International Conference for Universal Design, Nov/Dec 2002, Yokohama, Japan
Paper number: To be notified later

Page 1 of 10

UNIVERSAL DESIGN AND THE WORKPLACE: GUIDELINES ON HOW UNIVERSALDESIGN CONTRIBUTES TO ASSET VALUE AND FACILITY FUNCTIONDAI SOGAWA, SHIRO NITANAI, KANYA SHIOKAWA, KAORI HORIGUCHI,
MASAYOSHI MORIYAMA, YUKIKO NAKADA, YOKO ICHIKAWA, KEN ADACHI,
TAKANORI OCHIAI, HITOMI HAGINO
Workplace Universal Design Study Team, Japan Facility Management Promotion Association, Tokyo,
Japan

ABSTRACT
Faced with an aging society and a decline in the younger workforce, the asset values of
workplace facilities, mainly offices, are expected to depend heavily on how they are designed toaccommodate various levels of physical abilities. The concept of universal design plays an importantrole in the management of workplaces. This session will discuss the effects of universal design andprovide the following guidelines for property managers and facility managers:
1. Guidelines for property management
How universal design will affect the asset values when it is applied in the earliest stage ofbuilding planning.
2. Guidelines for facility management
How universal design will improve facilities’ functions toward productivity, satisfaction, andsafety of workers when it is considered in the planning stage of facility layouts and otherelements.
KEYWORDS:
Workplace; facility management; property management; the value of assets; productivity.
INTRODUCTION
Japan is rapidly rushing into an aging society. The population in Japan is estimated to reach apeak of 127 million in 2004 and then decline to 92 million in 2050, 39% of which will be at the age of
65 and over. Besides, after the workforce aged 15 to 64 achieved its peak of 87 million in 1995, it
continues to decline: 86 million in 2000,
70 million in 2028 (estimate), and finally
49 million in 2050 (estimate) (NIPSSR
2002). This dynamic demographic change
will definitely transmute work
environments.
The employment of people withdisabilities is another critical issue inJapan. Among 3.5 million in-home people
with physical/cognitive impairments aged
18 and over, only 190,000 (5.4%) of themwere actually employed by public or
private organizations. In addition, while
the legally required employment rate ofpeople with disabilities in a privateorganization is 1.8% or more of all
employees, the average of the actual rates
Figure 1. Trends in the number of the major age composition, 1950-2050:
was only 1.5% in 2001 (MHLW 2001a,
Medium Variant (NIPSSR 2002)
2002a, 2001b).

International Conference for Universal Design, Nov/Dec 2002, Yokohama, Japan
Paper number: To be notified later

Page 2 of 10

For years, accessibility has been considered in the field of public buildings, covered byregulations such as the Accessible and Usable Building Law and the Transportation Barrier-free Law.
In the residential market, many housing manufacturers have launched “barrier-free houses” inresponse to the needs of elderly people. The introduction of universal design to the workplace,
however, has not been discussed as much as public buildings or residences. One of the reasons is that
corporate activities vary and so do workplaces; it has been at companies’ discretion how they deal
with accommodations for employees with disabilities. Moreover, the Japanese employment systemused to be based on the premise of “healthy, strong Japanese male workers,” which has excluded
others, such as elderly people, those with disabilities, women, and foreigners, for a long time.
However, it is already out of date.
Workplace Universal Design Study Team, authorized by Japan Facility Management Promotion
Association (JFMA), is studying the effectiveness of applying universal design to the workplace inorder to prepare it for the diversity of employees. The goals are to reveal how universal design brings
benefits to corporate management and to develop practical guidelines and evaluation tools foruniversally accessible and usable workplaces.
Our study primarily focuses on the workplace in general office buildings, although there are avariety of workplaces, such as factories, institutes, hospitals, and home offices. In addition, the term
“workers” in this paper represents those who can commute to offices and satisfy the job requirementsof companies, including talented elderly people and those with disabilities.
THE SOCIAL STREAMS SURROUNDING UNIVERSAL DESIGN IN THE WORKPLACE
This section discusses some social streams that imply the importance of universal design in theworkplace. The following seven factors are all interlaced and indicate that offices are changing fromprivate property to social possessions. They also show the necessity of human-centered workplaces
where workers can create more advanced businesses. Universal design is one of the keys tomaterializing such productive work environments.
The Impact of the Amended Accessible and Usable Buildings Law
In July 2002, the Japanese Diet passed the bill regarding the amendment of the Accessible andUsable Building Law, which mandates provision of barrier-free access to public buildings, such as
theaters and department stores. This amended law also expands the types of applicable buildings to
those used by even limited users, including schools, factories, office buildings, and multi-familydwellings. The owners of these buildings are “obligated to make efforts” to implement the basic
standards of the Law (MLIT 2002).
The Law will substantially impact on workplaces, even though it still allows discretion of officebuilding owners. There is a possibility that the Law will be tightened more in the future and thatprovision of workplace accessibility may be mandated. Therefore, most farseeing owners are likely to
implement the standards of the Law at least when they plan new buildings, which will facilitate
generalization of universal design in office buildings.
Meanwhile, many local governments have established rules of welfare urban planning, which
virtually preceded the government legislations for mandatory accessibility. This means that, in
advance of the Central Government, they may obligate office building owners to provide accessibility
in their buildings.
Relationship between Marketability and Building Performance
Office buildings are projected to be in overabundance in 2003. Despite little growth in demand,
about 392 acres (1.6 million m2) of large-scale, high-quality office buildings will be newly
constructed by 2003, mainly in metropolitan Tokyo (Nikkei BP 2002). Moreover, because a majorityof baby-boomers will go into retirement around 2007 through 2009, up to 906 acres (3.7 million m2)

