The Value of Universal Design in the Workplace
A conservative estimate has it that 70,000,000 in 2028 will shrink to 48,680,000 in 2050.

Presenters: Kanya Shiokawa, Hitomi Hagino
Collaborators: Ken Adachi, Yoko Ichikawa, Takanori Ochiai, Toshio
Komachi, Dai Sogawa, Yukiko Nakada, Shiro Nitanai,
Ichiro Narita, Kaori Horiguchi, Masayoshi Moriyama(Jobsite Universal Design Study Team, Japan Facility
Management Promotion Association)

1.

Introduction

In Japan, aging is progressing at a speed rarely observed elsewhere in the world. According
to a National Institute of Population and Social Security Research (NIPSSR) estimate announced in
January 2002, Japan’s population will peak out in 2004 at 127,480,000, after which it will decrease
to 92,030,000 in 2050, among whom 39% will be 65 years of age or more. The nation’s populationof working-age adults (15–64 years of age) constantly grew since the close of World War II,
reaching 87,170,000 in 1995, after which it dwindled to 86,380,000 in 2000. Inasmuch as estimateshave it that this precedent will continue, there is no reason for the status of labor to remarkably
change.
In 2001 the number of in-home people with physical disabilities aged 18 or more, who could
be considered as potential workers, was estimated at about 3,250,000, which is increasing
compared with the fact that the number of the same group was about 2,990,000 in 1996. According
to a Ministry of Health, Labor and Welfare survey on employment for the disabled conducted in
2001, approximately 190,000 people with disabilities are retained by businesses and institutions, fora very low ratio of 5.4%. In spite of the fact the Law for Employment Promotion, etc., of the
Disabled Persons set the employment quota of persons with physical or intellectual disabilities
working in the private sector at 1.8%, as of June 1, 2001 the actual ratio was only 1.49% (MHLW
2001a, 2002a, 2001b).

As in the past, public space has been comprehensively treated as seen in the Law for
Buildings Accessible to and Usable by the Elderly and Physically Disabled Persons (the Heartful
Building law) and the Law for Promoting Easily Accessible Public Transportation Infrastructure forthe Aged and the Disabled (Transportation Accessibility Improvement Law). For housing, theintroduction of barrier-free residential facilities has been promoted primarily by home builders,
based on the needs of elderly citizens. Regarding the use of barrier-free or universal design at thejobsite, although the amendment of the Heartful Building Law made during the National Diet
session of July 2002 now requires applying efforts in the barrier-free issue, evidently it has not been
discussed fully compared with the issues of public space and housing for several reasons.
Firstly, compared with public space, the jobsite is a venue for various corporate activities as it
takes various forms such as offices, shops and factories. Unlike the application of Law for
Employment Promotion, etc. of the Disabled Persons and the like to employment issues,consideration of physical work environments is typically a case-by-case basis. Therefore, theintroduction of barrier-free or universal design is at the discretion of individual firms. Additionally, inthe past, jobsite users were viewed as “uniformly strong workers,” that is, healthy, Japanese maleadults. Consequently, except for specific occupations, the need to consider diverse workers
including elderly people, those with disabilities, women and foreigners has not been felt as strongly
as in the case of public space and housing.
Nevertheless, Japan is entering a hyper-aging and global society. From the standpoints ofsocial fairness and corporate management, diverse types of workers no doubt will be needed in the
future. Universal design at the jobsite and hiring a variety of workers are like two wheels of a cart.
Unless the workplace is prepared, ideal employment cannot be promoted even if we strive toward it.
Under these circumstances, Japan Facility Management Promotion Association (JFMA)
organized the Workplace Universal Design Study Team to examine the feasibility of universal
design at workplaces. Preparing for the era facing us, we wanted to propose guidelines, or criteria,
for jobsite improvement while clarifying the value of universal design in management. Moreover, inline with the recent trend of coping with future social changes, we also intend to focus on thefollowing movements that backs up the introduction of universal design to the jobsite, particularly
offices: the rise of Social Responsibility Investment (SRI); the political power of pension funds;
facilities as social infrastructure; and the increasing social responsibility of enterprises.
This treatise maintains the stance of “universal design as seen from the standpoint offacilities.” Since facility management is business practice, this research was conducted to make it
as practical as possible rather than academic, pointing in a general direction instead of limitingtargets by stressing exactitude. It also diverges from idealistic stances like “society as it should be.”We ardently hope to see universal design introduced to the workplace in future and a variety of
persons, including elderly people and those with disabilities, leading a rewarding vocational life. The
objective of this research is not to promote universal design itself but to clarify its value in theworkplace and propose meaningful implications for its introduction to active players, the employer
and jobsite users. We shall be delighted if this research can serve as a catalyst for achieving it.

