The Okamura GroupYear ended March 31, 2023

Realizing a society where people can thrive
In today’s changing value system, one in which sustainability is becoming ever more important, the vitality of every individual will lead to solutions to social issues.
Based on this belief and our sense of corporate purpose, we will continue to create places.
Through the Okamura Way, we will contribute to the realization of a society in which all people can work and live with vitality and smiles.

Okamura’s Mission

Contribute to society by creating environments where people
can thrive with rich ideas and reliable quality.
Okamura Declaration

Loving people, creating places
To increase the number of people who can live their lives in their own way, and to build a society full of smiles.
Okamura will continue loving people and creating places where they can thrive.

Okamura Basics -SMILE-

To make all the people involved with us smile.
Five approaches that each employee can use as a basis for their daily actions to realize Okamura’s Mission.

Improve your sensibility,and you will come alive.

Challenge boldly, and thework will come alive.

Be compassionate and creative,
and others will come alive.

Love diversity and collaboration,and the team will come alive.

Pursue excellence continuously,
and society will come alive.

Code of Conduct
Okamura’s DNAFounding Spirit

Corporate Philosophy

Motto

Cooperative industry

Innovative Creation, Cooperation, Being Cost Conscious,
Saving for Future, Social Responsibility

Quality pays for itself.

The Okamura Group Sustainability Report 2023

002

Contents

Company Profile

Promoting
Sustainability

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

Contents
The Okamura Way……………………………………………002
Preparing This Report…………………………………………004
Okamura Profile…………………………………………………005
Message from the CEO………………………………………006

Promoting Sustainability at the
Okamura Group…………………………………… 009
Sustainability at the Okamura Group………………………010
	The Okamura Group’s Materiality(Material Management Issues)…………………………………011
Sustainability Promotion System……………………………016
Stakeholder Engagement……………………………………018
Participation in External Initiatives…………………………020
Assessment by Society……………………………………021
Special Contents: SDG Training…………………………022

Conserving Biodiversity - ACORN Activities………………061
Understanding the Environmental Impact andPreventing Environmental Pollution…………………………066
Environmental Management at the Okamura Group……067
Special Contents: Biotope Fuji…………………………070

Respect for Human Rights…………………………………123
Supply Chain Management…………………………………126
Proper Disclosing of Information……………………………128
Coexisting with Local Communities and Society…………129

Data………………………………………………… 135
Pursuing Employee Engagement……………… 072

Data Related to Promotion of Sustainability………………136
Environmental Data…………………………………………145
Employee-Related Data……………………………………152
Data Related to Responsible Corporate Behavior………159

Human Resources Strategy of the Okamura Group………073
Initiatives to Realize
Employees’ “Work in Life”…………………………………077
Promoting Diversity and Inclusion…………………………078
Nurturing Human Resources………………………………089
Health & Productivity Management………………………094
Occupational Health and Safety …………………………103

History of Sustainability Activities at the
Okamura Group………………………………………………161
Scope of the Report…………………………………………164
Third-Party Opinion and Verification Report………………165
Reference Guidelines………………………………………167

Responsible Corporate Behavior……………… 111
Creating Environments Where People Can
Thrive………………………………………………… 024
Pursuing Quality in Product Creation………………………025
 romotion of Innovation and Creation ofP
New Value……………………………………………………033
	Provision of Safe and High-Quality Products andServices………………………………………………………039
	Nurturing Human Resources That Support
Manufacturing………………………………………………041
	Special Contents: Developing Environmentally
Conscious Products………………………………………044

Corporate Governance………………………………………112
Risk Management……………………………………………114
Promotion of Compliance and Anti-Corruption
Initiatives………………………………………………………119

PDF functions: This PDF incorporates various functions that are convenient for reading the report.
Contents

Company Profile

Promoting
Sustainability

The Okamura Group’s Sustainability

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Contents

Special Contents

Company Profile

Promoting
Sustainability

The Okamura Group’s Sustainability

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

The Okamura Group aims to be a company that is trusted and appreciated by society through incorporating the opinions and expectations of our stakeholders into our operations.

Stakeholders of the
Okamura Group

Stakeholders

Customers

The Okamura Group aims to be a company trusted andDealerships

The Okamura Group not only sells its products directly, but also sells its products through dealerships, to allow us to betteraccommodate the diverse needs of our customers. As dealerships are not only our partners but also our customers, Okamura will
work with them to increase mutual corporate value toward the common goal of maximizing customer satisfaction.

Suppliers

The Okamura Group clearly states in its Basic Purchasing Policy, that “transactions are fundamentally based on free competition, andwe should work toward coexistence and mutual prosperity with suppliers based on an equal footing and mutual trust”. We have alsoestablished Sustainable Procurement Guidelines. Based on this perspective and the premise of fair and impartial business with
suppliers, we will strive to improve business through mutual collaboration, as well as practicing procurement that emphasizes
sustainability.

Shareholders
and Investors

We will strive to increase shareholder value by growing our business and continually increasing corporate value. In addition to
conducting timely and proper disclosure of information to gain even greater trust from shareholders and investors, we will actively
disclose information considered useful for shareholders and investors and aim for highly transparent management by expanding
communication.

Employees andTheir Families

At the Okamura Group, we consider employees to be collaborators and team members who work together to help the company
prosper. We aim to achieve even greater results through business activities that emphasize mutual collaboration among employees.
We are moving forward with creating workplaces where each employee can realize their potential based on a fair labor-management
relationship, linking this to the growth of the company and improving the lives of employees.

Society andGovernment

We strive to coexist with communities where we operate, by actively interacting with local residents, government agencies,
companies, and organizations, as well as the younger generation who will be the torch-bearers of the future.

expectations, thereby improving our management andinitiatives.
We consider customers, dealerships, suppliers, shareholders
and investors, employees and their families, and society andgovernment to be particularly important stakeholders, andengage in communication with them based on our basic
stance.

Customers

Dealerships

Society andgovernment

Shareholders
and investors

Basic Stance

Customer satisfaction can only increase when the products supplied are of superior quality and functionality, and are delivered withhigh quality service.. The Okamura Group clearly states the “provision of safe and high-quality products and services” in its Code of
Conduct* and aims to provide products and services that lead to increased customer satisfaction.
* Code of Conduct: Summarizes the attitude and behavior required in corporate activities, and is based on the Basic Policy of the Okamura Group(See
p. 119 for related information)

appreciated by society through communicating with a wide he Okamura Group’s Environmental Policy andT
Environmental Strategy……………………………………047
Indicators and Targets for Environmental Activities………049
Responding to Climate Change……………………………051
Conserving and Recycling Resources……………………054
Environmental Considerations in Products andServices………………………………………………………057

Pursuing Employee
Engagement

Stakeholder Engagement

Stakeholder Engagement

range of stakeholders, and incorporating their opinions andGlobal Environmental Initiatives……………… 046

Global Environmental
Initiatives

Sustainability Promotion System

Establishment of a Multi-Stakeholder Policy
In order to continuously enhance corporate value, Okamurabuilding relationships with stakeholders such as employees

Employees
and theirfamilies

Stakeholders

and suppliers

Basic Stance

Customers

Customer satisfaction can only increase when the products supplied are of superior quality and functionality, and are delivered withhigh quality service.. The Okamura Group clearly states the “provision of safe and high-quality products and services” in its Code of
Conduct* and aims to provide products and services that lead to increased customer satisfaction.

The Okamura Group aims to be a company trusted and* Code of Conduct: Summarizes the attitude and behavior required in corporate activities, and is based on the Basic Policy of the Okamura Group(See
p. 119 for related information)

appreciated by society through communicating with a wide
range of stakeholders, and incorporating their opinions andMove to thep. initiatives.
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We consider customers,
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suppliers, shareholders
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Suppliers

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Stakeholders
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Okamura Group
Dealerships

The Okamura Group not only sells its products directly, but also sells its products through dealerships, to allow us to betteraccommodate the diverse needs of our customers. As dealerships are not only our partners but also our customers, Okamura will
work with them to increase mutual corporate value toward the common goal of maximizing customer satisfaction.

Suppliers

The Okamura Group clearly states in its Basic Purchasing Policy, that “transactions are fundamentally based on free competition, andwe should work toward coexistence and mutual prosperity with suppliers based on an equal footing and mutual trust”. We have alsoestablished Sustainable Procurement Guidelines. Based on this perspective and the premise of fair and impartial business with
suppliers, we will strive to improve business through mutual collaboration, as well as practicing procurement that emphasizes
sustainability.

The related PDF
will open

and investors, employees and their families, and society andMulti-Stakeholder Policy

https://www.okamura.co.jp/corporate/sustainability/policy/multi_
stakeholder.pdf

government to be particularly important stakeholders, and
The Okamura Group Sustainability Report 2023

018

engage in communication with them based on our basic
stance.

* Some of the functions explained here may not be
available depending on the software you are using.

Customers

Dealerships

Shareholders
and Investors

Click on the right
Click on the leftSociety andgovernment

Shareholders
and investors

Move to the related
websiteWe will strive to increase shareholder value by growing our business and continually increasing corporate value. In addition to
conducting timely and proper disclosure of information to gain even greater trust from shareholders and investors, we will actively
disclose information considered useful for shareholders and investors and aim for highly transparent management by expanding
communication.

to move to the next page
to move to the previous page

Employees andTheir Families

At the Okamura Group, we consider employees to be collaborators and team members who work together to help the company
prosper. We aim to achieve even greater results through business activities that emphasize mutual collaboration among employees.
We are moving forward with creating workplaces where each employee can realize their potential based on a fair labor-management
relationship, linking this to the growth of the company and improving the lives of employees.

Society andGovernment

We strive to coexist with communities where we operate, by actively interacting with local residents, government agencies,
companies, and organizations, as well as the younger generation who will be the torch-bearers of the future.

Establishment of a Multi-Stakeholder Policy

The Okamura Group Sustainability Report 2023
In order to continuously enhance corporate value, Okamura
has established a Multi-Stakeholder Policy as a basis forbuilding relationships with stakeholders such as employees

Suppliers

Employees
and theirfamiliesand suppliers
Multi-Stakeholder Policy

https://www.okamura.co.jp/corporate/sustainability/policy/multi_
stakeholder.pdf

003

Contents

Company Profile

Promoting
Sustainability

The Okamura Way

Preparing This Report
This report has been published as a means of communication
to inform a wide range of stakeholders about the Okamura
Group’s activities aimed at sustainability, and to solicit opinions
for future improvement.
In this report, we allotted a chapter for each of the four policy
areas defined in the Okamura Group Sustainability Policy andhave endeavored to report on the status of our activities ineach of these areas, as well as the systems and mechanisms
for promoting sustainability in an easy-to-understand manner.
We hope that this report will deepen your understanding of ouractivities aimed at sustainability at the Okamura Group.

Summary of the Report
Scope of the Report
The Okamura Group consists of 43 companies. This report primarily
covers the Okamura Corporation and its 24 subsidiaries and associates.
*Scope of the report

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

p. 164

Preparing This Report

Pursuing Employee
Engagement

Okamura Profile

Responsible
Corporate Behavior

Data

Previous

Message from the CEO

Information Disclosure System
Financial Information

Non-Financial Information

Integrated report ( issued October 2023 )An integrated report comprising financial and non-financial information, including management policies and businessstrategies aimed at value creation over the mid- to long-term
 Message from the CEO

 Strategies for growth Value creation story

 Corporate governance

IR Information (Website)

Sustainability Report

Disclosure of business overviews, financial informationand stock information, mainly for shareholders andinvestors

Disclosure of non-financial information, including
activities aimed at sustainability, for a wide range ofstakeholders

 Quarterly results Stock information

P romotion of sustainability Financial results briefing Corporate governanceS takeholder engagement

materials Midterm Management Plan
presentation materials
0102314315ÿ00788

9reportsG lobal environmental

initiatives
 I nitiatives for safe,ÿÿ  ÿ ÿÿÿ

 I nitiatives for humanresourcesC orporate governanceR espect for human rights
 ESG datahigh-quality products
and services

Period Covered by the Report
Fiscal 2022 (April 2022–March 2023)*Information regarding our vision and some of our activities may include
details from April 2023 or later.
*The affiliations of employees mentioned herein are as of March 31, 2023.

The Okamura GroupYear ended March 31, 2023

Reference Guidelines
 GRI “Sustainability Reporting Guidelines (Standard)”
 “Guidance on Social Responsibility (ISO26000:2010)” (International
Organization for Standardization)
 “Environmental Reporting Guidelines 2018” (Ministry of the Environment) Task Force on Climate-Related Financial Disclosures (TCFD) Final Reporthttps://ir.okamura.co.jp/en/

Third-party verifications:Notations used in this report
OkamuraThe Okamura Corporation or the Okamura brandOkamura GroupThe Okamura Corporation as well as its subsidiaries and associates

p. 166

Environmental performance data have undergone third-party audits
continuously since fiscal 2000.
733 !33
830
Third-party verification
has been carried out for fiscal 2022.

https://www.okamura.co.jp/corporate/sustainability/

Published
July 2023 (Previous report: July 2022)
Next report: Planned for July 2024 (this report is published each year as
an annual report) (Japanese version)
This report is published each year as an annual report. The English version
was published in February 2024 and is a translation of the Japaneseversion that was published in July 2023.

The Okamura Group Sustainability Report 2023

004

Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive
The Okamura Way

Global Environmental
Initiatives

Preparing This Report

Pursuing Employee
Engagement

Okamura Profile

Responsible
Corporate Behavior

Data

Previous

Message from the CEO

Okamura Profile
Okamura Corporation Corporate Data
Company
Name

OKAMURA CORPORATION

Main Businesses
Office Furniture

Head Office Tenri Bldg. 19F, 1-4-1, Kitasaiwai, Nishi-ku, Yokohama-shi,

Kanagawa
Foundation

October 1945

Paid-in
Capital18,670 million yen (as of March 31, 2023)

Number of
Employees(Non-consolidated) 3,844 (as of March 31, 2023)(Consolidated) 5,492 (as of March 31, 2023)

Business
Activities

Manufacture and sale of steel furniture
Manufacture and sale of industrial machinery and otherequipment

OfficesWorking areas

Healthcare - Staff stations

Drugstores - Multiple unit display systems

Bookstores - Specialized display fixtures

Store Displays

Contracting of metal fitting installation work
Auxiliary works, design, manufacture and sales related tothe construction industry
Manufacture and sale of display fixtures and other equipment
Auxiliary construction, design and sale of security systems
Design, manufacture and sales of medical equipment andother machinery and equipment
Provision of information on improvement of officeenvironments and improvement of office/production
efficiency; manufacture and sales of related equipment

Supermarkets - Refrigerated showcases

Material Handling Systems

Powertrain

For more information on the corporate overview, please visit the link below.

 https://www.okamura.co.jp/company/outline/index.html
Introduction to Okamura’s main businesses https://www.okamura.co.jp/company/business/index.html
List of Okamura subsidiaries and associates in Japan and overseas https://www.okamura.co.jp/company/outline/group.html

Horizontal carousel storage systems / rotary racks

Automated storage / robot storage systems

Transmissions for snow removal vehicles

The Okamura Group Sustainability Report 2023

005

Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive
The Okamura Way

Global Environmental
Initiatives

Preparing This Report

Okamura Profile

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

Message from the CEO

Message from the CEO

Promoting Sustainability as aMaterial Management Issue,
to Realize a Society Where
People Can Thrive
Representative Director,
President and Chief Executive Officer

Preserving and Nurturing Okamura’s DNA
With “Contribute to society by creating environments where
people can thrive with rich ideas and reliable quality” as our
mission, at the Okamura Group we are realizing a society
where people can thrive. Based on our belief and sense of
mission that a sustainable society will be achieved when eachand every person can thrive, we strive to realize a society inwhich everyone can go about their work and their daily lives
with smiles. We also strive to provide society with quality
products and services that accurately address customer

needs, thereby further enhancing our corporate value andhelping to resolve social issues.
To briefly introduce Okamura’s history, in 1945, Okamura’s
founding members—a group of aircraft engineers with sharedprinciples—brought together the technical and financial support
to launch the company as the Okamura Manufacturing Facility,
a cooperative industry. The founding spirit was based on fiveprinciples that comprise our Corporate Philosophy: innovative
creation, cooperation, being cost conscious, saving for the
future and social responsibility. These founding principles haveestablished our corporate culture, and we work by the motto“Quality pays for itself.” This spirit has been passed down fromgeneration to generation and is alive and well in our current
management business activities as part of Okamura’s DNA.

Creating New Demand Under the
Midterm Management Plan 2025
At the Okamura Group we have formulated our MediumTerm Management Plan 2025, covering the three-year
period from the fiscal year ending March 2024 to the fiscal
year ending March 2026. Under this plan, our aim is tocreate new demand, grasp what is trending in the current
era, redefine our capabilities to propose new solutions andproducts, and accelerate our transformation into a “demandcreating company.” In bolstering our management capabilities
to respond to future generational shifts, we are working todevelop human resources and improve employee engagement,
accelerate digital transformation, enhance highmix, variablevolume production systems and develop overseas businesses
rooted in local markets. In addition, we are moving forwardwith developing human resources and implementing work
engagement reforms to realize the “Work in Life”* advocatedby Okamura, in order to improve employee engagement thatwill sustain our growth. We will strive to become a strong
Okamura that can respond to changes in the environment by
allowing each employee to thrive at work in his or her own way.
* “Work in Life” is a concept advocated by Okamura that states, “Life consists ofmany elements, of which work is only one.” Realizing “Work in Life” means thateach individual is fully in control of his or her own life, and can act independently
so that work becomes a positive factor in his or her life.

The Okamura Group Sustainability Report 2023

006

Creating Environments
Where People Can Thrive
The Okamura Way

Promoting Corporate Activities Based on
Sustainability

I-3 The Okamura Group’s Management Policy

In addition to creating new demand and aiming to strengthen our management foundation to respond to changes, theOkamura Group strives to provide solutions to social issues through business.
Social Changes and Issues
People andSociety

Environment andResources

Technology andInnovation

Healthcare
and Health

Politics and International
Economy andIssues in Japan
Relations
Corporate Activities

Management Policy1Creating New Demand

2Strengthen Management
Foundations to Respond to
Changes3

Okamura Profile

Okamura’s Mission

Contribute to Society by Creating Environments Where
People can Thrive with Rich Ideas and Reliable Quality
ԁResponsible
Corporate Behavior

Data

Previous

Message from the CEO

As sustainability becomes increasingly important, we arerepositioning sustainability from a prioritized issue to a material
management issue, with greater emphasis on strengthening
our capacity to counter business risks in view of majorchanges in the external environment and the timing of theimplementation of our new Midterm Management Plan. For
each material issue, we have identified the social issues thatare relevant to our business activities, examined the main risks
and opportunities for the Okamura Group arising from theimpact of these issues, and made our approach to each issue
clear. Specifically, the overall risks for the Okamura Group,
including climate change risks, were reassessed in light of theirimpact on our management and finances, new risks extracted
and evaluated, and material risks identified and reviewed.
The Okamura Group has also established a Sustainability
Committee to organically promote initiatives aimed atsustainability. The Committee promotes and supports groupwide initiatives based on annual plans, monitors progress,
formulates policies and assigns them to relevant departments.
Okamura also signed the UN Global Compact and was registeredas a participating company on February 26, 2020. Mindful of
the two Global Compact principles related to human rights—
that businesses should support and respect the protection ofinternationally proclaimed human rights, and make sure that they
are not complicit in human rights abuses—we have established
the Okamura Group Human Rights Policy and are moving
forward with initiatives in various aspects of our corporate
activities, in order to fulfill our responsibility of respecting thehuman rights of all people affected by our business activities.

Initiatives to Achieve Our Long-Term
Environmental Vision

Initiatives to Address Social
Issues Through BusinessExcerpted from the Midterm Management Plan 2025

Preparing This Report

Pursuing Employee
Engagement

The Okamura Group has positioned global environmental
initiatives as one of its material management issues. In 2021,
we reviewed our Long-term Environmental Vision that isformulated every ten years based on the Okamura Group’s

The Okamura Group’s Materiality(Material Management Issues)

Contributions
through business

Pursuing
quality inproduct
creation

Promotion of
innovation andcreation of
new value

Promotion of“Work in Life”*

Promotionof DE&I(Diversity,
Equity &Inclusion)

environmentsting e can thri wherve e
rea peoplm
P u r s uin g e e m egenga

To meet the expectations of our stakeholders and respondto the needs of our society as a Group, we have identified
material issues and are undertaking initiatives from thefollowing four perspectives: (1) Creating environments where
people can thrive, (2) Pursuing employee engagement, (3)Global environmental initiatives, and (4) Responsible corporate
behavior.
We are committed to reducing our environmental impact
throughout our supply chain by basing our management
on responsible corporate behavior, making each and every
employee feel fulfilled in their work by pursuing employee
engagement, and committing to global environmental
initiatives. We will also contribute to the realization of a society
in which everyone can go about their work and their daily
lives with smiles, by creating environments where people canthrive. In order to diligently implement the identified material
issues, we have set KPIs and annual targets for each issue on
which to focus our efforts.

Global Environmental
Initiativespn t lo y e e

Supporting
career development
and strengthening
specialized humanresourcesdevelopment

Providing safe
products andserviceseni nviro
tia nmental
ti v es

Promoting
Sustainability

Company Profile

C

Contents

Glob

al i

Promotion ofa Circular
EconomySustainable
Use andConservationof Natural
Resources

Contributions
towards the
Climate Change
Problem andRealizing Carbon
Neutrality

Responsible corporate behavior● Fair, transparent, honest behavior● Strengthening risk management● Proper information disclosure anddialogue with stakeholders

Managementfoundation

Environmental Policy, and formulated GREEN WAVE 2030 as
our new long-term vision that recognizes the importance of
reducing the environmental impact resulting from our businessactivities, and aims to manage our business in a way that
fulfills our corporate responsibilities to society.
We identified the promotion of a circular economy, thesustainable use and conservation of natural resources, andcontributing to resolving climate change issues and achievingcarbon neutrality as material issues. Having incorporated
these issues into GREEN WAVE 2030, we will work to reduce
the environmental impact of all our business activities as aGroup, and actively promote environmental activities throughpartnerships with our suppliers and customers.
The Okamura Group Sustainability Report 2023

007

Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive
The Okamura Way

In addition, the Okamura Group aims to achieve virtually zero
greenhouse gas emissions (carbon neutrality) by 2050. To
achieve this goal, we have set a target of reducing greenhousegas emissions by 50% from fiscal 2020 levels by fiscal 2030,
and are promoting this initiative across the Group. We willcontribute to the realization of a decarbonized society byfurther strengthening our existing activities such as energysaving measures at our production plants and other bases,
and by implementing initiatives informed by new perspectives,
such as expanding the use of renewable energy.
Based on the concept of a circular economy, the Okamura
Group is committed to manufacturing that makes effective
use of limited resources for longer and minimizes waste
generation throughout the product life cycle, from productplanning and design to sales, maintenance, reusing, recycling,
and proper processing. In the production process, we are
actively promoting the use of recycled materials, waste timber,and unused materials, as well as the reuse of waste resin andwater.

Toward Respect for the Diversity of Each
Individual
We are working to create systems and structures andto improve working conditions that make it possible fordiverse talents to flourish, and pursue an environment inwhich employees can thrive by changing their mindsets andtaking action. Under our Diversity and Inclusion Policy, we
respect the diversity of our employees, and aim to create anenvironment where each employee feels fulfilled in his or her
work, cooperates with others, and achieves personal growth.
Based on the concept of embracing diversity, we actively
recruit talented workers with a variety of attributes, values, andideas, and strive to create environments where every employee
can work comfortably and fulfill his or her potential, thereby
fostering a corporate culture that can respond flexibly to socialand cultural diversity as well as changes in the environment.

Global Environmental
Initiatives

Preparing This Report

Okamura Profile

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

Message from the CEO

In addition, by respecting individual differences and valuing
fairness, we aim to evolve from D&I (Diversity & Inclusion) to
DE&I (Diversity, Equity & Inclusion).

Nurturing Human Resources and Pursuing
Employee Engagement
The Okamura Group clearly states in its Human Resources
Policy that it shall actively provide education necessary for
employees to develop and demonstrate their capabilities aswell as that necessary to achieve cooperation and harmony,in addition to encouraging employees to work towards selfdevelopment. In the Midterm Management Plan 2025, we havedesignated the nurturing of human resources and pursuing
employee engagement as key elements that strengthen thefoundations of management. In order to achieve this, we
provide opportunities for all employees to continue learningand to take on challenges based on mutual understanding
among employees as part of their career journey, in which
each employee continues to envision his or her future career
and achieve growth through diverse experiences.
The Okamura Group also positions health and productivity
management as the foundation of “Work in Life”. We haveestablished a system to promote health and productivity

management, and are striving to create a healthier workplacethrough initiatives such as offering various health examinations,improving disease prevention measures, and encouraging
employees to use up their annual paid leave. We provide
health literacy education and offer useful information in orderto encourage employees to be aware of their own health andto work towards improving it.
We adopted the Health and Productivity Management
Declaration in September 2017 in order to undertake specificmeasures aimed at promoting health and productivity
management. In April 2020, we reaffirmed the importance of
health as the foundation of Okamura’s work style reform project
WiL-BE, and revised the Health and Productivity Management
Declaration accordingly. With the expansion of various healthmeasures as well as promotion of the work engagement
reform WiL-BE 2.0, an evolved form of the work style reform
WiL-BE, from April 2023, we not only enable our employees
to thrive at work, but are also able to propose healthy work
styles to our customers, thereby helping both to realize the life
they envision. Okamura has been certified as a 2023 Health& Productivity Management Outstanding Organization (White
500), jointly selected by the Ministry of Economy, Trade andIndustry and the Japan Health Council (Nippon Kenko Kaigi),
for the sixth consecutive year since 2018.

Toward the Realization of a Sustainable
Society Where People Can Thrive
The Okamura Group will continue to refine its capacity tomake proposals and create products that address the needsof our customers, and aim to further enhance our corporate
value and help resolve social issues. We will contribute tosociety through our efforts to realize a sustainable society andto create an environment where people can thrive.
We look forward to your continued support.

The Okamura Group Sustainability Report 2023

008

Promoting
Sustainability

Company Profile

Sustainability at the Okamura Group

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Global Environmental
Initiatives

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

environmentsgnti
can thr wheive
ea eople
p

m

me

nt

ir
env

tal

G

g

en

lo b

al

in
su
P ur ngaee m plo yeegei n iti a ti v e sreCrContentson

Promoting Sustainability
at the Okamura Group
Based on our management philosophy, the Okamura Way, we at the Okamura Group carry out
sustainability initiatives with the aim of contributing to the realization of a society where everyone
can thrive at work and in everyday life, full of smiles.

Responsible corporate
behavior

The Okamura Group Sustainability Report 2023

009

Contents

Company Profile

Promoting
Sustainability

Sustainability at the Okamura Group

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

Sustainability at the Okamura GroupIn a society imbued with a new set of values that require the realization of a sustainable society, the Okamura Group recognizes the importance of pursuing business activities
centered on sustainability in order to achieve continued growth.

The Starting Point for
Sustainability at the
Okamura Group

company earns its income from its customers (society), its
management must incorporate a spirit of social responsibility,
returning a portion of its profits directly or indirectly to society
To emphasize the high quality of our products, we adopted
the motto “Quality pays for itself” in 1961. The motto

Underlying our management philosophy - the Okamura Way -expresses Okamura’s commitment to providing quality

is Okamura’s DNA, which consists of our founding spirit,

products and services

creed, and motto.

The founding spirit, creed, and motto serve as the starting

Our founding spirit, which began with our company’s

point of our current initiatives aimed at sustainability.

foundation as “Cooperative Industry Okamura Manufacturing”,(Reference

p. 2 )

Sustainability Policies at the
Okamura GroupThrough our mission at the Okamura Group—“Contribute to society bycreating environments where people can thrive with rich ideas andreliable quality”—we aim for enhanced corporate value and providing
solutions to issues facing society.
Creating
Environments
Where People
Can Thrive

We will continue to take on the challenge of creating
new values, markets, and trends by providing society
with innovative products and services with reliable
quality and safety.

lays out the philosophy that Okamura is a company that isrooted in cooperation which belongs to everyone, where all
employees are equal.
At Okamura, a hierarchical relationship between capitalists

Our Approach to Sustainability
and Sustainability Policy

Pursuing
Employee
Engagement

owners and employed workers does not exist. All employees
are equal and are members of a team that have gathered

In a society imbued with a new set of values that require theunder the sharedcommitment of making Okamura prosper.

realization of a sustainable society, the Okamura GroupThe spirit that forms the foundation of Okamura, founded asrecognizes the importance of pursuing business activities

a cooperative industry, is evident in the teamwork behind thecentered on sustainability in order to achieve continued

effort to produce good results.

growth.

Our corporate creed, which was established in November

In line with our mission — “Contribute to society by creating

1980, outlines the principles guiding management at a timeenvironments where people can thrive with rich ideas andof growth for the company. It consists of five phrases that

reliable quality” — we recognize the importance not only of

carry our founding spirit: Innovative Creation, Cooperation,

the economic but also of the social and environmental

Being Cost Conscious, Saving for the Future, and Social

aspects of our business activities, and manage our businessResponsibility.

in a way that fulfills our corporate social responsibility.

The fifth phrase, “Social Responsibility”, means that acompany exists in society as a public institution, and since a

GlobalEnvironmental
Initiatives

Responsible
Corporate
Behavior

In addition to making our workplaces both healthier andsafer, we respect the diversity of our employees andprovide them with working environments that promote
fulfillment in their work and help them achieve personal
growth through cooperation.

We will help create a sustainable society by thoroughly
considering our impact on the global environment
throughout the supply chain of our business activities.

We will respect human rights and strive to respect
each person’s individuality—including their cultural
background—while eliminating discrimination. By
conducting corporate activities based on legal
compliance and a high standard of ethics, we will
disclose information in a timely and appropriate manner
to our stakeholders, enhance our communications
initiatives, coexist with local communities and society,and engage in fair, transparent, and honest corporate
activities as a global company that is trusted andappreciated by society.

The Okamura Group Sustainability Report 2023

010

Contents

Company Profile

Promoting
Sustainability

Sustainability at the Okamura Group

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Global Environmental
Initiatives

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

The Okamura Group’s Materiality (Material Management Issues)
The Okamura Group identifies material issues and carries out initiatives to address them, in order to realize a society where people can thrive.

Identifying Material Management
IssuesIn order to work as a Group to meet the expectations of our
stakeholders and the demands of society, we identified material
issues according to the following four themes: (1) Creating
environments where people can thrive, (2) Pursuing employee
engagement, (3) Global environmental initiatives, and(4) Responsible corporate behavior.
In identifying material issues, we integrate various
perspectives, including various sustainability-related guidelines,
items subject to inspection by evaluating organizations, inhouse policies and standards, and questionnaires anddialogues with various stakeholders, quantitatively analyzing
their importance for stakeholders and the Okamura Group.
Additionally, in order to consistently implement measures forthe identified material issues, we set KPIs and annual targets
for each issue that we strive to undertake.

Review of material Issues
The Okamura Group identified material issues for sustainability
in 2019. Subsequently, given the ever-increasing importance ofsustainability, we conducted a review in 2023, in light of majorchanges in the external environment and in conjunction withthe formulation of our new Midterm Management Plan. We aretaking this as an opportunity to place greater emphasis on
strengthening our ability to respond to business risks, andhave repositioned them as material management issues,
instead of material sustainability issues. For each material
issue, we will be aware of the social issues relevant to ourbusiness activities, examine the main risks and opportunities
for the Okamura Group arising from the impact of such social
issues, and clarify our approach to each issue.

2019 : Identification of material Issues for Sustainability

Processes for Identifying Material Issues
Material management issues were identified through the Created a list of material issue candidates by integrating

following processes, whereby issues were extracted, theirvarious perspectives such as sustainability guidelines, items
subject to inspection by evaluating organizations, and inhouse policies and standards

importance analyzed, and finalized in a review by management.

Conducted internal and external questionnaires regarding

material issue candidates in order to ascertain theimportance of each item Quantitatively analyzed their importance for stakeholders

and the Okamura Group(Identified in 2023)
Process 1
Created a list of material issue candidates by integrating perspectives
such as sustainability guidelines, items subject to inspection by evaluatingorganizations* 1, in-house policies and standards* 2, and company
benchmarking in Japan and overseas After review by management, identified material issues byclassifying them into four areas, in order to make themeasier to understand2023 : Review of Material Management Issues A review was conducted in conjunction with the formulationof the Midterm Management Plan, due to significant
changes having occurred in the business and social
environment since the last time issues were identified (2019) Since the four areas previously identified as material issues

for sustainability were placed parallel to each other, thearrangement of areas was adjusted this time, such as areas
to serve as the basis for management, and areas positioned
for future growth strategies, etc.

*1: GRI Standards, ISO26000, SASB, FTSE4Good*2: Management policy, Midterm Management
Plan, Code of Conduct, and policies on
business activities

Process 2
Carried out questionnaires and dialogues with various stakeholders onmaterial issue candidates to understand the importance of each item

Process 3
Quantitatively analyzed their importance for stakeholders andthe Okamura GroupP reviously identified as “material sustainability issues”,

we changed their definition to “material management
issues” in order to keep them consistent with the Midterm
Management Plan

Process 4
After review by management, identified material issues

The Okamura Group Sustainability Report 2023

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Company Profile

Contents

Promoting
Sustainability

Sustainability at the Okamura Group

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Global Environmental
Initiatives

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

Map of Material Issues
Material issues have been clearly identified by mapping them on a chart, with the importance for stakeholders on one axis and theimportance for the Okamura Group on the other.

High
Contributions towards the Climate Change Problem and Realizing Carbon Neutrality

Promotion of DE&I (Diversity, Equity & Inclusion)

Importance for stakeholders

Promotion of a circular economy
Supporting career development and strengthening specialized human
Sustainable use and conservation
resources developmentof natural resources
Promotion of innovation and creation of new value

Fair, transparent, honest behavior

Providing safe products and services
Strengthening risk management

Pursuing quality in product creation

Proper information disclosure and dialogue
with stakeholders

Promotion of “Work in Life”

Creating environments where
people can thrive
Global environmental initiatives
Pursuing employee engagement
Responsible corporate behavior

Importance for the Okamura GroupHigh

The Okamura Group Sustainability Report 2023

012

Promoting
Sustainability

Company Profile

Sustainability at the Okamura Group

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

The Okamura Group’s Materiality (Material Management Issues)

Assessment by Society

DataPrevious

Special Contents

Contribution to the SDGs
The Okamura Group will carry out initiatives to address each

The Okamura Group identifies key issues and promotes initiatives in four areas to help realize a society where people
can thrive.
Based on our management principle of responsible corporate behavior, we are committed to reducing the environmental burden
throughout our supply chain. This is possible by motivating our employees and ensuring their lives are fulfilled through pursuing
employee engagement and our global environmental initiatives.
Through our business activities, we will contribute to the realization of a society where people can thrive.

Creating environments
where people can thrive

Contributions
through business

Promotion of
innovation andcreation of
new value(Diversity,
Equity &Inclusion)pe n lo yt eeSupporting
career development
and strengthening
specialized humanresourcesdevelopment

Pursuing employee
engagement
In addition to making our workplaces
both healthier and safer, we respect
the diversity of our employees andprovide them working environmentsthat promote fulfillment in their workand help them achieve personal growththrough cooperation.

*The idea that “Life iscomposed of many parts,of which work is one.”

Sustainable Development Goals (SDGs).

Global environmental
initiatives
We will help create a sustainable
society by thoroughly considering
our impact on the global environN
ment throughout the supply chainof our business activities.

Providing safe
products andserviceseerPromotionof DE&I

material issue and contribute to the achievement of theenvironments
ing e can thri wh
at eoplvep

P ursuin g e mmgeenga

Promotion of“Work in Life” *Pursuing
quality inproduct
creationn
iti viro
at nmentaliv es

We will continue to take on thechallenge of creating new values,
markets and trends by providing
society with innovative products
and services with reliable quality
and safety.

CreContentse
al nGlob i

Promotion ofa Circular
EconomySustainable
Use andConservationof Natural
Resources

Contributions
towards the
Climate Change
Problem andRealizing Carbon
Neutrality

Responsible corporate behavior● Fair, transparent, honest behavior● Strengthening risk management● Proper information disclosure anddialogue with stakeholders

Managementfoundation

Responsible corporate
behavior
As well as conducting corporate
activities based on a high standardof ethics, we will disclose information
in a timely and appropriate manner
to our stakeholders, enhance ourcommunications initiatives, coexist
with local communities, and engage
in fair, transparent, and honest corporate
activities as a global company that istrusted and appreciated by society.

The Okamura Group Sustainability Report 2023

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Contents

Promoting
Sustainability

Company Profile

Sustainability at the Okamura Group

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

A New Sustainability Action Plan Developed Together with a Review of Material Issues
The Sustainability Action Plan was reviewed in conjunction with the materiality review (material management issues).
The Sustainability Action Plan consists of the Okamura Group’s materiality (Material Management Issues) and other social issues. For each issue, the relevant departments set KPIs to measure thedegree of achievement, set annual targets, and develop initiatives. Sustainability Committee and the Sustainability Promotion Project, monitor the progress of initiatives

Sustainability Action Plan (Material Issues)
Areas

Creating
Environments
Where People
Can Thrive

Material Issues

Pursuing Quality in Product Creation
Promotion of Innovation and Creation of
New Value

7 8 9 12

Providing Safe Products and Services

9 12

GlobalEnvironmental
Initiatives

Promotion of a Circular Economy

3 6 7 9 12 13 14
15 17
Sustainable Use and Conservation of
Natural Resources

Sustainability Action Plan (Material Issues and Other Social Issues)
KPIs

Please see the Midterm Management Plan
2025
Midterm Management Plan 2025 , disclosed
May 10 , 2023
Explanatory materials:

https://ir.okamura.co.jp/en/library/
managementplan/

Number of serious product accidents

7 9 13 15 17Mid- to Long-Term Targets Provide solutions that support corporate growth anddiverse work styles
 Resolve social problems faced by retailers, andconduct research and development on how stores
will be constructed in the future Develop products and services that contribute tosmart logistics
 Develop environmentally friendly products forindustrial vehicles

Realize a society where people can thrive by
providing new value to customers and society0–– Reduce emissions of production-related waste per unit Reduce emissions per unit of production-related* Definition of serious product accident: Accidents
caused by Okamura products that result in serious
damage to life or body, and accidents caused by
Okamura products that result in serious damage,such as fires, to property other than the product at
fault.
 Promote resource recycling through resourcesaving and waste reduction Promote environmentally conscious planningand design in product developmentof finished in-house product by 1% year on year Expand proportion of GREEN WAVE and GREEN
WAVE+ products developed Promote sustainable use of forest resources Collect data on our timber usage rate based on the –– Reduce environmental impact

Timber Use Policy Reduce water resource usage per unit by 1% year
on year Reduce water resource usage by Reduce emissions for the entire Group by Reduce greenhouse gas emissions by

6 12 13 14 15 17
Contributions towards the Climate
Change Problem and Realizing Carbon
Neutrality

Fiscal 2023 Targets

p. 136 ~ 138 Promotion of measures to prevent global

warming
Reduce greenhouse gas emissions
Reduce fuel-related energy consumption
Increase energy productivity

1,000t-CO2/year

1% on
average over 5 fiscal years Reduce vehicle fuel consumption by 5% on averageover 5 fiscal years Increase energy productivity by 1% year on year Reduce industrial fuel consumption by

waste by 9% in fiscal 2030, compared to fiscal
2020
 ––

10% infiscal 2030 (compared to fiscal 2020)

50% infiscal 2030 (compared to fiscal 2020); aim toachieve carbon neutrality by fiscal 2050
 Improve energy productivity by 10% in fiscal
2030 (compared to fiscal 2020)

The numbers above indicate the related SDGs.

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Contents

Promoting
Sustainability

Company Profile

Sustainability at the Okamura Group

Areas

Pursuing
Employee
Engagement*

The Okamura Group’s Materiality

Material Issues

Promotion of “Work in Life”

3 8
Promotion of DE&I (Diversity, Equity&Inclusion)

5 8 10Supporting career development andstrengthening specialized humanresources development

4 8
Responsible
Corporate
Behavior

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Fair, Transparent, Honest Behavior

5 8 10 16 17

Strengthening risk management

10 11 16
Proper information disclosure anddialogue with stakeholders

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

KPIs

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

Fiscal 2023 Targets

Data
Special ContentsMid- to Long-Term Targets

Improve employee satisfaction andengagement Implement measures to improve engagement

Percentage of female employees(By fiscal 2024: 22%)By fiscal 2024: 22%

Percentage of female managers

6.5%

By fiscal 2024: 7%

Percentage of female new graduate hires(university graduates)(By fiscal 2024: 40–50%)

By fiscal 2024: 40–50%

Percentage of male employees taking childcare
leave

65%

––

Percentage of employees with disabilities

2.50%––

 Implementation rate of skill development



100%

––

interviews Implement various measures for specializedjobs to further foster specialist skills Survey on participation in the Okamura
University, “Towards Your Future Career”

Previous–– Carry out engagement surveys

 Identify technologies and skills for specialized jobs Satisfaction rate of80%

Implementation rate of sustainable procurement
surveys

67% based on transaction amount

Implementation rate of sustainable procurement
on-site audits

100% for high-risk suppliers

Implement and reinforce in-house human rights
education

Provide training to departments related to purchasing

Implementation rate for compliance education
conducted at time of hire and for newly
appointed executives

100%

Expand compliance trainingImplement various types of compliance training Establish a Business Continuity Plan (BCP) Review hazard maps (for earthquakes and floods)

for disasters Manage personal information in line with therequirements of the countries within which we
operate Comply with laws and regulations regarding personal

 ontinue dialogue with stakeholders and reflectCthis in our initiatives

Conduct stakeholder dialogues with various external
ESG-related experts––––

information management in other countries within
which we operate
––

16 17
The numbers above indicate the related SDGs. * Scope of coverage: Okamura Corporation only

Overview of Activities for Fiscal 2022
The Okamura Group formulated the CSR Action Plan, thepredecessor to the Sustainability Action Plan, in fiscal 2019.

Since fiscal 2020, we have set KPIs and annual targets foreach issue and have been pursuing initiatives accordingly.
Although we did not manage to meet targets for some issues
for fiscal 2022, the results were satisfactory overall, with manytargets still met.

Results of Activities for Fiscal 2022
Please refer to the Data section for results pertaining to fiscal
p. 139 ~ 144 )2022. (Data
The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Sustainability at the Okamura Group

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Global Environmental
Initiatives

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

Sustainability Promotion System
The Okamura Group has established a Sustainability Committee to promote our initiatives.

Role of the Sustainability Committee,
Company-Wide Projects, etc.
The Sustainability Committee is chaired by the Representative
Director, and consists of Executive Officers who oversee eachbusiness division and corporate department. The Committee
promotes and supports initiatives across the Okamura Group,
monitors progress, formulates response policies, and deploys
them in related departments, in accordance with the annual
plan on material issues. In addition, regarding overall risks for
the Okamura Group, including climate change, the Committeereassesses current risks, extracts and evaluates new risks,
and identifies and reviews material risks, in consideration of
the impact on management, finances, etc.

Board of Directors
Report

Audit

Sustainability Committee④①

Confirmation of results

Annual plan

The Committee meets twice a year and reports to the Board of
Directors on matters for deliberation and resolution as well ason the results of its activities. The Board of Directors manages
and supervises the contents of these reports.
The Sustainability Promotion Department operates theSustainability Committee as its secretariat, develops approved
items into business activities, and regularly conducts follow
ups.
In addition, for company-wide sustainability projects, we follow
up on the progress of each business division and spread awarenessp. 114 ~ 115 )of our activities among employees. (Details

Sharing the Latest Case Studies Related to
ESG (Environmental, social, and corporate
governance) at Sustainability Committee
Meetings, etc.
The latest information on ESG, case studies from external
experts and specialized internal departments on matters that
the Okamura Group should address are shared at Sustainability
Committee meetings.
In July 2022, the Committee shared information and future
initiatives regarding childcare leave taken by male employees,
and in September 2022, we shared further information on the

Sustainability
Promotion Department③
Progress monitoring②
Promotion ofpriority issues

Development

male childcare system necessary for preparing our annual
report.
Content of committee meetings held in fiscal 2022
July 2022 	On childcare leave taken by male
employees
September 2022 	On preparing the integrated report, andmaterial risks to be addressed
December 2022
Results of external assessment of ESG
March 2023
On human rights issues, and social
contribution activities

Implementing Measures With
Employee Involvement
We are implementing various measures to encourage
employees to participate in sustainability activities moreproactively.
Details of measures implemented in fiscal 2022
p. 68 )
 Commendations for sustainability activities (Details
 Q uestionnaire to understand employee awareness andbehaviorV oluntary Training sessions and events
p. 22 ~ 23
p. 64
p. 86 )
(Details
 Sustainability-related e-mails (once a month)

Sustainability
Promotion Project

Business activities
The Okamura Group Sustainability Report 2023

016

Contents

Promoting
Sustainability

Company Profile

Sustainability at the Okamura Group

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Data

Assessment by Society

Previous

Special Contents

Understanding Risks (Opportunities and Threats) Throughout the Value Chain
At the Okamura Group, we identify the social issues to be addressed and the risks in business activities (opportunities and threats) at each stage of the value chain and operate the Sustainability
Committee based on this information.
(Details

p. 114 ~ 115 )Value chain
Social Issues andRisks (Opportunities
and Threats)

Development

Procurement/Manufacturing● Selection of suppliers● Raw material/parts/
product procurement● Equipment maintenance● Research/planning development● Marketing● Production● Quality control

Distribution● Distribution center
management and operation● Shipping/transportation

Social Issues

Consulting/Sales/Service● Delivery● Export● Understanding customer needs and making proposals● Product sales● Operation of show rooms, “LABO offices”,
co-creation spaces, etc.

Disposal/Recycling● Collection and recycling of used products● Proper waste disposal

Climate change
Loss of biodiversity and collapse of ecosystems
Waste disposal/resource depletion

Waste disposal/resource depletion
Decline in the labor force
IT risks such as cyber attacks
Increase in threatening infectious diseases

Desirable Risks(Opportunities)
andUndesirable Risks(Threats)

Transition to a resource-recycling society*
Changes in the economic environment*
Changes in shareholder composition*
Governance*
Credit*Material/raw material procurement*
Quality of products/services*
Designing operational processes*
Human resources*
Labor*

Undesirable Risks(Threats)

Large-scale natural disasters
Climate change
Spread of infectious diseases
Accidents/man-made disasters
Compliance with laws/regulations
Information security
Health and safety
Human rights

The * symbol denotes risks that impact both opportunities and threats

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Contents

Company Profile

Promoting
Sustainability

Sustainability at the Okamura Group

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Global Environmental
Initiatives

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

Stakeholder Engagement
The Okamura Group aims to be a company that is trusted and appreciated by society through incorporating the opinions and expectations of our stakeholders into our operations.

Stakeholders of the
Okamura Group

Stakeholders

Customers

The Okamura Group aims to be a company trusted andDealerships

The Okamura Group not only sells its products directly, but also sells its products through dealerships, to allow us to betteraccommodate the diverse needs of our customers. As dealerships are not only our partners but also our customers, Okamura will
work with them to increase mutual corporate value toward the common goal of maximizing customer satisfaction.

Suppliers

The Okamura Group clearly states in its Basic Purchasing Policy, that “transactions are fundamentally based on free competition, andwe should work toward coexistence and mutual prosperity with suppliers based on an equal footing and mutual trust”. We have alsoestablished Sustainable Procurement Guidelines. Based on this perspective and the premise of fair and impartial business with
suppliers, we will strive to improve business through mutual collaboration, as well as practicing procurement that emphasizes
sustainability.

Shareholders
and Investors

We will strive to increase shareholder value by growing our business and continually increasing corporate value. In addition to
conducting timely and proper disclosure of information to gain even greater trust from shareholders and investors, we will actively
disclose information considered useful for shareholders and investors and aim for highly transparent management by expanding
communication.

Employees andTheir Families

At the Okamura Group, we consider employees to be collaborators and team members who work together to help the company
prosper. We aim to achieve even greater results through business activities that emphasize mutual collaboration among employees.
We are moving forward with creating workplaces where each employee can realize their potential based on a fair labor-management
relationship, linking this to the growth of the company and improving the lives of employees.

Society andGovernment

We strive to coexist with communities where we operate, by actively interacting with local residents, government agencies,
companies, and organizations, as well as the younger generation who will be the torch-bearers of the future.

expectations, thereby improving our management andinitiatives.
We consider customers, dealerships, suppliers, shareholders
and investors, employees and their families, and society andgovernment to be particularly important stakeholders, andengage in communication with them based on our basic
stance.

Customers

Dealerships

Society andgovernment

Shareholders
and investors

Customer satisfaction can only increase when the products supplied are of superior quality and functionality, and are delivered withhigh quality service.. The Okamura Group clearly states the “provision of safe and high-quality products and services” in its Code of
Conduct* and aims to provide products and services that lead to increased customer satisfaction.
* Code of Conduct: Summarizes the attitude and behavior required in corporate activities, and is based on the Basic Policy of the Okamura Group(See
p. 119 for related information)

appreciated by society through communicating with a wide
range of stakeholders, and incorporating their opinions andBasic StanceEstablishment of a Multi-Stakeholder Policy
In order to continuously enhance corporate value, Okamura
has established a Multi-Stakeholder Policy as a basis forbuilding relationships with stakeholders such as employees

Suppliers

Employees
and theirfamiliesand suppliers
Multi-Stakeholder Policy

https://www.okamura.co.jp/corporate/sustainability/policy/multi_
stakeholder.pdf

The Okamura Group Sustainability Report 2023

018

Contents

Promoting
Sustainability

Company Profile

Sustainability at the Okamura Group

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Global Environmental
Initiatives

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

Examples of Stakeholder Engagement

Stakeholder Engagement Initiatives

We participate in the Stakeholder Engagement Program ofCaux Round Table (CRT) Japan. The program works to

Stakeholders

Customers

Dealerships

Suppliers

Shareholders andInvestors

Employees andTheir Families

Society andGovernment

Main Activities/
Communication Tools, etc.

Frequency/Number ofCases/Number of Times

Customer Service Office

Routinely (Number ofinquiries
in fiscal 2022: 21,500)

After-sales maintenance (inspections andrepairs)

Routinely

Communicating product information
Publishing installation examples andinformation magazines

Routinely

Dealership associations by handled products

Routinely

Various workshops

Routinely

Information website for dealerships

Routinely

Information and technical exchange meetings

Routinely

Regular interviews and visits

Routinely

Electronic network system

Routinely

General Meeting of Shareholders

Once a year

Financial Results Briefings

Twice a year

Information magazine and website

As needed

Individual meetings

As needed

Facility tours

Once a year

Discussions between employees andmanagement

Routinely

Initiatives to realize
employees’ “Work in Life”

Routinely

Activities promoting
diversity and inclusion

Routinely

Dialogue with government agencies

As needed

Various forms of communication with local
governments
where production plants are locatedRoutinely

Activities contributing to local communities

As needed

Disseminating information throughpublications and websites

Routinely

Incorporation into Management,
Products or Services I mprove products and services based on

feedback and suggestions received

identify key human rights issues by industry throughquestions raised by NPOs/NGOs and experts.
(Details

p. 124 ) I mprove products and services based on

feedback received Improve measures for various dealerships R einforce

activities aimed at improving
business and procurement focused onsustainability through mutual collaboration

 E nhance

management transparency by
expanding communication

 N urture talent aimed to improve employee

engagement, and carry out measures topromote job engagement reform Incorporate findings aimed at building better

relationships with local communities andsociety

The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Sustainability at the Okamura Group

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

Participation in External Initiatives
We participate in various initiatives related to resolving environmental, social, and economic issues.
UN Global Compact

RE100

Japan Climate Initiative (JCI)The UN Global Compact advocatedRE100 stands for “Renewable

The Japan Climate Initiative is aby the United Nations is anElectricity 100%” and is a

network of organizations tointernational initiative to realize a

corporate collaborative initiative

strengthen the provision ofs u s t a i n a b l e s o c i e t y. O k a m u r abringing together the world’s

information and sharing of opinions

Corporation signed the compact

most influential businesses committed to using 100%among companies, governmentand registered as a participating

renewable electricity in their operations. Okamura became aagencies, NGOs, and other entities actively working tocompany in February 2020.

member in March 2022, announcing its commitment tocombat climate change. Okamura became a member in

As for the Ten Principles of the Global Compact in the four

switch to electricity derived 100% from renewable energy

December 2019, and is carrying out initiatives toward thefields of Human Rights, Labor, Environment, and Anti-by 2050.

realization of a decarbonized society based on the declaration

Corruption, we actively undertake initiatives and report on(Detailsp. 48of the initiative.

)

their progress and results to the UN once a year.
(Details

p. 123 )

SBT (Science Based Targets)

Japan Climate Leaders’ Partnership (JCLP)

SBT is a set of greenhouse

The Japan Climate Leaders’Task Force on Climate-related Financial Disclosures

gas emission reduction

Partnership (JCLP) was(TCFD)

targets set by companies forestablished in 2009 as a coalition

The Task Forcefive to ten years in the future,of Japanese companies basedon Climate-in line with the goals set forthon the recognition that the industrial community should haverelated Financial

in the Paris Agreement. In

a sense of urgency and initiate more proactive actions toDisclosures (TCFD) was established by the Financial Stability

August 2022, the Okamura Group’s greenhouse gas emission

realize a decarbonized society. Okamura joined theBoard (FSB) at the request of the G20, with the aim of

reduction targets obtained SBT certification under thepartnership in March 2022 at the same time it became adisclosing information related to climate change and urging

Science Based Targets initiative (SBTi). (Details

member of RE100.

p. 48

)

financial institutions to respond. Okamura announced its
support for the TCFD in April 2021.
(Details

p. 48)

The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Sustainability at the Okamura Group

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Global Environmental
Initiatives

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

Assessment by Society
The activities of the Okamura Group related to sustainability have led to recognition from outside organizations.

Major Certifications and Awards
in Fiscal 2022
EcoVadis (Gold)
EcoVadis is a provider of supply chain
sustainability ratings that assesses
more than 100,000 companies in
175 countries around the world. It
evaluates corporate sustainability
i n i t i a t i v e s i n t h e f o u r a re a s o fenvironment, labor and humanrights, ethics, and sustainable procurement of materials,
using its own assessment criteria based on global

4th ESG Finance Awards Japan

L-Boshi (Level 2) Certification(Special Award in the Environmentally Sustainable

L-Boshi certification is a system by which the Ministry ofCompany Category)Health, Labor and Welfare certifies

The ESG Finance Awards Japan isoutstanding companies based on the

an award system established by the

Act on the Promotion of Women’s Active

Ministry of the Environment in 2019Engagement in Professional Life (Act on

to promote and expand ESG finance.

t h e P ro m o t i o n o f Wo m e n ’s A c t i v e

Okamura Corporation received aEngagement). Okamura has received

Special Award in the Environmentally Sustainable Company

L-Boshi (Level 2) certification.

category for its outstanding initiatives given the size of the(Continuously from December 2020)

organization and the characteristics of our industry. (February
2023)“Kurumin” Certification“Kurumin” certification is a system under

Health & Productivity Management Outstanding

which the Minister of Health, Labor andOrganization 2023 (White 500)

Welfare certifies companies that actively

The Ministry of Economy, Tradeencourage employees to achieve a goodand Industry (METI) and the Japanbalance between work and childcare,

H ealth Council jointly evaluate
CDP Climate Change (A-)

based on the Act on Advancement ofcorporations that practice particularly

CDP is a non-governmental

Measures to Support Raising Next-

outstanding health and productivity

organization (NGO) that operates

Generation Children. Okamura has been awarded “Kurumin”

management and certify them as Health & Productivity

a global information disclosure

certification as a parent-friendly company. (November 2022)

Management Outstanding Organizations. Okamura has beensystem to help investors,

recognized as a Health & Productivity Managementcompanies, nations, regions, and cities manage their impact

Outstanding Organization (White 500) for six consecutiveon the environment. Okamura received A-, a leadership-levelyears. (March 2023)

sustainability standards. The Okamura Group received theGold Medal, which places it among the top 5% of companies
evaluated in 2022. (November 2022)

score, in the survey conducted by CDP, as a company that
pursues outstanding climate change and information
disclosure initiatives.. (December 2022)

The Okamura Group Sustainability Report 2023

021

Contents

Company Profile

Promoting
Sustainability

Sustainability at the Okamura GroupSpecial Contents

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Global Environmental
Initiatives

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Responsible
Corporate Behavior

Participation in External Initiatives

Assessment by Society

DataPrevious

Special Contents

Learning from SDG Training in Order to Solve the
Problems of Tomorrow

Based on our management philosophy, the Okamura Way, the Okamura Group promotes sustainability initiatives with the aim of contributing to the realization of a society where
everyone can thrive at work and in everyday life, full of smiles. As part of this effort, we wanted to search for hints on incorporating sustainability into our day-to-day operations,while getting to know our group companies and colleagues, and learning from nature, through the lens of the SDGs. To this end, Okamura employees visited the NS Okamura
Corporation (hereinafter referred to as NSO), a Group company in Kamaishi City, Iwate Prefecture, to take part in SDG training.

Training in Kamaishi City, Iwate
Prefecture a Place with Close Ties
to the Okamura Group

Learning about NS Okamura’s Journey fromSuffering Damage Following the Great
East Japan Earthquake to Receiving theEnergy Conservation Grand Prize

The participants included 21 members of the Okamura Groupand members of the secretariat. Members from diverse job
categories such as sales, production, and design came
together, with some coming from as far away as Nagoya.
Each participant had his or her own reason for joining. Thosein sales wanted to understand SDGs better, since they had
more opportunities to make proposals to customers from theperspective of the SDGs, while those working in production
wanted to learn about the facilities at other locations. Training
was held on August 26 and 27, 2022. The first day began withlearning about SDG basics and the Okamura Group’s initiatives
aimed at sustainability in the conference room at NSO. Thiswas followed by an introduction to NSO and the city of
Kamaishi, located in the heart of the Sanriku Fukkou National
Park. Participants were also informed of the close ties between
the Okamura Group and the city of Kamaishi, including NSO’s
and Okamura’s work on the stadium benches for the Kamaishi
Unosumai Memorial Stadium in Kamaishi, the “City of Rugby.”

Next, they reviewed the progress NSO made since the Great
East Japan Earthquake. The old factory was destroyed by thetsunami. Operations resumed at the new factory in May 2012,
but the cost of getting the factory ready posed a heavy burden
initially. since the factory was also subject to regulations under the
Act on Energy Conservation, the company carried out energysaving activities to reduce costs and energy use. Fundamental
reforms in the painting line process were carried out in orderto reduce CO2 emissions. In recognition of such efforts, thecompany received the Minister of Economy, Trade and Industry
Award in the Energy Conservation Example Category at the 2016
Energy Conservation Grand Prize, as well as the Minister of theEnvironment Award for Promotion of a Recycling-Based Society.

Tour of the old factory

Walking along the evacuation route at
the time of the earthquake

I Came to View the SDGs as a Personal Concern

Public Design Center,
Public Promotion Department,Life Science Division,
Office Furniture Sales Division

Misaki Sugawara

Members that participated in the training

The training included a tour of the current NSO factory to observe
firsthand the efficiency and energy savings achieved. In addition,as part of “earthquake remembrance training,” the participants
visited the old factory, still used for production and other uses.
From there, the participants walked along the path which many
employees evacuated on the day of the earthquake, listening totheir stories from that time, which brought the disaster home foreveryone again and led them to think about it once more.

I participated in the event because I wanted to understand SDGs better, and I wanted to be able to talk about them inmy own words. I was also looking forward to seeing the factory and meeting with my colleagues there, as I had not hada chance to visit NSO even though I had been interacting with them through my work for some time. Seeing the activities
carried out by NSO and trying my hand at commercial fishing made me realize that many things around me can be linked
to SDGs. In addition to environmental issues, there were many other topics I had the opportunity to think about, such as
what constituted a good environment to work or live in. I realized that there was a lot I could do. During the training, we
experienced things practically unlike in seminars and study sessions, and I absorbed lessons naturally through the handson experience. It was also good to spend time with people from different departments and job categories, and to build
interpersonal relationships that will help me in the course of my day-to-day work.

The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Sustainability at the Okamura Group

Creating Environments
Where People Can Thrive

The Okamura Group’s Materiality

Understanding SDGs Through a
Fishing Experience Unique toKamaishiOn the second day of the training program, the participants
went on a tour of a scallop cultivation site aboard a fishingboat, guided by members of the NPO Ohakozaki Shimin Kaigi(Ohakozaki Citizens’ Conference), in order to experience thenature unique to Kamaishi. They also participated in a process
called “dusting off (hataki)”, which involves removing barnacles
and seaweed from the scallop shells. The cleaned scallops
were then grilled and eaten.
This fishing experience provided an opportunity to think about
SDGs for society as a whole, by hearing directly from fishermen
about various issues that the region faced, such as the lack ofsuccessors, marine pollution caused by waste and plastic
garbage, and declining fish stocks due to climate change.
Participants voiced opinions such as, “I fully appreciated thesignificance of training in a rural location away from big cities,”and “It was good to hear firsthand about the current problems
that fisheries in Japan are facing. Seeing the hard work that
goes into the fishing industry, I have resolved not to waste food.”

Global Environmental
Initiatives

Sustainability Promotion System

Pursuing Employee
Engagement

Stakeholder Engagement

Participation in External Initiatives

The fishing/fishery experience also served as a valuable
opportunity to think specifically about the SDGs of “taking
concrete measures against climate change”, “protecting
the richness of the sea”, and “creating towns where people
can continue to live”, among others. Taking a hard look at the
many challenges we face is the first step we can take toward asustainable society.

“Dusting off (hataki)” the scallops

Yuuto Fujiwara

Assessment by Society

DataPrevious

Special Contents

Discussing Training Experienceswith Peers Through Workshops
As a wrap-up of the training program, each group hosted aworkshop on the SDGs. The workshop required thinking not
only individually but also as a group, and because everyone
had gone through the program together, there was a lively
exchange of ideas in a relaxed atmosphere. Participants were
reminded once more of the importance of talking face to facein real life, in order to understand each other better. Sharedexperience among the participants also generated many new
insights, and they were able to unearth hints that could beapplied to their work and private lives in the future. The training
provided a good opportunity for all the participants to take thenext step forward.