International Conference for Universal Design, Nov/Dec 2002, Yokohama, Japan
Paper number: To be notified later

Page 3 of 10

of office space will be no longer necessary by 2010 (NLI Research Institute 2002). These issues will
trigger an increase in building vacancy rates and tenants will have the upper hand in the officebuilding market. In order to prevent tenants from leaving, owners of existing buildings would be wise
to upgrade building performance and services, such as earthquake-resistance, flexibility of spaces,
heating/ventilation/air conditioning (HVAC) efficiency, capacity of power supply, and the appearanceof buildings. Without such improvements, they may have to accept a serious decline in rental income.
The continuous decline in land prices is another reason building performance has become an
important factor in the marketability of office buildings. In the bubble economy of late 1980s, thevalue of a building itself was only about one-tenth of the entire real estate value. Nowadays, the ratio
escalates to 30 to 40 percent (Nikkei BP 2002). In other words, whereas the value of office buildings
used to be determined by just their locations, efficiency of building performance now strongly
dominates their marketability.
Social Capitalization of Real Estate and Social Responsibility Investment
The value of Japanese real estate used to be extremely tied to land prices. However, influenced
by global standards, the basis of the value has changed to the profitability of a property itself. In the
1970s, the securitization system of real estate was developed in the U.S., which allowed real estate to
be treated as a financial product like corporate bonds or stocks. This movement required real estate
owners to take on a new responsibility. In order to maintain marketability of real estate securities in
the financial market, the owners have to keep high level of openness in their business practices and be
prepared for full disclosure through due diligence.
In the U.S., the Real Estate Investment Trust (REIT) market reached $147 billion (15 trillionyens) in 2001 (MMD 2002). The Private Finance Initiative (PFI), established by the Thatcher
administration in the United Kingdom, enabled public facilities to be developed using private capital.
In Japan, although the securitization system ofreal estate has just been introduced and Japanese
REITs and PFIs have begun their operations,they will soon become as popular as they are inother countries. These new investments
expedite an investors’ judgment that legal,financial, and physical aspects of a building
itself, rather than its location, are critical factorsthat control the total asset value.
Social Responsibility Investments (SRI),
private investments in certain companies fromwhich the investors receive direct benefits, isalso drawing the attention of real estate experts.
2. Transitions of Domini 400 Social Index (DSI) and S&P 500
It is highly possible to increase in the people who Figure(KLD 2000)
want to embody their own ideal communities
through SRIs. In many countries, about 10% of financial assets are usually allotted to SRIs; in thecase of Japan, there is a potential to invest about 130 trillion yens ($1.1 trillion) in SRIs (Nature Net
2000). If universal design is recognized as a social responsibility for an aging society, it will possibly
be included in SRIs for middle-aged and older investors.
Influences on the Corporate Brand Value
According to a recent report by the Ministry of Economy, Trade and Industry (2002), corporate
investments in intangibles have become an important factor for driving the bland value ofcorporations. The paradigm of corporate values is shifting from tangibles, such as finance, facilities,
and properties, to intangibles, like intellectual property, research and development, and know-how.
U.S. companies have recently invested $1.2 trillion in tangibles and $1 trillion in intangibles; among
Japan’s top 200 companies, the ratio is 324 trillion yens to 144 trillion yens. While investments inInternational Conference for Universal Design, Nov/Dec 2002, Yokohama, Japan
Paper number: To be notified later