2.

The objectives of this researchWith Japan entering an aging society, jobsites, mainly offices, that accommodate workers
with a variety of physical abilities doubtless will affect the asset value of corporate facilities. We
shall examine the impact of universal design on workplace management and provide guidelines forplanning toward its introduction.

3.

Contents of this treatise

The overall research consists of seven chapters (as shown below), but in this treatise,chapter 1 to 3 and the opening part of chapter 4 will be introduced:

1
2
3
4

What is universal design?
Social trends surrounding universal design in the workplace
Value of universal design in management
Guidelines for universal design planning- The stage of acquiring real property- The stage of planning a base building- The stage of planning a building interior (furniture, fixture and equipment (FFE), or fix-out)- The stage of operation and maintenance
5 Research on universal design at enterprises- Interviews with top executives- Interviews with facility managers- Interviews with workers
6 Corporate benchmarking surveys
7 Evaluation of universal design at the workplace (UD building evaluation)

4. Targets of this research(1) Target jobsites
Offices, factories, shops, research institutes, transport facilities, hospitals…all these andmore form jobsites. This treatise, however, will focus on offices because they are where the majority
work and many features can be shared regardless of business category. We believe this research
will serve as a reference when introducing universal design to jobsites other than offices, too. While
offices in a broad sense include homework, we shall omit it here as its facilities can be customized
according to individual requirements.
(2) Target workers
Although we will ultimately intend to include as subjects all persons willing to work, thistreatise primarily targets those who can commute to their jobsites and be qualified by theiremployers. Although Japanese workers currently retire at age 60 or so in general, we presume that,in the coming hyper-aging society, it will be more important for organizations to retain experienced
persons over 60, or even over 65, who want to work and talented persons with disabilities who haveprofessional skills. Accordingly, in addition to office workers without disabilities, we have included
among our targets elderly people and those with disabilities who can commute to offices andengage in intellectual work proficiently.

5.

What Is Universal Design?

Briefly described, universal design is making inroads into Japan based on a growing aging
society . At the core of it lie human rights for all and the concept of social design that seeks anenvironment with greater comfort in life. This chapter will treat the history of universal design and its
current trend.
(1) Universal design as advocated by Ronald Mace
Universal design is defined as the “design of products and environments usable by all people
to the greatest extent possible, without the need for adaptation or specialized design.” Applicable to
all ages, personal abilities and shapes, with an inclusive power that transcends barrier-free andaccessible design, it was advocated in 1985 by Ronald Mace, an architect who had a disability.
Sometimes universal design is synonymous with inclusive design, adaptable design,transgenerational design and lifespan design.

The emergence of universal design changed the courses of architects, engineers, productdesigners and environmental designers who had received a conventional education in productdevelopment for persons without disabilities. Until then, the market for people with disabilities
meant developing products and environments for specific, limited needs. Products having special
specifications are often expensive, unattractive and neglected by the public. For example, installinga new ramp at a building entrance is convenient for people who use wheelchairs, but, on the other
hand, it might lead to discrimination, detract from the building’s appearance and actually costs a lot.
Moreover, it is impractical to design a building for only persons in wheelchairs. Doing so
unnecessarily separates persons with disabilities from those without, and the investment in special
construction is too costly.
Considering the cases of private homes may make it easier to understand why it isimportant to incorporate devices that support physical inconvenience from the outset, rather thanaltering as physical functions decline. Compared with accessible design or the barrier-free idea,
universal design serves broader user needs while maintaining aesthetics. While accessiblebuildings have entrances and toilets for the exclusive use of people with disabilities, universal
design offers entrances and toilets compatible with both persons with or without disabilities . In
addition to a wide doorway and no differences in level, a main entrance is conveniently adjacent toparking lots and provided with visual, tactual and aural guide measures. But to realize universal
design is a lofty ideal: No design can fulfill the needs of all users. Thus, what we are aiming at is tomake design as universal as possible by continuous efforts to improve .
(2) Seven principles of universal design
The basic concept of universal design is simple; To suit a wide range of abilities as shown by
the gamut of individuals. The following seven principles describe the process of universal design sothey can serve as guidelines for designers and users (The Center for Universal Design, 1997).
1. Equitable Use
The design is useful and marketable to people with diverse abilities.
2. Flexibility in Use
The design accommodates a wide range of individual preferences and abilities.
3. Simple and Intuitive Use
Use of the design is easy to understand, regardless of user’s experience, knowledge,
language skills, or current concentration level.
4. Perceptible Information
The design communicates necessary information effectively to the user, regardless ofambient conditions or the user’s sensory abilities
5. Tolerance for Error
The design minimizes hazards and adverse consequences of accidental or unintended
actions.
6. Low Physical Effort
The design can be used efficiently and comfortably and with a minimum of fatigue.
7. Size and Space for Approaching and Use
Appropriate size and space is provided for approach, reach, manipulation, and use
regardless of user’s body size, posture, or mobility(3) Marketability of universal design
Universal design advocates converting distinctive specifications of products andenvironments to general ones. Specialized products, typically used in such places as hospitals
and welfare facilities, are costly and the demand for these products is relatively small due to thelimited range of users. Designing and marketing more products based on universal design will make

