interior spaces and to expand and pursue new functions.
As a manufacture specialized in partitions, COMANY has expanded its contribution to the creation of space by listening closely

COMANY INC.
Identity) and switched to selling

Partitions give space new features
depending on how it is used, such as
the "cleanliness", "ease of use" and"safety and security". As lifestyles andindustries have changed dramatically, our partitions have also
contributed to the creation of diverse
spaces by changing and pursuingtheir functions.

2005

2010
A large panel decorates the wall of Haneda

Creating an interior space that encourages

wooden doors and other features (welfare

Airport's International Passenger Terminal,

new forms of communication by "loosely

facility)

the gateway to Japan's skies.

partitioning" the spaceSingle-sided decorative panel (CW)The "Tender Door" series

KOUSHI※Winner of the 2019 Good Design

1984

2004

Entered the clean room business. The"Clean Room Partition" is designed tocontrol dust and debris in the air toachieve optimal cleanliness and improve
the function of the interior space.

2017

Universal design is adopted to createeasy-to-use, safe and secure toilet spaces
for everyone

Clean Room Partitio

partition to create a comfortable

2018

Creating a warm interior space with

Universal Design Toilet BoothHigh seismic resistant partitions that canwithstand earthquakes of intensity 7 orgreater, adding value to the interior spacein terms of "safety and security".

Dear-d▲⇒Introduced the "CI" (Corporate

Partitions can be used to create avariety of interior spaces by changing
the dividing method. Sometimes it isbright and colorful and sometimes it
is relaxing. Creating an interior spaceby partitioning engages all ﬁve
senses and enriches the lives of theusers. We sincerely listened to thevoices of our customers and worked
to create various spaces with ourhigh technological capabilities.

High seismic resistance partitions※Winner of the 2016 Good Design"Synchron".

and functional interior space

NSW

MUP

BD

●Business in China

Dear-dTender Door

DP60s

Synchron

KOUSHI● Medical and welfare services (wooden doors)● CR BusinessChange in sales ﬁgures (from establishment to 60th term) (Unit: millions of yen)

Consolidated accounting from 37th term

35,00030,00026,04525,00027,734 26,694

25,370 25,480

29,17027,497 28,385

32,466 32,437
25,312 25,260

27,48625,64727,271 27,667

34,11932,453
26,457

24,933 25,984

27,386 28,154

31,106 31,070
29,466 30,479

32,38734,292

32,48525,00020,00017,61815,00010,000
8

42

67

73

2nd term January 1962 -

119

181

245

482

611

10th term 1970

600

764

3,038 3,924
1,371 1,580 1,966 2,519

5,138

8,436
5,138 7,481 8,054

20th term 1980

14,266

10,677 11,729 11,797

35,00030,00021,07620,00009●

2012 Established COMANY (Nanjing) New Building Materials Technology Co.,Ltd.

▲changed to the current name,

SL・PL

0

2015 Listed on the Second Section of the Tokyo Stock Exchange▲

In 1984, the company name was● Agency Sales

5,000

●

Under the keyword of "Comfortable Space and Functional Space," COMANY has continued to grow by using partitions to▲

Delivery examples of Komatsu
Partition Industry (from ourcatalog at that time)
Contributing to the creation ofa working environment during
a period of rapid economic
growth by "dividing" the space

SS

●

▲

1984

the outer appearance at the time)1997 Established COMANY (Nanjing) Industry Co.,Ltd.

▲

1970

name and product image(Photo:2020 Spread of COVID-19

The Era of New Value Creationcompany name was changed to the current name, COMANY INC.

Function of the interior space

ment in Japan by dividing the interior space. In 1984, theThe expression of interior spacepartitions and contributed to the creation of a working environ-Industry.⇒Unify the company●

to the voice of its customers and pursuing various possibilities while maximizing the potential of the partition.

ofﬁce spaces. Our business was also shifted to specializing inchanged to Komatsu Partition

2011 Great East Japan Earthquake ● 2015 Adopted SDGs and COP25 Paris Agreement●●

In 1970, the company name was●(Mikio Tsukamoto's Management)(Shinkichi Tsukamoto's Management)

1961 Established Komatsu Cabinet Incorporated Company

2008 The Financial Crisis

The Period of Expressing Interior Space & Pursuing the Functions of Interior Space

The Period of Dividing Interior Space
●●

15,00010,000
5,000

3,555

27th term 1987
3 months only due to change in ﬁscal year end

28th term
Started from April 1987

40th term 1999

50th term 2009

60th term 2019

0

10

COMANY's value creation

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Sustained Growth of the COMANY
●

2019
●

2020 Spread of COVID-19●

2021 Tokyo Olympics

1961 Established Komatsu Cabinet Incorporated Company●

2025 Osaka Expo

●

2030

Performance Highlights

Achieving the 2030 SDGs

Towards the Age of Building Space and People(Kenta Tsukamoto's Management)●

2020 Introduction of Design Management●

2020 Sold COMANY (Nanjing) New Construction Materials Technology Co.
●

2021 60th Anniversary

Net sales

Operating proﬁt

Market share

32,485(million yen)

25.7%

(million yen)Social Issues/Environmental Changes⇒ The Era of New Value Creation

1,715

Operating proﬁt margin

To realize the COMANY Group's mission “ to contribute to the creation of a sustainable environment and human resourc-

Referring to
FY 2019 sales ofPartition Manufacturers Association

5.3%

FY ended March 31, 2020
(Consolidated)

FY ended March 31, 2020
(Consolidated)

es for better work, better learning, and better living, so that every individual can reach their fullest potential and live abright life". We will further develop the partition technology we have built up to date and work to solve a wide range ofsocial issues through our business activities, and contribute to the creation of interior space and development of people
so that people can lead more fulﬁlling lives.
To this end, by using technology as a leverage point, we will endorse the SDGs and deploy the "COMANY SDGs∞ Model,"our unique business model to encourage innovation and develop our business thereby enhancing our corporate value.

U/R (up)

Number of employees

Average age

60.1%

1,234persons

40.7 years old

FY ended March 31, 2020
(Consolidated)

As of March 31, 2020
(Consolidated)

As of March 31, 2020(non-consolidated)

Technician ratio

Granted patent

CO₂ emissions

42.5%

37patents

4,799.3 t-CO₂

As of March 31, 2020
(Consolidated)

As of June 24, 2020
(consolidated)

Compared to FY2018: 96.1%
As of March 31, 2020(non-consolidated)

Percentage of all employees

Total of patents,

engaged in technology-related work

utility models and designs

Scope 1 and 2 of the supply
chain emissions

Health Bright Evolution

COMANYʼs declaration in support of SDGs

Activities related to SDGs

Recognizing that active corporate

We are actively participating in activities and initiatives related toparticipation in SDGs is essential for

SDGs in order to improve our knowledge and expand scope of thethe realization of SDGs, wereport.

announced our declaration in●

August 2018: Signed the UN Global Compact and joined the GCNJ

support of SDGs on April 2, 2018. By●

October 2018: Joined Japan-CLPaligning our management philoso-●

April 2019: Division of Sustainability Management Promotion establishedphy, policies, and strategies with the●June 2019: Formulated the COMANY Group Human Rights Policy

goals set forth in SDGs, we will●

June 2019: Signed a partnership agreement with Komatsu City to promote SDGs

contribute to the realization of SDGs●

October 2019: Joined RE Action, Renewable Energy 100 Declaration

through speciﬁc implementation.

●

February 2020: Endorsed the "Declaration on Action" by a group of male leaders
who will create "A Society in which Women Shine"

11

Net worth ratio●

July 2020: Announced “Declaration of Partnership Building”

Sustainability Assessment
June 2019

Received
Kurumin certiﬁcation

Sustainability Awards
October 2019

Received Good Design Award
2019 for the "Tender Door" series

November 2019 Received Grand Prize for Green

Purchasing Award (Category ofLarge Enterprise)

March 2020 Recognized by the 2020 Certiﬁed
Health and Productivity Management
Organization Recognition Program

December 2019

Received Excellence Award from Japanese
Association for an Inclusive Society.(*2)

April 2020

March 2020

Received JMAQA AWARDS 2020

Certiﬁed by the SBT Initiative (*1)

1 62 companies in Japan are certiﬁed (as of March 1, 2020)
2 "Study Group on All-Gender Use of Ofﬁce Toilets" research presentations

12

COMANY's value creation

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Risks and Opportunities
The year 2030, the deadline for achieving the SDGs, is a tipping point for COMANY Group.

Bearing such future business environment in mind, we have identiﬁed four issues that

As we conceptualize the 2030 business environment, we found that four main social

need to be addressed based on our past efforts to date, and set four growth areas. In eachissues can be categorized. They carry different risks that we must take note as well asof these growth areas, we will enhance our corporate value through the resolution of

growth opportunities.

social issues and contribute to the well-being of all our stakeholders.

Business environment

Four Social Issues

Tokyo centralization●

Regional disparities●

Regional revitalization●

Progression of nuclear
familyRegional
disparities due toover-concentration(Centralization and
Decentralization)

Demographic change●●●

Economic upsurge due toconcentration in Tokyo● Reduction of ofﬁce ﬂoor
space due to concentrationin the Tokyo metropolitan
area● Further decline of depopu
lated areas(Depopulation, disappea
rance of industries)

Opportunity

Luxury-oriented needs
Environmental proposals
that match depopulated areas● Ofﬁce environment
development for U-Turns
and I-Turns●

1●

Initiatives for a self-sufﬁcient and decentralizedsociety

An aging society
with a declining birthrate
Decline in theworking-age population

Arrival of the era of
the 100-year-life● Shortage of manufacturing/construction engineers

Shortage of humanresources due to the decline
in the working-age
population

Shortage of workers(labor shortage)● The collapse of the social
security system

2●

Efforts to improve productivity● Respect for diversity

Promoting Innovation●

by Diversity & Inclusion

Social and economic
diversiﬁcation●●

Increasing diversity//the expectations
Changes in human rights
awareness

Evolution of AI and IoT●

Robotics technology

Global Environmental
Change●●13

Technologicalevolution●

Changes in partition needs

Developing new business partners
Developing new business partners● Building business based onuser-trafﬁc line●

Improving spatial value●

through technologicalinnovation

Creative human resource
development●

Global warming
Frequent natural
disasters

Environment

Safety＆Security

Creating a sustainableglobal environment

City planningto coexist with disaster

Activity

Well-being

Platform creation tofoster people's activities

Human resource developmentthat enable each individual toplay an active role3

Globalization

Technological advancement●

Empower all life

Depopulation●●

Growth area

Four issues to be addressed●

Geopolitical change●

Risk

Production suspension andcollapses of building
material and loss of life due
to a major disaster● Environmental disruption
caused by the use of
mass-production-typematerials● Economic activity stagnating
due to infectious diseases●

Loss of life andproduction suspension due to natural
disasters

Protection of machinery andequipment(Creating a Safe and Secure
Environment)● Research and development of
quake-proof building materials●

Use of compatible materials forenvironmental protection● Creating an environment that
responds to new work styles●

4

Improving our respon-

siveness to environmental protection anddisaster risk reduction(DRR).

14

COMANY's value creation

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Our Vision for 2030: ROAD to 2030
Moonshotfor 2030

Empower all Life

Contributing to a society where each and every individual shines.
We aim to be a company not merely to pursue mass production and mass consumption efﬁciency as in the

Key Indicators for 2030
Key economic indicators●Collaboration for building a self-sufﬁcient

Key social indicators●Universal design products: Expansion of productand decentralized society

lines● Realizing a decentralized work environment●Percentage of female employees: 30%.

to create a spiritually afﬂuent world. In which each and every one of irreplaceable individuals can shine in● Disaster risk reduction population:●Percentage of women in management

1 million persons●Ratio of eco-friendly products: 100%
●Greenhouse gas emissions: 3,665 tCO₂/year

past, but to contribute to the realization of a sustainable society and the well-being of all people involved
their own way while strengthening the people-to-people connections.

Key environmental indicators

positions: 20%.

●Greenhouse gas emissions(compared to FY2013): 50%.
● Renewable energy rate (RE Action- Declaring 100%● Percentage of employees with disabilities: 3.5%

Vision and Growth Areas

Value Creation Model

To achieve our moonshot for 2030, which is to "Empower all life: Contributing to a society where each and every individual shines,"

COMANY SDGs∞ (Mobius) Model

we have identiﬁed four growth areas based on current and projected social issues. Considering a spatial scale that encompasses
everything from the global scale to individual consciousness, we are working to create value to contribute to the creation of asustainable environment and human resources in the four growth areas of “Global environment development, "Community development," "Activity platform creation," and "Human resource development".

The Great Earth
Global scale

Spatial scale
Region and facility scale

Consciousness

The scale of action took

The scale of consciousness

by each individual

developed in each individual

The COMANY SDGs∞ (Mobius) Model is a business model created to implement the SDGs into management, maximize
our corporate value through solving social issues, and contribute to the well-being of all people involved. The “Product &Services” (the right side) shows how we will contribute to society in our business areas through the realization of thespeciﬁc targets. On the other hand, the “Governance” (the left side) shows how we contribute to the well-being of our
stakeholders through the realization of the speciﬁc targets. Furthermore, we set the SDG Goal 9, "Industry innovation andinfrastructure," to be a leverage point of the model so that the initiatives for “Governance” and “Products & Services” donot have to be implemented separately, but work on each other to increase their effectiveness. We strive to maximize ourcorporate value and continuously circulate the SDGs∞ (Mobius) model by advancing our "technology" to the global
level .

Seeking to strengthen universal peace in larger freedom
To provide opportunities for the material and spiritual well-being of all our employees,
and through our joint efforts, contribute to the advancement of society and humankind.

15

Governance

Environment

Safety＆Security

Activity

Well-being

Creating a sustainable

City Planning to

Platform creation to

global environment

Coexist with Disaster

foster peopleʼs activities

Human resource developmentthat enables each individual toplay an active role

■Value Creation Perspective■Value Creation Perspective■Value Creation Perspective■Value Creation Perspective● Global warming● Earthquake resistance● Improved productivity● Respect for diversity● Renewable energy and energy saving● Secondary Disaster Countermeasures● Improved functionality● Improved comfort● Supporting a circular economy● BCP measures● Social distance●● Eco-friendly products● Quality standards

Product & Service

Think inTechnology,

Health Management● Countermeasures against infectious diseases■Approach to Value Creation■Approach to Value Creation■Approach to Value Creation■Approach to Value Creation

We will contribute to the creationof a sustainable environment by
expanding our product line of
eco-friendly products andreducing the environmental
impact of our production

We will contribute to safety andsecurity of users through thedevelopment and deployment of
products that are not only suitablefor daily use but also resistant toearthquakes and other disasters.

We will contribute to society
through the creation of humanspaces that can foster peopleʼs
activities and boost innovations.

We contribute to create anenvironment in which all systems
are easy and safe to use, so eachand every individual can live
better physically, mentally andsocially.