Page 4 of 10

tangibles improve only the return on investment ratios, many shareholders have begun to assesscompanies by how much they invest in intangibles.
Just as in ecological and sustainable design, universal design of corporate facilities can berecognized as a company’s declaration of social responsibility. Even though a facility itself is atangible asset, the introduction of universal design will definitely influence the value of long-term
intangible assets including the perception, the bland value, and the culture of a company. These workas the bases of successful businesses among communities.
Drastic Change of Work Styles
The Popularity of Internet-based communication has diversified many work styles. The
advance in Internet technology has enabled workers to have more options about where they prefer towork. It means the role of central offices is changing from just a place to work to the one where
workers collaborate with others in person and share the corporate culture. One of the most important
objectives of central offices is to increase intellectual productivity by workers’ face-to-facecommunication. Creating accessible and usable work environments provides fair accommodations,
reduces workers’ dissatisfaction, and helps with comfortable and efficient communication.
On the other hand, so-called alternative offices, such as satellite offices and serviced rental
offices, will become more popular. These types of workplaces are generally used by unspecified
workers, so universal design directly helps them be prepared to accommodate a wider range of users.
Increase in Managers’ Responsibilities for Occupational Safety and HealthAmong Japanese work environments, concerns about workers’ occupational safety and healthhave been increasing for years. In addition to industrial accidents and smoking problems, computerwork-related disorders and mental impairments caused by excessive stress have also become serious
problems.
In the United States, corporate executives and facility managers are more sensitive than those inJapan because workers’ compensation costs easily squeeze corporate finances. In 2000, 6.1% (5.7
million) of employees in the U.S. reported some occupational injuries or illnesses (DoL 2001). For
these employees, private firms 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).
Moreover, corporate managers always have the threat of possible lawsuits by employees. According
to the U.S. Occupational Safety and Health Administration (OSHA 2002), 27% of 91,845 worksites
investigated in 2001 were based on complaints from workers. As another example, some major
construction material manufacturers have suffered devastating losses one after another: they have been
forced to file for Chapter 11 bankruptcy protection or pay a huge amount of compensation due to “sickbuilding syndrome” lawsuits.
Universal design helps not only to prevent workers’ injuries and illness in workplaces but can
reduce workers’ compensation costs and the risk of lawsuits. For example, the injury incidence ratesof the companies that adopt OSHA’s ergonomics guidelines were less than half of the averageindustrial rate. Those companies also proved that workers’ compensation costs could be reduced bymore than 80% (OSHA 1999).
Liquidation of Human Resources
The demographic change of the workforce and the advance of Internet technology areaccelerating the liquidation of human resources. In 2001, only 8.5% of companies regarded lifetime
employment as important, in contrast with about 30% in early 1990s. Instead, 55.9% of them counted
merit system as the principal value (MHLW 2002b). Another survey shows while the number of fulltime employees declined by 11,000 when compared with the previous year, part-time employees
increased by 21,000 (MHLW 2002c). It is obvious that the traditional Japanese lifetime employment

International Conference for Universal Design, Nov/Dec 2002, Yokohama, Japan
Paper number: To be notified later