them a major commodity appealing to a wide range of users. Moreover, if a number ofmanufacturers collaborate in universal design, the cost will even lower according to the principle ofmarket mechanism.
Universal design offers not only attractive products to a wide range of people in terms ofage, needs, ability and sensitivity, but also yields profits. Accessible toilet stalls are useful not
merely to people in wheelchairs but to mothers with baby buggies and travelers with luggage who
find ordinary toilet stalls too cramped. Spring scissors of symmetrical shape are useful not only topersons with a weak grip, but also to anyone, including those who have either right- or left-dominanthands. The lever handle of a door or a cabinet is easier to grip and turn than slippery knobs, andlarge telephone buttons offer ease of reading and operation. Accessible buildings are good foreveryone. Spacious layouts, such as large bathrooms, kitchens, doors and corridors, go far to
attract buyers or tenants.
Ronald Mace
Born in 1941 in New Jersey. Architect and product designer. The first executive director of theCenter for Universal Design annexed to the College of Design, North Carolina State University.
Worked in developing design programs for persons with disabilities as well as in the enactment ofaccess rights legislation and the establishment of its criteria. Advocated universal design in 1985.
Received the North Carolina Honorary Citizen with Disabilities Award in 1992, the DistinguishedService Award of the President of the United States in 1992, and the American Institute of Architects
Award in 1996. Died in 1998. (Excerpt from a quarterly journal Universal Design, Mace, 1998)

6. Social trends surrounding universal design in the workplace
Eight overlapping and intertwined social currents support universal design in the workplace.
Expressed simply, one has it that “offices as a social existence” will be sought in future societies;
owners of private sector office buildings are urged to assume a more society-oriented existence.
Another has it that “human-centered offices ” are sought as places to create new business values.
Beyond such social currents lies universal design as a powerful concept symbolizing “sociality” and“humanity.”(1) Obligation to make effort under the amended Heartful Building Law
At the July 5, 2002, plenary session of Japan’s House of Representatives unanimously
passed a bill to amend part of the Heartful Building Law regarding the accessibility and usability ofbuildings for elderly people and those with physical disabilities that obligates public facilities, suchas department stores and theaters, to implement barrier-free measures . The amendment expands
the range of targeted buildings to places used by many but even limited users, such as schools,
factories, offices and condominiums. For the owners of these buildings, as a result, it has become
an “obligation to make efforts” to achieve the basic level of standards in the law (MLIT, 2002).
The amended Law has already had a powerful influence, one being that office buildings are
now officially included in its provisions, even though it still allows discretion of office building
owners. Thus, in the construction of new buildings, it is quite likely that owners will plan theirbuildings to satisfy its criteria since there may be a further revision to upgrade the “obligation ofefforts” to mandatory. This, in turn, will support the introduction of universal design as a de facto
standard for office buildings. Another effect is that this amendment will herald the state of“being-virtually-mandatory” in the future, as seen in the trend that numerous local governments
have rushed to establish rules for welfare city planning that requires the use barrier-free measures.