Participating in the workshop

Exchanging ideas within the group

Experiencing aquaculture on a fishing boat

It was Meaningful to Share Experiences and to Learn from One Another

NS Okamura Corporation
Quality Control Section,
Engineering Department

Responsible
Corporate Behavior

During the factory tour, I served as a guide and provided detailed explanations, but even then, participants asked
numerous questions, so I was happy to see people so eager to learn more about NSO. The aquaculture tour was avaluable experience that even people living in Kamaishi do not get to do often, and I believe that viewing the scallop nets
from a fishing boat enabled the participants to get a feel for the great nature of Kamaishi. I had a good laugh watching
everyone fall silent as they concentrated on dusting off (“hataki”) the scallops.
During the workshop, it was the visitors who informed me of the many charms of Kamaishi that I, as a local, had failed to
notice, which made me feel glad to be a resident of Kamaishi. Although I had communicated with some of the participantsby phone or e-mail, we communicated much better during the training, which reminded me of the importance of meetingpeople face to face.
I also wanted to share honestly with the participants what we at NSO felt about and learned from the Great East Japan
Earthquake. Walking along the actual evacuation route together, the participants were able to compare the townscape
before and after the reconstruction, and I believe this gave them a better sense of the situation at the time of theearthquake. I feel that conducting SDG training in this area has been very meaningful, as it also allows us to learn from thedisaster and share our experiences of helping each other out.

Encouraging Each Employee toThink Differently, ThroughTraining and Events
To promote sustainability in each of the Okamura Group’sbusinesses, we believe it is important to increase theawareness of each and every employee and to encourage achange in behavior across the workforce. To that end, we carryout various educational training programs, events, andworkshops. This SDG Training Program is one example.
Through these initiatives, we will continue to carry out a wide
range of activities, so that each person’s Knowledge,
Understanding, and Experience will prompt the next step of
Action, and so that we can actively contribute to society
through our core business.
The Okamura Group Sustainability Report 2023

023

Creating Environments
Where People Can Thrive

Promoting
Sustainability

Company Profile

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Valueenvironmentsgnti
can thr wheive
ea eople
p

n
i ro

m

nt

env

tal

me

en

g

G

lo b

al

in
su
P ur ngaee m plo yeegei n iti a ti v e sreCrContents
Contents

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

Creating Environments
Where People Can Thrive
We will continue to take on the challenge of creating new values, markets, and trends
by providing society with innovative products and services with reliable quality and safety.

Responsible corporate
behavior

The Okamura Group Sustainability Report 2023

024

Contents

Company Profile

Creating Environments
Where People Can Thrive

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

Pursuing Quality in Product Creation
Based on the motto of “quality pays for itself,” the Okamura Group strives to improve quality and safety from a global perspective, while at the same time being mindful of the global
environment and addressing customer needs accurately. We will continue to pursue ideal product forms and optimal interior spaces in a variety of settings, including corporate
offices, education, healthcare, R&D, commercial facilities, and distribution centers.

The Okamura Group’s
Design Policy

Pursuing Quality Design

Pursuing Eco-Design

Pursuing the true essence of a product, we provide our

The Okamura Group strives to design products that have the

The Okamura Group is committed to good manufacturing

customers with products they can truly appreciate. In thelowest possible level of environmental impact throughout theirand high-quality designs that enrich the lives of people, whilepursuit of “the perfect product,” we are constantly refining ourlife cycle, from the selection of raw materials, to disposal after

bequeathing better environment to the next generation.

manufacturing abilities. We aim to create high-quality designs

use. This contributes to a sustainable society. We achieve thisSince the founding of Okamura, we have endeavored tothat give our customers added value. Okamura is committed

goal by carrying out product assessments at the planning andcreate appealing environments in a variety of settings, relying

to satisfying the needs of our customers by ensuring safety

design stages and applying certification according to our own

on our accumulated hard and soft skills. In order to achieve

and improving comfort. This includes product development

environmental standards. We achieve this goal by carrying

this, we pursue product development from the three essential

based on ergonomic* principles and creating environmentsout product assessments* at the planning and design stages

perspectives of Quality Design, Eco-Design, and Universal

that enhance creativity.

and applying certification according to our own environmental

Design.

* Ergonomics: A scientific field that aims to understand human physical, cognitive, andorganizational characteristics and apply them to various products, environments,and services.

The Okamura Group’s Design Policy

standards. (Seep. 57

for related information)* Product assessment: Assessment of the product’s impact on the environment at
the development and design stages,, in order to develop products with less impact
on the environment.

Provide customers with products of true value

Quality
DesignContributing to Society with
Excellent Quality Design● Pursue the product’s

Develop products withlower environmental burdens

Eco-Designideal form
● Respond to needs

accurately

Universal
DesignWork towards a world in which
everyone feels comfortableand prosperous● Create new value

The Okamura Group Sustainability Report 2023

025

Contents

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Creating Environments
Where People Can Thrive

Promotion of Innovation and Creation of New Value

Pursuing Universal Design

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Data

Nurturing Human Resources That Support Manufacturing

Previous

Special Contents

The Okamura Group’s Approach Towards Universal Design
Can be used in a way appropriate for the environment

Okamura pursues designs that benefit all people, developing
Freedomindividualized products and spaces for people from all walksof life. We offer products and spaces so that a greaternumber of people can use them comfortably, focusing on

Can immediately
understand how to use

Functional and can be

Understanding

Impartial used equally by everyone

safety, comfort, adaptability, ease of comprehension, accessto information and basic performance, including ample
customization and optional extras.

Initiatives to Popularize Universal Design

Customize
Necessary information
easily obtainable

Basic functions

Information

For morediverse people

OptionsUse

Can be easily used

Okamura has participated in the International Association for
Universal Design (IAUD) since the founding of the association,sponsoring international conferences and supporting IAUD

Prevents dangers

SafetyComfort Reduces physical and mental burden

activities. The IAUD works towards the sound development ofsociety and the creation of fulfilling lifestyles through broader
acceptance and implementation of universal design.

The Okamura Group Sustainability Report 2023

026

Contents

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Creating Environments
Where People Can Thrive

Promotion of Innovation and Creation of New Value

Manufacturing Based on the
Design Policy

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Data

Nurturing Human Resources That Support Manufacturing

Previous

Special Contents

Okamura’s Manufacturing Philosophy:
Circular Design

Promoting the Use of Unused Wood as
New Material for Products

The Okamura Group has developed the idea of “circular“Unused wood” refers to wood from unwanted trees and20th Anniversary of the Launch of the
Flagship Seating “Contessa”

design” based on the concept of a circular economy. We aim

wood chips generated during forest maintenance. We areto reduce the impact on the environment and help create a

actively trying to utilize this unused wood, which includes low

Okamura’s flagship seating, Contessa, was created insustainable society by choosing manufacturing methods that

quality wood, root parts, bent wood, branches, and leaves,collaboration with ITALDESIGN, a design firm based in Turin,

utilize limited resources more effectively for longer periods ofthat have not been used to make furniture with in the past.

Italy, with the aim of creating a world-class, innovative officetime and minimize the generation of waste throughout the

Utilization of unused wood helps maintain forests, and alsochair. In 2002, the company presented the result at

product life cycle, from product planning and design tohelps alleviate social issues, such as damage caused by

ORGATEC, an international trade fair for office furniture held

procurement, manufacturing, sales, maintenance, reuse anddriftwood in the event of a disaster.

in Cologne, Germany: a one-of-a-kind mesh chair withrecycling. (SeeWe collaborate with Ace Japan, a company in Kyoto thatp. 57

for related information)possesses know-how and technology regarding unusedsuperior functionality and a unique form that could
accommodate all kinds of situations and postures in theConcept of Circular Design in Product Development

wood, to collect unused wood and driftwood accumulated in

office. With its elegant aluminum frame and lightweight, highlydams within Japan, to turn such wood into tabletops after

transparent mesh, the Contessa’s universal design has stoodchipping and molding. The edges of the finished tabletop are

the test of time over 20 years. In 2016, it was reborn asleft soft, eliminating the need for edging materials, which“Contessa II (Contessa Seconda)” with improved functions

allows you to enjoy the texture of the chipped wood. It wasand strength, in order to accommodate the effects ofsuccessfully incorporated as tabletops in the creative furniture

globalization and diversifying work styles. Its design andline SPRINT and commercialized.

comfortable feel have won wide acclaim both in Japan andAs part of the effort to achieve local production and local

overseas, and have received numerous design awards.

consumption, we intend to offer more products incorporating
unused-wood tabletops not only for offices but also for use inschools and other venues.

The flagship seating “Contessa II (Contessa Seconda)”

From left to right: unused wood (branches,leaves, etc.), chips, and a tabletop madefrom unused wood

A table from the creative
furniture series SPRINT, witha tabletop made of unused
wood

The Okamura Group Sustainability Report 2023

027

Contents

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Creating Environments
Where People Can Thrive

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

Developing New Products that Accommodate
Changes in Work Styles

and the required purpose: they can divide up space loosely to
be used as a room within a room, or be moved to any position

Developing Products to Accommodate theRise in Video Conferencing

Diversifying work styles have led to the rapid spread ofalong the rails attached to the ceiling, or cleanly define a

As more people work remotely, video conferencing has

Activity Based Working (ABW), in which workers choose

space by attaching desks, shelves and lighting to the panels.

become commonplace. While the number of online meetings

when and where to work according to the nature of their

The elements create spaces that encourage communication

is rising, rooms remain limited, and therefore video conferencing

duties, as well as remote work. While this allows for a flexible

and strengthen cohesion among team members.

is often conducted in open spaces. Video conferencing

way of working not restricted by time or location, it is also

The modular creative furniture series WORK VILLA consists

involves a number of sound-related issues that make it difficult

difficult to see what each person is doing, and weakens

of sofas, meeting tables, shelves, etc., around which teamto hear others speak. Such obstacles in communicationcohesion within the team, due to less communication among

members can gather, as well as a low running bench

include sound from standing microphones and speakers being

team members and less awareness of what other members(“engawa”) that leads out of the gathering space. The WORK

audible to other people, the need to speak loudly in theare doing. Okamura is developing a variety of products aimed

VILLA cocoons the team as they mingle, while communication

direction of the microphone, the microphone picking up

at solving these issues.

with the outside world remains open via the bench.

background noise, and mic feedback issues.

The three architectural elements that make up the “Lives

The series encourages people to communicate with one

TALKHUB, a voice communication tool for video conferencing

Architectural Products” series can be used to create a variety

another, and creates an office space where people feel adeveloped by Okamura, uses proprietary voice controlof spaces within an office, depending on the number of people

sense of connection.

technology to connect multiple wearable microphone andspeaker sets, enabling two-way voice processing. Audio
signals from multiple microphones and speakers aretransmitted via Bluetooth®*, combined into a single, optimized
audio signal, and then linked to a PC, solving the problems of
feedback, echo, and sound leakage in video conferencing.
* The Bluetooth® word mark and logo are registered trademarks and the property ofBluetooth SIG, Inc.

Lives Post + Beam

Lives Slide Panel

Lives Partition

The audio communication tool for video conferencing
TALKHUB in use

Creative furniture series WORK VILLAThe Okamura Group Sustainability Report 2023

028

Contents

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Creating Environments
Where People Can Thrive

Promotion of Innovation and Creation of New Value

Flood Barriers With Industry-Pioneering
Self-Diagnostic Function that
Optimizes Maintenance Cycles
More record-breaking heavy rains and bigger typhoons due
to climate change have led to more frequent instances ofwater-related damage, such as river flooding and urban
flooding, and demand for waterproofing facilities that prevent
flooding in buildings and underground areas is on the rise. A
raisable flood barrier is a type of flood barrier installed at theentrances of establishments such as buildings and condominiums
and entryways to underground facilities such as parking lots
and subways to prevent flooding. Under normal conditions, it
is set into the floor of the entryway, and in the event offlooding, it is raised to seal the entrance and keep floodwaterout. However, periodic inspections are necessary in order tokeep the disaster prevention system in good condition, which
requires raising the flood barrier during inspections andblocking the entryway for a certain period of time. Therefore,
inspections had to be conducted early in the morning or atnight when there was little traffic, and moreover, they weretime-consuming and labor-intensive since the voltage andcurrent of each electrically operated piece of equipment had
to be measured manually by workers.
To address these issues, Okamura has developed SuiZin, an
industry-pioneering electrically activated raisable flood barrier
equipped with a self-diagnostic function, which enables
information to be transmitted and inspections to be performed
without the need to raise the flood barrier. It optimizes
maintenance cycles, maintains waterproofing functions toensure reliable deployment when necessary, and protects
buildings and basements from flooding.

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Data

Nurturing Human Resources That Support Manufacturing

Previous

Special Contents

Developing Energy-Efficient andLabor-Efficient Products for Stores

Providing Solutions for Automation and Labor
Saving in Logistics

Freezers and refrigerated display cases for food insupermarkets and drugstores used to consist mostly of open
types without doors, which allowed easy access to the
products. However, with the recent rise in electricity costs,
retailers have become increasingly interested in energy
efficiency, and demand for cases with doors that provide
more effective cooling is on the rise.
Okamura has developed retrofit doors that can be installedon existing open-type freezers and refrigerated display cases.
The retrofit doors reduce the refrigeration load by approximately
30% compared to open-type display cases. Although notcompatible with all products, the doors can be installed on
Okamura’s flagship Fontana Neo multi-tier cases. Additionalframes are mounted on the top and bottom of the existing
display case, on which the retrofit doors are attached. The
door itself has no frame, ensuring that shoppers have a goodview of the products inside the case. The retrofit doors not
only save energy and ensure uniform temperatures inside thedisplay case, but also eliminates the work for covering anduncovering the cases when closing and opening the store,
helping to save on labor as well.

In logistics sites, the need for automation and labor saving inwarehouse operations is rising due to the diversification oflogistics services such as more frequent, small-lot distribution
and a shrinking workforce. Automation of simply moving andtransporting objects is already possible with conventional
AGVs (Automatic Guided Vehicles), but the need to delineate
traveling tracks on the floor with tape or markings makeschanges in routes time-consuming, and moreover, the AGVs
are not able to avoid obstacles on the track. In particular,
moving and transporting roll box pallets have presented achallenge for automation at many logistics sites because of
their large numbers and frequent need for transportation, in
addition to their considerable weight.
To address these issues, Okamura has developed anautonomous mobile robot called ORV (Okamura Robot
Vehicle). The ORV utilizes SLAM (Simultaneous Localizationand Mapping) technology, which uses sensors to recognize
its surroundings, map the area, and calculate its own
location, and is equipped with AI (Artificial Intelligence). It
automatically recognizes and retrieves roll box pallets bygrabbing one side of the trolley and lifting it up, transporting itto the destination while avoiding obstacles. Because notowing is involved, it is capable of delicate maneuvers
such as pivoting on the spot
together with the roll box
pallet, and because it canalso back up, the roll box
pallets can be closely lined up
even in narrow spaces. The
ORV reduces the workload of
the staff and improves
productivity by automatingtransport in logistics facilities.

Retrofit doors displayed at the 57 th Supermarket Trade Show 2023

The electrically operated raisable flood barrier SuiZin (left: under normal
conditions, right: with the flood barrier raised)

Responsible
Corporate Behavior

Autonomous mobile robot
ORV

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Contents

Creating Environments
Where People Can Thrive

Promoting
Sustainability

TOPIC

Company Profile

03

Initiatives
for SDGs and ESG
Promotion of Innovation and Creation of New Value

Pursuing Quality in Product Creation

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Marking Products According to
Okamura’s Own Standards

Expanding Products Eligible for the
Carbon Offset Program

At Okamura, we display marks on products that meet our

In January 2022, Okamura launched the Carbon Offset

own standards, and also include the information in our

Program, in which greenhouse gas emissions for officecatalogue in order to recommend them to our customers.

products are correctly calculated for the entire product

The WELL certification*, a system that evaluates whether alife cycle, from the procurement of raw materials to

space is one where people can spend time in a healthy andmanufacturing, transportation, and disposal, and customers

comfortable manner, is being broadly adopted internationallyare offered products that come with emission rights (credits)

as a criterion for evaluating office spaces. In order to help

equivalent to the amount of emissions. In November 2022,

customers obtain WELL certification, Okamura displays Well

we became the first Japanese partition-building materials

Plus marks on products that create a healthy working space.

manufacturer to add architectural products to the list of

In addition, we designate eco-friendly products that meet our

products eligible for the program, with more products to be

own environmental standards with the GREEN WAVE andadded. Customers can be a part of the effort to reduce

GREEN WAVE + (plus) marks. (Seeinformation)

greenhouse gas emissions through the purchase of eligible

p. 58

for related

Responsible
Corporate Behavior

SERVICE

Nurturing Human Resources That Support Manufacturing
Carbon Offset Program

Data

Previous

Special Contents

How the Carbon Offset Program Works

products.

* WELL certification (WELL v2): An evaluation system for office spaces aiming tocreate a better living environment by adding the perspective of “human health” tothe design, construction, and operation of spaces
PRODUCTAt Okamura, we strive to reduce greenhouse gas emissions
by ensuring efficient transportation and distribution whenpurchasing raw materials and delivering products tocustomers, as well as promoting energy-saving measures andswitching to renewable energy for our electricity needs in our

GREEN WAVE / 7CRITERIA

plants. We then calculate the amount of CO2 emissions that

Resource
savingRecyclingabilityLong
service life

could
reducedespite such efforts, and offset them
As partweof oureffortsnot
to solve
environmental
Okamura monitors CO2 emissions throughout

In January 2022, we started our carbon offset

issues,throughwe have establishedcriteria
emissionsevenrights.

the product life cycle for office furniture

program in which customers can purchasefor product development: Resource saving,products—from the procurement of raw materials

products with CO2 emission credits.

Recycling ability, Long service life, Use

to manufacturing, sales, and disposal after use.

*Only available in Japanof recycled materials, Reusability, Safety
and environmental protection, and Energy

WELL PLUS markUse of recycledmaterials

Reusability

Safety andenvironmental
protection

conservation. We certify products that passed

Energyconservation

the criteria as Green Wave products.
50

Please visit our website for more details
51

GREEN WAVE and GREEN WAVE+ marks

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Contents

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Creating Environments
Where People Can Thrive

Promotion of Innovation and Creation of New Value

Assessment by Society
The Okamura Group is committed to quality manufacturing,and providing society with products that satisfy customers.
Our approach to product development, of emphasizing not

Global Environmental
Initiatives

Provision of Safe and High-Quality Products and Services

HiP Awards at NeoCon*
HiP Awards 2022 at NeoCon
Winner of the Workplace: Conference Seating category(June 2022)

 Component for sensing human physiques installed(September 2022)(August 2022)
 Parabel chair designed for working from home Parabel desk designed for working from home

* K ids Design Award: The Kids Design Awardwas launched in 2007, with the aim of selecting
outstanding products, services, spaces, activities,
and research that (i) contribute to the safety andsecurity of children, (ii) develop children’s sensibility
and creativity, and (iii) contribute to creating asociety conducive to raising children, and making
them better known across society.

in the Spher task seating* “CHO” Monodzukuri Parts and Components Award:
Sponsored by the Monodzukuri Nippon Conference
and the Nikkan Kogyo Shimbun, it is a program thataims to help improve the competitiveness of Japanesemanufacturing by recognizing the “unsung heroes”
among the parts and components that contribute to
the development of industry and society. Foundedin 2003 as the “Manufacturing Parts Award,” it was
rebranded with the current name in 2008. The six fields
eligible for awards are: Machines/Robots, Electrical/
Electronics, Mobility-Related, Environment/Resource/
Energy-Related, Health and Welfare/Bio/Medical
Equipment, and Life/Social Issues Solutions-Related.

German Design Award*
Winner of the 2023 German Design Award* CYNARA office seating* HiP Awards at NeoCon: Sponsored by the U.S. magazine Interior Design, thisawards program celebrated its ninth anniversary in 2022. The program recognizes
innovative products, selected from among those shown at NeoCon, the largest
exhibition for the commercial interior design industry in North America, and also
honors designers and other people in the industry for their achievements, by
category.

Special Contents

Winner of the Nippon Brand Award at the2022 “CHO” MONODZUKURI Parts andComponents Awards (November 2022)

16th Kids Design Awards
Won for Design that Contributes to the
Safety and Security of Children

as well.

Previous

Winner of the Kids Design Council
Chairman’s Award(Honorable Mention) at the 16th Kids
Design Awards

the pursuit of external beauty and ideal form, has won highdomestic and international award programs in fiscal 2022

Nurturing Human Resources That Support Manufacturing

Data“CHO” Monodzukuri Parts and Components Award* P arabel chair designed for working from homeand selections to date. Many of our products won praise in

Responsible
Corporate Behavior

Kids Design Award*

only functionality, safety, durability, and reliability, but alsoacclaim in Japan and abroad, leading to numerous awards

Pursuing Employee
Engagement

Good Design Award*
Selected as one ofGood Design Best 100 for fiscal 2022
(October 2022)
 OC portable battery
 S wift IV (Swift Quattro) electric height-adjustable

table

Winner of the 2022 Good Design Award(October 2022)
 WORK CARRIER creative furniture(December 2022)
 REGAS office desk Phlox lounge furniture collection*G erman Design Award: An award program establishedby the German Design Council in 2012, it consistsof the three categories of Excellent Product Design,
Excellent Communications Design, and Excellent
Architecture. Nomination itself is considered an honor,
as the German Design Council nominates participating
entries from among those that have already received
a certain degree of recognition as being excellently
designed.

 R
 ECONE modular panel system ena meeting chair

 U
 p-Ring furniture made of 3D-printed biomass

plastic
 Re:net sustainable fabric developed by Okamura* Good Design Award: Established in 1957 by theJapan Institute of Design Promotion, it is the
only comprehensive design evaluation andrecommendation program in Japan. Representing
a movement to improve industry and lifestyleculture through design, numerous companies anddesigners in Japan and abroad take part.

Good Design*
Winner of the 2022 Good Design Award(Furniture category) (January 2023)
CYNARA office seating* G o o d D e s i g n : T h e w o r l d ’s l o n g e s t - r u n n i n g ,internationally prestigious design award sponsored by
the Chicago Athenaeum: Museum of Architecture and
Design since 1950. A panel of experts judge items
according to aspects such as innovative design, newtechnology, form, materials, architecture, concept,
function, and aesthetics.

The Okamura Group Sustainability Report 2023

031

Contents

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Creating Environments
Where People Can Thrive

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

iF Design Award*

Universal Design Award*

Winner of the 2023 iF Design Award(April 2023)
 OC portable battery

Winner of the 2023 Universal Design
Expert Award and the 2023 Universal
Design Consumer Award *(May 2023)

 Up-Ring furniture made of 3D-printed biomass Spectra seating

Story section that describes the background and thoughts* U n i v e r s a l D e s i g n A w a r d : S p o n s o r e d b yGermany’s Institute for Universal Design, winners
are selected based on their innovativenessand marketability, in addition to outstandingu n i v e r s a l d e s i g n f e a t u re s t h a t m a k e t h e measy to use for anyone. A group of universal
design experts and approximately 80 ordinary
consumers judge the competition, selecting
winners for the Universal Design Expert andUniversal Design Consumer Awards, respectively.
The name has been changed from the Universal
Design Competition to the Universal Design Award
from this year.

behind the development of various products, and an Awards

plastic
 Parabel chair

designed for working from home
* iF Design Award: A prestigious international award
presented annually by iF International Forum
Design GmbH to outstandingly designed industrial
products from around the world.

Red Dot Award*
Winner of the 2023 Red Dot Award:
Product Design(April 2023)
 Lives Post + Beam architectural products* R ed Dot Award: One of the most prestigious
international design awards, established in 1955 andsponsored by the Design Zentrum Nordrhein
Westfalen in Germany. The award features three
categories: product design, brand & communication
design, and design concept, with separate
competitions held in each category.

Our corporate website “Make with: The Craftsmanship of
Okamura” introduces the processes and conditions involved
in Okamura’s manufacturing, including planning, research,
design, and product creation. The site also features a Productsection that introduces our award-winning products.
Make with: The Craftsmanship of Okamura

https://www.okamura.co.jp/company/products/makewith/TOPICSParabel, a Furniture Series that Accommodates
the Needs of Parents Working from Home
Parabel, a furniture series designed for people who work from home, was developed in
response to the problem of office-oriented designs seeming out of place in homes, where
people require comfort and functionality in furniture in order to use them for remote work. With
the rise in remote work, the home has come to serve as a place to work. In many cases, people
work in a corner of the living room or dining room rather than in spaces dedicated for working,such as a study.
The Parabel chair is a compact yet comfortable chair that gently cocoons the body, allowing
one to work as comfortably as in the office. We offer a variety of models featuring upholsterythat is stain-resistant and easy to maintain, the structural parts being covered with resin, andwith seat covers that can be removed for washing, rendering it suitable for use by householdswith children. The Parabel desk has rounded legs that wrap around the four corners of thetabletop and that help prevent children’s heads from bumping into the table edges. The cable
support is made of soft felt, and comes with leg covers that neatly store wires along the legs.
This way, children don’t trip on cords, and it is safe even when they crawl under the desk andbump into them.
In recognition of these aspects, Parabel won the 16th Kids Design Award, and the chairreceived the Kids Design Council Chairman’s Award (Encouragement Award).

Parabel, a furniture line
designed for working from home

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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

Promotion of Innovation and Creation of New Value
With our aim of “Loving people, creating places” as part of the Okamura Way, the Okamura Group proposes optimal spaces that are comfortable, creative, efficient, and healthy, byoffering outstanding products and services for various facilities. We will continue to create new value through research on work from new perspectives, as well as through businesses
based on co-creation and the dissemination of useful information.

Promoting Innovation

presented before the President and Board Members, andconsider the challenges they face in their day-to-day work insome of them actually go on to become bona fide projects.

light of DX, and how they can make the most of digital

Okamura’s Digital Transformation (DX) Strategy

The objective is not only to learn about digital technology, but

technology. (SeeOkamura is aggressively promoting DX by utilizing cutting-edge

also to effect transformation by encouraging employees to

p. 91

for related information)

digital technologies such as AI, IoT, and robotics in order toflexibly and agilely respond to diversifying needs, rapid changes
in work styles, and social issues in a rapidly changing businessenvironment. Based on DX strategies such as DX for products

VOICEand services in each business, DX in various businessprocesses, advanced business management based on data,
nurturing of DX human resources, and strengthening of systeminfrastructure, we will promote DX to improve the value
customers experience as well as business efficiency.

シンボルマーク ＋ Digital Transformation Certification

On May 1, 2023, we obtained certification as a DX Certified
Company under the Digital Transformation Certification Systemestablished by the Ministry of Economy, Trade and Industry.
Okamura's Digital
Transformation (DX) Strategy

https://www.okamura.co.jp/
company/dx/(At the time of writing)
Office Furniture Business Division
Business Management Department
Business Promotion GroupIn charge of Business Promotion

Masaru Nadachi

DX Learning Platform (DXLP) Initiative
The DX Learning Platform (DXLP) is an initiative aimed at
fostering a culture in which ideas on DX can emerge from theworkplace, by nurturing talented people who are highly DX
literate in a wide range of fields within the Okamura Group.
Prospective participants interested in DX within the company
are invited to learn about digital technology and design
thinking, and to present proposals for new projects andTaking on the Challenge of the Metaverse Initiative
I joined the DXLP because I was eager to learn about the latest technology and utilize it in my work. I wasparticularly struck by VR and AR technologies, and felt that the office, as a place of work, could shift to themetaverse in the near future, and therefore I proposed that Okamura enter the metaverse.
In March, we held a metaverse event to celebrate the launch of the 20th-anniversary model of Contessa,
our flagship seating, which consisted of a virtual tour of the factory shipping out the model. Many people
from across departmental boundaries, including in-house
designers capable of creating VR spaces and people incharge of social media marketing, came together to makethe event a success. Our goal was to win over potential
customers of Okamura by emphasizing the excitement
unique to the metaverse, but it turned out that there wereother unexpected, positive outcomes as well, such as aboost to hiring, and honestly, I am glad to see that ourefforts came to something.
Metaverse event venue
We will continue to take on the challenge of the metaverse,
and aim to become an Okamura that is capable of “loving
people and creating places”, both in the real and virtualworlds. At the same time, we will continue to provide
input for DX, since technology continues to advance daily.
I also discovered from my experience that Okamura is acompany that lends an ear to proposals that percolate
up from the bottom, and provides support until they are
realized. I would like to continue my activities so that others
will more often be encouraged to take on challenges
regarding things they want to do.
View of the event

improvements. Particularly outstanding proposals are
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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

Three Companies Collaborate to Construct
Coworking and Co-Creation Spaces

leverage their strengths to provide services for comprehensive
support, from facility planning, space construction, andPresentation of Joint Paper on Hybrid Workand Creativity

Many service offices, including coworking spaces and shared

support for start-up operations to running the space, in orderAs hybrid work styles that use office and non-office locations

offices, incorporate a variety of concepts and mechanisms toto create spaces that embody co-creation.

for different purposes become more widespread, there exists

encourage interaction and co-creation among users, and aredemand for expertise that can be of guidance on issues such

becoming popular not only in urban areas but in outlying

as where and for how long a person should work, and how

areas as well, thanks to the support of local governments andonline communication tools should be used, in order to foster

the spread of workcations.

creativity (that is, desired outcomes or creative/innovative

The Okinawa Cellular Telephone Company opened theactions at work).

Coworking Space “Mangrove” by Okinawa Cellular Forest

Okamura has jointly conducted research on hybrid work

Building as a space that flexibly accommodates diverse work

together with Associate Professor Nobuyuki Inamizu’s

styles, such as workcations and those adopted by IT venture

research team at The University of Tokyo Graduate School ofcompanies. In constructing the facility, Okamura and a Group

Economics and Discoveries, Inc. The co-authored paper,company, FM Solution Corporation, were responsible for the“Time Perspective and Creativity: An Analysis of Hybrid Work

conceptualization, interior design, and managing the progress

Using Fine Time Unit Behavior Data,” was published inof the project. FM Solution provided operational support for

Organization Science, an academic journal put out by thethe facility, and ATOMica Corporation, which provides support

Academic Association for Organizational Science.

for starting up and running coworking spaces, helped with

The study analyzed and examined worker behavior, both offline

planning, resulting in a three-way collaboration in constructing(how they use the office) and online (chatting, etc.), to determine

the facility.

the relationship between creativity and where people work,

Also, corporate offices are now increasingly equipped withhow they use tools, and how they allocate their time.

co-creation spaces, which encourage cross-departmental
problem solving and value creation by people in different
positions. At Kirin Holdings Company, Ltd., a co-creation
space was constructed when the office was renovated.
ATOMica provided support for making active use of the cocreation space set up by Okamura.
We at Okamura and FM Solution are creating office

Coworking Space
Mangrove by Okinawa Cellular Forest Building

environments by leveraging our accumulated expertise in past
office construction and intra-office co-creation spacedevelopment, our knowledge of work styles, and our knowhow in creating spaces for co-creation in the office. ATOMica
plans, develops, and runs Social Coworking®, a mechanism fordeveloping coworking spaces and continuously generating cocreation. Going forward, the three companies will continue to

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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

Proposing an Environment Where Picking
Support Robots Work Alongside Humans
For retailers, it is becoming ever more important to develop
features unique to them and to maximize their strengths inorder to survive, such as by addressing labor shortages, anaging workforce, and diversified purchasing methods.
Okamura unveiled a new mode of picking for stores utilizing
PEER, an autonomous support robot aimed at distribution
facilities, at the 57th Supermarket Trade Show 2023, a trade
exhibition for the food distribution industry. This represents a
novel endeavor to save labor and manpower by having
multiple robots support a single store staff member.
For example, in-store picking routes are set automatically
based on the contents of an online supermarket order,
leaving the searching and transporting of the product to therobot, while the picking is performed by a human worker,
thereby increasing efficiency. The robot can also be
programmed to help with sales promotions in the store duringbusiness hours, introducing samples of recommended
products and offering information.
Robots can automate simple tasks, freeing up staff toconcentrate on tasks only human workers can perform,
thereby expanding the possibilities of new commercial spaces.

Proposal of store space that utilizes picking support robots

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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Conducting Surveys andResearch on Work Styles andWorkplaces, and Disseminating
Useful Information

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

Publication of Research Results, Reports,
and Books on Work Styles and Workplaces

WORK MILL Activities

In 1980, Okamura established a research institute to studychanging the way people work, by envisioning work styles andwork styles and workplaces, and has been conducting surveys

workplaces together with various stakeholders. The nameand research on the topic ever since. We identify social trends“WORK MILL” has two meanings: “looking at things from

Okamura carries out WORK MILL activities with the aim ofand changes in people’s awareness, and set research themes

various perspectives” and “extracting value (milling),” without

Against the backdrop of changes in social structures,

based on them. Working alongside researchers specializing inbeing bound by conventional notions. Based on an open co-advances in technology, and diversification of lifestyles, there

various fields at universities and research institutes, we explore

creation process with a diverse range of people, we carry out

is a growing movement to rethink work styles and workplaces,

ways of working and workplaces one step ahead of the rest ofactivities centered on web magazines that people can readily

and how to position work in our lives. Taking this situation into

the world. We widely disseminate our research findings andview, magazines and booklets that they can easily pick up,

consideration, Okamura studies and conducts research on

knowledge to society through various academic conferences

and co-creation spaces that they can visit. Our aim is to create

work from new perspectives, as well as collaborating withand study groups, as well as the “KNOWLEDGE” researchvalue through co-creation and create a community where wevarious companies, universities, and people from wide-ranging

pamphlets and website.

can share our goals and ambitions.

fields, and disseminating useful information.

KNOWLEDGE - WORK DESIGN REVIEW 2022, with aggregatedThis activity won the 2019 Good Design Award.

research data on working, was published in November 2022.
In it, we define an ethical workstyle as a way of working thattakes health, altruism and diversity, and the global environment
into consideration, and explore possible work styles of the
future under this theme. It also includes information on creatingteam hubs in an office and how office space configurations

WORK MILL

https://workmill.jp/en/

and seating are understood, interviews with experts, and acase study of renovation led by Okamura.
Research and perspectives onwork styles and workplaces in
the officehttps://www.okamura.co.jp/
office/knowledge/

KNOWLEDGE - WORK DESIGNREVIEW 2022 (November 2022 )The Okamura Group Sustainability Report 2023

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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Activities in Co-Creation Spaces

With the aim of supporting work style reform, we hold events

Okamura has opened and currently operates four co-creation

and workshops centered on the theme of “working”, and arespaces on the theme of “working”: Open Innovation Biotope

carrying out activities not only in-house but also in cooperation

Sea (Tokyo), Cue (Nagoya), bee (Osaka), and Tie (Fukuoka). In

with external partners, co-sponsoring and cooperating on

addition to providing opportunities for anyone to participate

external projects. In fiscal 2022, we held both in-person andby publishing event information on websites, etc., we also

online events. Many people living outside of the areas where

conduct co-creation activities to meet the needs of various

co-creation spaces are located participated in the events

people, such as our customers, local people, and students, byheld online, and in the in-person events and workshops,

helping to solve their problems and create value.

participants were able to expand their circle of co-creation.

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

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TOPICShttps://sea.workmill.jp/

https://cue.workmill.jp/

https://bee.workmill.jp/

https://tie.workmill.jp/

Voluntary Participation in “demo!expo”,
to Promote the Osaka-Kansai Expo
WORK MILL is participating in “demo!expo”, which is an initiative to make anyone,
whether it be an individual or an organization, a central player in the Expo.
“demo!expo” is a team that has gathered unofficially across corporate boundaries tomake the Osaka-Kansai Expo 2025 better known to the public and to use the Expoas an opportunity to liven things up.
With the concept of “Creating another Expo in the streets”, it aims to create a more
flexible system for Expo participation than the one that currently exists, so that the
Expo will not only serve to enliven the Kansai region, but also be enjoyed together by
all those involved.
The Expo Tavern project started from the spring of 2022 as an event where peopleinterested in the Expo 2025 or those who wish to participate in it can get together
and talk. From Okamura, Eri Okamoto, the community manager of Open Innovation
Biotope “bee”, is participating as a member of “demo!expo”. At the Expo Grand
Tavern held in December 2022, Introductory, Practical, Official, Regional, andEntertainment booths were set up in the venue, as a way to elicit honest opinions
among the participants. “Barkeepers” were stationed at each booth to encourageinteraction among participants. Okamoto was appointed as the barkeeper for the
Introductory booth, which was visited by people who did not yet know much about
the Expo. The Expo Tavern is a place where the general public can mingle with Expo
officials freely and exchange ideas and opinions, and where ideas for various projects
are born.

Participants at the Expo Grand Tavern

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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Constructing and Proposing a
Variety of Environments
Opening of We Labo, an Office Aimed atCreating a Society Where People Nurture
Each Other
The HEADQUARTERS OFFICE of Okamura in Kioicho,
Chiyoda-ku, Tokyo, opened after renovations in August 2022.
The functions of the office, along with how people use it,
are changing in line with changes in work styles, such as
the spread of hybrid work that combines working from theoffice and from home. By gathering in a real place, such as
working in an office, people can chat or otherwise engage
in chance communication, and empathize with one anotherthrough face-to-face encounters. Therefore, offices need to beenvironments that encourage communication.
The renovated office embodies the value of “making people
thrive”, which lies at the core of the Okamura Way, which
systematically presents Okamura’s management philosophy.
As a “lab office”, a place for achieving work-style innovation
by experimenting with and testing new work styles andGlobal Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

Introducing Various Examples ofSpace Construction
Okamura introduces examples of its efforts to create spaces inbooklets and on its website.
For office furniture business case studies that use Okamura
products in corporate offices, public facilities, and cultural
facilities, the website’s Design Stories section introduces
the background of the project, the proposals that Okamura
designers made in response to the customer’s issues andrequests, and the resulting spaces constructed by Okamura
designers. The website’s bp.+ section presents interviews withcustomers who participated in the project, along with imagesof the completed space. For the store displays business,
we publish a bimonthly booklet titled Stores of the Monththat introduces case studies of renovated supermarkets
and commercial facilities. For the material handling systems
business, we introduce case studies of logistics warehouses
and other facilities using Okamura equipment on our website,classified according to the industry. We will continue toprovide useful information so that our customers will be able
to visualize in more detail what can be done with the space,and so that we may assist them better in constructing spacesthat incorporate the needs and changes of the times.
 Design Stories

environments, we are creating an identity as “us” where

Introduction of proposals made by designers and the constructed spaces

differences in such things as job type, status, generation, andhttps://www.okamura.co.jp/office/works/

gender are transformed into strength, and maximized when
individual characteristics are melded together. Okamura calls
this “we-dentity”, and this office has been named “We Labo”
as well. We aim to create an environment where employees
can capitalize on their individuality, and where they can work
comfortably while forging connections and communicatingwith others, creating a work style where people can nurture bp.+
Interviews with customers who participated in projects, along with theconstructed spaces

https://www.okamura.co.jp/service/bp/

 Stores of the Month
Bimonthly booklet with a wealth of photos andtext on projects and store space features

one another’s talents.
 Case studies of logistics systems using Okamura productsCase studies of customers in the manufacturing and distribution
industries using Okamura products, described in brief

https://www.okamura.co.jp/mhs/casestudy/

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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Data

Nurturing Human Resources That Support Manufacturing

Previous

Special Contents

Provision of Safe and High-Quality Products and Services
The Okamura Group aims to enhance customer satisfaction by providing safe and high-quality products and services.
qualification system to secure and improve the skills that

Okamura’s Approach to Quality:
Enhancing Customer Satisfaction

make it possible to maintain high quality standards in the

Organizational Structure of the
Quality Assurance Committee

manufacturing process, as well as constructing a databasefor sharing necessary know-how.

Quality AssuranceCommittee

The Okamura Group regards the provision of safe productsStandardization of Each Process to
Improve Quality

Main Committee

and services as a material management issue, and aims toprovide products and services that lead to enhanced customer

The Okamura Group standardizes the product development

satisfaction. We have established a company-wide promotion
system aimed at quality improvement, and are working to

Production
Subcommittee

Procurement
Subcommittee

Material Handling
Subcommittee

Installation Work
Subcommittee

ensure thorough quality control through the operation of aquality products. (Seep. 18

for related information)

Operation of Quality Management System
Based on ISO 9001 International Quality
Assurance Standards
To continuously improve product quality across all of theManagement System toEnsure Safety and Quality

sales to after-sales service—as well as incorporating customer
feedback and conducting rigorous screening and verification

quality management system as well as an assessment system.
Through these efforts, we strive to provide safe and high-process—from product planning, design, manufacturing andregarding safety and quality. We ensure a high level of quality
by meticulously conducting tests and predictive verifications
based on the various ways customers may use our products.
Product Development Process

Okamura Group’s business areas, each production plant,
certification and has been subjected to audits by an external
certification body as well as internal audits. We haveprocurement to production, distribution, and installation work.

established and are operating a quality management system

In addition to working on quality issues in each department,

based on the aforesaid standard.

we are strengthening cross-departmental collaboration as well.

With regard to the operation of the quality management

In order to raise our standards further, we have established asystem, we continuously work to improve quality by

Quality Assurance Committee and subcommittees thatincorporating the numerous opinions of stakeholders into thepromote quality initiatives across the entire company, and strive

various production stages—from planning to design andto improve quality throughout the supply chain. (Seefor related information)

manufacturing—as well as assessing the functionality, safety,

p. 126and durability of products. Furthermore, we have a system inFurthermore, to accurately respond to customer requests

place to ensure the provision of products that will satisfy ourregarding quality, departments share information and pursue

customers, through such efforts as establishing an in-house

Quality verification items

The Okamura Group works to ensure consistent quality from

Feedback from customers
Assessment in the market

including those located overseas, has acquired ISO 9001*

Preparation
Planning Design Prototyping for mass
Sales
production

After-sales
service

Legal compliance
SafetyTesting/
verification

Product information
disclosure

Expected use

Ease of maintenanceactivities for improvement, in order to enhance customer
satisfaction.

* ISO 9001: International standard for quality management systems stipulated by theInternational Organization for Standardization (ISO).

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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

Quality Control Training
In order to ensure thorough quality control throughout the
Okamura Group and enhance customer satisfaction, it isimportant for each employee to be aware of the importanceof providing safe and high-quality products and services aswell as our corporate responsibility, and to practice this in thecourse of their duties.
In order to foster quality awareness and improve management
capabilities, we provide basic quality training for skilledworkers and practical quality control (QC) training for
managers.
List of Quality Control Training Programs
Type

Required Training

Manager Training

QMS (Quality
Management
System) Training

TargetNew employees

Title

Content

Skilled Worker Newcomer Course I mportance of work standardization

 Understanding quality variation

Skilled Worker 1 st year Follow-up
Training

B asics of daily management and

2 nd, 3 rd, and 4 th-year
employees

Skilled Worker 2 nd Year Followup TrainingR eview of the basics of daily

Candidates for management
positions

Leader Development Beginner
CourseL earning principles of quality Importance of standardization

Team leaders, work siteleaders

QC Practical CourseH ow to use the 7 QC tools In-house standardization

All employees

QMS Basic Education

quality control
 Fostering on-site skills

management and quality control

methods
O verview of QMS

 Understanding the importanceof QMSManagers

Internal Auditor Development
Training

Q
 MS internal auditor training How to proceed with audits

Internal auditors

Pre-Internal Audit Training

T raining prior to conducting QMS

 Reminder of key audit points

internal audits

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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents

Nurturing Human Resources That Support Manufacturing
The Okamura Group maintains an education and training system to nurture outstanding workers that support manufacturing at production sites, and makes an effort to ensurethat the advanced technology and skills accumulated over many years are passed down. We also consider it important for employees to obtain certifications in order to improvestandards overall.

Technical Skills Training Center
We opened the Technical Skills Training Center in 2011 in

Passing Down Technology and
Skillsstudents but also to instructors at technical high schools. The
system contributes to the development of young technicians
and in-house instructors, while leveraging the skills Okamura

order to nurture outstanding workers who will support the

Each production plant makes an effort for advanced

has cultivated as well as the outstanding abilities andfoundation of our high-quality products. At the Center, we

technology and skills necessary for manufacturing to beexperience of our in-house talent.

provide training to employees involved in manufacturing

passed down. We nurture specialists at each site to ensure

through various programs.

that production activities are carried out safely and smoothly,

Around 400 employees take courses here every year. During

and that the quality of our products is maintained andthe courses, participants are completely disengaged from theirimproved.

usual duties, and concentrate on learning. For example, thetwo-month course in which participants learn the principles ofModern Master Craftsmen Pass Down
Technology and Skills

ensuring precision and quality in manufacturing. Participants

Koichi Hataoka of the Technical Skills Training Center has

are able to receive guidance directly from skilled instructors,

been engaged in producing prototypes and designing office

which allows them to learn how to approach manufacturing

furniture since joining the company in 1966. He has been

and improve their on-site skills.

focusing on improving the function and design of Japanese

The Technical Skills Training Center offers education andoffice chairs, such as establishing the industry’s first flexible

training curricula for employees according to their work

urethane foam surface integrated molding method. In

experience and duties, from new employee training to follow-

recognition of his achievements, he was commended as an

up courses up to the fourth year of employment, professional“Outstanding Technician (Modern Master Craftsman)”* 1 inskills training courses, and practical courses in management

2016. Today, he is passionate about nurturing younger

techniques, aimed at raising workers’ skill levels in various

generations and is passing down his manufacturing skills.

areas of our production department.

Certified and registered as a “Monozukuri Meister” based on

Leader Development Course in the field of basic skills is a

the Ministry of Health, Labor and Welfare’s project to support*1 
Outstanding Technician (Modern Master Craftsman) Recognition System:
Technicians who have outstanding skills and are regarded as leading experts intheir field are commended by the Minister of Health, Labor and Welfare in thissystem, which aims to improve the status and skill level of technicians*2 Program to Support the Nurturing of Young and Skilled Technicians (Monozukuri
Meister System): In this program, persons with excellent skills and experiencein manufacturing are certified and registered as “Monozukuri Meisters.” The
Monozukuri Meisters use tasks assigned in skill competitions as examples
to provide practical guidance to young technicians at small and mediumsized enterprises and schools, effectively passing down skills and developing
successors.

Instruction from a modern master craftsman, Mr. Hataoka

the development of young technicians (Monozukuri Meister
System)* 2 , he provides technical instruction not only to

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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Encouraging the Obtainment of
National Trade Skill Tests &Certifications
The National Trade Skill Test is a national certification systemthat evaluates the level of skills acquired in the course of work,or required for it. The Okamura Group actively encourages its
employees to obtain Trade Skill Test qualifications, and morethan 870 employees have passed the tests to date. There arealso those who have obtained the Advanced grade, thehighest grade in the testing system; such highly knowledgeable
and skilled specialists are driving the improvement of
Okamura’s technical capabilities.
At the Technical Skills Training Center, we have prepared
courses for National Trade Skill Tests in electrical, sheet metal,
surface treatment, machining, mold design, and drafting.
These courses can be taken by applicants with at least three
years of work experience at production plants. All plants post
which employees have obtained certification, in order tomotivate employees to acquire qualifications.

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Data

Nurturing Human Resources That Support Manufacturing

Previous

Special Contents

Training Programs at the Technical Skills Training Center

Pathway to Management

Pathway to Specialization

Practical Courses on Management Skills

Specialized Skills Training Courses●

Team Leader Course●●

Work Site Leader Course●●

Okamura Production
SystemPractical Courses●

Practical Course on QC●

Practical Course on
Cost Control●

Practical Course on
Managerial Duties●

Production Technology
CourseToning/Coating Course
Mechanical Sheet Metal
Course●●●Injection Molding
CourseNational Skill Test
and Certification●

Metal Mold design●

Drafting

Welding Course●

Finishing●

Machinery

Electrical Control
Course●Surface treatment●

Maintenance●

Sheet metal●

Electrical●

Woodworking

Age 30 *Ages are rough estimatesAge 25
Age 20Age 18Advanced

Leader Course

Intermediate

Leader Course

Elementary

Leader Course

Skilled position new hires

Follow-Up Course

Skilled and office staff position new hires

Newcomer Course

Improving Techniques and Skills ThroughParticipation in the National Skills Competition
The purpose of the National Skills Competition is tocommunicate the importance and necessity of technical skills
to the next generation of young technicians and to encourage
respect for technical skills, by giving them a goal to strive forand providing them with opportunities to observe outstanding
technical skills at close quarters at technical competitions.
Okamura has participated in the National Skills Competition
every year since 2013 after qualifying regionally. Most recently,
in addition to the “sheet metal work” category, we also took on
the challenge of competing in the “refrigeration and air
conditioning” category, qualifying for the tournament at thenational level. In the 2022 Competition, we were able to win asilver medal, our best ever result, in the sheet metal work
category. Repeated training with the goal of winning in thecompetition has led to improvements in techniques, skills, andsoft skills, as well as improved leadership in the workplace.
The Okamura Group Sustainability Report 2023

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Contents

Creating Environments
Where People Can Thrive

Company Profile

Promoting
Sustainability

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Nurturing Human Resources ThroughActivities Aimed at Improvement:
The Okamura Production System (OPS)Okamura Production System (OPS) Activity Training System

Company-Wide Independent Study Group

Improvement of issues that are difficult for aplant to address by itself

In 1997, at the Okamura Group’s production plants, westarted activities related to the Okamura Production System(OPS), a production method that thoroughly pursues
rationality in manufacturing. Promoting these activities withthe participation of all employees has the effect of nurturing
talent at production plants as well.
At the root of OPS is the idea of thorough elimination ofwaste. With safety as our paramount concern, we are
improving wasteful processes, creating a comfortable work
environment, improving quality, and pursuing production
processes that use less resources and energy, thereby
improving production efficiency. Through these activities, we
are working to accurately understand where waste exists andto nurture talent capable of eliminating waste.
Each production plant has been holding study groups using
the “OPS Practical Handbook” and the “OPS Human
Resources Map - Improvement Method Manual” for the
purpose of acquiring knowledge about OPS. In addition, we
have systematized training programs starting from the firstyear of employment, providing practical opportunities foryoung employees such as the OPS Practical Course and theIndependent Study Group for Training to nurture talent thatcan carry out improvement activities.
At the OPS Monthly Report Meeting held at all production
plants, employees report on examples of improvement they
carry out on a daily basis. These opportunities are designed tofoster motivation for improvement and improve on-site skills.
For issues that are more difficult to deal with, we select skilledemployees from each department and hold a Company-Wide
Independent Study Group to search for solutions. At the OPS
Improvement Case Study Presentation Meeting, where resultsof in-house activities for the entire year are reported, and at theSupplier Improvement Case Study Presentation Meeting,where the results of suppliers’ activities are reported, outstanding
examples of improvements are shared and applied across theGroup, in order to raise the standards of the Okamura Group’s
production sites as a whole.

Independent Study Group for Training

Process improvement to reduce man-hours

OPS Practical Course

Preproduction improvement/”five whys” analysis

Intermediate Leader Course

Autonomation/MCT improvement

Beginner Leader CourseStandard tasks and reduction of manpower(Technical Skills Training Center model process)Technical Worker 3 rd-Year Training

Standard task (ballpoint pen assembly exercise)Technical Worker 2 nd-Year Training

Fill-up production (bolt and nut assembly
exercise)Technical Worker 1 st-Year Follow-Up Training

Seven wastes (model process for each plant)

Skilled and Technical Worker 1 st-Year Training

5 S and 5 T (block assembly exercise)

Category

Selection

Required

Title

Sharing examples of initiatives at the OPS Monthly
Report Meeting

Data

Content

Previous

Special Contents

Aim

Focus on results

Specific improvements

Acquisition of analytical skills

Acquisition of basic knowledge

Commendations awarded at the OPS Improvement Case Study
Presentation Meeting

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Contents

Company Profile

Pursuing Quality in Product Creation

Special Contents

Creating Environments
Where People Can Thrive

Promoting
Sustainability

Promotion of Innovation and Creation of New Value

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

Responsible
Corporate Behavior

Data

Nurturing Human Resources That Support Manufacturing

Previous

Special Contents

Developing Environmentally Friendly Products Through theConcept of Circular Design

Okamura develops a wide range of products through the concept of circular design, based on the concept of a circular economy. The concept emphasizes the use ofenvironmentally friendly materials, reduction of parts and materials, and building structures that enable products to be used for a long time. Making sure such efforts are made is
the first step towards contributing to the creation of a sustainable society. We also actively provide information about new products that can have a positive impact on society as awhole, helping to spread productive ideas and reliable quality.

A Groundbreaking Project That
Makes Re:birth a Reality
Through Recycling
Project Re:birth. This is a project to develop recyclable
products that can literally be reborn, over and over again. The
initiative of “from resin leg to resin leg”, adopted for the task
seating Potam, was the first cycle to be successfullycompleted. The circular model of Potam uses recycled legs
that are made by collecting resin legs from used office chairs,sorting and crushing them, and then turning them into newresin legs.
Okamura has established its own recycling infrastructure, andis proceeding with the creation of groundbreaking, recyclingoriented products by collecting and sorting its own products inthis way, and using them as material for new Ok amura
products. We have taken another step forward in our efforts to

Pre-assembled
packaging

Packaging broken
down into parts* When using a 4-ton truck

Load efficiency improved by

50%

achieve a circular economy, taking the main materials used infurniture and transforming them into new products. Potam alsocomes upholstered with recycled material. It offers
upholstery options that use Twill, a fabric made of materials
100% recycled from waste fabric. In addition, the chairs
are disassembled into
parts that are packaged
and shipped separately,
thereby improving delivery
efficiency and fuel use
during transportation andreducing CO2 emissions.

with recycled fiber derived from used plastic bottles. The seatcushion is made of E-LOOP, a 100% recyclable polyethylenematerial. E-LOOP features a three-dimensional knitted resinmesh structure with excellent air permeability and pressure
dispersion. By changing the coarseness and density of theresin three-dimensionally, we have made it more comfortable
to sit on. One of the upholstery options for the back and theseat is CircuLeatherTM, which ultimately returns to the soil as
fertilizer after being used as a leather product.
* REAMIDE® is a registered trademark of Refinverse Group, Inc.

Actively Using Various Recycled
Materials in Our Products
Okamura’s flagship task seating model, the Contessa
II (Contessa Seconda) circular model, uses a variety ofenvironmentally friendly materials. The resin part of the back andthe seat are made of REAMIDE®*, a recycled nylon made fromused fishing nets in Japan. The seat is upholstered with Re:net,
a knit material developed by Okamura using REAMIDE® yarn
and recycled PET yarn, while the back is upholstered with a
newly developed mesh material proprietary to Okamura, madeContessa II, Circular Model

Above: Back and seat made using
REAMIDE®
Lower left: E-LOOP used for seats
Lower right: Upholstery using
CircuLeatherTM

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Contents

Creating Environments
Where People Can Thrive

Promoting
Sustainability

Company Profile

Pursuing Quality in Product Creation

Promotion of Innovation and Creation of New Value

Proposing Diverse CMFs andDeveloping New Materials
Okamura incorporates CMF into its proposals for officeenvironments. CMF refers to the three elements that make up

Global Environmental
Initiatives

Pursuing Employee
Engagement

Provision of Safe and High-Quality Products and Services

TOPICS

Linoleum Panels Derived fromNatural Materials

Responsible
Corporate Behavior

Nurturing Human Resources That Support Manufacturing

Data

Previous

Special Contents“Make Waves that Lead to the
Future”
The Craftsmanship of Okamura

Panels and other parts in the creative furniture series WORKCARRIER use linoleum boards derived from natural materials.

Okamura, which values the concept of circular design, uses a

A decorative material made from natural raw materials suchvariety of recycled materials and renewable resources inas linseed oil, rosin, wood flour, lime powder, and natural

many of its products, including recycled fabrics from marine

pigments, linoleum has a characteristically matte, warm, andplastic waste, recycled resins, biomass plastics, and special

soft texture. It is

is a CMF suitable for every type of action, such as

powder coating using bamboo charcoal. Not only are thesea sustainable andconcentrating, actively collaborating with others, or relaxing,e n v i ro n m e n t a l l yefforts in manufacturing conducive to a circular economy, but

and we incorporate such thinking into product development

friendly material thatand in the construction of spaces.

achieves carbon

Also, as part of this CMF initiative, we are actively developing

neutrality during

Additionally, in order to promote these activities, partnerships

production.

with suppliers and customers are essential. When eachthe surface of an object: color, material, and finish. Based on
the view that an exciting office environment fosters creativity
and achieves efficiency, we propose offices that stimulate thesenses through the power of materials. We believe that there

environmentally friendly materials. We use a variety ofjoin hands across barriers and work together: Such a chain of

from recycled fishing nets, and Twill, a fabric made withpositivity is bound to lead to a bright future.

materials 100% recycled from waste fabric.
TOPICS

PlayfulBamboo, a Newly Popular Eco-Friendly
Material, Used for Tabletop Surfaces

Hygge

Recharge

Immersedesigns applied to spaces and daily life.

individual is aware of such efforts, and various organizations

materials in our products, including Re:net, a fabric madeCMF VISION

the rich variety in material also leads to rich variation in

Okamura is driving the Green Wave under the slogan, “Makewaves that lead to the future.” We are promoting various
initiatives based on the idea of c​​ r e a t i n g a g r e e n(environmentally friendly) wave, and riding that wave.

We use bamboo, which is attracting attention as an

Scrutinizing anew every material that forms the basis of anenvironmentally friendly material, as the material for tabletop

environment where people can thrive, all the more since it

surfaces in the Phlox table and chair series. Bamboo

connects to the future. Okamura will continue to movegrows about 20 times faster than common conifers, and isforward, creating waves

said to impact the environment less. We will continue tothat contribute to society.

consider its use
as a sustainable
material as partof our initiative to
become plastic-free.

Re:net, a fabric made fromrecycled fishing nets

Twill, a fabric made fromrecycled waste fabric

The Okamura Group Sustainability Report 2023

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Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contentsinsu
P ur ngaee m plo yee

Gle
o be
mo lm
an
nem
ntea ltin g )nl itnailt
iantitiviaetsiv es

reCr

environmentsgnti
can thr wheive
ea eople
p

ge

g

me

nt

p
(I m nir
nov
lveir
n
a
e
b
glo

Global Environmental
Initiatives
We will help create a sustainable society by doing our best to reduce the impact on the
global environment throughout the supply chain in our business activities.

Responsible corporate
behavior

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

The Okamura Group’s Environmental Policy and Environmental Strategy
The Okamura Group’s top management has expressed the Group’s overall aim and direction of environmental initiatives in the Okamura Group’s Environmental Policy. We will
improve our environmental performance and reduce the environmental impact by pursuing environmental activities as a Group based on a shared Environmental Policy.

The Okamura Group’s Environmental Policy
Basic Environmental Policy
Based on the concept of the “GREEN WAVE”, in which we create, and subsequently ride, a green (environmentally friendly) wave, theOkamura Group will engage in activities to reduce the impact on the environment by utilizing our management resources (people, facilities,
materials, and technology) in all our business activities. In addition, we will contribute to the creation of a sustainable society by providing
all stakeholders with information on the results of our efforts.

Guidelines for Environmental Action
1. What Okamura puts into practice

2. What Okamura proposes

Okamura will work to reduce its impact on the environment
through improved manufacturing and communication.

We will help customers reduce their impact on the environment
through our business activities.

 Priority items• Activities to protect the environment in manufacturing
We will carry out activities to protect the environment in
the respective fields of development, manufacturing,sales, and distribution.
• Extension of our environmental activities throughout
societyThrough our business activities as well as those of ouremployees, we will expand our communication with local
communities and society to deepen mutual understanding.
(Main activities: Preventing global warming, conserving
resources, reducing waste, and conserving biodiversity)

 Priority items• Product proposals
We will offer environmentally friendly products that satisfy
our customers.
• Space proposals
We plan spaces that can reduce the impact on the environment.
(Main activities: Planning environmentally friendly products
and spaces, disclosing product information, and reducing
product risk)This Environmental Policy will be made known to all personnel at
each Okamura Group site, and will also be disclosed to the generalpublic.
(Excerpt)

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

The Okamura Group’s
Environmental Strategy

Regarding our various environmental activities, we havecarbon neutrality by 2050, we will systematically introduce

named our in-house initiatives “eco seeds,” and our initiatives

renewable energy, and switch over to energy-efficient

focused on customers and the supply chain “eco fruits.”

equipment.

In 2021, we reviewed our Long-Term Environmental Vision

In addition, based on the recommendations by the Task

that is formulated every ten years based on the Okamura

Responding to Climate Change

Force on Climate-Related Financial Disclosures (TCFD), weGroup’s Environmental Policy, and formulated GREEN WAVEThe Okamura Group is aiming to reduce Scope 1 and Scope

will assess the impact of climate change risks and2030 as our new long-term vision that recognizes the

2 greenhouse gas emissions by 50% by fiscal 2030

opportunities on management, disclose information as

importance of reducing the environmental impact resulting

compared to fiscal 2020, as well as to virtually zero in fiscal

appropriate, and incorporate such assessments intofrom our business activities and that aims to manage our

2050, and to reduce Scope 3 emissions by 25% by fiscal

our management strategies from a mid- to long-termbusiness in a manner that fulfills our corporate responsibilities

2030 compared to fiscal 2020.

perspective.

to society.

These targets have been given SBT certification by the

The Okamura Group has positioned Global Environmental

Science Based Targets initiative (SBTi), an international

Initiatives as one of the key themes regarding sustainability, andmovement, as having a scientific basis in order to limit thehas identified the promotion of a circular economy, therise in global average temperatures to 1.5°C above pre-sustainable use and conservation of natural resources,industrial levels, in accordance with the Paris Agreement.

contributing to resolving climate change problem and realizing

We are also expanding our use of renewable energy to further

carbon neutrality as material issues. Incorporating these issues

accelerate our activities toward achieving those targets, andinto our long-term environmental vision GREEN WAVE 2030,

have joined the RE100, an international initiative that aims to

we will work to reduce the environmental impact of all businessmake the energy used in business activities 100% renewable

activities of the Group, and promote proactive environmental

energy (March 2022). We have already switched toactivities through partnerships with our suppliers andhydroelectric power generation and installed solar power

customers.

generation equipment at some production plants. To achieve“Eco seeds,” what Okamura puts into practice“Eco seeds” refer to efforts,such as those below, that are
conducted in areas that are notvisible to customers.
 Use of materials
 Production methods
 Transportation and packaging

Information Disclosure on Climate Change by the Okamura Group (TCFD)“Eco fruits,” what Okamura proposes“Eco fruits” are products and services that contain numerous benefits,
such as those below, for customers.
 Products and services that use little energy when usedC reating spaces with little waste and spaces that are highly functionaland comfortable Products that do not use harmful chemical substances Highly versatile and durable products that can be used for many years

The Okamura Group Sustainability Report 2023

048

Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Indicators and Targets for Environmental Activities
At the Okamura Group, we formulate a Long-term Environmental Vision every ten years that outlines the direction we should take based on our Environmental Policy, in
addition to a midterm environmental plan every three years that clarifies the targets for each fiscal year, steadily reducing our environmental impact by systematically promoting
environmental activities.