OfﬁcesWorking better

Employee

Shareholders

Communities

PublicFacilities

Supliers

Globalenvironment

Satisfyneeds
withComfortLiving better

Factories

Working better

Make the World
Comfortable

Hospital＆Welfare Facilities
Living better

SchoolLearning better

16

COMANY's value creation

Value Creation Story

COMANY's business strategy

Empower all Life

Environment
global environment

Performance in FY2020

Well-being

Contributing to a society
where each and every
individual shines.

Creating a sustainable

Sustainability management initiatives

Human resource
development thatenables eachindividual to play
an active role

To develop people and create asustainable environment for all

Safety＆Security

people to work better, learn

Activity

better, and live better to contribute to all people's bright life.

City Planning

Platform creation toto coexist with disaster

foster people's
activities

Value created together
with stakeholders
Customers

Social Issues to be addressed

P. 35■Product development torealize "Empower all life
■High quality manufacturing■Impressive, reassuring andreliable construction system

Business partners

COMANY's
Management Resource
1

2

Initiatives for aself-sufﬁcient anddecentralized society

Promoting innovation
through diversity andinclusion

Market Strategy from Social Issues

P. 13

3

Improving thevalue of space
through technologicalinnovation

4

Improve our
responsiveness toenvironmental
protection anddisaster risk reduction

P. 20

New Markets
Ofﬁce
marketFactorymarketHospital & Welfare
MarketSchoolmarket

5.3%

P. 39

Governance■Net worth ratio:
60.1% (FY Ended March 31,

Product & Service

2020[Consolidated])■Fair trade■Stable procurement

P. 21

P. 43

■Market share:
25.7%

P. 23

(Based on FY2019 sales of Partition
Industry Association)

Global environment P. 41

Think inTechnology,■Initiatives for a DecarbonizedSociety■Initiatives for a Circular Economy

OfﬁcesWorking better

Employee■Number of employees:
1,234

Factories

Working better(As of March 31, 2020 [Consolidated])■Efforts to Conserve Biodiversity■Average age:
40.7 years old

P. 43(As of March 31, 2020 [non-consolidated])■Promotion of a safe, secureand comfortable workplace■Human Resource Development■Diversity and Inclusion

Communities

P. 47

Shareholders
P. 49

P. 39

■Contribution to Japan
Communities
P. 47

17

PublicFacilities

Supliers■Contribution to the Communities■Contribution to the world■Operating proﬁt:
1,715 (million yen)
■Operating proﬁt ratio:■Building a partnership
relationship

Employees■Net sales:
32,485 (million yen)

Globalenvironment
P. 41

The Foundation for Value Creation

Satisfyneeds
withComfortLiving better

Hospital＆Welfare Facilities

Make the World
Comfortable

Living better

P. 25■Technician ratio:
42.5%(As of March 31, 2020 [Consolidated])※Percentage of all employees engaged
in technology-related work

■37 patents(As of June 24, 2020 [Consolidated])
Total of patents, utility models anddesigns

SchoolP. 27

Learning better

Value Creation through Business

18

COMANY's Business Strategy

Medium-Term Management Plan - FY2020 MTP

Future Business Strategy

The Medium-Term Management Plan, announced in April 2018, was launched as a plan to create value through solutions to

We manufacture various types of partitions for different purposes, and we supply our products to the four mainsocial issues in each market, with the aim of transforming the Group into a highly proﬁtable structure. Up to the second year,

markets: “Ofﬁce”, “Factory”, “Hospital and welfare facility”, and “School”.To contribute to a society where each andwe made some progress in improving our proﬁt-making structure by promoting activities that focused on the proﬁtability of

every individual shines, we always have our products close by our customers to provide an interior space where every-

each project and streamlining operations, but we fell short of our plan, partly due to the impact of the transfer of our Chinese

one feels comfortable as a leading manufacturer of partition.

subsidiary. Furthermore, due to the contraction of economic activity resulting from the impact of COVID-19 pandemic andthe following decrease in corporate capital investment, it has become difﬁcult to achieve the ﬁnancial plan for the third year
(FY2020). Therefore, we have decided to withdraw our ﬁnancial plan. Going forward, we will step up our efforts to improve
our proﬁt-making structure, as set forth in our medium-term management plan, and develop business initiatives that will

The types of partitions

enable us to respond quickly to new partition demand in the COVID-19 calamity.
Unit:1 million of yen, %2020 Medium-Term Management Plan (April 2018 to March 2021)

FY2018FY2019Growth rate

Japan
China

Sales
Financial

Operating proﬁt(Rate)
Ordinary proﬁt(Rate)Net income attributable to parent company shareholders

Non-ﬁnancial

Environment

Greenhouse gas emissions ( tCO₂/year)*1

HealthSecondary screening rate (%)

HealthSmoking rate (domestic) (%)

Work style

Number of days of paid leave taken per person (days/person/year)

Work style

Number of days of paid leave taken per person (days/person/year)

Work style

Female employeesʼ ratio (%)

Work style

Female new graduatesʼ ratio (%)

Safety and security

Number of people in risk reduction (person/year)*2

Safety and security

Number of users for universal design products (10,000 people/year)*3

32,4991,792
34,292
1,420
4.1
1,341
3.9
335
4,995.2
78.3
31.8
27.7
8.9
15.2
21.6
27,000
766

103.6
178.7
105.9
83.5
-1.1
77.5
-1.4
36.1
―
―
―
1.4
0.7
-1.5
6.4
158.8
106.7

Growth rate

FY2020High partitions:●

Toilet partitions:partitions mainly used forpartitions that completely

toilet cubicles.

divide a room from ﬂoor toceiling.

Growth rate

97.7
41.8
94.7
The third year
120.8
ﬁnancial plan
1.2
has been withdrawn.
116.8
0.9
212.2
4,575.6
95.3
96.1
100.0
0.0
21.7
19.8
-6.1
-5.9
20.0
-1.8
-5.9
13.3
0.8
3.6
17.3
1.4
0.7
51.4
14.3
15.5
45,000 125.0
163.0
1,100 125.0
114.9

31,736748
32,485
1,715
5.3
1,566
4.8
711
4,799.3
100.0
25.9
21.8
12.5
15.9
37.1
44,000
880

●

●

●

Low partitions:partitions that help maintain afreestanding partitions.

●Clean room partitions:clean environment properly.

Movable partition:●

Door products:

partitions that can be moved

skeleton mounting steel andto meet a particular usage.

wooden door products.

1) CO₂ emissions from Scope 1+22) Calculated from the delivery ratio of high seismic product (Synchron).
3) Calculated from the delivery ratio of universal design product (Dear-d).

Ofﬁce

Basic Strategies for Achieving the FY2020 MTP

Factory

The “FY2020 Medium-Term Management Plan” for the three years beginning in April 2018 is the ﬁrst medium-term management plan for realizing the vision we aim to achieve by 2030 after we announced our declaration in support of SDGs. During
this period, we focused on establishing a highly proﬁtable business structure as we worked to build a corporate structure
capable of simultaneously creating a social impact and increasing corporate value through our business activities. We have

Hospital andWelfare facility

SchoolOthers(Public facilities, Hotel,
Cultural facilities, etc.)

decided to withdraw our ﬁnancial plan for the ﬁscal year ending March 31, 2021 (FY2020), the third year of the plan. However, we will continue to work on the basic strategies that we laid out in our medium-term management plan: “implement
measures in the area of Marketing” and “Proﬁt” in ﬁnancial terms, and “Environment,” “Society,” and “Governance” in non-ﬁnancial terms.

The cornerstoneof our mission
for 2030

19

Basic Strategies
for FY2020 MTP

Product
Services(Financial)
Governance(Non-ﬁnancial)MarketingProﬁtEnvironment
Society

Sales
Compositionof different markets(Composition ratio)

Others 3,735
School
2,027
Medical andWelfare facility
4,130
Factory
7,616

sales

32 billion
and 485 million（FY2019）

Ofﬁce
14,977■ Ofﬁce■ Factory■ Hospital &

46.1％
23.4％
12.7％

■ School■ Others

6.2％
11.5％

Welfare facility

Governance
20

COMANY's value creation

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Ofﬁce market

Ofﬁce Market Strategies●Medium-Term Strategy●Long-term strategy
As telework moves forward with full-scale implementation, most

Challenges and Changes in the Ofﬁce Market

In view of the redevelopment of the Tokyo metropolitan area, which
is likely to continue even in the age of after-corona, the needs of thecity center are expected to remain ﬂat to slightly increase. On theother hand, we predict that more people will seek new ways ofworking in rural areas. These two movements are not in conﬂict, andmore and more people will gain value from both. We will provide
spaces that create new value by capturing the spatial needs inrelation to the changing ways of working.

The ofﬁce market will continue to diversify in terms of ways of working and▶ It is expected to see a change in the requirements of working andCreate a space where people can work in a variety
of ways to support their individual work

+ 3.2 %

Sales

the people who work there. This means each ofﬁce will be given its person-

workers will be able to choose where to work in corresponding totheir purpose. Recognizing that what is necessary for personal
spaces is different from what is necessary for public spaces; we will
create and provide spatial values that meet the objectives of all
forms of working.

the culture in the ﬁrst place. (The impact of COVID-19)

ality rather than remaining as a conventional space.

FY2017FY2018FY201914,184

14,157

14,977

Sales(Unit: millions of yen)

14,184

14,157

Ofﬁce Market Initiatives
We continue to conduct environmental surveys in our ofﬁces using sensing technology
and vital data. We are also conducting environmental research in individual booths aspart of business-academia collaboration with the Japan Advanced Institute of Scienceand Technology ( JAIST). In addition to researching how the environment, such as CO₂
concentration, changes, and how these changes affect people, we are also experiment-

Key risks and opportunities

ing with an environment capable of operating lightings with smartphones by utilizing
sensing technology.

5,000

FY2017FY2018FY2019(Unit: millions of yen)

Sales
As demand for redevelopment in the Tokyo
metropolitan area is growing, overall
demand in the ofﬁce market increased. The
whole concept of ofﬁce has changed due tothe change in marketability and the work
style reform. The demands for partition
capable of changing the value of ofﬁce
space emerged, the creation of new added
value in our product contributing to ourmoderate growth in sales.

21

cafes, private homes, and even tourist facilities such as inns have been used

14,977

10,0000nies, and a variety of spaces are being used as ofﬁces in a recent trend. Since

as worksites, we will aim to provide spaces suited to a variety of work styles.

Sales
15,000Besides, the ofﬁce market is not limited to the spaces provided by compa-― Risk ―― Opportunity ―Changes in the wholeconcept of the ofﬁce due
to progress in telework

Place for working is not limited
to ofﬁce permitting newworking places to be created.

Changes in the wholeconcept of ofﬁce due to thediversiﬁcation of work styles

Creating a new purpose
and value for working at
the company

Bipolarization of ofﬁce
investment

Needs for both active andpassive investment“Wherever Booth--KAKOU”
It is expected that people would have more choices when deciding where to work infuture while the social infrastructure is improved. In addition to the impact of
COVID-19, people are starting to work from home at a rapid pace.
In other words, we should think of our homes as a different form of ofﬁces now. To
address the issue of homes being used as ofﬁces, we have focused on the traditional
Japanese way of partition, the folding screen and released our new product "WhereverUnexpected situations
such as earthquakes, etc.

Provision of space for BCP
measuresbooth--KAKOU" in July 2020.

22

COMANY's value creation

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Factory Market

Factory Market Strategies

Create a safe and productive work environment
for all workers in factories- 14.4 %Sales

Challenges and Changes in the Factory Market
The factory market is undergoing a major transformation. With the●Medium-Term Strategy●Long-term strategy

Capital investment in the manufacturing industry is expected to

We will develop new services by applying the know-how we haveshrink over the next three years or so. However, we believe that evencultivated in the clean room business and further expand our sales

in this context, the demand for more comfortable and easier working

channels.

spaces for factory workers will continue to grow in the future. We will

Besides, we will develop products and provide interior space that iscontinue to meet the needs for new ways of working in factories in

useful for establishing production systems that meet the high-mix,

the age of after-corona and provide products that are ideal for

low-volume production requirements of future manufacturing

creating spaces in which factory workers can work at high productiv-

industry.

ity.

challenges in handing down of technical expertise and a shrinking
workforce, there is an urgent need for a shift to digitalization, and efforts are

FY2017FY2018FY2019

7,378

8,894

7,616

Sales

(Unit: millions of yen)

being made to automate and reduce the manpower through the introduction of robots and to streamline production processes by utilizing IT, IoT,
big data, AI, and other technologies. Besides, there has been an increase in
the recruitment of diverse human resources to secure the workforce.

Sales
15,00010,000The customer needs are diversifying and the factories which can cope with such change
are necessary. For this reason, we believe that the product line and the layout of partition

to respond to these changes in factory operations.
7,378

8,894

7,616

Key risks and opportunities― Risk ―FY2017FY2018

Sales

Lack of human resources

Capital expenditures by companies havebegun to decline from ﬁscal 2018, whichhave had a negative impact on sales.
The factory market is heavily dependent
on speciﬁc end users and sales to thosecompanies. This is an issue for the future,
and we are working to resolve it.

― Opportunity ―Proposals for interior
spaces by introducing IT
robots, etc.

FY2019(Unit: millions of yen)23

he era of mass production has changed to an era of high-mix, low-volume production.

within the factories are required to change ﬂexibly. We are conducting market research

5,000
0

Factory Market Initiatives

Proposals for interior spacesthat can accommodate people
with various backgrounds

Stoppage of production
activities due to natural
disasters

Strengthen disastercountermeasure productfor BCP

Review of overseas bases
due to national policies
and trade frictions

Addressing the needs for
shifting overseas base backto Japan“Mobile Robot" for factories is now in operation
We have started operating a "mobile robot" at our main factory. The mobile robot is atransport robot that transports ﬁnished products and members in the factory. In
anticipation of future needs, we started a trial operation of the robot in our factories. We
will commercialize the robot as a proposal for creating new value in industrial solutions,mainly for existing users, and expand the range of services we offer.

24

COMANY's value creation

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Hospital and Welfare Market

Strategies for the Hospital and Welfare Market

Create a space that considers the safety and security of patientsand the ease of working for medical and nursing staff- 3.9 %

Sales

Challenges and Changes in the Medical and Welfare Market●Medium-Term Strategy●Long-Term Strategy

The demand for inpatient care is expected to rise as the number ofWith the aging society, the shortage of medical and nursing person-

chronic invalid increases due to the rapid growth of the elderly

nel will become even more weighty issue than ever, and the role of

population in the later stages of life and the increase in life

hospitals will also change as a result of the need to collaborate withexpectancy, while the workforce is expected to decline further. We

local medical and welfare facilities. We would help research andwill continue to provide a comfortable space for medical staff toprovide a safe, secure and comfortable medical environment at eachwork in and for users to stay in the future.

facility to maintain the quality of medical care.