(2) Need to improve intellectual productivity at the office
Expectations have it that Japan’s office building market is destined to shrink owing to a
decline in labor supply and the diffusion of the “anytime anywhere” work style. Moreover, an officebuilding surplus is expected due to a rise in long-life office buildings resulting from concerns withhigh construction costs and sustainable environments. This will call for offices supporting intellectual
creativity that increase productivity of each worker by improving work environments
There are two directions regarding the workplace. One is the presence of central offices, orconventional office buildings. Owing to the diffusion of the information technology, workers are
faced to consider the value of the time and effort to commute to central offices. The meaning offace-to-face work, that is, creating values through communication and collaboration, sharing
corporate culture and the like, will constitute the value of centrally located offices, and universal
design will play an important role in forming such a worker-centered environment.
Another is an increase in so-called non-territorial offices, such as satellite offices, used byunspecified workers. Here, since customization assuming specific users is impossible, universal
design available to anybody becomes an effective tool as well as effective strategy to serviced
rental office providers, such as Regus and Executive Center. On the other hand, with home offices
where workers are specific, customization for individuals may be more effective than universal
design as in private residences.
(3) Social Responsibility Investment (SRI)
In the Occident, SRIs are popular, which generally means economic activities that evaluate
and select investments in consideration of social factors, including products, environment, humanrights and employment, in addition to the measures of the conventional equity investment trust,such as corporate earning growth. SRIs is expected to expand more. People will become aware of
their social responsibility more value in such social investments than pure fiscal worth. In otherwords, the number of investors or investing institutions who intend to materialize their wills throughSRIs is foreseen to grow.
According to Ms. Mizue Tsukushi, CEO of Good Banker Co., Ltd., a firm that created an eco
fund as the first SRI in Japan, many countries allot about 10% of their funds circulating in themarket to SRIs. In the case of Japan, it is no wonder that about 130 trillion yen will be routed to
SRIs since the size of Japan’s household financial asset market is about 1,300 trillion (Nature Net,
2000). Then, as the nation’s demographical aging grows increasingly conspicuous as a social
problem, most probably universal design will become the subject of SRIs once it is recognized as
one of the criteria for social responsibility in Japan’s aging society. Meanwhile, financial institutions
are desperately seeking a way to interest middle-aged and elderly people in their financial products.
SRIs in this regard should emerge as attractive.

The “Domini 400KLD Social Index” (DSI = stock movements of 400 firms that excel in measuresgeared to social and environmental problems) launched by KLD Research and Analytics, Inc., shows
the stock prices of the 400 as 1.19 times higher (6.385/5.349) April 1999 through January 2000
compared with those of S&P500.

(4) From real property to social infrastructure
Drastic changes are occurring in the real property industry, largely because the criteria forevaluating the value of real property have shifted from the book value to the current price. This is a
shift from a conventional value in Japan, that is, to own land and use it as collateral for a bank loan,
to the global standard for assessing the value of real property based on its profitability.
Securitization of real property developed in the U.S. during the 1970s and found its place as afinancial commodity, which is compared and evaluated on the same plane as corporate bonds andstock certificates. It is required, however, to establish asset value evaluation criteria equal to othersecurities and the transparency of corporate activities through due diligence in order to maintain its
marketability.
In the U.S., the Real Estate Investment Trusts (REITs) have formed a 15 trillion yen market
in capital markets (MMD, 2002), and in the U.K., the Private Finance Initiatives (PFIs), which target
public facilities, have enabled project development through investor funds since the Thatcher
Administration. The securitization of real property has been recently introduced to Japan on a large
scale, with Japanese versions of REITs and PFIs now in operation. Consequently, the value of real
property is strictly examined and analyzed from legal, economic and physical aspects to determine
its asset value, hence a way of thinking to perceive it as a social asset.
(5) Influence of universal design on the corporate brand value
According to a report by the Corporate Brand Value Evaluation Workshop of the Ministry of
Economy, Trade and Industry (METI, June 24, 2002), enterprises are shifting their paradigm fromtangible management based on financial and equipment assets and land, to intangible
management based on intellectual property, research and development costs, and know-how. This
paradigm shift is accompanied by such management environment changes as softening of
economy, globalization, and the development of the information technology.
U.S. companies have recently invested $1.2 trillion (144 trillion yens) in tangibles and $1
trillion (120 trillion yens) in intangibles; whereas among Japan’s top 200 companies listed on thefirst section market, 324 trillion yens ($2.7 trillion) in tangibles and 144 trillion yens ($1.2 trillion) inintangibles. While tangibles barely yield an average return on investment ratios, intangibles havebecome a key value driver, a determinant for corporate value. Just as ecological and sustainable
design, universal design of corporate facilities can be recognized as a corporate declaration of thesocial responsibility and value in an aging society. Even though facilities are themselves tangible
assets, the introduction of universal design will influence intangible assets, such as the corporate
image, the brand value, the corporate culture and social responsibility, and in the long run will
favorably affect the corporate value itself.
(6) Entering an era when building performance sets real property value
The real property industry is concerned with “the 2003 problem,” referring to a surplus of newbuildings against poor demand for office buildings. A huge number of office buildings of about
1,600,000 square meters are taking form in central Tokyo in 2003, featuring high-quality and large
scale (Nikkei BP, 2002). Many expect that large enterprises will take advantage of this to integrate
their offices, with the vacancy rate of older office buildings to climb in the backwash. Thisoverabundance will tend to change the corporate real estate market favoring tenants, hence apressing need for the owners of older properties to upgrade the physical performance of theirbuildings and/or improve services to retain their tenants; otherwise, they find themselves obliged toslash rents.
A decline in land prices is another harbinger of an era in which building performance heavily
influences property values. During the period of Japan’s bubble economy, a building value was only
about a tenth of a realty value as a whole. Since then, the ratio has climbed to 30 to 40% owing tofalling land prices (Nikkei BP, 2002).
In the past, an office building value (rent, etc.) was determined mainly by location, but now it
is strongly influenced by building features, such as earthquake-resistance, security, space flexibility,
heating/ventilation/air conditioning (HVAC) efficiency, electrical capacity, reduced environmental
impact and the appearance of buildings. Thus, evidently we have entered an era when tenants
can choose where they lease based on the performance of office buildings.
Tokyo Office Market’s “2010 Problem”– Excerpt from NLI Research Institute data (NLI
Research Institute, 2002)
Estimates have it that in case that current employment conditions remain, the number of office
workers in central Tokyo will decrease by 5% during the decade from 2000 to 2010 due to theprogress of an aging society. In particular, since a significant decline in workforce is anticipatedbetween 2007 and 2009 owing to the retirement of baby boomers (if doing so at age 60), “the 2010
problem” has emerged as a new key term in today’s corporate real estate market. As a result of theirretirement, an office demand of up to 3,700,000 square meters will vanish from the market.
Meanwhile, corporate management will have to take account of extending the age limit for retirement
and increased hiring of foreign office workers. “The 2010 problem” also implies the need for universal
design in offices.