Page 5 of 10

system has ended and that the trend is shifting to “flexible recruitment of individuals with adaptablefighting potential.”
In order to find a likely worker when necessary, a company should actively seek the one in the
broader human resource market including elderly people and those with disabilities. Facility managers
are required to prepare their workplaces so that they are ready to welcome diverse workers at any time.
From an employees’ standpoint, the number of those who want to change jobs is increasing,
especially among generation X. Accordingly, many companies have begun to improve their facilities
in order to prevent talented employees from resigning. A survey conducted by Steelcase, Inc. (2001)shows more than 10% of the surveyed companies believed that the physical comfort level of workers
had the most serious impact on turnover/recruitment costs. By creating highly comfortableworkplaces based on universal design, companies can retain talented employees to enhance thecompany’s competitiveness.
THE VALUE OF UNIVERSAL DESIGN IN CORPORATE MANAGEMENT
The introduction of universal design to workplaces cannot be carried out without anunderstanding of corporate executives. They may want to know what the advantages anddisadvantages of universal design are to corporate management. In order to give them a point ofreference, the balanced scorecard can be effectively applied.
The balanced scorecard, which many successful U.S. companies practice, is a way to evaluate
the status of a company from four perspectives: financial results, customer satisfaction, businessprocess and performance, and competence level of the company. This multilateral method is based on
the concept that it is crucial for companies to keep a healthy relationship with stakeholders(stockholders, customers, and employees) in order to prosper in the long run.
Using a strategic map based on the four perspectives of the balanced scorecard, this section aims
at illustrating the impact of universal design on corporate management and grasping theinterrelationship between them. Before discussing it, we categorized the targeted managers into twogroups: building owners (or property managers) and office tenants (or facility managers). Sometimes
their interests conflict with each other; the advantages or disadvantages for each group are correlative.
The following is the qualitative analysis for organizing possible critical success factors for eachgroup: motivators are marked as “+” and demotivators are marked as “-.” This listing helps managers
develop each company’s own objectives and strategies.
From the Building Owner’s Perspective
A. The financial results’ perspective:• Increase in the corporate value (+): By the improvement of the tangible asset value and theintangible brand value.
• The value of assets (+/-): Based on the income approach, positive influencers on the short-termvalue of assets include possible higher rent and improved building performance. The decrease in
the building efficiency rate (the ratio of the actually usable area to the gross area of a building) may
be a negative factor. The longitudinal asset value is also evaluated by the asset life and risks ofbuildings.
• Higher rent and lower building vacancy rate (+): Universal design can differentiate buildings,
which maintains their marketability.

International Conference for Universal Design, Nov/Dec 2002, Yokohama, Japan
Paper number: To be notified later

Page 6 of 10

Figure 3. Universal design strategy map based on the balanced scorecard

B. The customer satisfaction perspective:• Increase in tenants’ satisfaction (+): By improvement of usability.
C. The business process and performance perspective:• Longer asset life of buildings (+): Universal design increases flexibility of buildings, which enables
them to satisfy higher demands in the future market.
• Adaptability (+): Initial installation of universal design enables buildings to minimize latermodifications and maximize agility to correspond with customers’ needs.
• Increase of initial construction costs (-): It results in higher depreciation costs, which causes lower
profitability due to a rise in the total occupancy cost (facility operation cost).
• Reduction of legal or alteration risks (+): Initial installation of universal design makes it easier tocomply with newly established regulations or de facto standards with minimum or no cost.
• Lower building efficiency rate (-): The required space of core service areas (elevators, lavatories,etc.) will increase.
D. The competence level perspective:• Development of better company reputation (+): Building owners can establish positive perceptions
as leading companies that actively make social investments under a new concept which will benefit
everyone.
From the Office Tenant’s Perspective
A. The financial results’ perspective:• Increase in corporate value (+): Introduction of universal design upgrades corporate image, whichraises the brand value of corporations.
• Improvement of profitability (+): By improvement of workers’ productivity.
• Increase in occupancy cost (-): Affected by a increase of required office space, as well as a rise inrent due to higher construction costs and lower building efficiency rate.

International Conference for Universal Design, Nov/Dec 2002, Yokohama, Japan
Paper number: To be notified later

Page 7 of 10

B. The customer satisfaction perspective:• Increase in customer satisfaction and good reputation (+): Universal design helps companies
accommodate a wide range of guests, regardless of their abilities or familiarity with buildings. It
makes them comfortable and less anxious.
C. The business process and performance perspective:• Increase in employees’ satisfaction and productivity (+): Accessible/usable workplaces enable
employees to work more efficiently and comfortably.
• Flexibility of human resource management (+): Employers can hire appropriate persons fromamong the broader human resource market, including elderly people and those with disabilities,
whenever they want. They can also keep high flexibility on employee rotation.
D. The competence level perspective:• Development of better company reputations (+): Companies that contribute to expanding
opportunities for employment and accommodations to communities gain people’s support for theirbusinesses.
• Improvement of workers’ morale (+): High-valued workplaces motivate employees.
The Impact on the asset value of office buildings and workers’ productivity
Along with the above qualitative analysis of evaluation factors, the following are abstracted
subjects that can be quantitatively proved. At the moment of writing, the methods of assessment foreach subject are under development.
• How much has the asset value of a office building increased?
• How much has the productivity of workers improved?
• To what degree are the legal risks reduced?
• To what degree is the corporate image improved?
• How much has the employment of people with disabilities/elderly people expanded?
• How much are construction costs added?
• How much extra spaces is required/has the building efficiency rate decreased?
GUIDELINES FOR PRACTICE OF UNIVERSAL DESIGN IN THE WORKPLACE
This section introduces the summary of the guidelines which help property/facility managers
practice universal design in their own workplaces. The guidelines consist of two parts: building
planning (building structure, utilities and HVAC, and other core services areas) and interior planning(workplace layouts, furniture, and other equipment). In the case of a leased building, the areas
covered in “building planning” are typically managed by owners; “interior planning” includes thosegenerally maintained by tenants. Facility managers in owned buildings should refer to both of them.
These two parts of guidelines systematize practical ideas, means, effects, and estimated costs, as well
as sequence each step in a project.
Building PlanningThis part focuses on concerns of property managers and building owners. It is difficult to alter
the main structure and core service areas later. To avoid unreasonable additional costs, it is practicalto provide adaptability for probable alteration from the early stages of building planning. Long-lifebuildings with highly adaptable structures and core service areas are also attractive to clients, which
increases the asset value of buildings.
The features of this part include accessibility in/to facilities (zoning, circulation plan, doorways,
passageways, stairs, elevators, etc.), arrangement of core services areas (lavatories