▶Changes are expected to occur in the medical and welfare facilities
The medical market in Japan has more hospital beds per population thanany other country in the world, and the diversiﬁcation of healthcare needsfrom the perspective of privacy and infection prevention.

has led to a shortage of human resources and long working hours for

FY2017FY2018FY2019

5,357

4,296

4,130

Sales

(Unit: millions of yen)

To solve this problem, the medical practice has been changed thanks to thetechnologies such as ICT and robotics, and the medical technology has
becoming sophisticated, but it is still not a user-friendly environment.

Hospital and Welfare Market Initiatives
Although it used to curtain off a room in the past, there is a growing demand for

We aim to provide an interior space where medical staff can work comfort-

partitions that are easily cleanable to prevent infections caused by COVID-19 and to

Sales

ably without reducing the medical quality while ensuring the privacy ofprotect privacy. Therefore, we are researching how to create medical spaces that are safe

15,000users.

for users and comfortable for medical staff to work in.

Key risks and opportunities

10,000
5,000
0

5,357

FY2017

4,296

4,130

FY2018FY2019(Unit: millions of yen)

Sales

As the Long-Term Care Insurance Act is revised
once three years, there was a strong demand forconstruction work in ﬁscal 2017, the ﬁnal year
before the revision. However in ﬁscal 2018, theyear of the revision, our sales were affected by
drastically drop in construction work due to a
wait-and-see stance of the market. Besides, newconstruction of nursing care facilities outside ofmajor cities was also declining.

25

physicians, both of which are long-term issues.

― Risk ―― Opportunity ―Shortage of humanresources due to diverse
medical needs

Interior space proposals
through the introductionof ICT, robots, etc.

Changes in hospital bed

Meeting the needs of
hospital bed functions andfacility standards

functions due to low birthrate
and aging population

Development of a Used Diaper Transfer Robot
We have developed a robot to transport used diapers for hospitals and welfare facilities. Our idea was to makethe disposal of used diapers more hygienic and convenient. The robot moves to a hospital room to collect andpack the used diapers and then automatically transport them to a garbage station. We will continue to provide

Deﬁcit-ridden hospitals

the abolition or merger ofhospitals

Impact of the COVID-19

Strengthening measuresagainst infectious diseases

services and spaces that ease the burden on medical and nursing staff and make it easier for them to work.

26

COMANY's value creation

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

School Market

Strategies for the School Market

Create a comfortable learning space
for all children and teachers- 13.3 %Sales

Challenges and Changes in the School Market●Long-term Strategy

The aging of public school buildings has become a problem.

We believe that the digitalization of educational settings will contin-

In response to this, local governments are now drawing up “Individ-

ue to advance. Therefore, we will continue to develop new products

ual Facility Plans” for the future with the target of completing themfor the classroom that utilize digital technology. In addition, theby March 2021. Once the plans are completed, the construction

necessity for remote teaching is increasing, and there is a need forwork on aging facilities is expected to begin. We will provide

spaces that facilitate learning at home and other places outside of

products to enhance the value of classrooms by accurately grasping

schools. We will also contribute to the diversiﬁcation of these places

the needs of the diversity in classrooms.

of learning.

With the emergence of new forms of teaching that require more space (e.g.,group learning) and "inclusive education" initiatives that allow all children,
regardless of disabilities, to learn together, the demand for more diverse

School Market Initiatives

FY2017FY2018FY2019classroom space is increasing. The optimal classroom space pursued by

2,428

2,339

2,027

each school varies widely from child to child and from teacher to teacher,(Unit: millions of yen)and each child has a different sense of ease of learning, concentration and

We continue to visit leading schools across the country to interview teachers and study

comfort. The classroom space of the future should not be a monotonous

the learning environment. We also invite experts in the ﬁeld of school facility design toSales

space, but rather a ﬂexible and diverse space that allows pupils to learn

exchange opinions while developing our products. In addition to accurately grasping the

15,000freely by trial and error in school.

potential needs of schools, we will continue to develop products that incorporate theSaleselements required for future school spaces.

10,0005,000

Key risks and opportunities
2,428

2,339

2,027

FY2017FY2018FY2019― Risk ―― Opportunity ―(Unit: millions of yen)

Further diversiﬁcation ofclassroom needs Social
distance in the classroom

Further increase in the
ﬂexibility of the partitions

Many school facilities are coming up for rebuilding or renewal. To systemically conduct the
renewal plan of these facilities, local governments are working to formulate the constructionplans by March 2021. Currently, the number ofschool facilities being upgraded is declining as
the construction planning period is not yet over,and this has led to a continued decline in sales.

Fierce competition inschool construction andentry of different sectors

0

Sales

27

●Medium-term strategy

Developing products that
accurately grasp the needs

Release of “SPart-W” which uses a welding-free method
In April 2020, we released SPart-W (SPart-Double), the industry's ﬁrst wooden schoolpartition using the "weldless" method". Neither being installed with welding, nor being
directly attached to the beams of a building, the “SPart-W" does not require any

Increase in online learning

Creating a home learning
environment

extensive work. This allows for relocation and addition of partitions enabling ﬂexible useof the classroom. The SPart-W can ﬂexibly adapt to the increase in the number of vacantclassrooms due to the declining birthrate and the change of use of classrooms in the

Decreasing birthrates andincreasing school closures

Developing the current
learning ﬁeld

future.

28

COMANY's value creation

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Business Topics
Product development that consider the global environment

FSC Certiﬁed Products

Environment
Creating a sustainableglobal environment

High seismic resistance partitions,
Synchron that contributes tothe creation of disaster resilient interior spaces

Safety&Security"City Planning"

to coexist with disasters

More than 700 vibration tests have been conducted, accumulating 300 million data for analysis
We have thoroughly analyzed the damage mechanisms to ﬁnd out what is an effective high seismic resistance. We verify the ceilings andﬂoors by reproducing the actual construction conditions in pursuit of effectiveness.

Suppressing ceiling from being uplifted

Steel partition

The ceiling, which supports the partitions, will move up and down and undulate even only withhorizontal excitation if the tremor is huge. We have conﬁrmed the effect of preventing the ceiling frombeing uplifted by installing the Synchron .

Without Synchron
Urayasu
wave

Kobe
wave

Video footage of the seismic intensity 7 by 3D vibration test is now available

With Synchron
Urayasu
wave▲Test Video

Kobe
wave

Shaking table
and test specimens

Procurement of environmentally friendly materials
35.0
30.0
Rise of ceiling surface

We acquired FSC certiﬁcation in July 2020, and plan to launch FSC-certiﬁed toilet
booths in October.
FSC certiﬁcation means making good use of properly managed forest timber andfamiliarizing it as a product. It helps us to ensure that supply chain is free of environmental problems as well as child labor and other problem when procuring materials.
Though the FSC-certiﬁed products are still not widely used in the constructionindustry, we will strive to popularize it while expanding our product lineup, aiming
for coexistence with the global environment.

<Product Development Section 1> Takao Kura

In theory, if the ceiling is being uplifted any
further, the partition may tip over.

25.0
20.0
15.0

（mm）
10.0
5.0
0.0

<Product Development Section 2> Naoyuki Morota and Kyohei Kawanabe
As a signatory to the “Declaration in support of SDGs” and the “UN Global Compact” , we arecommitted to the responsibility for product manufacturing aiming for the top position from anenvironmental perspective. Bearing this in mind, and based on the bitter experience of not being

0

1/20

1/10

Lateral displacement of the ceiling surface(interlayer deformation angle)※The above test data is for a steel partition.
Please note that the above test data does not guarantee the performance.

It was found that partitions were corrupt in the pastmajor earthquakes such as the Great East Japan
Earthquake and the Kumamoto Earthquake, so asingle false move will result in a fatal disaster.
This made us realize that conventional
earthquake-resistant standards might not beable to protect people's lives, so we have been
researching a high-seismic partition,
Synchron. Through more than 1,000 tests,
including excitation tests using actual
earthquake motions and loading tests forascertaining the high ﬂexibility andstrength of the partitions, we haverealized the partition with highquake resistance. We aim to create atruly safe space with Synchron.

able to respond to customerʼ s request to use FSC-certiﬁed materials in the past, we are working
hard with daily thought to release it as soon as possible in developing FSC-certiﬁed toilet
booths. The FSC-certiﬁed toilet booth is the industry's ﬁrst attempt, and through thisactivity, the product will be able to appeal to a large number of customers for safety andExpanding the range of Synchron target products to provide more spaces with security and safety

security in the future when environmental consideration will be even more important.

<Outsourcing and Purchasing Section> Takeda Naoki
We began by learning about FSC certiﬁcation and we continued to work towards
certiﬁcation, believing that each step we took would lead directly to actions
contributing to the “Environment”, the “Society”, the “Economy” and our“Customers”. We have acquired the certiﬁcation, and now we are moving towardcommercialization. We would continue to involve in developing new productswith the hope of delivering them to our customers as soon as possible.

FSC Certiﬁcate

29

In March 2017, COMANY and the Kanazawa Institute of Technology jointly announced and released the "Synchron" system, apartition that withstands earthquakes of 7, the maximum seismic
intensity on the Japanese scale, and we have been installing it on
our standard model "EUP Synchron" and other partitions asneeded.
Nowadays, we are able to equip the existing aluminum partitions
with the SYNCHRON system to turn it into a retroﬁtted Synchron
product. We also make it possible to install Synchron system to theglass partition series--"Bridia" of sophisticated design, which used
to be considered a high hurdle, with the aim of reducing
earthquake risks and providing safe and secure spaces in moresituations. With this breakthrough, we are making good progress inachieving our goal of having one million earthquake risk reduction
customers in 2030.

Number of disaster risk reduction (cumulative)（10K persons）

100

100

80
50

50

0

25
4.4

8

FY2018FY2019FY2022

FY2025

FY2028FY203030

COMANY's value creation

Realizing New Communication Value

KOUSHI

Activity
Platform creation tofoster people's activities

Loosely partitioning the room for encouraging new communication.
In October 2018, in response to the recent
diversity of ways of working, we launched
KOUSHI, which enables us to create a space thatgenerates new communication values. The
concept of "loosely partitioning" creates new typeof communication by inducing small groupsʼ
communication, which is essential for work.
Besides, the way it is partitioned helps control
over visibility and realize a creative way ofworking by creating a proper size of space tofocus on work and ventilate oneʼs opinion inmeeting.

[Product Development Section 1] Yuki TADA
The selling point of KOUSHI is its capability to replicate theelaborate design by using existing products. The functions
are integrated into unprecedentedly thin frames, whichallow the layout to be ﬂexibly changed to meet thecustomerʼs needs. We have worked hard to make the
KOUSHI it is today, but we have also spent a lot of timetaking care of post-launch issues, and I think we are
getting closer to perfecting the product. We willcontinue to make efforts to develop KOUSHI in the

COMANY LAB ロゴ
As one of ofﬁce workers, we have set up "COMANY LABTOKYO" in our Tokyo ofﬁce to create a better ofﬁce space bybecoming a test subject ourselves. To research the future ofofﬁce space, we have conducted a variety of experiments onwork productivity, communication methods, and the environment for users to focus on work.

Sustainability management initiatives

Performance in FY2020

Antiviral coating to protect your precious ones
Health Bright Evolution®

Well-being

Human resource
development that enables
each individual toplay an active role

Antibacterial and antiviral coating of the entire space
In addition to "partitioning", we have beencreating a safe and secure environmental spaceby adding a coating with antibacterial andantiviral functions. This coating agent (HBE) is a
special liquid, which is water-clear and odorless,made of 100% natural minerals. It can be applied
to all materials, including glass, ﬁxed walls, desks
and chairs, as well as partitions, to create anantibacterial and anti-viral effect in the entire
space.

future.

Planning and validating the demonstration experiments to pursue optimization of the workplace

31

COMANY's business strategy[Amenities & Services Division] Isao NISHIMURA
Unlike the disinfection measure, HBE lasts for about ﬁve years,
so it does not only help ensure a safe place for ofﬁce workers
and visitors, and users of commercial and sports facilities, italso reduce the burden on those who maintain and clean
the facilities on a daily basis, making it a very effective
tool in providing a safe space for all. We are proud forbeing able to offer such a helpful product. Incidentally,
we sell it in Covid-19 catastrophe; we will continue tocontribute to the creation of a comfortable space foreven more customers, as these products are usefulfor safety and security in different aspects far
more than inactivating the viruses.

Six effects can be expected from its properties.

Antiviral
It inactivates the viruses including
inﬂuenza viruses that are contagious
by touch.

VOC decomposing
It decomposes VOCs (Volatile Organic
Compounds) such as formaldehyde.

Antibacterial
It prevents E. coli, Staphylococcus
aureus and other bacteria that cancause food poisoning.

Deodorizing
It decomposes odor-causing
substances such as acetic acid, formic
acid, and hydrogen sulﬁde.

Mold-prooﬁng
It inhibits mold growth.

Stain-prooﬁng
Its ion-conductivity makes it difﬁcultfor dust to adhere to it.

32

COMANY's value creation

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Award Topics
1

Winner of the 2019 Good Design Award for theTender Series door through 14 years of efforts since its launch

２

Won JMAQA AWARDS 2020 for the integration of SDGs
and ISO with business process

In March 2020, we were awarded the JMAQA
AWARDS 2020 by the Japan Management
Association Quality Assurance Registration
Center (JMAQA). We have been highly
regarded for the uniqueness of the COMANY
SDGs∞( Möbius) model in conducting
business, and the integration of ISO andSDGs with business processes which is
structured and operated under the ISO
management system. Also, the clear clariﬁcation on the risks and opportunities for eachtheme, as well as its linkage to the 17 targetsof SDGs in the goal management process arealso highly evaluated.

We received the Good Design Award for our efforts in developing "Tender" series.
We launched the "Tender Door" 14 years ago. At that time,
white steel doors were used in welfare facilities, which gavea clean but inorganic impression. This door was developed
in response to a customer's request to turn a room in a
welfare facility into oneʼs home. Because this door is madeof wood, its distinctive taste and aroma create a warm andwelcoming atmosphere giving the elderly a sense of comfort
and security. Moreover, wishing to be always at the side offacility staffs and users, we listen carefully to their voices
and implement various improvement ideas. Each of these
efforts has built up todayʼs "Tender door.""Tender" series.

The "Tender door" has been repeatedly improved in
response to feedback from facility staff and users. For
example, compared to general steel doors, the “Tenderdoor” can be opened and closed easily by the elder andwomen reducing their burden in opening and closing.
Also, it can be operated without stress for the staffs whocome in and out on a daily basis for nursing and care.
After listening to customers' comments, we havedeveloped the entire "Tender" series, including "Tenderhandles" that allow wheelchair users to operate the door
in a comfortable position, "Tender frame" that is lessvulnerable to scratching and maintains a clean appearance, and "Tender pockets" that make it easier forresidents to recognize their own rooms. We have beenworking on this project for a long time, and our efforts
were recognized by the Good Design Award.

３

We were awarded the Grand Prize in the Large Company category
at the 20th Green Purchasing Awards. The award was given inrecognition of the company's efforts to maximize its corporate
value by developing business activities that involve the entire
company under the COMANY SDGs∞ ( Möbius) Model. It is an
original value creation model established by COMANY to implement the SDGs in its management.