Long-term Environmental Vision
GREEN WAVE 2030

Midterm Environmental Plan andEnvironmental Targets

Under GREEN WAVE 2030, we set quantitative targets for

To achieve the goals of our Long-Term Environmental Vision,

responding to climate change, such as reductions in

GREEN WAVE 2030, we formulate a midterm environmental

greenhouse gas emissions, as well as those for reducing theplan every three years to serve as a milestone. Through theuse of water resources and for reducing the emission intensity

midterm environmental plan, we assess how far we haveof waste generated during the production process. In

come in terms of achieving the target for each fiscal year, andaddition, we set qualitative targets, such as reducing theadjust subsequent initiatives accordingly.

environmental impact in the product development and sales
stages, and continue to promote activities towards achieving
our targets by fiscal 2030.
Main Contents of the Long-Term Environmental Plan GREEN WAVE 2030
Item

Targets for Fiscal 2030

1 . Measures to prevent global warming

Reduce greenhouse gas emissions by 50% (compared to fiscal 2020) and raise energy productivity by 10%(compared to fiscal 2020)

2 . Conserve resources and reduce waste

Reduce water resource use per unit by 10% (compared to fiscal 2020) and reduce produced waste per unit
by 9% (compared to fiscal 2020)

3 . Reduce use of specified chemical
substances

Reduce use of PRTR substances per unit by 10% (compared to fiscal 2020)

4 . Promote environmental considerationsin product development

Expand products to which various eco-friendly labels apply

5 . Conduct environmental activities more
broadly throughout society

Promote ACORN activities and contribute to society through environmental education

6 . Propose products and spaces tocustomers

Increase the proportion of environmentally friendly products sold and the proportion of environmentallyfriendly space proposals

The Okamura Group Sustainability Report 2023

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Company Profile

Contents

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Environmental Targets and Results of Activities for Fiscal 2022, and Environmental Targets for Fiscal 2023
Items from theEnvironmental Policy

Purpose of the Activity

1 -1 . Promotion of measures toprevent global warming
Reduce greenhouse gas
emissions

What Okamura puts into practice

1. Activities toprotect theenvironment in
manufacturing

Target for Fiscal 2022

Results of Activities for Fiscal 2022

Reduced greenhouse gas emissions by 2,042 t-CO2 /year,
year-over-year (YoY)

Reduce greenhouse gas emissions: Reduce emissions by 1,000
t-CO2/year for the entire Group

Reduce fuel-related energy
consumption

 Reduce industrial fuel consumption by a five-year average Reduced industrial fuel consumption by a five-year average of Reduce industrial fuel consumption by a five-year average of 1% Reduce vehicle fuel consumption by a five-year average of 5%

Increase energy productivity

Efficient use of energy in compliance with the Energy
Conservation Act
 Production related: Reduce energy consumption per inhouse finished product unit by 1.1% year-over-year (YoY) Office related: Maintain energy consumption per unit for
total number of employees constant Distribution: Reduce CO2 emissions per unit by 1% year on
year as a specified consigner and in work in the warehouseof 1% (CO2 conversion assessment) Reduce vehicle fuel consumption by a five-year average of
5% (CO2 conversion assessment)

11.2%
 Reduced vehicle fuel consumption by a five-year average of16.5%

 Production related: Reduced energy consumption per unit by Office related: Reduced energy consumption per unit by 4.0%

 Reduced CO2 emissions per unit by 7.2% year-over-year (YoY) Increase in CO2 emissions per unit by 7.6% related to work in×

Production-related waste measures: Reduce emission
intensity by 1% year-over-year (YoY) per in-house finishedproduct unit

Reduced production-related waste generated per unit by 4.1%
year-over-year (YoY)

Distribution and installation work-related waste measures:
Maintain zero emissions, continue manifest digitization, andexpand and aggregate targets for digitized manifests

Expanded targets for digitized manifests

Reduce released/transferred substances subject to the PRTR
Act by 1% year on year per in-house finished product unit

Reduced released/transferred PRTR substances per unit by
18.7% year-over-year (YoY)

4.2% year-over-year (YoY)
year-over-year (YoY)

as a specified consigner
the warehouse

1 -2 . Promote resource recycling
through conserving resources
and reducing waste
Production-related waste
measures1 -3 . Reduce degree ofenvironmental impact

What Okamura proposes

Increase proportion of products developed (manage
1 -4 . Promote environmentallyfriendly planning and design in development of GW and GW+ products)
product development
Update product assessment items

Continued to establish numerical ratio targets applied during
planning, and ascertained results

2 -1 . Promote activities that
contribute to society

Promote ACORN activities: Initiatives to conserve the naturalenvironment Conducted biodiversity training in Afan Woodland (May, October)Social contribution activities by conducting environmental
education classes at schools

Conducted on-site environmental classes (13 schools)

Increase proportion of environmentally friendly products sold(manage sales of GW and GW+ products)

Continued to monitor proportion of sales by business area;achieved targets in the office furniture market and International
Sales & Marketing Division

Increase proportion of environmentally friendly proposals in
the office furniture market and store fixture market

Continued to propose environmentally friendly products

3 -2 . Promote sustainable use offorest resources

Promote use based on Timber Use Policy

Underwent audit for FSC renewal; no non-conformities found3 -3 . Promote disclosure of
product information

Information concerning compliance with laws and standards,
and responses to customer needs

74 instances of product information disclosures

3 -1 . Provide environmentallyfriendly products and promote
eco-friendly space planning(CO2 conversion assessment)(CO2 conversion assessment)

Efficient use of energy in compliance with the Energy Conservation
Act Production related: Reduce energy consumption per in-housefinished product unit by 1.1% year-over-year (YoY) Office related: Maintain energy consumption per unit for total
number of employees constant Distribution: Reduce CO2 emissions per unit by 1% year on year
as a specified consigner

Production-related waste measures: Reduce emission intensity by
1% year-over-year (YoY) per in-house finished product unit
Distribution and installation work-related waste measures: Maintain
zero emissions, continue manifest digitization, and expand andassess targets for digitized manifests

Reduce use of water resources by 1% year on year per unit of in- Reduced water resource usage per unit by 14.4% year on year
house finished product3. Product/space
proposals tocustomers

Target for Fiscal 2023

Reduce greenhouse gas emissions: Reduce emissions by
1,000 t-CO2/year for the entire Group

Distribution and installation
work-related waste measures

2. E xtension of ourenvironmental
activities
throughout
society

Assessment

Reduce released/transferred substances subject to the PRTR Act
by 1% year on year per in-house finished product unitReduce use of water resources by 1% year on year per unit of inhouse finished product

Implemented product assessment in relation to productrequirements

Increase proportion of products developed (manage development of
GW and GW+ products)
Aggregate and evaluate product assessment implementation rates
Conduct and assess ACORN activities (at least once a year) Created biotope at Fuji PlantSocial contribution activities by conducting environmental education
classes at schools
Increase proportion of environmentally friendly products sold(manage sales of GW and GW+ products)
Increase proportion of environmentally friendly proposals in theoffice furniture market and store fixture market


Improve the usage rate based on the Timber Use Policy
Information concerning compliance with laws and standards, andresponses to customer needs

The Okamura Group Sustainability Report 2023

050

Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Responding to Climate Change
The Okamura Group aims to achieve virtually zero greenhouse gas emissions (carbon neutrality) by 2050. To achieve this goal, we have set a target of reducing greenhouse gas
emissions by 50% from 2020 levels by 2030 and are promoting this initiative across the Group. We will contribute to the realization of a decarbonized society by further
reinforcing our activities to date, such as energy-saving measures at our bases and production plants, and by developing initiatives from new perspectives, such as expanding
the use of renewable energy. (See p. 146 for data)

Status of Greenhouse Gas
Emissions in Fiscal 2022
In fiscal 2022, greenhouse gas emissions fell 6.3% year-overyear (YoY) to 30,771 t-CO2. Scope 1 emissions*1 were 13,698
t-CO 2, a decrease of 7.7% year-over-year (YoY). Scope 2
emissions* 2 were 16,932 t-CO 2, a decrease of 5.0% yearover-year (YoY). The amount of renewable energy used was
220,427 GJ, and the usage rate was 39.6%.

Total energy input volume

Input

Greenhouse gas emissions (scope 1+2)

827,000 GJ (fiscal 2022)

Per unit of net sales
3.61 GJ/
million yen

895,000 GJ

Scope 1+2 emissions

2.99 GJ/million yen (fiscal 2022)

3.40

3.32

3.28

Per unit of net sales
0.186 t/million yen

2.99
46,039 t

860

811

856

827

0.168

30,771 t (fiscal 2022)

0.111 t/million yen (fiscal 2022)
0.165
0.126

42,4690.111

40,40232,825*1 Scope 1 emissions: Direct emissions. Direct greenhouse gas emissions fromthe company’s own emission sources (plants, offices, vehicles, etc.)

30,771*2 Scope 2 emissions: Indirect emissions from energy sources. Greenhouse gas
emissions that occurred at the time the heat and power etc. supplied by othercompanies were generated

Initiatives to Reduce Greenhouse Gas
Emissions Through the Use ofRenewable Energy
The Okamura Group is working to expand the use ofrenewable energy to reduce greenhouse gas emissions
resulting from its business activities. In March 2022, we
joined RE100*1, an international initiative that aims to makethe energy used in business activities 100% renewableenergy, and the Japan Climate Leaders’ Partnership (JCLP)*2,
a coalition of corporations aiming to realize a sustainable,
decarbonized society. Through participation in these activities,
we aim to use 100% renewable electricity in our businessactivities by 2050 and contribute to the realization of adecarbonized society.

2019■ Input

2020

2021

2022 (Fiscal year)̶ Per unit of net sales

2018

2019

■ Scope 1+2 emissions

2020

2021

2022 (Fiscal year)

Per unit of net sales

Note: Scope 1 includes 5 gases.Scope 2 is the market standard.
The Okamura Group as a whole.
*1 R E100: Stands for “Renewable Electricity 100%” and is a global initiative
bringing together the world’s most influential businesses committed to using
100% renewable electricity in their businesses.
RE100

https://www.there100.org/*2 Japan Climate Leaders’ Partnership (JCLP): Established in 2009 as a coalitionof Japanese companies based on the recognition that the industrial community
should have a sound sense of urgency and initiate more proactive actions torealize a decarbonized society. There are 236 member companies, including
Japan’s leading companies, from a wide range of industries (as of May 2023).

Converting to Renewable Energy
We are promoting initiatives to achieve carbon neutrality
at our production and distribution bases, such as installing
solar power generation equipment for self-consumption andconverting to hydro-powered renewable energy.
p. 52
(See
for related information)

Japan Climate Leaders’ Partnership (JCLP)

https://japan-clp.jp/

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051

Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

TOPICS
Switching to Solar-Powered Renewable Energy
As part of the Okamura Group’s efforts to achieve carbon neutrality
by 2050, we installed solar power generation equipment using the
PPA model* at our Gotemba Plant, our production base in Shizuoka
Prefecture, in February 2023, and switched part of the power used at theplant to solar power-generated renewable energy. The installation consistsof 1152 solar panels, with a total panel area of approximately 2,500
square meters and an annual power generation capacity of approximately
570 MWh. With this, we will be able to reduce CO 2 emissions byapproximately 250 tons per year. The installation of solar panels also
helps to improve the work environment by suppressing the rise in indoor
temperatures during the summer, since they block direct sunlight.

Initiatives to Reduce Greenhouse Gas
Emissions at the Production Stage
Production departments account for 87% of the Okamura
Group’s greenhouse gas emissions. Recognizing theimportance of reducing emissions in the production process,we are promoting initiatives from various aspects, including
equipment and operation. Each production plant draws up
plans to conserve energy, upgrading to energy-efficientequipment and switching to high-efficiency lighting, and interms of operations, continuously carries out activities such as
fixing air leaks and reviewing equipment operating hours.
Such effective measures are applied across the entire Group.
Under the Ministry of Economy, Trade and Industry’s Business
Operator Classification Evaluation System*1, Okamura has
been rated as an outstanding business operator with excellent
energy-saving initiatives (S-class business operator*2) for eight
consecutive years, from fiscal 2015 to fiscal 2022.

Solar panels at the Gotemba Plant*P PA model: A system in which a power producer installs, owns,
maintains, and manages solar power generation facilities on the premisesof a company or other customer at the power producer’s expense,and supplies the electricity generated by the facilities to the customer*1 B usiness Operator Classification Evaluation System: A system in which all
business operators that submit regular reports on measures related tofactories, etc. under the Energy Conservation Act are categorized into fourclasses (S, A, B, and C), and are subjected to class-specific measures*2 S class business operator: A business operator that states in its regular reportthat it has reduced its 5-year average per unit consumption by 1% or more
(non-binding target), or has achieved its benchmark target

collaboration and the implementation of flexible work styles.
In April 2021, the floor space in the Aoi Tower in Shizuoka
City, which houses the Shizuoka Branch of the Office
Furniture Business Division, was expanded to accommodate
the Tokai Branch of the Store Displays Division. In July 2022,
we expanded the floor space at MENNOLU LABO, the baseof our Chubu Regional Sales Office in Nagoya City and where
11 departments are located, to absorb three Office Furniture
Business Division organizations, the Mie Branch, Nagoya
Corporate Branch, and the Engineering Department Chubu
Center. By implementing ABW* and allowing for flexible work
styles, including the use of satellite offices and work-fromhome telecommuting, we are reducing overall energy
consumption. The concentrated relocation to the MENNOLU
LABO has resulted in a 17% reduction in floor space and asignificant reduction in energy use. In addition, we are going
paperless, due to having reduced storage space by 65%. We
are working to reduce greenhouse gas emissions by sharing
materials electronically.
* ABW: Acronym for Activity Based Working, which refers to a work style where
employees can freely choose where and when to work according to the natureof their work

Initiatives to Reduce Greenhouse
Gas Emissions at Our Offices
At Okamura’s 60 offices throughout Japan, we are continuing
our initiatives to save energy and reduce electricity use. We
are steadily reducing per person energy use at our offices,with a year-over-year (YoY) reduction of 10.7% in fiscal 2020,
4.0% in fiscal 2021, and 2.1% in fiscal 2022.
Departments were integrated and relocated to the Chubu
Regional Sales Office, with the aim of improving efficiency
and reducing energy consumption through interdepartmental

MENNOLU LABO, which has reduced overall energy consumption
through reduction in floor space using ABW

The Okamura Group Sustainability Report 2023

052

Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Initiatives to Reduce
Greenhouse Gas Emissions
at the Distribution Stage
Promoting Modal Shifts
We are working to reduce greenhouse gas emissions related
to transportation by promoting a modal shift from truck
transportation to railway container transportation and marinetransportation, which impact the environment less, for trunkline transportation of products from distribution centers.

Improving Transportation Efficiency
Since December 2020, as part of our supply chain reforms,
we have been promoting initiatives to shorten lead times andcut costs throughout the supply chain by optimizing
production and distribution for large products. As part ofthese initiatives, we have introduced a method of direct
delivery from production locations without going throughintermediary distribution centers, thereby shortening
transportation distances and reducing greenhouse gas
emissions.
In fiscal 2022, greenhouse gas emissions related totransportation fell by 4.5% compared to the previous fiscal
year. We will work to reduce emissions by creating synergies
through modal shifts and direct delivery in the future as well.

Customer
Via an intermediary center(conventional method)

Warehouse

In order for measures aimed at preventing global warming tobe effective, it is important to reduce greenhouse gas
emissions not only from the Okamura Group’s businessactivities but also from the overall supply chain. The Okamura
Group’s long-term goal regarding climate change is toachieve carbon neutrality by fiscal 2050. To achieve this goal,
we have set a midterm target of reducing fiscal 2030
greenhouse gas emissions by 50% from fiscal 2020 levels for
Scope 1 and Scope 2 emissions combined, and by 25% fromfiscal 2020 levels for Scope 3 emissions, and are promoting
activities to achieve these targets. This target has received
SBT certification by the international initiative SBTi (Sciencep. 20
B a s e d Ta r g e t s i n i t i a t i v e ) . ( S e e
f o r re l a t e dinformation) We will continue to promote initiatives to reduce
emissions, such as using materials that emit less greenhousegases, reducing waste by strengthening cooperation withmajor suppliers, improving the yield from manufacturing
processes, managing and controlling electricity consumption
through remote monitoring of sold products, and developing
energy-efficient products.

Screening Process to Determine theSeverity of Scope 3

Direct delivery (after reform)

Plant

Reducing Greenhouse Gas
Emissions Throughout theSupply Chain

Scope 3 emissions account for 98% of the Okamura Group’s
greenhouse gas (GHG) emissions. We calculated Scope 3
emissions for 11 of the 15 categories specified in the GHG(Greenhouse Gas) Protocol, and found that Category 1(emissions from purchased goods and services) and Category
11 (emissions from the use of products sold) were highly
important, accounting for a large percentage of the total, at
50.7% and 44.0%, respectively. Therefore, we consider it
important to pursue initiatives to reduce emissions in thesetwo categories.

Emissions by Scope

Scope 1
1%

Scope 2
1%

Total
greenhouse gas
emissions
1,554,075
t-CO2

Scope 398%
■ Scope 1 emissions: Direct emissions.Direct greenhouse gas emissions from thecompany’s own emission sources (plants, offices, vehicles, etc.)■ Scope 2 emissions: Indirect emissions from energy sources.
Greenhouse gas emissions at the generation stage,
such as those related to heat and power from other suppliers.
■ Scope 3 emissions: Emissions other than scope 1 and scope 2 emissions.
Indirect greenhouse gas emissions from business activities
in the supply chain.

Scope 3 Emissions by Category
End-of-life treatment ofsold products 0.9%

Use ofsoldproducts
44.0%

Processing ofsold products 0.1%
Downstream transportationand distribution 0.1%
Employee commuting 0.3%
Business travel 0.2%
Waste generated during
operations 0.3%

Scope 3 total

1,523,303
t-CO2

Purchased
goods andservices
50.7%

Capital goods 1.3%
Fuel- and energy-related activities
not included in Scope 1 and 2 0.5%
Upstream transportation anddistribution 1.7%

The Okamura Group Sustainability Report 2023

053

Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Conserving and Recycling Resources
Based on the concept of a circular economy, the Okamura Group is committed to manufacturing that uses limited resources for longer and more effectively, and that minimizes
waste generation throughout the product life cycle, starting from product planning and design to sales, maintenance, reuse, recycling, and proper disposal. In the production
process, we are making an effort to use recycled materials, waste wood, unused materials, etc., as well as reusing waste resin and water. We are also striving to reduce theemissions that we generate through zero emission* initiatives at production plants and distribution centers, as well as promoting the reuse and recycling of used products that
customers no longer need. (See p. 147 for data)* Zero emissions: Completely eliminating the volume of final industrial waste disposed of by plants and distribution centers (based on the definition of zero emissions for the Okamura Group)

Initiatives Related to Water Withdrawal

Initiatives Related toWater Resources
Recognizing the severity of water resource problems, which arebecoming a global issue due to climate change and population
growth, we are working to reduce our use of water resources
and to use them more efficiently in our business activities.
We have been working toward achieving the target that we set
for reducing the per unit consumption of water, and in fiscal
2022, it fell by 14.4% compared to the previous fiscal year.
We also identified water risks at Okamura Group
manufacturing bases. The results indicated high water stressand river flood risks at one manufacturing base in China.
We will continue to assess the situation on the ground relating
to water risk by utilizing tools related to water risk as well as
hazard maps prepared by local governments, and making
comprehensive judgments with past experience factored in as
well. In fiscal 2022, there were no violations of water-related
environmental laws or regulations, or any accidents orlitigations related to water.
Identification via WRI’s Aqueduct
Okamura Group (12 plants in Japan, 1 plant in China)

Water
StressLow
MediumHigh

River
Flood Risk
and Stress

Low
Medium
High

Since a large amount of water is used at production plants incoating processes, etc., we are working to reduce thenecessary input of water resources by introducing a watersaving circulation system. The Fuji Plant is located at the footof Mt. Fuji, and we are able to make efficient use of theabundant groundwater for both industrial and everyday use.

Initiatives Related to Effluents
We manage wastewater rigorously by monitoring thewastewater treatment facility on our own premises, to ensurethat it does not generate wastewater that exceeds the limits forwater quality set by national and local governments.

Status of Industrial Waste
Emissions
Industrial waste generated by the Okamura Group’s businessactivities include production-related industrial waste fromproduction plants, installation work-related industrial waste
generated when undertaking interior/finishing carpentry work
at offices or other facilities, and delivery-related industrial
waste due to the collection of used products no longer
needed by customers, all of which contain valuable
resources. To ensure that we fulfill our responsibility todispose of waste, we regularly conduct on-site inspections ofwaste processing contractors to ensure that waste is being
properly processed.

We have set a target for reducing the emissions of productionrelated industrial waste, and have been working towardachieving the target. In fiscal 2022, we achieved a 7.0% reductionin emission intensity compared to the previous fiscal year.

Resource-Conserving Initiatives at the Production,
Distribution, and Installation Work Stages
We are moving forward with continuous initiatives to recycle
resources and reduce industrial waste emissions in the
production, distribution, and installation work stages, and we
strive to heighten the effectiveness of activities by sharing
information about the details and results of the various initiatives.

Production Stage initiatives
At production plants, we are working to conserve resources andreduce waste by reducing the amount of raw materials used andincreasing the efficiency of production processes. Scrap metal
accounts for approximately 70% of the waste generated in the
production stage. We are minimizing the raw material put towaste and reducing waste through such measures as improving
yields, i.e., increasing the ratio of manufactured products
compared to raw material input. In addition, we thoroughly
separate waste when it is generated, and recycle waste throughintermediate processing companies.
As a result of these initiatives, we have maintained zero
emissions for Okamura plants in Japan since fiscal 2008, andcut down final industrial waste disposal to zero in fiscal 2022.
The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change

Industrial Waste Emissions at Manufacturing Bases:
Ratio by Type
Other 3.2%
Construction waste 0.7%
Slag 0.3%
Waste glass,
Waste concrete,
Waste ceramic
0.4%

Burnt residue 0.2%
Sludge 6.5%

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

wrap made from recycled materials, and FSC ® -certified
cardboard, contributing to the promotion of environmentallyfriendly packaging materials which impact the environment
less and allow for resource circulation.

Waste oil 0.8%
Waste plastic 6.6%
Scrap paper 6.5%
Waste wood 2.8%
Waste fiber 0.2%

Total Emissions
IncludingIndustrial Waste
12,161 t
Cardboard

Cleaning and Refurbishing
We offer cleaning services to our customers so that they may
use our products in an optimal condition for many years andmaintain a comfortable office environment. Almost all officefurniture, including partitions, office seating, and lockers, canbe cleaned. Using a cleaning method appropriate for eachmaterial, we are able to effectively remove dirt and restore thematerial’s original feel and beauty. In addition, for items thatare extremely dirty or damaged and cannot be dealt with bycleaning, we propose refurbishing, such as replacing the
fabric.

Packaging material

Scrap metal 71.8%

Installation Stage Initiatives
Distribution Stage Initiatives
At distribution centers, we promote the recycling of used
desks, chairs, and other products collected from customers
when delivering new pieces of office furniture. We have been
continuously promoting initiatives to improve the recycling
rate, and our main distribution center - the Yokohama
Distribution Center - has achieved zero emissions since fiscal
2008. By actively working on these initiatives at other
distribution centers as well, currently about 90% of ourdistribution centers have achieved zero emissions.
In addition to reusing products that are still sufficiently usable
among those collected, we have begun promoting the reuseof sleeping stock from 2021, as a trial initiative based on theconcept of a circular economy.
Promoting the Use of Environmentally Friendly Packaging
Materials
Okamura Support and Service Corporation, which supplies
packaging materials to the Okamura Group, offers a wide
selection of eco-friendly products such as polyethylene bags
made from plant-derived materials (biomass plastic), bubble

During the installation stage, a mixture of metals and plastics
is generated as waste. As the demand for remodeling offices
and stores rises, the amount of waste generated at the
installation stage increases in tandem. We are working to
reduce such emissions by thoroughly separating waste andrecycling them as resources.

Careful cleaning by lifting dirt and washing with low-humidity detergent
containing large amounts of air

Supporting the Extension of
Product Lifespans
Replacing fabric and refilling urethane cushions

We have established an integrated support system for aftersales maintenance of products purchased by customers.
The Okamura Support and Service Corporation provides
support that extends the lifespan of purchased products,
such as maintenance, inspections, repairs, servicing, andcleaning, for a wide range of Okamura products that include
office furniture, architectural products in public spaces, anddisaster prevention equipment such as flood barriers. Longterm use of our products improves customer satisfaction and,at the same time, reduces resource consumption and waste,contributing to the creation of a circular economy.
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Company Profile

Contents

Promoting
Sustainability

Creating Environments
Where People Can Thrive

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change

Promoting Recycling of Used
Products as Resources

Global Environmental
Initiatives

Reuse

Recyclelifespan of our products and to recycle used products as

Cardboard

resources. We suggest that customers continue to use therequest when we deliver new products. We arrange for themt o b e re u s e d o r d i s p o s e o f t h e m p ro p e r l y t h ro u g hintermediate processing companies, resulting in effective useof resources and reduction of waste.
In addition, we separate packaging materials used duringtransportation and delivery of products by material forrecycling as resources.

Data

Previous

Reuse and Recycling of Collected Products and Packaging Material(Fiscal 2022)

throughout their life cycles, we make an effort to extend the

no longer in use can be collected from customers upon

Responsible
Corporate Behavior

Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

In order to reduce the environmental impact of our products

products if they can continue to be used. Products that are

Pursuing Employee
Engagement

Collected
products andpackagingmaterial
9,993.2 t

Sell as usedfurniture
1,462.7 t
To papermanufacturers
3,985.3 t

Outsource recycling tointermediate processing companies
Plastics

1,088.4 t

Metals1,893.5 t

Plasterboard

24.5 tStyrofoam

43 t

Other

1,496.2 t

Collecting and Sorting Used Products for
Reuse and Recycling
After sorting products collected from customers based on thelength of use, function, appearance, and other factors, aswell as the possibility of repair, we arrange for them to bereused as products or recycle them by material as much as
possible.
Through these efforts to reuse and recycle end-of-life products,
we are working to reduce our environmental impact.
(See

p. 55

for related information)

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Environmental Considerations in Products and Services
In addition to responding to the diverse needs of customers, the Okamura Group helps customers reduce their impact on the environment by providing environmentally friendly
products and services through our business activities. We strive to develop and provide products that lessen the impact on the environment throughout their life cycle, byconsidering everything from the selection and procurement of raw materials to production, distribution, use, recycling, and disposal.

Initiatives Based on the Conceptof Circular Design
In a “one-way” society based on mass production, massconsumption, and mass disposal, not only are there problemsof resource consumption, and reduction of generated waste,

In addition, we have created a Materials Guide that lays out

by creating added value through servitization while reducing

the criteria for procurement activities, and we procure

resource input and consumption and effectively utilizing stock

materials that comply with the Chemical Substances Control

throughout the product life cycle. (SeeAct*2, the Building Standards Act, and various EU laws andp. 27

for related

information)

regulations* 3 . Even for materials that are not subject tovarious laws and regulations, we promote environmentally

related to resource circulation such as depletion of natural
resources and generation of waste, but there are also various
impacts on the global environment, such as climate change
due to increased greenhouse gas emissions and destructionof biodiversity due to large-scale resource extraction.

Initiatives in Procurement
Activities

friendly procurement by referring to standards stipulated bylaw. In April 2023, the Materials Guide was revised to reflect
the latest laws and regulations.

The Okamura Group has formulated the concept of circular

Environmental Considerations inMaterial Procurement

design based on the concept of a circular economy that uses

Understanding Greenhouse Gas Emissions in
the Supply Chain

As a company that procures various raw materials and parts in

In order to grasp the amount of greenhouse gas emitted by our

resources in a sustainable manner, and will actively promoteorder to produce and sell products, we recognize thesupply chain, we conduct a sustainable procurement survey ofthe maximization of resource and product value, minimization

importance of promoting green purchasing* and we are moving

our suppliers to verify the status of each company's emissions

forward with related activities in cooperation with suppliers.

and use this information as a reference for future initiatives.

Concept of Circular Design in Product Development1

Based on the Okamura Group Sustainable Procurement
we conduct sustainable procurement surveys to verify the status

Reducing the Impact on the Environment in
Collaboration with Suppliersof our suppliers’ initiatives, and strive to procure materials from

By disclosing the Materials Guide to our suppliers and sharing

suppliers who actively pursue environmental initiatives, as well

our approach toward material procurement, we support ouras materials that impact the environment less.

suppliers in promoting environmentally friendly material

Guidelines, which clarify our approach toward green purchasing,*1 Green purchasing: Considering the environment when purchasing products
and services, carefully weighing their necessity and selecting those that havethe least possible impact on the environment*2 Chemical Substances Control Act: Act on the Regulation of Manufacture andEvaluation of Chemical Substances. The purpose of the law is to prevent
environmental pollution by chemical substances that may have an impact onhuman health or the ecosystem*3 Various EU laws and regulations: REACH Regulation, RoHS Directive, etc. The
EU is in the process of establishing laws to manage chemical substances andtheir use in order to protect human health and the environment

procurement. In addition to these initiatives, we encourage
suppliers to implement green purchasing in their businessactivities by sharing information through lectures, etc. We arealso developing environmentally friendly materials incollaboration with our suppliers. (Seeinformation)

p. 126The Okamura Group Sustainability Report 2023

for related

057

Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources

Global Environmental
Initiatives

Pursuing Employee
Engagement

Offering Green Wave and Green
Wave+ Products

Having positioned “eco-design” as an important perspective

In 1997, we established our own environmental standards—

in product development, the Okamura Group is working to

GREEN WAVE—for our products, and have been working to

reduce the impact on the environment throughout the

expand our lineup of environmentally friendly products. In

product life cycle. We conduct product assessments* at the2010, we created the “GREEN WAVE+” standard for products

planning and design stages and work to develop productsthat are even more environmentally friendly, and we displaythat impact the environment less by reducing the amount of

the logo on our catalog of products to encourage customers

raw materials used, using recycled materials, designingto choose them. In fiscal 2022, GREEN WAVE and GREEN

frames that make recycling easier, lengthening the lifespan of

WAVE+ products accounted for 87.8% of product sales

products by improving durability, avoiding the use of(excluding purchased products) in the Office Furniture

hazardous chemical substances, making products energy-business and 71.8% in the Store Displays business.

efficient, and other measures. (SeeIn 2021, we newly introduced the concept of circular design

p. 27

p. 44

for

* Product assessment: Evaluating the environmental impact of a product during
the development and design stages, in order to develop products with lessenvironmental impact

Data

Previous

Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Development of Environmentally
Friendly Products

related information)

Responsible
Corporate Behavior

in product development and a Carbon Offset Program* tofurther advance our GREEN WAVE initiatives and offer
products that impact the environment less.
* C arbon offset: A method of compensating for emissions of CO 2 and othergreenhouse gases that are unavoidable in daily life and for economic activities,
by first making an effort to reduce emissions as much as possible, and theninvesting in activities that reduce greenhouse gases commensurate with theamount of emissions, in order to compensate for unavoidable emissions

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Contents

Company Profile

Promoting
Sustainability

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

GREEN WAVE and GREEN WAVE+ Criteria
Item (purpose)

Required

SafetyTargetGREEN WAVE criteria

GREEN WAVE+ criteria

For products using materials for which there are JIS or JAS formaldehyde emissions standards, all materials have received F ☆☆☆ or higher certification, or alternatively, materials of equivalent quality are used
Products that comply with management criteria for hazardous chemical substances that should be regulated

Optional

Resource
conservation(Streamlined use of raw
materials, etc.)

 se of recycledUmaterial(Streamlined use of raw
materials, etc.)

Recycling(Structural designs)(Designs for easy
separation of parts)

Reusability(Considerations for reuse)Long service life
(Promote long-term use)

Safety andenvironmental
protection(Safety considerations)

Products that use timber as their mainmaterial, apart from metal

Products that use timber obtained from sustainable forests, unused timber, or
rapidly renewable materials

Products whose main material, apart from metal, is biomass, at least 25% of which is
rapidly renewable materials, or that are forest-certified products

Products designed to be lightweight

Products that are lighter while maintaining the functions of existing equivalent
products

Products that reduce greenhouse gas emissions by 6% or more based on materials used
for equivalent products, or by 5% or more based on the entire productProducts for which post-consumer recycled material*1 accounts for 20% or more of total
product mass

Products that use plastic as their mainmaterial, apart from metal

Products for which recycled plastics account for 10% or more of the total
plastic mass

Products that use paper as their mainmaterial, apart from metal

Products for which recycled paper accounts for 50% or more of total paper mass

Products that use timber as their mainmaterial, apart from metal

Products that use recycled timber

Products that can be broken down into
single materials

Products for which 70% or more of the total mass can be broken down into
single materials using common tools, and for which 90% or more of the resin
and non-metal parts used in the product are labeled, indicating the material(products subject to labeling: those that weigh 30 g or more)

Products for which 95% or more of the total mass can be broken down into single materials
using common tools, and for which 90% or more of the resin and non-metal parts used in the
product are labeled, indicating the material, and for which a disassembly manual has beencreated and made available (products subject to labeling: those that weigh 30 g or more)

Reusable products and parts

Products with frames that can be reused

Used products or parts of used products that can be collected and made into new
products

Products that allow easy replacementof parts or repair with common tools
Or, products whose software can be
updatedProducts whose consumable parts can be obtained as service parts
Products that are easy to maintain(e.g., covering, cleaning, software updates, etc.)

Products that meet overseas global strength standards (e.g., BIFMA*2, GS*3)

Products that can be upgraded by changing or adding products or certain parts
For products using materials for which there are JIS or JAS formaldehyde
emissions standards, all materials have received F ☆☆☆☆ certification, or
alternatively, materials of equivalent quality are used

Products that use less of hazardous
chemical substances

Energy conservation
Products aimed at reducing energy(Reduction of consumed consumed when in use
energy)Products in which 25% or more of the plastic weight is made from plant-based plastics
that have been proven to reduce the environmental impact

Products that not only meet the GREEN WAVE criteria on the left but also have aformaldehyde emission speed of 5 μg/m2h or less. [Indoor Advantage standards]
certification

Products that comply with the prohibition on the use of specified hazardous substances
Products using materials and parts with a lower environmental impact than (must comply with RoHS Directive*4)
existing ones
or products for which it has been confirmed as not containing any substances regulated
by REACH*5 or that conform to the stipulated method of use
Products that reduce consumed energy by 10% or more compared to existing Products that can reduce greenhouse gas emissions (CO2 equivalent) by 30% when usedequivalent products
compared to current equivalent products

If the following two conditions are met, the product is judged to be a GREEN WAVE or GREEN WAVE+ product.

*2 The Business and Institutional Furniture Manufacturers Association (BIFMA): A US office furniture industry organization• Meet all the criteria in the required items listed above.
• Meet one of the criteria in the optional items listed above.

*3 Geprufte Sicherheit (GS): German safety certification*1 Post-consumer recycled material: Material that was released to the market, collected after use, and then recycled.

*5 REACH Regulation: Regulation related to chemical substances enforced in the EU in 2007

*4 RoHS Directive: Restrictions enforced in the EU on the use of certain hazardous substances in electronic and electrical equipment

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Understanding Greenhouse Gas
Emissions Throughout theProduct Life Cycle
When we look at GHG emissions in Japan in terms of where
they are generated, we can see that the majority of emission
sources are related to the corporate and public sectors.
Reducing greenhouse gas emissions from various corporate
activities is an urgent issue, and must be addressed
throughout the supply chain.
We are working to properly calculate CO2 emissions over the
lifecycle of our products by installing energy meters(electricity, gas, water) and other equipment to monitor
energy consumption. In addition, to cut down on greenhousegas emissions in our supply chain, we launched a carbon
offset program in January 2022 to provide customers withproducts that come with with emission rights (credits)equivalent to the amount of emissions. (See

p. 30

for

perspective, ranging from the products themselves to the
manufacturing facilities and companies, for which theevaluation results are made public. As of April 2023, Okamura

Disclosing Environmental
Information on Products

has 88 certified products.

In addition to product catalogs and websites, we disclose

We are also working to acquire BIFMA’s Indoor Advantage

environmental information on our products through the Green

given to furniture and indoor construction material that meet

Purchasing Network (GPN)* 1 database of environmentallystrict standards for volatile organic compounds (VOCs)

conscious products, Eco Product Net*2 and other platforms,

released from products into the air. In fiscal 2021, we wereto help customers and other stakeholders make green

the first Japanese manufacturer to acquire certification forpurchasing decisions.

many products, including architectural products. As of April
2023, we have acquired the stricter Indoor Advantage GoldWe also promptly disclose information regarding F ☆☆☆☆*3classification certification and certification of compliance withfor a total of 247 products.

the Act on Promoting Green Procurement*4 for materials used

Both of these certification programs are internationallyin our products when requested.

recognized, and are factors that count as additional points
when a customer is trying to acquire certification related tothe office environment, such as the LEED * 1 and WELL
Building Standard®*2, thereby helping to popularize officesthat are environmentally and wellness conscious.

*1 Green Purchasing Network (GPN): A network of companies, governments, andconsumers established in 1996 to promote green purchasing initiatives*2 E co Product Net: Japan’s largest environmental information database thatpublishes environmental information on environmentally friendly products andservices in order to build a society based on sustainable production andconsumption
Eco Product Net

related information)

http://www.gpn.jp/econet/

Acquiring Third-Party
Certification for Products*3 F☆☆☆☆: Japanese Industrial Standards (JIS)/Japanese Agricultural Standards(JAS) related to formaldehyde emissions

We strive to obtain third-party certification for our officefurniture in order to enable our customers to choose
environmentally friendly products from a wider range ofperspectives.

Number of Okamura’s
certified products:
88(As of April 2023 )Number of Okamura’s
certified products:
247(As of April 2023 )*4 Act on Promoting Green Procurement: The Act on Promotion of Procurementof Eco-Friendly Goods and Services by the State and Other Entities. Its aim is
to have public institutions, such as the national government, take the lead ingreen purchasing to reduce the impact on the environment and promote thefoundation of a sustainable society

Okamura is the first office furniture manufacturer in Japan toacquire LEVEL ® certification. Developed by the US officefurniture industry association, BIFMA, this certification
program evaluates the environmental and social impact offurniture in the built environment from a multifaceted*1 L EED: A green building certification program that evaluates strategies forcreating best-in-class built environments (construction and urban environment)
and how they are implemented*2 WELL Building Standard®: An evaluation system for office spaces that aims tocreate a better living environment by adding the perspective of “human health”
to the design, construction, and operation of spaces

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Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Conserving Biodiversity - ACORN Activities
The Okamura Group’s business activities are possible because of the bounties of nature, but those same activities also have an impact on the natural environment. We
recognize our responsibility as a company that uses natural resources such as timber, and we resolve to contribute to building a society where people can coexist with natureand in which we can continue to enjoy the “ecosystem services”* that nature provides, through initiatives based on the ACORN Activity Guidelines and the Timber Use Policy.
* Ecosystem services: The blessings of nature that are made possible by biodiversity, and that benefit humans. These are classified into the four categories of “Provisioning,” “Regulating,” “Cultural,” and “Supporting.”

Relationship Between the
Okamura Group’s Business andBiodiversity

surveys to check that endangered species are not being
used, in light of the Washington Convention (CITES)*1 andJOIFA Timber Subject to Prioritized Monitoring* 2 . (Seep. 62 for details)

The Okamura Group recognizes that loss of biodiversity, on
which ecosystem services are founded, is a critical issue thatcan lead to increased risk of natural disasters, reduced supplyof crops, forests, and other natural resources, and increased
risk of outbreaks of infectious diseases.
Based on this recognition, we are actively working to reduce
the environmental impact of our business activities.

*1 Washington Convention (CITES): The Convention on International Trade inEndangered Species of Wild Fauna and Flora

Conducting Research Related to thePreservation of the Local Environment

ACORN Activity Guidelines(Formulated December 2021)

Recognizing the possibility of its business activities impacting
the local environment, the Okamura Group began surveying
changes in the natural environment upon the creation of abiotope at its Fuji Plant in Gotemba City, Shizuoka Prefecture.
Through research on wild birds, said to be indicators of
biodiversity, we will evaluate whether the biotope is being ofassistance to the surrounding environment, and will use theinformation to review ways of managing it. Employees also
participate in the research, aided by experts.
p. 70 for related information)(See

Addressing Environmental Risks Associatedwith the Use of Forest Resources*2 JOIFA Timber Subject to Prioritized Monitoring: Timber selected by the Japan
Office Institutional Furniture Association (JOIFA), an office furniture industry
organization, based on the Washington Convention and other agreements, forwhich the state of use is monitored, including its actual usage

ACORN Activity Guidelines
ACORN is the name that the Okamura Group has given to ouractions for coexisting with nature. Based on our Activity
Guidelines, we carry out initiatives from the four perspectivesof resource use, environmental education,conservation of the natural environment, andpartnership. The acorn, which is indispensablefor the next seed to take root, was chosen as
the symbol for Okamura’s activities.

Conservation of the natural environment
Actively contribute to environmental
conservation activities related tobiodiversity

Use of resources

Environmental education

Promote environmentallyconscious recycling offorest resources

ACORN

Improve environmental
awareness and promote
understanding of naturePartnerships
Promotion of activities throughcollaboration with the local
community and government

Each year, we survey and monitor the species, volume
handled, and origin of the timber we use. We conduct annual

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Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Use of Resources
The Okamura Group recognizes its dependence on natural
capital, and aims to use resources in a sustainable manner.

Initiatives based on the Okamura Group
Timber Use Policy
The Okamura Group T imber Use Policy, which was

Status of Timber Use
In fiscal 2022, wood materials accounted for 4.5% of the
Okamura Group’s total raw material input. 83.7% of the woodmaterials are “wood materials not from raw timber,” such as
wood obtained from thinning*1, waste wood, unused wood,and their secondary processed products.
Species, Country of Origin, and Volume of Timber Handled by Okamura (Fiscal 2022)

formulated in October 2009, clearly states our approach toSpeciesconserving biodiversity, ensuring the legality of timber, as wellas using certified forest timber, domestic timber, and local

Okamura Group Timber Use Policy
1. We will not use the following timber.
1) Endangered species
2) Timber illegally logged, produced, or traded3) T imber that has a negative impact on forest
ecosystems or local communities

2. We will make greater use of the following types oftimber.
1) T imber that has received a trustworthy forest
certification (or timber with an equivalent guarantee)2) Construction-derived scrap wood and recycled wood3) Domestic and local timber

Volume Handled(Converted to m3 )Exporting Country/Region (Country of Origin)

Lauan

Solid wood*2, plywood*3, molded plywood,rotary-cut veneer

PoplarSolid wood

37.25

Southeast Asia

Kapur

Solid wood, plywood

55.93

Malaysia, France

Rubberwood

Solid wood, glued laminated wood

73.36

Thailand, Vietnam, Belgium

Beech

Solid wood, plywood, veneer

94.31

New Zealand, France, Northern Europe, Germany,
other

Beech

Solid wood, plywood, molded plywood, veneer,
glued laminated wood

88.53

Denmark, Germany, Japan, Northern Europe

Japanese cypress

Solid wood, glued laminated wood

0.00

Japan

White oakSolid wood, veneer (tanpan), veneer (tsukiita)

3.46

Japan, North America, other

Ayous

Veneer (tanpan), veneer (tsukiita),
glued laminated wood

23.50

Africa, United States

Rosewood

Veneer

1.98

Southeast Asia, South America

Other

Solid wood, plywood, veneer, etc.

88.24

timber. We promote the sustainable use of forest resources
based on this policy.

Timber Form

Total

1,213.55

Indonesia, Malaysia, Japan, France

1,680.11*1 Wood obtained from thinning: Timber obtained from trees cut down to keep forests from becoming overcrowded as they grow
*2 Solid wood: Material, such as boards, cut to the required size directly from raw timber*3 Plywood: A material manufactured from thin sheets shaved from logs (veneers) that are glued together with each sheet layered on top another so that their wood grains
are orthogonal to each other. Commonly referred to as “beniya-ita” in Japanese.

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Contents

Promoting
Sustainability

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Developing Products Based on the Okamura
Group Timber Use Policy

Obtaining International Certifications

Using Domestic and Local Timber

In June 2010, Okamura acquired FSC ®

There is a large surplus of Japanese cedar and cypress trees

At the Okamura Group, we develop products based on thecertification* (CoC certification* ), anthat are ready to be cut down in Japan’s forests, and using

Okamura Group Timber Use Policy, and propose spaces thatinternationally recognized forest certification

them at this point stimulates the forest cycle, reduces CO2

make use of these products to our customers, thereby

system. Manufacturing products madeemissions, and revitalizes local industries. Okamura’s

promoting the sustainable use of forest resources as well aswith FSC®-certified wood means that weadvanced technology has rendered softwood lumber, which

forest health.

have sourced and used raw materials that

could be used previously only for building materials, usable inpose less of a risk to the environment andits entirety as a furniture material with a very low risk of

Using Recycled Wood Material*

to society.

warping or cracking. By utilizing such technology to produce

In 1966, Okamura was the first in Japan to introduce particle

As of March 2023, 10 product series use FSC ®-certified

high-quality furniture, we aim to increase confidence inboards, which are mainly made from recycled wood material,

timber. In fiscal 2022, the percentage of FSC -certified timber

domestic lumber, and use them more regularly.

in furniture. Since then, we have expanded the use of particle

used in wood products was 4.21%.

We are also registered as a business operator in the Minato

1

2

®

boards and medium density fiberboards (MDF) to a wide
range of applications, using them as core materials for
products such as desk systems and conference tables,
thereby promoting resource recycling of wood materials.
(Seep. 148for data)

Model Carbon Dioxide Fixation Certification System promoted*1 FSC® certification: An international certification system for properly managed
forests. The Forest Stewardship Council® (FSC) is an international non-profit
organization whose objective is to promote responsible forest management
worldwide
Forest Stewardship Council®

by Minato Ward in Tokyo, and we are promoting the increased
utilization of wood in urban areas through the use of wood frommunicipalities that have signed an agreement with Minato Ward.

www.fsc.org*2 C hain-of-custody (CoC) certification: An FSC ® certification for production,
processing, and distribution processes• Certification number: SGSHK-COC-350013• Trademark license code: FSC-C092797

Minato Model Carbon Dioxide Fixation Certification System logo
MDF

Fiber

Particle board

Chips* Recycled wood material: Sheets made by finely breaking down wood-based raw
materials into fiber or small chips and then re-forming it into a sheet using
adhesive or other bonding agents.An example of the former is medium-density
fiberboard (MDF) while an example of the latter are particle boards, the main
component being recycled wood material.

Ensuring the Legality of Timber
We are certified by JOIFA (Japan Office Institutional Furniture
Association) as a business operator regarding the legality oftimber and timber products. In addition, we examine the legalityof timber* for each product based on the Act on Promoting
Green Procurement, report on how it was actually used, andstrive to promote the use and sale of timber and timber
products that have been certified as legal and sustainable.
* Legality of timber: Refers to whether timber harvesting procedures were properly
followed in accordance with forest laws and regulations in the country or region
where the logs were produced

Sagami Shinkin Bank, Iwahara Plaza Branch
An example of effective use of locally grown cedar wood that was
not in very good condition, but was turned into furniture wood for a
local establishment using a special technique

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Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Conserving the Natural
Environment
As part of its effort to conserve the natural environment, theOkamura Group created a biotope on its premises topreserve the region’s unique natural environment, as well as
to nurture awareness through hands-on training. We willcontinue to carry out biological surveys and observations.

In fiscal 2022, a new training program was held at MOKKINO MORI, operated by Tokyo Chainsaws Corporation in
Hinohara Village, Tokyo, under the theme of “Thinking about
the significance of Okamura’s use of domestic timber
to revitalize the forest economy”. During the training,participants get to know the reality faced by the forestry
industry, and acquire knowledge and understanding they canthen apply to products, services, and their duties.

Disseminating Information to Expand the Use ofDomestic Timber
Okamura has published “Furniture in Japanese Wood” and“Okamura Furniture in Japanese Wood Case Study, Vol. 1-3,”
catalogs that summarize its policy on the utilization of domestic
timber, accumulated research, and knowledge about wood,etc. in an easy-to-understand manner. It not only provides
information to encourage customers to consider the use ofdomestic timber, but also helps our employees in various
departments understand the issue better.

Efforts to Promote ACORN
Activities
In order to further spread ACORN activities throughout thecompany, we are working to raise environmental awarenessthrough hands-on training, study groups, and environmental
conservation activities that take into consideration the uniquetraits of the region.
Furthermore, we are expanding our scope of activities byhelping our customers better understand biodiversity and thesustainable use of timber.

Raising Awareness of the Natural
Environment Through Hands-On Training
To raise awareness among Okamura Group employees of theneed to protect the natural environment, we conduct handson training on a variety of themes.
Since 2011, we have held training sessions at Afan Forest in
Shinano, Nagano Prefecture, which is owned by the C. W.
Nicol Afan Woodland Trust, of which Okamura is an official
sponsor. In the sessions, employees learn about theimportance of mountain-bordering terrain (satoyama) andbiodiversity by caring for the forest.
Since 2017, we have also been holding the “WoodLand
WoodWork” workshops that serve as a place where
customers interested in using domestic timber and local
governments can network.

Reflecting on the training, gathered around the campfire (November 2022 )“Furniture in Japanese Wood”, “Okamura Furniture in Japanese Wood Case Study”, Vol. 1-3

Nurturing the Next Generation by Sharing Our
Knowledge
In order to convey to the younger generation our knowledge
as a company that uses forest resources as raw materials,
our knowledge and ingenuity from a manufacturing
perspective, and the significance and current status of timberuse, and to broaden their understanding of the sustainable
use of forest resources, we carry out the following activities.
 Classes held in nature at elementary schools
 Endowed lectures at universities
 “Mokuiku” (wood education) and regional revitalization
through industry-academia-government collaboration
p. 69 for details)(See

Disseminating Information Through Websites andPublished Booklets
The “ACORN” website was set up with the aim of introducing
the Okamura Group’s ACORN activities and to help more
people understand the natural environment and biodiversity
better. We also publish the “ACORN” booklet and strive todisseminate information that is enjoyable and informative, suchas articles about seasonal topics and reports on activities.
Okamura ACORN website

http://acorn.okamura.co.jp/

Carrying out Activities Through Disseminationof Information
In order to expand the scope of ACORN activities, we havebeen disseminating information through various media.
“ACORN” booklet

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Partnerships
The Okamura Group is expanding its activities, including
biodiversity conservation, through participation in andpartnerships with environmental conservation groups.

Participation in External Initiatives
We are a member of the Keidanren Committee on Nature
Conservation*, which was established in 1992 with the aim ofsupporting nature conservation activities in developing
countries and Japan, as well as promoting corporate nature
conservation activities. We endorse the Declaration of
Biodiversity and Action Policy by Keidanren (formulated in2009) and are moving forward with initiatives based on the
declaration’s intent.
Keidanren Committee on Nature Conservation

https://www.keidanren.net/kncf

Keidanren Initiative for Biodiversity
Logo

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Contents

Company Profile

Promoting
Sustainability

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Understanding the Environmental Impact and Preventing Environmental Pollution
At the Okamura Group, we are fully aware of the possible impact on the environment and human health posed by chemical substances used as raw materials to manufacture
products. As an initiative to effectively reduce the impact on the environment, we are working to reinforce our control of chemical substances, as well as ensuring that related
facilities of development and production departments are properly managed in order to prevent pollution. (See p. 148 for data)

Reducing the Amount of Chemical Substancesthat are Released or Transferred
Various chemical substances are used in our businessactivities, such as the coating and adhesion process in the
production stage. At the Okamura Group, we have set target
values for the release and transfer of substances subject to
the PRTR system*1 and are working to reduce them. In fiscal
2022, the amount released and transferred per unit fell by
18.7% year-over-year (YoY). We are making steady progressin reducing the volume of such substances through various
measures such as switching coating pre-treatment agentsand adhesives to those that do not contain substances
subject to notification*2 under the PRTR system.
In fiscal 2022, there were no violations of laws and regulations,accidents, or litigation related to environmental pollution in
Okamura’s business activities.
*1 PRTR system: System that obliges business operators to monitor the amountsof specified chemical substances that are transferred and released, and reportthem to the government under the “Act on the Assessment of Releases ofSpecified Chemical Substances in the Environment and the Promotion ofManagement Improvement”*2 S ubstances subject to notification: Substances of which 1,000 kg /year or
more are handledManagement of Chemical Substances
Contained in Products

Emissions of Substances Subject to Notification under the PRTR Act (fiscal 2022)*Substances of which 1,000 kg or more are handled per year
Amount to be notified to the government (kg)Amounthandled(kg)

Amount released

Amount transferredCabinetOrdernumber

CAS number

Class 1053

100-41-4Ethylbenzene

Class 1

076

105-60-2

Epsilon-caprolactam

Class 1080

XyleneClass 1

186

Dichloromethane

3,134.0

3,134.0

0.0

0.0

0.0

Class 1

235

Water-soluble salts of bromic acid

2,471.2

1,638.6

225.6

12.0

151.2

Class 1296

95-63-6

1,2,4-Trimethylbenzene

16,236.7

15,018.3

0.0

0.0

1,074.2

Class 1

297

108-67-8

1,3,5-Trimethylbenzene

4,096.4

3,758.4

0.0

0.0

264.6

Class 1300

108-88-3

Toluene27,224.5

25,827.3

0.0

0.0

1,357.5

Class 1

302

91-20-3Naphthalene

1,987.0

1,753.6

0.0

0.0

150.5

Specific Class 1

411

50-00-0

Formaldehyde

1,501.1

1,324.1

0.0

0.0

68.1

101-68-8

Methylenebis (4,1-phenylene) =diisocyanate

86,459.6

131.3

0.0

0.0

108.2

191,071.7

92,781.4

225.6

12.0

6,375.6

Class

Class 1

448―

75-09-2―

Substance nameTotal

manage them at each production plant, evaluate theirhazards and environmental impact, and implement risk
reduction measures as necessary. We also conduct product15,414.3

Released into Released into
atmosphere public waters

Transferred
to sewer

Transferred awayfrom the plant
Waste

14,001.4

0.0

0.0

1,145.1

1,698.5

523.2

0.0

0.0

0.0

30,848.2

25,671.2

0.0

0.0

2,056.2

Preventing Pollution Through Proper
Management of Hazardous Substances

assessments at the product development and design stage

At Okamura, we have fluorescent lamp ballasts, which are

to check if regulated chemical substances are used, and if

devices that contain polychlorinated biphenyls (PCB). We notify

The Okamura Group uses chemical substances in surface

so, we replace them with materials that impact the

government authorities regarding all of these devices intreatment agents, adhesives, resins, and decorative material.

environment less.

accordance with laws and regulations, and have registered them

For materials that contain chemical substances, we obtainfor processing at designated treatment facilities. We strictly

Safety Data Sheets (SDS) from manufacturers, centrally

manage and store them until we are able to process them.
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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Environmental Management at the Okamura GroupIn order to promote environmental management based on our Environmental Policy, we have established an organizational structure including Group companies, and aim tocontinue to promote initiatives and improve our environmental performance by establishing and operating an environmental management system.

Establishing and Operating an
Environmental Management System

Management by Top Management andEnvironmental Management Supervisors

Audits by Independent
Organizations and Internal Audits

The Okamura Group has obtained ISO 14001* certificationfor each Group company, and has established and isoperating an environmental management system. By
assigning a person responsible for environmental
management in each Okamura department and Group
company, we have established a system to manage andpromote environmental initiatives as a Group.
We also actively interact with external environmentalorganizations to acquire new knowledge and the latest
information related to environmental administration andmanagement, in order to raise the standard of environmental
management for the entire Group.

In order to promote environmental management for the
Okamura Group as a whole, the Sustainability Committee
meets twice a year to review the annual plan for achieving thegoals of the Long-term Environmental Vision and the Midterm
Environmental Plan and to discuss issues related to initiatives.
We also hold Group Environmental Management Supervisor
Conferences every month to discuss various issues, such as
responses to environment-related laws, regulations andinternational trends, how the environmental management
system is being run, and issues and measures at each Group
company and department. Efforts are made to exchange
opinions and share information among Group companies andto share examples of improvement across the Group.

Audits based on the ISO 14001 standard are conductedannually by independent organizations. Validity was confirmed
for Okamura’s integrated Group certification* and the
independent certification of subsidiaries and associates (fourmanufacturing bases in Japan and one overseas).
For the integrated Group certification, we conduct an internal
environmental audit for each site and a Group internal
environmental audit every year. The audit results are applied
across the Group and reported to the Group Environmental
Management Supervisor Conference and Sustainability
Committee for continuous improvement of the environmental
management system.

* ISO 14001: International standard for environmental management systems
established by the International Organization for Standardization (ISO)* Okamura’s integrated Group certification: Okamura Corporation, Okamura
Support and Service Corporation

Structure for Promoting the Environmental Management System at the Okamura Group
Meeting bodies

Group management team (Representative Director /Member of The Board or Executive Officer)

Sustainability Committee

Persons in charge of Group environmental management(Manager of the Environmental Management Office)Group Environmental
Management Supervisor
Conference

OkamuraOkamura SupportandService Corporation

Subsidiaries and associates(Production bases)
Four companies in JapanOne company overseas
ISO14001 individual certification

Scope of ISO14001 Group certification

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Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Environmental Education andAwareness-Raising Activities

Group’s Environmental Policy and plans, and initiatives basedon the environmental management system, and to enable
them to take concrete actions to achieve their goals, we
provide required education for new employees and mid-careerhires, as well as departmental education with programs
developed by each department based on ISO 14001.
In addition, for those departments that handle FSC®-certified
products and materials, we provide specialized education toensure improvement and proper implementation regarding
issues pointed out during annual in-house and independent
audits. Regarding education aimed at all employees, asection on FSC ® certification is included in ISO 14001
education to promote understanding of the system.
p. 63 for related information)(See

The Okamura Group states the intention to reduce the impact
on the environment in all its business activities in its
Environmental Policy. We focus on environmental education
and awareness-raising activities to raise the awareness of eachand every employee who participates in environmental initiatives.

Systematically Structured Environmental
Education
To help employees improve their understanding of theenvironmental impact of corporate activities, the Okamura

Sustainability Activity Commendation Program
In order to encourage our employees to think about reducing
the environmental impact of our business activities as well as
developing and providing environmentally friendly products
and services, and take concrete action, we established anenvironmental activity commendation program in fiscal 2003
to recognize outstanding in-house activities. In fiscal 2022,
we expanded the system to evaluate and commend activities
in three categories, incorporating the 17 SDG goals in theevaluation criteria.
Commendations for Sustainability Activities (Fiscal 2022)(Excerpted from a total of 18 commendations)
Commendation Categories/Details

Winners

Environmental Impact Reduction Category (Facilities, Energy-Saving)

Okamura’s Environmental Education Programs
Type

TargetNew employees

Title

New Employee Training
New Employee Follow-up Training

Required Education
Mid-career hires

Mid-Career Hire Training

All employees

Distributed by email/internal
newsletters
General Education

Departmental Education(Based on ISO 14001)

All employees

Specialized Education
Manager Education

All employees
General Education
FSC® education(based on CoC certification) Related departments Specialized Education
All employees

Hands-on education*

2

Persons in charge ofpromotion*1 EMS: Environmental management system*2 Hands-on education (Seep. 64

for details)Content
 Environmental issues Introduction to EMS*1: Corporate activities andenvironmental impact

 Practical EMS activities
 Environmental issues Introduction to EMS: Corporate activities and environmental

impact Provision of timely information on general carbon neutrality

trends, Okamura’s current status, initiatives, etc.

Tsukuba Plant

Reduction of costs and waste emissions byimproving disposal of high water content
sludgeFuji Plant

Reduction of industrial waste through reuseof powder coating materials

Kansai Okamura
Corporation

Sustainable Business Promotion Category(products, services, item proposals, etc.)

 Environmental Policy and company-wide environmental

Development and sales expansion of laborsaving attachment, SUG Slide Rail Shelf

Store Displays Division
Fuji Plant Environmental objectives, targets, and implementation

Development of showcases for special
events equipped with an inverter
refrigerator

Store Displays Division
Gotemba Plant

Launch of carbon offset program

Office Furniture Sales
Divisionand others

objectives, targets, and implementation plan Green office activities

plans for each department
 Education and training to address notable environmental
aspects
 EMS training for managers, etc.
 Understanding certification systems Understanding management rules and procedures Biodiversity conservation and forest maintenance (including

Biodiversity and Reforestation
Training

Reduction of energy consumption by
utilizing exhaust heat from paint drying
furnaces

fieldwork) Knowledge needed to promote ACORN activities

Activities for a Sustainable Society Category(employees, communities, schools, etc.)