International Conference for Universal Design, Nov/Dec 2002, Yokohama, Japan
Paper number: To be notified later

Page 8 of 10

Figure 4. Universal design planning process in the project managementetc.), and flexibility (basic module, floor planning, floor height, floor weight capacity, HVAC,
electricity, etc.).
Interior PlanningThis part connects universal design with facility management practices. Interior elements offacilities directly influence workers’ comfort and efficiency. If the interior of a workplace is designed
to satisfy workers’ needs, it brings a positive change in their productivity.
For corporate executives in leased buildings and facility managers responsible for workplaceinterior planning, this part mentions layout, materials, lighting, air quality, furniture, fixture,
furnishings, sign planning, color planning, OA equipment, and operation and maintenance.
CONCLUSION
This paper is just a prologue to ongoing research by JFMA Workplace Universal Design Study
Team. The Study Team is striving to verify effectiveness of universal design in the workplace and todevelop the applicable tools for planning and evaluation. As the next step of our study, we intend to
conduct surveys including benchmarking and pursue further improvement of planning/evaluation
tools. Through this study, we will be dedicating ourselves to supporting a society where diverse
workers, including elderly people and those with disabilities, can enjoy their working lives as muchand as long as they want.
REFERENCES
Brown, M.G. 2000. Winning Score: How to Design and Implement Organizational Scorecards. Trans.
Umezu, H. 2002. Winning Balance Scorecard. Japan Productivity Center for Socio-Economic
Development, Tokyo, Japan.

International Conference for Universal Design, Nov/Dec 2002, Yokohama, Japan
Paper number: To be notified later