(7) Greater responsibility of corporate leaders for occupational safety and health
In Japan’s work environments, concerns about workers’ occupational safety and health are
gaining significance year after year. For quite some time, people have talked about the problems ofworker accidents and smoking in the office and recently, computer-work-related disorders andmental impairments caused by excessive stress have become aggravated. American corporate
executives and facility managers are more sensitive to these issues than their Japanesecounterparts since workers’ compensation costs for work-site deaths, injuries and diseases easily
squeeze the bottom line. Reportedly, during 2000, 6.1% (5.7 million) of all employees in the U.S.,
or 50 persons per minute, suffered occupational injuries or diseases (DoL, 2001). For these
employees, private organizations paid $128 billion (15 trillion yens) a year and the Federal andstate/local governments paid $97 billion (11 trillion yens) for insurance, workers’ compensation, andrelated expenses (National Safety Council, 1998; National Academy of Social Insurance, 1996).
This, then, dumps a heavy burden on both public and private sectors. American corporate directors
also fear lawsuits filed by employees. According to inspections by the U.S. Occupational Safety and
Health Administration (OSHA, 2002) among 91,845 businesses in 2001, lawsuits from employees
accounted for 27% (24,424 cases) of the total filed, with the aggregate of penalties reaching $156
million (about 18,700 million yen). Moreover, many large building material manufacuturers foundthemselves forced to file for Chapter 11 bankruptcy protection or pay exorbitant compensation tousers because of “sick building syndrome” lawsuits.
These suits are drawing the attention of facility managers. Universal design holds great
expectations not only to reduce accidents and illnesses in the workplace, but also to cut workers’
compensation costs and lessen the risk of lawsuits. For instance, a report has it that the rates ofindustrial accidents and diseases at firms that have adopted ergonomics guidelines offered by
OSHA have fallen to less than half of those that do not follow the guidelines, and that more than
80% of the costs related to industrial accidents can be reduced (OSHA, 1999). The introduction ofuniversal design can go far to prevent jobsite accidents and illness. Even when workers do incur anaccident or disease, universal design can help their early return to work, which leads to protect both
employees and enterprises.
(8) Liquidation of human resources
Common knowledge has it that in recent years, thanks to such factors as changes in thecomposition of the working population and the advent of the information technology, the liquidationof human resources has accelerated. According to a 2001 survey by the Ministry of Health, Laborand Welfare (MHLW, 2002b), enterprises attaching importance to lifelong employment represented
a mere 8.5% of the total, for a marked contrast with the answers gathered in 1990 that about a thirdof respondents valued lifelong employment. Instead, 55.9% of the companies regarded the meritsystem as most important, indicating a collapse of Japan’s lifelong employment system, replaced bya trend to secure optimal human resources as needed. A decreased number of full-time employees
and more part-timers also attest to corporate demands for flexible recruitment of individuals withadaptability and a fighting spirit. Statistics for 2001 show that, while the number of full-time
employees declined by 110,000, the figure for part-timers had climbed by 210,000, compared withthe previous year (MHLW, 2002c).
To satisfy the craving of enterprises for talented workers, elderly people and those withdisabilities should be incorporated into the active human resource market. Under thesecircumstances, there is a growing need for facility managers to prepare their workplaces so thatthey can welcome diverse workers at any time.
From the worker’s perspective, there are increasing workers who, mainly among young
generations, want to change their jobs to firms offering better conditions and a chance forself-fulfillment. This, then, has led to a growing number of enterprises that improve their facilities toprevent the outflow of talented workers. A large American network-related firm clearly stated that areason for office enrichment, particularly in employee amenities, is to keep young and brilliant
employees who are in great demand and susceptible to headhunting in the company. A survey by
Steelcase, Inc. (2001) also revealed that more than 10% of all American companies replied thatphysical comfort of offices affects turnover and recruitment costs.
The introduction of universal design to the workplace will boost its comfort and attractivenessfor employees, which consequently helps to secure excellent human resources who can contributeto corporate competitiveness.