Provision of educational support throughclub guidance activities based oncooperation with the local community

Okamura Corporation
Softball team
(Gotemba City Plant)

Nurturing human resources relating to theenvironment and SDGs, and contributing
to the local community

NS Okamura
Corporation

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Environmental Communication

Classes Held in Nature at Elementary Schools

Endowed Lecture at Kanto Gakuin University

Okamura employees visit elementary schools to give classes

Continuing from 2021, we served as lecturers for an endowed

We disclose environmental information related to our businessactivities and strive for two-way communication withstakeholders to improve the environmental activities of theentire Group.
Ever since we published the environmental pamphlet,“Towards a Prosperous Future”, in 1995, the Okamura Grouphas been disseminating information on the environment
through various channels, and making an effort to offer moreenvironmental information by introducing our initiatives atenvironment-related events and new Okamura productlaunches. Regarding our environmental initiatives, we relay
the opinions and suggestions received from stakeholders to
the relevant departments and ensure that they are reflected in
our activities, and also utilize them to provide better
information.
The Okamura Group Sustainability Report 2022 received aSpecial Award in the Environmentally Sustainable Company
category at the 4th ESG Finance Awards Japan sponsoredby the Ministry of the Environment, inr e c o g n i t i o n o f t h e c o m p a n y ’s
outstanding efforts in light of its
size and industry characteristics.

based on the knowledge accumulated at Okamura, with thelecture by the Yokohama Green Purchasing Network*, of

aim of raising environmental awareness in children. During

which Okamura is a member, and introduced Okamura’s

the classes, instructors use school desks and chairs that areenvironmental initiatives at Kanto Gakuin University under thefamiliar to children to teach them about the current state oftheme of “Promoting Sustainability Through the Use offorests in Japan and the world, as well as the finite nature ofTimber.”Coexisting with Local Communities
through Environmental Activities
Through conducting environmental education that leverages
the knowledge gained through the Okamura Group’s
manufacturing and business activities, as well as participatingin local environmental conservation activities, we strive tocoexist with local communities and contribute to raising
environmental awareness.

resources. This serves as an opportunity for them to learn
about the immediacy of environmental problems and to
discover what actions they can take. (Seerelated information)

p. 64

for

*Yokohama Green Purchasing Network: A network that values ties with the local
community and aims to promote the purchase and provision of environmentallyconscious products and services in cooperation with citizens, companies/
organizations, and the government (regional branch of the Green Purchasing
Network (GPN) in Yokohama)
Yokohama Green Purchasing Network

http://www.y-gpn.org

Promotion of “Mokuiku” (Wood Education)
and Regional Revitalization throughIndustry-Academia-Government
Collaboration
Classes that help students learn more about wood while making objects

2007-2017

Number of Students

Prefecture) and Tohoku University of Art and Design with theaim of promoting “mokuiku” (wood education) and the use of

Results of Classes Held in Nature
Year Conducted

Okamura has partnered with the town of Oguni (Yamagata

Number of Schools

timber in the region. One of the initiatives is the “First
Furniture Business” started in 2018, in which furniture

3,340

40

2018

450

7

2019

444

4

using locally produced materials, and gifted to three-year-old

2020

197

4

children living in the town.

2021

506

8

2022

865

13

designed by students is manufactured at a facility in Oguni

The 5 th First Furniture presentation ceremony

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Special Contents

Biotope Fuji, Where People and Nature Exist in Harmony

Okamura’s Fuji Plant is nestled in the foothills of Mt. Fuji, in Gotemba City, Shizuoka Prefecture. Near the bamboo forest on its premises, the construction of a biotope ofapproximately 3,000 m2 was completed at the end of September 2022. “Biotope” is coined from the Greek words “bios” (life) and “topos” (place), and refers to a habitat for floraand fauna. It is an area that can help realize the ideal of a “Nature-Positive (revival of nature)” way, as advocated by the Ministry of Environment, by which nature is preserved andrestored, teeming with life. We will run the biotope as a place where people can coexist in harmony with nature while cherishing the natural environment unique to the locale, andutilize the habitat for environmental education as well as a place for our employees and local residents to come together.

Creation of Biotope Fuji,
a New Field for ACORN Activities

Conserving Local Biodiversity andPromoting Diverse Exchanges

The Okamura Group carries out ACORN activities, which areactions aimed at coexisting with nature as well as preserving
biodiversity. We pursue such activities because our daily lives
an d o ur co rpo rat e a c ti v i t i e s d e p e n d o n t h e n a t u r a lenvironment and the chain of activities carried out by
numerous living creatures. At Okamura, we consider it our
mission to help protect and nurture the natural environment,in order to realize a sustainable society. The grounds of the
Fuji Plant, alongside Route 394, provided the setting for thisnew initiative. The area was originally covered by a dense
bamboo forest. We thought that redeveloping this area as abiotope would be meaningful for nature and human beings
alike, and also in terms of creating a new space. Biotopes aredifferent from ordinary parks in that they are intended toprovide a habitat for living creatures. Therefore, we proceededwith preparations under the guidance of the Japan Biotope
Association, a non-profit organization and a professional atlandscaping.

In order to preserve the habitat in a state of richer biodiversity,
the vast area was divided into four main zones: the waterzone, the mountain-bordering terrain (satochi) zone, theinsect zone, and the recreational forest zone. In therecreational forest zone, ponds and mountains were formed,
and eco-stacks (places to house fauna, created by stacking
tree branches, cut grass, etc.) were built. Bamboo cut downin this zone was crushed into small pieces, turned into chips,
and spread over the paths. This makes it easier for insects tocome and plant seeds to take root.
We also cleared up the trees that were originally there, leaving
as much as possible in place rather than just cutting them
down. We planted new shrubs and tall trees that blended inwith the local vegetation, considering the living conditions forthe fauna first and foremost.
New exchanges blossomed during the process of creating
the biotope, as people connected with each other. Seedlings
were purchased from potted plants grown at social welfare
institutions. Everyone in the community came together tohelp create the biotope. The tree-planting ceremony wasattended not only by employees but also by people fromvarious spheres, including people with disabilities from social
welfare institutions and technical trainees from abroad. A
chopstick-making event was held with the bamboo harvested
from the trees, and some were seen resorting to theirhandmade chopsticks for lunch then and there. We rely on
people dispatched from social welfare institutions as part ofsupervised on-site labor programs for continued maintenanceand upkeep of the biotope.
Here in the biotope, the workings of the flora and fauna, as
well as that of people, shine brightly together.

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

The Okamura Group’s Environmental Strategy Indicators and Targets Responding to Climate Change Conserving and Recycling Resources Environmental Considerations in Products and Services Conserving Biodiversity Preventing Environmental Pollution Environmental Management Special Contents

Confirming the Effect of Nature
Preservation Through Monitoring
Creating a place is not enough. It is necessary to conductperiodic monitoring to evaluate how the flora and fauna in the
biotope are faring, and how the ecosystem is changing andflourishing. We continuously feed the results back to theinvestigative process, fine-tuning the management methods
and taking measures to improve the biotope.
In October 2022, we conducted the first survey of wild birds,
said to be an indicator (measure) of biodiversity, and identified
15 species. The second survey was conducted in February
2023, when the oriental greenfinch, a migratory bird, wasseen foraging for seeds on the woodchip-covered ground in
the Satochi Zone and drinking water at the watering hole.
This indicates that Biotope Fuji has become an important
wintering ground for migratory birds. A pair of Japanese tits,
which are sedentary birds, were also observed, and we hopethat they may breed in the spring in the nesting boxes thathave been installed. The bird surveys are carried out with thecooperation of outside partners*, and with the participation of
Okamura employees as well.

The variety in the bird species observed is an indication of thediversity of the environment, and the large number of birds
indicates the quality of the environment. We will continue to
conduct surveys and learn how to maintain and manage thebiotope, so that it can evolve into a more effective shelter forflora and fauna.
*Taihei Denki ECO Partnership Project

Cherishing the Place We Nurture
Together, for a Better Future
The Okamura Group’s business activities are possible
because of the bounties of nature. But, at the same time,those same activities also impact the natural environment. As

a company that relies on natural resources, we at Okamura
believe it is important to recognize our responsibility.
Therefore, through initiatives based on the ACORN Activity
Guidelines and the Okamura Group Timber Use Policy, we willcontinue to actively help build a society in which people cancoexist with nature,
and where we cansustainably enjoy
ecosystem services(meaning the blessingsof nature).
The Fuji Plant willcontinue to make useof Biotope Fuji for community exchanges, while nurturing itwith a view towards the future together with our employees,
local residents, and cooperative partners. Development of thebiotope has improved visibility and brought us closer to the
local community. Taking advantage of this opportunity, we
prepared and posted a brief introduction to Okamura on thefence next to the bus stop, along with an information board
with easy-to-understand illustrations. We will continue toshare information on the biotope, and run it as an open,
community-based place.

I’m Starting to Think of the Biotope as “Ours”

Okamura Corporation
Fuji Plant
Environmental Conservation
Section

Masao Nemoto

I had been concerned about the fact that the area facing the main road, which in a sense is the “face” of the
Fuji Plant, was taken up by a dense bamboo forest. Wondering if that area could be utilized as a place forenvironmentally friendly initiatives turned out to be the first step in the development of Biotope Fuji. We hopethat this transformation will bring back the indigenous flora and fauna of the region, which have been declining
year by year. Nowadays, you can hear birdsong of various species. We will watch over the biotope so that it
can welcome more birds. Incidentally, we announce what is happening at the biotope on our intranet in theplant in order to attract the interest of our employees. Recently, some have been voluntarily cleaning up the
biotope. Maybe we’re starting to think of the biotope not as “something run by the company” but as “ourbiotope”. In the future, we would like to plan extracurricular nature classes for children of nearby elementary
schools, as a way to communicate with people outside of the company.
I think the image people have of the Okamura Fuji Plant is much different from what it used to be, too. Although
we have to think about how we will open the biotope to outside visitors, I would like it to be a place where
people want to take walks and let their children play. We will continue to do our best to maintain and manage
Biotope Fuji as a place beloved by everyone.

The acorn, which is indispensable for the next seed to takeroot, symbolizes Okamura’s activities, and we will continue tosow the seeds of tomorrow.

The Okamura Group Sustainability Report 2023

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Promoting
Sustainability

Company Profile

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiativesto Realize Employees’ “Work in Life”

environmentsgnti
can thr wheive
ea eople
p

n
i ro

m

nt

env

tal

me

en

g

G

lo b

al

in
su
P ur ngaee m plo yeegei n iti a ti v e sreCrContents

Global Environmental
Initiatives
Promoting Diversity and Inclusion

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Nurturing Human Resources

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Pursuing Employee
Engagement
We strive to create a healthy, safe workplace in which the diversity of each employee isrespected- an environment where every employee feels engaged in their work, cooperates
with one another, and achieves personal growth.

Responsible corporate
behavior

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive
Initiatives to Realize Employees’ “Work in Life”

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Promoting Diversity and Inclusion

Nurturing Human Resources

Health & Productivity Management

Occupational Health and Safety

Previous

Human Resources Strategy of the Okamura Group
Since its founding, Okamura has always regarded its employees as collaborators and team members who work together to make the company prosperous, and has pursued amanagement style centered on people, based on the company creed of “creativity, cooperation, frugality, savings and service.” In keeping with the founding spirit of the company
and upholding the management philosophy of “making people thrive”, we will further nurture talent and accelerate job engagement reforms to improve employee satisfaction thatin turn will support sustainable growth. We aim to become a strong Okamura that can respond to changes in the surrounding environment by enabling each and every employee tothrive in his or her work.

Our Approach for Nurturing
TalentWe aim to achieve growth for both employees and the company
based on the following approach, and by simultaneously
nurturing talent and pursuing job engagement reform.

The kind of people Okamura seeks

Okamura Basics - SMILE - To make all the people involved with us smile.
DesiredEmployee
Traits Increase corporate value by creating an environment where
each and every employee can thrive and achieve WiL-BE*,thereby enhancing engagement and maximizing results.
 B uild a human capital portfolio needed to realize
management strategies, and promote the growth andcareer development of each employee through the humancapital cycle of recruitment, development, evaluation,
treatment, and appointment.

More

ImagineLink

ExpertImprove yoursensibility, and you
will come alive

Challenge boldly,
and the work
will come alive

Be compassionate
and creative, andothers will
come alive

Love diversity andcollaboration, andthe team will
come alive

Pursue excellence
continuously, andsociety will
come alive

Comprehensive Capabilities

Skills to be Strengthened

Human Resources to be developed Ideas and Proposals

 Digital and AI technologies

 General Management

 Creation and Development

 Mechatronics technologies

 Digital Specialist

 Solutions and Execution

 Project management

 Global business and management Achieve management targets by building an organization

Human Resource Development

and allocating human resources in a way that allows for
maximized performance across the entire company, along

Shine Enhancement of step-by-step employee training program divided by purpose and rank

and active utilization of external development institutions

w i t h t he p ro m o ti o n o f th e O k a m u r a Wa y a n d t h e Development of management level human resources through Okamura Business School

strengthening of teamwork.

 Enhancement of systems in place to obtain and improve specialized skills and aid career

Human Resource Appointment
 Practical application of the right person in the right place policy
 Appointment of young employees and promotion of diversity, equity &inclusion
 Hiring of experienced people with highly specialized skills and utilization of

external resources

development* : “ WiL-BE” is the name of the work style reforms that we are promoting at
Okamura. “WiL-BE” is derived from “Work in Life” proposed by Okamura,which in turn is based on the idea that “life is composed of many parts, ofwhich work is one.”The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive
Initiatives to Realize Employees’ “Work in Life”

The “Work in Life” Approach“Work in Life” proposed by Okamura is based on the conceptthat “Work” and “Life” are not two separate things, but rather

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Promoting Diversity and Inclusion

Nurturing Human Resources

Health & Productivity Management

Occupational Health and Safety

Updating Work Style Reform
WiL-BE to Job Engagement
Reform WiL-BE 2 .0that “life is composed of many parts, of which work is one.”

Previous

Actions Related to Job Engagement Reform
WiL-BE 2.0
In addition to the four Work Style Reform WiL-BE actions(Human Development, Work Rule, Work Smart, and Work
Place), the Job Engagement Reform WiL-BE 2.0 activities will

We place work alongside the elements that make up life,

Okamura has been promoting WiL-BE, an initiative aimed atinclude a new action, Inner Communication. We pursue Job

which include family, hobbies, learning, and community.

making Okamura a company where every employee canEngagement Reform for employees by stimulating

Achieving “Work in Life” means that each individual is leading

achieve Work in Life, as part of its effort to reform work styles

communication within the company.

his or her life as he or she wants, so that “work” becomes asince June 2018.

positive factor when considering his or her life as a whole.

Starting from April 2023, Okamura updated its Work Style
Reform WiL-BE to Job Engagement Reform WiL-BE 2.0, as
part of its effort to realize a state in which each and every
employee can thrive at work with a sense of fulfillment, which
in turn will help bring about a society in which people canthrive, as stated in its Purpose.
Visualization of Actions

Human
Development

Work Rule

Structure for
Promoting WiL-BE 2.0

Employees
thriving
Innercommunication
Work Smart

Work PlaceThe Okamura Group Sustainability Report 2023

074

Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive
Initiatives to Realize Employees’ “Work in Life”

Inner Communication (Stimulating Communication Within
the Company)
We are working to maximize employee engagement under
the theme of “listening to the concerns of employees andproviding support to improve job engagement.” In fiscal 2022,
we set two goals: to improve employee engagement and tosupport employee engagement. In order to improve employee
engagement, we believe it is important, first of all, for each
employee to consider the term “engagement” to understandwhat it means for them. To this end, we are preparing to hold
Employee Engagement Conferences across the company infiscal 2023, with departmental heads in charge of
implementation. In addition, we have begun to develop amechanism to gather employees’ opinions and ideas regarding
engagement, and apply them to the other four WiL-BE 2.0
actions. We have already launched “Tell us, Masa-san!”,a channel for dialogue between employees and top
management, as of January 2023, through which
Representative Director Nakamura answers questions from
employees directly. We also plan to overhaul the existing
Employee Suggestion system in April 2023, in order toencourage more suggestions from within the company.
p. 76 for details)(See
Human Development (Nurturing Talent)
We are working to maximize employee engagement under
the theme of “setting the stage for growth and careers.”
The two specific activities to be undertaken by fiscal 2025
are “Strengthening the Organization Through Mutual
Understanding” and “Carving Out Your Own Career”.
“Strengthening the Organization Through Mutual
Understanding” is an initiative based on the idea that
improving the quality of the relationship between theindividual employee and the team/company serves as thebasis of corporate activities. In fiscal 2022, activities included
p. 90
revamping the discussion system (Seefor details)
and conducting one-on-one workshops for section managers
p. 89 for details).
and site managers (SeeGlobal Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Promoting Diversity and Inclusion

Nurturing Human Resources

Health & Productivity Management

Occupational Health and Safety“Carving Out Your Own Career” is an initiative that encourages
employees to manage their careers autonomously, through thecreation of an environment that enables each employee tochart his or her own career journey. In fiscal 2022, continuingfrom the previous year, we offered courses through thein-house university, Okamura University (abbreviated name:
p. 91 ), revamped the Challenge System
Oka-Uni) (seep. 92 ) and the Global Human Resource Nurturing(see
p. 92 ), and introduced a talent management
System (seesystem to enable employees to map out their careers
p. 93 ).
(seeWork Rule (System)
We are working to maximize employee engagement under
the theme of “creating an internal structure for a vibrant work
environment.” In fiscal 2022, we implemented Okamura Hybrid
Work in an effort to promote a work style that enhances
corporate value. This combines in-office work and teleworking,and allows employees to work according to their own style
while contributing to the team. In addition, in order tomaximize individual performance through better health, May
and October were designated as Health Awareness Months,
with e-learning programs on lifestyle-related diseases, yoga,
and self-care offered in order to improve health literacy aswell as physical and mental health. In addition to enforcing nosmoking during working hours, an initiative that we
implemented from fiscal 2021, we have also implemented an
all-day non-smoking policy on the first day of each month,called Monthly Smoke-Free Day to promote health andproductivity management with a view to achieving a healthy
p.100 ~ 101 forand comfortable work environment. (Seedetails)

Previous

toward paperless offices, we have also made it possible toaccess internal communication systems such as workflow
and chatbots on smartphones and tablets as well as
computers. We have also been working on projects torealize employee suggestions relating to DX. We are also
working to create new business models and promoting DX.
(See p. 33 for related information)Work Place (Environment)
We are working to maximize employee engagement under
the theme of “creating a vibrant place to work.”
In fiscal 2022, we were able to identify our employees’ needs
when proceeding with plans for renovation for several
locations and are continuing to make improvements.
 Renovation project lecture
Lectures were held on basic concepts of work styles andthe workplace environments that Okamura seeks to deliver– including examples of the renovations of our own officein order to convey these concepts. In these lectures wealso focused on creating systems and schedules as wellas procedures required to obtain internal approval in orderto make the project proceed smoothly.
 Renovation guideWe have begun to create a guidebook that concisely
conveys the basic concepts of the work style and theworkplace environments that Okamura aims to deliver toour clients.
 Content for external sharing
Okamura’s initiatives regarding workplace creation
are publicized externally through the publication ofresearch reports and day-to-day customer proposals. We
incorporate the feedback we get back into the company,
where it helps us create better places to work.

Work Smart (Digital Technology)
We are working under the theme of “shifting to more creative
work by using digital technology to improve productivity.”
In fiscal 2022, we have implemented measures to make
operations more efficient. For example, as well as our push

The Okamura Group Sustainability Report 2023

075

Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive
Initiatives to Realize Employees’ “Work in Life”

Dialogue Between Employees
and Management
At Okamura, fully informing employees of the realities of

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Promoting Diversity and Inclusion

Nurturing Human Resources

Health & Productivity Management

Occupational Health and Safety

Improving the Work
Environment Through Worker
Consultation

Previous

Notification of Important Matters such as
Personnel Transfers
At Okamura, in accordance with the collective bargaining
agreements concluded with the Okamura Labor Union, ourmanagement and gaining their understanding is an essential

The Okamura Group has established the Okamura Group

rules stipulate that in the event of a transfer that involves

part of the founding spirit. To this end, Representative

Human Rights Policy (seefor related information),

relocation due to work-related reasons, the employee will be

Director Mr. Masayuki Nakamura has been writing a column

and as a company, we respect the freedom of association

notified in advance and the timing and purpose of the transfer

twice a month since 2017, and disseminating informationand guarantee basic labor rights, including the right towill be explained. In addition, the rules stipulate that priorweekly in a blog since 2020. Furthermore, from 2023, wecollective bargaining.

discussion with the labor union is required for large-scale

started a new initiative entitled “Dialogue with Management:

Okamura has a stable labor-management relationship withorganizational restructuring and accompanying changes inTell me, Masa-san!”, for all Okamura Group employees.

the Okamura Labor Union to which employees belong.

personnel.

This initiative is meant to work as an ask-me-anything

Worker consultation meetings and various committee

question box, through which Representative Director

meetings are held regularly to discuss various themes such

Nakamura answers questions from employees, and theas our business performance and human resource systems.

response from employees has been great.

The Okamura Labor Union has adopted a union shop system,p. 123and as of March 20, 2023, there are 3,181 union members, witha union membership rate of 93.4%. (Seep. 153for data)

Major Worker Consultation and Committee Meetings held in Fiscal 2022
Title

April

May

Regular Worker
Consultation Meetings
Individual Committees(by theme)

June

July

AugustSeptember

OctoberNovember

DecemberJanuaryFebruary

March




The Okamura Group Sustainability Report 2023

076

Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Promoting Diversity and Inclusion

Nurturing Human Resources

Health & Productivity Management

Occupational Health and Safety

Previous

Initiatives to Realize Employees’ “Work in Life”
At the Okamura Group, we are working to create systems and mechanisms as well as better working conditions for diverse talent to flourish, while at the same time striving to offer
an environment where each employee can thrive in their work.

Initiatives to Support
Employees’ “Work in Life”

Examples of Support Systems and Mechanisms (as of March 31, 2023)
Title

No overtime day

In principle, every Wednesday is no overtime day (however, each workplace is free to set it to another day of the week)
to make employees more aware of the need to leave the office on time and encourage them to actually do so.

Flextime system

This is a system that allows employees to decide the times they arrive at and leave work, to achieve a flexible working
style. There are rules such as working a prescribed number of hours multiplied by the number of days in a month,working for at least one hour a day (super-flex), and limits on temporarily leaving work for personal reasons during
work hours, which is up to three hours, once a day. *Only for facilities with applicable flextime systems

Flexible use of annual
paid leave

We have established a system that allows employees to take annual paid leave in units of one day, half a day (in themorning or afternoon), or on an hourly basis. For hourly paid leave, employees may use three days’ worth of newly
granted paid leave on an hourly basis.

Volunteer leave

This system allows employees who are participating in volunteer work approved by the company to use up to fivedays a year out of their injury and illness leave (paid). The purpose is to help employees enhance their “Work in Life” bysupporting their participation in local community activities.

To help employees achieve “Work in Life”, it is important tocreate real systems and mechanisms to allow our diverse
workforce to flourish. For this reason, we are actively
promoting the introduction of systems such as no overtimedays, flextime, flexible annual paid leave (one-day, half-day, or
hourly), volunteer leave, and Okamura Hybrid Work. We areaiming for an environment where each employee can thrive intheir work, enhancing their awareness and taking action

Summary

through these systems and mechanisms.
Okamura Hybrid Work
(Combination of in-office
work and telework)

With Covid-19 under control, since November 2022 we have been utilizing and promoting the Okamura Hybrid Work,
which combines in-office work and telework We aim to balance both team communication and productivity through inoffice work of three days a week at our bases, and individual productivity through remote work and the use of satellite
shared office space.

Multiple-track personnel
promotion system

We have established expert positions for highly specialized employees in certain jobs, such as designers andengineers, to increase employee motivation.

Area employee system

We have established an area employee system that limits where one can work which means they will not be asked by
the company to relocate in order to transfer to a different branch or location. This would benefit those who do not wantto move their centre of life due to work.

Conversion of“job partner employee” to“area employee”

If a “job partner employee” who is a fixed-term worker wishes to change to an “area employee,” their employment
status may be changed under certain conditions.

Job Return

This is a registration system for those who have left the company due to family circumstances such as childcare,nursing care, or a spouse/partner’s job transfer, or other reasons such as to study abroad. Former employees canbe selected for re-entry to the company under certain conditions, with the aim of expanding work opportunities andsecuring outstanding human resources.

The Okamura Group Sustainability Report 2023

077

Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

Responsible
Corporate Behavior
Health & Productivity Management

Data

Previous

Occupational Health and Safety

Promoting Diversity and Inclusion
The Okamura Group is striving to improve its hiring process and its work environment based on its Diversity and Inclusion Policy. Embracing diversity, we actively recruit people
who possess a wide range of attributes, values, and ideas, and strive to create an environment where every employee can work comfortably to realize his or her full potential. At thesame time, we foster a corporate culture that can flexibly accommodate social and cultural diversity

Approach Toward Diversity andInclusion

Diversity and Inclusion Policy
Okamura defines diversity and inclusion (D&I) as respecting, recognizing, and making the most of each individual’s talents,

Okamura considers diversity a material management issue,

regardless of external characteristics such as age, gender, disability, and nationality, or internal characteristics such as lifestyle, workand has entrusted the Diversity Promotion Project, referred tohistory, and personal values. We view the promotion of diversity as a necessary component of our management strategy to achieve

as the Sodateru Project, with promoting specific initiatives.

further corporate growth, and to this end, we strive to ensure a company-wide understanding of D&I, create a corporate culture that

The Diversity & Inclusion Declaration was formulated between

enables diverse talents to flourish.

August 2016 and March 2020. Based on this, various
initiatives were started including the creation of a system toprovide support for balancing work with childcare or nursing
care, and raising awareness about our approach toward

Genderdiversity and inclusion. In April 2018, we established theDiversity Promotion Office (currently named the D&I

Age

Promotion Office). In June 2020, we formulated the Diversity

is able to envision what they want to be, consciously makean effort to grow whatever the circumstances, and contributeto the progress of the organization, together with colleagues.
To this end, we are moving forward to create a work
environment centered on the three themes of spreading
diversity and inclusion, supporting the active participation ofdiverse talent, and promoting the active participation of
women.

Careers
Experience

Diversity andInclusion Declaration

and Inclusion Policy, which summarizes the Sodateru Project
activities. We aim to be a company in which every employee

Nationality
Race

Illness
Disability

We will recognize and mutually utilize the differences Work styleand individuality of all people with whom we interact,
making Okamura a company where each individual
can fully demonstrate his or her strengths andSexualbe further motivated in their work.
Employment statusorientation

Employment history

Gender identity

Lifestyle

ValuesAwareness

Religion
Beliefs

The Okamura Group Sustainability Report 2023

078

Company Profile

Contents

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Creating a Work Environment
Where Employees Can
Demonstrate Their Abilities
Creating a Work Environment Where People
Can Demonstrate Their Abilities Regardlessof Gender

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

Responsible
Corporate Behavior
Health & Productivity Management

Data

Previous

Occupational Health and Safety

Measures to Nurture Female Leaders
Measures

Summary

Women’s Leadership Program(WLP)

Participation in women’s leadership training
programs sponsored by outside organizations

We conduct training on leadership skills and mindset in order to enable our female employees
to fully demonstrate leadership in her own way. 69 participants took the course over two
sessions in fiscal 2022 .
We send female employees in positions equivalent to section managers for training outside thecompany, where they learn about the roles and abilities expected of leaders through interactingwith participants from other companies.

From the perspective of diversity and inclusion, the Okamura
Group strives to create a work environment in which each
employee, regardless of gender, can demonstrate theirabilities, and we are implementing measures to improveunderstanding of diversity so that each employee can

VOICE

What I Learned from Attending the
Women’s Leadership Program (WLP)

leverage their differences and strengths.

Since the Powertrain Department is overwhelmingly male, I participated in the WLP in the hope that

As one of the measures, e-learning on unconscious bias waslearning how to lead as a woman would make the workplace more comfortable for me and my female juniorprovided to all employees in fiscal 2022 as required training.

colleagues to work in.

We also recognize the challenge of increasing the ratio of

There were two words spoken during the WLP that made a lasting impression on me: “unconscious bias”
and “boss management”. This means understanding the exact purpose of your work without being misled byfemale employees and female managers. In fiscal 2022, theyour own assumptions. In order to achieve this, I need to demonstrate my ability and individuality in my own

ratio of female employees in Okamura was 21%, and theway, with the help of my bosses and others around me. It is simple when put into words, but I have resolved

number of female employees in positions equivalent tosection manager or higher was 37. Okamura hired 143 newgraduates in fiscal 2022, of which 53 (37.1%) were female.
(Seep. 154for data)

Initiatives to Nurture Female LeadersOkamura aims to increase the percentage of female

to keep this in mind in my day-to-day life and take action.
Powertrain Department,
Production Division
Group 1 , Sales Department,
Sales Section

I found the time I spent with group members and listening to senior colleagues very meaningful. I learned a

Yuka Matsumoto

made me want to follow their example.

lot from them since, even though we were in similar positions, we all had different working environments andopinions. I especially found the senior employees’ policy of “not being swayed by emotions” helpful, which
I began to think about my own unique style of leadership after attending the training. I was also inspired by
the expressions we were taught to use in the lecture. Although it’s a small step, I try to consciously say “thankyou” instead of “sorry” or “excuse me”.

managers to 7% by fiscal 2024.

I would like to continue to do my best to help bring about a society and an organization in which younger

As a measure to increase the number of female managers, weemployees who follow in our footsteps will find it easier to realize their potential.

provide training to help female employees hone leadershipskills and mindsets.

The Okamura Group Sustainability Report 2023

079

Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Assessment by Society
Regarding Diversity & Inclusion

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

Kurumin Certification

Responsible
Corporate Behavior
Health & Productivity Management

Data

Previous

Occupational Health and Safety

Based on the Act on Advancement of Measures to Support

Best Workplace Recognition at the 2022 D&IAwards for the Second Consecutive Year

Raising Next-Generation Children, companies that have

Set up by JobRainbow Co., Ltd. in 2021, the D&I Awards

Obtained L-Boshi Certification (Level 2)

formulated a General Business Owner Action Plan*, haverecognize companies that are committed to diversity and

L-Boshi Certification is awarded by the Minister of Health,achieved the goals set forth in the plan and meet certain

inclusion. Based on 100 evaluation items that produce a

Labor and Welfare at three levels to companies that havecriteria, may apply for “Kurumin” certification from the Minister“diversity score” from five perspectives, LGBT, gender gap,

formulated action plans for promoting the active participationof Health, Labor and Welfare as a company that supports

disability, multiculturalism, and childcare/nursing care,of women, and that have excelled in the implementation ofchildcare.

certification is awarded as follows: Beginner (score of 1–20

initiatives, based on five criteria for evaluation: recruitment,

On November 25, 2022, Okamura obtained Kurumin

points), Standard (score of 21–60 points), Advanced (score ofcontinuous employment, work styles, ratio of managers, andcertification from the Minister of Health, Labor and Welfare as

61–80 points), and Best Workplace (score of 81–100 points).

diverse career paths.

a company that supports childcare, having achieved theIn December 2022, Okamura was recognized as a BestOn December 1, 2020, Okamura obtained L-Boshi Level 2

goals set forth in the General Business Owner Action Plan

Workplace, the highest rating, for the second consecutive

certification from the Ministry of Health, Labor and Welfare,based on the Act on Advancement of Measures to Support

year at the 2022 D&I Awards.

based on the Act on Promotion of Women’s Active

Raising Next-Generation Children, and having met certain

Best Workplace refers to “a leading company that promotes

Engagement in Professional Life (Act on the Promotion of

criteria. This was due to recognition of the company’s

diversity and inclusivity at a level that is high not only in Japan

Female Advancement). We received the L-Boshi Level 2

excellent childcare support system, employee data concerning

but also globally. Where, in addition to fostering a corporate

certification in fiscal 2022 as well.

childcare being above a certain level, and activities to raise

culture based on D&I, each employee is actively involved inThis was due to the fact that Okamura's initiatives for nurturing

employee awareness under the Parenting Support Project,promoting it too; and where the D&I philosophy is reflected intalent, including the active participation of women, as well as

p. 82 for details).
“Hagukumu Project” (seeWe will continue to foster a culture conducive to bringing up

every aspect of its services, operations, and corporate

diversity and inclusion satisfied the evaluation criteria in thethree categories of continuous employment, work styles

children, and to improve working conditions so that

The score for Okamura rose from 85 points to 89 last year.

including working hours, and diverse career paths.

employees can balance work and childcare.

We will not rest on our laurels but instead will continue toGoing forward, we will continue to promote the active
participation of women, and strive to create an environment
in which each employee can work comfortably and realizeorganization, spilling over externally as well.”further enhance our diversity and inclusion.
*G eneral Business Owner Action Plan: A plan formulated by a company tohelp employees balance work and childcare, in accordance with the Act on
Advancement of Measures to Support Raising Next-Generation Children

their full potential.

The Okamura Group Sustainability Report 2023

080

Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Supporting Employees Who Work While
Raising Children or Providing Nursing Care

Responsible
Corporate Behavior
Health & Productivity Management

Data

Previous

Occupational Health and Safety

Summary of Childcare Support System
Pregnancy

Six weeks before
childbirthchildbirth

One month afterchildbirth

Age 1

8 weeks afterchildbirthAge 2

Beforeprimary school

Primary school
Grade 3

Primary school
Grade 6Work from home

Okamura is continuously improving the work environment toaccommodate diverse work styles, so that employees whoface constraints on working times and locations due tochildcare and nursing care can still pursue the careers they
are aiming for. In January 2020, we clearly stated our goal of
supporting the balancing of work and childcare in ourcompany vision and are working to raise awareness within
the company based on this approach.

Prenatal leave

Childcare leave

Postnatal leave*1

Spousalchildbirth leave
Childcare leave*1Childcare leave at birth(postnatal paternity leave) *2
Leave for hospital visits
Exemption from overtime andholiday work

Company Vision of Supporting the Balance ofWork and Childcare

Exemption from late-night work

Okamura fosters a work environment that makes it easy
for employees to participate in childcare regardlessof gender in order for each employee to realize “Workin Life.”Shortened work hours priorto childbirth

Shortened work hours after childbirth*3
Childcare time*3

Extended breaks

Exemption from overtime and holiday work*3
Exemption from late-night work*3
Restrictions on overtime work*3Childcare support leave*3
Nursing care leave*3

Systems and Mechanisms to Support theBalance of Work and Childcare
To support employees in balancing work and childcare,
Okamura has established systems and mechanisms such as
childcare leave, shortened work hours, work from home, andsubsidies for childcare service costs.
In accordance with the enforcement of the revised Act onChildcare Leave and Caregiver Leave, employees who havenotified the company of pregnancy or childbirth are contacted
by Consultation Desk personnel and asked whether they
intend to take childcare leave or childcare leave at birth,starting from April 2022. In addition, we have established a
new postnatal paternity leave system starting from October.
Employees are allowed to work during their leave only if theywish to do so, in accordance with the conclusion of acollective bargaining agreements. We aim to create a systemthat allows employees to take childcare leave in a flexible
manner, depending on their circumstances.

Subsidy for childcare costs*3■ Available regardless of gender ■ Available only to women ■ Available only to men*1 As a rule, the period of childcare leave is up to the day when the child reaches one year of age. However, childcare leave may be extended until the child reaches two
years of age, if the employee is faced with circumstances such as being unable to enroll his or her child in daycare despite wishing to do so.
*2 Postnatal paternity leave is available to male employees as well as female employees who have not taken maternity leave due to adoption or other reasons. Working
during childcare leave is possible by signing a collective bargaining agreements.
*3 System available after returning to work

Examples of Support Systems and Mechanisms
Title

Summary

Subsidy for childcare
costs

We provide subsidies for the cost of using temporary childcare services other than daycare centers and facilities forschool-aged children, when employees go for overnight business trips or training, or in the event of a sudden illness ofa child (up to 20 ,000 yen per child per day, up to 50 ,000 yen per month, subject to conditions).

Spouse Maternity leave

This system allows employees to take a total of three days of paid leave within one month of the date of their spouse’s
giving birth. This leave is mandatory.

Interview in preparation
for parenthood

We discuss with employees how they would like to work before and after becoming a parent, and based on that
information, arrange for them to talk with the head of their department. The purpose is to share information in advanceon the work styles they would like to adopt and their plans concerning leaves, so that both the employees concernedand other members at work can carry out their duties smoothly.

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

Responsible
Corporate Behavior
Health & Productivity Management

Data

Previous

Occupational Health and Safety

Parenting Support Project(informally known as the “Hagukumu Project”)
The Parenting Support Project was launched in fiscal 2020
by volunteer members, with the aim of fostering a culturethat makes it easier for male employees at Okamura toparticipate in childcare and parenting. The Hagukumu
Project was launched in October 2021 as a successor to theaforementioned project, in response to the revised Act onChildcare Leave and Caregiver Leave, and carried out

At the Hagukumu Project final reporting session

activities for one year until September 2022.
This project was informally known as the “Hagukumu Project”(Nurture Project) because it was created with the idea of“Let’s all nurture a mindset of helping each other and become

Okamura Live :)The Challenge of the “Hagukumu Project”

https://live.okamura.co.jp/post/?id=70

allies in parenting. For those of us who manage staff, let’s bea family-friendly boss so that people can thrive.”
The project consisted of three subcommittees: awarenessraising, systems, and public relations. Eleven members,

VOICE

including the leader of each subcommittee, came up withideas, planned and reviewed measures, discussed responses
to revisions in the law, and conducted various awarenessraising activities.

Office Furniture Sales Division,
Office Furniture Division
Foreign Companies Branch,
Tokyo Sales Division
Sales Section 1 , Unit 2

Logo created by a male in-house designer who is raising children

Takuto Inaba

What I Learned from Working During
Childcare Leave
I took childcare leave for the birth of my second child. I found the growing number of employees in sales who
had taken the leave reassuring, and the option to work part-time during childcare leave helped make thedecision to apply.
The best thing about taking childcare leave was that I got to spend a lot of time with my firstborn. I think
my taking childcare leave was also very important for my older child to positively accept the new addition
to our family.
The most difficult part of taking childcare leave was the handover of work. In my case, I had many projects that
I had to hand over in the week before I went on childcare leave, and I did not have enough time to prepare.
Now that I have experienced childcare leave, I feel that it is essential
for fathers to take childcare leave for the first month after childbirth.
During the first month after giving birth, the mother experiences
hormonal changes, and her body needs to rest as well. I also
realized that paternity leave is a must, especially for the second andsubsequent births.
My boss responded very positively about my taking childcare leave.
I also felt that taking childcare leave gave me a chance to reexamine
my career, my family, and my future.

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

Responsible
Corporate Behavior
Health & Productivity Management

Data

Previous

Occupational Health and Safety

Awareness-Raising Activities to Support theBalance of Work and Childcare

Implementation of Mandatory IkuBoss
Seminar Training for Managers

As part of the effort to raise awareness of the need to support
the balancing of work and childcare, we exchanged anddisseminated wide-ranging information on childcare.

In July 2022, Okamura held the IkuBoss Seminar as
mandatory training for approximately 600 managers, in order
to inform them about the revised Act on Childcare Leave andCaregiver Leave, and to let them learn how to deal with
employees who are raising children.
At the end of the training, participants made an IkuBoss
Declaration*, aimed at consciously becoming a family-friendly
boss.

[Activities to Raise Awareness Within the Company]
C ontinued running Papa Café, a Microsoft Teams* group
set up for networking among fathers and prospective
fathers for the purpose of sharing information of the“Hagukumu Project” as well asC reated educational posters and stickers on the subject ofchildcare leave M ale employees on childcare leave held roundtablediscussions
C onducted the IkuBoss Seminar, a training program for all
managers at the section manager level and above topromote the use of paternal leaveS hared information through the website, “Okamura Live :)”P ublished “Hagukumu News”, which includes the voices of
those who took childcare leave, on the internal bulletinboard siteH eld voluntary “Classes for Fathers” by Work Life BalanceCo., Ltd., a training program that encourages men to takechildcare leave

Hagukumu News and Poster

Survey of Employees Returning to Work After
Childcare Leave
We conducted a survey of employees who had returned towork after taking childcare leave, in order to understand andimprove issues in taking childcare leave. Responses regarding
procedures, satisfaction with the length of leave obtained, thetime required for handovers of work, etc. was aggregated.
Many responses in the survey by male employees mentionedthat they were glad to have taken the leave, and that it helped
them realize that childcare leave did not mean taking avacation.
We will improve our measures regarding childcare leave basedon the results of this survey, to make it easier for employees
who are considering taking childcare leave to do so.

* IkuBoss Declaration: A declaration by the supervisor to become a boss who
considers the work-life balance of their subordinates and who supports theircareers and lives, while delivering results for the organization and enjoying theirwork and private life as well.

[Activities to Raise Awareness Outside the Company] Joined the IkuBoss Corporate Alliance set up by Fathering
Japan, a non-profit organization
 S ponsored Sekisui House, Ltd.’s “Day to Think About
Childcare Leave”
 Held a seminar titled “Thinking About Childcare Leave” atSea, a co-creation space in Akasaka, Tokyo Shared information through the website, “Okamura Live :)”* Microsoft Teams is a trademark or registered trademark of Microsoft Corporationand is a tool for business chats and web conferencing.

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura GroupVOICEStore Displays Sales Division,
Store Displays Division
Branch Manager, Central Branch,
Tokyo Sales Division

Kouichi Kimura

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

Promoting an Atmosphere Conducive
to Taking Childcare Leave
In the past year, three male employees in this department alone have taken childcare leave.
It was also encouraging to see an employee who had taken childcare leave be more active in following up withhis subordinates when they in turn took childcare leave, boosted by his own experience. We feel that both theperson taking the leave and the person following up can grow as a person, nurtured by the same experience.
Regarding the preparations to make before someone takes childcare leave, we remind people to take steps
as early as possible.
Specifically, we ask each employee about his thoughts on paternity leave in everyday conversations andduring regular interviews, so that we have enough time to consider, initiate, and prepare a follow-up system at
an early stage.
Taking childcare leave requires the cooperation and understanding not only by superiors, colleagues, andsubordinates of the person concerned, but also by all parties, both inside and outside the company. It makes
me realize how important day-to-day communication is, within and outside of the company. In addition, it
is important for an organization not to become too reliant on certain people, and to make each employee’s
work visible, so that others can take over the work of those who are going on childcare leave.
As IkuBosses, let’s take the lead in creating an atmosphere and a system that makes it easy for employees totake childcare leave.

Systems and Mechanisms Supporting theBalance of Work and Nursing Care
To support employees who are providing nursing care forfamily members, Okamura has introduced a system thatallows employees to take long-term nursing care leave for a
combined period of one year (the legal requirement is threemonths). It is also possible to make use of the work fromhome system, as well as the shortened work hours system,
which allows work hours to be shortened by postponing thestart of the workday by up to one hour and by leaving theoffice early by up to one hour before the end of the workday,
respectively. In addition, we are working to create aworkplace environment in which employees who provide
nursing care for family members can continue to work withoutleaving their jobs, such as by introducing a welfare service
that allows them to use various services, including the use ofnursing care facilities and purchase of nursing care products
at member prices.

In addition, we offer support for outside nursing care (free ofcharge), with in-person consultation with experts alsoavailable The department in charge of contacting these
services and the D&I Promotion Office can also attend uponrequest.

Responsible
Corporate Behavior
Health & Productivity Management

Data

Previous

Occupational Health and Safety

prior to childcare leave and a handover schedule. Throughthese tools, we are creating an environment where employees
can participate in childcare in the way they want, regardlessof gender.
Regarding the balancing of work and nursing care, we havealso made five new videos available for employees, in addition
to the previously published “Balancing Work and Nursing
Care”. The videos are organized by theme, allowing
employees to watch the videos they need depending on theirown circumstances.
 Video Themes
1. On work styles and achieving work-life balance
2. On issues related to family
3. On money needed for nursing care
4. How to link up with professionals and select facilities
5. On caring for a sick or disabled family member

Support Book for Balancing Work andChildcare

Guidebook for Handing Over
DutiesCommunication Tools Supporting theBalancing of Work and Childcare/Nursing Care

Okamura has readied communication tools that provide
information necessary for balancing work and childcare/nursing care to employees.
The Support Book for Balancing Work and Childcare hasb e e n c o m p l e t e l y re v i s e d a n d u p d a t e d . We p ro v i d ecommunication sheets that can be used by department
heads and employees to discuss and visualize the scheduleand how to proceed when balancing work and childcare. We
have also prepared a guidebook for the handover of duties
before going on leave, including when to make preparations

Leaflet on Support for
Balancing Work andNursing Care

Videos by Theme on Support for Balancing
Work and Nursing Care

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Promoting the Employment of
Persons with Disabilities andSupporting Employment Retention
Okamura employs people with various disabilities, including
physical, intellectual, and mental disabilities. We conduct indepth interviews with each person who wishes to be
employed to understand their circumstances, and give due
consideration to needs regarding the work environment inorder to avoid any mismatches in the course of recruitment.
In addition, we are committed to creating a work environmentthat makes it easy for people with disabilities to work, andstrive to help them settle in, holding regular workplaceinterviews in order to encourage them to stay for a long timeafter joining the company.

In-Person Internships for Tsukuba Universityof Technology Students
At Okamura, each department plans and offers workshops
from various perspectives every year, with a view to providing
work experience. In fiscal 2022, continuing from fiscal 2021,
we offered internships for hearing-impaired students from the
Tsukuba University of Technology at our offices in Tokyo.
The two-day event was held on February 21 and 22, 2023, with
8 students participating. The instructor was an employee with ahearing impairment, who communicated using sign language.
This fiscal year, the workshop provided participants with anunderstanding of Okamura’s business operations and ahands-on experience of tasks broken down into parts, as wellWorkshop on gaining work experience

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

as a roundtable discussion with hearing-impaired employees.
It was a meaningful program that provided new insights forboth the students and Okamura.
This program is also useful for students to gain an early
understanding of the company during the job-hunting period,
and we plan to continue to create new matching
opportunities in the future.

Helping People with Disabilities to Settle
In at WorkAt Okamura, we have established an in-house support
system to ensure that employees hired under the quota for
persons with disabilities are able to work stably for a longtime after joining the company, through the provision of
employment retention support by the Human Resources
Department, the D&I Promotion Office in the Sustainability
Promotion Department, and other departments in charge. In
addition, when the employees join the company, we
encourage them to register with an external employment
support center, so that the extra support may help them tocontinue to work.
Generally, retention support interviews are held once amonth. After a three-party interview between the employee,
employment support center staff, and Human Resources
Department staff, matters are then discussed between four
parties: the supervisor and a staff member in charge offollowing up from the employee’s department, employment
support center staff, and Human Resources Department
staff. In the interviews, each party listens carefully, keeping in
mind the particular disabilities of the person, and notes any
issues and concerns in terms of employment, life, andphysical condition, in order to make improvements. The
employee’s department, the Human Resources Department,
and the external employment support center will work
together to consider matters such as how to make interviews
more effective, and focus on creating an environment andproviding support that will enable employees to work at
Okamura for a long time and advance their careers.

Responsible
Corporate Behavior
Health & Productivity Management

Data

Previous

Occupational Health and Safety“Working Together” Guidelines
In August 2021, we established the “Working Together”
Guidelines in order to continue to create an environment inwhich diverse employees can work together while
acknowledging differences, regardless of whether or not they
have a disability. In addition, we published a “Working Together”
Guidebook to introduce the content of the guidelines, where we
address familiar issues such as our legal obligation to employ
people with disabilities, the duty to make reasonableadjustments, and the prohibition of discriminating against
people with disabilities in order to realize an inclusive society.,
thereby promoting employee awareness of these matters.
“Working Together” Guidelines
Okamura recognizes that we can live among diversity on adaily basis by respecting each other’s individuality, showing
consideration for each individual, and by recognizing differences
while making reasonable adjustments to support those withdiverse needs.*.
 Actively deepen relationships with those around us
 Be aware of our own roles 
T he consideration shown by each person will be a greatsource of strength
By changing ourselves, we will create a new culture within theorganization, leading to the realization of a happy and fulfilling“Work in Life.”* To make individual adjustments and changes to remove the obstacles
and difficulties that arise depending on each person’s characteristics andcircumstances, so that people with disabilities can enjoy and exercise
their human rights on an equal basis with people without disabilities.

(Established August 2021 )“Working Together”
Guidebook
Character designed byin-house designer withdisabilities

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Supporting Para-Athlete Employees toBalance Work and Competitions
In April 2021, Okamura hired Kazuki Shichino, a member ofJapan's national para-table tennis team, through the Athnavi
employment support program for top athletes run by theJapanese Olympic Committee (JOC).
Kazuki works in the D&I Promotion Office of the Sustainability
Promotion Department and is in charge of D&I-related
matters and consultation services mainly relating to childcare,
employment retention support for people with disabilities, andpromotional activities such as seminars and events.
He has also represented Japan in athletics in the standingclass 6 since 2016, switching to the wheelchair class in May
2022. In November 2022, his first official competition in thewheelchair class, he won the individual championship at the
14th All-Japan Para Table Tennis Championships, and in
March 2023, he won two consecutive singles championships,
first at the ITTF Fa20 Costa Brava Spanish Para Open 2023
(Spain) and then the ITTF Fa20 Lignano Masters Para Open2023 (Italy).
Okamura will continue to support Shichino’s efforts to balance
his athletic and work life, and we look forward to him
contributing to society through his work as well as his activities
as an athlete who continues to compete on the world stage.
Based on our Diversity and Inclusion Policy, we will continue
to create an environment in which all of our employees canthrive in their work and demonstrate their abilities to the fullest.

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

Okamura Live :)Kazuki Shichino, Okamura's Para Table Tennis Athlete

https://live.okamura.co.jp/post/?id=79

Holding Events to Foster and Expand
Understanding of Disabilities
An Okamura employee who is also a para-athlete and uses awheelchair took the lead in organizing a wheelchair experience
event at the office, in order to encourage mutual understandingof working with people with disabilities.
The event was held at the Yokohama, Tokyo, and Nagoya
bases within and outside of the company, and were attended
by approximately 70 people. The external event was held atCue, a co-creation space in Nagoya, and consisted of ahands-on experience entitled, “Working with Diversity &Responsible
Corporate Behavior
Health & Productivity Management

Data

Previous

Occupational Health and Safety

Inclusion: Will you try using a wheelchair in the office with
Outsider Art?”.
We w i l l c o n t i n u e t o h o l d e v e n t s t h a t f o s t e r m u t u a lunderstanding of people with disabilities, and strive to create
an environment where everyone can work together.

Hands-on experience of wheelchairs

TOPICS
Organizing Study Sessions to
Improve Understanding of Hearing Disabilities
The Design Promotion Department in the Work Style Consulting Division has employees withhearing disabilities. In order to support each other and improve mutual understanding, study
sessions are held on a regular basis. Members with disabilities talk about how their disabilities
manifest differently, and what they wish people knew about them, which leads to better
communication and an improved work environment. Okamura Corporation uses Pekoe*, aproduct by Ricoh Company, Ltd., as a communication tool in departments with employeeswith hearing impairments to facilitate online meetings, which are more frequent since Covid-19.
Subtitles and interpretation of chats between members are routinely checked in order toascertain that information is being conveyed properly.

At an intra-departmental study session* Pekoe: A communication service for the hearing impaired provided by Ricoh Company, Ltd. All the participants in the meeting are able to check speech recognition
results in real time on their browsers, and can make quick corrections on the spot to facilitate good communication.

Winner of the individualcompetition in Spain!
Received the gold medal

Winner of the individual Para Table
Tennis Championship!
With a group of supporters from work

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura GroupVOICECreating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

Responsible
Corporate Behavior
Health & Productivity Management

Data

Previous

Occupational Health and Safety

I am Grateful for the Open Environment at
Work, Where I Can Ask for Help Anytime
Izumi Nakayama
I am in charge of general affairs in the Product Procurement Office, Planning Department, Production Division.
At the company I worked for previously, I was hired without their knowing of my disability, and I did not disclose it
during my employment there. I finally told them that I had a mental illness, but they did not understand, and I leftthat job after a year and a half.
Okamura is the first company for which I am working within the framework of employment for people with

(At the time of the interview)
Product Procurement Office, Planning
Department, Production Division

disabilities. I started working at Okamura following a one-year break after leaving my previous job, so although

Mizuho Maehara
Center: Idumi Nakayama
Right: Noboru Baba,

How much can I talk about my symptoms and the side effects of my medication? These concerns gradually

Left:

Manager,
Product Procurement Office

I was in good physical condition, I felt anxious about working. What does “reasonable adjustments”* mean?
diminished as I consulted with people around me during monthly meetings and carried out my daily duties.
In addition to meetings with the HR department, I was granted one-on-one meetings within the department, andwhen I confessed that I found it difficult to check documents due to the noise around me, they recommended usinga private room to work.
Whenever there is something I don’t understand, I have the peace of mind of knowing I can ask for help. Every day
I spend working at Okamura is precious for me. I would like to continue to do the best I can, with the support of themany people around me.
* Reasonable adjustments: To make individual adjustments and changes to remove the obstacles and difficulties that arise depending oneach person’s characteristics and circumstances, so that people with disabilities can enjoy and exercise their human rights on an equalbasis as people without disabilities.

Noboru Baba, Nakayama’s superior and Manager, Product Procurement Office
What I consciously try to create a good environment for Izumi to work in happily is to make sure I answer all
her questions properly. She asks me for directions each time when her workload increases, and I communicate
the priorities. It has been two years since she joined the company. Although she worries about new tasks, sheapproaches them with care and produces good results. I would like to encourage her to continue in that direction.
Mizuho Maehara, colleague
By having Izumi communicate clearly in advance what needed to be taken into consideration for her, we wereable to eliminate each other’s concerns and work together to create a comfortable working environment in thedepartment. I often work from home and am not always in the office, so I tell her that she can always ask questions
or voice concerns via chat, in order to make her feel comfortable. She has been entrusted with more work recently,
and I expect her to take on many new challenges and fulfill her potential in the future as well.

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life”

LGBTQ Initiatives
Establishing a Consultation Service for LGBTQ
People and Updating In-House Facilities
At Okamura, we have set up a consultation service and a
dedicated e-mail address as a way to listen to the concernsof LGBTQ people.
In addition, we are continuing to update in-house facilities inorder to reduce the stress experienced by members of the
LGBTQ community at work. The Fuji plant changed thesignage for the restrooms and installed gender-free, privatechanging rooms in 2017.

Global Environmental
Initiatives

Pursuing Employee
Engagement

Promoting Diversity and Inclusion

Nurturing Human Resources

Promoting Diversity
Recruitment
In order to promote diversity, Okamura emphasizes diversity
in its recruitment activities and employs a wide range of
people regardless of gender or nationality.
When recruiting new graduates, we arrange to meet withstudents from all over Japan. Information sessions about thecompany are also held online, making it easier for students fromall over Japan to participate. We also aim for diversity inrecruitment in consideration of equal employment opportunities.
Gender is not taken into consideration in the selection process,and we ask applicants to identify as one of three: male, female,or other.
Regarding mid-career recruitment, in addition to actively
hiring mid-career talent with specialized knowledge, we also
promote the development of core human resources byimproving initiatives and training that enable each and every
employee to fully demonstrate their abilities. In recent years,
an increasing number of employees who have left thecompany for reasons such as childcare, nursing care, or a
spouse’s transfer have rejoined the company through the"Job Return" system. This is another way in which we strive
to expand the employment opportunities for diverse humanresources and support their career development.

Responsible
Corporate Behavior
Health & Productivity Management

Data

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Occupational Health and Safety

Promoting the Active Participationof Senior Employees
Okamura already had a reemployment system that allowed
employees to continue working after the age of 60 if they
wished to, but in order to further promote the active
participation of senior employees, the mandatory retirement
age was progressively raised starting from March 2018, and
it is now set at 65 as of March 2022. Even past the age of60, employees will be evaluated based on their performance,
and in principle, they will be rotated among positions in orderto develop their talent.
In addition, as a measure to encourage senior employees toplay an active role in the company, we provide career support
training for employees in their late 50s, giving them time toreflect on their careers up to that point and to prepare for the
future. We have received a great deal of positive feedback
from employees who have participated in the training, and it
has become one of the most important systems under which
senior employees play an active role in the company.
Through these initiatives, we are striving to create anenvironment in which experienced senior employees arehighly motivated to work.

Private changing rooms that have been installed, separate fromshared changing rooms (Fuji Plant)

Use of Internal Names
At Okamura, we allow the use of names to be called within thecompany, such as maiden names, in order to accommodate
marriage and other circumstances as well as LGBTQ issues. It
is possible to use a name, such as a maiden name, that isdifferent from the name on the family register, in e-mailaddresses, business cards, company newsletters, employee
ID cards, and to register in internal systems.
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Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Human Resources Strategy of the Okamura Group Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Nurturing Human Resources

Health & Productivity Management

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Data

Previous

Occupational Health and Safety

Nurturing Human Resources
The Okamura Group clearly states in its Human Resources Policy that it “actively provides training necessary to develop and demonstrate employees’ abilities as well as to achieve
cooperation, harmony, and promote the desire for self-development.” In addition, in our three-year Midterm Management Plan starting in fiscal 2023, we set out our aim to nurture
our staff so that employees and the company can grow together. The Okamura Career Journey is one in which each and every employee continues to envision his or her future
career and achieves personal growth through diverse experiences. For this to become reality, Okamura strives to offer more opportunities that foster mutual understanding among
employees, opportunities to continue learning, and opportunities to take on new challenges.

Providing Opportunities that
Foster Mutual Understanding
Okamura aims to improve the performance and motivation ofindividual employees as well as the organization as a whole,by providing an opportunity for managers and staff to pursue
actions based on considerations for each other’s job
satisfaction in a workplace where all staff are on good terms.

Career Counseling Opportunities
For the purpose of onboarding* junior employees, we provide
opportunities for employees who are in their first to third yearof employment to meet with personnel from the Human
Resources Department, the Human Development Department,
and HR staff in their respective divisions to think about theircareers and advice on work and life.
* O nboarding: Initiatives to help retain new employees in the company andorganization and to raise their effectiveness by helping them settle into theworkplace as quickly as possible

Instructor System
We have introduced an instructor system whereby new
employees receive one-on-one support from a senior
employee who assumes the role of instructor for the first year
after they join the company, and for six months for mid-careerhires.

This reciprocal relationship provides an opportunity to growfor both, as new employees and mid-career hires learn on the
job and instructors get to teach and nurture others. Bothparties meet monthly to strengthen their communication. If
the meeting is accompanied by a meal, the company
subsidizes the cost. How the meetings are going and theprogress of the new employees and mid-career hires isshared with their superiors and departmental staff in chargeof training, to ensure that the entire department is involved intheir development.

“1 on 1” Meetings
We carry out “1 on 1” meetings, in which supervisors set
aside some time to talk to their staff so that they may
understand each other better, help junior employees grow,and help improve performance as an organization.
For subordinates, it is an opportunity to discuss their own
growth and career development, as well as seek advice on
issues for improvement in their work, the team, and theorganization. For managers, it is an opportunity to build a
relationship of trust and mutual understanding with their staff,
promote the growth of each individual and the organization,and check in on how their staff are doing (including checking
their physical and mental health).
In addition to conducting “1 on 1” workshops for all section
managers and site leaders of production plants, we also
share video content and e-mail newsletters on a monthly
basis to support those who conduct the meetings.

Goal Management Interviews andDevelopment Interviews for Employee Growthand Career Development
Okamura places importance on opportunities for dialogue
between managers and staff for employee growth and careerdevelopment. We conduct goal management interviews
during evaluations as well as development interviews for the
purpose of thinking about career design.
In goal management interviews, direct managers meet with
their staffs twice a year to discuss short-term issues andresults, for the purpose of setting and evaluating work goals.
In development interviews, secondary evaluators meet withstaff once a year to discuss medium-term issues, for the
purpose of sharing information on future aspirations andcareer design.

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Contents

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Human Resources Strategy of the Okamura Group Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Nurturing Human Resources

Health & Productivity Management

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Constructive Dissolution of “Change Your
Work Style! Project” and the Renewal of“Dialogue”
At Okamura, we have promoted the “Change in Work Style!
Project,” an activity to improve productivity, raise awarenessregarding work and for employees to take the initiative inreconsidering and changing their own work styles, since April

reform “WiL-BE” Work Rule actions in April 2019. During the

ItemFrequency andparticipants

Summary* Depending on the theme, it is permissible for managers to not participate* Changing to small groups is permissible depending on the purpose

20 minutes to 1 hour during working hours

Location

At company facilities in principle (also permissible to use external facilities suitable for the dialogue)

Unit

Set according to department size and theme (small groups are also possible)
Face-to-face, online, hybrid (face-to-face + online)

Method* If meetings are held online, participants must have their cameras on to give the impression of a face to face meeting.
* It should not be conducted in a one-way reporting format* An objective and theme are set for each month, and opinions exchanged regardless of position in the company.
Even when divided into groups, it is desirable for each group to discuss the same theme set by the department

Choose from Mutual Understanding, Improvement, Study, or Education

fiscal 2021, the project helped establish a culture ofin the workplace, and also helped change employees’

Occupational Health and Safety

At least once a month; all employees of the department (recommended)

Duration

three years of company-wide activities from fiscal 2019 todiscussing improvements for work that could be implemented

Previous“Dialogue” Main Rules After Renewal

2017. It was expanded into a company-wide activity called“Change Your Work Style! Project” as one of the work style

Data

Themes* For the Education theme, the topic is decided by the company* It is permissible to either discuss a single theme over a longer period of time or to change the theme every month* A review of the Dialogue will be held in June every year from fiscal 2023 onward.
Heads of departments should facilitate the Dialogue with care, so that members will feel some results have been achieved by that time

thinking toward realizing “Work in Life”. The “Change Your
Work Style! Project” was constructively dissolved in fiscal
2022 to avoid duplication of activities, as workplace
improvements, which had been the purpose of the “Change

VOICEYour Work Style! Project”, was also taken up in “Dialogue”,
an activity that has been going on since the company was
founded.
“Dialogue” is a way for people working in the same workplace
to deepen mutual understanding and learn from each other. It
is an initiative to improve workplace issues and is part of theculture that has taken root within the company since its
founding. It is our aim to create a better company and abetter place to work, by allowing employees to engage indialogue freely, regardless of their position or age.
“Dialogue” was renewed in January 2023. It is now led by thehead of each department, and the company recommends
that it be held at least once a month, based on the four
themes of “mutual understanding,” “improvement,” “study,”and “education.”

Plant Department II, Production Division
Production Engineering Section,
Engineering Department, Fuji Plant

All members of the
team

Creating a Workplace Where Female andElderly Employees Can Work Comfortably,
through Dialogue
In June 2022, the Production Engineering Section of the Engineering Department at the Fuji Plant helda Dialogue session on the theme of creating a comfortable working environment for women and elderly
employees. The reason for choosing the theme was the fact that a female employee had been assigned to
the Production Engineering Section for the first time. Since some team members are elderly, we decided that
this was a good opportunity to discuss once more what we find inconvenient in the course of our duties andwhat we think should be done differently, and to improve the work environment to make it easier to work
regardless of gender or age.
Some of the comments that surfaced during the discussion included, “Our working environment is pleasantenough for team members to feel comfortable when calling to each other for help, but it is difficult to ask
for help when I have to pick up items located in high places or carry heavy objects when other people
seem busy,” and an elderly member said, “My eyesight is poor and the work area is dark, which leads tomisalignments when I am marking with a scriber*, making it difficult for me to do the work.”
After we held this Dialogue, we were able to receive feedback such as, “Team members are calling out to one
another more, and it has become easier to ask for help when I need it,” and “Work is much easier now that
additional lighting has been installed in the work area, and we have new tools now, such as digital calipers.”
The improvement in mutual understanding and in the work environment makes it possible for us to enjoy ourwork every day. We would like to continue to participate actively in future Dialogues as well.
* Scribing: Marking lines, hole positions, etc. that serve as cues for machining on the surface of a workpiece, in accordance withthe production blueprint.