第20回グリーン購入大賞「大企業部門」大賞受賞

グリーン購入に取り組んでいます

Research Presentation at the Study Group on Ofﬁce Toilets for All-Gender Use

４Comments from the Jury of the Good Design Award

PocketFrame

33

HandleIt is understandable that this product has been studied for a long
period of time by listening to users' opinions so that patients andresidents can feel a sense of security and warmth in medical andwelfare facilities. Basically, the sliding door is characterized by its
wooden design. Besides, it is also impressive that various innovative
ingenuities have been incorporated into the product from theopinions of customers and a rich variety of product has beendeveloped. In this review, the product development efforts of theseries as a whole were highly evaluated.

Won Grand Prize at the Green Purchasing Awards (Large Company Category)for COMANY SDGs∞ (Mobius) Model, a value creation model

Won the Excellence Award from Japanese Association for an Inclusive Society

We launched the "Study Group on Ofﬁce Toilets for All-Gender Use"with Kanazawa University and LIXIL Corporation to conduct a joint
study. Part of the study was compiled as "Study on Ofﬁce Toilets for
All-Gender Use Part 2: Gender Comparison of Satisfaction Factors
in the Use of Ofﬁce Toilets" and presented at the 22nd National
Conference held by the Japanese Association for an Inclusive
Society in August 2019 in Tokyo, where we received the ExcellenceAward.

Lock

34

COMANY's value creation

1

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Pursue a customer-ﬁrst policy●

To contribute to the world's happiness through ourbusiness activities, we strive to meet the true needs ofour customers by accurately grasping the social issues
faced by each market and creating spatial value throughdeveloping, producing, selling, and constructing safe,
high-quality, and environmentally friendly products will
improve customer satisfaction. Therefore, we are focus-● Creating a sustainable global environment
To preserve the beautiful environment for future generations,
we are developing products that make use of the eco-friendly
characteristics of the “partition” itself, such as relocatable,
replaceable in parts of partitions, and reduce the environmental burden. COMANY's eco-products refer to the productwhich meets the standards of "Eco-Mark certiﬁed products","Products in compliant with Act on Promoting Green Procure-

We will realize our sustainable growth by continuing toment" and "COMANY Original Eco-labeled Products". We are

create new value.

also working on the development of FSC-certiﬁed products*,
which have been expanding worldwide in recent years.

● City planning for coexistence with disaster

Eco-mark certiﬁed
products

Products with Eco-mark certiﬁedby Japan Environment Association

Products in compliant
with Act on Promoting
Green Procurement

Products that comply withthe standards set forth in
Act on promoting Green Procurement

COMANY Ecolabel
Products

COMANYʼs original productsthat meet our company's standards*FSC certiﬁcation is a system that promotes the sustainable
use and protection of forests by afﬁxing a certiﬁcated mark towood, paper and other products made from well-managed
forests and or recycled sources.

To provide a safe living environment for people in Japan, the●City development for coexistence with disasters●Platform creation fostering people's activities

earthquake-prone country, we continue to incorporate●Human resource development enabling eachindividual to play an active role

joint research with Kanazawa Institute of Technology, into

Syncron, a quake-resistant technology developed throughem pl oyee ○more of our products. Besides, the Syncron has obtained a

High quality
manufacturing

Certiﬁcate of examination for Construction Technology●Customer Satisfaction Survey and
Improvement Activities

based on an ordinance of the Ministry of Land, Infrastructure●High Quality Standards

and Transport and Tourism, which further proves the safety●Automate the production line

Impressive, reassuring
and reliable
construction systeml o c a l co m m u n i t y ○Increasing
Customer Value

Development of
products thatmake "Empower
all Life" a reality●Creation of a sustainable global environment

Standard

G l o b a l envi ro n m en t ○ing on those efforts and human resource development.

Sections u p p l i ers ○technology and design thinking. We also believe thatcus tomers ○Development of products that make "Empower all Life" a realityof the Syncron through technical knowledge.
Glass partition "Bridia" with Syncron●Initiatives for Smart Construction●Opening of Construction Academy● Platform creation fostering peopleʼs activities●Utilization of IT and Visualizationof Construction Sites (CIC)

In the midst of the accelerating changes in the environment

Cor pora te governan ce

due to the technological innovation of IoT and 5G and thereform of working practice, COMANY is also engaged in

Four Product Development Concepts and Design Thinking

research and product development to contribute to thecreation of customers' environment. We have developed andBased on the numerous technological knowhow cultivatedover the years, we are developing products based on the fourconcepts of "Safety and Security," "Quality and Functionality,""Environment and Social Contribution," and "Dignity andComfort," to provide value that will impress our customers.
Moreover, to contribute to the 17 goals of the SDGs, we areworking on research and development and business operations by deﬁning our vision for 2030 and clarifying the issues
we need to address through backcasting (backwards calculation thinking). To achieve this, we use design thinking topromote innovation.
※Design Thinking is not about design or superﬁcial embellishments,
but rather a method of solving business problems from the user's
perspective, using the ﬁve senses as a method of thinking to express
intangible concepts in a form.

launched the KOUSHI partition, a partition that allows

Safetyandsecurity
Qualityandfunction

Providing customers
with the highest value
in terms of excitement

Environmental
andSocialContribution

people to recognize the change in atmosphere and territory
as a "boundary" rather than dividing a space by planes, as
telework and free-address system are becoming more

Dignityandcomfortcommon.
Design partition "KOUSHI"● Human resource development enablingeach individual to play an active role

We continue to research on universal design to create a safe
and secure environment for all people. We are creatinginterior spaces that can be used stress free by everyone
regardless age and background. Besides, we will provide asafer and more secure environment by coating it with "Health
Bright Evolution®" (HBE), which is made of 100% naturalminerals with anti-virus and anti-bacterial characteristics.

Universal design folding door "Dear-d

35

36

COMANY's value creation

1

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Pursue a customer-ﬁrst policy

ers, and so we are developing initiatives based on the principle of quality supremacy. We will create comfort-

their job perfectly with a sense of pride and satisfaction while impressing our customers. The installation

able and functional spaces by providing safe, secure and high-quality products that are friendly to the environ-technicians not only hone their construction skills, but also develop their character and learn to behave withment by combining the technical capabilities we have developed with new technologies through technologicaldignity. Thereby, we can build a construction framework that our customers can entrust us with their work ininnovation.

relief more than ever before.

● Customer Satisfaction Surveys and Improvement Activities

Overall Rating: NPS
3 scoresimproved

10

12

9

5

0
FY 2017

FY 2018

In 2020, we opened the "Construction Academy" in-house as
an educational institution specializing in construction, theﬁnal assembly process. The Academy aims to develop not only
construction techniques, but also the skills and mindset
necessary for working adults, and to train future specialists ina wide range of construction ﬁelds.

Corpora te govern ance37

l o c a l co m m u n i t y ○Negotiating with customers using IT tools

Product inspection room for customer inspection● IT and Visualization of Construction Work (CIC)
Light source which displays
the outdoor light color

In 1981, we introduced the Total Quality Control (TQC) program
to train our employees in manufacturing, and it has become an
integral part of our company's culture of improvement activities.
As part of our efforts to improve quality, we are also working on
automating information such as automatic panel inspection
system and production information feedback. We will continue topromote production efﬁciency and quality control using IoTtechnology and data analysis that connects all things to theInternet.

A brief glimpse of
Smart Construction Competition● Construction Academy opened

In addition to operating a quality management system, we haveestablished a high level of quality standards and repeatedly
conduct various tests to ensure safety and security at all times. We
have a product inspection room with adjustable light sources at
our headquarters where we conduct product inspections in theenvironment that our customers actually use.

● Automation of the production line

Every year, we hold the "Smart Construction Competition" forthe installation technicians to compete with each other toimprove their construction techniques and practices. In
addition to sharing the vision of COMANY's construction
work, elite construction technicians from across the countrycompete with each other for spirit and skill in order topromote construction innovations with our construction
partners.
Besides, 626 construction workers from nine bases across thecountry participated in the annual health and safety promotion conventions held in each region in ﬁscal 2019.

em pl oyee ○NPS, which stands for Net Promoter Score, is an index thatquantifies customer loyalty (the degree of attachment and trust in
a company or brand). We perform a comprehensive customer
evaluation using these NPS.

● Approaches to smart construction

G l o b a l envi ro n m en t ○● High Quality Standards(Score)15

s u p p l i ers ○Our unique COMANY Smart Construction program is designed for our installation technicians to complete

cus tomers ○Impressive, reassuring and reliable construction system

We believe that the products and services we provide must be of reliable quality in order to satisfy our custom-

Our sales department periodically conducts customer satisfaction
surveys to evaluate our activities to date. We evaluate four major
survey items: products, construction, delivery time, and representative, to identify areas for improvement and areas that are valued.
The change in NPS in our customer satisfaction survey improved
from 9 scores in FY 2017 to 12 scores in FY 2018. In particular,
satisfaction with product quality has improved, and we will continue to manufacture products to satisfy our users. On the other
hand, we were down 1 score in construction, down 3 scores indelivery time, and down 8 scores in response of sales andengineering representatives, highlighting the importance ofimproving not only our products but also our services. Considering
the impact of the Covid-19 catastrophe, we plan to conduct thenext survey in the second half of ﬁscal 2020, but we will take theresults of ﬁscal 2018 seriously and strive to improve our services,
including internal training.
Moreover, as part of our activities to improve customer satisfaction, we have increased the amount of time we spend meetingwith our customers to get a true picture of the space they want toachieve, and more recently we have been using IT tools to conduct
remote business meetings, make proposals, and hold productstudy sessions.

●High quality manufacturing

Light source which displays
the indoor light color※Right: Differences in visibility due to differences in light sources

CIC (COMANY i-construction) is a system that allows the user
to check drawings and processes using a smartphone or tablet,
as well as construction procedures, safety and quality
standards in real time at the construction site using video.
By using IT technology to visualize the work site, we arepromoting productivity improvement and work style reform.

Conﬁrmation at a construction site
Automatic sheet metal line system

Visualization of work using tablets

Automatic panel inspection system

38

COMANY's value creation

2

COMANY's business strategy

Performance in FY2020

Sustainability management initiatives

Partnership with business partners (suppliers)
able supply chain to ensure a stable supply of the mostappropriate products to our factories that are technolog-

To build a better relationship with our suppliers, we have been conducting a Supplier
Satisfaction Survey. Considering the satisfaction survey not only an assessment for us on aroutine basis, but also the expectations for us, we collect a wide range of opinions andrequests on future improvements aiming at further increasing satisfaction. In addition to

conscious.

We conduct regular supplier satisfaction

regular interviews, we will also continue to investigate, check and improve our relationships

surveys to resolve issues and build long-term coopera-with our suppliers to build long-term relationships of trust and improve our QDC. In ﬁscal

tive relationships with our suppliers, who are our

2019, we ﬁnished responding to 34 out of the 39 issues we received in the survey.

40
30
20

achieving the best performance.

34

0

NumberNumberof issues of issues dealt● Dialogue at supplier exchange meetings

G l o b a l envi ro n m en t ○relationship that allows us to grow and develop while

39

10business partners. We are committed to fair and impartial procurement activities, valuing a mutually beneﬁcial

Response
rate 87.2%

s u p p l i ers ○ically advanced and environmentally and human rights

Duration: April 2019 to March 2020

In January 2020, we invited our suppliers to our ﬁrst supplier exchange meeting. On the day,we proceeded the meeting focus on reporting the results of the supplier satisfaction survey
and the status of improvements to their requests, as well as shared our purchasing policies
and explained our sustainability initiatives. On the same day, we also held a factory tour and● Mutual learning through technology● Conducting supplier satisfaction surveys
and regular interviews● Dialogue with suppliers in business
partners exchange meeting

Fair trade● Grasping the situation throughbusiness partner survey● Business Continuity Management (BCM)

to hold these social gatherings on a regular basis in the future, aiming for co-existence andco-prosperity with our suppliers, who are our business partners.

Fair trade● Declaration of Partnership Building
In support of "Declaration of Partnership Building" introduced and agreed upon the "Council on Promoting Partnership Building for Cultivating the Future" organized by the Ministryof Economy, Trade and Industry, the Small and Medium Enterprise Agency and otherrelated ministries and agencies for the purpose of helping large enterprises and SMEs tobuild a mutual beneﬁcial relationship, we are working to achieve this goal by cooperatingwith our business partners to coexist and prosper together.

● Grasping the situation through the supplier survey form

Supplier Survey(BCP・CSR)

materials in the right environment. Following the COMANY Group Human Rights Policy
formulated in FY2018, the Purchasing Department conducts regular interviews with our
suppliers by using a supplier survey form to grasp the situation. We also require our supply● Mutual learning and problem-solving collaboration through Technological Improvement Study Meeting
We have been holding a technological improvement study meeting with
our suppliers. The basis of manufacturing is the production and processing drawings, and we are striving to maintain quality by clarifying
inspection key points at the design stage with the aim of reducing
unclear drawings and deﬁciencies. In the future, we will continue toactively involve ourselves in cooperation in the ﬁeld of computerization
and utilize the digitization of drawings to promote efﬁcient, error-freemanufacturing, while further strengthening our mutual collaboration tosolve problems and improve our technology and added value.

chain to respect human rights and not to violate them in case of negative impacts onhuman rights by our suppliers or their associates that are directly linked to our business,
products or services. We will continue to implement management practices with respect tohuman rights, labor, environment and anti-corruption.

作成日：

2019/7/9

購入分類 鋼板関連 ・ アルミ関連 ・ 合板関連 ・ 礎材関連 ・ 樹脂関連 ・ 金物 ・ 接着剤 ・ 塗料 ・ シンナー ・ 包装資材 ・ エネルギー ・ その他(
御社名 ○○○株式会社

URL

住 所 東京都○○区

TEL/FAX

代表者名 代表取締役 ○○○○
従業員数
直近2年
の状況

100名

2019年3月31日 現在
売上高

○ 百万円

資本金
取引額

XX-XXXX-XXXX/
19xx/x/x

設立年月日

年度

)

http://www.sample.co.jp
XX-XXXX-XXXX

インストアシェア

決算月

前年

2018

○ 百万円

○ 百万円

○％

前々年

2017

○ 百万円

○ 百万円

○％

3月

取引先名
主要株主
備 考

２．ＣＳＲ情報
認証取得

ＩＳＯ９００１取得

有・無ＩＳＯ１４００１取得

有・無

エコ認証取得有・無※下記項目に該当する場合はチェック欄に○印を記入してください
取組内容 法令遵守の方針・体制があり実行されている

チェック欄
○

結社の自由、団体交渉の権利を保証している○

強制労働を行っていない○

児童労働を行っていない○

雇用及び職業における差別を行っていない○

労働安全衛生と健康を守るための対策が実施されている○

備考

Stable procurement● Business Continuity Management (BCM)
The environment surrounding us is changing day by day, withnatural disasters such as the COVID-19, the Tokyo metropolitan
area inland earthquake, and the Nankai Trough earthquake. In
anticipation of these risks, we are changing our approach toprocurement by diversifying our suppliers and reviewing appropriate inventory levels so that we can continue to provide products toour customers even in a contingency without impacting theirbusiness activities. In addition, we are working with our suppliers
to ensure a stable supply of products to our customers byproactively obtaining prior information and inventory turnover.