7.

The Value of Universal Design in Corporate Management

Unlike the cases of public spaces, an understanding by management is essential for the
introduction of universal design to the workplace. Managers want to know how universal design –its advantages and disadvantages – will affect corporate administration. In this chapter, we shallpropose a tool, the balanced scorecard, to facilitate managers’ decision-making. The balanced
scorecard can be used to assess the influences of universal design on the workplace.
The balance scorecard provides a way to evaluate corporate management from four
perspectives: financial (Can it be linked with profits?), customer (What do customers regard?),internal/business process (Can the operation be streamlined?), and leaning and growth (What are
long-term advantages?). The balanced scorecard is an excellent multifaceted assessment method
because it is based on the concept that, in addition to short-term profits (finance), an enterprisemust maintain good relationships with stakeholders, including shareholders, customers andemployees, in order to prosper over extended periods. In fact, many prominent American firms
have adopted the balanced scorecard in their management. Here, we attempt to apply it as atemplate when assessing the strategic effectiveness of universal design.

First, the management group responsible for a decision to adopt universal design is divided
into (1) office owners (or property managers) and (2) office tenants (or facility managers). At times,
the interests of the two are in conflict each other, but their respective advantages anddisadvantages are mutually interrelated. A “map” is used to sort out the relationships of each item
included.
For example, through the introduction of universal design, the morale of workers on thetenant side rises, which leads to employee satisfaction and boosts productivity. This links withimproved profits and corporate values, and consequently, for the owner side, it means advanced
customer satisfaction, through which owners can expect higher rents. On the other hand, if theowner adopts universal design, which might lead to increased construction costs and a lower
building efficiency rate, the tenant will fear that the rent will be raised, which in turn will adversely
influence the owner side with respect to customer satisfaction. The following shows the causal
relationships of interests between the two groups, citing the upbeat aspects of introducing universal
design as “positive fact” the downbeat aspects as “negative factors.”

Universal Design Analysis Using the Balanced Scorecard(1) Office owner’s standpoint
Financial viewpoint
Enhanced corporate value (positive):
Corporate worth consists of tangible and intangible assets. The former increases fixed asset
values, while the latter enhance corporate brand values by gaining better reputations amongcustomers.
Enhanced asset value (positive and negative):
Based on the income approach, short-term asset values are affected by such factors as alower building efficiency rate, higher rent, and improved building performance(earthquake-resistance, space flexibility, HVAC, electrical capacity, the appearance of

buildings, etc). In the long term, asset values are influenced by social durability and risks ofbuildings.
Expectation for higher rent and lower building vacancy rate (positive):
Universal design serves as a factor to differentiate rent.
Customer viewpoint
Enhanced tenant satisfaction (positive):
Improved usability boosts tenant satisfaction.
Internal/business process viewpoint
Preparation for future de facto standards and institutional risks (positive):
Should the working-age population grow older and universal design become de facto
standards, offices without universal design cannot survive. In addition, we cannot ignore thepossibility that Japanese government will establish more strict regulations like the Americans
with Disabilities Act (ADA) in the U.S., as a hyper-aging society grows. Since it later alterations
cost several times as initial installation costs, introducing universal design from the outset as arisk-avoiding measure is strongly recommended as most economical.
Extended office building durability (positive):
The latitude created by introducing universal design accommodate market demands in the longterm.
Increased construction costs (negative):
Higher construction costs raise the depreciation allowance and facility occupancy costs, hence
reduce profitability.
Decreased building efficiency rates (negative):
According to the income approach, an asset value is proportionate to a building efficiency rate.
Improved adaptability (positive):
By setting universal design as a precondition from the start, responses to customer needs canbe made quickly by conducting minimal renovation.
Leaning and growth viewpoint
Image-forming as good facility providers (positive):
Office owners gain advantages among societies, which represent customers as a whole, interms of reputations, the corporate brand value, and corporate cultures, and social
responsibility. They can also strategically take advantage of the concept of universal design forcorporate image enhancement.