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Contents

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Human Resources Strategy of the Okamura Group Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Nurturing Human Resources

Health & Productivity Management

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Providing Opportunities toContinue Learning

Manager training

Managers
Section manager training

Occupational Health and Safety

Okamura University

2nd Year Training

GLOBIS Unlimited Learning

Young
employees

Correspondence education

Instructor training

3rd Year Training

Elective training/self-development

DX learning platform

Middle leader training

Women’ s Leadership
Program

Leaders(Mid-level)

Next-generation
leader training

At Okamura, career support training programs are held for
employees who have reached the ages of 29, 34, 56, and 59,
to encourage career planning, raise awareness, and lead to
self-realization.
The theme of this career support training is “Stop for a
moment and think about who you are going to be from now

Appraiser training

Career training at 29 and 34

Training Programs for Career Considerationand Life Plans

Subject-specific/
selective training

Required training

Grade-Specific Training
Okamura conducts grade-specific training according toemployees’ length of service, promotion, etc. We haveestablished a curriculum for junior employees in their first to
third year of employment, with the goal that at the end of
their third year at the company they will be “a talented worker
who has achieved self-growth through trial and error that canachieve results through teamwork with others.” Training is
conducted based on themes that match the respective
objectives for the first, second, and third year. The follow-up
training sessions, aimed at consolidating learning andfostering a sense of solidarity, is one example of suchthematic training. In fiscal 2022, it was conducted in the formof face-to-face multi-day training, thoroughly observing
measures to prevent the spread of Covid-19. For employees
in their fourth year of employment and beyond, we provided
training emphasizing practical aspects and networking at thetime of their promotion. Through a blended training programthat combines pre- and post-training knowledge input
through e-learning, group training, group discussions, etc.,
we enhance the efficiency of learning.

Previous

Training Program System (Sponsored/Co-Sponsored by the Human Development Department)

Career training at 56 and 59

Okamura is working to make employees aware of qualification
grades and role expectations in the job qualification system
based on our human capital portfolio and to provide
opportunities to fulfill them, and to support career development
for personal growth and improvement of abilities.

Data

New Employee Trainingon.” The training is designed to help employees learn about
themselves and think about how their careers and lives will
unfold from now on from different perspectives, bycommunicating with other employees of the same age withdifferent types of jobs and experiences.

Okamura University (Abbreviation: OkaUni)
Okamura opened Okamura University in 2020 with the aim ofl e t t i n g i t s e m p l o y e e s d e s i g n l e a r n i n g p ro g r a m s f o rthemselves. In fiscal 2022, the third year since its opening,
we expanded courses related to business skills, providing
students with opportunities to think about their future careersand personal growth.

E-learning System “GLOBIS Unlimited” andCorrespondence Education
In response to our employees’ desire to learn, we provide
correspondence education consisting of the “GLOBIS
Unlimited” e-learning system operated by the GLOBIS
Corporation as well as courses offered by five educationalorganizations, as opportunities for employees to learn
independently without being constrained by time or location.
It is possible to choose content from a wide range of topics,
including manufacturing-related knowledge, business skills,
DX, health, and SDGs.

The Okamura Group Sustainability Report 2023

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Contents

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Human Resources Strategy of the Okamura Group Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Nurturing Human Resources

Health & Productivity Management

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Providing Opportunities for
Challenges
Okamura continues to provide opportunities for employees totake on challenges with a view toward a creative andinnovative future, and for each and every employee to achieve
their career goals.

Challenge System
When new team members are needed due to new development
or expansion of business, or when a department’s strategy
requires personnel with specific knowledge or qualifications,we openly recruit within the company. Employees who apply
have the opportunity to take on the challenges of different
business units and wide-ranging roles. In fiscal 2022, 15
employees were selected for new positions after going throughinterviews and screening processes.

related to overseas business, or be posted to overseas
subsidiaries to work following local culture and businesscustoms, etc. We nurture comprehensive adaptability forworking overseas in our employees by having them gain
practical business experience. In fiscal 2022, seven employees
studied English and two studied Chinese at language schools
in Japan, of which one went on to study at a language schoolin the U.S., and three transferred to the International Sales &Marketing Division, where they are playing an active role.

Study Abroad Program
In order to respond to technological innovation andglobalization, we have established domestic and overseas
study programs to provide employees with opportunities to

VOICE

Self-Assessment System
At Okamura, we have introduced a system that allows
employees to declare their preferred duties and departments,
based on the idea that employees are most productive when
they are engaged in a job that gives them a sense offulfillment and satisfaction. The declared information is taken
into consideration in the job rotation.

Overhaul of the Global Human Resource
Development System
We overhauled our global human resources development
system in fiscal 2022, with the aim of nurturing global talentcapable of responding to our expansion in overseas markets.
Persons selected through an open application process will takea break from their regular duties and attend language schools
in Japan for three months of intensive study. In addition toconversation, grammar, and business communication, there arecourses in cross-cultural understanding and other topics aswell. After completing language training in Japan, theemployees will study languages abroad, engage in work

(At the time of writing)Store Displays Sales Division,
Store Displays Division
Branch Manager, West Branch,
Tokyo Regional Sales Division

Yuhiro Takamura

Data

Previous

Occupational Health and Safetyacquire a wide range of new technologies, skills, andknowledge. If nominated or recommended by the company,
or approved upon application by the employee, he or she
may study at educational institutions or companies in Japanor overseas. A number of our employees have trained or
studied abroad at corporations, foreign universities, andbusiness schools in Japan up until now.
The domestic and overseas study programs are fundedbased on educational scholarship rules established to honor
the late Kenjiro Yoshiwara, founder of the Okamura
Corporation, and to advance one of his mottos, “Business is
People.” The educational scholarship rules specify the details
regarding the expenses that the company covers and thehandling of duties during the time spent studying abroad.

Launching a Curriculum for Junior Employee
Training, Inspired by My Experience Studying Abroad
Several years ago, I participated in a training program for next-generation leaders that took me to the areas
affected by the Great East Japan Earthquake. I was quite overcome by the stories of leaders who had
withstood the disaster. I realized that I was the proverbial “frog in a well,” and felt a strong urge to breakthrough and see the great oceans of the world. I subsequently took advantage of Okamura’s study abroad
program and attended graduate school with the aim of obtaining an MBA.
Through this experience, I learned three important things. The first was the basic framework of “people,
goods, and money” as the foundation of business and way of perceiving things, the second was theimportance of human networks, and the third was the need to cultivate willpower. Through my discussions
with people of various ages working in various industries, I continuously improved myself, and learned to see
things from multiple perspectives while discussing our respective aspirations. I will forever cherish the friends I
made in graduate school, who shared my aspiration of making the world a better place through work.
After obtaining my MBA, I once again felt the desire to make the store display business more exciting. I felt it
was necessary to obtain the cooperation of numerous colleagues in order to achieve this. Taking cues fromwhat I learned abroad, I launched the Think & Link Seminar, an educational curriculum for junior employeesthat connects the units of the Store Displays Division vertically, horizontally, and diagonally, together with mycolleagues in the company. Currently, members who have succeeded me are running the program, now in its
third term, and the different divisions in the Store Displays Division are beginning to connect in all directions.
I think that “loving people, creating places” depends on the engine of people thriving in their work. I would liketo continue creating systems and environments where each and every person can find what they want to do
and take on challenges as my lifelong vocation.

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Contents

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Human Resources Strategy of the Okamura Group Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Nurturing Human Resources

Health & Productivity Management

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Succession Planningand the actions necessary to address them (see(Next Generation Leader Training,
Okamura Business School)for details). The program is held once a month for a year on

Okamura is nurturing next-generation management talentand takes up a wide range of selected themes includingthat can be relied on to implement change, for the company

corporate management. The third is dispatching some of theto grow sustainably, and to enhance its ability to respond to

employees who have completed the training programs to

the changing business environment. Through educational

external training programs or business schools in Japan, toprograms, we hone the synergistic elements of experience,

provide them with opportunities to share their diverse

knowledge, and intuition, and implement measures in threeknowledge and sharpen their managerial sensibilities bothstages that enable management personnel to chart their own

within and outside the company, which in turn will allow themcareer journeys and accumulate knowledge. The first suchto leverage the knowledge they have acquired in the field.

p. 113an in-person basis under the guidance of visiting consultants

program is a 9-month Next-Generation Leader Training fornon-managerial employees to acquire business skills andstudy action learning, in order to present proposals on thecompany’s issues to the Representative Director and Board
Members (97 employees have attended up till now). The
second is the Okamura Business School, which opened in
2022 for managers (13 employees attended in the first term).
In addition to talks by visiting lecturers, internal and external
directors present lectures that identify management issues

Data

Previous

Occupational Health and Safety

Mechanisms that Serve as theFoundation for Career Journeys
Okamura is trying to make the information regarding humanresources more visible, in order to offer employees afoundation for their career journey.

Introduction of a Talent Management System
Based on the recognition that information regarding humancapital, such as the knowledge and skills possessed by
employees, is an important management resource, andseeking to utilize it, we introduced a talent management
system as a means to maximize employee and organizational
performance and to increase the mobility of workers to ensurethat the right employee is placed in the right job. Until now,
employees have not had the opportunity to view or register
their transfer and promotion histories, job descriptions, andperformance data. But with the introduction of this system,
employees will be able to review their career trajectory on aregular basis, and by registering information in the system
voluntarily, they will have an opportunity to consider what kindof career they wish to pursue in the future and how they want

Succession Planning: Steps to
Nurture Managerial Talent
TargetPurposeto grow. Department heads can also review the development
Measuresof their staff in light of their experiences and performance,
and think about the future careers of their staff.

Managers

General staff

Nurtureexecutive-level
managercandidates

Nurturenext-generation
leaders

External Training/
Study Abroad
OkamuraBusiness School

Next Generation
Leader Training

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093

Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the OkamuraGroup

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Pursuing Employee
Engagement
Nurturing Human Resources

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Health and Productivity Management
We at the Okamura Group have positioned health and productivity management as the foundation for “Work in Life,” and we have established the Okamura Health and Productivity
Management Declaration. We are moving forward with initiatives such as expanding the types of health examinations available and implementing better disease prevention
measures, as well as encouraging employees to use up their annual paid leave, thereby striving to create a workplace that takes employee health into consideration. We also
provide health literacy education and share relevant information so that employees are more aware of their health and can work toward improving their own physical condition.

Promoting Health andProductivity Management
Toward Health and Productivity Management Our Declaration
The Okamura Group considers the maintenance andpromotion of the physical and mental health of employees amaterial management issue. Accordingly, the Okamura Healthand Productivity Management Declaration was drawn up in
September 2017 in order to promote health and productivity

The Okamura Group respects the diversity of its
employees and believes that the physical and mental
health of all the people involved in our corporate activities
to be the foundation for everything we do. In order torealize “Work in Life,” we hereby declare that we will
strive to maintain and promote both physical and mental
health, as well as maintain a healthy work environment sothat employees can continue to thrive in their work. We
aim to become a company trusted by society throughthe continuous provision of healthy and comfortableenvironments for people and for society.

Realizing “Work in Life” Through Healthand Productivity Management We will strive to maintain and improve the physical andmental health of each employee through activities for health 
We will create a healthy and safe work environment foreach and every employee

Expansion of health management

Realize“Work
in Life”

again the importance of health to help realize “Work in Life,”w e re v i s e d t h e d e c l a r a t i o n i n A p r i l 2 0 2 0 . We h a v esystematized our activities aimed at promoting employee
health, and are implementing health and productivity
management strategically.

[Priority Measures] Ensure 100% uptake of regular health examinations andcarry out post-exam follow ups
 Improve the uptake rate for secondary health examinations
 Mental health measures⃝ 
Promote interviews with occupational physicians basedon stress check results, and arrange for interviews withoccupational physicians for employees who work long hours⃝ 
Address presenteeism* to improve performance values
 Improve the annual paid leave acquisition rate Encourage employees to quit smoking
 Improve implementation rate of specified health guidance Eradicate work-related accidents and traffic accidents with“safety” as the highest priority*Presenteeism (working while sick): A state in which productivity drops due tohealth issues

Maintain andpromote both
physical andmental health

Health measures

Eliminatework-related
accidents

Lifestylediseases

Diseases
specific to
women

CancerRegularhealthexamination

Improve
literacy

Cigarettes

MentalhealthReducing
total actual
work hours

Healthy
workplaces

Foundation of Okamura Health Management
Formulation of Okamura Health Management Declaration/
Establish a system to promote health management/
Identify health-related issues and set measures

The Okamura Group Sustainability Report 2023

094

Health management road map

management throughout the company. Recognizing once

Okamura’s Approach to Health and Productivity Management
Okamura Health andProductivity Management Declaration

Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the OkamuraGroupPursuing Employee
Engagement

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

History of Our Activities Aimed at Maintaining
and Improving Employee Health
The Okamura Group established the Okamura Manufacturing
Health Insurance Association (currently the Okamura Group
Health Insurance Association) in 1967 with the aim of
becoming a vibrant company that emphasizes health. In 1992,
the Labor-Management Joint Work and Health (WH) Promotion
Committee was established to promote initiatives aimed atachieving harmony between work and health. The HealthManagement Office was established in 2011 to strengthen theorganizational basis for promoting employee healthmanagement. In 2017, the name of the committee waschanged from the WH Promotion Committee to the Health andProductivity Management Promotion Committee, and the
Okamura Health and Productivity Management Declaration
was drawn up. In 2020, we changed the name of the HealthManagement Office to the Health Promotion Office, and we areworking to strengthen our initiatives to maintain and promote
employee health in cooperation with the Okamura Labor
Union, the Okamura Group Health Insurance Association, andoccupational health staff (such as occupational physicians andpublic health nurses).

Health and Productivity Management
Promotion Committee
The Health and Productivity Management Promotion
Committee meets twice a year, in April and October, topromote initiatives to maintain and improve the health of
employees. This committee is composed of the Board Memberin charge, the Human Resources Department, the Okamura
Labor Union, and the Okamura Group Health Insurance
Association. It examines such issues as management ofworking hours, encouraging employees to use up annual paid
leave, types of health examinations offered, disease prevention
measures, and the creation of health-conscious workplaces.

Occupational Health Staff
14 occupational physicians, 2 public health nurses, 4registered nurses, and 1 industrial counselor make up thecore of our occupational health staff and serve to maintainand improve employee health, conducting regular healthexaminations, stress checks, and workplace inspections inaccordance with the law.

Nurturing Human Resources

Responsible
Corporate Behavior

Data

Health & Productivity Management

Previous

Occupational Health and Safety

System for Promoting Health and Productivity Management
WiL-BE Promotion Committee
Leader: Representative Director
All Executive Officers + Labor Union Chairman

Health Management Promotion Committee
Board Member in charge

Human
Resources
Department

Okamura Labor Union

Collaborative Health(collaboration with
Health Insurance Association)

Persons in charge of healthpromotion in the Human
Resources Department
Occupational physician/public health nurse/counselor

Okamura Group Health
Insurance Association

Persons in charge of healthand safety in the
Human Resources Department

Occupational
health staff

Each location

Each plant

Each location

Each plant

Occupational physician/nurse/
health supervisor

Occupational physician/nurse/
health supervisor

Persons in charge of healthand safety

Persons in charge of healthand safety

Initiatives for health maintenance and promotion in fiscal 2022, and implementation records
Title

Health and Productivity
Management Promotion
Committee

April

May

June

July

AugustSeptember

Regular health examinations

November December

January

February

March





(primary health examinations)

October

Follow-up of secondary healthexaminations and health guidance





































Stress checks
Interviews with occupational
physician/head of department

























Promotion of systematic use ofannual paid leave

























Management of long work hours

























The Okamura Group Sustainability Report 2023

095

Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the OkamuraGroup

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Acceptance of Nursing Students as Interns
Okamura accepts university nursing students once a year as
interns undergoing occupational health nursing training, tosupport the development of human capital in the field ofoccupational health. We arrange and conduct programs
every year in the area of occupational health, such as healthmanagement services, health promotion services, andoccupational health and safety.

Pursuing Employee
Engagement

Global Environmental
Initiatives

Nurturing Human Resources

Consultation Services for Mental andPhysical Illnesses Specific to Women
Women sometimes suffer from physical and mental issues
due to menstruation and hormonal imbalances. We have set
up a consultation service for maintaining mental and physicalhealth for each life stage, where female employees canreceive advice from two female occupational physicians.

Establishing Health Consultation Services

Okamura’s Mental Health Measures
Comprising Four Kinds of Care

We have established consultation services both in-house andoutside of the company, so that employees can consult on their
physical and mental health. Occupational health staff(occupational physicians, public health nurses, registerednurses, and occupational counselors) are available through inhouse consultation services. In addition, occupational physicians
and registered nurses at each plant collaborate with the Human
Resources and General Affairs Section to provide support.
Regarding external consultation services, we introduced a new
chat-type medical consultation service for Okamura Group
Health Insurance Association members in April 2021. It
provides an environment where members can informally andanonymously consult with medical specialists about theirmental and physical problems 24 hours a day, 365 days a year.

At Okamura, we actively care for our employees’ mental
health as part of our effort to create a mentally healthy
workplace. Based on the Ministry of Health, Labor andWelfare’s “Guideline for the Maintenance and Promotion ofWorkers’ Mental Health,” we promote measures from the four
perspectives of self-care, line care*, care by in-house healthstaff, etc. and care by outside resources. Specifically, throughimproving employees’ health-related awareness andencouraging them to put that knowledge into practice, bettersupport from department heads, care by in-house medical
staff, and support from external medical institutions, we
provide preventive measures against mental issues andillnesses, care for those affected, and support employees’
return to work after their leaves of absence.

Responsible
Corporate Behavior

Health & Productivity Management

Occupational Health and Safety

Self-careLine care

TheoryFor department heads
and section managers:

E-learning:
Positive self-careLine-care training

Practice
Refreshing activities for health:
Yoga

Care provided byin-house staff

Care provided by outside
resources (such as externalInternal consultation services
Health consultations and support forphysical and mental recovery provided
by occupational physicians, publichealth nurses, registered nurses, andindustrial counselors

medical institutions)
Chat-type medical consultation
services
Support from medical specialists
24 hours a day, 365 days a year

*Line care: As part of mental health care measures in the workplace, the necessity
for department heads etc. to quickly recognize any irregularities or changes in
the condition of subordinates, and to take appropriate measures to reduce stressthrough interviews and improvements to the work environment.
*Absenteeism: Being absent from work or missing work

Effects of health investment
Indicators related to the status of initiatives forhealth investment measures

Indicators related to changes in the awareness andbehavior of employees

 Promote uptake of secondary health examinations
 Introduce a health app
 Provide healthy snacks and drinks

 Improve the uptake rate for secondary health examinations
 Increase the number of users

 Increase the percentage of employees who eat healthy
 Increase the percentage of employees who exercise regularly

CancerCigarettes

 Reduce smoking areas/prohibit smoking during work hours
 Implement monthly No Smoking Day
 Implement online smoking cessation program Reduce the number of outdoor smoking areas
 Increase the number of program participants Reduce the smoking rate and number of smokers
 Improve level of understanding on second-hand smoking

Mental health
Improve literacy
Diseases specific to women Implement e-learning for self-care
 Implement refreshing health activities/line-care training Hold women’s healthcare seminars

 Improve the participation rate for self-care e-learning Maintain 100% participation rate for line-care training Improve the participation rate for women’s healthcare seminars

 Improve the rate of practicing self-care
 Improve the level of literacy

Reducing total actual
work hours

 Thorough plan management
 Implement no overtime day Encourage employees to take consecutive paid vacations

 Improve work execution rate based on plan Improve the annual paid leave acquisition rate Reduce differences in work performance in relation to the plan Increase the number of days of annual paid leave taken

Healthy workplaces Implement KY activities Gather information on near miss incidents
 Monthly checks of dash cam images

 Improve implementation rate of KY activities
 Improve the rate of checking dash cam images

 Reduce minor cuts and injuries
 Zero company car accidents

Regular health examination
Lifestyle diseases

Previous

Okamura’s Measures for Mental Health Care:
Four Kinds of Care

Map of Health and Productivity Management Strategies
Health investment (measures)

Data

Health-related final target metrics

Management issue to beresolved through healthmanagement

Maintain and promote both physical andmental health Reduce presenteeism Reduce absenteeism

Realize“Work in Life”
Eliminate occupational accidents
 Zero work-related accidents
 Zero commuting accidents

The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the OkamuraGroup

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Assessment by Society of
Health and Productivity
Management
Certified as a Health & Productivity
Management Outstanding Organization(White 500)
Okamura has been certified asa 2023 Health & Productivity

Pursuing Employee
Engagement

Global Environmental
Initiatives

Nurturing Human Resources

Certified as a Sports Yell Company 2023
Okamura is a member of the Sport in

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Balancing Cancer Treatment and Work:
Okamura’s Cancer Ally Declaration

Life Consortium, and was certified forthe third consecutive year as a Sports
Yell Company 2023 by the Japan Sports
Agency, which recognizes companies
that actively promote measures toimprove employees’ health throughsports.

Management Outstanding[Okamura’s Major Initiatives]

Organization (White 500), jointly

Won Gold at the 2022 Cancer Ally Awards

 Initiatives to encourage physical activity during Health

Okamura received the Gold Award

selected by the Ministry of
Economy, Trade and Industry and
the Japan Health Council (Nippon Kenko Kaigi), for the sixth
consecutive year since 2018.

Awareness Monthat the Cancer Ally Awards 2022,

 Initiatives to encourage physical activity during newwhich recognizes organizations that

employee training and National Occupational Health Week

support people who work while Table tennis events run by a para-athlete who uses awheelchair (Seep. 86

for related information)

being treated for cancer.
It received recognition for its

Joined the Sport in Life Consortium Introduction and use of a health app

promotion of a company culture andOkamura is a member of the Healthy work styles that allow standing work

environment where employees are able to work in goodSport in Life Consortium C ompany-wide radio calisthenics and morning stretch

health, including the promotion of health education andestablished by the Japan Sports
A g e n c y. T h e S p o r t i n L i f e
Consortium aims to carry on
the legacy of the Tokyo 2020
Olympic and Paralympic Gamesby promoting collaborative
initiatives among local governments, sports organizations,business associations, and other organizations to create
significant momentum and synergy for encouraging sports
activities across the nation, leading to an increase in thenumber of people who participate in sports.

sessions

gynecological checkups.

 S upport for sports club activities (baseball and soccer
clubs)
 Publication of a health column[Okamura’s Major Initiatives] E ducating all employees about cancer, through an
e-learning course on the effects of smoking and the needto quit Conducting line care training for new department heads
and production section managers (secondary evaluators)
 Initiatives to improve the uptake rate of gynecologicalcheckups by reflecting survey results
Cancer Ally Department website: Examples of initiatives by companies
who received the Cancer Ally Award[Cancer Ally Award 2022 Gold] The Okamura Corporation’s “Cancer andWork” policy

https://www.gan-ally-bu.com/declaration/3494

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the OkamuraGroup

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Initiatives to Promote Employee
HealthPursuing Employee
Engagement

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Nurturing Human Resources

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Health Management for Employees Posted
Overseas

Measures Against Long Working Hours

We provide health examinations and vaccinations tohealth of its employees, and in order to optimize working

Refreshing the Mind and Body

employees and their accompanying family members for thehours from the perspective of realizing “Work in Life” as well,

At the Okamura Group, both labor and management

purpose of managing their health when they are posted

Okamura has set up no overtime days, as well as a system

encourage the systematic use of annual paid leave. We also

overseas. In addition, we have introduced the Okamurathat allows hourly paid leave and super-flexible working hours

encourage our employees to take consecutive days off in order

Healthcare Program, which allows employees and their

to prevent employees from working long hours.

to improve their health and pursue leisure activities. The

accompanying family members to access local medical

average number of days of paid leave taken by Okamura

services, in order to allow them peace of mind when working

p. 77 for related information)(See
For employees who work more than the prescribed number

employees in fiscal 2022 was 12.3 days, and the acquisition

overseas.

of hours in a month, we conduct health guidance interviews

Okamura places importance on the physical and mental

with occupational physicians and provide feedback to theirrate was 65.5%. In addition, we have introduced a refreshment

managers for improvement.

leave system for employees who have been with the company

Okamura Healthcare Program: Applicable Items

for a certain number of years, as an opportunity for employees Medical consultations (illness, injury)

to refresh their minds and bodies and for self-improvement.

 Dental consultations

Stress Checks Pregnancy and delivery

Okamura conducts stress checks once a year to check and Health checkups and dental examinations

ascertain the mental health of each employee. If the results of Vaccinations

the stress check show that the employee is under highRegular Health Examinations andSecondary Health Examinations

stress, an interview with an occupational physician is

From the perspective of promoting employee health as wellas the early detection and treatment of diseases, we conduct

Ensuring the Observation of Working Hours

recommended to ascertain his or her mental health status,

regular health examinations and encourage employees to

Okamura has established its own standards for managing

and to determine the need for continuous follow-up by theundergo secondary health examinations. In fiscal 2022, theemployee working hours, which are stricter than those

employee’s family physician. In addition, WLQ* values areuptake rate was 100% for regular health examinations, andrequired by law. In addition to conducting e-learning for all

used to understand any decline in the productivity of

74.9% for secondary health examinations. After theemployees, and training regarding working hours for newly

employees as a whole that is attributable to a decline incompletion of secondary health examinations every year, theappointed managers and new employees, we will work withmental health, and to carry out measures for improvement.

results of the examination are communicated to department

the labor union to reduce working hours through appropriate

In fiscal 2022, we focused on reducing stress and caring forheads as necessary to determine whether any restrictions onwork allocation and guidance as well as improvements inmental health, conducting self-care education for all

work are necessary (based on the results of evaluations

productivity, in order to maintain and improve employee

employees and line-care training for managers. We will

regarding work) and to take appropriate measures.

health. (Seecontinue to improve on our measures to maintain and

We review the checkup items every year in order to improvehealth examinations, and add items as well as those legallyrequired based on requests from employees, such as

p. 95

for related information)

promote employee health in fiscal 2023 as well.
*WLQ (Work Limitations Questionnaire): A questionnaire that measures the rate of
decline in work performanceendoscopy options for stomach examinations and theremoval of age limits for gynecological checkups, in order toimprove the uptake rate and to enable early detection ofillnesses. (Seep. 100for details)
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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the OkamuraGroup

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Reducing Health Risks Throughthe Population Approach
In order to reduce the health risks of employees, the Okamura
Group is promoting a variety of initiatives, including providing
and supporting opportunities to participate in physicalexercise and sports, awareness-raising and survey activities,
based on a population approach that reaches out to a broad
range of employees.

Improving Health Literacy
Recognizing the importance of self-care and line care inmaintaining and improving the physical and mental health of
employees, Okamura focuses its efforts on health educationand the dissemination of health-related information in aneffort to raise awareness and knowledge regarding health. By
improving health literacy and having each employee care forhis or her own health, we aim to keep the team and theorganization as a whole healthy. In fiscal 2022, we haveconducted various e-learning programs to promote health,including those promoting physical activity to counter lack of
exercise, as well as on issues of smoking and passive
smoking, lifestyle-related diseases, and mental health, which
present health challenges for Okamura.
[Major Initiatives to Improve Health Literacy]
E-Learning/Videos Positive self-care Let’s think about the hazards of smoking, and the needto quit!

Pursuing Employee
Engagement

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Nurturing Human Resources

Training/Seminars

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

about smoking and passive smoking which are used as part Line care training for newly appointed department headsof our health education aimed at new employees. We try toand production section managers (secondary evaluators)

educate our employees on health starting from when they are Seminar on quitting smoking
Sharing of Information

young, by broadcasting health education videos during breaks
or before and after work during new employee training.

 Health column Health news

Initiatives Aimed at New Employees
Our initiatives to maintain and promote health include yoga,
stretching classes, and other refreshing activities led by inhouse instructors. We also have anti-smoking videos
featuring senior employees who have successfully quit
smoking, which are produced as a reference for thinking

TOPICS

New employees doing refreshing yoga during their training

Let’s Improve Health Literacy!
Health Education:“Lifestyle-Related Diseases (Diabetes)and Meal Ideas”

Okamura is offering an e-learning course, “Lifestyle-Related Diseases (Diabetes) and Meal Ideas”, to all employees, in an effort to address“Lifestyle-Related Diseases (Diabetes)”, which is one of the health issues it faces. Against the backdrop of an era when people are
predicted to live up to a hundred years, participants learned about the basics of lifestyle-related diseases, gained a thorough knowledgeof pre-diabetes and diabetes which are on the rise among lifestyle-related diseases, and how to make changes in their diet starting fromtoday, in order to prevent such diseases.
The course deals with everyday matters that employees can easily relate to and attempts to convey the danger of lifestyle-relateddiseases, the importance of improving one's diet, and the importance of exercise in an easy-to-understand manner.
This e-learning program was produced by in-house instructors who are qualified nurses. This served as a good opportunity to raiseawareness regarding health among employees.
In-house instructor
Ryouko Shindou
Office Furniture Sales Division,
Office Furniture Business Division
Life Science Division
Healthcare Promotion Department
Qualifications: Registered nurse/healthinformation manager

 On lifestyle-related diseases On mental health Yoga and stretch exercises
E-Learning course, “Lifestyle-Related Diseases”

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the OkamuraGroup

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Health Awareness MonthIn fiscal 2022, Okamura designated two Health AwarenessMonths, in spring and fall, based on the three pillars of healtheducation, physical activity, and mental health and aimed atmaintaining and promoting employee health. E-learning
courses on quitting smoking, lifestyle-related diseases,
and mental health were offered, in addition to videos
featuring physical activity such as yoga and stretching.

Radio Calisthenics and Morning Stretches
Every Morning

Pursuing Employee
Engagement
Nurturing Human Resources

attention to the ingredients and nutritional balance when
consuming food and drink. Based on this approach, we have
expanded the employee welfare program at all bases fromfiscal 2021 to provide healthy snacks and drinks, such as
Smart Meal*-certified lunch boxes, salads, and juice mixes,
under the supervision of nutritionists as a measure to maintainhealth through the diet, investing approximately 72 million yen(actual amount spent in fiscal 2022) in the process.
*Smart Meals: Nutritionally balanced meals that help people stay healthy

The whole company participates in radio calisthenics andmorning stretches. Especially in manufacturing facilities where
safety comes first, it is important to relax the body and mind
and stimulate the brain before starting work, in order toprevent accidents.
In addition, some of our production plants conduct refreshing
exercises after work hours two days a week to promote health.

Supporting Club Activities: Sports Clubs/
Cultural Clubs
Okamura supports club activities to maintain and promote
the physical and mental health of our employees. For sports
clubs, Okamura subsidizes expenses and helps with publicity,and for cultural clubs, Okamura provides venues for activities.
The baseball and soccer clubs have been active for morethan 35 years, respectively, as official Okamura clubs. Due to
COVID-19, there were limits to participating in activities as in
the past, but normally, employees participate in official games
and friendly games in the community on a regular basis.

Expansion of Healthy Snacks andBeverages Benefit Program
One of the challenges Okamura faces regarding health is thata certain number of employees are predisposed to lifestylerelated diseases. Everyday dietary habits are critical for
maintaining and improving health, and it is important to pay

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

whether they wished to have access to HPV virus self-checkkits. After the results revealed that more than half of the
respondents wished to have access, the kits were distributed
to all those who requested them.
As a result of the measures implemented based on employee
feedback, the breast cancer screening uptake rate rose by
27.2% from fiscal 2021 to 57.6%, and the cervical cancer
screening uptake rate rose by 37.2% from fiscal 2021 to62.5%, which is significantly higher than the national average.
In addition, in order to convey the importance ofgynecological checkups, we conducted company-wide
publicity campaigns to raise awareness regarding breast andcervical cancer prevention during Pink Ribbon Month in
October and Cervical Cancer Awareness Month in November,respectively. These activities were recognized by outside
institutions, and won Gold at the 2022 Cancer Ally Awards.
(See

p. 97

for related information)

Examples of healthy snacks and beverages

Improving the Uptake Rate for
Gynecological Checkups
Since fiscal 2021, Okamura has been conducting a survey of
all female employees to improve the uptake rate ofgynecological checkups and to better understand their needs
regarding checkups. Based on the results of the survey infiscal 2021, we incorporated the wishes of our employees in
our health policy, and from the following year of fiscal 2022,
we eliminated the age limit for gynecological checkups andoverhauled the content of the checkups, so that everyone
who wished to undergo them could do so.
In addition, after noticing the low uptake rate regarding
cervical cancer screening in gynecological checkups from thefiscal 2022 survey results, we conducted a survey of those
who had not undergone cervical cancer screening and asked

Publicity for Breast Cancer Awareness Month2022 Gynecological Checkup Questionnaire

The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the OkamuraGroup

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Initiatives to Help Employees Quit Smoking
and Prevent Passive Smoking
With the revision of the Health Promotion Act that came into
effect on April 1, 2020, preventing passive smoking unwantedby employees has been added to the list of corporate
responsibilities, and more measures are now required. In
addition to showing consideration for non-smokers byimplementing measures to prevent passive smoking in theoffice, Okamura and the Okamura Group Health Insurance
Association are working together to maintain and improve thehealth of smokers themselves, with the goals of reducing theratio of smokers by 1% every year and halving the number ofoutdoor smoking areas by 2025.
We also provide two types of online programs that encourage
smokers to quit, and hold quit-smoking seminars at the head
office, sales departments, and production plants to support
employees in their efforts to quit smoking.
Since fiscal 2022, we have designated Monthly Smoke-FreeDays to promote non-smoking throughout the company, andat the same time, implemented an e-learning program,“On Smoking and Passive Smoking”, to improve literacy on thesubject.

Pursuing Employee
Engagement
Nurturing Human Resources

Support for Balancing Work and Medical
Treatment, and Publication of the Handbook
for Support
The Okamura Group allows employees who require medical
treatment due to illness or injury to work flexibly, utilizing
flextime systems, paid leave by the hour, telecommuting, etc.,
depending on their circumstances and physical condition.
p. 77
(See
for related information) When employees who
have been on leave due to illness or injury return to work, we
use a rehabilitation attendance system to prevent therecurrence of the illness or injury. They are also allowed to takeadvantage of shorter working hours to gradually get used to
the workplace and their duties, thereby reducing the burden
associated with returning to work. In addition, employees areable to rely on injury and illness leave for medical treatment andhospital visits after returning to work, and in the event that they
are unable to receive their salaries due to long-term illness or otherreasons, there is a system in place to ensure their livelihood,consisting of injury and illness allowances from the Okamura
Group Health Insurance Association as well as compensation
for absence from work and long-term hospitalization benefits
from the Okamura Group Mutual Aid Association.
We have published the Handbook for Support on Balancing
Work and Medical Treatment, which outlines the systems andpoints of contact that support the balancing of work andmedical treatment. It was created with the aim of offering a
comfortable working environment, one in which employees
can enjoy peace of mind and balance their work and medical
treatment, having understood the available support in place,in the event of any illness such as cancer.

Creating the No Smoking Day banner at the Fuji Plant

Participating in the e-learning course at the Tsukuba Plant

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Influenza Vaccinations Administered ThroughMobile Clinics
In addition to the vaccinations administered at production
plants, mobile clinics administered influenza vaccinations overa total of four times at two of our bases in Tokyo, in
November and December 2022. We provided 425 employeeswith the opportunity to get vaccinated, scheduling
vaccinations during business hours to make it easier for themto get vaccinated, as well as subsidizing the cost for thevaccination and transportation to the vaccination sites.

High-Risk Approach:Supporting Employees With
High Health Risks
At the Okamura Group, occupational health staff and the
Okamura Group Health Insurance Association take a high-risk
approach of targeting employees with a particularly elevatedrisk of disease, and play a central role in providing fine-tuned
support to reduce risk factors at each stage of the disease
process, such as prevention, treatment, and rehabilitation.

Implementing Specified Health Guidance
The Okamura Group Health Insurance Association, in
cooperation with the Human Resources Department,
provides individual dietary and exercise guidance as healthguidance for people aged 40 and over who are at high risk oflifestyle-related diseases. High-risk individuals are classified
by risk level based on reference values for abdominal
circumference, BMI, blood glucose, lipids, and bloodpressure as well as smoking habits during periodic healthexaminations and receive health guidance such as proactive
support and motivational support according to their risk
levels. In addition, we offer an environment that facilitatesaccess to health guidance, through locations and times that
do not affect the employees’ work.

Handbook for Support on Balancing Work and Medical Treatment

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the OkamuraGroup

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Activities Aimed at Preventing Serious
Illnesses
In January 2021, the Okamura Group Health Insurance
Association inaugurated the Serious Illness Prevention

Pursuing Employee
Engagement

Global Environmental
Initiatives

Nurturing Human Resources

Initiatives by the Okamura
Group Health Insurance
Association

Support Program, in which the Health Insurance Association

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Expansion of Subsidies for Comprehensive
Health Examinations
The Okamura Group Health Insurance Association, as part of
the health services it offers, subsidizes a portion of the cost ofcomprehensive physical examinations for those who undergo

and employer-side public health nurses check the results of

Okamura Group employees are enrolled in the Okamura

them. From April 1, 2023, differences in the amount of theregular health examinations and target employees who needGroup Health Insurance Association under the Healthsubsidy according to the category of dependents over 35

assistance. In order to help improve the lifestyle of employees

Insurance Act. The Okamura Group Health Insurance

years of age (spouse, other, etc.) was eliminated and madeaccording to their health condition, measuring devices are

Association offers a wide range of services, including a variety

uniform. Not only has the amount of the subsidy become the

distributed to the employees, and they are asked to take dailyof examinations and guidance, subsidies for examinations

same for insured persons and their dependents, but has beenmeasurements of their step count, pulse rate, etc. In the initialand costs related to disease prevention, and provision ofraised, expanding the support for comprehensive physicaltelephone interview, they are asked to inform the nurse of

information, to better maintain and promote employee healthexaminations, in an effort to maintain and promote the healththeir current health status and health issues. Subsequently,

and prevent illness.

and wellness of employees and their families.

weeks for six months, and the effectiveness of the program is[Health Service Initiatives for Fiscal 2022]

Introduction of the Cafeteria Plan*

measured after its completion, helping to reduce the risk for Specified guidance (insured persons and their dependents

The Okamura Group Health Insurance Association will

supportive telephone interviews are conducted every two

the participating employee.

of 40 years of age or older)G uidance for young employees (insured persons under 40

introduce a cafeteria plan as a new health program in fiscal
2023. To encourage more insured employees and their

Providing Health Guidance to Young
Employees

P rogram for preventing serious illnesses

maintaining and promoting their health, we offer a variety of

Based on the results of regular health examinations, theR egular health examinations (items expanded)

products and services to support a healthy life, such as

years of age)

Okamura Group Health Insurance Association provides health●Gastrointestinal endoscopy

guidance to employees under the age of 40 in a similar●Gynecological checkups

manner as specified health guidance, to encourage them toS elf-checks for cervical cancer HPV virus

review their lifestyle from an early stage. We also conduct

S ubsidy for comprehensive health examinations

surveys on the content and degree of satisfaction regardingF ree dental checkups

the programs for employees who have received guidance, inS ubsidy for influenza vaccinations

order to understand how it is being received and whether

 Influenza vaccinations via mobile clinics

their lifestyle is improving. We then use these results toO nline program for quitting smoking (two variations)improve our methods of guidance, etc. (Employees aged 40

C hat-type medical consultation service

and over may also receive health guidance if they desire.)P ublication and distribution of news about the healthdependents to voluntarily make an effort to be healthy,

healthy food, daily necessities, exercise, relaxation, etc.
* Cafeteria Plan: A point-based system comprising more than 60 services, offering
a list of items to support a healthy daily lifestyle, which can be chosen andutilized according to one’s tastes

insurance program (twice a year)D istribution of medical cost notifications (four times a year)D istribution of medication cost difference notifications topromote the use of generic drugs (twice a year)

The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Pursuing Employee
Engagement

Global Environmental
Initiatives

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Nurturing Human Resources

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Occupational Health and Safety
Based on our Occupational Health and Safety Policy, Okamura’s employees and management are working as one to create a safe, comfortable work environment, with the goal ofeliminating work-related accidents, traffic accidents, and health problems. All employees participate in health and safety activities led by the Health and Safety Committee, basedon the characteristics of each workplace, such as production, sales, and administrative departments.

Promotion of Occupational
Health and safety
Okamura’s Approach to Occupational Healthand Safety
Okamura clearly states in its Occupational Health and Safety
Policy that our employees’ wellbeing and safety form thefoundation of our management policies. The Policy outlines
our initiatives to achieve this. In addition, a Health and Safety
Management Plan is formulated for each fiscal year, andBasic Philosophy, Goals, Management System
Occupational Health and Safety Policy
Occupational health and safety constitute the foundationof our management as a matter of utmost importance,
it shall be ensured through mutual cooperation between
employees and management staff.

Basic Philosophy
Respect for human life
Labor and management work as one to ensure the safety and health of employees

1 . Spirit of compliance
2 . P hilosophy of respect forhuman life
3 . R esponsibilities of managers
4 . A ctivities with participationby allinitiatives are carried out based on company-wide basic
policies and company-wide goals.

The Philosophy and Structure of Our Health and
Safety Management Policy

5 . E stablishment of a health andsafety management system
6 . Target setting
7 . F ormulation of an annual
occupational health andsafety plan
8 . Health and safety activities(Excerpted from the Occupational Health and Safety Policy)

Management Goals
1. Prevent work-related accidents
2. Prevent traffic accidents
3. Prevent health disorders
Prevent accidents and disasters, and create a safe and comfortable working environment[Key Implementation Items of the Health and Safety
Management Plan for Fiscal 2022 ]1 . Company-Wide Basic Policy
All employees shall participate in activities based on the
Occupational Health and Safety Policy. We will act consideringsafety foremost in all circumstances, strive for the elimination ofManagement Basics
1. Line management Health and safety go hand in hand with work
2. Self management Be responsible for your own safety and healthComprehensive Safety and Health Management System

industrial and traffic accidents, and promote the maintenance

Representative Director

and improvement of physical and mental health and thecreation of a comfortable work environment.

Board Member in charge

2 . Company-Wide Targets

Central Labor and Management
Safety and Health Committee Chair

Safety: Zero industrial accidents
Traffic: Zero traffic accidents
Health: Zero health problems

Labor union

ManagerSupervisor

Health andsafety staff

3 . Slogan“Remember your training, obey the basics, and let’s keep

General employees

disasters down to zero!”
The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Activities to Ensure Occupational
Health and Safety
At Okamura, we will strengthen the system for promoting
occupational health and safety, and move forward withvarious activities to prevent accidents, in order to create asafer and healthier environment in which every employee canwork with peace of mind.

Strengthening the System for Promoting
Occupational Health and Safety
In order to achieve its goals for occupational health andsafety—zero work-related accidents, zero traffic accidents,and zero health problems—Okamura has appointed generalmanagers, based on the Occupational Health and Safety Act,not only for its bases of 300 employees or more, as requiredby law, but also for bases with 50 employees or more tostrengthen our system.

Role of the Committee for the Prevention ofWork-Related Accidents and Accidents
Involving Company Cars and Patrols at
Production Plants and Bases
Okamura has established the Committee for the Preventionof Work-Related Accidents and Accidents Involving Company
Cars, which examines matters related to measures aimed atpreventing occupational and work-related accidents andaccidents involving company cars. In order to prevent similar
accidents from occurring repeatedly, managers patrol eachproduction plant and location to confirm that measures aimed
at preventing accidents are maintained, ensuring thoroughcompliance to prevent the recurrence of work-related
p. 109 for related information)
accidents. (SeePursuing Employee
Engagement

Global Environmental
Initiatives

Nurturing Human Resources

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Occupational Health and Safety Promotion System

Morning Safety Meetings
At Okamura’s production plants, morning safety meetings areheld with the aim of keeping accidents down to zero. At thesemeetings, the safety manager reports on the previous month’s
occupational accidents, commuting accidents, and accidents
involving company cars, as well as explaining the decisions
made by the Disaster Countermeasures Subcommittee. They
also remind the employees of important health and safetymeasures to be implemented during the month, thereby
improving safety measures and KY activities*.

Central Health and Safety Committee
between employers and workers

Health and Safety Subcommittee
between employers and workers(Head office and sales: by location)*KY activities – Kiken Yochi: Activities that predict (Yochi) hazards (Kiken)(Production: by plant)

Health and Safety Staff Meeting(50 persons or more)

Health and Safety Staff Meeting

Health and Safety Committee(50 persons or more)

Health and Safety Committee

Safety Commendation System
At Okamura, we have established a commendation systemthat recognizes departments that have contributed to thepromotion of safety by eliminating work-related accidents or
accidents involving company cars, in an effort to highlight theimportance of safety throughout the company. In fiscal 2022,
23 divisions received commendations, and the number ofcompany cars in the divisions came to 97.

Each location(Less than 50 persons)Types of Occupational Health and Safety Activities, and Record of Implementation in Fiscal 2022
Item

Central Health and Safety
Committee between
employers and workers

April

CompanywideHealth and Safety
Subcommittee between
employers and workers

Production

Health and Safety Staff
Meeting

Production

Sales

Sales

May

June

July

August














March










































Committee for thePrevention of Work-Related Companywide
Accidents and Accidents
Involving Company Cars

As needed

Companywide

KY (Hazard Prediction
Each
Activities)/
department
Risk Assessment Activities

February

National Safety Week
Production /Central Labor-Management Sales
PatrolSafety Commendations

November December January

September October















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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Initiatives to Prevent WorkRelated Accidents
At Okamura, we comply and implement measures in line withlaws and regulations related to occupational health and safety,
and carry out voluntary activities in order to prevent work-related
accidents. In addition, we try to raise awareness of hazards andthe need for safety through educational activities thereby
improving the effectiveness of initiatives at each workplace.

Pursuing Employee
Engagement
Nurturing Human Resources

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Implementation of KY Activities
Okamura promotes KY activities to prevent accidents that may
occur in the workplace. Activities are divided into three areas:
KY at work that aims for zero work-related accidents, KY
during commutes that aims for zero commuting accidents, andtraffic KY that aims for zero accidents involving company cars.
At least once a month, employees at each workplace discuss
potential hazards using photographs and illustrations to raiseawareness of the risk of accidents and highlight preventive
measures.

Carrying out KY initiatives at the Tsukuba Plant

Promoting Activities Based on the Health and
Safety Management PlanAt Okamura, key implementation items in the Safety and
Health Management Plan for each fiscal year are confirmed atmeetings with Health and Safety Staff and Health Managers,
who try to ensure thorough compliance with them throughout
the company. We aim to create a safe working environment
at all locations and make efforts to prevent work-related
accidents based on the company-wide basic policy, targets,and slogans relating to key implementation items.

VOICE

Lecture on Health by an Occupational Physician on Line Care,and Yoga!

National Safety Week, National Occupational
Health Week, and No Accident New Year’s
Campaign
Okamura is actively involved in campaigns sponsored by the
Ministry of Health, Labor and Welfare and the Japan Industrial
Safety & Health Association as part of its efforts to raiseawareness regarding safety and occupational health and toestablish activities to ensure safety and workers’ health. Items
periodically prioritized in campaigns, such as health and safety
education, management of working hours, the taking of paid
leave and consecutive days of paid leave, medical examinations
and secondary medical examinations, measures to promotemental health, prevention of falls and back injuries, promotionof health, and improvement of health literacy, are incorporated,developed, and promoted as Okamura’s prioritized activities toensure health and safety, in order to reduce occupational
accidents and prevent health problems.

National Occupational Health Week Initiatives
at the Oppama Plant:

Plant Department I, Production Division
Human Resources and General Affairs
Section, Oppama Plant
Health and Safety Officer,
Public Health Nurse

Kazuyo Suzuki

Every year, the Oppama Plant hosts a talk on health by an
occupational physician for all employees working at the plant as partof National Occupational Health Week in autumn. In fiscal 2022, thelecture focused on managers, taking care to avoid the three C’s,
as mandated by measures to contain Covid-19. As restrictions on
activities became more prolonged, they came to affect mental healthwithin the plant, with a rise in the number of employees requiring
mental health care. Therefore, an occupational physician spoke tomanagers about the importance of Line Care in fiscal 2022, providing
an opportunity to learn specifically how to engage with and treat
members of their team. Also, since many managers work at theirdesks, they participated in exercises with the occupational physician
while watching a video of a chair yoga session by an in-house
instructor on the screen, as a refreshing health activity.
The survey conducted after the talk on health revealed many
positive responses, together with suggestions for specific action
goals, indicating the success of this initiative for improving theworkplace environment at the Oppama Plant as a whole. We willcontinue to hold talks with occupational physicians and occasionallyshare information in order to support our staff and create a healthy
environment for them to work in.

Talks on health by an occupational
physicianParticipating in a chair yoga session

The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Pursuing Employee
Engagement
Nurturing Human Resources

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Detecting the Seeds of Danger Early On at
Production Sites(Near-Misses)

Risk Assessment for Specified Chemical
Substances

At Okamura’s production plants, we conduct weekly KY

chemical substances designated in the Occupational Healthactivities and identify near-misses* in order to ensure a safeand Safety Act based on the Operational Standards for Risk

work environment We strive to prevent disasters andAssessment of Chemical Substances. Chemical substances

accidents by identifying potential hazards at production sites
at an early stage and taking appropriate measures in

At Okamura’s production plants, we assess risk for specified

Bulletin board at a production plant

advance.
* Near miss: Events that did not actually lead to serious disasters or accidents,
but could have directly led to such situations.

Standard for wearing
protective gear for
specific tasks

subject to assessment are confirmed at the Health and Safety
Staff Meeting, and if the relevant chemical substances areused during production, the relevant department at each plant
conducts an assessment and takes measures to reduce risk.

Occupational Safety Risk Assessment
At Okamura’s production plants, occupational safety risk

p. 66 for related information)(See
In addition, based on the Industrial Health and Safety Act and

Safety 3S Activities

assessments are conducted for each department every

related laws and regulations, we conduct special health

Okamura’s production plants promote 3S (sort, set in order,

month. Based on the assessment criteria, we analyze theexaminations for employees engaged in work that may

shine) activities with the aim of creating safe, comfortable,

operations currently carried out, review items to be improved,

adversely affect their health, in an effort to prevent illness.

and efficient workplaces that are easier to work in. At

and implement safety measures. In addition, risk assessments

production sites, materials and tools are always placed in theare conducted after safety measures are implemented andappropriate places and kept clean, thereby helping to

any measures needed to reduce risk are also put in place.

Regarding safety patrols at production plants, labor andmaintain a safe working environment and prevent work-

management (union: branch officer; company: head ofrelated accidents.
[Occupational Safety Risk Assessment Flow]

Standard for wearing protective gear
In Okamura’s production plants, we have established internal
standards for health and safety in accordance with the law toprevent work-related accidents and health hazards.
Each workplace designates the protective equipment to beAssess risks based on these assessment criteria:① Frequency of work that approaches danger or toxicity② Likelihood of occurrence due to facility factors③ Likelihood of occurrence due to management factors④ Severity of injury

They identify unsafe conditions and actions of workers in theworkplace, issue instructions for improvement to the workplace
based on a checklist, and take corrective measures toeliminate risk factors that can lead to occupational accidents.
During the occupational physician inspections, an occupational
inspect the work environment and the conditions of workers

tasks, with the safety manager and supervisors being
periodic inspections.

department or section) patrol one workplace each day in pairs.

physician, a registered nurse, and a person in charge of safety

worn during routine work and that to be worn during specificresponsible for ensuring that it is worn, as well as conducting

Safety Patrols and Inspections by
Occupational Physicians

Calculate risk points (① + ② + ③ + ④) based on
assessment results and ascertain the risk level

engaged in hazardous work, identify issues, and makeproposals to the Health and Safety Committee.
We are continuing to work towards creating a safe, secure,

Implement safety measures according to the risk level

and comfortable workplace for our employees.

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Pursuing Employee
Engagement

Global Environmental
Initiatives

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Nurturing Human Resources

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Preventing Heatstroke Using WBGT

Initiatives to Create a Safe Workplace

Disaster Drills

Okamura’s production plants take measures to prevent
heatstroke using WBGT (wet bulb heat index – a measure ofenvironmental heat as it affects humans) from early summer.
Especially from July through September, we always warn
employees through announcements at morning meetings to
be careful of heat stroke, and to make sure they are getting
enough water and salt throughout the day. As part of
employee education, we publish health columns on basic
facts and preventive measures regarding heatstroke, in aneffort to alert staff to the dangers. In addition, the plants work
to ensure employee safety by installing ice makers and fansin work spaces, distributing sports drinks, and publicizing the
WBGT readings for staff to see.

In order to prevent work-related accidents, it is important toimplement measures in the workplace and raise safety
awareness, while at the same time ensuring that every
employee is physically and mentally healthy and able to workin a stress-free state. Efforts to maintain and promote healthand prevent illness through awareness-raising activities
related to health, various types of health examinations, andstress checks have led to the creation of a safe workplace. In
addition, especially in manufacturing sites where safety
comes first, it is important to relax the body and mind andstimulate the brain before starting work in order to prevent
accidents. With this in mind, all employees take part in radio
calisthenics and morning stretches.
p. 98
p. 100 for related information)(See

Okamura conducts disaster drills once a year at each

Installing Rest Spaces in Accordance with the
Law and Company Rules and Regulations
At monthly Health and Safety Committee meetings, thefunctions, rules, and in-house examples of rest spaces basedon the law and company rules are discussed and confirmed.
The rest spaces can be used by people who do not feel wellor have suddenly fallen ill, and are equipped to respondquickly and appropriately to unforeseen situations.

Health and Safety Education
Okamura conducts health and safety education based on the
Occupational Health and Safety Act so that employees canacquire the necessary knowledge in order to prevent
occupational accidents. Based on Okamura rules andreg ul at i o ns and t h e h e a l th a n d s a fe t y m a n a g e m e n t
regulations, we provide education on the appropriate handlingof machinery, equipment, and chemical substances, the risks
associated with work and preventive measures, andmeasures to be taken when an accident occurs, in order toraise awareness of health and safety among employees who
work on-site or are engaged in work that may affect health orsafety. We also include health and safety education in new
employee training, mid-career hire training, and temp staff
on-boarding training.

Earthquake Strategy
Okamura implements measures at each plant to ensure thesafety of employees in the event of an earthquake. Since alarge number of machines are installed at production plants,
the following measures are implemented.
[Earthquake Strategy Implemented at
Okamura’s Production Plants]

location. We have set up an organized system for disasterprevention (in-house firefighting team) with roles assigned,
and conduct drills in accordance with the respective manuals,
to strengthen the system so that it can respond appropriately
in the event of a disaster. When the Great East Japan
Earthquake struck, we were able to make the most of ourroutine training and once again recognized the importance ofdisaster drills. Through drills, we strive to be prepared for
emergencies, thereby avoiding or limiting damage in theevent of a disaster. (Seep. 115for related information)

Examples of Implementation in Fiscal 2022
In February 2023, one of our locations in Tokyo participatedin a fire drill (emergency rescue drill) overseen by the building.
In order to better provide voluntary first aid, employees took
part in a classroom lecture on first aid education to learn what
actions to take first in the event of a sudden illness or
accident during a natural disaster, as well as basic first aid
training using a training doll and AED, which reminded themonce again of the importance of regular training.

 Mold storage racks, etc. are fixed with anchors to prevent
them from tilting over, with fixtures to prevent items fallingfrom shelves attached Racks, etc. are removed from the evacuation routes usedin the event of an earthquake so that employees canevacuate safely Storage racks with casters, workbenches, material storage

Classroom lecture on first aid

Basic first aid training

equipment, etc. have stoppers attached to prevent themfrom moving even when there is vibration

The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Pursuing Employee
Engagement
Nurturing Human Resources

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

TOPICS
Pursuing Activities for Occupational Health and Safety in Each Department
Distribution Centers
The Logistics Management Department carries out health and safety education at 25 distribution centers nationwide
centered on the Yokohama Distribution Center , as well as efforts to prevent work-related accidents, traffic
accidents, and health problems, aiming to keep accidents down to zero.
We are particularly committed to safety education, and we compile details of accidents and problems we have had
at our distribution centers across Japan together with the latest safety information into a bulletin called Safety News
for all distribution center employees and drivers of our subcontracted carriers.
As part of our activities aimed at preventing work-related accidents, the 19th of each month is designated as GoodCar Day, a day to take care of our vehicles. We also conduct monthly inspections, of trucks, forklifts, and company
cars, mindful of our motto of Zero Work-Related Accidents and Zero Company Car Accidents.
In addition, we are promoting Activities unique to distribution centers, as an initiative to prevent work-related
accidents. Accidents and problems are more likely to occur the first time we do something, when there is some

Logistics Management Department,
Production Division
Safety & Quality Section,
Distribution Management Department

Masashi Kojima

kind of change to how we do things, and when we haven’t carried out that task in a while. These three situations areespecially likely to occur during periods of high demand. Therefore, we are working to keep work-related accidents
down to zero in conjunction with our daily 2S (sort, set in order) and 4S (sort, set in order, shine, spotless) activities.
In the event of an accident at a distribution center, a STOP! Accident Committee is convened as soon as possible
to patrol the site of the accident, investigate the cause, and take steps to prevent its recurrence. In addition,
information and countermeasures from the Committee meetings are shared via morning meetings, internal PR, ande-mail, to alert employees and to link them to activities to prevent recurrence.
In the past few years, face-to-face training and group activities have been difficult due to Covid-19 measures.
However, Health and Safety staff in the Logistics Management Department are taking the lead so that all distribution
centers nationwide can work towards the same goal, putting safety first in their operations.

Inspecting forklifts

Installation Work-Related Departments
The Okamura Construction Department holds annual Health and Safety Meetings in the Tokyo metropolitan area andacross Japan where work-related accidents that have occurred are reviewed and efforts are made to improve safety
management at work sites. At the Joint Safety Conference, subcontractors who have contributed to safety activities
through zero work-related accidents and other results receive commendations. We also hold various meetingsand events throughout the year, and staff in charge of safety use in-house social media and other channels toshare information on accidents, issue warnings, and share snapshots of safety patrols, safety guidance and safety
education.

Joint Safety Conference

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Initiatives to Prevent TrafficRelated Occupational Accidents

Pursuing Employee
Engagement

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Nurturing Human Resources

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Initiatives to Eliminate Accidents Involving
Company Cars

Traffic KY

Okamura has established regulations for company car

problems in various traffic situations that require their

Traffic KY is implemented with the aim of alerting drivers tomanagement, in order to ensure safe driving of company cars

attention in making driving decisions and enabling them toWhen driving a company car for business activities, it isand eliminate traffic accidents. In addition to clearly outlining

difficult to prevent accidents as can be done for routine

how company cars should be managed, we have also

production operations, and the risk of accidents is higher

specified matters to be enforced or prohibited in order tothan for ordinary work-related accidents. Okamura is working

prevent traffic accidents, and we encourage employees whoto prevent traffic-related occupational accidents by clearlyuse company cars for work to take appropriate measures.

outlining how to use and maintain company cars, and by

In fiscal 2022, Okamura had 37 incidents involving company cars.

among co-workers on appropriate driving behavior to

Number of Accidents Involving Company Cars

involving a company car has occurred, we share informationencouraging drivers to practice safe driving.

Role of the Committee for the Prevention of
Accidents Involving Company Cars
When an accident involving a company car occurs, a labormanagement prevention committee is held with the general

Fiscal year

2017

2018

2019

2020

2021

2022

Number of
cases

25

35

33

29

31

37

Company Car Management System

the time of the accident, confirm the facts, identify andanalyze problems, and consider countermeasures. The

Drivers

Managers

 Understand how todrive/manage company cars

 Understand how to manage
company cars
 Understand the regulations
related to company cars

committee also discusses measures to prevent similar

Manage the driving of company cars as an organization

keep calm while driving, to prevent traffic accidents. (Seep. 104

pursue traffic KY activities as well as engage in discussions
enhance employees’ sensitivity to danger. When an accidentof the accident as an example and conduct traffic KY training
to prevent recurrence.

Okamura installed dashboard cameras in all company cars asof January 2014.
Driving with a high level of safety awareness and an
appropriate level of alertness is expected to reduce accidents
driving.
In addition, starting from December 2021, each branchcommittee. In addition, in safety mor ning meetings,
department heads call on employees to be careful and to

because people do not recognize danger as danger, weand dashboard cameras serve as a tool to enforce safe

accidents, determines measures to be applied across theentire company, and makes announcements through eachby human error. Mindful of the fact that accidents occur

Use of Dashboard Cameras

health and safety manager of the area concerned to review
the accident using footage from the dashboard camera fromdrive more appropriately. Many traffic accidents are caused

Prevent accidents involving company cars

for related information)

Zero company car accidents

checks dashboard camera footage once a month andprepares a report. Furthermore, dashboard camera footage isalso used for traffic KY, to analyze the causes and prevent
traffic accidents.

[Slogan]“Remember your first time at the wheel, obey the basics,
and let’s keep disasters down to zero!”
Above all, drive safely, andobey the Road Traffic Act andother traffic rules

Always uphold respect forhuman life, strive to prevent
accidents, and never engage
in acts that may damage thereputation of the company.

The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Human Resources Strategy of the Okamura Group

Initiatives to Realize Employees’ “Work in Life” Promoting Diversity and Inclusion

Lectures on Safe Driving
Okamura hosts lectures on safe driving based on analyses of

Pursuing Employee
Engagement

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Nurturing Human Resources

Measures Against Infectious
Diseases

Responsible
Corporate Behavior

Health & Productivity Management

Data

Previous

Occupational Health and Safety

Measures to Prevent the Spread of Covid-19
The Okamura Group has worked to contain the spread of
Covid-19 in accordance with the policies of the national andaccident statistics. The lectures were not held in fiscal 2020
and 2021 due to Covid-19, but resumed in fiscal 2022 at theContracting an infectious disease poses a serious problem toprefectural gover nments, implementing the following

Fuji Plant. A lecture on safe driving was held for employees

a person’s health, and the spread of infection may seriously

measures to ensure the safety of all related parties,

who commute by car and drivers of company cars with theimpact corporate activities and society. Okamura provides

employees, and their families.

aim of preventing traffic accidents. 72 employees attended

vaccinations against seasonal infectious diseases andR emote work and staggered office hours using the flextime

the lecture. A visiting lecturer gave a talk on preventing traffic

vaccinations for employees posted overseas, and also works

accidents and encouraged safe driving. Participants learned

to prevent infection among employees through awareness-once again how serious traffic accidents can be from casesystemC arrying out work in an environment that takes safety into

raising activities, etc. In addition, each plant is implementing

consideration, by thoroughly implementing infection control

studies, reviewed the basics of safe driving such ascountermeasures to prevent Covid-19 infections, as well as

measuresmaintaining an appropriate distance between vehicles, proper

responding by adjusting work styles and work methods.