39

１．企業基本情報

Cor pora te governan ce

To build a sustainable supply chain, it is important to process and produce the right raw

Partnership Building

l o c a l co m m u n i t y ○Stableprocurement● Declaration of Partnership Building

get-together providing a great opportunity to deepen mutual exchanges. We will continue

em pl oyee ○Coexistence andco-prosperity with
our suppliers

Partnership
Building

improvement sharing meetings

cus tomers ●We work together with our suppliers to build a sustain-○

Number of Problem Solved with Suppliers(non-consolidated)● Conducting supplier satisfaction surveys and regular interviews

Chishima Current

Nankai Trough earthquake

Japan Trench

Chubu and Kinki area
inland earthquake

Inland earthquake in theTokyo metropolitan area

East Japan area

Trench-type earthquake
along the Sagami TroughWestern Japan area

Nankai TroughTrench-type earthquake
Inland earthquake
Major items (12 items) are purchased from multiple sources in both the East and West areas of Japan.

40

COMANY's value creation

3

COMANY's business strategy

Performance in FY2020

Sustainability management initiatives

Coexistence with the global environment○

Reduction targets of CO₂ emissions
In April 2020, we received certiﬁcation from the SBT Initiative inrecognition that our medium- to long-term CO₂ emissions reduction targets are science-based and in line with “1.5 C target” setby the Paris Agreement. We are committed to reducing ouremissions in Scope 1+2 by 50% by 2030 compared to 2018
levels. In the meanwhile, as supplier engagement, we also arecommitted to completing a goal setting of supplier equivalent to
80% of our emissions for purchased goods and services by 2024.

● Reduction of CO₂emissions throughSBT certiﬁcation● Reduction of industrial waste

management system led by the “Environmental Conservation Committee”, which is comprised of seven / subcommittees from manufacturing, logistics, construction, purchasing, administration, products, and group subsidiaries, topromote environmental conservation activities.

Initiatives for a decarbonized society● Participation in RE Action ‒ Declaring 100% Renewable
We joined “RE Action ‒ Declaring 100% Renewable,” a framework to declare conversion to 100% renewable electricity, as an initial participant organization in October
2019, and committed to 100% renewable energy for our electricity use by 2040.
Going forward, we will work to reduce CO₂emissions by introducing self-consumption solar power generation systems and increasing the ratio of renewable energy byswitching the existing solar power generation systems from selling electricity to

41

Reducing
industrial
waste

Environmental
conservation activity

Group Subsidiaries
Subcommittee

（％）
100

To pass on the beautiful earth that nurtures diverse lives to thenext generation, we are working on development of eco-friendly
product. We promote our development of eco-friendly through“Eco-mark certiﬁed products”, “Products in compliant with Act on
Promoting Green Procurement”, and “COMANY Ecolabel
Products” that meet our original environmental standards.

Manufacturingsubcommittee

Contributing toEnvironmental
Conservation
Activities in Local
Communities

Scope3

1,985.2
2.7 ％2,162.6
2.4 ％
177.5
108.9 ％

3,010.0 68,875.3
4.1 ％
93.2 ％
2,636.7 87,091.7
2.9 ％
94.8 ％-373.3 18216.4
87.6 ％ 126.4％

Logistics
Subcommittee

Environmental
conservationcommittee

Product
Subcommittee

Construction
Subcommittee
Purchasing
Subcommittee

Administration
Subcommittee

Development
and sales of
eco-friendly
products

Promotingplastic free50
0

Eco-friendly product ratio (non-consolidated)

100.0

39.8

40.5

42.2

FY2016FY2017FY201848.5

FY201960.0

FY2020Plan

FY2030Target● Reduction of industrial waste
In the production process, we have reduced the amount of industrial waste by purchasing actual size materials and improving the yieldrate. Besides, the recycling rate of the total amount of waste has been improving every year by thorough separation of waste at theindustrial waste storage site. We will continue to review our material purchasing, production, and packaging methods to improve ourrecycling rate and reduce amount of industrial waste with the aim of realizing a circular economy.
3,000

(t)

2,000

Annual Amount of Industrial Waste(non-consolidated)

2,067

2,175

2,313

2,180

2,083

0

Total waste recycling rate(non-consolidated)

（％）
100
95

1,000

90

Corpora te govern ance

Reducing
Emissionsof CO₂

renewable energy, we have established an environmental

self-consumption and purchasing green energy.

● Eco-friendly product● Efforts to eliminate plastic inpackaging materials

To promote energy conservation measures and the use ofAmount of change

Year-on-year comparison

Scope2

Initiatives for a circular economy● Eco-product development

Environmental Management System

FY2019Emissions
Ratio
Emissions
Ratio

Scope1l o c a l co m m u n i t y ○Initiatives forconservationof biodiversity● Participation in RE Action-Declaring
100% Renewable

FY 2018(SBT reference year)

Unit: t-CO₂

em pl oyee ○Coexistence with theglobal environment

Initiatives for acircular economy

With an emphasis on business transformation and corporate
value improvement, we increase productivity by eliminating wastefrom customer proposals to receiving orders, production andinstallation. Thereby, we reduce the Scope 1+2 CO₂ emissions
from our internal energy use by 196t (3.9%) compared to 2018
levels. Going forward, we will continue to work to reduce CO₂
emissions through energy conservation and renewable energy
and collaborate with our suppliers in this regard.

G l o b a l envi ro n m en t ○CO₂ emissions(non-consolidated)

Changes of CO₂ emissions

Initiatives for adecarbonizedsocietys u p p l i ers ●We believe that conducting our business activities inharmony with the global environment is an essential
prerequisite, and we strive to protect the global environment through energy conservation, renewable energy,
recycling, and other efforts. We are working to achieve asustainable society through measures such as reducing
CO₂emissions based on SBT certiﬁcation, improving
energy efﬁciency through FEMS, promoting the introduction of solar power generation systems, and reducing industrial waste emissions.

cus tomers ○● Reduction of CO₂ emissions through SBT certification

89.4

90.4

91.4

92.1

FY2016FY2017FY2018FY201993.2〜

FY2016 FY2017 FY2018 FY2019 FY2020
Plan

85

FY2020
Plan

Initiative for conservation of biodiversity● Efforts to eliminate plastic in packaging materials
Regarding the packing material that we use to deliver
our products, we are working to shift to recycledplastic and establish a recycling system. Further, we
are also switching to environmentally friendly packaging materials, such as those made of biomass
plastic.

Percentage of Recycled Products Used
(non-consolidated)

（％）

100％

100
80

69.5％

60
40
20
0

0
FY2018FY2019FY2020
Plan

Reduce packaging
materials using the jigs

42

COMANY's value creation

4

COMANY's business strategy

Performance in FY2020

Sustainability management initiatives

Creating a Workplace of Respect for Humanity○

To realize our management philosophy of "the material
and intellectual growth of all employees," we aim toachieve the physical, mental and social well-being ofWe promote health management based on our belief that good mental andphysical health for both employees and their families are important for the employees to take part in work actively with job satisfaction. This year, we were again
recognized under the “2020 Certiﬁed Health & Productivity Management

becoming increasingly diverse, conventional working

Organizations Recognition Program". We will continue to take measures toenvironment in which people can work in their own way.
Our goal is to increase corporate value through continuindividual to shine in their own ways.

maintain our health, such as subsidizing costs through the recommendation ofcomprehensive medical examinations, providing health guidance by nurses,
conducting stress checks, and encouraging employees to quit smoking. The
Ministry of Health, Labor and Welfare (MHLW) commends the outstanding healthand safety-related businesses and organizations, as well as individuals who havemade a remarkable contribution to health and safety. In 2020, we received
honorable mention from the Director of Ishikawa Labor Bureau in recognition of
our efforts to maintain and improve our healthHappiness of employee

Promotion of a safe,
secure andcomfortable workplace● Health and Safety Initiatives● Workplace Reform and Work-Life Integration

To create an environment that allows employees to enjoy their work and private lives with vitality, we are working to establish a corporate culture that is not only easy

Human
Resource
Development

cited as an issue in employee satisfaction surveys. To this end, we have established a premium bonus system for employees who reduce overtime work and take time

● Cultivation of humanity (Philosophy training)off, as well as a "paid leave promotion day" to encourage employees to take paid leave.

● Enhancement of technical capacity(Engineering education )Monthly Overtime Hours per Employee (Non-consolidated)
Hour● Leader development training

Controlling long working hours
To improve working conditions, we will keep promoting our existing “No Overtime● Inauguration of the D&I promotion working group● Women's empowerment

day” to reduce overtime work. We will also work on the target of average monthly● Promotion of employment of persons
with disabilities and foreign workers

ing and using a mechanism to notify daily overtime hours.

overtime hours as 20 hours by promoting various work styles such as telecommut-

more than four days of lost time. We will continue to implement risk assessment, safety patrols, and KYT activities at our manufacturing
and construction sites with the aim of achieving zero occupational injuries.
Occurrence of occupational injuries (Non-consolidated)
Number of accidents ofnon-manufacturing sectors
Total number of accidents

Number of accidents ofmanufacturing sectors
Number of accidents
accompanied by lost worktime（Case）

43

15
13
9

3
FY2015

11

3

4

11

3

2
2

2

4

FY2016FY2017FY2018FY2019Occurrence of trafﬁc accidents (non-consolidated)
Self-inﬂicted injury
Property damage
Physical injury
Total number of accidents（Case）

20
18
16
14
12
10
8
6
4
2
0

20
18
14

14

13
6

10

FY20153

FY2016FY2017

eligible employees, we promote a ﬂexible work environment for employees who areraising children or have family members who require nursing care.

FY2017FY2018FY2019 Plan for
FY2020Obtained Kurumin certiﬁcation
In June 2019, we received the Kurumin certiﬁcationfrom Japanʼs Ministry of Health, Labor and Welfare as a
"Child-rearing Support Company".
Changes in the use of the childcare system (non-consolidated)

FY 2016

Rate of employees taken
childcare leave
Rate of employees working
shorter hours
Continuous employment
rate for the ﬁrst childbirthMale employees taking
childcare leave (persons)

FY 2017

FY 2018

FY 2019

Plan for
FY 2020100.0 ％

85.7 ％ 100.0 ％100.0 ％

100.0 ％

90.0 ％ 100.0 ％83.3 ％

90.5 ％

80.0 ％

90.0 ％ 100.0 ％100.0 ％

100.0 ％

100.0 ％

0

2

3

0

0

Taking Children to Work System
The number of male employees taking childcare leave is gradually increasing,prompting a change in attitudes toward participation in childcare.
introduced a new system for employees to take their children to work. With theclosing of elementary schools due to the effects of the COVID-19, there are more
opportunities for our employees to take care of their children, and we are glad to see

14

3

working hour system and short working hour system that expands the scope of

FY2016

As part of our efforts to create a childcare environment for our employees, we have

3
17

4

"ﬂexible work time system. Besides, by establishing new systems such as staggered

20.0

10

0

program, which includes long term telecommuting and temporary telecommuting,

21.8

15

provided with days off in lieu of workdays to ensure their health.

In addition to introducing diverse work styles, we are expanding our telecommuting

27.7

26.3

20

5

Promotion of Flexible Work Style

25.4

Corp orate gove rna nce

these being due to commuting injuries. We were fortunate that there were no occupational injuries occurring in ﬁscal 2019 that resulted in

25

Besides, we will also ensure that employees who work on weekends and holidays are

and promoting new ways of working, such as the "work-interval system" and the

In ﬁscal 2019, the case number of non-manufacturing occupational injuries was ﬂat compared to the previous year, with the majority of30

l o c a l co m m u n i t y ○Diversity &Inclusionem pl oyee ○to work in, but also is easy to take time off work, expands our childcare and nursing care support systems, and eradicates long working hours, which were frequently● Health and Safety Initiatives

6

Received honorable mention fromthe Director of Ishikawa Labor Bureau● Work style Reform and Work-Life Integration

Considering that employees spend approximately one-third of their time in the workplace, our management team andemployees work together to improve workplace morale, prevent occupational accidents and health problem in order tocreate a comfortable workplace. Creating a comfortable, safe and secure work environment plays a role in enhancing
our corporate value.

62020 Health andProductivity Management Award● Health management initiatives

Promotion of a safe, secure and comfortable workplace

18
16
14
12
10
8
6
4
2
0

G l o b a l envi ro n m en t ●ous improvement of our own abilities and allowing eachs u p p l i ers ○each and every one of our employees. With values
styles are being reviewed, and it is necessary to create ancus tomers ○● Health Management Initiatives

2

3

FY2018FY2019the new work style began to take root in our company.

44

COMANY's value creation

4

COMANY's business strategy

Performance in FY2020

Sustainability management initiatives

Creating a Workplace of Respect for Humanity○

Human Resource Development

Training type
Training course

Category
Personnel training

COMANY Philosophy training
Executive training
Division chief & section chief training

Training by rank

OJT training
Self-development

Executives

Divisionchiefs &SectionAnnual5th/3th/
2nd yearFreshrecruit

○

○

○

○

○

○

○

○

○

○

○

3rd year training○○

2nd year follow-up○

Fresh recruit trainingtraining○○

E-learning
Brother & Sister system

○

○

○

○

○

○

○

○

○
○

Brother & Sister system
Company essay system○○

Engineering education

○

○
○

○

○

○

○

○

○

○

● Cultivation of humanity (Philosophy Training)

An internal D&I survey conducted in 2019 showed that 38% of male and 85% of female
employees were reluctant to be promoted.
In light of this situation, we planned to create an environment in which employees could
learn to envision the kind of leader they wanted to be and started the 2020 Leader
Development Training program. We have been developing an environment internallywhere the employees could chart their career path from a young age, aim to be a leader ina proactive manner, and realize it through active learning.

45

Female employees (persons)Female rate (%)

Female managers (persons)（％）
35(Persons)

1200

30.0
1000
800 793600

793

16.6 16.7

908
15.2

928

953

15.9 17.3

030

Percentage of females (%)(Persons)

250

25
20.0

200

20

150
100

199

184

181

199

158

159

163

176

FY2016 FY2017 FY2018 FY2019 Plan for FY2030
FY 2020 PlanTarget

5
0

50
0

2.8

2.2

15

208

10

10
199

20

25

15

200

2.5

3.0

4.8
5.0

5

10
4
5
5
6
0
FY2016 FY2017 FY2018 FY2019 Plan for FY2030
FY 2020 PlanTarget● Promotion of employment of persons with disabilities and foreign workers(Engineering Education)● Leadership development training

Male managers (persons)Male employees (persons)400● Enhancement of technical capability
This training program is designed to improve our technical capabilities (development
technology, design technology, manufacturing technology and construction technology).
For each type of job, employees learn the skills necessary to provide high quality products
and services. In addition to technical education and training aimed at acquiring
specialized skills, we also actively adopt e-learning for training as a mechanism for passing
on and accumulating our know-how.