(2) Office tenant’s standpoint
Financial viewpoint
Enhanced corporate value (positive):
The introduction of universal design can lead to office tenant to enhance corporate reputations
and brand values.
Improved bottom line with higher productivity (positive):
Universal design brings the hiring of talented elderly people and those with disabilities, andenhanced productivity of all employees. However, increase in total facility costs due toexpanded square footage is a negative factor.
Higher rent stemming from improved specifications (negative):
Universal design lowers a building efficiency rate increases construction costs, and enhances
the market value, all of which will affect the rent.

Higher total facility costs (negative):
In addition to an increase in required square footage (e.g., due to widening passages), a lower
building efficiency rate and higher initial construction costs influence the rent.
Customer viewpoint
Reputation with customers (positive):
The corporate reputation and image are improved among respect customers or businesscontacts.
Internal/business process viewpoint
Enhanced employee satisfaction and higher productivity (positive):
Universal design enables workers with physical disabilities to display their competence. The
sequential improved usability favorably influences the productivity and satisfaction of evenworkers without disabilities.
Expanded hiring of talented elderly people and those with disabilities (positive):
With universal design, a firm can retain talented elderly people and those with disabilities whoin the past were simply ignored. Moreover, it allows employers to avoid penalties when they fallshort of the employment quota set by the Law for Employment Promotion, etc. of the Disabled
Persons.
Learning and growth viewpoint
Improved corporate reputation (positive):
Tenant firms can enjoy favorable influences in terms of corporate reputation and culture, andsocial responsibility.
Higher employee morale (positive):
Enhancement of the corporate perception to society and offering an excellent environment forworkers improve employee morale.

8. Influences on the Asset Value of Office Buildings and Productivity – Overview
With the above qualitative analysis of universal design assessment criteria, we attempt todevelop tentative models to quantitatively measure the impact of universal design on the asset
value of office buildings and workers’ productivity, both of which form the main concerns of property
and facility managers. Although it is impossible and inappropriate to quantify all aspects of the
impact, the outlines of the models introduced here are based on case studies that employ thequantitative methods of workplace assessment. Additional five aspects (shown as item (3) to (7))
will be developed in the future.
(1) Enhanced office building asset value
Basic building structure (e.g., earthquake-resistance, floor height and floor weight capacity)and building core (e.g., elevator shafts, stairwells, mechanical spaces, toilet rooms) are components
difficult to change after a building is completed. When a universal design-related regulations aretightened, a tremendous outlay will be needed to implement. Accordingly, it is beneficial in the longterm to take into account flexibility and adaptability from the initial planning. Besides, buildings withhighly flexible and adaptable rooms around building structure and core) are appealing andlong-lasting, which will raise asset values in the future.

(2) Increased workers’ productivity
Workplace settings, including office layouts, furniture, fixture, equipment, vitual environment(lighting), and air quality, comprise important factors directly concerned with worker’s comfort andefficiency. Thus, worker’s productivity is strongly influenced by workplace settings that appropriately
accommodate the needs of workers.
(3) The level of ease to comply with prospective de facto standards and institutions(4) Expanding necessary square footage and reducing building efficiency rates(5) Enhancement of corporate reputation among society(6) Expanding employment opportunity for elderly people and those with disabilities(7) Higher construction costs

9.

Planning Guidelines for Universal Design in the workplace

When enterprises plan the new construction, alteration, lease or purchase of workplaces,
including office buildings, it will become more important to plan or assess facilities in terms of
universal design responding to the needs of management and users. We shall now present
guidelines for facility managers, the basic features of which are discussed below.

ExamplesMarket values + user values
for each process of the project

PhotosComments (generalized)

Basic standards ofthe Heartful Building Law

Universal design
achievement levels
Critical
success
factors
重要事項(CSFs)（ＣＳＦ）

Universal
designperformance
ＵＤ性能記述descriptions

Targetlevel(Best)
目標レベル（ベスト）

Secondarylevel(Better)
二次的レベル（ベタ ）Lowest level(Must)
最低レベル（マスト）

Planning
documents
計画資料
計画資料
(For
each process)（プロセスごと）（プロセスごと）
Drawings

Qualitativedescriptions

Corporate interviews

Quantitative descriptions(If possible)

LCCanalysis on
universal design

Benchmarking surveys

Universal design
assessment checklist
10 principles of universal
design in the workplace

JFMA-UD in fiscal 2002

Detail
図面
図面
Data
詳細
詳細
デ
デ タタ

JFMA-UD in fiscal
2003(Drafted bysubcommittee
meetings)

Workflow to develop planning guidelines for universal design(1) Ways to develop planning guidelines
1) Workflow to develop guidelines (how to analyze critical success factors and establish thelevels of goals)
First, critical success factors (CSFs), which form the keys to assessment and planning, areanalyzed. Doing this requires consideration for major processes of facility planning, the acquisitionof real property, base building planning, interior planning, and maintenance and operation. The twodimensions, “an increase in the asset value of facilities” and “enhancement of worker’s productivity,”is also taken into account.