U se of remote conference systems for internal and external
meetings

use of brakes and steering, how to respond to bad weather

Measures for Infectious Diseases for
Employees Posted OverseasP rohibiting overseas business trips and refraining fromstudied appropriate countermeasures. We will actively planand host lectures on safe driving in fiscal 2023 as well, in

We provide vaccinations for employees and theirL imits imposed on the number of people at dinners withorder to encourage employees to further improve their driving

accompanying family members when they are posted

skills and safety awareness.

overseas.

conditions, and how to predict danger in advance and

(See

p. 98

domestic business trips
customers and suppliers, and among employees
C onducting PCR tests, etc. depending on the situation offor related information)business and sales activities
C reating guidelines for meetings and internal training/

Influenza Vaccinations
To prevent employees from contracting influenza, OkamuraP roviding information on vaccination opportunities

carries out vaccinations at its production plants, and alsoM aking arrangements for employees’ work when theirconducts vaccinations via mobile clinics at plants in the Tokyo
metropolitan area.
Safe driving seminar at the Fuji Plant

events(See

p. 101for related information)

children’s schools and nurseries closeS haring information related to Covid-19 in each committee
activity
With Covid-19 reclassified as a Category 5 infectious disease
under the Act on the Prevention of Infectious Diseases andMedical Care for Patients with Infectious Diseases (Infectious
Diseases Control Act) on May 8, 2023, we continue to
implement measures in compliance with national andprefectural policies.
The Okamura Group Sustainability Report 2023

110

Promoting
Sustainability

Company Profile
Corporate GovernanceRisk Management

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

environmentsgnti
can thr wheive
ea eople
p

n
i ro

m

nt

env

tal

me

en

g

G

lo b

al

in
su
P ur ngaee m plo yeegei n iti a ti v e sreCrContents

Global Environmental
Initiatives
Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Responsible Corporate
Behavior
We respect human rights and strive to understand the individuality of each person and diverse
cultures while eliminating discrimination.
We will comply with the law and act in accordance with high ethical standards, and disclose
information in a timely and appropriate manner to our stakeholders. We will also enhance

Responsible corporate
behavior

our communications initiatives, coexist with local communities and society, and engage in
fair, transparent, and honest corporate activities as a global company that is trusted andappreciated by society.

The Okamura Group Sustainability Report 2023

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Contents

Company Profile
Corporate Governance

Promoting
Sustainability
Risk Management

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Respect for Human Rights

Responsible
Corporate Behavior

Pursuing Employee
Engagement

Supply Chain Management

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Corporate GovernanceIn order for Okamura to continue to be a company that is trusted and appreciated by stakeholders, our management must always be sound and transparent.
At the Okamura Group, we consider strengthening corporate governance*1 one of the most important material management issues. We will seek to maximize corporate value by
strengthening our group management structure and working to strengthen our relationship with our stakeholders.
At Okamura, we also strive to improve the effectiveness of our corporate governance and transparency of management by conducting disclosures based on the Corporate
Governance Code*2 in the Corporate Governance Report submitted to the Tokyo Stock Exchange and by disclosing our Corporate Governance Guidelines and criteria for
determining independence of outside board members on our website.
*1Corporate governance: A mechanism to ensure the effectiveness and legal compliance of management and the sound operation of the company.
*2Corporate Governance Code: Consists of 83 principles stipulated by the Tokyo Stock Exchange in order to realize effective corporate governance.

Corporate Governance System
Okamura has introduced an executive officer system for the
purpose of ensuring flexibility of management and to enhance
the monitoring functions of the Board of Directors, in order tocreate a system in which executive officers execute
operations based on the instructions of the Representative
Director, and in which the Board of Directors makes decisions
on important management issues and monitor the executionof operations. In addition to appointing outside directors to
the Board of Directors, by establishing a nominationcommittee and compensation committee, chaired by andcomposed mainly of independent outside directors, as
arbitrary advisory bodies to the Board of Directors, we ensure
the objectivity and transparency of the appointment process
f o r d i re c t o r s a n d e x e c u t i v e o ff i c e r s , a s w e l l a s t h edetermination process for compensation and other matters.
Segregation of Duty Rules and Job Authority Rules stipulate
the duties and authority of each position and ensure
appropriate and efficient execution of duties. The Board of
Directors is composed of twelve directors, six of whom areoutside directors.
Furthermore, Okamura has a board of corporate auditors that
conduct strict audits of the execution of duties by directors
and executive officers. Our board of corporate auditors is
composed of four auditors, two of whom are outside
p. 159 for data)
auditors. (SeeCorporate Governance Structure (as of June 27, 2023)
General Meeting of Shareholders
Appointment and dismissal
Determination of compensation (limits)

Directors (internal): 6
Outside Directors: 6

Recommendationand proposal

Sustainability
Promotion Department

Compliance
Committee
Sustainability
Committee

Accounting Auditor
Audit firm

Audit
Collaboration

Representative
Director

Appointment
and dismissal

Reporting

Reporting
Supervision
Reporting

Auditors (internal): 2
Outside Auditors: 2
Selectionanddismissal

Nomination Committee
Compensation Committee
AdviceAppointment
and dismissal

Supervision

Board of Directors and reporting Board of Auditors Reporting

Consultation

Advisory Board
Legal counsel
Labor consultant

Appointment and dismissal
Determination of compensation (limits)Appointment
and dismissal

Reporting

Proposal submission
on important mattersand reporting on
business execution

Executive Officers

Internal Audit
Department: 12
Internal Control
Promotion Office

Audit

Accounting
audit andinternal control
audit

Audit

Business divisions, head office, and group companies
Skill Matrix of Officers
NOTICE OF THE 88 TH ANNUAL GERERAL MEETING OF SHARHOLDERS
https://contents.xj-storage.jp/xcontents/AS00990 /8 a974 e5 b/f32 f/463 c/ad98 /517 b6641 a742 /20230530162530314 s.pdf p. 21

The Okamura Group Sustainability Report 2023

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Contents

Company Profile
Corporate Governance

Promoting
Sustainability
Risk Management

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Global Environmental
Initiatives
Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

TOPICS
Opening of the Okamura Business School to
Nurture Future Managerial Talent
We opened the Okamura Business School In October 2022 to nurture managerial talent that will lead Okamura into the future.
The one-year training program covers a wide range of themes, such as corporate management, management strategies, marketing,steps towards global management, production and logistics, finance, labor relations, nurturing human resources and leadership, as wellas current management issues such as DX, ESG, and legal affairs and governance. Lectures are
given by in-house and visiting lecturers, in addition to board members. The program is structured sothat participants first gain an understanding of Okamura’s vision for the future and the management
issues it faces through action learning*, and are then given an opportunity to make a presentation to
the president and other directors at the final session in September on what actions they will take toresolve those issues and the vision they themselves aim for.
Thirteen students are currently enrolled in the first term of the program, diligently studying andTraining
applying themselves in order to lead the company into the future.
* Action Learning: A method to develop the ability of individuals and organizations to learn 

Audits by Corporate Auditors
Based on the Board of Corporate Auditors Rules, ourcorporate auditors meet at a Board of Corporate Auditors
meeting that is held once a month in principle, in addition tochecking whether directors are executing their duties properly
by attending important meetings such as the Board of Directors
meetings, management meetings, and Compliance Committee
meetings, as well as viewing approval documents.
In addition, they regularly exchange opinions with the
Representative Director and work with accounting auditors andthe Internal Audit Department to ensure the effectiveness of audits.

Collaboration with Accounting Auditors
Corporate auditors not only receive reports from accounting
auditors on various matters, such as summaries of audit plans,
priority audit items, audit results, state of internal control
systems, and risk assessments, but also work closely together
with them, such as by exchanging opinions. They are also

(see

p. 93

for details)

present at on-site inspections and during audit commentaries
by accounting auditors, and request reports on the progress of
the audit from accounting auditors when appropriate.

Collaboration with the Internal Audit Department
Corporate auditors conduct internal audits regarding legal
compliance and assessment of internal control systems byworking in collaboration with our Internal Audit Department.
We have a system in which, if deemed necessary by corporate
auditors, it is possible to ask the Internal Audit Department to
conduct audit operations that should be implemented.

Initiatives for Internal Controls
Relating to Financial Reporting
The Financial Instruments and Exchange Act requires theestablishment of a system to ensure internal controls related tofinancial reports, assessments of the system by managers, andindependent audits of the system. In response to this obligation

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

for an internal control report system imposed on companies, theOkamura Group has established the Internal Control Promotion
Office within the Internal Audit Department, with this office being
responsible for these assessments. The office maintains andpromotes internal controls to ensure the reliability of financial
reports and conducts operations to improve the effectivenessand efficiency of operations as well as to preserve assets.
In addition, a process owner system* has been introduced toclarify responsibilities and roles for designing, establishing,operating, and maintaining the operational processes of eachdepartment, as well as to maintain and improve the effectivenessof internal controls related to operations (application controls).
* Process owner system: A management system that assigns responsibility andauthority for each operational process by designating an owner for each process(process owner).

Elimination of Antisocial Forces
The Okamura Group clearly states in its Code of Conduct andBasic Approach Regarding Internal Controls that it is resolutely
opposed to and will disassociate from antisocial forces andorganizations that threaten public order and safety. We havedesignated the department responsible for handling mattersrelated to antisocial forces, and we collect and manage related
information as well as educate our employees on them.

Tax Policy
The Okamura Group has formulated its Tax Policy inaccordance with the Code of Conduct, which is based on the
Basic Policy. The Tax Policy clearly outlines the governancesystem and initiatives to counter risk that are in place to pay
taxes as appropriate in the countries and regions where it
conducts business.
Tax Policy

https://www.okamura.co.jp/corporate/sustainability/policy/
tax_policy.pdf

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Contents

Promoting
Sustainability

Company Profile
Corporate GovernanceRisk Management

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Respect for Human Rights

Responsible
Corporate Behavior

Pursuing Employee
Engagement

Supply Chain Management

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Risk Management
The Okamura Group implements necessary measures in anticipation of various risks related to its corporate activities.

Risk Management System
The Okamura Group regards matters that may impact theRoles and Descriptions for Each Element in the Risk Management System
Role

Specific Details

Sustainability Committee

The Sustainability Committee implements the Okamura Group’s basic policy on risk management and makes decisions
on risks to be prioritized related to company-wide risks, countermeasures, and risk owners, as well as evaluating theeffectiveness of risk management, reporting on material issues to the Board of Directors.

Risk Management Bureau

The general manager of the Legal & Risk Management Department serves as the head of the Bureau, with the Legal &Risk Management Department, the Sustainability Promotion Department, the Corporate Strategies Department, and theGeneral Affairs Department as members to support and promote risk management in the Okamura Group.

Risk Management at theCompany-Wide Level

We conduct risk management with the Sustainability Committee as the decision-making body for situations that may
affect the entire company or the Okamura Group.

Risk Management at theBusiness Unit Level

A business unit is the unit responsible for business activities within the Okamura Group, which collectively refers to thecompany’s business divisions and group companies, with the executive officer of the business division serving as thesenior general manager in charge. For situations that can be handled by a business division or Group company, risk
management is carried out with the business unit’s senior general manager in charge.

Risk Owner

For each risk, we have designated a risk owner who is tasked with the responsibility to act to effectively control the risk,
and is accountable for the actions and results. Risk owners have the authority to choose and apply appropriate risk
response measures in light of business objectives and performance targets.

achievement of business objectives (either favorably andunfavorably) as risks, and after identifying, analyzing andevaluating such risks, we work systematically to control risks
to a reasonable extent, and to minimize the losses ormaximize the opportunities that the risks may bring.
In order to organically link risk management with the Group's
sustainability activities and improve the effectiveness of risk
management, the Sustainability Committee makes decisions
on various matters related to the Okamura Group’s risk
management, evaluates the effectiveness of risk management,
and provides guidance for improvement. The Okamura Group

Diagram of the Risk Management System

has outlined basic matters related to risk management, such

Reportas the development and operation of such systems, in its Risk
p. 16

for reference)

ReportSustainability Committee
ReportRisk Management
BureauDecision

Legal Affairs and Risk Management Department

Risk Assessment by the Bureau
ReportBusiness Unit Level

Risk Assessment at Business Units
ReportRisk Assessment at Group Companies

Interviews

Understand and Monitor Risk Response

ReportRisk Owner
Instructions/Monitoring

Analyze Risk Trends

Company-Wide Risk Assessment
ReportDesignation/Instructions
regarding responses

ReportReportAudit

Respond to Risk
Monitoring

Monitoring
Designation
Senior General Manager in Charge
Reportof Business Unit

Risk Owner at the Business Unit Level
ReportInstructions/Monitoring

Internal Audit Department

Company-Wide Level

Management Rules. (See

Board of Directors

ReportAudit

Respond to Risk

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Contents

Company Profile
Corporate Governance

Promoting
Sustainability

Risk Management

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Risk Assessment Processes

Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

High

5

Serious Serious

likelihood of occurring and its degree of impact using risk
Likelihood of Occurringmaps.
The various risks identified are classified into five major
categories: risks in the business environment, risks inbusiness strategy, operational risk, financial risk, and risks
pertaining to human rights, human resources, and labor. The
major categories are further organized into three minor andp. 17 for reference)sub-minor categories. (See
Risk assessments are conducted twice a year at the company-

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Improving Disaster Responses

Risk Map

In risk assessment, risks are first identified, and thenevaluated after analyzing the identified risks in terms of its

Responsible
Corporate Behavior

High

4

Serious
High

3
2
1

wide level and once a year at the business unit level.

1

For risk assessment at the business unit level, the Group

2

3

4

5

Degree of Impact

company first analyzes and evaluates the risks associated withThe Okamura Group has established Emergency Response
Rules to deal with emergencies that may endanger lives, cause
physical harm, or seriously impact society or business activities,
as well as a manual that details procedures to prevent thesituation from worsening and bring it under control as quickly
as possible by responding promptly and appropriately.
Such comprehensive measures to respond to disasters
include distributing and spreading awareness of related
manuals, establishing emergency information systems,
storing emergency stockpiles, and conducting training, toensure that all employees act appropriately when a disasterstrikes and to ensure their safety and minimize the impact on
business activities. (Seep. 107for related information)

its own company. Next, based on the results of the assessmentby the Group company, the Senior General Manager in charge

Risks to be PrioritizedDistribution of the Disaster Response Manualof the business unit determines risks to be prioritized for each

For risks that have been identified as having priority, each risk

The Disaster Response Manual defines natural disasters (major

business unit.

owner analyzes their impact on business upon theirearthquakes, tsunamis, typhoons, lightning strikes, heavy

For risk assessment at the company-wide level, anmaterialization, and formulates and implements measures tosnow, heavy rains, floods, sudden gusts of wind, eruptions,assessment department designated by the Risk Management

counter them. When formulating such measures, the risks toand other disasters caused by climate change), fire, terrorism,

Bureau conducts a primary assessment by referencing

be addressed in the short term and risks to be prioritized thatand infectious diseases as disasters for which suspension of

the risk assessment of the business unit, and the Risk

have been specified by the Sustainability Committee are

duties and operations are deemed unavoidable, and outlines

Management Bureau conducts a second assessment after

taken into account in the planning.

the basic stance and behavioral guidelines in the event of acomprehensively reviewing the results produced by each

The risk owner and the Risk Management Bureau monitor

disaster as well as a systematic list of actions—from theassessment department. Based on that assessment, risks

how the risks are being addressed, and when problems arise,establishment of a disaster response division to implementingthat are positioned as “Serious” or “High” on the risk map, as

the risk owner works to correct and improve them.

measures—that managers and employees should take, as well

well as risks that are deemed important in consideration of(See

as preparations that should be made during normal periods.

p. 16

for reference)

their projected changes in future impact or their importance

The manual also clarifies the criteria for deciding whether togiven the social responsibility, are referred to the Sustainability

continue or suspend operations and whether employees

Committee, which determines the risks to be prioritized on ashould return home or remain in the workplace.

company-wide basis.

Furthermore, we clearly outline the standards for storing anddistributing emergency stockpiles in the workplace, andinclude information on how to contact family members in theevent of a disaster in order to quickly confirm their safety.

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Contents

Company Profile
Corporate Governance

Promoting
Sustainability

Risk Management

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Establishment and Operation of a Safety
Confirmation system
We have established and are operating a safety confirmation
system that makes it possible to quickly confirm the safety of
employees when a disaster strikes. When a disaster such as
an earthquake of seismic intensity of “6 Lower” or greater(seismic intensity of “5 Upper” or greater for the Tokyo
metropolitan area) hits, all employees in the impacted areas
are contacted by email or phone to confirm their safety.
Regular drills are conducted twice a year to ensure the system

Global Environmental
Initiatives
Respect for Human Rights

Responsible
Corporate Behavior

Pursuing Employee
Engagement

Supply Chain Management

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Storing of Emergency Stockpiles

We donated dietary supplements that were due to expire on

Assuming that transportation systems would be paralyzed
and employees may be forced to stay at offices or production
facilities, we have stored enough water, food, and portable
toilets to last three days, in addition to helmets and blankets
for every employee at bases throughout Japan. We have also
set up emergency generators at major bases. We haveprovisions of foods such as rice and side dishes that do not
require preparation to ensure intake of approximately 1,300kcal per day per person, with approximately 20% of all foodbeing free of food allergens.

May 2023 to 11 food banks nationwide in February of thesame year.

functions effectively. In addition, emergency cards that explain
how to use the system are distributed to all employees so

TOPICS

that they can keep the cards on them at all times.

Our COVID-19 response
The Okamura Group has worked to prevent the spread of Covid-19 based on the policies of the national and prefectural governments,
carrying out various measures such as working from home and staggered commuting based on the flextime system, in order toensure the safety of all concerned as well as employees and their families, and to prevent it from spreading in society. (Seep. 110for details)
Also, seminars and events sponsored by the company were conducted online depending on the situation. Our seven showrooms
across the country continued to operate by thoroughly implementing hygiene measures, including the provision of disinfectant forcustomers and disinfection of the interior and furniture.
Disaster Response Manual Ver. 4

Emergency Card

With the reclassification of Covid-19 to a Category 5 infectious disease under the Act on the Prevention of Infectious Diseases andMedical Care for Patients with Infectious Diseases (Infectious Disease Control Act) on May 8, 2023, we will continue to implement

Establishment of an Emergency
Communication Network
In order to prepare for situations in which landline and mobile
phones may be unavailable due to power outages or othermeasures in line with the policies of the national and prefectural governments.
We publish various survey results and reports on changing work styles and workplaces on our website, in order to assist our customers
in implementing initiatives for offices and other spaces. We also publish books and disseminate information on future work styles,
develop products, and make proposals to customers.

reasons in the wake of a disaster, we have installed radiosand satellite phones at our main bases (24 locations) in aneffort to secure a means of communication. Furthermore, we
conduct regular communication drills using the emergency
communication network, thereby enhancing its effectiveness.
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Contents

Company Profile
Corporate Governance

Promoting
Sustainability

Risk Management

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Information Security Measures
At the Okamura Group, the Information System Department
is responsible for supervising and promoting efforts toimprove infor mation security for the Group as a whole. It also
implements security measures and provides guidance
regarding control for each Group company, mainly regarding
computers, servers, and networks that form the systeminfrastructure.
As measures to prevent information leaks, we are moving
forward with encrypting computer data, collecting computer
operation logs, and introducing website filtering systems, inaddition to conducting regular employee education andtraining.
Appropriate security measures are also in place to authenticate
individuals who use the system and to control physicalaccess to the office.

Okamura Group Information Security Policy
and Related Rules

Respect for Human Rights

the Okamura Group Information Security Policy in 2022.

Coexisting with Local Communities and Society

The Okamura Group conducts information security risk

minimize the impact of serious information security incidents,

assessments as part of its risk management activities. We

the Okamura Group established OKAMURA-CSIRT in

also perform comprehensive self-assessments based on the

October 2020.

Ministry of Economy, Trade and Industry’s cybersecurity

W ith the Corporate Functional Officer as the person

management guidelines, and analyze information security

responsible, the General Affairs Department, the Legalrisks from organizational, human, physical, and technical

Department, and the Information System Department play aperspectives. Through such risk analysis, we clarify priorities

central role in preventing and preparing for informationand implement measures.

security incidents on a day-to-day basis, in collaboration with
the Public Relations Department and the Customer
Consultation Window.

Education and Training on
Information Security
In order to raise employee awareness of information security,

Positioning and structure of OKAMURA-CSIRTthe Okamura Group educates employees through e-learningand targeted attack email training on a company-wide basis.

Okamura GroupIn addition, by displaying alerts on the intranet and upon

Corporate Functional Officer

OKAMURA-CSIRT

Board Member in charge

CSIRT secretariat

Top Management

Collaborate

Personal Information
Management Committee

employees of the need to be mindful of information security
risks in their day-to-day operations.

Public Relations
Department
Collaborate

General Affair Department

Information System
Department

startup of the computer, we continue to enlighten our

ReportPersons responsible
for CSIRT

the appropriate use of information terminals, networks, e-mailincrease of incidents and problems stemming from the use ofPrevious

Assessing Information Security Risks

The Rules for Using Internal Information Systems stipulates

working outside the company. In addition, considering theProper Disclosing of Information

Data

In order to prevent information security incidents andLegal Department

systems, and other infrastructure for employees and those

Supply Chain Management

Responsible
Corporate Behavior

Information Security Promotion System

The Okamura Group considers information security risks asrisks to be prioritized for business continuity, and establishedPursuing Employee
Engagement

Customer Consultation
Window

Internal user

Help desk

Alerts displayed at computer startup

Reportsocial media in recent years, we have established the Social
Media Guidelines.

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Contents

Promoting
Sustainability

Company Profile
Corporate GovernanceRisk Management

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Global Environmental
Initiatives
Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Protection of Personal Information
Okamura has established a Personal Information
Management Committee for the purpose of promoting
initiatives to protect personal information, which carries out
education activities in addition to auditing and providing
guidance on-site. Furthermore, we have obtained certification
under the PrivacyMark system operated by JIPDEC. As aR

business operator that handles personal information
appropriately, we ensure thorough implementation of
measures based on the certification standards.
Privacy Policy

https://www.okamura.com/en-us/etc/legal-notices/privacy-policy/ A ddressing the EU General Data Protection Regulation(GDPR*)In May 2018, the EU General Data Protection Regulation, aframework for the purpose of privacy protection, came into
effect in the European Union.

The Okamura Groupappropriately handles information subject to the GDPR in linewith the regulation.
* GDPR: General Data Protection Regulation
GDPR Compliancehttps://www.okamura.com/en-eu/etc/legal-notices/privacy-policy/

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Contents

Company Profile
Corporate GovernanceRisk Management

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Global Environmental
Initiatives
Respect for Human Rights

Pursuing Employee
Engagement
Supply Chain Management

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Promotion of Compliance and Anti-Corruption Initiatives
Thorough compliance is essential for management to earn the trust of stakeholders. At the Okamura Group, in addition to establishing an organization structure and a reporting
system that promotes compliance, we urge each employee to act in accordance with the Code of Conduct through education and awareness-raising activities, and strive toensure thorough compliance and prevent corruption throughout the entire organization.

Promotion of Corporate Activities
Based on the Code of Conduct
The Okamura Group works to thoroughly spread awareness of
our Code of Conduct among all employees in order to pursue
responsible corporate activities based on our Basic Policy,
which follows our corporate creed comprised of the fivephrases, “Innovative Creation, Cooperation, Being Cost
Conscious, Saving for the Future, and Social Responsibility.”
The mindset and behavioral attitude demanded in our corporate
activities are compiled in the ten items of the Code of Conduct.
The Code outlines matters that all employees should observe intheir day-to-day work, including respect for human rights andethical behavior as members of society, and matters aimed atpreventing corruption such as fair transactions and maintaining
a sound relationship with political and governmental entities.
We revised our Code of Conduct in October 2022, given ourefforts to respond to globalization, the establishment ofvarious policies in line with social values ​​that have changed inrecent years, and the intention inherent in the Okamura Way,
which is a systematic compilation of our management
philosophy. In line with the revision, we distributed the Codeof Conduct Handbook to Okamura Group employees, posted
it on our company intranet, and conducted educational andawareness-raising activities through e-learning.
In addition, we translated the Code of Conduct for all
overseas bases of the Okamura Group, and created local
language* versions of the Code of Conduct Handbook to
distribute to employees of overseas branches and Group
companies, encouraging responsible behavior throughout theGroup as a global company.

Code of Conduct
Aiming to be a global company trusted and appreciated bysociety, we, the Okamura Group, will contribute to economic
and social development through fair competition and cooperatewith each other to be of use to the society at large, always
creating new value and providing better products and services.
With this in mind, we, the officers and employees of the
Okamura Group, pledge to respect the human rights ofall people affected by our business activities and act inaccordance with social decency, not only in compliance withlaws and regulations but also in accordance with high ethicalstandards, based on the following Code of Conduct.
1. Respect for human rights
2. Ethical behavior as members of society
3. Upholding of free competition and fair transactions

Code of Conduct Handbook

Okamura Group Code of Conduct

https://www.okamura.co.jp/corporate/sustainability/report/pdf/code_
of_conduct_en.pdf

4.	Provision of safe and high-quality products andservices
5.	Appropriate management and disclosure of
information
6. Environmental protection and contribution to society
7. Cooperation with the international community
8.	Maintenance of a sound relationship with political andgovernmental entities
9. Disassociation from antisocial forces
10. Creation of vibrant work environments(Excerpted from the Code of Conduct Handbook)* Translated into: English/Chinese/Thai/Malay/Indonesian/Vietnamese

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Company Profile
Corporate GovernanceRisk Management

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Anti-Corruption Initiatives
Recognizing that corrupt practices can impede soundGlobal Environmental
Initiatives
Respect for Human Rights

Pursuing Employee
Engagement
Supply Chain Management

Compliance Promotion System

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Ensuring Thorough Compliance atOverseas Bases

economic activities and have a negative impact on the

A Group Compliance Committee and a ComplianceTo ensure thorough compliance at overseas bases, werealization of a sustainable society, the Okamura Group

Committee have been established under the Chief

conducted awareness-raising activities and exchanged

established an Anti-Corruption Policy in May 2022, which

Compliance Officer (CCO) as bodies that deliberate on andopinions with the top management of each base in fiscal

clearly states that the Group will comply with laws andmake decisions regarding measures relating to compliance2022 as well.

regulations and conduct fair and transparent transactions inand measures to resolve issues.

the countries and regions in which it operates.

The Compliance Committee, comprised of Senior General

Number of Violations

The Code of Conduct requires that employees comply withManagers from each division in Okamura, meets twice a year,

In fiscal 2022, the number of legal violations involving

relevant laws, regulations, and guidelines regarding theand the Group Compliance Committee, comprised ofadministrative penalties and criminal charges filed forprevention of bribery and corruption both in Japan andmanagerial-level employees of subsidiaries and associates,

accidents or incidents was zero. (Seeoverseas, and in June 2022, we carried out an e-learning

meets once a year, to examine matters related to complianceprogram for Okamura’s directors and employees to ensure alland exchange opinions.

employees were fully aware of the Code. In addition, we

We have also assigned a person in charge of complianceconducted a risk assessment of corrupt practices and bribery

within each Okamura division and in each subsidiary andfor Group companies both in Japan and overseas, andassociate, who carries out activities under collaboration with

conducted interviews in August and September 2022 to

the Compliance Committee and participates in meeting withgauge the risk of bribery, including facilitation payments* toall persons in charge of compliance once a year to confirm

public officials at overseas Group companies.

the policies and share information. (SeeWe will continue to build up and maintain an effective anti-

information)

p. 112

p. 160for data)

for related

corruption mechanism.
* F acilitation payments: Small payments to facilitate procedures involving
administrative services, etc.

Anti-Corruption Policy

https://www.okamura.co.jp/corporate/sustainability/policy/anticorruption_policy.pdf

Group Compliance Committee meeting (held February 2023)

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Company Profile
Corporate GovernanceRisk Management

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Internal Whistleblower System

Global Environmental
Initiatives
Respect for Human Rights

Report(can beanonymous)(known as the Helpline System) to facilitate the discovery ofwell as of violations of laws and regulations, and to ensure

Supply Chain Management

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Helpline Flow

Okamura has established an internal whistleblower systemany violation or potential violation of the Code of Conduct asPursuing Employee
Engagement

Whistleblower
Response

Helpline(internal,
external,
for overseas)

ReportInstructions

Chief
Compliance
Officer(CCO)

that employees or others who have discovered such conduct

ReportInstructions

Compliance
Committee
Group
Compliance
Committee

ReportBoard ofDirectors

Instructions

have access to a reporting route different from the usual
reporting route through their supervisors. We have also

Consultation

Investigation request

Legal counsel

Related departments

formulated Compliance Helpline System Rules, which protect
whistleblowers so that they are not treated unfairly for filing

Board of Corporate Auditors

reports. This system is available for Okamura Group board
members, employees, temporary employees, former
employees for whom less than a year has passed sinceleaving the company, and those who perform duties within
the Okamura Group.
In addition to receiving reports from within the company,
points of contact have also been established externally (lawfirms) to enable the system to be utilized more effectively.
Since April 2019, a dedicated overseas contact point has
been established at our overseas subsidiaries and affiliates,
allowing employees to use the Helpline System.
The Helpline was used for 17 cases in fiscal 2022, the content
of which related to labor issues, harassment, and suspicions ofviolations of company rules. (Seep. 160for data)

Initiatives to Improve the Environment for
Using the Internal Whistleblower System
In accordance with the revision of the Whistleblower
Protection Act, companies are now required to establish awhistleblower system. We are working to ensure that the
Helpline System is used effectively, by publishing FAQs on the
Helpline System, offering e-learning programs on how to use
the Helpline, posting information promoting the Helpline at
production plants, preparing manuals for Helpline staff, andproviding training for new Helpline staff.
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Promoting
Sustainability

Company Profile

Contents

Corporate GovernanceRisk Management

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Compliance Education

Global Environmental
Initiatives
Respect for Human Rights

Outline ofCompliance Education

At the Okamura Group, we conduct training and awarenessraising activities to thoroughly ensure that all employees act
in a compliance-conscious manner. One of our initiatives is to
distribute the Code of Conduct Casebook, which compiles
various compliance-related issues and measures taken to
respond to them, in order to make employees more aware ofcompliance risks that may arise in day-to-day operations andurge caution in their daily actions and words.

Pursuing Employee
Engagement
Supply Chain Management

Responsible
Corporate Behavior

Proper Disclosing of Information

Distributed Material

Data

Previous

Coexisting with Local Communities and Society

Education and Training● Code of Conduct Handbook● Grade-specific training● Code of Conduct Casebook● E-learning● Ethics Card

● Training for directors of(Pocket-sized Code of Conduct
Handbook)

subsidiaries and associates

Awareness-raising activities● Awareness-raising activities,

such as a reading through ofthe casebook by Compliance
Committee members and staff● Case introduction in in-housemagazine

Identification of Issues Related toCompliance and Corruption, andPromotion of Measures to Address Them

Code of Conduct Casebook

TERRACE in-house magazine
Compliance information page

Status of Compliance-Related Training in Fiscal 2022
(See

p. 160for data )Training on General Compliance

The Okamura Group conducts periodic employee awarenesssurveys on compliance and psychological safety in the work
environment once every three years, to raise awarenessregarding compliance, such as the level of understanding of
the Code of Conduct, and to identify issues in order to create

better workplace. The response rate for the survey conductedin January 2023 was 86.3%.
The survey results will be reported to the management at each
workplace and the top management at subsidiaries andassociates, and will be fed back to all employees throughe-learning to share concerns regarding the issues. Based on
the awareness survey, we are promoting initiatives to ensure
thorough compliance, including introducing a physical accessmanagement system, establishing a new external helpline, andholding grade-specific discussions with employees.

TOPICS

Number ofParticipants

New employees

164

Newly appointed managers

30

Work Environment Improvement Program
In fiscal 2022, Okamura implemented the Work Environment Improvement Program as part of its efforts to promote compliance. The
program aims to eliminate from the workplace not only sexual and power harassment, but also any behavior in general that negatively
impacts psychological safety. Three measures were implemented over a period of approximately five months: e-learning training for all
employees, harassment prevention (including workplace improvement) training for all managers by outside lecturers, and formulation of
departmental action goals through discussions at each workplace aimed at creating a better workplace environment. We also prepared a
psychological safety survey tool as part of our effort to promote compliance.

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Contents

Promoting
Sustainability

Company Profile
Corporate GovernanceRisk Management

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Global Environmental
Initiatives
Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Respect for Human Rights
The Okamura Group gives due consideration to the impact of its business activities on human rights issues, and strives to prevent incidents that may lead to human rights violations.
In addition, we strive to understand individual characteristics and diverse cultures, eliminate discrimination and harassment, and ensure a safe and comfortable workplace.

Okamura Group Human Rights
PolicySystem for Promoting Respect for
Human Rights
I n o rd e r t o p ro m o t e re s p e c t f o r h u m a n r i g h t s , t h e

In May 2022, the Okamura Group established the Okamura

Sustainability Committee meets twice a year to monitor theGroup Human Rights Policy with the approval of the Board ofcontent and performance of initiatives and discuss future

Directors, with the aim of fulfilling its responsibility to respect

directions, and to proceed with a cycle of drawing up andthe human rights of every individual affected by our business

implementing plans.

activities.
including the Human Resources Department and theInitiatives to Inform and Instill Awareness in
Employees

Purchasing Department, participated in a workshop for which

In line with the establishment of the Okamura Group Human

we invited experts from the Caux Round Table (CRT) Japan.

Rights Policy and the revision and establishment of various

At the workshop, experts lectured on the content that should
be dealt with in the policy, improving the Okamura Group’s

p. 119 for details) was
policies, the Code of Conduct (seerevised in October 2022, with e-learning conducted on theunderstanding of human rights, and which was duly reflected

revised contents. The e-learning course explained the social

in the content of the policy.

background of human rights and the expectations each

The human rights policy thus formulated was deliberated bystakeholder has of the Okamura Group, and strove to inform

top management at the Sustainability Committee, andand instill awareness in every employee regarding the actions

established with the approval of the Board of Directors.

to be taken.

In formulating the policy, staff from various departments,

Okamura Group Human Rights Policy

https://www.okamura.co.jp/corporate/sustainability/policy/human_rights_policy_en.pdf

complicit in human rights abuses” —we are moving forwardwith initiatives that respect human rights in all aspects of ourcorporate activities.
In addition, we are participating in various subcommittees of
the Global Compact Network Japan, a network of companies
and organizations that have signed the UNGC, to broaden
our knowledge as well as to expand our initiatives based on
the UN Guiding Principles on Business and Human Rights(UNGPs). (Seep. 20

for related information)

Participation in the United Nations Global
Compact (UNGC)
Okamura signed the UN Global Compact (UNGC)
and was registered as a participating company on February[Related Policies] Sustainability Policy Code of Conduct

26, 2020. Taking into consideration the two Global Compact

p. 10

principles related to human rights—namely, businesses

p. 119 Diversity and Inclusion Policy

should “support and respect the protection of internationallyp. 78 Sustainable Procurement Guidelines

p. 126

proclaimed human rights” and “make sure that they are not

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Contents

Company Profile
Corporate GovernanceRisk Management

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Global Environmental
Initiatives
Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

Previous

Coexisting with Local Communities and Society

The Okamura Group has released a statement regarding its
initiatives related to preventing slave labor and humantrafficking based on the UK Modern Slavery Act 2015.

Based on the Okamura Group Human Rights Policy and withthe support of CRT, a third-party organization, due diligence

UK Modern Slavery Act

https://www.okamura.com/en_eu/msa2015/pdf/msa2015
statement.pdf

was conducted regarding human rights on June 3, 2022, aimed
at establishing a management system based on the UNGPs.
We identified, analyzed, and evaluated any negative impact

Grievance Redress Mechanism

the Okamura Group may have on human rights, through a

The Okamura Group has set up a consultation/reporting

workshop conducted by related internal departments (19service for customers and suppliers, as well as a compliancepeople) and a desktop survey conducted by external experts.

helpline for officers and employees of the Okamura GroupAs a result, matters related to the treatment of foreign

regarding concerns related to business activities, including

workers at Okamura Group production plants and humanthose that may impact human rights negatively.

rights issues in the supply chain were identified as priority

 C ustomers: Customer Service Office (seeissues. We also conduct impact assessment surveys by

p. 19

for

details)outside experts to understand and examine issues from ap. 125

Proper Disclosing of Information

Data

Response to the UK Modern Slavery Act 2015

Conducting Due Diligence
Regarding Human Rights

medium- to long-term perspective. (SeeResponsible
Corporate Behavior Suppliers: Points of contact for consultation/reporting forfor details)

suppliers (seep. 126for details)

Interviewing foreign technical intern trainees at the Gotemba Plant Employees: Compliance Helpline (seeConducting Surveys Based on Sustainable
Procurement Guidelines

Stakeholder Engagement

Since fiscal 2020, Okamura has been conducting internal

To promote and conduct procurement activities with an

Okamura participates in CRT’s stakeholder engagement

audits to check the employment situation and other factors atemphasis on sustainability, the Okamura Group has establishedprogram. The program works to identify key human rights

production plants that employ foreign technical trainees. In

the Okamura Group Sustainable Procurement Guidelines,

issues by industry in response to issues raised by NPOs/

December 2022, two CRT experts interviewed 10 foreign

which stipulate thorough compliance, respect for human rights,

NGOs and experts.

technical intern trainees at the Gotemba Plant as part ofensuring a work environment that takes health and safety into

impact assessment. Overall, the system for accepting theconsideration, environmental protection, and contribution to

trainees was found to be well-established, and no humansociety. In addition to requesting the cooperation of ourrights issues of particular concern were found, but issues

suppliers based on these guidelines, we are also conducting

such as the lack of multilingual support were pointed out.

surveys to confirm the state of their initiatives. Among these,

In fiscal 2023, we will address short-term issues and review

we will check items related to human rights and labor, and if

measures to address medium- and long-term issues.

necessary, conduct individual interviews and on-site audits to

Verification of Employment and Working
Conditions of Foreign Technical Intern
Trainees by Third-Party Organizations

encourage improvement. (Seep. 127

p. 121for details)

CRT Stakeholder Engagement Program

https://crt-japan.jp/portfolio/she-program/
Report for Fiscal 2022

https://crt-japan.jp/files2022/2022%20SHE%20final%20
report_jp.pdf

for details)
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Contents

Promoting
Sustainability

Company Profile
Corporate GovernanceRisk Management

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

TOPICS
In-House Workshops Held to Identify andAssess Human Rights Risks
A workshop was held in June 2022 to identify and assess any negative impact the Okamura Groupmay have on human rights. 19 people from corporate and related departments participated.
The first half took the form of a study session, where employees upgraded their knowledge
through CRT’s explanations on global trends in business and human rights. The second half took
the form of a discussion of the changing demands of society. Topics on human rights related to
Okamura’s business were raised in the discussion, and potential human rights issues related to theentire value chain were identified and sorted.
Based on the results obtained from this workshop, participants made decisions on what humanParticipating in the workshop

rights issues the Okamura Group should prioritize.

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Contents

Company Profile
Corporate GovernanceRisk Management

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Global Environmental
Initiatives
Respect for Human Rights

Responsible
Corporate Behavior

Pursuing Employee
Engagement

Supply Chain Management

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Supply Chain Management
In the Okamura Group’s Basic Purchasing Policy, the Okamura Group clearly states that it will “conduct business based on the principle of free competition, and strive to coexist
and prosper together with our suppliers on an equal footing based on mutual trust.” Based on this approach, we strive to improve our business through mutual collaboration as
well as pursue procurement with an emphasis on sustainability, on the premise of fair and equitable transactions with suppliers.

Outline of the Okamura Group’s
Supply Chain

Policy on Initiatives

Furthermore, in April 2023, we established the Multi-Stakeholder

In addition to stating our basic stance on supply chain

p. 18 for details) to clearly state our commitment
Policy (seeto building up relationships with our employees, suppliers,

The Okamura Group manufactures and sells products in a

management in the Okamura Group Basic Purchasing Policy,

and various other stakeholders.

wide range of fields, centered on the office furniture business,

the Okamura Group has, in order to pursue procurement withWe place great importance on two-way communication withstore displays business, and material handling systems

an emphasis on sustainability, established the Okamura Groupour suppliers, and take the opinions and evaluations webusiness. Production takes place mainly in Japan and otherSustainable Procurement Guidelines, which stipulates thoroughreceive to heart. We will continue to implement initiatives to

Asian countries, with sales offices all around the world. A

compliance, respect for human rights, appropriate laborstrengthen cooperative relationships.

supply chain is in place that includes procurement of raw

practices, environmental protection, and contribution to society,m a t e r i a l s a n d p a r t s , p ro d u c t s a l e s a n d a s s o c i a t e don which we are requesting the cooperation of our suppliers.

transportation/installation work, support for products in use
by customers, and measures for disposal after use.
We procure a wide variety of items such as metals, resins,

Okamura Group Sustainable Procurement Guidelines

https://www.okamura.co.jp/corporate/sustainability/report/pdf/
2021/sustainability_procurement_guidelines_en_202111.pdf

wood, packaging, and purchased products/parts, and we

Declaration on Building Partnerships

https://www.okamura.co.jp/corporate/sustainability/2022/
partnership.html
Multi-Stakeholder Policy

https://www.okamura.co.jp/corporate/sustainability/policy/
multi_stakeholder.pdf

suppliers. With the cooperation of dealerships, we provide

Initiatives Toward Strengthening Our
Collaborative Relationship with Suppliers

products and services to our customers, in addition to

In order to grow together with our suppliers, the Okamura

carrying out after-sales maintenance and collection of used

Group has organized cooperation meetings and regularly

We have established points of contact for suppliers who are

products.

meets with suppliers to share information and technicalmembers of the cooperation meetings in order to facilitate

expertise.

consultations and process reports on matters related to

In July 2022, we endorsed the goal of the Declaration on

business activities. We strive to build healthier relationships

Building Partnerships established by the Conference onwith our suppliers and to strengthen compliance in accordance

Promoting Partnership-Building for the Future promoted bywith the Okamura Group Sustainable Procurement Guidelines.

procure these items through domestic and overseas

the Cabinet Office and the Small and Medium Enterprise
Agency, and announced the Declaration on Partnership

Establishing Points of Contact for
Consultation/Reporting for Suppliers

Points of contact for consultation/reporting for suppliers

kyouryoku@okamura.co.jp

Building to promote cooperation and coexistence with the
suppliers in our supply chain.

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Contents

Company Profile
Corporate GovernanceRisk Management

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Promoting Sustainable
Procurement
To promote sustainable procurement, we inform our suppliersof the Okamura Group Sustainable Procurement Guidelines
and request their cooperation. We also conduct surveys ofsuppliers regarding human rights, the environment, corrupt
practices, quality, etc., and conduct on-site audits ofhigh-risk suppliers based on assessments of social andenvironmental risk. In addition, the basic transaction
agreements that we conclude with our suppliers incorporate
the obligation to cooperate with the Okamura Group’s
sustainability activities, including complying with our
Sustainability Policy and taking appropriate measures
regarding subcontractors.

Informing Suppliers of the Sustainable
Procurement Guidelines andRequesting Cooperation
In order to familiarize our suppliers with the purpose andcontent of the Okamura Group Sustainable Procurement
Guidelines and to encourage them to put the guidelines into
practice, we provide explanations when initiating transactions,notify them of revisions to the guidelines and other importantmatters related to sustainable procurement as appropriate,
and provide explanations and request their cooperation at
lectures in cooperation meetings held on a regular basis.

Global Environmental
Initiatives
Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

further expanded from the previous fiscal year, with a total of
543 suppliers surveyed. After additionally requesting thename of the person responsible for agreeing to the Okamura
G ro u p S u st a i n a b l e P ro c u re m e n t G u i d e l i n e s a n d fo r
responding to the questionnaire, we received responses from541 companies.
We will promote sustainable procurement by continuing toconduct surveys in the future as well, and channel the results
obtained to improving supply chain management.
p. 160 for data)(See

Conducting On-Site Audits of Suppliers
In fiscal 2022, we conducted on-site audits of threecompanies in Japan and overseas, based on assessments ofsocial and environmental risk. The audit began with an
explanation of domestic and inter national trends insustainability and Okamura’s approach to sustainableprocurement, followed by a detailed interview based on the
supplier’s responses to the sustainable procurement surveythat had been completed in advance, focusing on the
supplier’s initiatives related to safety, quality, and theenvironment on-site.
We will continue to encourage our suppliers to undertake
initiatives aimed at sustainability by conducting on-site
audits as appropriate, taking into consideration such factors
as transaction volumes, survey results, and the magnitude ofp. 160
the impact on the environment and society. (Seefor data)

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Specialized Training for In-House Personnel
in Charge of Purchasing
B a s e d o n t h e re c o g n i t i o n t h a t t h e k n o w l e d g e a n dunderstanding of the personnel in charge of purchasing are
essential for the promotion of sustainable procurement, we
provided training on the prevention of corrupt practices to a
total of 35 purchasing staff from the Head Office Purchasing
Department and production plants in May 2022, 11 from theHead Office Purchasing Department in November, and 32
from production plants in May 2023, in study sessions
c o v e r i n g t h e re a s o n s f o r e m p h a s i z i n g s u s t a i n a b l e
procurement, issues, and points to pay special attention toas purchasing staff.
We plan to continue implementing this training program in thep. 160 for data)
future. (SeeResponsible Mineral Procurement(Conflict Minerals)
The fact that some of the minerals mined in the Democratic
Republic of Congo and neighboring countries, as well as inconflict and high-risk regions, are funding armed groups andexacerbating conflict has become an international issue.
With the cooperation of our suppliers, the Okamura Group is
working to avoid the use of risky raw materials and parts. If a
product part or raw material is found to contain suchminerals, we will discuss the matter with the relevant
suppliers and take appropriate action.

Sustainable Procurement Surveys of
Our Suppliers
We conduct surveys on the status of initiatives undertaken by
our suppliers (human rights, environment, corrupt practices,quality, etc.) in addition to requesting their cooperation (selfevaluation via surveys).
When selecting suppliers to be surveyed, we consider factors
such as transaction volumes and the impact on theenvironment and society. In fiscal 2022, the scope was

Conducting an on-site audit at a supplier

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Contents

Promoting
Sustainability

Company Profile
Corporate GovernanceRisk Management

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Respect for Human Rights

Responsible
Corporate Behavior

Pursuing Employee
Engagement

Supply Chain Management

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Proper Disclosing of Information
The Okamura Group will disclose information to stakeholders in a timely and appropriate manner. In addition, we will actively disclose information considered to be useful, aim forhighly transparent management, and strive to gain even greater trust and appreciation from our stakeholders by communicating through various opportunities.

Approaching Diverse
Stakeholders

Offering More Information Through theWebsiteCommunicating Information Through SocialMedia

We strive to provide information that meets the various needs

Okamura operates official corporate accounts on various social

The Okamura Group strives to disclose informationof stakeholders in an accurate and easy-to-understandmedia channels. We communicate information in a way thatappropriately in accordance with laws and regulations, as

manner, including information on management policies andtakes advantage of the characteristics of each channel, leading

well as to proactively disclose information deemed important

overall business activities, solutions and products, IR, andto improved communication with various stakeholders.

for stakeholders through various means. (Seesustainability, through the Okamura Group’s website.

p. 18

for

related information)

We disclose financial information and management plans in a

 Twitter@okamuraJP

timely and appropriate manner on the IR information website.

Communicating Through a Variety of Booklets

In addition, we are working to provide more information to

In order to improve communication with stakeholders, theshareholders and investors by, for example, providing videos

Okamura Group publishes a variety of booklets and makesof financial results briefings. In addition, our Sustainability site

them available on its website, including the corporate bookintroduces related policies and initiatives in each field, and“OKAMURA TODAY” and the informational magazine for

updates information so that visitors to the site can keep up

shareholders and investors “OKAMURA REPORT”, providing

with the latest initiatives and implementation status.

information on management policies and business conditions.

We will continue to strive to provide the information that Facebook@okamura.corp

our stakeholders need and find useful, while improving
OKAMURA TODAY

https://ir.okamura.co.jp/en/library/
annualreport/

accessibility and usability.
 YouTube

Okamura Website
Languages available on the corporate website: Japanese, English, andChinese

Corporate bookhttps://www.youtube.com/user/
OkamuraCorporation

Corporate site

https://www.okamura.co.jp/
OKAMURA REPORT

https://ir.okamura.co.jp/library/shareholder/
Informational magazine forshareholders and investors

IR information

 Twitter @okamura_corp

https://ir.okamura.co.jp/en/ Instagram (Okamura Global)

Sustainability information

 LinkedIn

https://www.okamura.co.jp/corporate/sustainability/ Note Instagram (official e-commerce account)

The Okamura Group Sustainability Report 2023

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Contents

Company Profile
Corporate GovernanceRisk Management

Promoting
Sustainability

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Coexisting with Local Communities and Society
In order to grow together with local communities, the Okamura Group strives to interact with and contribute to society through participation in social and environmental activities
in each community, and contribute to the creation of a sustainable society by developing human resources, disseminating information and providing opportunities to solve social
issues, utilizing the knowledge and experience accumulated through our business activities.

Okamura Group Social
Contribution Activities Policy

Volunteer Leave
We have established a volunteer leave system to support
employee participation in volunteer activities. Up to five days

Participating in Local
Community Activities

In May 2021, we formulated the Okamura Group Social

per year of an employee’s accumulated injury and illness

At each base of the Okamura Group, we actively participate

Contribution Activities Policy based on the Basic Policy,

leave (paid leave) may be used as volunteer leave. We arein and cooperate with the local community by taking part inwhich has been passed down since our founding, with thepromoting the use of this system by introducing testimonials

events and clean-up activities, letting local residents use ouraim of promoting initiatives that contribute to solving a widefrom those who have taken this type of leave on the intranet

sports fields, and providing assistance during emergencies

range of social issues. This policy clearly states our stance on

and in the in-house magazine, along with information on how

such as natural disasters.

initiatives such as coexisting with society through dialogue

to apply for it. (Seeand interaction, utilizing the knowledge and experience
accumulated through our business, and supporting employee
activities.
Social Contribution Activities Policy
https://www.okamura.co.jp/corporate/sustainability/policy/social_
contribution_activities_policy.pdf

Formulation of Operational Rules for
Activities that Contribute to Society
In March 2022, we established operational rules for activities

p. 160for data)

Major Local Community Activities in fiscal 2022
S ports field lent out to youth baseball teams and others(Sanyo Okamura Corporation)
 Hill Climb Challenge Series 2022, 10th Takahashi Fukiya
Furusato Mura Tournament supported by Hare Iro Cycling
Okayama; provided the sports field for the main event(Sanyo Okamura Corporation) Conducted plant tours for local residents and children (Seep. 131 for details)
 Community cleaning activities (at each production plant) Volunteered to donate blood (at each production plant andoffice)that contribute to society, in order to make more meaningful
contributions to society through our activities based on theneeds of local communities and society. The rules stipulatethat activities must be highly social and public in nature, be
widely accepted by society, and that activities should beundertaken after objectively evaluating their positive impact
on society and their relationship with our business activities
from a long-term perspective, among others.
We will continue to improve our activities in accordance withthese rules.

Hill Climb Challenge competition day

The Okamura Group Sustainability Report 2023

129

Contents

Company Profile
Corporate GovernanceRisk Management

Promoting
Sustainability

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Disaster Relief
Support for Sports

The Okamura Group provides assistance to victims of large-

The Okamura Group supports sports activities in various

scale natural disasters in Japan, as well as assistance in theways, such as allowing local sports teams to use its sports

form of donations, contributions and supplies forfields and sponsoring professional sports teams and sports

reconstruction of the affected areas. Also, Okamura is a

events. In April 2021, we hired a para-athlete as an employee,

supporting member of Japan Platform (JPF), a specified non-and continue to support his athletic activities.

profit organization that brings together individuals, NGOs, the<Examples of Sports Team Sponsorship>business community, and the government in an equal

 Yokohama FC

partnership to provide emergency humanitarian assistance in Kamaishi Seawaves RFC*

the event of a conflict or disaster.

*K amaishi Seawaves RFC: A rugby team formed in April 25, 2001, as Japan’s firstcommunity-based rugby team. The team belongs to Division 2 of Japan Rugby
League One. Employees of NS Okamura Corporation are also active members.

TOPICS
Received the Medal with Dark Blue Ribbon for
Humanitarian Assistance to Ukraine and Neighboring Regions
In March 2022, Okamura donated 50 million yen to the United Nations
High Commissioner for Refugees (UNHCR) through the specified nonprofit organization Japan for UNHCR, the official channel for Japanesesupport, to provide humanitarian assistance to those displaced in
Ukraine and in neighboring areas due to the military invasion of Ukraine
by Russia. For the support we provided, we received the Medal with
Dark Blue Ribbon in October 2022.

Yokohama FC

The Medal with Dark Blue Ribbon is an award presented by thegovernment to individuals, corporations or organizations that havemade outstanding contributions of private funds for the public good, tocommend their contributions to the nation and the public.

Left: Yoshikazu Sato, Managing Executive Officer of the Okamura
Corporation
Right: Mr. Masayuki Kawai, Executive Director, Japan for UNHCR(NPO)

Kamaishi Seawaves RFC

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Contents

Company Profile
Corporate GovernanceRisk Management

Promoting
Sustainability

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Communication with
Stakeholders at Production
PlantsAt Okamura Group production plants, we actively participate
and cooperate in local community activities by interactingwith local residents.

Factory Tours and Social Gatherings
At Okamura Group production plants, we conduct factory
tours for children wanting to know more about the work that
goes on in companies, as well as customers. In the factory
tour, visitors see how products are made, the innovativetechniques we employ, and how we nurture talent throughthe passing down of technology.
The Oppama Plant has offered the Summer Vacation Tour
since fiscal 2013, through which visitors can experience thefun in manufacturing by making coin cases from scraps ofleather used for chairs, or making card cases from single
steel sheets that are subjected to a number of processes. At
social gatherings and company tours regularly held formembers of the local community, we show visitors our
manufacturing process and waste processing facilities,
explain our environmental initiatives, and create opportunities
to exchange opinions in order to improve the understandingof local residents and allow them peace of mind.

Cooperating with Local Communities in theevent of a DisasterIn order to be able to respond quickly in the event of adisaster, Okamura Group production plants conclude
cooperation agreements with administrative entities in theregions where they operate, and participate in local disasterprevention activities.
At the Fuji Plant, we use the abundant underground waterthat Mt. Fuji offers for industrial and everyday use. In
November 2022, we signed a collaboration agreement with
Gotemba City to provide this groundwater to households inthe event of a disaster, in order to provide stability to citizen’s
lives and aid early recovery.

Respect for Human Rights

Responsible
Corporate Behavior

Pursuing Employee
Engagement

Supply Chain Management

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Major Agreements Related to Disasters
Location

Summary

Takahata
Plant

Agreement concluded on cooperation in times ofdisaster (Sawaguchi Village Association)

Oppama Plant

Firefighting team cooperates with Yokosuka City Fire
Brigade (Yokosuka City)

Fuji Plant

Agreement concluded on disaster relief cooperation
with Gotemba City (Gotemba City)
Plant cooperates with Gotemba City Fire Brigade(Gotemba City)

Concluding an agreement to cooperate on disaster relief with Gotemba City
Left: Mayor Masami Katsumata of Gotemba City
Right: Miyoshi Kurihara, then Executive Officer of the Okamura Corporation

TOPICSInteracting with the Local Community through Softball
In recent years, teachers’ work style reforms have been progressing, requiring measures to fill in the man hours needed to coach club
activities. Fujioka Junior High School, located near our Fuji Plant in Gotemba City, has established Team Fujioka, an organization set upby the school and the local community, to support the healthy growth of children through a three-way collaboration between the school,
the children’s guardians, and the community. The Okamura Softball Club has taken on the role of a temporary coach for the Fujioka JuniorHigh School girls’ softball team through Team Fujioka, providing instruction on basic practice, batting practice, and helping to prepare formatches.
In addition to interacting with the community through softball, we allowed field research to be done at the Fuji Plant, and sent ouremployees to junior high schools to give vocational lectures in fiscal 2022.

Coaching softball

Giving vocational lectures

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Contents

Company Profile
Corporate Governance

Promoting
Sustainability

Risk Management

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Initiatives for an Inclusive
Society
At the Okamura Group, we value diversity, and promotevarious initiatives toward the realization of an “inclusive (non-Global Environmental
Initiatives
Respect for Human Rights

Responsible
Corporate Behavior

Pursuing Employee
Engagement

Supply Chain Management

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

TOPICS
Cooperative Efforts with Welfare Facilities that
Bring Out Smiles: “Contribute to Society with Snacks”

exclusive) society” in which each person can live his or her life

The Okamura Group creates opportunities for people with disabilities to interact with society

true to oneself.

and enable them to receive job training. This activity also helps Okamura Group employees tounderstand the needs of people with disabilities.

Major Activities in Fiscal 2022
 Internships for special needs schools and schools for thedisabled (Fuji Plant and Takahata Plant) Plant tours for special needs schools (Fuji Plant) Sales of sweets made by people with disabilities at welfare
facilities (each plant) Employment of top para table tennis athlete and support

The “Contribute to Society with Snacks” program, begun at production plants and which aims
to support people in welfare facilities in their attempt to achieve self-reliance by purchasing
snacks they made, is also being implemented at JR Yokohama Tower, where Okamura’s sales
department is located. We invite the people from welfare facilities that made the sweets tocome to our office in Yokohama, package the sweets together, and have them sell the sweets
directly. With time, the participants have become acquainted with each other, and engage in

After packaging all the sweets

lively conversations and have an enjoyable time interacting with one another. We will continue tohold such events in the future as well.

for his athletic activities
Comments: Manager, Yokohama Operations Center, Operations Management

Support for Inclusive Sports
Active Sports, a specified non-profit organization, operates
an inclusive soccer school for people with disabilities and asoccer team for people with intellectual disabilities, under the
motto, “Realize an inclusive society through the power ofDepartment, Office Furniture Business Division
Tomomi Hasegawa (upper left in group photo)
At JR Yokohama Tower, where multiple departments, including sales and staff, are housed
together, we were able to obtain the cooperation of numerous employees in the regional base,which made for a lively interaction. We would like to continue holding exchanges on a regular

Array of packaged sweets on salebasis, so that activities aimed at contributing to society will feel easy and familiar.

sports!” Through inclusive soccer schools and competitions,
their aim is to create opportunities for people with disabilities
and able-bodied people to form bonds aimed at a common
future, thereby creating a shared sense of value. Okamura
supports Active Sports as a partner.

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Contents

Company Profile
Corporate GovernanceRisk Management

Promoting
Sustainability

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

Proper Disclosing of Information

The Okamura Group supports cultural and artistic activities
through sponsorship of music, art, and the performing arts.
p. 160 for data)(See

At the Okamura Group, we are engaged in initiatives to
educate young people of the next generation, by leveraging
the experience we have accumulated as a company engaged
in manufacturing and environmental initiatives.

Gathering of scholarship students on a showroom tour

VOICE

JEES • Okamura Scholarship for theDevelopment of the Next Generation

Through donations to the Japan Educational Exchanges andServices (JEES) Endowed Scholarship Program, the JEES •Okamura Scholarship for the Development of the Next
Generation was established in 2021 as a non-repayable, granttype scholarship to support the development of talent in thedesign field, using the funds from this donation.
Twelve students received scholarships disbursed from theprogram for the first time in fiscal 2022, with a gathering ofscholarship students held in September. The scholarship
recipients became acquainted with one other throughshowroom tours and presentations on what they had learned.
Four scholars graduated in fiscal 2022, and we arewelcoming four new scholarship recipients in fiscal 2023.
We will continue to support university students in Japan
studying design by alleviating their financial concerns during
their studies and after graduation, creating an environment inwhich they can concentrate on their studies, and nurturingpromising talent who can play an active role in the design
field in the future.

Data

Previous

Coexisting with Local Communities and Society

Nurturing Talent by Leveraging Practical
Experience as University Lecturers

Support for Cultural and Artistic
Activities

Support for Nurturing the
Next Generation

Responsible
Corporate Behavior

Okamura employees have continued to serve as part-time
lecturers in universities, utilizing their knowledge gained
through work in areas such as design and research.
Throughout the semester at Kanto Gakuin University and
Nihon University, employees give lectures as professionals in
the field of ergonomics and product design, introducing
practical examples and new technologies.
In addition, as special lecturers at the universities, Okamura
employees help nurture the next generation through talks,seminars, and lectures on space design and productdesign.

Encouraging Students throughDialogue to Think About Working,and Thereby Learn on Their Own,
During Their Period of Study
As a joint industry-academia project in education with Osaka University, Okamura has offered the On CampusInternship, an active learning program, since fiscal 2019. Fiscal 2023 marks the fifth year of the program, andwe have continued to offer the program in the midst of the drastically changing social climate, through trial
and error together with the instructors.

Office Furniture Division
Work Design Laboratory
Manager, Research Center

Ai Hanada

The lectures are part of our activities to promote research, education, and collaboration with society inboth theory and practice aimed at shaping a sustainable future, and are offered under the aegis of the ESG
Integration Research and Education Center (ESG-IREC) of the Osaka School of International Public Policy at
Osaka University.
The lectures are designed to give students, who are in the learning phase, an opportunity to think about workand encourage them to learn on their own in their university studies, and to encourage them to look towards
the future and develop problem-solving skills. The on-campus internship is attractive because students cangain new perspectives and learn to think from different perspectives, through dialogue among the students
as well as with faculty members and those who work in the business. Many students actively participate andspeak up, and each year, I find myself inspired by them.

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Contents

Promoting
Sustainability

Company Profile
Corporate GovernanceRisk Management

TOPICS

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Promotion of Compliance and Anti-Corruption Initiatives

Respect for Human Rights

Pursuing Employee
Engagement

Supply Chain Management

Responsible
Corporate Behavior

Proper Disclosing of Information

Data

Previous

Coexisting with Local Communities and Society

Participating in Quest Education,an Inquiry-Based Learning Program for Middle
and High School Students

Okamura has been participating in Quest Education, an inquiry-based learning programfor middle and high school students, from April 2022.
Quest Education is an inquiry-based learning program launched in 2005 by Educa &Quest that is aimed at nurturing real-life skills by partnering with the real world. Amongthe array of programs, the one that Okamura participated in was Corporate Access, inwhich students experience corporate internships in the classroom and work together withcompanies towards the the future. The participating middle and high school students canunderstand the company they have chosen better, work as a team on a mission (task)presented by the company, and come up with an original project. Okamura proposes

Educational materials for the
Corporate Access program

missions, creates educational materials, and visits schools. In fiscal 2022, the mission was
to “Propose a spatial revolution that brings out the genuine power of diverse people!”, forwhich the middle and high school students engaged in research, letting their imagination
run free, while conducting research and discussion in groups. Okamura employees
accompany the middle and high school students in their exploratory activities, by asking
them questions and talking with them during school visits as well as interacting with them
via an online system.
Okamura is helping to nurture the next generation by engaging middle and high school
students in independent learning, while leveraging its accumulated experience as a

Visiting schools

company.