Number and Rate of Women in Management Positions(Non-consolidated)

Corpora te govern ance

Based on the COMANY Philosophy, this training aims to cultivate employeesʼ humanity
which enables them to do the right thing as a human being with a strong will. The philosophy training is conduct every year for all group employees to attend. Under the premisethat everyone has a conscience, it is designed to foster a sense of value by drawing out theconscience of employees through honest dialogue and encouraging them to learn fromeach other. Besides, we work to instill the philosophy in our employees through repeatedlearning of the role-speciﬁc concepts and practices in executive training, general manager
and section manager training, and annual training.

Number and Rate of Female Employees(Non-consolidated)l o c a l co m m u n i t y ○Currently, we have 176 female employees(15.9%) and six female managers (3.0%). As
we continue to promote diversity, women's
empowerment is a major issue for us. To
address these issues with speed, our top
executives take action and speak out
themselves. We are working to achieve afemale employee ratio of 30% and a female
manager ratio of 20% by 2030 with different
efforts, including setting a gender ratio of
50% as standard for new graduate
recruitment.

○○

In February 2020, we endorsed the “Declaration of
Action by A Group of Male Leaders Who will Create aSociety in which Woman Shine” supported by the
Cabinet Ofﬁce.

● Women's empowerment○○

5th year training

We positioned respect for diversity as a central axis of our growth strategy in achieving
innovation, and in October 2019 we launched the D&I Promotion Working Group at the sametime as the Sustainability Management Promotion Committee.
To help our employees to correctly understand D&I and to promote the policies, we held a D&I
Online Seminar which allowed employees to freely participate. We will continue to proactively
create opportunities to improve our knowledge and accelerate internal understanding andpenetration of D&I.

em pl oyee ○Skill training

Target participants

Executives

Cultivationof humanity● Launched the D&I (Diversity and Inclusion) Promotion Working GroupG l o b a l envi ro n m en t ●● Internal education and training system

In order for every individual to reach their fullest potential and live a bright life, we will formulate and implement missions, strategies, andmeasures to create workplaces where employees with diverse values can be who they are, and strategically reﬁne and utilize those differences
and personalities as a corporate advantage.

s u p p l i ers ○Since its establishment, COMANY has always managed business with respect for humanity, valuing “human mind” above all else. For thisreason, we believe that the most important thing for a company is its employees. Therefore, we are actively developing educational opportunities to enhance both our philosophy based on the spirit of "humanity and fraternity" that we value, as well as the technology backed by thisphilosophy that can contribute to society.Our training programs use the HPC System (developed by GAIASYSTEM Co.,Ltd.), which enables
employees to engage in honest heart-to-heart dialogue and contributes to the creation of a corporate culture that allows employees to form
strong relationships of trust, and to demonstrate their autonomy and independence.In addition, to ensure the company's continued growth,
we focus on "education tailored to the year and rank," "diversity of human resources," and "development of the next leaders," with the goal of
creating a corporate culture for each individual to reach their fullest potential and live a bright life.

cus tomers ○Diversity and Inclusion

Engineering education

E-learning

In FY 2019, as a result of our active employment of persons with disabilities in collaboration withdisability employment-related organizations, the current employment rate of 2.3% is sufﬁcient
to maintain the legal employment rate, but it is a challenge to develop a stable employment
environment throughout the year, and as the legal employment rate will be 2.3% from 2021, we
will continue our activity with an aim to achieve a high level of the employment rate. Besides,
we will also work to reduce the shortage of construction technician. As a solution to the sudden
shortage of construction technician, we are promoting the employment of foreign workers. We
believe that relieving the labor shortage and allowing foreign workers to acquire advanced
construction skills will help to revitalize the partition industry in the future.
（％）
3.5

Employment rate of persons with disabilities(non-consolidated)

2.0
1.5

1.9
FY20162.0
FY20172.2

FY2018

Number of foreign workers recruited(Persons)

12

11
10

10
8

4

7
6
4

5
4

2

Legal employment rate 2.3%

2.5

Number of foreign workers employed in the company

6
3.5

3.0

Change in Number of Foreign Workers recruited andNumber of Foreign Workers Employed in the Company(Non-consolidated)

2.3

2.4

FY2019Plan for
FY 2020

0

FY2030
PlanTarget

0
FY2016FY20171
FY20181
FY2019Plan for
FY 2020

46

COMANY's value creation

５

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Soc ial Cont ri bu ti on Ac ti vi ti es○

ering what we can do to expand our contribution beyond ourbusiness activities. We believe that if our employees honestly
act on their conscience, they will be able to help many people,
our consciences, thereby being beneﬁcial to our businessactivities. To build a brighter future, we will contribute to the● Collaborative efforts for Regional Development
On June 27, 2019, we signed a "Partnership Agreement on SDGs
Promotion" with Komatsu City, which has been selected as"SDGs Future City", and we are working for sustainable development of the region by leveraging each other's strengths andresources, including local development and business development for regional revitalization.

expanding our activities from our local communities to Japan● Interaction and Cooperation with Local Communities

Concluded a Partnership Agreement

Donation of droplet infection
control partitions

New Employees'
Yosakoi Performance (COMAFES)

Experience work in COMANY

Activities in Kanuma City,
Tochigi Prefecture

Activities in Nagano City,
Nagano Prefecture

Social Innovation Disaster Training

Think and learn through workshop

Saen visited Japan

Self-reliance support formothers in the village

G l o b a l envi ro n m en t ○happiness of the world by solving a variety of problems,
and the rest of the world.

s u p p l i ers ○which will result in broadening our horizons and quickening

Contribution to local community

cus tomers ○We are developing our social contribution activities by consid-

For the development of the local communities, we believe that thecooperation of industry, government, academia, and the private sector
is the most important factor, and so we deepen our ties by providing● Collaborative efforts for regional
development● Interaction and cooperation with thelocal community

platform for idea exchange while actively participating in events
organized by local governments. The "COMAFES" charity event held inthe summer attracts a large number of participants every year.

Contribution to Japan
Contribution
to Japan● Disaster Volunteer Activities● Conducting training and building
a network during disasters

em pl oyee ●● Disaster Volunteer Activities
As a company with sales ofﬁces all over the country, we are using thisl o c a l co m m u n i t y ○Social Contribution
Activities

Contribution
to LocalCommunity

network to actively engage in social contribution activities across thecountry. There were 137 of our employees volunteering in the severely

Contribution
to the World● Self-reliance support activities
for Cambodia

affected areas caused by Typhoon No. 19 in October 2019. Amongthese, 105 employees from the Kanto region volunteered in Kanuma
City, Tochigi Prefecture, while 32 employees from the head ofﬁce
volunteered in Nagano City, Nagano Prefecture.

● Respect for Initiative of Employees
In our social contribution activities, we place great importance on the “initiativeof our employees”. It is important to do what we sincerely want to do for others,
not just what has been decided. A characteristic of our social contribution
activities is that we meet face-to-face with the persons we support. We are
involved in a wide range of activities at local welfare facilities, in disaster-affectedareas around the country, and in Cambodia. In each case, our employees visit thesites and interact with each other through dialogue. This has expanded into
ongoing and more developed activities.

● Activities as the United Earth Secretariat in Ishikawa
To realize dynamic activities by utilizing stronger partnership and networks with
United Earth, an NPO that we have been cooperating with in deploying oursocial contribution activities to date, we have assumed the role of the secretariatof United Earth Ishikawa, supporting its activities as well as our own social
contribution activities. We are working on more effective activities such assupporting activities for the disaster areas using our nationwide network and● Conducted disaster training and built a network

Corp orate gove rna nce

COMANY's Social Contribution Activities

We participated in the "Social Innovation Disaster Training"organized by United Earth, a non-proﬁt organization with aproven track record of setting up volunteer bases in various
areas during natural disasters in Japan, and learned abouthuman resource development and new community development to enable our employees to act as leaders during disasters.

Contribution to the world● Various Support Activities in Cambodia
Since 2016, we have been focusing on educational support andsupporting the rural Cambodia, such as digging wells andbuilding a library. In August 2019, Saen, who is being placed
under foster care that we are supporting, visited Japan andinteracted with our employees. We are currently building a
multimedia classroom, which will provide an environment
where children in the village can learn computer skills andforeign languages online.

community revitalization activities in cooperation with civil society.

47

48

COMANY's value creation

６

Corp ora t e Gover n a n ce

COMANY's business strategy

Sustainability management initiatives

List of Collaborative Governance Systems
Number of directors (including outside directors):

9 (3)Number of auditors (including outside auditors):

4 (2)Term of ofﬁce for directors:

1 yearAdoption of an executive ofﬁcer system:

Yes

Voluntary Advisory Committee to the Board of Directors：

Nomination AdvisoryCommittee
and Compensation Advisory Committee

Accounting Auditor:

KPMG AZSA LLC

Appointment/ dismissal

Appointment/ dismissal

Nomination
Advisory Committee

ReportBoard of Managing directors
Representative Director, President & CEO

ReportCommand/order

ReportCommand/orderAccounting
audit

Command/Command/

order

order
ReportReportCOMANY GroupManagement Meetings

The appropriate executive ofﬁcers

Compliance and Risk
Management Committee

Report

Audit

Sustainability
Management Promotion Committee
Group Company(Subsidiaries)(Afﬁliates)

Started evaluation of the Board of Directors
Established a Nominating Advisory Committee
Established a Board of Managing Directors

2016

Established criteria for determining Outside Ofﬁcers

2017

Revised COMANY Group Code of Conduct

Appointed three Outside Directors (one newly appointed)

Reward and Punishment
Advisory Committee
Internal Audit
Internal Process Audit Department

Cooperation

Currently, our Board of Directors consists of nine directors and four auditors. Out of these, three are outside directors and two are outside auditors. The Company has

Cooperation

The Nomination Advisory Committee deliberates on the candidates for directors based on the criteria for selecting candidates, which stipulate knowledge, experienceand abilities to enhance the corporate value of the Company, and the Board of Directors selects the candidates after deliberation. The reasons for the selection of thecandidates were disclosed in the notice of the General Meeting of Shareholders.
Important concurrent positions of directors and auditors are disclosed in the business report in the notice of the general meeting of shareholders every year.

● Self-evaluation of the Board of Directors
Each member of Board of Directors and Auditors carries out a self-evaluation of the Board of Directors oncea year, which serves as a general view of their opinions on the operation of the Board of Directors. Throughdiscussing highly effective management, we make improvements leading to the sound growth and development of the company and to the enhancement of corporate value.
＜Points of evaluation＞

l o c a l co m m u n i t y ●Each businesssector2015

em pl oyee ○Audit Firm

Command/order

Board of Auditors [over half to be the outside Auditors]

Supervision

Introduced the outside director systemdetermined that the number of director restricted to no more than ten is an appropriate number to facilitate more substantive discussions on the Board of Directors.

Audit

Board of Directors(including outside directors)

Remuneration
Advisory Committee

Established the Compensation Advisory Committee

2013

G l o b a l envi ro n m en t ○Accounting audit

Shortened term of ofﬁce for directors to one year

2008

Efforts to Ensure the Effectiveness of the Board of Directors and Board of Auditors

General Meeting of Shareholders
Appointment/ dismissal

Introduced the executive ofﬁcer system2004

s u p p l i ers ○The structure of corporate governance1999

cus tomers ○Company with a Board of Auditors

Corporate Governance Initiatives○

Our basic policy of corporate governance is to increase corporate value, improve management efﬁciency, andenhance fair and prompt decision-making based on our management philosophy. We will continue to strengthen our corporate governance, recognizing the importance of strengthening our management oversight function and legal compliance system to ensure sound and transparent management.

Institutional Design:

Performance in FY2020

・Appropriate composition of Directors and Auditors with diverse knowledge and experience, including three independent outside directors
・The board's deliberations contribute to the medium- to long-term enhancement of corporate value.
・The Board of Directors should be more proactive in providing opinions and having meaningful discussions to strengthen the supervision ofbusiness execution.
・The Board of Directors should work to secure more sufﬁcient time for deliberations on basic management policies, mid- to long-term
management strategies and management plans.

Cooperation

Following the bylaws on matters to be discussed and reported by the Board of
Directors, the Board of Directors decide the basic policies of the Company's management and receives reports on the status of important business operations. In principle,
the Board of Directors meets once a month and extraordinary meetings are convened
from time to time when necessary. Eighteen meetings have been held in total during
FY 2020. To build a management system that can respond quickly to changes in thebusiness environment, we set the term of ofﬁce of directors to one year.

In accordance with the basic management policy determined by the Board of
Directors, the Board of Managing Directors deliberates on important management matters in advance of the Board of Directors' meeting, as well as mattersdelegated by the Board of Directors to the President& CEO as an advisory bodyto the President& CEO. The Board of Managing Directors meets once a week inprinciple.

Advisory Board of Directors

Chaired by President Kenta Tsukamoto and attended by executive ofﬁcers,ofﬁcers of consolidated subsidiaries, and those in charge of related departments,
the meetings are designed to share management strategies with the entire
company and speed up decision-making, thereby leading to respond to changes
in the business environment.

To instill the COMANY Philosophy that "Our Spirit is Humanity and Fraternity", the Group has created the COMANY Philosophy Handbook, which contains theCompliance and Risk Management Committee

we have established the “COMANY Group Code of Conduct” as a set of guidelines for ofﬁcers and employees to follow in the execution of their duties, and ensures that

Board of Auditors
Pursuant to the auditing policy and work assignments, the members of Board of Auditors attend meetingsof the Board of Directors and other important meetings, receive reports on the status of operations fromdirectors, inspect important decision-making documents, investigate the status of operations and assets at
the head ofﬁce and major business ofﬁces, and request business reports from subsidiaries when necessary.
Besides, the members of the Board of Auditors also collects information about the competitive transactionsof the Members of the Board of Directors, transactions involving any conﬂict of interest transactions,
beneﬁts without compensation provided by the Company, and veriﬁes the status of such transactions. The
Board of Auditors meets monthly prior to the Board of Directors meetings and extraordinary meetings areconvened from time to time when necessary. The Board of Auditors has held 19 meetings during thebusiness year under review.

Comany Group Management Conference

Our Group has established a Compliance and Risk Management Committee as
an institution that meets monthly to deliberates on compliance and risk
management measures. Selected members of this committee from our domestic
subsidiaries also participate in this committee every quarter to reduce theGroup's key risks.

Sustainability Management Promotion Committee
The committee is chaired by President Kenta Tsukamoto and meets twice a year.
The committee makes strategic decisions and promotes the “COMANY SDGs∞(Mobius) Model” that our group pursuits by deploying the business model
continuously in a way that creates synergy between "Finance and Non-ﬁnance"and “Product, Service, and Governance”.