As examples of CSFs, the base building planning includes analyses such as access tobuildings, floor access (e.g., stairs, elevators, corridors, signs), and specifications of each space(e.g., toilets); in the building interior planning, access to office space (e.g., circulation, doorways,
signs), unit space (e.g., workstations, support areas), environment (e.g., lighting, air conditioning),
and materials (e.g., finishing, colors) are considered. As the flow chart shows, each CSF includes aperformance description, qualitatively addressing the required essentials, and achievement levels(target, secondary and lowest levels), describingquantitatively. Target levels are based on userinterviews and case studies of other enterprises.
2) Developing the levels of goals
Typical legal approaches under the Heartful Building Law tend to show minimum,
quantitative criteria raising the current level of practices. Accordingly, many facility planners
misinterpret these criteria as sufficient requirements.
Contrary to the above, an approach we adopted set performance goals qualitatively
described as the most desirable state of facilities (the best universal design plan) for diverse
workers, including persons with disabilities. Namely, the starting point is to consider, based on
personal interviews, what type of accommodations is most appropriate for a person who has aparticular type of disabilities; then, if the best plan proved infeasible, the secondary level of goals (abetter universal design plan) should be developed with specific ideas or figures.
This method enables facility planners to find a solution of the highest level possible withoutadhering to the conventional idea that it will suffice so long as the lowest level is maintained.
- First, aim at thebest universal
design plan
Target level (best)- If the best plan is
infeasible, adopt②ベストが無理なら
the next-best
workable plan
Recommended level

Guidance standards

Secondary level (better)
二次的レベル（ベタ ）(Obligation toexert effort)（努力義務）
Lowest level(obligation)
最低レベル（義務）Basicstandards
基礎的基準

Lowest level (must)
最低レベル（マスト）

Present level
Approach via the Heartful Building Law

Approach via JFMA UD

Approach to target level

Acquisition of real
property
Access to the site
Public transportation
Site environment

Base building
planning
Access to building
Site, landscapeParking area
Approach to entrances
Access to floors
StairsElevators
Escalators
Corridors
Signs
Specifications of each space

Building interior
planning

Operation andmaintenance

Access to office space

Physical Operation
Customize (features)
Review (time)

Circulation
Doorways
Signs
Unit space plan

Personal assistanceWorkstations
Business support areasamenities

Daily services
Emergency
evacuation

Environment plan

Toilet rooms

Lighting (photo-environment)
Air conditioning(thermal environment)

Flexibility for changes
Installing additional
elevators

Finishing materials
Color

Materials
CSF (physical disabilities)
CSF (visual
impairments)
ＣＳＦ（肢体不自由）
CSF (hearing
impairments)
ＣＳＦ（視覚障害）
CSF (aging)
ＣＳＦ（聴覚障害）
ＣＳＦ（高齢）CSF (market
values)
ＣＳＦ（市場価値）- Subjects of universal design-②企業にとってのＣＳＦ＝（資産）市場価値ＣＳＦ＋各ユーザーＣＳＦ
CSFs for enterprises = (assets) market value CSFs + each user CSFs

Image of planning guideline application(2) Application of planning guidelines (universal design assessment of buildings)
This planning guidelines serve as a useful tool when enterprises plan newly constructing,altering, leasing or purchasing workplaces (office buildings).
The first step is to grasp needs for universal design at the level of a corporate facility
strategy. For instance, when there is a corporate objective that workplaces are made to facilitate theemployment of persons with visual impairments and prepared for the prospective need of people inwheelchairs for accessibility, the use of a “universal design assessment sheet” for each type of
disabilities will clarify the needs of improvement for accommodations in the relevant facilities. This
will enable corporate executives and facility managers to assess buildings by comprehensive
evaluation of the expected asset (market) value of universal design-compliant buildings and theneeds for accommodations in each facility. This assessment method can be used not only as
guidelines for new construction planning but as a tool when assessing existing buildings.
Accordingly, it can be applied to alteration, lease, and purchase of office buildings.

10.

Conclusion

This report is part of ongoing research by the Workplace Universal Design Study Team of theJapan Facility Management Promotion Association. Henceforth, research will focus on suchfact-findings as benchmarking and interviews with enterprises, based on which we will develop
guidelines for introducing universal design to the workplace (offices) and assessment tools.
Through this research, we sense that the concept of universal design will equally benefit for both
corporate executives and facility users (workers). We strongly hope that this study can contribute tocorporate management in future as well as to work environments where diverse workers, including
elderly people and those with disabilities, can enjoy gainful work.
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