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Global Environmental
Initiatives

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Data

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Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Global Environmental
Initiatives

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Data Related to Promotion of Sustainability
Sustainability Action Plan: Fiscal 2023 –Areas

Creating
Environments
Where People
Can Thrive★
★

Material Issues (★ indicates material issues)

Pursuing Quality in Product Creation
Promotion of Innovation andCreation of New Value

7
★

8

9 12

Providing Safe Products andServices

9 12
GlobalEnvironmental
Initiatives

★

★

★

Promotion of a Circular Economy

3

6

7

9 12 13

We have overhauled our Sustainability Action Plan for fiscal 2023 and beyond in conjunction with the review onmateriality (Material Management Issues). Therefore, targets for fiscal 2023 and beyond and actual results for fiscal
p. 139 ~ 144 )
2022 are listed separately. (Results
KPIs

Fiscal 2023 Targets

Please see the Midterm Management Plan 2025

 Provide solutions that support corporate growthand diverse work styles
Midterm Management Plan 2025 , disclosed
May 10 , 2023
Explanatory materials:

https://ir.okamura.co.jp/en/library/
managementplan/

Number of serious product accidents Promote a circular economy by conserving

7

9 13 15 17

Environmental conservation
activities in manufacturing

3

6

0

––

 Reduce emissions of production-related waste

per unit of finished in-house product by 1% year
on year Expand proportion of GREEN WAVE and GREEN
WAVE+ products developed Reduce emissions per unit of production-related Promote sustainable use of forest resources Collect data on our timber usage rate based on –– Reduce environmental impact

the Timber Use Policy Reduce water resource usage per unit by 1%
year on year Reduce water resource usage by Reduce emissions for the entire Group by Reduce greenhouse gas emissions by Promotion of measures to prevent global

warming
Reduce greenhouse gas emissions
Reduce fuel-related energy consumption
Increase energy productivity

1,000t-CO2/year

1% on
average over 5 fiscal years Reduce vehicle fuel consumption by 5% on
average over 5 fiscal years Increase energy productivity by 1% year on year Reduce industrial fuel consumption by

6 11 12 14 15

waste by 9% in fiscal 2030, compared to fiscal
2020
 ––

10% infiscal 2030 (compared to fiscal 2020)

50% infiscal 2030 (compared to fiscal 2020); aim toachieve carbon neutrality by fiscal 2050
 Improve energy productivity by 10% in fiscal
2030 (compared to fiscal 2020)

Reduce the impact on the environment

Reduce released/transferred PRTR substances perunit by 1% year on year

Reduce released/transferred PRTR substances
per unit by 10% by fiscal 2030 (compared tofiscal 2020)

Measures to prevent pollution and control
hazardous chemical substances

Comply with laws and regulations related to theprevention of air, water and soil pollution (control
and reduction of hazardous substances)

Comply with environmental laws and regulations,and gather information

9 11 12 14 15

Preventing environmental pollution

3

conduct research and development on how
stores will be constructed in the future Develop products and services that contribute tosmart logistics
 Develop environmentally friendly products forindustrial vehicles

resources and reducing waste Promote environmentally conscious planningand design in product development

6 12 13 14 15 17
Contributions towards the Climate
Change Problem and Realizing
Carbon Neutrality Resolve social problems faced by retailers, and*Definition of serious product accident: Accidents
caused by Okamura products that result in serious
damage to life or body, and accidents caused by
Okamura products that result in serious damage, suchas fires, to property other than the product at fault.

14 15 17
Sustainable Use and Conservationof Natural Resources

Mid- to Long-Term Targets

Realize a society where people can thrive by
providing new value to customers and society

The numbers above indicate the related SDGs.

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Promoting
Sustainability

Company Profile

Data Related to Promotion of Sustainability

Areas

Pursuing
Employee
Engagement*★

Environmental Data

Material Issues (★ indicates material issues)★

Promotion of “Work in Life”

3

★

8 10

Supporting career development andstrengthening specialized humanresources development

48

Making our workplaces healthierand safer

3

8

Execution of work throughteamwork

Pursuing Employee
Engagement

Employee-Related Data

KPIs

Improve employee satisfaction and engagement

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Fiscal 2023 Targets
 Implement measures to improve engagement

Mid- to Long-Term Targets––

 Carry out engagement surveys

8

Promotion of DE&I (Diversity, Equity &Inclusion)

5

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive(By fiscal 2024: 22% )By fiscal 2024: 22%

6.5%

By fiscal 2024: 7%

Percentage of female new graduate hires(university graduates)(By fiscal 2024: 40–50%)

By fiscal 2024: 40–50%

Percentage of male employees taking childcare
leave

65%

––

Percentage of employees with disabilities

2.50%

––

 Implementation rate of skill development



100%

––

Percentage of female employees
Percentage of female managers

interviews Implement various measures for specializedjobs to further foster specialist skills Survey on participation in the Okamura
University, “Towards Your Future Career”

 Identify technologies and skills for specializedjobs Satisfaction rate of80%

Average annual paid leave acquisition rate

80%

––

Regular general health examination uptake rate

100%

100%

Stress check uptake rate

100%

100%

Percentage of smokers

26%

For fiscal 2025: -1% year on year

Percentage of persons subject to “active
support” or “motivational support” (those 40 orolder who have undergone health examinations)

9% or less, and 5% or less, respectively

For fiscal 2025: 8% or less, and 5% or less,respectively

“Dialogue”* implementation rate

100%

––

8 17
The numbers above indicate the related SDGs.
* Target scope: Okamura Corporation* “Dialogue”: Company-wide initiative to resolve workplace issues and improve the work environment (Seep. 90

for details)

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Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Areas

Responsible
Corporate
Behavior★

★

★

Global Environmental
Initiatives

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

KPIs

Fair, Transparent, Honest Behavior

Implementation rate of sustainable procurement
surveys

67% based on transaction amount

Implementation rate of sustainable procurement
on-site audits

100% for high-risk suppliers

Implement and reinforce in-house human rights
education

Provide training to departments related topurchasing

Implementation rate for compliance education
conducted at time of hire and for newly
appointed executives

100%

Expand compliance training

Implement various types of compliance training Establish a Business Continuity Plan (BCP) for Review hazard maps (for earthquakes anddisasters Manage personal information in line with therequirements of the countries within which we
operatefloods) Comply with laws and regulations regarding
personal information management in othercountries within which we operate ontinue dialogue with stakeholders and reflectCthis in our initiatives

Conduct stakeholder dialogues with various
external ESG-related experts––

Establishment of strategic activities aimed atcontributing to society

Implement social contribution activities with
employee participation––

Strengthen governance by increasing diversity,
independence, and objectivity of the Board of
Directors

 Maintain independent outside directors at

8 10 16 17

Strengthening risk management

10 11 16
Proper information disclosure anddialogue with stakeholders

Previous

Data Related to Responsible Corporate Behavior

Material Issues (★ indicates material issues)

5

Data

Fiscal 2023 Targets

Mid- to Long-Term Targets

––

––

16 17
Coexisting with local communities
and society

17
Corporate governance5

8 10 16100%

 Percentage of female directors:12) or higher

25% (3 out of––

The numbers above indicate the related SDGs.

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Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Global Environmental
Initiatives

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Sustainability Action Plan: Fiscal 2022 Results

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

We have overhauled our Sustainability Action Plan for fiscal 2023 and beyond in conjunction with thereview on materiality (Material Management Issues). Therefore, actual results for fiscal 2022 and targets
for fiscal 2023 and beyond are listed separately.
p. 14 ~ 15
p. 136 ~ 138 )(Targets*The numbers in “Issues” indicate the related SDGs.
Self-assessment legend

Creating
Environments
Where People
Can Thrive= Goal achieved= Partially achieved= Not achieved

Sustainability Policy

Midterm Goal (Until Fiscal 2022 )We will continue to take on the challenge of creating new values, markets, and trends by providing

Propose and provide products and spaces that offer true value to customers and contribute to thesociety with innovative products and services of reliable quality and safety.

solving of social issues by further driving innovation.

ESG category: S (Social)
Issues ( ★ indicates material issue)★ Pursuing quality in product creation★ Promotion of innovation and creation of
new value

7

8

9 12

KPI

See the Midterm Management Plan
Notice regarding the Formulation of the Midterm
Management Plan
(disclosed May 13 , 2020 )Fiscal 2022 Targets

Fiscal 2022 Results

Continuation and further development of initiatives torealize the value provided by each business Office furniture business Store displays business Material handling systems business

Midterm Management Plan 2025
: Review of the Midterm Management Plan 2022

https://ir.okamura.co.jp/en/library/
managementplan/

https://contents.xj-storage.jp/xcontents/
AS00990 /5952 b385 /2 e44 /4 ce9 /b9 be/e808720 f8 f7 b/20230915142700883 s.pdf

 Propose and provide products and spaces that offer

true value to society

GlobalEnvironmental
Initiatives★ Providing safe products and services

9 12 Generate innovation within Okamura itself, andprovide spaces with true value, thereby realizing
innovation for the whole of society*Fiscal 2020 is not managed as a fiscal year

Number of serious product accidents*Definition of serious product accidents: Accidents caused
by Okamura products that result in serious harm to life orbody, and accidents caused by Okamura products that
result in serious damage, such as fires, to property otherthan the product at fault

00

The numbers above indicate the related SDGs.

Responsible
Corporate
Behavior
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Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

GlobalEnvironmental
Initiatives

Global Environmental
Initiatives

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Sustainability Policy

Midterm Goal (Until Fiscal 2022 )We will help create a sustainable society by thoroughly reducing the impact on the global

We will nurture “eco seeds” through our environmental activities, and offer the “eco fruits” of ourenvironment throughout the supply chain of our business activities.

products and services resulting from these environmental activities to our customers. (Seefor details)

p. 48

ESG category: E (Environmental)
Issues ( ★ indicates material issue)★ Responding to climate change

7 13 15★ Effective utilization of resources
Responsible
Corporate
Behavior
7 12 14

15★ Providing environmentally conscious

products and services throughout the
product life cycle

3

6

7

9 12 13 14 15

Conserving biodiversity

6 11 12 14 15 17

Fiscal 2022 Results

Increase energy productivity by 1% year on year Reduce consumption per unit at production-relatedsites Maintain energy consumption per unit at offices atcurrent levels
 Reduce logistics CO2 emission intensity
Reduce greenhouse gas emissions by
1,000 t-CO2/yearReduce industrial fuel by 1%
Reduce vehicle fuel by 5%

Increased energy productivity by 5.2% year on year Reduced consumption by 4.2% at productionrelated sites Reduced consumption at offices by 4% Reduced CO2 emissions per unit in logistics by 7.2%
Reduced greenhouse gas emissions by 3,140 t/year
Reduced industrial fuel by 11.2%
Reduced vehicle fuel by 16.5%

Promote resource recycling through conserving resources
and reducing waste Increase recycling rate for distribution and installation
work-related waste Operational assessment of manifest digitization Maintain zero emissions and expand the target scope ofzero emissions efforts

Reduce production waste per unit by 1% Maintain zero emissions for distribution andinstallation-related waste, continue manifest
digitization, and expand target scope Reduced production waste per unit by

Promote environmentally conscious planning and design inproduct development Improve product development rate (GREEN WAVE and
GREEN WAVE+ product development management) Improve management of environmental information
regarding products (update and improve SDS) Increase precision of assessment management(Review of check items by business area) Improve GREEN WAVE and GREEN WAVE+ Improvement of GREEN WAVE and GREEN WAVE+ Promote sustainable use of forest resources Expand use of domestic and local timber

environmental education and social contribution activities

6 12 13 14 15 17

Fiscal 2022 Targets

Promotion of measures to prevent global warming Increase energy productivity Prevent global warming in logistics Actively promote ACORN activities: Implement

Pursuing
Employee environmental pollution
Preventing
Engagement

3

KPI

4.1% year

on year Maintained zero emissions for distribution andinstallation-related waste, continued manifest
digitization, and expanded target scopeproduct sales ratios and proposal rates
 Improvement of environmentally friendly productproposal rates within the office furniture and store
fixture markets

product sales ratios and proposal rates
Target met: office furniture market, overseas
Target not met: store fixture market, logistics system Improvement of environmentally friendly productproposal rates within the office furniture and store
fixture markets
Target met: office furniture market, store fixture market

 Expanded use of domestic and local timber Promote ACORN activities and initiatives to Carried out ACORN activities and initiatives toconserve the natural environment

conserve the natural environment

Measures to prevent pollution and control hazardous
chemical substances C o m p l y w i t h l a w s a n d r e g u l a t i o n s r e l a t e d t o t h e
prevention of air, water and soil pollution
 P roper management of high-concentration PCBs andproper treatment of waste that contains mercury CFC-related facility inspections and leakage management

Continue implementation of legal compliance

Conducted monitoring; no violations

Reduce the impact on the environment PRTR emissions Use of water resources PRTR: Reduce transfers per unit by

1 % year onyear Reduce use of water resources per unit by 1% year
on year PRTR: Reduced transfers per unit by

18 .7 % year

on year Reduced use of water resources per unit by
14 .4 % year on year

The numbers above indicate the related SDGs.
See related information and details here:

p. 49 ~ 50

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Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Pursuing
Employee
Engagement

Global Environmental
Initiatives

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Sustainability Policy

Midterm Goal (Until Fiscal 2022)

We will strive to make the workplace healthier and safer, respect the diversity of our employees, andCreate systems and mechanisms as well as implement measures to improve working conditions that

aim to create an environment where each employee feels fulfilled in his or her work, cooperates withmake it possible for diverse talents to flourish, and pursue an environment in which employees canothers, and achieves personal growth.

thrive by changing their mindsets and taking action.

ESG category: S (Social)
Issues ( ★ indicates material issue)★ Promotion of “Work in Life”“WiL-BE”*1

3

KPI

Level of understanding of “WiL-BE” and “Work in
Life” initiatives

Fiscal 2022 Targets

In particular, promote initiatives to “improveengagement”

Fiscal 2022 Results Updated to “work engagement reform”
 Implemented e-learning on work engagement

reform for all employees8 Provided opportunities for dialogue with top

management★ Promotion of diversity and fair evaluations

Percentage of female employees

By fiscal 2024: 22%

21%

Percentage of employees with disabilities

As of June 1, 2023

As of June 1, 2023

2.50%

2.46%

Number of women in management positions or are
candidates for management positions

Percentage of female managers

5.9%

Percentage of female new graduate hires (university
graduates)

By fiscal 2024: 40–50%

45.8%

Percentage of employees who return to work after
taking childcare leave

90% or more for both men and women

Men: 100%

Number of male employees who take childcare leave

Implement measures that encourage male
employees to take childcare leave

Work Rule*1

5

8 10

By fiscal 2024: 7%

Women: 90.5%
Due to interviews to ascertain intentions andmeasures to allow fathers to work during paternity
leave, the number of employees who took paternity
leave doubled to 35

The numbers above indicate the related SDGs.
*Target scope: Okamura Corporation*1 See details

p. 74

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Contents

Company Profile

Promoting
Sustainability

Data Related to Promotion of Sustainability

Issues ( ★ indicates material issue)★ Maintaining a work environment that
fosters growth
Human Development*1

4

8Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

KPI

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Fiscal 2022 Targets

Improve team and individual performance throughmutual understanding Percentage of new hire instructor interviews
conducted
 Percentage of training interviews conducted (Julyand August) Percentage of goal management interviews
conducted (April and October)

Aim to achieve 100% for each item

Support desire of employees to study independently E-learning participation rate

Total number of applications for correspondence
education and e-learning

Fiscal 2022 Results Percentage of new hire instructor interviews

conducted 76.4%
 Percentage of training interviews conducted91.2%
 Percentage of goal management interviews

conducted 81.7%

8.2 %

10% of employees

Making our workplaces healthier and safer

3

Satisfaction of “OkaUni” participants

Average annual paid leave acquisition rate

70%

65.5%

Regular general health examination uptake rate

100%

100%

Stress check uptake rate

100%

99.5%

Percentage of smokers

27%

27%

Percentage of persons subject to “active support” or“motivational support” (those 40 or older who haveundergone health examinations)

10% or less, and 6% or less, respectively

9.3% and 5.7%, respectively

Dialogue*2 implementation rate

75%

78.2%

8

Execution of work through teamwork

83.1 points

Established Okamura University (OkaUni) in fiscal
2020, an in-house university where employees canstudy in order to realize their full potential Participant satisfaction

80 points

8 17
The numbers above indicate the related SDGs.
*Target scope: Okamura Corporation*1 See details

p. 75*2 “Dialogue”: Company-wide initiative to resolve workplace issues and improve the work environment (Seep. 90

for details)

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Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Responsible
Corporate
Behavior
ESG category: G, S
(Governance, Social)

Global Environmental
Initiatives

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Sustainability Policy

Midterm Goal (Until Fiscal 2022)

We will respect human rights, strive for understanding of individual personalities and diverse
cultures, and eliminate discrimination.
We will comply with the law and act in accordance with high ethical standards, and disclose
information in a timely and appropriate manner to our stakeholders. We will also enhance ourcommunications initiatives, coexist with local communities and society, and engage in fair,transparent, and honest corporate activities as a global company that is trusted and appreciatedby society.

1: We will strive to strengthen governance, information management, and risk management in order toachieve fair, transparent, and honest corporate management in accordance with high ethical standards.
2: We will disclose information appropriately in accordance with laws and regulations, and proactively
disclose information deemed important for stakeholders through various means.
3: We will identify internal and business-related human rights risks and implement initiatives to reducethese risks.
4: We will carry out initiatives to contribute to society and help resolve social issues by utilizing theknowledge and experience we have accumulated through our business activities.

Issues ( ★ indicates material issue)★ Fair, transparent, honest behavior

5

8 10 16

Pursuing
Employee
Engagement★ Strengthening corporate governance5

8 10 16

KPI

Fiscal 2022 Targets

Fiscal 2022 Results

Implementation rate for compliance education
conducted at time of hire and for newly appointed
executives

100 % implementation

Implementation of 100 %, online and face-to-face

Expansion of compliance education Hold various compliance-related training Conducted company-wide compliance training Distribute and promote the use of books to raise(4 times/year)

awareness on contracts and legal affairs Distributed and promoted the use of educational

materials to raise awareness on contracts and legal
affairs
Strengthen governance by increasing diversity,
independence, and objectivity of the Board of
Directors Ratio of independent outside directors

 Ratio of independent outside directors

100 %(independent outside directors/outside
directors) Increase the ratio of female board members

100 % Number of female board members has risen to two,by the addition of one more person

to atleast two persons or more.

Proper information management

Thorough protection of personal information

PrivacyMark internal audit implementation rate

PrivacyMark internal audit implementation rate

Maintain PrivacyMark qualification

Employee training implementation rate

Employee training implementation rate

Personal information management in line with therequirements of each country

Comply with laws and regulations regarding privacy ineach country

Began revising privacy policy based on risk analysis

Strengthening disaster prevention
measures and risk management system

Improve and expand emergency stockpiles

Emergency stockpile deployment rate

Emergency stockpile deployment rate

10 11

Emergency call

Response rate

Response rate

Establish BCP

Begin reviewing hazard maps and basing important
product groups in multiple locations

Planning and review stage

10 16

100 %

100 %

100 %

100 %

100 %

100 %

100 %

100 %

The numbers above indicate the related SDGs.

The Okamura Group Sustainability Report 2023

143

Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Issues ( ★ indicates material issue)

Responsible procurement and building
relationships of trust with suppliers

16 17★ Proper disclosure of information and

Global Environmental
Initiatives

Environmental Data

KPI

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Fiscal 2022 Targets

Fiscal 2022 Results

Analyze environmental and social risks in the supply
chain

Analyzed environmental and social risks in thecompany’s supply chain

Activities to spread awareness of Sustainable
Procurement Guidelines

Conduct Sustainable Procurement Surveys ofapproximately 400 suppliers (65 %), based ontransaction value (suppliers in production, installation
work, distribution, etc.)

Conducted surveys of 542 suppliers (70 %) basedon transaction value

Conduct stakeholder dialogues

Conduct stakeholder dialogues with outside experts
in ESG-related fields

Departments in charge routinely met with andexchanged opinions with experts in the fields ofenvironment, human rights, and sustainability
promotion

Continue to be a signatory of the UN Global Compact

Submit COP (annual report) and participate in humanrights-related subcommittee

Submitted COP (annual report) and participated inhuman rights-related subcommittee

Analyze various risks related to human rights

Identify and respond to priority issues through humanrights impact assessment

Identified priority action items

Formulate policies relating to social contribution

Thorough application of implementation criteria

Reviewed themes for social contribution activities andmechanisms to encourage employee participation

16 17
5

8 10

Establish good relationships with local
communities

Previous

Data Related to Responsible Corporate Behavior

Analyze various risks in the supply chain

dialogue with stakeholders

Respect for human rights

Data

17
The numbers above indicate the related SDGs.

The Okamura Group Sustainability Report 2023

144

Promoting
Sustainability

Company Profile

Contents

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Global Environmental
Initiatives

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Environmental Data
Balance of Environmental Impact Associated With Okamura Group Business Activities (Fiscal 2022 )

I
N
P
U
T

Total energy input

Total material input

Industrial fuel234 ,001 GJ
Fuel for cars
21 ,898 GJ
Electric power
571 ,385 GJ-----------------------------------------------

Raw materials
Auxiliary materials
Packaging materials

Water resource input
Water used

Volume of chemical substances
196 thousand m2 subject to PRTR handled
Green purchases of production
materials

159 thousand tons
4 thousand tons
5 thousand tons

Electric power
2 ,224 GJ----------------------------------------------------0 .2 million yen

Green purchases ofoffice supplies

194 t
19 ,673 million yen

Green purchases of office supplies
Volume of used products collected(products/packaging materials)
Weight of purchased products/parts

569 million yen
10 .0 thousand tons

Industrial fuel
233 ,802 GJ
Fuel for cars
3 ,240 GJ
Electric power
484 ,274 GJ-----------------------------------------------------Raw materials
159 thousand tons
Auxiliary materials
4 thousand tons
Packaging materials
5 thousand tons
194 t
Volume of chemical
substances subject to
PRTR handled
Green purchases of
production materials

4 .3 thousand tons

Green purchases of officesupplies

Fuel for cars
17 ,103 GJ
Electric power
43 ,020 GJ-----------------------------------------------------21 million yen
Green purchases ofoffice supplies

Industrial fuel199 GJ
Fuel for cars
1 ,527 GJ
Electric power
41 ,692 GJ-----------------------------------------------------4 million yen
Green purchases of officesupplies
Volume of used products
collected(products/
packaging materials)

Volume of used products
collected(products/
packaging materials)

1 .4 thousand tons

8 .6 thousand tons

19 ,673 million yen
544 million yen-----------------------------------------------------Water used
196 thousand m2

After-sales service

Product planning

O
U
T
P
U
T

Greenhouse gas emissions

Total volume of waste, etc. generated and recycled

Scope 1
13 ,840 t-CO2
Scope 2
16 ,932 t-CO2
Scope 3
1 ,523 ,303 t-CO2-----------------------------------------------

Volume of industrial waste, etc. generated
Volume of general waste, etc. generated
Volume of collected products andpackaging materials
reused/recycled

Air pollutantsNOx
13 .3 tSOx
2 .3 t------------------------------------------------------

Release/transfer of pollutants, etc.
Release of chemical
substances subject to PRTR

94 t

Transfer volume of chemical
substances subject to PRTR

8t------------------------------------------------------

Released into waters
Wastewater discharged
BOD
COD

25 .3 thousand tons
0 .72 thousand tons
10 .0 thousand tons

Final disposal volume of waste
0 .037 thousand tons
(Sent to landfill)
Total volume reused
Volume of used furniture sold
1 ,463 t
Total volume recycled
8 ,530 t------------------------------------------------------------------

Product sales volume and amount
Weight of sales of products appearing
in catalog(excluding special order items, etc.)
180 thousand m2 Net sales of environmentallyconscious products
6 .27 t0 .04 tConsolidated net sales

93 .5 thousand tons

113 ,403 million yen
277 ,015 million yen

Volume of general waste,etc. generated

Production

Scope 1
13 ,840 t-CO2
0 .005 thousand tons Scope 2
16 ,932 t-CO2-----------------------------------------------------------------------------NOx
13 .3 tSOx
2 .3 t-----------------------------------------------------------------------------Release of chemical substances subject to PRTR
94 t
Transfer volume of chemical substances subject to PRTR
8t-----------------------------------------------------------------------------Weight of sales of products appearing in catalog 89 .8 thousand tons
(excluding special order items, etc.)-----------------------------------------Volume of industrial waste, etc. generated 16 .8 thousand tons
Volume of general waste, etc. generated
0 .36 thousand tons-----------------------------------------------------------------------------Wastewater discharged
180 thousand m2
BOD
6 .27 tCOD
0 .04 tSales

Weight of sales of products
appearing in catalog(excluding special order
items, etc.)

Distribution

3 .8 thousand tons

Volume of industrial waste,etc. generated
Volume of general waste, etc.
generated

Reuse/recycling

8 .5 thousand tons Volume of collected products
and packaging materials
reused/recycled

Volume of used furniture
Final disposal volume of waste 0 .037 thousand tons sold
(Sent to landfill)
Volume of used furniture sold80 t----------------------------------------------------------------------------- Total volume recycled
7 ,034 t
0 .32 thousand tons -----------------------------------------------------Volume of general waste,etc. generated
Wastewater discharged
6 thousand m2
Net sales ofenvironmentallyconscious products

10 thousand tons

0 .04 thousand tons

1 ,383 t

113 ,403 million yen

The Okamura Group Sustainability Report 2023

145

Contents

Promoting
Sustainability

Company Profile

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Environmental Data

Data Related to Promotion of Sustainability

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Responding to climate change● Mark in the Verification column: Data subjected to third-party verification in fiscal 2022

CO2 emissions

Unit

Scope 1

Scope 2

Total of Scope 1 +2

2019
FY

2020
FY

2021
FY

2022
FY

Verification●

GRI

Energy consumption

Unit

2018
FY

2019
FY

2020
FY

2021
FY

2022
FY

305 -1

Power consumption

t-CO2

15,87915,213

14,60515,003

13,840

Energy sources
Carbon dioxidet-CO215,76215,01014,448

14,836

13,698Non-energy sources
Carbon dioxide

t-CO2

117

203

158

168

142

Market-based

t-CO2

30,16027,256

25,797

17,821

16,932●

Location-based

t-CO2

30,68727,56925,07017,64026,148●Market-based

t-CO2

46,03942,46940,40232,82530,771●

Intensity

t-CO2 /
million
yen

0.186

0.168

0.165

0.126

0.111

305 -4

Volume reduced

t-CO2-1,422-3,570-2,067-7,577-2,042305 -5t-CO2

336,837

338,191 1,351,937 1,392,551 1,523,303

305 -3Purchased goods andservices

t-CO2

184,254

183,178

679,567

728,993

771,590●

Capital goods

t-CO2

30,14334,891

29,18926,47819,506●

Fuel- and energy-related
activities not included in t-CO2
Scope 1 and 2

5,019

4,844

7,210

7,551

7,321

Upstreamtransportation anddistribution

t-CO2

24,99425,50823,971

26,02525,333

Waste generated inoperations

t-CO2 Unaggregated Unaggregated

3,291

3,155

3,928

Business travelt-CO2 Unaggregated Unaggregated

2,160

2,720

3,354

Employee commuting

t-CO2 Unaggregated Unaggregated

5,246

4,944

4,993

Upstream leased
assetst-CO2 Not applicable Not applicable Not applicable Not applicable Not applicable

Downstream
transportation anddistribution

t-CO2 Unaggregated Unaggregated

1,861

1,884

1,820

Processing of soldproducts

t-CO2 Unaggregated Unaggregated

1,123

1,268

1,217

Use of sold products

t-CO2

71,70065,675586,396

578,561

670,818

End-of-life treatment ofsold products

t-CO2

20,72724,096

11,923

10,973

13,422

Downstream leased
assetst-CO2 Not applicable Not applicable Not applicable Not applicable Not applicableFranchises

t-CO2 Not applicable Not applicable Not applicable Not applicable Not applicable

Investments

t-CO2 Not applicable Not applicable Not applicable Not applicable Not applicableMarket-based

t-CO2

Scope 3

Total of Scope 1 +2+3

2018
FY

382,876

380,661 1,392,339 1,425,376 1,554,075

305 -2

GJ

601,127

579,269

543,478

578,036

571,385

Renewable energy
consumption

GJ

114

110

111

191,961

220,427

Percentage of renewableenergy

%

0.02

0.02

0.02

33.3

39.6

Gas (city gas, LPG, LNG)

GJ

269,629

260,884

241,190

251,790

233,456

Fuel (kerosene, diesel, Bunker A,
gasoline)

GJ

24,224

19,914

26,41625,83322,443

Total

GJ

894,980

860,066

811,083855,659

827,284

By region JapanGJ

884,445852,344797,662

839,229

802,771

China

GJ

10,535

7,722

11,72014,906

21,331

Southeast Asia

GJ

-

-

1,702

1,524

2,978

North America

GJ

-

-

-

-

148

Europe

GJ

-

-

-

-

56

Per unit of net
GJ/
sales
million yen

3.61

3.40

3.32

3.28

2.99

thousandtons
x km

68,89867,92362,66364,29260,518

Number of containers using
railroads

Units

1,964

1,912

1,951

1,282

1,429

Number of containers using
sea freight

Units

513

771

741

684

738

Unit of energy
consumption
Logistics
transport
volume●Changein modalshift

Verification

GRI●

302 -1302 -3

Scope of aggregation: Scope 1 , Scope 2
Fiscal 2018 to Fiscal 2019 : O kamura, Kansai Okamura Corporation, NS Okamura Corporation,
Sanyo Okamura Corporation, FujiSeiko Co., Ltd., Hangzhou Okamura
Transmission Co., Ltd.
Fiscal 2020 onward: Okamura Group
Scope 3Fiscal 2018 to Fiscal 2019 : Okamura Corporation
Fiscal 2020 onward: Okamura Group
Emission intensity : 	Ministry of the Environment’s “Database of Emission Intensity for Calculating Greenhouse Gas
Emissions of the Organization Throughout the Supply Chain”
Ministry of the Environment’s “Greenhouse Gas Emissions Accounting and Reporting Manual,” Listof Calculation Methods and Emission Coefficients for Greenhouse Gas Emissions
AIST IDEA Ver. 2 .3 (National Institute of Advanced Industrial Science and Technology IDEA Ver. 2 .3 )Emission coefficient by electric power company“IGES List of Grid Emission Factors”
Order for Enforcement of the Act on Promotion of Global Warming Countermeasures
Global Warming Potential (GWP)●

305 -4The Okamura Group Sustainability Report 2023

146

Contents

Promoting
Sustainability

Company Profile

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Conserving and Recycling Resources● Mark in the Verification column: Data subjected to third-party verification in fiscal 2022

Water resources

2018
FY

Unit

Water
withdrawal

m3

2019
FY

2020
FY

2021
FY

2022
FY

234,702 218,435 225,022 233,770 196,104

Verification
●

Waste

303 -3

Waste
generated

2018
FY

2019
FY

2020
FY

2021
FY

2022
FY

Volume of industrial waste, etc.
generatedton

22 ,042

22 ,170

20 ,985

23 ,035

27 ,678ton

14 ,273

13 ,789

12 ,719

14 ,800

14 ,087

Verification

Tap waterm

51 ,340

50 ,30749 ,095

51 ,073

45 ,568

Scrap metal

Industrial waterm3

53 ,249

49 ,245

50 ,089

53 ,118

48 ,760

Waste woodton

2 ,331

2 ,624

3 ,028

3 ,081

2 ,800Groundwaterm3

128,285 117,274 123,679 126,991

99 ,111

Waste plastic

ton

1 ,712

2 ,232

2 ,116

1 ,832

2 ,142

Rainwaterm3

2 ,665

Sludgeton

1 ,501

1 ,402

1 ,203

1 ,389

1 ,263Otherton

2 ,225

2 ,123

1 ,918

1 ,935

7 ,387

ton

0 .0

0 .0

0 .0

1 .7

1 .7

ton

20 ,097

20 ,043

18 ,357

20 ,318

25 ,047

1 ,828Per unit of in-house finishedproduct

m3 /million
yen

Water
recycling

Volume of recycled waterm3

Recycling rate%

Wastewater discharged

1 ,610

3 .58

2 ,1593 .36

2 ,588

3 .56

3 .33

2 .85

480,990 474,119 332,920 294,363 353,128
67 .2

68 .5

59 .7

55 .7

Waste diverted from disposal

64 .3
●

m

207,431 196,262 196,495 213,012 179,937

m3

109,197 101,617 101,988 108,759

85 ,206

Sewer

m3

98 ,234

94 ,645

94 ,507 104,253

94 ,731

Water consumption

m3

27 ,271

22 ,174

28 ,527

20 ,759

16 ,167

Biochemical oxygen demand(BOD) emissions

ton

5 .93

6 .55

6 .82

8 .37

6 .27

●

Chemical oxygen demand(COD) emissions

ton

0 .10

0 .07

0 .04

0 .15

0 .04

●

3

Volume of hazardous waste
generated●

Released into public waters

303 -4303 -2

Unit

2018
FY

2019
FY

2020
FY

2021
FY

2022
FY

GRI

Raw materials

ton

131 ,946

143 ,639

136 ,852

167 ,783

158 ,750

301 -1

Auxiliary materials

ton

3 ,538

3 ,985

4 ,195

4 ,507

4 ,341

Packaging materials

ton

4 ,6904 ,588

4 ,233

4 ,516

5 ,109Total

ton

140 ,174

152 ,212

145 ,279

176 ,806

168 ,199

ton

11 ,251

14 ,255

12 ,807

13 ,423

14 ,923

%

8 .0

9 .4

8 .8

7 .6

8 .9

%

8 .3

9 .0

9 .6

11 .1

10 .7

Resources

Of which were recycled materials
Percentage ofrecycled materials

Percentage of reclaimed products andpackaging materials

Preparation forreuse

On-site

ton

0

0

0

0

0

Off-siteton

20 ,097

20 ,043

18 ,357

20 ,141

24 ,903

Recycled weightOn-site

ton

0

0

0

0

0

Off-site

ton

0

0

0

177

145

303 -5

Scope of aggregation:	Water used for business activities. Production and distribution locations.
(Tsurumi Plant and Sunahata Co., Ltd. are excluded because water is not used in the manufacturing process.)
Fiscal 2018 to Fiscal 2020 : Okamura production and distribution locations, Kansai Okamura Corporation,
NS Okamura Corporation, Sanyo Okamura Corporation, Hangzhou Okamura
Transmission Co., Ltd.
Fiscal 2020 onward: Okamura production and distribution locations, Kansai Okamura Corporation, NS
Okamura Corporation, Sanyo Okamura Corporation, FujiSeiko Co., Ltd., Hangzhou
Okamura Transmission Co., Ltd.
Fiscal 2022 onward: Okamura production locations, Kansai Okamura Corporation, NS Okamura Corporation,
Sanyo Okamura Corporation, FujiSeiko Co., Ltd., Hangzhou Okamura Transmission Co., Ltd.

Material
input

Unit

3

Unit of water
consumption

Water
qualitycontrol

GRI

Waste directed to disposal

306 -3306 -4ton

1 ,944

2 ,127

2 ,622

2 ,717

2 ,631

Incineration (with On-siteenergy recovery)
Off-siteton

1 ,674

1 ,881

2 ,401

2 ,475

2 ,415

ton

234

221

199

192

174

Incineration(without energy
recovery)On-site

ton

0

0

0

0

0

Off-site

ton

0

0

0

1

4

Landfill

Off-site

ton

36

26

22

49

37

%

0 .16

0 .12

0 .11

0 .21

0 .14

Volume of industrial waste, etc. discharged

ton

20 ,344

20 ,259

18 ,872

20 ,560

25 ,263●

Recycled volume

ton

20 ,332

20 ,263

18 ,556

20 ,51125 ,225

●

%

92 .2

91 .4

88 .4

89 .0

91 .1

Final landfill
disposal rate

Recycling rate

GRI

306 -5●

Scope of aggregation:Industrial waste, etc. (including valuable items)
Fiscal 2018 to fiscal 2019 : Okamura production and distribution locations, Kansai Okamura Corporation,
NS Okamura Corporation, Sanyo Okamura Corporation
Fiscal 2020 onward: Okamura production and distribution locations, Kansai Okamura Corporation, NS
Okamura Corporation, Sanyo Okamura Corporation, FujiSeiko Co., Ltd., Sunahata
Co., Ltd., Hangzhou Okamura Transmission Co., Ltd.

301 -2301 -3

Scope of aggregation:Material input
Fiscal 2018 to Fiscal 2020 : Okamura production locations, Kansai Okamura Corporation, NS Okamura
Corporation, Sanyo Okamura Corporation
Fiscal 2021 onward: Okamura production locations, Kansai Okamura Corporation, NS Okamura Corporation,
Sanyo Okamura Corporation, FujiSeiko Co., Ltd., Sunahata Co., Ltd., Hangzhou
Okamura Transmission Co., Ltd.

The Okamura Group Sustainability Report 2023

147

Contents

Promoting
Sustainability

Company Profile

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Environmental Data

Employee-Related Data

Conserving Biodiversity - ACORN Activities
Resources
Volumeof timberprocured
Including
MDF,
PB (particle
board)

2018
FY

Unit

2019
FY

2020
FY

2021
FY

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Environmental Management at the Okamura Group
2022
FY

Natural wood

m3

859

595

1 ,006

1 ,093

230

Board materialm3

6 ,034

6 ,862

6 ,8005 ,831

6 ,955Total

m3

6 ,894

7 ,456

7 ,805

6 ,924

7 ,185

Japan

m3

253

168

246

303

150

China

m3

0

109

0

2

3

Southeast Asia

m3

1 ,565

2 ,099

1 ,258

1 ,581

1 ,349By region

Pursuing Employee
Engagement

Oceania

3

m

0

0

11

42

39

North America

m3

23

18

2

88

48

Europe

3

m

574

240

339

662

161

Africa

m3

35

30

25

33

25

Other

m3

4 ,443

4 ,792

5 ,924

4 ,212

5 ,410

2018
FY

2019
FY

2020
FY

2021
FY

2022
FY

GRI

Environmental management system

301 -1

Number of registered ISO 14001
management systems

Numberof sites

11

11

11

12

12

Number of qualified internal environmental
auditors

People

22

22

20

21

26

%

0 .63

0 .62

0 .52

0 .55

0 .67

Locations

38

38

38

40

40

As percentage of
employees

Number of departments/bases conducting
internal environmental audit

Environmental compliance
Violation ofenvironmental
laws

Scope of aggregation:Volume of timber procured
Fiscal 2018 to Fiscal 2020 : Okamura production locations, Kansai Okamura Corporation, NS Okamura
Corporation, Sanyo Okamura Corporation, Hangzhou Okamura Transmission Co., Ltd.
Fiscal 2021 onward: Okamura production locations, Kansai Okamura Corporation, NS Okamura
Corporation, Sanyo Okamura Corporation, FujiSeiko Co., Ltd., Sunahata Co., Ltd.,
Hangzhou Okamura Transmission Co., Ltd.

Unit

Unit

2018
FY

2019
FY

2020
FY

2021
FY

GRI

2022
FY

GRI

Number of accidents/
litigations

Cases

0

0

0

0

0

Number of fines incurred

yen

0

0

0

0

0

Understanding the Impact on the Environment andPreventing Environmental Pollution● Mark in the Verification column: Data subjected to third-party verification in fiscal 2022

Chemical substances

Unit

Fiscal2018

Fiscal
2019

Fiscal
2020

Fiscal2021

Fiscal2022

Verification

GRI

305 -7

Air pollution
management

NOx emissions

ton

16 .2

13 .7

16 .3

17 .6

13 .3

●

SOx emissions

ton

2 .9

1 .8

2 .2

2 .3

2 .3

●

Chemical
substances
subject to
PRTR

Volume handledkg

301,195 288,302 251,243 271,277 193,828●

Emissionskg

120,028 114,968

93 ,261 113,937

94 ,053●

Released into atmospherekg

118,906 113,847

92 ,839 113,335

93 ,506

Released into public waterskg

1 ,122

1 ,121

423

602

547

kg

11 ,331

10 ,723

9 ,042

9 ,823

7 ,611

Transferred to sewer

kg

247

318

78

290

244

Transferred to wastekg

11 ,084

10 ,405

8 ,964

9 ,533

7 ,368Volume transferred●

Scope of aggregation:Air pollution management
Fiscal 2018 to Fiscal 2020 : Okamura production locations, Kansai Okamura Corporation, NS Okamura Corporation,
Sanyo Okamura Corporation, Hangzhou Okamura Transmission Co., Ltd.
Fiscal 2021 onward: Okamura production locations, Kansai Okamura Corporation, NS Okamura Corporation,
Sanyo Okamura Corporation, FujiSeiko Co., Ltd., Sunahata Co., Ltd., Hangzhou Okamura
Transmission Co., Ltd.
Chemical substances subject to PRTR
Fiscal 2018 to Fiscal 2019 : Okamura production locations, Kansai Okamura Corporation, NS Okamura Corporation,
Sanyo Okamura Corporation, Hangzhou Okamura Transmission Co., Ltd.
Fiscal 2020 onward: Okamura production locations, Kansai Okamura Corporation, NS Okamura Corporation, Sanyo
Okamura Corporation, FujiSeiko Co., Ltd., Hangzhou Okamura Transmission Co., Ltd.
Fiscal 2021 onward: Okamura production locations, Kansai Okamura Corporation, NS Okamura Corporation,
Sanyo Okamura Corporation, FujiSeiko Co., Ltd., Sunahata Co., Ltd., Hangzhou Okamura
Transmission Co., Ltd.

The Okamura Group Sustainability Report 2023

148

Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Global Environmental
Initiatives

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Environmental Accounting
Environmental conservation cost
Investment
Category

Details of main initiatives

1 . Business area cost

Unit

Fiscal2018

Fiscal
2019

Fiscal2020

Cost
Fiscal2021

Fiscal2022

Fiscal2018

Fiscal
2019

Fiscal
2020

Fiscal2021

Fiscal2022

Total business area cost

million yen

32 .8

39 .6

41 .0

113 .196 .7

215 .0348 .4322 .7656 .3617 .8

1 -1 . Pollution prevention cost

Preventing air pollution, water pollution, offensive
odors, etc.

million yen

21 .9

0 .8

2 .5

29 .2

28 .6

94 .6

102 .894 .5

109 .2102 .6

1 -2 . Global environmental
conservation cost

Preventing global warming, protecting the ozone
layer, energy saving, etc.

million yen

10 .9

38 .8

38 .0

83 .1

68 .1

62 .8

78 .7

63 .4

101 .189 .5

1 -3 . Resource circulation cost

Reducing water use, using rainwater, reducing
waste, recycling, etc.

million yen

0 .0

0 .0

0 .4

0 .9

0 .0

57 .7

167 .0164 .9446 .0425 .82 . Upstream/downstream cost

Green purchasing, collecting products andpackaging, recycling, etc.

million yen

0 .0

0 .0

0 .0

0 .0

0 .0

280 .8325 .5368 .81 .4

0 .9

3 . Administration cost

Environmental burden monitoring andmeasurements, operating the environmental
management system, etc.

million yen

0 .0

0 .0

0 .0

0 .0

0 .0

176 .4167 .0143 .7152 .4142 .24 . R&D cost

Developing environmentally conscious products,
reducing environmental impact during
production, etc.

million yen

0 .0

0 .0

0 .0

0 .0

0 .0

202 .2

194 .6

219 .7239 .8202 .65 . Social activity cost

Supporting environmental conservation
organizations, etc.

million yen

0 .0

0 .0

0 .0

0 .0

0 .0

2 .3

2 .7

2 .8

2 .3

2 .2

6 . Environmental remediation cost

million yen

0 .0

0 .0

0 .0

0 .0

0 .0

0 .0

0 .0

0 .0

0 .0

0 .0

7 . Other cost

million yen

0 .0

0 .0

0 .0

0 .0

0 .0

0 .0

0 .0

0 .0

0 .1

0 .2

million yen

32 .8

39 .6

41 .0

113 .196 .7

876 .7

1 ,038 .2

1 ,057 .7

1 ,052 .2

966 .0

Total

Scope of aggregation:Fiscal 2018 to Fiscal 2019: Okamura Corporation, Kansai Okamura Corporation, Sanyo Okamura Corporation, NS Okamura Corporation, Okamura Logistics Corporation
Fiscal 2020: Okamura Corporation, Kansai Okamura Corporation, Sanyo Okamura Corporation, NS Okamura Corporation (Okamura Corporation includes the Tsurumi Plant and Logistics Corporation)
Fiscal 2021 onwards: Okamura Corporation, Kansai Okamura Corporation, Sanyo Okamura Corporation, NS Okamura Corporation, FujiSeiko Co., Ltd., Sunahata Co., Ltd.

The Okamura Group Sustainability Report 2023

149

Contents

Promoting
Sustainability

Company Profile

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Environmental Data

Environmental conservation benefit
Categories ofenvironmental
conservation benefit

Environmental
conservation benefit
associated with the
input of resources intobusiness operations

GJ
GJ/millionyenm3

Water resource input

Volume of substances subject to
PRTR handled
Per unit of net sales

Environmental
conservation benefit
associated withenvironmental impact
and waste emissions
from business
operations

Unit

Total energy input volume

Per unit of net sales

Greenhouse gas emissions

m /million
yen
3

kg

Per unit of net sales
Emissions of waste, etc.

2020
FY

2021
FY

2022
FY

894,980 860,066 811,083 855,659 827,284
3 .61

3 .40

3 .32

3 .28

234,702 218,435 225,022 233,770 196,104
0 .95

0 .86

0 .92

0 .90

1 .04

0 .70

t-CO2

46 ,039

42 ,469

40 ,40232 ,825

30 ,782

0 .19

0 .17

0 .17

0 .13

0 .11

kg/million
yen
t
t

Unit

2018
FY

2019
FY

2020
FY

2021
FY

2022
FY

Upgrading of production
facilities, increasing labor
efficiency, alternative toindustrial fuel, etc.

million yen

812

440

524

1 ,144

2 ,769Total R&D expenses forrelevant period

Reduction in environmental
impact during new productR&D and production

million yen

1 ,060

898

900

872

605

301,195 288,302 251,243 271,277 193,837

Economic benefit associated with environmental conservation measures
Details of benefit

Revenue

131,359 125,691 108,945 123,760 101,673
0 .53

0 .50

0 .45

0 .47

0 .37

20 ,344

20 ,259

18 ,872

20 ,560

25 ,263

0 .08

0 .08

0 .08

0 .08

0 .09

0

0

0

0

0

0 .00

0 .00

0 .00

0 .00

million yen

98 ,342

99 ,637

Net sales ratio to standard products

%

79 .6

80 .2

78 .3

81 .6

84 .1

Net sales of products that comply
with the Act on Promoting Green
Procurement

million yen

56 ,500

58 ,937

55 ,075

55 ,971

55 ,971

Net sales ratio to standard products

%

60 .7

61 .5

59 .3

57 .4

57 .4

Volume of collected products andpackaging materials recycled

t

626

706

1 ,530

1 ,638

1 ,463kg/million
yen

2 .52

2 .79

6 .26

6 .27

5 .28

Ratio of consumable green officesupplies purchased

%

68 .1

63 .0

60 .3

54 .8

39 .6

Transport volume stemming frommodal shift

Units

2 ,477

2 ,683

2 ,692

1 ,966

2 ,167Per unit of net sales

Previous

Total investment for
relevant period

0 .71

1 .03

kg

Details, etc.

2 .99

1 .14

Per unit of net sales t/million yen
Net sales of GREEN WAVE
products

Data

Data Related to Responsible Corporate Behavior

Item

0 .00

Final disposal volume of waste, etc.

Other environmental
conservation benefit

2019
FY

1 .21

Per unit of net sales t/million yen

Environmental
conservation benefit
associated with thegoods and services
produced by business
operations

2018
FY

kg/million
yent-CO2 /million
Per unit of net sales
yen
Release/transfer volume ofsubstances subject to PRTR

Employee-Related Data

Responsible
Corporate Behavior

Total for relevant period

Environmental performanceindicators

Per unit of net sales

Pursuing Employee
Engagement

Reduction in expenses

97 ,934 106,479 113,403

Unit

Business from recycling
waste generated frommillion yen
main business activities or
recycling used products, etc.

2018
FY

2019
FY

2020
FY

2021
FY

2022
FY

427

272

253

676

687

Subsidies and grants

million yen

0

0

0

5

5

Reduction in energy
expenses through energysaving

million yen

0

1

3

3

1

Reduction in waste
processing expenses due toresource conservation andrecyclingmillion yen

5

2

2

0

0

Reduction in costs throughreuse

million yen

7

15

11

11

2

Net sales
Unit

Net sales (consolidated)

2018
FY

2019
FY

2020
FY

2021
FY

2022
FY

million yen 247,925 253,170 244,454 261,175 277,015

The Okamura Group Sustainability Report 2023

150

Promoting
Sustainability

Company Profile

Contents

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Eco-Efficiency
Changes in environmental efficiency indicators
5

4

3

2

1

0

Fiscal 2000 Fiscal 2001 Fiscal 2002 Fiscal 2003 Fiscal 2004 Fiscal 2005 Fiscal 2006 Fiscal 2007 Fiscal 2008 Fiscal 2009 Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014 Fiscal 2015 Fiscal 2016 Fiscal 2017 Fiscal 2018 Fiscal 2019 Fiscal 2020 Fiscal 2021 Fiscal 2022
Greenhouse gas indicator (I1)

WeightW1 : Greenhouse gas
emissions

Water resource indicator (I2)

Environmentally conscious product indicator (I5)

Scope of aggregation
15 .0 %

W2 : Water resource input

5 .0 %

W3 : Volume of PRTR
substances handled

25 .0 %

Greenhouse gas indicator

Water resource indicator

W4 : Final disposal volume
20 .0 %
of industrial waste
W5 : Net sales of GW
products

PRTR indicator (I3)

35 .0 %

 Integrated environmental efficiency index=
Fiscal 2000 to Fiscal 2020 : Okamura Corporation, Kansai Okamura Corporation, NS Okamura Corporation,
Sanyo Okamura Corporation

Environmentally conscious
product indicator*Net sales: consolidated net sales
・ Greenhouse gas indicator (I1) =Fiscal 2000 to Fiscal 2020 : Okamura production and distribution locations, Kansai Okamura Corporation,
NS Okamura Corporation, Sanyo Okamura Corporation

・ Water resource indicator (I2) =Fiscal 2021 onward: Okamura production and distribution locations, Kansai Okamura Corporation, NS
Okamura Corporation, Sanyo Okamura Corporation,
FujiSeiko Co., Ltd., Hangzhou Okamura Transmission Co., Ltd.

Fiscal 2021 onward: O kamura production locations, Kansai Okamura Corporation, NS Okamura
Corporation, Sanyo Okamura Corporation, FujiSeiko Co., Ltd., Sunahata Co., Ltd.,
Hangzhou Okamura Transmission Co., Ltd.
Fiscal 2000 onward: Okamura Corporation(In×wn)*w is the weight for each

Fiscal 2021 onward: Okamura Group

Fiscal 2000 to Fiscal 2020 : Okamura production locations, Kansai Okamura Corporation, NS Okamura
Corporation, Sanyo Okamura Corporation

PRTR indicator

Integrated environmental efficiency index

・ PRTR indicator (I3) =(Net sales/greenhouse gas emission volume)
Base year (net sales/greenhouse gas emission volume)(Net sales/water resource input volume)
Base year (net sales/water resource input volume)(Net sales/volume of PRTR substances handled)
Base year (net sales/volume of PRTR substances handled)・ Industrial waste indicator (I4) =(Net sales/industrial waste final disposal volume)
Base year (net sales/industrial waste final disposal volume)

・ Environmentally conscious product indicator (I5)(Net sales of environmentally conscious products/net sales)=
Base year (net sales of environmentally conscious products/net sales)*1 Not shown on graph as zero emissions have been achieved and maintained at production
locations since fiscal 2005

The Okamura Group Sustainability Report 2023

151

*1

Contents

Promoting
Sustainability

Company Profile

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Employee-Related Data
Report scope

Explanation of terms

Unless otherwise stated, the totals are as follows.

Terms

OkamuraCorporation
Group companies
in Japan

Fiscal
2019

Fiscal
2020

Fiscal2021

Fiscal
2022











Okamura Support and Service Corporation

-

-







FM Solution Corporation

-

-







Hill International, Inc.

-

-







Td Japan Ltd.

-

-







Kansai Okamura Corporation

-

-







-

-







-

-



-

-

-

-








Okamura Business Support Corporation
Okamura Logistics Corporation*1

SEC Co., Ltd.

Group companies
outside Japan

Fiscal2018

NS Okamura Corporation

-

-





Sanyo Okamura Corporation

-

-







FujiSeiko Co., Ltd.

-

-







Sunahata Co., Ltd.

-

-







Ichie Co., Ltd.

-

-







Seeder Co., Ltd.

*1

-

-



-

-

NovolBa Co., Ltd.

*2

-

-

-





Okamura International (Singapore) Pte. Ltd.

-

-







Okamura (China) Co., Ltd.

-

-








Okamura (Shanghai) Industrial Co., Ltd.

*3

-

-





Shanghai Okamura Architecture Co., Ltd.

*4

-

-





-

-

-








Okamura Salotto Hong Kong Limited
Hangzhou Okamura Transmission Co., Ltd.
Hangzhou Okamura Furniture Co., Ltd.

*5

PT. Okamura Chitose Indonesia

-

-





-

-

-

-



-

-







Siam Okamura International Co., Ltd.

-

-







Okamura International Malaysia Sdn. Bhd.

-

-







-

-







-

-

-





Okamura International Vietnam Co., Ltd.
DB&B Holdings Pte. Ltd.

*6

Definitions

Employees

Employees with direct employment relationships (excluding temporary employees)

Regularemployees

Of the employees with direct employment relationships, full-time employees with permanent employment(Excluding contract employees, fixed-term employees, and part-time employees who have converted
from fixed-term employment contracts to indefinite employment contracts)

Non-regular
employees

Employees with direct employment relationships who are not considered full-time employees with
fixed-term contracts or have working hours that are less than full-time (Contract employees, fixed-term
employees, part-time employees, etc.)*1 Integrated into Okamura Corporation through an absorption-type merger (July 1, 2020) *2 Established November 12, 2021
*3 Company name changed from Okamura Trading (Shanghai) Co., Ltd. to Okamura (Shanghai) Industrial Co., Ltd. as of July 9, 2021
*4 Dissolved through the absorption-type merger with Okamura (China) Co., Ltd. in February 2023
*5 Established October 8, 2022 *6 Made into a subsidiary on October 1, 2021 Includes data from subsidiary DB&B Holdings Pte. Ltd.