Cor pora te governan ce

Board of Managing Directors

The Remuneration Advisory Committee deliberates on the remuneration of executives andother relevant matters in response to inquiries from the Board of Directors, and theNomination Advisory Committee deliberates on the personnel affairs of executives and otherrelevant matters in response to inquiries from the Board of Directors, and reports to the Boardof Directors to ensure objectivity and transparency in these matters, and to strengthen
corporate governance. The Remuneration Advisory Committee and the Nomination Advisory
Committee met four times respectively during the business year under review.

49● Self-evaluation of the Board of Auditors

Board of Directors

The Auditors also carry out a self-evaluation of the Board of Auditors once a year. Based on the evaluation results,
we reﬂect them in the audit plan as a priority item to improve the functioning of the Board of Auditors.

Compliance Initiatives
Corporate Motto, Management Philosophy, COMANY Credo and COMANY Philosophy, and during the business year under review, we did some addition and madesome changes to the COMANY Credo and the COMANY Philosophy. We read the “COMANY Philosophy” in turns during the morning meeting every day, and conduct
the “COMANY Philosophy Training” every year as a philosophy education program to ensure that the philosophy is understood by all ofﬁcers and employees. Besides,
all ofﬁcers and employees are aware of the Code of Conduct to ensure compliance with laws and regulations, corporate ethics and internal rules, and to act responsiblyin accordance with social norms.
Including our subsidiaries in Japan, we conduct compliance education for all ofﬁcers and employees to instill and improve corporate ethics and compliance awarenessin the workplace. In addition, we continuously disseminate information on compliance with laws and regulations through internal notices and other means.

● Whistleblower System
We have established “Compliance Hotline Regulations” to respond to internal reports from our ofﬁcers and employees and our subsidiaries in Japan. Besides, we have established a whistle-blowing hotline outside the company with athird party as a contact point for early detection and prevention of wrongdoing.
50

COMANY's value creation

COMANY's business strategy

Sustainability management initiatives

Performance in FY2020

Board Members● As of June 23, 2020

Representative Director, Chairman of the Board

Mikio Tsukamoto
Apr. 1973 Joined Komatsu Partition Industry Corp.(Currently the COMANY INC.)
Oct. 1978 Assistant manager, Production Control Department, COMANY INC.
Feb. 1980 Director, COMANY INC.
Aug.1980 Managing Director, COMANY INC.
Jul. 1982 Senior Managing Director, COMANY INC.
Mar. 1984 Representative Director, Senior Managing Director, COMANY INC.
Jun. 1987 Vice President, Representative Director, COMANY INC.
Oct. 1988 President and Representative Director, COMANY INC.
Jun. 2005 President and Chief Executive Oﬃcer, Representative Director, COMANY INC.
Jun. 2014 President and Chief Executive Oﬃcer, Representative Director, COMANY INC.
Jun. 2019 Chairman, Representative Director, COMANY INC. (Currently in oﬃce),

Kenta Tsukamoto
May. 2006 Joined KYOCERA Communication Systems Co., Ltd.
Apr. 2009 Withdraw from KYOCERA Communication Systems Co., Ltd.
May. 2009 Joined COMANY INC.
Apr. 2010 Manager, Business Administration Division, COMANY INC.
Jun. 2011 Director, Executive Oﬃcer, COMANY INC.
Jul. 2011 Deputy General Manager, Administration Headquarters, COMANY INC.
Manager, HPC Promotion Oﬃce, COMANY INC.
Apr. 2012 Deputy General Manager, Management Control Headquarters, COMANY INC.
Jun. 2012 Managing Executive Oﬃcer, COMANY INC.
General Manager, Management Control Headquarters, COMANY INC.
Jun. 2015 General Manager, Sales Management Headquarters, COMANY INC.
Jun. 2016 General Manager, Business Control Headquarters, COMANY INC.
Jun. 2017 Senior Managing Executive Oﬃcer, COMANY INC.
Jun. 2019 President and Chief Executive Oﬃcer, Representative Director, COMANY INC.

Director, Senior Managing Executive Ofﬁcer

Outside Directors

Outside Directors

Outside Directors

Katsuhiro Horiguchi

Shunichi Nakagawa

Miki Yoshimura

Takahiko Ijichi

Apr. 1978 Komatsu Partition Industry Corp.(Currently the COMANY INC.)
Jun. 2007 President and Representative Director, CLUSTAR Inc.
Executive Oﬃcer, COMANY INC.
Apr. 2010 General Manager, Manufacturing Headquarters, COMANY INC.
Jun. 2010 Director, COMANY INC. (Currently in oﬃce)
Managing Executive Oﬃcer, COMANY INC.
Apr. 2012 General Manager, Manufacturing Control Headquarters,(Currently in oﬃce)Jul. 2014 General Manager, Engineering Control Headquarters
Jun. 2017 Senior Managing Executive Oﬃcer (Currently in oﬃce)

Apr. 1972 Joined Kao Soap Co., Ltd. (Currently the Kao Corporation)
Jun. 1992 Manager, Legal Division, Kao Corporation
Jun. 2002 Director, Executive Oﬃcer, Kao Corporation
Mar. 2003 Overall control on Legal and Compliance Division, Kao Corporation
Jul. 2004 Overall control on Corporate Communications Division,
Kao Corporation (additional post)
Jan. 2006 Outside Director, Kanebo Cosmetics Inc. (additional post)
Jun. 2006 In charge of Risk Management Oﬃce, Kao Corporation(additional post) In charge of Information Systems Division,
Kao Corporation (additional post) Director,
Managing Executive Oﬃcer, Kao Corporation
Jun. 2013 Outside Director, COMANY INC. (Currently in oﬃce)
Jun. 2014 Outside Director, SANSHIN ELECTRONICS Co., Ltd.

Apr. 1995 International Exchange Director, Tokyo Paciﬁc Business College
Sep. 2001 Established M Three Co.,Ltd. (Currently the SDG Partners,Inc.)
Director, SDG Partners, Inc. (Currently in oﬃce)
Nov. 2010 United Nations Oﬃce for Project Services Pakistan Oﬃce
Apr. 2011 United Nations Human Settlements Programme(UN-Habitat) Pakistan OﬃceAug. 2013 Policy Recommendation Adviser, Save the Children Japan
Aug. 2014 Manager for private sector partnerships promotion,
United Nations World Food Programme (UN WFP) Japan Oﬃce
Jun. 2019 Outside Director, COMANY INC. (Currently in oﬃce)
Outside Director, S. ISHIMITSU& CO., LTD

Apr. 1976 Joined Toyota Motor Co.,Ltd(Currently the Toyota Motor Corporation)
Jun. 2004 Managing Director, Toyota Motor Corporation
Jun. 2008 Senior Managing Director, Toyota Motor Corporation
Jun. 2011 Director and Senior Managing Oﬃcer, Toyota Motor Corporation
Jun. 2013 Advisor, Toyota Motor Corporation
President, TOWA REAL ESTATE CO., LTD.
Jun. 2015 Executive Vice President, Toyota Motor Corporation
Jun. 2017 Advisor, Toyota Motor Corporation
Chairman of the Board, Aioi Nissay Dowa Insurance Co., Ltd.
Jun. 2020 Outside Director, COMANY INC. (Currently in oﬃce)
Outside Director, NAGASE & CO., LTD. (Currently in oﬃce)

Full-time Auditor

Full-time Auditor

Hideaki Kitamura

Masahiro Motoda

Mar. 1972 Joined Komatsu Partition Industry Corp.
(Currently the COMANY INC.)
Feb. 1997 Manager, Management Information Systems Division,
COMANY INC.
Jul. 1997 Manager, Business Administration Division,
COMANY INC.
Apr. 2005 Manager, Accounting Division, COMANY INC.
Oct. 2013 Advisor to Accounting DivisionJun. 2015 Full-time Auditor, COMANY INC. (Currently in oﬃce)

Apr. 1982 Joined Komatsu Partition Industry Corp.
(Currently the COMANY INC.)
Apr. 1998 Manager, President's Oﬃce, COMANY INC.
Apr. 2002 Manager, Group Planning Division, COMANY INC.
May. 2004 Manager, General Aﬀairs Division, COMANY INC.
Jun. 2008 Executive Oﬃcer, COMANY INC.
Jul. 2008 Manager, General Aﬀairs and Human Resources
Division, COMANY INC.
Apr. 2012 Manager, Human Resource Division, COMANY INC.
Jun. 2015 Director, Managing Executive Oﬃcer, COMANY INC.
General Manager, Management Control Headquarters,COMANY INC.
General Manager, General Aﬀairs Headquarters, COMANY INC.
Jun. 2019 General Manager, General Aﬀairs Control
Headquarters, COMANY INC.
Jun. 2020 Full-time Auditor, COMANY INC. (Currently in oﬃce)

Director, Senior Managing Executive Ofﬁcer

Director, Managing Executive Ofﬁcer

Director, Managing Executive Ofﬁcer

Outside Auditors

Outside Auditors

Kozo Shinozaki

Takashi Higashiki

Naoyuki Tsukamoto

Tetsuo Matsugaki

Tatsuhiko Kamata

Apr. 1978 Joined Yamaha Motor Co.,Ltd.
Apr. 1999 Executive Vice-President, Siam Yamaha Co., Ltd(Currently the Thai Yamaha Motor Co.,Ltd.),
Apr. 2007 Manager, Finance Division, Yamaha Motor Co.,Ltd.
Mar. 2010 Director, Senior Executive Oﬃcer,Chief Financial Oﬃcer,
Mar. 2013 Director, Managing Executive Oﬃcer,
General Manager, Planning and Finance Headquarters,
Jan. 2014 Director, Managing Executive Oﬃcer
General Manager, Planning and Finance Headquarters
In charge of two-wheel reform in developed countries
Mar. 2017 Advisor, Yamaha Motor Co., Ltd.
Jun. 2017 Outside Director, COMANY INC.
Jun. 2019 Director, COMANY INC. (Currently in oﬃce)
Senior Managing Executive Oﬃcer, COMANY INC. (Currently in oﬃce)
General Manager, Business Administration Headquarters,
COMANY INC. (Currently in oﬃce)

51

Representative Director,
President and Chief Executive Ofﬁcer

Apr. 1988 Joined COMANY. INC.
Apr. 2005 Vice President, West Japan Branch, COMANY. INC.
Jul. 2008 Deputy General Manager, West Japan Sales Headquarters,
COMANY. INC.
Jul. 2013 General Manager, Tokai Sales Headquarters, COMANY. INC.
Apr. 2017 General Manager, Kansai Sales Headquarters, COMANY. INC.
Jun. 2018 Executive Oﬃcer, COMANY. INC.
Jan. 2019 Deputy General Manager, Sales Control Headquarters, COMANY. INC.
General Manager, Tokyo Sales Headquarters (Currently in oﬃce)
Jun. 2019 Managing Executive Oﬃcer (Currently in oﬃce)
Jun. 2020 Director, COMANY. INC. (Currently in oﬃce)

Jun. 2007 Joined COMANY INC.
Apr. 2010 Section chief, Manufacturing Administration Division
Jul. 2011 Section Chief, Manufacturing Planning Section, Manufacturing
Administration Division,COMANY INC.
Jan. 2013 Manager, Corporate Planning Division, COMANY INC.
Jun. 2015 Executive Oﬃcer, COMANY INC.
General Manager, Management Headquarters, COMANY INC.
Apr. 2016 General Manager, Corporate Planning Division, COMANY INC.
(Currently in oﬃce)
Jun. 2018 Managing Executive Oﬃcer, COMANY INC. (Currently in oﬃce)
Jan. 2019 Division Director, Southeast Business Division, COMANY INC.
Apr. 2020 General Manager, Research and Development Division,
COMANY INC.
Jun. 2020 Director, COMANY INC. (Currently in oﬃce)

Apr. 1976 Joined Toa Nenryo Kogyo K.K.
(Currently the JXTG Energy Corporation)
Jul. 2000 Joined Nikko Securities Co., Ltd.
(Currently the SMBC Nikko Securities Inc.)
Dec. 2000 Manager, Legal Division, SMBC Nikko Securities Inc.
Aug. 2004 Outside Auditor, Monex Beans Holdings, Inc.
(Currently the Monex Group, Inc.)
Jun. 2006 Audit Mission Director, Nikko Cordial Corporation
Jul. 2008 Executive Vice President, Citibank Japan Ltd.
General Manager, Finance and Planning Headquarter,
Citibank Japan Ltd.
Jan. 2012 Executive Oﬃcer, Citibank Japan Ltd.
Co-director, Business Strategy and Planning Division,
Citibank Japan Ltd.
Jun. 2015 Advisor, Citibank Japan Ltd.
Outside Auditor, COMANY INC. (Currently in oﬃce)
Nov. 2015 Advisor, Prestia Business Division, SMBC Trust Bank Ltd.
Jul. 2016 Advisor, Individual Financing Department andCompliance Department, SMBC Trust Bank Ltd.