Page 9 of 10

DoL (U.S. Department of Labor), Bureau of Labor Statistics, 2001. “Workplace Injuries and Illnesses
in 2000.” News [online]. Dec. 18, 2001(USDL 01-472). Available:
http://stats.bls.gov/iif/oshwc/osh/os/osnr0013.pdf, or http://www.bls.gov/iif/home.htm [Accessed on
Jul. 26, 2002].
Ito, T. & Nuture Networks (ed.), 2002. Balanced Scorecard niyoru Sen-ryaku Management [Strategic
Management using the Balanced Scorecard]. JMA Management Center, Tokyo, Japan.
METI (Ministry of Economy, Trade and Industry), 2002. Bland Kachi Hyoka Kenkyukai Hokokusho[Report by the Brand Evaluation Study Forum] [online]. Jun. 24, 2002. Available:
http://www.meti.go.jp/report/data/g20624aj.html [Accessed on Jun. 25, 2002].
MHLW (Ministry of Health, Labour and Welfare), 2001a. Chiteki-Shogaiji(sha) Kiso Chosa Kekka no
Gaiyo (A Basic survey on People with Cognitive Impairments 2000: The Summary of the Results)[online]. Sep. 2001. Available: http://www.mhlw.go.jp/houdou/0109/h0919-3.html [Accessed on Jul.
18, 2002].
MHLW, 2001b. Shintai-Shogaisha oyobi Chiteki-Shogaisha no Koyo Jokyo ni tsuite (The State about
Employment of People with Physical and Cognitive Impairments) [online]. Dec. 26, 2001. Available:
http://www.mhlw.go.jp/houdou/0112/h1226-1.html [Accessed on Jul. 18, 2002].
MHLW, 2002a. Shintai-Shogaiji(sha) Jittai Chosa Kekka no Gaiyo (A Survey on the Actual
Conditions of People with Physical Impairments 2001: The Summary of the Results) [online]. Apr.
2002. Available: http://www.mhlw.go.jp/houdou/2002/04/h0411-2.html [Accessed on Jul. 18, 2002].
MHLW, 2002b. Heisei 14 nen Koyo Kanri Chosa Kekka no Gaiyo (A Survey on Management of
Employment 2002: The Summary of the Results) [online]. Jun. 2002. Available:
http://www.mhlw.go.jp/toukei/itiran/roudou/koyou/kanri/kanri02/index.html [Accessed on Jul. 11,
2002].
MHLW, 2002c. Heisei 14 nen-ban Rodo Keizai no Bunseki <Yoyaku> (Analysis on Labor Economy
2002: The Summary of the White Paper) [online]. Jul. 2002. Available:
http://www.mhlw.go.jp/wp/hakusyo/roudou/02/index.html [Accessed on Jul. 11, 2002].
MLIT (Ministry of Land, Infrastructure and Transport), 2002. Koreisha Shintai-Shogaisha tou ga
Enkatsu ni Riyo dekiru Tokutei-Kenchiku-butsu no Kenchiku no Sokushin ni kansuru Horitsu no
Ichibu wo Kaisei suru Horitsu-an ni tsuite (About the Bill Amending Part of the Accessible andUsable Building Law) [online]. Mar. 7, 2002. Available:
http://www.mlit.go.jp/kisha/kisha02/07/070307_.html [Accessed on Jul. 10, 2002].
MMD (Money Market Directories), 2002. Money Market Directory of Pension Funds and Their
Investment Managers 2002. Money Market Directories, Charlottesville, VA.
National Academy of Social Insurance, 1996. Workers’ Compensation Payments: 1980 to 1996.
Workers’ Compensation: Benefits, Coverage, and Costs, quoted in U.S. Census Bureau. 1999.
Statistical Abstract of the United States: 1999. 119th Ed. Washington D.C., p397.
National Safety Council, 1998. Costs of Unintentional Injuries: 1997. Accident Facts, quoted in U.S.
Census Bureau, 1999. Statistical Abstract of the United States: 1999. 119th Ed. Washington D.C.,
p146.

International Conference for Universal Design, Nov/Dec 2002, Yokohama, Japan
Paper number: To be notified later

Page 10 of 10

Nature Net, 2000. Eco Fund no “Umi no Oya,” Sono Koen wo Kiku! (Listened to a Lecture by the“Mother” of Eco Fund!). Green Economics: What’s Eco Fund? [online]. Available:
http://www.nature-n.com/g_ecnm/ecfnd/htm/0603-j.htm [Accessed on Jul. 9, 2002].
Nikkei BP (Nikkei Business Publications), 2002. Tokushu: Kenchiku no Shisan Kachi Kojo no
Kimete (Special Report: Clinchers for Improving the Value of Building Assets). Nikkei Architecture,Jan. 7, 2002(709), pp. 50-68.
NIPSSR (National Institute of Population and Social Security Research), 2002. Nihon no Shorai
Suikei Jinko: Heisei 14 nen 1 gatsu Suikei [Population Projection for Japan: 2001-2050] [online].
Jan. 2002. Available: http://www.ipss.go.jp/Japanese/newest02/newest02.html [Accessed on Jun. 17,
2002].
NLI Research Institute, 2002, Tokyo Office Market no “2010 nen Mondai” [Tokyo Office Market’s“2010 Problem”] [online]. Jun. 6, 2002. Available: http://www.nli-research.co.jp/doc/fu020606.pdf[Accessed on Jul. 9, 2002].
OSHA (Occupational Safety and Health Administration), 1999. The Benefits of Participating in VVP.
OSHA Voluntary Protection Programs [online]. Available:
http://www.osha.gov/oshprogs/vpp/benefits.html [Accessed on Jul. 10, 2002].
OSHA, 2002. OSHA Facts. About OSHA [online]. Available:
http://www.osha.gov/as/opa/oshafacts.html [Accessed on Jul. 10, 2002].
Shibayama, S., Masaoka, Y., Morisawa, T. & Fujinaka, H. 2001. Jissen Balanced Scorecard (Practiceof the Balanced Scorecard: Understanding the Strategic Tool for Japanese Companies through Case
Studies). Nihon Keizai Shimbun, Tokyo, Japan.
Steelcase, Inc. 2001, HotHouse Environments Seminar Findings: Steelcase Workplace Report[online]. Available: http://www.steelcase.com/en/pdf/knowledgepapers/hothousefindings.pdf[Accessed on Jul. 10, 2002], p 9.