Oct. 1988 Joined Tohmatsu Awoki & Sanwa(Currently the Deloitte Touche Tohmatsu LLC)
Jun. 2005 Partner, Tohmatsu & Co.
(Currently the Deloitte Touche Tohmatsu LLC)
Aug. 2018 Representative, Kamata C.P.A Oﬃce (Currently in oﬃce)
Jun. 2019 Outside Auditor, COMANY INC. (Currently in oﬃce)
Outside Director, REALGATE INC.
Oct. 2019 Outside Auditor, PLANET,INC. (Currently in oﬃce)
Jun. 2020 Part-time Auditor, TriValue Inc. (Currently in oﬃce)52

Achievements
to dateCOMANY's value creation

COMANY's business strategy

Performance in FY2020

Sustainability management initiatives

Financial Information● Major financial Data (from FY 3/2011 to FY 3/2019)
Fiscal Year

COMANY INC. and consolidated subsidiaries (Unit: Millions of yen)

Unit: Millions of yen

FY2011FY2012FY2013

FY2014FY2015FY2016FY2017FY2018FY201927,38628,15429,46630,47931,106

31,07032,38734,292

32,48526,707

26,85928,032

28,71529,86930,05531,38332,49931,728Ofﬁce

12,627

12,53812,376

12,876

13,483

13,51914,184

14,517

14,977

Factory

5,991

6,358

5,226

5,334

6,925

6,880

7,378

8,894

7,616

Medical & Welfare institution

4,079

4,118

5,393

5,652

5,039

5,016

5,357

4,296

4,130

School

1,918

1,830

2,578

2,525

2,049

2,289

2,428

2,339

2,027

Other

2,092

2,015

2,459

2,328

2,373

2,351

2,036

2,453

2,987

679

1,294

1,434

1,764

1,236

1,015

1,003

1,792

748

Cost of sales

17,386

17,205

17,77318,09318,313

18,62819,184

21,13919,203Gross Proﬁt

10,00010,948

11,692

12,386

12,792

12,441

13,202

13,153

13,282

Selling, general and administrative expenses

9,382

9,744

10,27010,85010,934

11,342

11,501

11,732

11,566

Operating Proﬁt

618

1,204

1,422

1,535

1,858

1,099

1,700

1,420

1,715

Ordinary Income

651

1,252

1,463

1,638

1,846

1,143

1,732

1,341

1,566

Net income attributable to COMANY INC. shareholders

549

1,178

1,602

1,621

1,079

507

929

335

711

Capital Expenditure

731

858

946

2,255

2,844

1,259

886

541

1,022

Depreciation

822

727

694

653

722

975

959

904

817

Net worth

16,895

18,22820,31821,91621,806

21,891

22,641

22,324

22,482

Total Assets

27,12427,65831,16432,79334,20533,92336,361

34,52832,533

Number of employees (person)

1,363

1,375

1,399

1,412

1,458

1,468

1,475

1,476

1,378

61.77

132.45180.01

182.20121.2657.03

104.49

37.67

79.93

1,898.41

2,048.24

2,283.15

2,462.77

2,450.42

2,460.10

2,544.41

2,508.65

2,525.36

Annual cash dividends (yen)

26.00

28.00

30.00

32.00

37.00

46.00

47.00

50.00

51.00

Payout ratio (%)

42.1

21.1

16.7

17.6

30.5

80.7

45.0

132.7

63.8

Return on Equity (ROE）
（％）

3.3

6.7

8.3

7.7

4.9

2.3

4.2

1.5

3.2

Return on Assets
（ROA）
（％）

2.4

4.6

5.0

5.1

5.5

3.4

4.9

3.8

4.7

Operating Proﬁt on Sales（％）

2.3

4.3

4.8

5.0

6.0

3.5

5.3

4.1

5.3

Net worth ratio（％）

62.3

65.9

65.2

66.8

63.8

64.5

62.3

64.7

69.1

Net Sales
By Market Segment
Japan

China

Per share data
Net income (yen)Net assets (yen)Financial Indicators

10,000

2.3

1,204

4.8
1,422

6.0

32,38731,070

5.3

5.0
1,535

1,858

32,485

3.5

1,700

1,099

4.1
1,420

5.3

3,000

1,715

2,000
1,000

618
FY2011FY2012FY2013

FY2014FY2015FY2016FY2017FY2018FY20190■ Sales■ Operating Proﬁt

6.0
4.0
2.0

︶
Operating Proﬁt Margin

4.3

20,0000

17
53

27,386

31,10630,47929,46628,154

8.0︵︶
Sales: Millions of yen

30,0004,000

34,292︵ Operating Proﬁt: Millions of yen︶︵

40,000Operating Proﬁt Margin

0

18
54

COMANY's value creation

Financial Information● Balance Sheet

Fiscal Year
AssetsCurrent Assets
Cash and deposits
Notes and Accounts Receivable - trade
Merchandise and Finished goods
Work in progress
Raw materials and supplies
Other
Allowance for doubtful accounts
Total Current Assets
Non-current Assets
Property, plant and equipment
Buildings and structures, net
Machinery, equipment and vehicles, net
LandConstruction in progress
Other, net
Total property, plant and equipment
Intangible assets
Software
Software in progress
Other
Total Intangible Assets
Investments and other assets
Investment Securities
Long-term loans receivable
Deferred tax assets
Other
Allowance for doubtful accounts
Total Investments and Other Assets
Total non-current assets
Total Assets
Liabilities
Current Liabilities
Accounts Payable - trade
Short-term borrowings
Income taxes payable
Provision for bonuses
Provision for bonuses for directors (and other ofﬁcers)
Other
Total Current Liabilities
Non-current Liabilities
Long-term borrowings
Lease obligations
Deferred tax liabilities for land revaluation
Retirement beneﬁt liability
Provision for share-based remuneration for directors (and other ofﬁcers)
Other
Total Non-current Liabilities
Total Liabilities
Net Assets
Shareholders' equity
Share capital
Capital surplus
Retained earnings
Treasury shares
Total shareholders' equity
Accumulated Other Comprehensive Income
Valuation Difference on Available-for-sale Securities
Revaluation reserve for land
Foreign Currency Translation Adjustment
Remeasurements of deﬁned beneﬁt plans
Total accumulated other comprehensive income
Total Net Assets
Total liabilities and net assets

17
55

COMANY INC. and consolidated subsidiaries (Unit: Millions of yen)
FY2018FY20197,264
11,002
1,299
112
594
518
△9
20,781

8,236
9,709
819
138
485
1,270
△ 16
20,645

3,821
2,217
3,359
20
141
9,559

2,381
1,623
3,359
86
154
7,604

350
54
1
405

342
71
1
415

1,407
30
1,247
1,130
△ 34
3,781
13,74634,528

1,124
22
1,767
986
△ 33
3,868
11,88832,533

2,286
1,194
84
854
24
2,516
6,960

1,877
900
61
801
20
2,024
5,685

940
280
331
3,351
60
277
5,243
12,203

240
331
3,351
90
351
4,365
10,050

7,121
7,607
8,325
△ 1,142
21,912

7,121
7,607
8,571
△ 1,135
22,163

97
481
△ 68
△ 97
412
22,32434,528

△ 93
481
8
△ 78
318
22,48232,533

COMANY's business strategy● Cash Flow

Sustainability management initiatives

Performance in FY2020

COMANY INC. and consolidated subsidiaries (Unit: Millions of yen)

Fiscal Year

FY2018FY2019Cash ﬂow from operating activities
Proﬁt before income taxes
Depreciation
Impairment losses
Increase (decrease) in retirement beneﬁt liability
Increase (decrease) in provision for bonuses
Increase (decrease) in provision for bonuses for directors (and other ofﬁcers)
Increase (decrease) in provision for share-based remuneration for directors (and other ofﬁcers)
Increase (decrease) in allowance for doubtful accounts
Interest and dividends income
Interest expenses
Bad debts expenses
Loss (gain) on sales of property, plant and equipment
Loss on retirement of property, plant and equipment
Loss on retirement of intangible assets
Loss (gain) on sales of investment securities
Loss (gain) on sales of shares of subsidiaries and associates
Loss on valuation of inventories
Decrease (increase) in trade receivables
Decrease (increase) in inventories
Increase (decrease) in trade payables
Other, net
SubtotalInterest and dividends received
Interest paid
Income taxes paid
Income taxes refund
Net cash provided by(used in) operating activities

832
904
93
30
16
△ 12
29
△ 10
△ 22
26
△0
11
△ 216
622
△ 735
304
△ 136
33
1,769
22
△ 26
△ 962
802

356
817
26
△ 52
△4
29
5
△ 24
10
21
△0
28
０
3
1,178
986
76
△ 260
△ 355
2,843
24
△10
△ 160
136
2,832

Other, net
Net cash provided by (used in) investing activities

△ 339
145
△ 634
41
△ 97
△ 402
305
0
△ 11
△ 993

△ 151
181
△ 523
0
△ 249
△1
4
584
△ 10
△ 165

Cash ﬂow from ﬁnancing activities
Repayment of long-term borrowings
Repayment of lease obligations
Proceeds from sales of treasury shares
Purchase of treasury shares
Dividends paid
Net cash provided by (used in) ﬁnancing activities
Effect of exchange rate change on cash and cash equivalents
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of period
Cash and cash equivalents at end of period

△ 509
△ 40
1
△0
△ 446
△ 996
37
△ 1,149
8,220
7,070

△ 1,104
△ 40
6
△0
△ 465
△ 1,604
103
1,166
7,070
8,236

Cash ﬂow from investing activities
Payment into time deposits
Proceeds from withdrawal of time deposits
Purchase of property, plant and equipment
Proceeds from the sales of property, plant and equipment
Purchase of intangible assets
Purchase of investment securities
Proceeds from the sales of investment securities
Subsidies received
Proceeds from sales of shares of subsidiaries resulting in change in scope of consolidation

18
56

Corporate Information● Company overview (as of March 31,2020)● Editorial Policy
This integrated report is prepared to introduce the COMANY Group's value creation model andTrade name

COMANY INC．

Group companies (Domestic) 1 company; (Overseas) 2 companies

Head Oﬃce

1-93, Industrial Park, Komatsu City, Ishikawa Prefecture, Japan

Fiscal year end

March 31

Estabilished

August 18, 1961

Stock Listing

Tokyo Stock Exchange Second Section

Capital7,121 million yen

Securities Code7945

Nemployees(Consolidated) 1,234, (Non-consolidated) 1,081

Shereholder registry administrator

Sumitomo Mitsui Trust Bank, Limited

value, based on our "Corporate Motto", an universal principle that we have always valued. We also

Development, design, manufacture, sale andAccounting auditor

KPMG AZSA LLC

strive to play a role in creating a new society.

Main businessits goals in an easily understood manner with speciﬁc examples of our initiatives.
Nowadays, the world has changed drastically including the global environment, disasters andinfectious diseases. People's values are also changing along with these changes. The COMANY
Group is working on the "Challenge for Change" to create a company capable of producing new

installation of partitions.Partition-related interior

We hope that this "COMANY Group Integrated Report 2020" will help deepen the understandingﬁnish work and joinery workof our initiatives and become more familiar with us than ever. We will continue to value dialogue
with all of our stakeholders as we conduct our business operations. We look forward to hearing
your honest opinions in this regard.

● Stock Information（as of March 31, 2020)■Treasury shares
787,436 shares
7.94%■Securities ﬁrms

36,000,000
9,924,075
100
2,798

■Individual and otherTotal number of authorized shares
Total number of issued share
Number of shares per unit
Number of shareholders

45,546shares
0.46%

5,641,572shares56.85%■Foreigners
54,000shares
0.54%● Major shareholders/top 10 (as of March 31, 2020)
Number of shares held (shares)

Shareholding Ratio (%)

923,300

10.10

COMANY Co-prosperity Association

725,551

7.94

Employee shareholding association of COMANY

644,855

7.27

Hokuriku Bank, Ltd.

444,002

4.85

Toshio Yoshida

265,500

2.90

Hokkoku Bank, Ltd.

260,000

2.84

Variou s in formation al tool s

260,000

2.84

Activities and data not included in this report are available on our website. A variety of information is233,928

2.56

Naoko Kimura

223,296

2.44

Mikio Tsukamoto

217,500

2.38

The Master Trust Bank of Japan,
Ltd. (Trust Account)
Japan Trustee Services Bank, Ltd.

■Other domestic(Trust Account)corporations

2,145,691shares
21.62%■Financial

Note: Shareholding ratio is calculated by deducting the treasury shares.

institutions

However, we also refer to the period before and after the applicable period, as necessary.

available on our corporate information site.
● COMANY's corporate information site

https://www.comany.co.jp

https://www.comany.co.jp/ir/● Initiatives for Sustainability● Year Month Overview
Overview

Year Month

Overview

Sept.2016

Universal design folding door "Dear-d” won the Good

Aug.1961

Komatsu Cabinet Incorporated Company founded.

Jun. 1970

Changed trade name to Komatsu Partition Industry

Dec. 1980

Took ﬁrst place in the partition industry by its sales

Nov.2017

Updated the certiﬁcations to ISO9001:2005 and ISO14001:2005

Nov.1984

Changed the company name to COMANY INC.

Jan.2018

Took over the subsidiary COMANY Engineering Incorporated Company

Nov.1985

Received Deming Prize in SMEs category

Apr.2018

Announced the “COMANYʼs Declaration in support of SDGs”

Nov.1989

Listed on the second section of the Nagoya Stock Exchange.

Apr.2018

Signed the UN Global Compact

Apr. 1991

Established CAP Incorporated Company (later COMANY

Aug.2018

Recognized under the 2019 Certiﬁed Health and Productivity
Management Outstanding Organizations Recognition Program(500 working group)

Design Award 2016

Engineering Incorporated Company) as subsidiary
Oct.1996

Received TPM Prize for excellence

Feb.2019

Formulated “COMANY Group Human Rights Policy”

Dec.1996

Established COMANY International Trading (Shanghai)

Jun.2019

Signed “Partnership Agreement on SDGs Promotion” with Komatsu City.

May.1997

Co.,Ltd.Komatsu Flash Co.,Ltd. (current Cluster Corporation) became a subsidiary of COMANY INC.

Jun.2019

Acquired the next-generation certiﬁcation logo “Kurumin”.

Oct. 1999

Received TPM Excellence for continued excellenceOct.2019

Tender Door Series won Good Design Award 2019

Dec. 1999

Acquired ISO 9001 certiﬁcation

Oct.2019

Joined “RE Action ‒ Declaring 100% Renewable,”Nov. 2001

Acquired ISO 14001 certiﬁcatio

Nov. 2019

Received Green Purchasing Award (Large Enterprise Category)Aug. 2011

Nanjing Jalynger Materials Co.Ltd. became a subsidiary of COMANY INC

Jan. 2020

Established COMANY (Nanjing) New Building Material Technology Co.,Ltd.

Transferred COMANY (Nanjing) New Building Material Technology Co.,Ltd

Feb. 2012

Mar.2020

Recognized under the 2020 Certiﬁed Health and Productivity Management Outstanding Organizations Recognition Program

Jun. 2015

Listed on the Second Section of the Tokyo Stock Exchange

Mar.2020

Awarded JMAQA AWARDS 2020

Apr.2020

Acquired certiﬁcation from the SBT Initiative

Jul.2020

Acquired FSC certiﬁcation● Assessment of Sustainability by external parties
We were recognized under the "2020 Certiﬁed
Health and Productivity Management Organization Recognition Program (Large Enterprise
Category) approved by the Ministry of Economy,
Trade and Industry and Nippon Kenko Kaigi.

57

It covers the ﬁscal year ending March 31, 2020 (from April 1, 2019 to March 31, 2020).

● Financial Information and IR

1,249,830shares
12.59%

Year Month● Period covered by this report

Shareholder Name

Komatsu Kosan Corporation

We were certiﬁed by the Ministry of
Health, Labour and Welfare as a“child-rearing support company” based on
the “Act on Advancement of Measures to
Support Raising Next-Generation
Children” and acquired the "Kurumin"

https://www.comany.co.jp/sdgs/● Corporate Governance Reporthttps://www.comany.co.jp/wp/wp-content/uploads/2020/06/20200624̲CG.pdf● Financial statements

https://www.comany.co.jp/ir/settlement/library/

Initiatives for SDGs

Signing the “UN Global Compact”

The Sustainable Development Goals (SDGs), otherwise known as

The UN Global Compact, a voluntary initiative proposed by then
UN Secretary-General Koﬁ Annan in an address to the World
Economic Forum in Davos on January 21,1999. It was formallylaunched at UN Headquarters in New York on July 26, 2000.
We are committed to act as a responsible company on a global
scale and to solve problems. By supporting and practicing the UN
Global Compact 10 principles in four areas: human rights,labor,
environment, and anti-corruption, we will continue to make efforts
to realize a sustainable world.

the Global Goals adopted by the United Nations member states,
are a universal call to action to end poverty, protect the planet andensure that all people enjoy peace and prosperity.
We endorse the Sustainable Development Goals (SDGs) based on
the spirit of “humanity and fraternity” and the belief that “companies should exist to contribute to the happiness of the world” in its
sustainability policy, and strives to build a sustainable future.

58