The Okamura Group Sustainability Report 2023

152

Contents

Promoting
Sustainability

Company Profile

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Pursuing Employee
Engagement

Employee-Related Data

Environmental Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Data on Employees
Employee composition(As of March 20 of each fiscal year*1 )Unit

Okamura Corporation
Regular employees

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Male Female Total

Male Female Total

Male Female Total

Male Female Total

Male Female Total

People 3,222

710 3,932 3,250

766 4,016 3,458

845 4,303 3,464

864 4,328 3,464

902 4,366

People 3,001

594 3,595 3,028

647 3,675 3,239

711 3,950 3,196

728 3,924 3,191

773 3,964

Non-regular employees

People

221

116

337

222

119

341

219

134

353

268

136

404

273

129

Group companies in Japan

People

-

-

-

-

-

-

885

170 1,055

860

180 1,040

840

176 1,016

Regular employees*3

People

-

-

-

-

-

-

817

153

970

787

161

948

775

154

929

Non-regular employees

*3

-

-

-

-

-

-

68

17

85

73

19

92

65

22

87

*2

Group companies outsideJapan

People

-

-

-

-

-

-

183

152

335

359

220

579

256

182

438

People

-

-

-

-

-

-

176

150

326

336

216

552

253

179

432

Non-regular employees *3 People

7

2

9

23

4

27

3

3

6

Regular employees

-

-

-

-

-

-

People

-

-

-

-

-

- 4,526 1,167 5,693 4,683 1,264 5,947 4,560 1,260 5,820

Regular employees

People

-

-

-

-

-

- 4,232 1,014 5,246 4,319 1,105 5,424 4,219 1,106 5,325

Non-regular employees

People

-

-

-

-

-

-

294

153

Okamura Group
Number of employees byregion (regular employees)

People

-

-

-

-

-

-

-

-

- 4,319 1,105 5,424 4,219 1,106 5,325

Okamura Group

Japan

447

364

159

523

341

People

-

-

-

-

-

-

-

-

- 3,944*4People

-

-

-

-

-

-

-

-

-

1

0

1

1

0

1

Europe*4

People

-

-

-

-

-

-

-

-

-

1

0

1

1

0

1

People

-

-

-

-

-

-

-

-

-

373

217

590

289

181

470

*1 Includes some aggregated data as of March 31 , and as of December 31 (aggregated based on fiscal year-end foreach company’s HR)

Okamura Corporation

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

%

94 .4

94 .0

94 .3

93.8

93.4

*1 Adopted a union shop system. Calculated by number of union members ÷ general regular employees

Average years of service of regular employees*1
Unit

Okamura Corporation(As of March 20 of each fiscal year)

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Male Female Total

Male Female Total

Male Female Total

Male Female Total

Male Female Total

Year 17.4 11.3 16.4 17.7 11.2 16.5 18.1 11.3 16.8 18.6 11.9 17.4 19.0 11.9 17.6

*1 Excludes seconded employees

Average annual salary of regular employees

495North America
Asia, Oceania, other888 4,832 3,928

154(As of March 20 of each fiscal year)

Unit

402

People*3

Percentage of employees who are members of the labor union*1

Okamura Corporation(As of March 20 of each fiscal year)

Unit

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

thousand yen

6 ,894

6 ,775

6 ,992

7 ,023

7 ,184925 4,853

Gender wage gap (ratio of women’s wages to men’s wages)
OkamuraCorporation*2 Includes seconded employees from other companies and employees seconded to other companies

Unit

Fiscal 2022

%

73 .5

Regular employees

%

74 .7

Non-regular employees

%

92 .8

All employees*3 Excludes seconded employees from companies within the Okamura Group*4 Excludes local hires

Training for employees*1(As of March 20 of each fiscal year)
Unit

OkamuraCorporation

Total training hours for employees

Fiscal2018

Fiscal
2019

Fiscal
2020

Fiscal2021

Fiscal
2022

Hours

-

-

33 ,653

25 ,840

91 ,629

Average hours of training per employee *2 Hours

-

-

7 .8

6 .0

21 .0

*1 Hours of training conducted by the Human Development Department only aggregated for fiscal 2020 and 2021
Hours of training and e-learning conducted by the Corporate Department (including the Human Development Department) anddepartments in charge of training in each business unit aggregated for fiscal 2022
E-learning limited to those using in-house systems*2 Total training hours for employees ÷ Number of employees at the end of each fiscal year

The Okamura Group Sustainability Report 2023

153

Promoting
Sustainability

Company Profile

Contents

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Pursuing Employee
Engagement

Employee-Related Data

Environmental Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Number of new hires and percentage of new hires(Aggregation period for each fiscal year: From March 21 of that year to March 20 of the following year*1 )Unit

Fiscal 2021

Fiscal 2022

Male Female Total

Male Female Total

222

152

156

173

178

94

316

80

232

74

230

45

218

70

248

70.3 29.7 100.0 65.5 34.5 100.0 67.8 32.2 100.0 79.4 20.6 100.0 71.8 28.2 100.0
41

197

122

56

178

112

46

158

143

30

173

144

57

201

Percentage of newhires under 30 years
old%70.3 43.6 62.3 80.3 70.0 76.7 71.8 62.2 68.7 82.7 66.7 79.4 80.9 81.4 81.0

Gender ratio within thesame age group%

79.2 20.8 100.0 68.5 31.5 100.0 70.9 29.1 100.0 82.7 17.3 100.0 71.6 28.4 100.0
48

95

20

18

38

24

24

48

26

13

39

26

7

33

Percentage of newhires aged 30 –49%

21.2 51.1 30.1 13.2 22.5 16.4 15.4 32.4 20.9 15.0 28.9 17.9 14.6 10.0 13.3

Gender ratio within thesame age group%49.5 50.5 100.0 52.6 47.4 100.0 50.0 50.0 100.0 66.7 33.3 100.0 78.8 21.2 100.0
19

5

24

10

6

Percentage of newhires aged 50 and
over

%

8.6

5.3

7.6

6.6

7.5

Gender ratio within thesame age group%

79.2 20.8 100.0 62.5 37.5 100.0 83.3 16.7 100.0 66.7 33.3 100.0 57.1 42.9 100.0

20

6.9 12.8

4

24

4

2

6

8

6

14

5.4 10.4

2.3

4.4

2.8

4.5

8.6

5.6

0

1

2

3

0

1

1

1

2

3

Number of new graduates hired People

83

30

113

89

48

137

98

43

141

97

24

121

90

53

143

Number of new hires

Gender ratio among newly hired
graduates
Number of mid-career hires%
PeopleGender ratio among mid-career hires

Gender ratio among new hires
Under 30 years old

By age group

Number of new hires

*2%

73.5 26.5 100.0 65.0 35.0 100.0 69.5 30.5 100.0 80.2 19.8 100.0 62.9 37.1 100.0
86
93.5

6

92

37

8

45

36

6

42

13

6

19

28

6

34

6.5 100.0 82.2 17.8 100.0 85.7 14.3 100.0 68.4 31.6 100.0 82.4 17.6 100.0

People

-

-

-

-

-

-

%

-

-

-

-

-

- 63.6 36.4 100.0 68.8 31.3 100.0 73.6 26.4 100.0

People

-

-

-

-

-

-

28

-

16

-

44

-

33

20

15

12

48

32

39

27

14

6

53

33

Percentage of newhires under 30 years
old

%

-

-

-

-

-

-

-

-

- 60.6 80.0 66.7 69.2 42.9 62.3

Gender ratio within thesame age group

%

-

-

-

-

-

-

-

-

- 62.5 37.5 100.0 81.8 18.2 100.0

Percentage of newhires aged 30 –49
Gender ratio within thesame age group

-

-

-

-

-

-

-

-

-

8

2

10

5

6

11

Age 50 and over

%

-

-

-

-

-

-

-

-

- 24.2 13.3 20.8 12.8 42.9 20.8

%

-

-

-

-

-

-

-

-

- 80.0 20.0 100.0 45.5 54.5 100.0

Number of new hires*2 People

-

-

-

-

-

-

-

-

-

Percentage of newhires aged 50 and
over

%

-

-

-

-

-

-

-

-

- 15.2

Gender ratio within thesame age group

%

-

-

-

-

-

-

-

-

- 83.3 16.7 100.0 77.8 22.2 100.0

5

1

6

7

2

9

6.7 12.5 17.9 14.3 17.0

Fiscal 2020

Fiscal 2021

Fiscal 2022

Male Female Total

Male Female Total

Male Female Total

People

-

%

-

-

-

-

-

29

19

48

65

57

122

61

38

99

-

-

-

-

- 60.4 39.6 100.0 53.3 46.7 100.0 61.6 38.4 100.0

-

-

-

-

-

-

-

-

-

Percentage of newhires under 30 years
old

%

-

-

-

-

-

-

-

-

- 43.1 43.9 43.4 44.3 55.3 48.5

Gender ratio within thesame age group

%

28

25

53

27

21

48

-

-

-

-

-

-

-

-

- 52.8 47.2 100.0 56.3 43.8 100.0

Number of new hires*2 People

-

-

-

-

-

-

-

-

-

Percentage of newhires aged 30 –49

%

-

-

-

-

-

-

-

-

- 50.8 56.1 53.3 54.1 44.7 50.5

Gender ratio within thesame age group

%

-

-

-

-

-

-

-

-

- 50.8 49.2 100.0 66.0 34.0 100.0

Number of new hires*2 People

-

-

-

-

-

-

-

-

-

4

0

4

1

0

1

Percentage of newhires aged 50 and
over

%

-

-

-

-

-

-

-

-

-

6.2

0.0

3.3

1.6

0.0

1.0

Gender ratio within thesame age group

%

-

-

-

-

-

-

-

-

- 100.0

People

-

-

-

-

-

-

213

109

322

33

271

32

65

33

17

50

0.0 100.0 100.0

0.0 100.0

117

122

388

278

400

-

-

-

-

-

- 66.1 33.9 100.0 69.8 30.2 100.0 69.5 30.5 100.0

Number of new hires*2 People

-

-

-

-

-

-

-

-

-

Percentage of newhires under 30 years
old

%

-

-

-

-

-

-

-

-

- 70.5 57.3 66.5 71.2 68.9 70.5

Gender ratio within thesame age group

%

-

-

-

-

-

-

-

-

- 74.0 26.0 100.0 70.2 29.8 100.0

Gender ratio among new hires

Age 50 and overAge 30 –49

Number of new hires*2 People

Fiscal 2019
Male Female Total-

Number of new hires

Age 30 –49

0Under 30 years old0

By age group0

All employees

0

Okamura Group0

All employees

Group companies in Japan

PeopleRegular employees

Number of “Job Return”
program users

16

Age 50 and overAge 50 and overNumber of new hires*2 People

Fiscal 2018
Male Female Total

Number of new hires*2 People

Gender ratio among new hires

Age 30 –49

47

Number of new hires

Under 30 years old

Age 30 –49

156

Unit

By age group

Under 30 years old

Number of new hires*2 People

Fiscal 2020
Male Female Total

All employees%

Number of new hires*2 People

Fiscal 2019
Male Female Total

Group companies outside Japan

PeopleGender ratio among new hires
By age group

All employees

Okamura Corporation

Number of new hires

Fiscal 2018
Male Female Total

%

191

47

258

114

198

64

84

30

282

Number of new hires

People

-

-

-

-

-

-

-

-

-

Percentage of newhires aged 30 –49

%

-

-

-

-

-

-

-

-

- 24.7 40.2 29.4 23.0 24.6 23.5

Gender ratio within thesame age group

%

-

-

-

-

-

-

-

-

- 58.8 41.2 100.0 68.1 31.9 100.0

*2

67

67

94

Number of new hires

People

-

-

-

-

-

-

-

-

-

13

3

16

16

8

24

Percentage of newhires aged 50 and
over

%

-

-

-

-

-

-

-

-

-

4.8

2.6

4.1

5.8

6.6

6.0

Gender ratio within thesame age group

%

-

-

-

-

-

-

-

-

- 81.3 18.8 100.0 66.7 33.3 100.0*2*1 Includes some aggregated data from January 1 to December 31 of that year, and from April 1 of that year to March 31 of thefollowing year (aggregated based on the fiscal year for each company’s HR)*2 Aggregated by age at the time of joining the company

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Creating Environments
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Data Related to Promotion of Sustainability

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Number of employees who have left*1 and turnover rate*2

Okamura Corporation

Number of employees who left
Turnover rate
By age group

Under 30 years old

Age 30 –49

Age 50 and over

Regularemployees

Number of employees who left

Previous

Data Related to Responsible Corporate Behavior

Fiscal 2018
Male

FemaleFiscal 2019
Total

Male

FemaleFiscal 2020
Total

Male

FemaleFiscal 2021
Total

Male

FemaleFiscal 2022
Total

Male

FemaleTotal

People

140

24

164

129

25

154

149

19

168

144

27

171

249

37

286

%

4 .4

3 .6

4 .2

3 .9

3 .3

3 .8

4 .5

2 .4

4 .1

4 .1

3 .1

3 .9

7 .2

4 .0

6 .5

People

34

7

41

43

9

52

42

7

49

43

10

53

54

11

65

Percentage of employees who left who
were under 30 years old

%

24 .3

29 .2

25 .0

33 .3

36 .0

33 .8

28 .2

36 .8

29 .2

29 .9

37 .0

31 .0

21 .7

29 .7

22 .7

Gender ratio within the same age group

%

82 .9

17 .1

100 .0

82 .7

17 .3

100 .0

85 .7

14 .3

100 .0

81 .1

18 .9

100 .0

83 .1

16 .9

100 .0People

41

10

51

34

13

47

19

8

27

30

9

39

43

17

60

Percentage of employees who left who
were aged 30 –49

%

29 .3

41 .7

31 .1

26 .4

52 .0

30 .5

12 .8

42 .1

16 .1

20 .8

33 .3

22 .8

17 .3

45 .9

21 .0

Gender ratio within the same age group

%

80 .4

19 .6

100 .0

72 .3

27 .7

100 .0

70 .4

29 .6

100 .0

76 .9

23 .1

100 .0

71 .7

28 .3

100 .0

Number of employees who left

Number of employees who left

*3*3

People

65

7

72

52

3

55

88

4

92

71

8

79

152

9

161

Percentage of employees who left who
were aged 50 and over

%

46 .4

29 .2

43 .9

40 .3

12 .0

35 .7

59 .1

21 .1

54 .8

49 .3

29 .6

46 .2

61 .0

24 .3

56 .3

Gender ratio within the same age group

%

90 .3

9 .7

100 .0

94 .5

5 .5

100 .0

95 .7

4 .3

100 .0

89 .9

10 .1

100 .0

94 .4

5 .6

100 .0People

79

13

92

80

14

94

65

10

75

88

15

103

134

26

160

*3

Number of employees who left
By age group

Data(Aggregation period for each fiscal year: From March 21 of that year to March 20 of the following year)
Unit

All
employees

Responsible
Corporate Behavior

Under 30 years old

Number of employees who left

People

31

6

37

36

6

42

37

6

43

39

8

47

38

11

49

Age 30 –49

Number of employees who left

People

34

7

41

22

8

30

13

4

17

22

4

26

33

11

44

Age 50 and overNumber of employees who left

People

14

0

14

22

0

22

15

0

15

27

3

30

63

4

67

People

7

0

7

4

0

4

3

0

3

6

0

6

34

2

36

%

13 .3

6 .7

11 .5

14 .6

8 .3

12 .4

7 .1

9 .3

7 .8

-

-

-

-

-

-

People

61

11

72

49

11

60

84

9

93

56

12

68

115

11

126

Number of employees who left due to retirement
Turnover rate of newly hired graduates three years after joining the company
Non-regular
Number of employees who left
employees*4*1 Unless otherwise noted, the number of employees who left includes those who retired*2 Turnover rate = Number of employees who left within the fiscal year (including those who retired) ÷ Number of employees enrolled at the beginning of the fiscal year x 100*3 Aggregated by age at the time of leaving*4 Percentage of new graduates hired in that year who left within three years of joining the company

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Contents

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Data Related to Promotion of Sustainability

Pursuing Employee
Engagement

Employee-Related Data

Environmental Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Data Related to Diversity and Inclusion
Childcare leave and spousal childbirth leave*1 taken(Aggregation period for each fiscal year: From March 21 of that year to March 20 of the following year)
Unit

Okamura CorporationAllemployees

Total number of
employees who wereentitled to take spousal People
childbirth leave within
the fiscal year
Total number of
employees who
were entitled to take
Peoplechildcare leave within*2
the fiscal year
Number of employees
who took spousal
Peoplechildbirth leave *1 *3 *4
Number of employees
who newly took
People*5childcare leaveSpousal childbirthleave acquisition rate *6%Childcare leave%*7
acquisition rateNumber of employees
who returned from
Peoplechildcare leave

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Male Female Total

Male Female Total

Male Female Total

Male Female Total

Male Female Total

82

81

-

27

82

108

70

69

-

18

70

87

63

63

-

24

63

87

74

74

-

30

74

104

55

54

-

29

55

83

31

-

31

45

-

45

46

-

46

58

-

58

39

-

39

2

27

29

4

17

21

7

24

31

12

30

42

35

29

64

37.8

-

- 64.3-- 73.0-- 78.4-- 70.9--2.5 100.0 26.9

5.8 94.4 24.1 11.1 100.0 35.6 16.2 100.0 40.4 64.8 100.0 77.1

Regularemployees

0%

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Male Female Total

Male Female Total

Male Female Total

Male Female Total

Number of employees
who took spousal
Peoplechildbirth leave *1 *3 *4

0

-

0

-

-

-

-

-

-

1

-

1

1

-

1

Number of employees
who newly took
People*5childcare leave

0

1

1

-

1

1

-

3

3

0

1

1

1

6

7

-

-

-

-

-

-

-

- 100.0-- 100.0--

Spousal childbirthleave acquisition rate *6%0.0Childcare leaveacquisition rate

%

0.0 100.0 50.0

*7

- 50.0 50.0

- 100.0 100.0

0.0 100.0 50.0 100.0 100.0 100.0*1 Spousal childbirth leave is a system that allows an employee to take a total of three days of paid leave within one month from the
day the employee’s spouse gives birth*2 Men: The number of employees whose spouse/partner gave birth and were able to take childcare leave within that fiscal year
Women: The number of employees for whom postnatal leave (maternity leave) ended and were able to take childcare leave
within that fiscal year

18

19

3

27

30

5

13

18

14

30

44

25

19

44

32

32

1

18

19

3

27

30

4

13

17

14

29

43

*3 Based on the first day of spousal childbirth leave*4 The total number of employees who took spousal childbirth leave includes those who took both spousal childbirth leave andchildcare leave*5 In cases where male employees have taken childcare leave in installments, the leave is recorded based on the date of the firstchildcare leave taken*6 Spousal childbirth leave acquisition rate = Number of employees who took spousal childbirth leave ÷ number of male employees
whose spouse/partner gave birth within that fiscal year
If there were no male employees whose spouse/partner gave birth within that fiscal year, it is marked as “-”.

1

*7 Childcare leave acquisition rate = Number of employees who newly took childcare leave ÷ number of employees entitled to takechildcare leave- 91.4 91.4 100.0 100.0 100.0 100.0 100.0 100.0 80.0 100.0 94.4 100.0 96.7 97.7

*8 Return rate after childcare leave = Total number of employees who returned from childcare leave within that fiscal year ÷ (numberof employees returning to work + number of employees who left during childcare leave)

0

3

3

0

0

0

0

0

0

1

0

1

0

1

If there were no employees with spouses/partners entitling them to take childcare leave, it is marked as “-”.

Number of employees
who took spousal
People31
childbirth leave *1 *3 *4
Number of employees
who newly took
People2*5childcare leaveSpousal childbirth%
38.8
leave acquisition rate *6Childcare leave*7
acquisition rate
Average number ofdays of childcare
leave for male regular*12
employees

Nonregular
employees

Fiscal 2018
Male Female Total

Excludes employees with less than one year of service, regardless of employment status or gender1

Number of employees
who left during
People
0
2
2
0
2
2
0
1
1
0
1
1
0
2
2
childcare leave
Return rate after% 100.0 90.0 90.5 100.0 93.1 93.8 100.0 92.9 94.7 100.0 96.8 97.8 100.0 90.5 95.7
*8
childcare leave
Number of employees
still working 12 months
Peopleafter returning from*9childcare leave
Number of employees
who left within 12
Peoplemonths after returningfrom childcare leave *10
Employee retention
rate after childcare%*11
leave

Unit

-

31

45

-

45

46

-

46

57

-

57

38

-

38

*9	The number of people who returned to work in the previous fiscal year, and were still employed as of the same day one year
after returning to work. However, if the employee returned to work on February 29 in a leap year, as of February 28 of thefollowing year

26

28

4

16

20

7

21

28

12

29

41

34

23

57

*10 The number of people who returned to work in the previous fiscal year, and who left within one year from the date of returning towork-- 64.3-- 73.0-- 78.1-- 70.4--*11 Employee retention rate after childcare leave = Number of employees still employed 12 months after returning to work ÷ (numberof employees + number of those who left)

5.8 100.0 23.5 11.1 100.0 33.3 16.4 100.0 40.2 64.2 100.0 75.0

*12 Average number of days of childcare leave = Number of days of childcare leave taken within the fiscal year in which childcare
leave was started ÷ number of people taking childcare leave

2.5 100.0 26.4

Days 147.5-- 49.3-- 123.1-- 56.5-- 59.1--The Okamura Group Sustainability Report 2023

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Data Related to Promotion of Sustainability

Pursuing Employee
Engagement

Employee-Related Data

Environmental Data

Short-term and long-term nursing care leaves taken

Employee diversity*1

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Male Female Total

Male Female Total

Male Female Total

Male Female Total

Male Female Total

Number of employees
who newly took short- People
term nursing care leave
Number of employees
who newly took longPeople
term nursing care leave*1Regularemployees

Number of employees
who newly took short- People
term nursing care leave
Number of employees
who newly took longPeople
term nursing care leave*1Nonregular
employees

Number of employees
who newly took short- People
term nursing care leave
Number of employees
who newly took longPeople
term nursing care leave
*1


0

0

0

0

2

2

0

3

0

1

2

1

0

3

0

2

1

4

0

2

1

4

0

2

3

2

0

0

3

1

0

0

5

0

4

0

1

1

1

1

1

0

1

0

2

1

2

1

1

1

1

1

1

2

1

2

1

Regularemployees2

12
Non-regular
employees

0

0

1

1

0

0

0

0

0

0

0

0

0

1

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0
Managers *2*1 Recorded based on the first start date if taken in installments

Percentage of employees with disabilities(As of June 1 of each fiscal year)
Unit

OkamuraCorporationAllemployees

2019

Number of people with disabilities
People*1
employed

88 .0

Actual employment rate

2 .19

*1

%

2020

2021

2022

2023

85 .0

109 .0111 .0108 .0

2 .08

2 .53

2 .52

2 .46

*1 Same as the definition in the “Report on Employment Status of Persons with Disabilities” submitted to Hello Work

Previous(As of March 20 of each fiscal year)
Unit

Fiscal 2018

Okamura Corporation

Okamura CorporationAllemployees

Data

Data Related to Responsible Corporate Behavior(Aggregation period for each fiscal year: From March 21 of that year to March 20 of the following year)
Unit

Responsible
Corporate Behavior

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Male Female Total

Male Female Total

Male Female Total

Male Female Total

Male Female Total

Under 30 years old

People

575

182

757

602

212

814

632

232

864

675

234

909

695

250

945

Age 30 –39

People

577

202

779

537

207

744

559

228

787

558

228

786

567

234

801

Age 40 –49

People787

218 1,005

765

225

990

769

242 1,011

725

239

964

690

227

917

Age 50 –59

People912

88 1,000

946

101 1,047 1,051

Age 60 and over

People

368

20

388

304

20

404

432

24

456

457

28

485

486

40

526

Under 30 years old

People

543

170

713

570

200

770

601

222

823

588

226

814

604

244

848

Age 30 –39

People

542

178

720

502

181

683

536

192

728

522

190

712

519

197

716

Age 40 –49

People

756

165

921

740

174

914

743

187

930

702

187

889

670

186

856

Age 50 –59

People

880

70

950

919

79

998 1,024

93 1,117 1,015

105 1,120997

119 1,116

Age 60 and over

People

115

6

121

155

6

161

219

12

231

303

16

319

374

24

398

Under 30 years old

People

32

12

44

32

12

44

31

10

41

87

8

95

91

6

97

Age 30 –39

People

35

24

59

35

26

61

23

36

59

36

38

74

48

37

85

Age 40 –49

People

31

53

84

25

51

76

26

55

81

23

52

75

20

41

61

Age 50 –59

People

32

18

50

27

22

49

27

26

53

26

30

56

23

32

55

Age 60 and over

People

253

14

267

229

14

243

213

12

225

154

12

166

112

16

128

Number of people

People

-

-

-

553

22

575

603

28

631

599

31

630

588

37

625

Percentage ofmanagers by gender

%

-

-

- 96.2

Number of managers
who are equivalent togeneral manager orhigherPeople

-

-

-

203

3

206

213

2

215

208

7

215

215

7

222

Number of managers
equivalent to section
manager

People

-

-

-

320

17

337

349

26

375

336

24

360

342

30

372

3.8 100.0 95.6

119 1,170 1,041

4.4 100.0 95.1

135 1,176 1,020

4.9 100.0 94.1

151 1,171

5.9 100.0*1 Excludes seconded employees*2 Section manager or those equivalent to section manager or higher (However, board members are not included.)

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Global Environmental
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Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Environmental Data

Pursuing Employee
Engagement

Employee-Related Data

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Data Related to Health & Productivity Management and Occupational Health and Safety
Paid leave acquisition (regular employees)
OkamuraCorporation

Unit

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Annual paid leave acquisition rate *1

%

52 .1

67 .8

57 .6

61 .4

65 .5

Average number of days taken

Days

9 .6

12 .5

10 .7

11 .4

12 .3

Days

10 .1

13 .0

15 .3

12 .8

14 .2

*2

Number of paid leave days taken,
including special paid leave*1*2(As of March 20 of each fiscal year)

Number of days of annual paid leave taken ÷ number of days of annual paid leave granted x 100• The number of days of annual paid leave taken is the number of days actually taken in that fiscal year, including thosecarried over• The number of days of annual paid leave granted is the number of days granted in that fiscal year, and does not include
those carried over• Employees who joined the company, left, or took a leave of absence in the middle of the fiscal year are excluded from thecalculation• Employees who joined the company, left, or took a leave of absence in the middle of the fiscal year are excluded from thecalculation

Data on work-related accidents
OkamuraCorporation

OkamuraCorporation

Average total actual working hours permonth
Average overtime hours per month(As of March 20 of each fiscal year)*1*2

Total annual working hours

*1

Unit

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Hours

172 .28

168 .76

165 .33

170 .04

168 .16Hours

18 .1915 .92

14 .11

17 .81

17 .77

Hours

2 ,067 .36

2 ,025 .12

1 ,983 .96

2 ,040 .48

2 ,017 .98

Prescribed working hours per month + overtime hours per month - the portion of annual paid leave and other leave taken

	The average actual working hours of all regular employees is calculated for each month, and then the average hours for
12 months is calculated*2• Employees who are absent or on leave during the month are excluded from calculation• Includes regular employees who are working shortened hours (due to childcare, etc.)• Includes managers and supervisors• Even in the case of deemed working hours system, it is calculated by subtracting the prescribed working hours from theactual hours worked, not from the deemed working hours(in the case of multiple prescribed working hours, use the one to which most regular employees are applicable)(As of March 31 of each fiscal year)
Unit

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

%

1 .33

1 .31

0 .64

0 .73

0 .88

Regular employees

%

1 .40

1 .50

0 .72

0 .54

0 .68

Non-regular employees

%

0 .94

0

0

2 .39

3 .35

People

0

0

0

0

0

People

0

0

0

0

0

People

0

0

0

0

0

People

3

2

1

3

0

Regular employees

People

3

2

1

2

0

Non-regular employees

People

0

0

0

1

0

People

7

8

4

3

7

People

6

8

4

2

5

Overall accident frequency rate

Working hours (regular employees)*1 *2

Accidents resulting in deathJapan
Overseas
Accidents resulting in lost workdays

*3

Accidents not resulting in lost workdays
Regular employees
Non-regular employees
Frequency rate of work-related accidents

People
*4

%

1
0 .40
0 .47

0
0 .26
0 .30

0
0 .13
0 .14

1
0 .36
0 .27

Health management (all employees)
OkamuraCorporation

Health examination
uptake rate

0 .00

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Primary
healthexamination

%

-

-

100 .0100 .0100 .0

Secondaryhealthexamination

%

-

-

71 .0

80 .8

74 .9

%

-

-

-

63 .7

64 .1

Percentage of
people who*2
exercise

%

-

-

-

21 .7

22 .5

Sleep

*1

%

-

-

-

60 .8

61 .1

Percentage of smokers

%

-

-

29 .3

28 .0

27 .1

Stress check uptake rate

%

95 .9

95 .2

98 .1

99 .3

99 .5

2
0 .00

Fiscal 2018

Employees with an appropriate bodyweight
Health-related behavioral
habits(As of March 31 of each fiscal year)
Unit

*3

Regular employees%

Non-regular employees

%

0

0

0

1 .19

0 .00

*1 Percentage of people with a BMI score between 18 .5 and 25

%

0 .02

0 .01

0 .01

0 .00

0 .00

*2 Percentage of people who answered that they exercise 30 minutes/session, twice a week or more, over a year

Regular employees

%

0 .03

0 .01

0 .01

0 .00

0 .00

*3 Percentage of people who answered that they were well rested

Non-regular employees

%

0

0

0

0 .02

0 .00

Severity rate of work-related accidents *5*1 Overall accident frequency rate: Number of casualties due to work-related accidents (including number of people injured andsick due to accidents not resulting in lost workdays)/ total actual working hours x 1 ,000 ,000
*2 Work-related accidents do not include commuting accidents*3 Accidents resulting in lost workdays (limited to those requiring leave of absence of four days or longer)*4 Frequency rate of work-related accidents: Number of casualties per one million hours worked• Number of casualties due to work-related accidents/total actual working hours x 1 ,000 ,000
*5 Severity rate of work-related accidents: Number of working days lost per 1 ,000 hours worked• Total number of working days lost/total actual working hours x 1 ,000

The Okamura Group Sustainability Report 2023

158

Contents

Promoting
Sustainability

Company Profile

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Environmental Data

Employee-Related Data

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

Data Related to Responsible Corporate Behavior

Data Related to Responsible Corporate Behavior
Basic information on theCompensation Committee

Corporate Governance

Item

Basic information on the
Board of Directors

Scope of aggregation: Okamura Corporation
Time of aggregation: Items related to the number of directors: As of June 30 of each year
Items regarding number of Board of Directors meetings/attendance rates: every fiscal year

Item
Number of inside directors
Number of outside directors

Breakdown (unit)

Fiscal2018

Fiscal
2019

Fiscal
2020

Fiscal2021

Number of inside directors

Fiscal2022

Number of outside directors

Male (number of people)

15

6

6

6

6

Female (number of people)

0

0

0

0

0

Male (number of people)

3

3

3

4

3

Female (number of people)

0

0

1

1

2

Number of independent outside directors

Scope of aggregation: Okamura Corporation
Time of aggregation: Items related to the number of directors: As of June 30 of each year
Items regarding number of Board of Directors meetings/attendance rates: every fiscal year
Breakdown (unit)

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Male (number of people)

1

1

1

1

Female (number of people)

0

0

0

0

Male (number of people)

2

2

3

3

Female (number of people)

0

1

1

2

Male (number of people)

2

2

3

3

Female (number of people)

0

1

1

2

Percentage of outside directors

（%）

66 .7

75 .0

80 .0

83 .3

Percentage of independent outside directors

（%）

66 .7

75 .0

80 .0

83 .3

（%）

0 .0

25 .0

20 .0

33 .3

(number of times)

2

2

2

1

100 .0100 .0100 .0100 .0Male (number of people)

2

2

2

3

3

Female (number of people)

0

0

1

1

2

Number of executive officers who also serve as directors(people)

-

6

6

6

6

Percentage of executive officers who also serve as directors

（%）

-

66 .7

60 .0

54 .5

54 .5

Percentage of outside directors

（%）

16 .7

33 .3

40 .0

45 .5

45 .5

Attendance rate of outside directors（%）

100 .0100 .0100 .0100 .0Percentage of independent outside directors

（%）

11 .1

22 .2

30 .0

36 .4

45 .5

Attendance rate of independent outside directors（%）

100 .0100 .0100 .0100 .0Percentage of female board members

（%）

0 .0

0 .0

10 .0

9 .1

18 .2

* The Compensation Committee started in fiscal 2019

Average age of board members

(age)

62 .1

64 .0

64 .5

63 .7

63 .5

Number of board meetings held(number of times)

12

12

11

12

12

Board meeting attendance rate

（%）

97 .6

96 .2

100 .099 .2

100 .0Board meeting attendance rate of outside directors

（%）

87 .9

88 .9

100 .098 .2

100 .0

Number of independent outside directors

Board meeting attendance rate of independent outside
directors

Basic information on the
Nomination Committee

（%）

95 .8

100 .0100 .0100 .0100 .0

Scope of aggregation: Okamura Corporation
Time of aggregation: Items related to the number of directors: As of June 30 of each year
Items regarding number of Board of Directors meetings/attendance rates: every fiscal year

Item
Number of inside directors

Number of outside directors

Number of independent outside directors

Breakdown (unit)

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Male (number of people)

1

1

1

1

Female (number of people)

0

0

0

0

Male (number of people)

2

2

3

3

Female (number of people)

0

1

1

2

Male (number of people)

2

2

3

3

Female (number of people)

0

1

1

2

66 .7

75 .0

80 .0

83 .3

Percentage of independent outside directors

（%）

66 .7

75 .0

80 .0

83 .3

（%）

0 .0

25 .0

20 .0

33 .3

(number of times)

2

2

2

1

Attendance rate（%）

100 .0100 .0100 .0100 .0Attendance rate of outside directors（%）

100 .0100 .0100 .0100 .0Attendance rate of independent outside directors（%）

100 .0100 .0100 .0100 .0* The Nomination Committee started in fiscal 2019

Scope of aggregation: Okamura Corporation
Basic information on theTime of aggregation: Items related to the number of directors: As of June 30 of each year
Board of Corporate Auditors
Items regarding number of Board of Directors meetings/attendance rates: every fiscal year
Item
Number of inside corporate auditors

Number of independent outside auditors（%）

Percentage of female directors（%）

Attendance rate

Number of outside auditors

Percentage of outside directors

Number of meetings held

Percentage of female directors
Number of meetings held

Breakdown (unit)

Fiscal 2018 Fiscal 2019 Fiscal 2020 Fiscal 2021 Fiscal 2022

Male (number of people)

2

2

2

2

2

Female (number of people)

0

0

0

0

0

Male (number of people)

2

1

1

1

1

Female (number of people)

0

1

1

1

1

Male (number of people)

2

1

1

1

1

Female (number of people)

0

1

1

1

1

Percentage of outside auditors

（%）

50 .0

50 .0

50 .0

50 .0

50 .0

Percentage of independent outside auditors

（%）

50 .0

50 .0

50 .0

50 .0

50 .0

Percentage of female auditors

（%）

0 .0

25 .0

25 .0

25 .0

25 .0

(number of times)

12

12

11

11

12 .0

Attendance rate

（%）

97 .9

93 .5

95 .2

95 .8

97 .9

Attendance rate of outside auditors

（%）

95 .8

79 .2

90 .9

91 .7

95 .8

Attendance rate of independent outside auditors

（%）

95 .8

79 .2

90 .9

91 .7

95 .8

Number of meetings held

Scope of aggregation: Okamura Corporation
Time of aggregation: As of June 30 of each year

Executive officer system
Item
Number of executive officers

Breakdown (unit)

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Male (number of people)

6

6

6

6

Female (number of people)

0

0

0

0

* The executive officer system was introduced in fiscal 2019The Okamura Group Sustainability Report 2023

159

Contents

Promoting
Sustainability

Company Profile

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Data Related to Promotion of Sustainability

Environmental Data

Employee-Related Data

Risk Management

Item

Scope of aggregation: Okamura Group
Time of aggregation: End of fiscal year (March 31 )Breakdown (unit)

Data

Previous

Data Related to Responsible Corporate Behavior

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

-

5

2

2

0

(cases)Item
Sustainable Procurement Survey(questionnaire)

Scope of aggregation: Okamura Corporation
Time of aggregation: End of fiscal year (March 31 )Compliance and fair business practices

Sustainable Procurement Survey (field audits)
Item

Breakdown (unit)

Number of legal violations involving administrative
penalties and criminal charges for accidents orincidents

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

(cases)

0

0

0

0

0

Number of employees disciplined for corrupt
practices(people)

0

0

0

0

0

Corruption-related fines

(Yen)

0

0

0

0

0

Number of corruption-related penalties(cases)

0

0

0

0

0

Item

Breakdown (unit)

Number of times internal whistleblower (helpline)
system was used

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Japan (cases)

5

7

8

8

17

Overseas (cases)

-

1

0

0

0

20 .0028 .5737 .50

0 .00

0 .00

（%）

Scope of aggregation: Okamura Corporation
Time of aggregation: End of fiscal year (March 31 )Data on implementation of compliance education

Breakdown (unit)
Number requested(companies)
Number received(companies)

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

-

133

227

543

-

131

227

541

Recovery rate (%)

-

98 .5

100

99 .6

Percentage of surveys
denoting agreement andsigned accordingly (%)*1

-

-

-

98 .1

Number conducted(companies)

-

0

1

3

(people)

-

-

-

43

Training for internal purchasing staff*1 Denoting agreement to the Okamura Group Sustainable Procurement Guidelines in conjunction with the survey

Coexisting with Local Communities and Society

Scope of aggregation: Okamura Group
Time of aggregation: End of fiscal year (March 31 )Internal whistleblowing

Scope of aggregation: Okamura Group
Time of aggregation: End of fiscal year (March 31 )Responsible procurement

Promotion of Compliance and Anti-Corruption Initiatives

Internal whistleblower (helpline) system
Percentage of consolidated companies

Responsible
Corporate Behavior

Supply Chain Management

Information Security Measures

Number of information security incidents

Pursuing Employee
Engagement

Scope of aggregation: Okamura Group
Time of aggregation: End of fiscal year (March 31 )Contributions to the community
Item

Breakdown (unit)

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Number of employees who took volunteer(people)*1
leave

-

-

3

2

０

Social contribution activities

Expenses (million yen)

-

48

79

152

208

Of which donations (million
yen)

-

20

16

95

135

*1 Volunteer leave was introduced at the Okamura Corporation from fiscal 2020
Item

Breakdown (unit)

Compliance training(general compliance)
Subject-specific training

*1

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

New employees (people)

129

150

164

126

164

Newly appointed managers (people)

18

18

30

16

30

Company-wide: Anti-Corruption
Policy (number of people)

-

-

-

-

2 ,662Company-wide: Sexual harassment(number of people)

-

-

-

-

3 ,329Company-wide: Power harassment(number of people)

-

-

-

-

3 ,321Company-wide: Revised Code of
Conduct, Human Rights Policy(number of people)

-

-

-

-

3 ,802*1 Subject-specific training: Compliance training targeted at specific departments and job levels by theme

The Okamura Group Sustainability Report 2023

160

Contents

Company Profile

Promoting
Sustainability

Global Environmental
Initiatives

Creating Environments
Where People Can Thrive

Pursuing Employee
Engagement

Responsible
Corporate Behavior

History of Sustainability Activities at the Okamura Group
Okamura was founded in the town of Okamura in Isogo Ward, Yokohama, in 1945. A group of people who shared thesense of purpose behind the establishment of the company gathered around the founder, scraping together the money,
technology, and workers to launch Okamura Seisakusho (Okamura Manufacturing Facility) as a cooperative industry.

History of the Business50

Okamura-cho

51

Production of steel desks and chairs started

Steel office desks and chairs
launched (’57)

62

Important points for education and training established63

Okamura Technical Training Center opened
Training center opened within the Oppama Plant

66

Implemented measures against pollution andPractical training at Okamura
Industrial Technical School

established facilities department

64

Production/sales of first particle board furniture in Japan

Storage furniture using particle
board as core material (’66)

68
69

1970
70

First Okamura Business Show held
“Isu no Kagaku (Chair Science)” PR magazine publishedFirst Good Design Award G-Mark awardedfor a
folding chair
Technology partnership with the Darling Company in
Los Angeles for system gondolas
Junior desk and chair launched
Technology partnership with AllSteel Inc. (USA) for desks
and chairs
Products displayed at NOPA Exhibition in New York City
Technology partnership with Tyler Refrigeration Corp.
(USA) for refrigerated showcases

60

Kansai Okamura Manufacturing Co., Ltd. (Osaka)
established

Correspondence education courses begun

Okamura-Tyler established

70

1980
81

Sustainability Activities

Non-defrost refrigerated
showcase system launched(’78)

Movable partitions launched

Takahata Plant received the Energy Conservation

Okamura listed on the first section of theTokyo Stock Exchange

73
74

Minister of International Trade and Industry Award

Rotary Rack launched (’78)

79

Business

80

Head office featuring raised floors unveiled

Tokyo Showroom opened

Tokyo Showroom opened (’70)

Headquarters moved to Yokohama Tenri Building
Takahata Plant in Yamagata completed
New Otani Showroom opened

Non-defrost refrigerated showcase system launched

Office Research Center opened

Kansai Okamura ManufacturingCo., Ltd. (Osaka) established(’60)

Fuji Plant in Shizuoka completed

Manufacturing of system kitchen began

Rotary Rack launched

Okamura Transport Corporation establishedIndustrial robots developed

First Good Design Award G-Markawarded for a product (’63)

Multiple Unit Display System launched

78

Oppama Plant operationscommenced (’58)

Adopted the motto “Quality pays for itself”

69

Technology partnership with Palmer Shale company (USA)Technology partnership with Ermanco Co. (USA) for conveyors

Okamura listed on the second section of theTokyo Stock Exchange

Gondola store shelving launched​(’57)

shelving developed and produced

76

Okamura Manufacturing Facility
founded on October 10 (’45)

58

53
55

61

Heavy rack production started; boltless lightweight

73
75
76

Okamura founded on October 10
in the town of Okamura, Isogo Ward, Yokohama City,
Kanagawa Prefecture
Established Okamura LLC
Selected as a designated factory forindustrial recovery movement in Yokohama
Restructured as a joint-stock company
Torque converter R&D started

Tokyo Office newly opened (Tamura-cho, Shimbashi,
Minato-ku)
The N-52, Japan’s first postwar
Kanagawa Plant established (Kitasaiwai-cho, Nishi-ku, airplane, completed (’53)
Yokohama)
The N-52, Japan’s first postwar airplane, completed
Mikasa, Japan’s first automatic front wheel drive car,developed
Mikasa Mark I and Mikasa Sport displayed
Mikasa Mark I and Mikasa Sport
at the 4th Japan Motor Showdisplayed at the 4th Japan Motor
Tokyo sales office and showroom opened in Akasaka Show (’57)
Oppama Plant operations commenced

57

Torque converter for small forklifts developed

1960
61
62

Steel office desks and chairs launched
Gondola store shelving launched

History of Sustainability Activities

46

52
Torque converter production
began (’51)

Torque converter production started

57

1945

50
Production of steel office furniture started at the factory inPrevious

History of the Okamura Group

48

1950

Data

Osaka Showroom opened

Fuji Plant in Shizuoka completed(’70)

Okamura GroupThe Okamura Group Sustainability Report 2023

82
84

Okamura’s OA Strategy published161

The Oppama Plant received the Minister of International Trade andContents

PromotingCompany
ProfileSustainability
Correspondence education courses begun
76

Creating Environments
Global Environmental
Pursuing Employee
Technology partnership with
Ermanco Co. (USA) for conveyors Engagement
Where People 73
Can Thrive
Initiatives
75 Manufacturing of system kitchen began
76 Movable partitions launched

Okamura listed on the first section of the73
74

Multiple Unit Display System launched

78

81

Sustainability Activities

79

Business

80

Takahata Plant received the Energy Conservation

84

Takahata Plant received the Chairperson’s Award -Takahata Plant received awards(’81) (’84)

82
84
86

Ergonomic chair launched

Previous

Takahata Plant in Yamagata completed
Osaka Showroom opened

Okamura’s OA Strategy published
The Oppama Plant received the Minister of International Trade andIndustry Award as a factory with excellent industrial standardization

Rotary rack technology exported to the USA
Desk system launched

Data

Okamura Group

82
84

Office Research Center opened
Head office featuring raised floors unveiled

Minister of International Trade and Industry Award

Headquarters moved to Yokohama Tenri Building
New Otani Showroom opened

Non-defrost refrigerated showcase system launched
Rotary Rack launched

1980

Responsible
Corporate Behavior

Tokyo Stock Exchange

Head office featuring raised
floors unveiled (’80)

Japan Greenery Research and Development Center

87
88
89

Siam Okamura Steel Co., Ltd. established in Thailand

90
91
92

Tsukuba Plant completed in Ibaraki

JT Okamura Co., Ltd. established in Okayama
Okamura Logistics Corporation established

1990
91
92
93
95
96
97

99

Environmental policy for products formulated
Okamura Technical Junior College opened
Start of the 1st Environmental Midterm Plan,“Toward a Prosperous Future”
Environmental pamphlet “Toward a Prosperous Future”
published
Environmental Measures Department establishedStarted operation of GREEN WAVE, a voluntary environmental
standard for products
Publication of environmental pamphlet “GREEN WAVE 21”
Oppama Plant: ISO 14001 audit and registration
Emergency safety measures for employees and their families
Distribution of Emergency Cards
ISO 9001 registration for Oppama and Tsukuba Plants
First Environmental Report published

93
95

Overhead conveyor system launched“Earthquake Protection for Office Furniture”
manual createdTechnology partnership with OCS (Sweden)

Environmental pamphlet“Toward a Prosperous
Future” published (’95)

Overhead conveyor system
launched (’93)(for overhead conveyor systems)

97
98

Okamura International
Okamura Business Support Corporation established
Siam Okamura International Co., Ltd.
established in Thailand

Profice Next Generation Office
System launched (’97)

Tsukuba Plant completed in
Ibaraki (’90)(Singapore) Pte. Ltd. established

94
96

Profice Next Generation Office System launched
Fontana refrigerated showcases announced

NS Okamura Corporation established in Iwate

97
98

Nakai Plant completed in Kanagawa

99

Okamura Support and Service Corporation

NS Okamura Corporation
established in Iwate (’91)

FM Solution Corporation establishedNakai Plant completed in
Kanagawa (’97)

established
Fontana refrigerated showcases
announced (’98)

2000
ISO 14001 companywide integrated audit andregistration (’00)

00

ISO 14001 company-wide integrated audit and registration

01
02
03

Completion of ISO 14001 audits and registration for all domestic production plants

0100

Hill International, Inc. established04

Shanghai Okamura Furniture and Logistic System Co., Ltd.

Sales agreement with FujiSeiko Co., Ltd.
Entered the security business

02

Returnable transport packaging won the Asia Star Award
GREEN WAVE 2010 Long-term Environmental Vision launched

Ergonomic mesh chairestablished in China

Contessa announced

05

Baron ergonomic mesh chair launched

Contessa ergonomic mesh chairannounced (’02)

Contessa received GREENGUARD US environmental standards

05

05
06

Seeder Co., Ltd. acquired

08

FujiSeiko Co., Ltd. acquired

08

Visplay display fixtures system launched andChicago Showroom opened

showroom opened

09

Tsurumi Plant completed in Kanagawa

Achieved zero emissions at all Okamura production plants

Okamura Group Timber Use Policy formulated

Visplay Showroom opened (’08)

09

Okamura Chair Museum opened
SEC Co., Ltd. acquired

2010
10

Sustainability Activities

GREEN WAVE+ voluntary environmental standard for products formulated
ACORN activities started
Okamura Group CSR Policy established

Business

Okamura Chair Museum opened(’09)

Okamura GroupTd Japan Ltd.
established
The
Group
Sustainability Report 2023
10 Okamura

11

162

NS Okamura Corporation and other production and sales locations in the

03

05 Baron ergonomic mesh chair launched
Creating Environments
Global Environmental
Where People Can Thrive
Initiatives

GREEN WAVE 2010 Long-term Environmental Vision launched

PromotingContessa received GREENGUARD US environmental
standards

Contents

Company
Sustainability
AchievedProfile
zero emissions at all Okamura
production plants
05

08

Pursuing Employee
Engagement

Visplay display fixtures system launched and05
06

Seeder Co., Ltd. acquired

08

FujiSeiko Co., Ltd. acquired

Corporate Behavior

Data

Previous

Chicago Showroom opened

showroom opened

09

TsurumiPlant completed in Kanagawa
Responsible

09

Okamura Group Timber Use Policy formulated

Okamura Chair Museum opened
SEC Co., Ltd. acquired

2010
10

11
12
16
17
18

19

Sustainability Activities

Business

GREEN WAVE+ voluntary environmental standard for products formulated
ACORN activities started
Okamura Group CSR Policy established(Revised as the Sustainability Policy in November 2020)
FSC® certification/CoC certification obtained
Received a letter of appreciation from the Director of the Ministry ofForestry for the Kizukai (Due Care for Wood Use) Movement award
Received the Excellence Award at the 13th Green Purchasing Awards
Technical Skills Training Center opened
Kagoshima Prefecture received the Minister of the Environment Award fora collaborative furniture project with Okamura using local timber at the
14th Green Purchasing Awards
Establishment of Work-Life Balance Promotion Committee
NS Okamura Corporation received the Minister of the Environment Award for
Promoting the Formation of a Recycling Society
Okamura Health & Productivity Management Declaration
NS Okamura Corporation received the Energy Conservation Grand Prize,
Minister of Economy, Trade and Industry AwardCSR Promotion Office established
Diversity Promotion Office establishedCertified as Health & Productivity Management
Outstanding Organization 2018 (White 500)
Identified sustainability material issues
Endorsed the Declaration of Biodiversity by Keidanren
Material issues for sustainability
Registered as a member of the Japan Climate Initiative (JCI) identified (’19)
Creating
Environments
Where People
Can Thrive

Pursuing
Employee
Satisfaction

GlobalEnvironmental
Initiatives

Responsible
Corporate
Activities

Rotary Sorter automatic
warehousing/sorting system
launched (’12)

12

Rotary Sorter automatic
warehousing/sorting system launched

NS Okamura Corporation and other production and sales locations in the1213

NS Okamura Corporation resumed operations
Hangzhou Okamura Transmission Co., Ltd. established
Salotto Group (Hong Kong) acquired

AutoStore robot storage system
launched

15

NS Okamura Corporation
resumed operations (’12)

Ichie Co., Ltd. acquired
Showcase navigation system
launched (’15)

Swift height-adjustable table launched

Shanghai Okamura Architecture Co., Ltd. established

14
15

16

Okamura Trading (Shanghai) Co., Ltd. established
PT. Okamura Chitose Indonesia establishedHangzhou Okamura Transmission
Co., Ltd. established (’13)

Japan’s first automatic front wheel drive car “Mikasa” with automatic

Showcase navigation system launchedtransmission certified as a Mechanical Engineering Heritage

WORK MILL activity started
Lives office furniture series
launched (’18)

1818Lives office furniture
TELECUBE by OKAMURA and

20

Company name changed(Japanese only)

series launched
TELECUBE by OKAMURA andSnowHut work booths launched (’18)

Digital transformation service “Work x D” announced

Logo changed ('18 )Okamura International Malaysia Sdn. Bhd. established20

Okamura International Vietnam Co., Ltd. established21“Okamura Way” formulated

Fontana-Neo refrigerated showcase launched

Received L-Boshi (Level 2) certification

Robot piece picking system launched

Endorsed and made disclosures based on the recommendations of the TCFD
Goal of virtually zero CO2 emissions by 2050 announced

11

Sunahata Co., Ltd. acquired

14

Diversity and Inclusion Policy formulated

21

Spher task seating launched

Fontana-Neo refrigerated showcase
launched (’20)

DB&B Holdings Pte. Ltd. acquired

OC portable battery launched

JEES • Okamura Scholarship for the Development of the Next Generation

22

Swift height-adjustable tablelaunched (’15)

Participated in the United Nations Global Compact

Sustainability Committee established

Td Japan Ltd. established

Tohoku region

Sew Future Work Studio opened

SnowHut work booths launched

Sustainability Promotion Department established

21

AutoStore robot storage system
launched (’14)

10damaged by the Great East Japan Earthquake

2020
20

Okamura Group

NovolBa Co., Ltd. establishedOkamura Group Human Rights Policy formulated
Okamura Group Information Security Policy formulated
SBT certification obtained
Received the Medal with Dark Blue Ribbon for humanitarian assistance22

WORK VILLA creative furniture launched22

Zhejiang Hangcha Okamura Co., Ltd. establishedHangzhou Okamura Furniture Co., Ltd. established

ORV autonomous mobile robot launched

to Ukraine and neighboring regions
Kurumin certification obtained

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Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

Scope of the Report
The Okamura Group consists of 43 companies, and this report primarily covers the initiatives and results of the Okamura Corporation and the 24 companies listed below. It also
reports on the initiatives of the Okamura Group Health Insurance Association.
*The target scope of employee-related data is described here

Sales
Locationsp. 152 .

Production
Facilities

Hill International, Inc.
Td Japan Ltd.
Ichie Co., Ltd.

Kansai Okamura Corporation
NS Okamura Corporation
Sanyo Okamura Corporation

Okamura (China) Co., Ltd.
Okamura (Shanghai) Industrial Co., Ltd.*FujiSeiko Co., Ltd.
Sunahata Co., Ltd.

1

Okamura Salotto Hong Kong Limited

Hangzhou Okamura Transmission Co., Ltd.

Okamura International (Singapore) Pte. Ltd.

Hangzhou Okamura Furniture Co., Ltd.*4

PT. Okamura Chitose Indonesia
Okamura International Malaysia Sdn. Bhd.

Service
LocationsOkamura Support and Service Corporation
SEC Co., Ltd.

Siam Okamura International Co., Ltd.

FM Solution Corporation

Okamura International Vietnam Co., Ltd.

Okamura Business Support Corporation

DB&B Holdings Pte. Ltd.*
NovolBa Co., Ltd.*

3

2

Other

Okamura Group Health Insurance Association*1 Company name changed from Okamura Trading (Shanghai) Co., Ltd. on July 9 ,2021 .
*2 Became a subsidiary on October 1 , 2021 ; not included in the environmental
data.
*3 Established on November 12 , 2021 ; not included in the environmental data.
*4 Established on October 8 , 2022 ; not included in the environmental data.

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Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

Third-Party Opinion and Verification Report
In order to enhance the reliability of this report and for it to meet the expectations of society, we asked for a third-party opinion and audit.

Third-Party Opinion
Dr. Junichi Mizuo
Ph.D. (Business Administration), Professor Emeritus,
Surugadai University
Representative Chairman, Japan Compliance &Governance Instituteas advocated by Adam Smith, author of The Wealth of Nations, andwhich serves as the foundation for the sustainable development of anorganization.

Activities to address social issues through its corebusiness, such as proposals to create places to work,
are clearly visible in this report.

I would like to offer the following third-party opinion on the Sustainability
Report 2023 of the Okamura Group (hereinafter referred to as “theCompany”) from the standpoint of someone who has promoted thepractice of business ethics at companies, and who has advocated for the
integration of CSR/ SDG theory and practice through theory construction atuniversities and later at research institutes.

The Company is putting forward proposals for co-creative spaces in which
to work, through We Labo and other spaces in Tokyo, Nagoya, Osaka, andFukuoka. The spaces serve as an advanced model for proposing how toreform Japan’s work styles and innovate the office, which can be seen as asocial mission that the Company shoulders through its core business.
Not only does the Company understand the trends of our time and makeproposals that are half a step ahead of the times, but the Company itself istaking the initiative and setting an example, which makes it possible to see
how the SDGs are integrated into its business, since its activities are clearlypresented. The results of surveys and research conducted by the Okamura
Work Design Institute and initiatives undertaken by WORK MILL, which havebeen ongoing since 1980 , have contributed greatly to these proposals,
testifying to the importance of basic research related to a company's corebusiness.

Highly commendable points:

What I would like to see in the future:

The clarification of material management issues makes
it possible to know what company-wide initiatives arebeing implemented.

I look forward to the realization of safety and security
through the achievement of psychological safety,
together with the work style reform WiL-BE 2 .0 .

In order to adapt to changes in the internal and external businessenvironment, the Company has, in 2023 , developed its existing material
sustainability initiatives further, and has clearly positioned them as fourmaterial issues for management, for which it is making company-wide
efforts. To realize these goals, the Company has set KPIs for each issue
and clearly defined activities based on annual targets, in order to meet
medium- and long-term goals. This makes it possible to see how thevirtuous management cycle of planning (P) - doing (D) - checking (C) acting (A) is being carried out.
For example, the SDG training program at NS Okamura, where participantsbonded with those in the field, can be seen as part of this effort. Activities
such as these, in which people share experiences with and lear nfrom Group employees, working together to address the problems of
tomorrow, lead to empathy. Empathy is the sentiment of caring for others“Psychological safety”, a concept proposed by Harvard Business School
Professor Amy Edmondson in 1999 , is currently attracting attention.
According to Prof. Edmondson, psychological safety is defined as “a stateof mind in which members of an organization or team are able to express
their opinions and raise questions without anxiety or fear.” The key to this is
the feeling of safety and security that lies at the root of human psychology. In
other words, employees need to feel comfortable voicing their opinions, andfeel that they will be listened to, praised, and acknowledged.
The Company has made consultation services and contact points available
to customers and suppliers, and a compliance helpline available toofficers and employees. If these systems are able to offer psychologicalsafety, employees (the users of the systems) will feel safe in seeking out
consultations and making reports. Protecting them will also protect theCompany from risk.

Retired from Shiseido Co., Ltd. at the end of March 2018
after serving as Professor and Director of the Instituteof Economic Research at Surugadai University. Outside
Auditor, Daicel Corporation. Visiting researcher at the
University of London in 2010. Author of multiple books,
including “Sustainable Company: The Business Concept ofa Company that Prospers Forever, ” Sendenkaigi Co., Ltd.

Meanwhile, the work style reform WiL-BE 2 .0 initiative has started in April
2023 , with the aim of revitalizing communication within the company. This
will be achieved if psychological safety functions effectively, if employees feel
comfortable in asserting their opinions, and are confident that they will belistened to, praised and acknowledged by one another. This can be seen as
a positive effect of psychological safety, and will lead to the revitalization of
the organization when implemented together with “Dialogue”, which is part of
the Company’s corporate culture and which has been emphasized since its
founding. This will, in turn, foster new ideas and forward-looking challenges.
I sincerely hope that the Company’s commitment to psychological safety willbring about its sustainable development.

A response to the Third-Party Opinion
In publishing the Okamura Group Sustainability Report 2023 , wereceived a great deal of valuable input from stakeholders in a wide
range of areas, and we have referred to such opinions in reportingon the Group’s efforts to build a sustainable society.
I would like to express my gratitude to Dr. Mizuo for his frankopinions from a professional standpoint.
We are very pleased that our positioning of the four material
issues, which were reviewed at the time of the formulation of the2023 Midterm Management Plan, and our activities based on theestablishment of KPIs and annual targets for the mid- to long-term,
were highly evaluated, as these are activities we carry out steadily
from day to day.
Dr. Mizuo also mentioned the work style reform WiL-BE 2 .0 ,which started this term, as something he has high expectations
for the future. The purpose of this initiative is to revitalize in-housecommunication, and we are convinced that by making steadyprogress, we will be able to improve employee work engagement aswell as the vitality of the organization.
We will continue to uphold our mission of contributing to society
by creating environments where people can thrive with rich ideas
and reliable quality, and in addition to advancing our Midterm
Management Plan, we will strive to contribute to the realization ofa sustainable society through our core business, helping to resolve
various social issues.
Kenichi Yamaki, Director and Managing Executive Officer

The Okamura Group Sustainability Report 2023

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Contents

Company Profile

Promoting
Sustainability

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

Third-Party Verification Report
Third-Party Verification Reporthttps://www.okamura.co.jp/corporate/sustainability/report/pdf/2023 /third_party_opinion_en.pdf

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Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

GRI Standard Cross-Reference Table
Universal Standards
GRI Standards

Disclosures

Section Listed

GRI 2: General Disclosures 2021

GRI Standards

Disclosures
Conflicts of interest

Short-term Investment Securities Report p. 48-52
Corporate Governance Report p. 1

2-16

Communication of critical concerns

Corporate Governance p. 112-113
Promotion of Compliance and Anti-Corruption
Initiatives p. 119-122

2-17

Collective knowledge of the highest
governance body

Corporate Governance Report p. 4
Sustainability Promotion System p. 16-17

2-18

Evaluation of the performance of thehighest governance body

Corporate Governance p. 112-113

2-19

Remuneration policies

Short-term Investment Securities Report p. 46-47

2-20

Process to determine remuneration

Short-term Investment Securities Report p. 46-47

2-21

Annual total compensation ratio-

1. The organization and its reporting practices
2-1

Organizational details

Okamura Profile p. 5
Subsidiaries and associates
Overseas locations

2-2

Entities included in the organization’ssustainability reporting

Scope of the Report p. 164

2-3

Reporting period, frequency and contact
point

Preparing This Report p. 4
Contact point p. 173

2-4

Restatements of information-

2-5

External assurance

Third-Party Opinion and Verification Report p. 165-166

2. Activities and workers
2-6

Activities, value chain and other business
relationships

Short-term Investment Securities Report p. 5
Okamura Profile p. 5
Sustainability Promotion System p. 16-17
Supply Chain Management p. 126-127

2-7

Employees

Employee-Related Data p. 152-158

2-8Workers who are not employees-

3. Governance

2-9

Governance structure and composition

Short-term Investment Securities Report p. 38-43
Corporate Governance Report p. 3-4
Notice of the Annual General Meeting of Shareholders (2023)
p. 22
Corporate Governance p. 112-113
Data Related to Responsible Corporate Behavior p. 159-160

2-10Nomination and selection of the highest
governance body

Corporate Governance Report p. 2–3
Notice of the Annual General Meeting of Shareholders (2023) p.
7-23

2-11

Chair of the highest governance body

Corporate Governance Report p. 5

Role of the highest governance body inoverseeing the management of impacts

Short-term Investment Securities Report p. 12-13 p. 17-21
Okamura Group climate change information disclosure p. 5-7
The Okamura Group’s Materiality(Material Management Issues) p. 11-15
Sustainability Promotion System p. 16-17

2-12

2-13

2-14

Delegation of responsibility for managing
impacts

Short-term Investment Securities Report p. 12-13 p. 17-21
Okamura Group climate change information disclosure p. 5-7
The Okamura Group’s Materiality(Material Management Issues) p. 11-15
Sustainability Promotion System p. 16-17

Role of the highest governance bodyin sustainability reporting

Sustainability Promotion System p. 16-17

Section Listed

2-15

4. Strategy, policies and practices
2-22Statement on sustainable development
strategy

Message from the CEO p. 6-8

2-23

Policy commitments

Okamura Group Human Rights Policy
Respect for Human Rights p. 123-125

2-24

Embedding policy commitments

Okamura Group Sustainable Procurement Guidelines
Respect for Human Rights p. 123-125
Data Related to Responsible Corporate Behavior p. 159-160

2-25

Processes to remediate negative impacts

Okamura Group Human Rights Policy
Promotion of Compliance and Anti-Corruption
Initiatives p. 119-122
Respect for Human Rights p. 123-125
Data Related to Responsible Corporate Behavior p. 159-160

2-26

Mechanisms for seeking advice and raisingconcerns

Promotion of Compliance and Anti-Corruption
Initiatives p. 119-122
Respect for Human Rights p. 123-125
Supply Chain Management p. 126-127

2-27

Compliance with laws and regulations

Promotion of Compliance and Anti-Corruption
Initiatives p. 119-122
Environmental Data p. 145-151
Data Related to Responsible Corporate Behavior p. 159-160

2-28

Membership associations

Related organizations

5. Stakeholder Engagement
2-29

Approach to stakeholder engagement

Stakeholder Engagement p. 18-19

2-30

Collective bargaining agreements

Human Resources Strategy of the Okamura Group p. 73-76
Employee-Related Data p. 152-158

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Contents

Promoting
Sustainability

Company Profile

GRI Standards

Creating Environments
Where People Can Thrive

Disclosures

Global Environmental
Initiatives

Section Listed

GRI 3: Material Topics 2021
3-1

3-2

3-3

GRI Standards

Responsible
Corporate Behavior

Disclosures

Data

Previous

Section Listed

GRI 205: Anti-corruption 2016
Process to determine material topics

The Okamura Group’s Materiality(Material Management Issues) p. 11-15

List of material topics

The Okamura Group’s Materiality(Material Management Issues) p. 11-15
Sustainability Promotion Data p. 136-144

Management of material topics

The Okamura Group’s Materiality(Material Management Issues) p. 11-15
Sustainability Promotion System p. 16-17

Topic Standards (Economy)
GRI Standards

Disclosures

Operations assessed for risks related tocorruption

Risk Management p. 114-118
Promotion of Compliance and Anti-Corruption
Initiatives p. 119-122
Data Related to Responsible Corporate Behavior p. 159-160

205-2

Communication and training about anticorruption policies and procedures

Anti-Corruption Policy
The Okamura Group’s Materiality(Material Management Issues) p. 11-15
Promotion of Compliance and Anti-Corruption
Initiatives p. 119-122
Data Related to Responsible Corporate Behavior p. 159-160

205-3

Confirmed incidents of corruption andactions taken

Promotion of Compliance and Anti-Corruption
Initiatives p. 119-122
Data Related to Responsible Corporate Behavior p. 159-160

206-1

Legal actions for anti-competitive behavior,anti-trust, and monopoly practices

Promotion of Compliance and Anti-Corruption
Initiatives p. 119-122
Data Related to Responsible Corporate Behavior p. 159-160

207-1

Approach to tax

Tax Policy
Corporate Governance p. 112-113

207-2

Tax governance, control, and risk
management

Tax Policy
Corporate Governance p. 112-113

207-3

Stakeholder engagement
and management of concerns related to tax

Tax Policy
Corporate Governance p. 112-113

207-4

Country-by-country reporting-

Section Listed

GRI 207: Tax 2019

201-1

Direct economic value generated anddistributed

Short-term Investment Securities Report p. 57-58
Employee-Related Data p. 152-158
Data Related to Responsible Corporate Behavior p. 159-160

201-2

Financial implications and other risks andopportunities due to climate change

Short-term Investment Securities Report p. 13, 20
Okamura Group climate change information disclosurep. 8-18

201-3

Defined benefit plan obligations and otherretirement plans

Short-term Investment Securities Report p. 79-80

201-4

Financial assistance received fromgovernment-

Topic Standards (Environment)

GRI 202: Market Presence 2016
202-1

Ratios of standard entry level wage by
gender compared to local minimum wage

-

202-2

Proportion of senior management
hired from the local community-

GRI Standards

GRI 203: Indirect Economic Impacts 2016
203-1

Infrastructure investments and services
supported

Coexisting with Local Communities and Society
p. 129-134

203-2

Significant indirect economic impacts

Pursuing Quality in Product Creation p. 25-32
Promotion of Innovation and Creation of New Value p. 33-38
Special Contents p. 44-45
Coexisting with Local Communities and Society p. 129-134

GRI 204: Procurement Practices 2016
Proportion of spending on local suppliers

205-1

GRI 206: Anti-competitive Behavior 2016

GRI 201: Economic Performance 2016

204-1

Pursuing Employee
Engagement-

Disclosures

Section Listed

GRI 301: Materials 2016
301-1

Materials used by weight or volume

Environmental Data p. 145-151

301-2

Recycled input materials used

Conserving and Recycling Resources p. 54-56
Environmental Data p. 145-151

301-3

Reclaimed products and their packaging
materials

Conserving and Recycling Resources p. 54-56
Environmental Data p. 145-151

302-1

Energy consumption within theorganization

Environmental Data p. 145-151

302-2

Energy consumption outside of theorganization

-

302-3

Energy intensity

Environmental Data p. 145-151

302-4

Reduction of energy consumption

Environmental Data p. 145-151

302-5

Reductions in energy requirements ofproducts and services

Environmental Considerations in Products and Services p. 5760

GRI 302: Energy 2016The Okamura Group Sustainability Report 2023

168

Contents

Promoting
Sustainability

Company Profile

GRI Standards

Creating Environments
Where People Can Thrive

Disclosures

Global Environmental
Initiatives

Section Listed

GRI 303: Water and Effluents 2018

Pursuing Employee
Engagement

GRI Standards

Responsible
Corporate Behavior

Disclosures

Data

Section Listed

GRI 308: Supplier Environmental Assessment 2016

Interactions with water as a sharedresource

Conserving and Recycling Resources p. 54-56
Environmental Data p. 145-151

303-2

Management of water discharge-related
impacts

Conserving and Recycling Resources p. 54-56
Environmental Data p. 145-151

303-3

Water withdrawal

Conserving and Recycling Resources p. 54-56
Environmental Data p. 145-151

303-4

Water discharge

Conserving and Recycling Resources p. 54-56
Environmental Data p. 145-151

303-5

Water consumption

Conserving and Recycling Resources p. 54-56
Environmental Data p. 145-151

304-1

Operational sites owned, leased, managed
in, or adjacent to, protected areas andareas of high biodiversity value outside
protected areas

-

304-2

Significant impacts of activities, products,
and services on biodiversity

Conserving Biodiversity - ACORN Activities p. 61-65

304-3

Habitats protected or restored-

401 -1New employee hires and employee
turnover

Employee-Related Data p. 152 -158

304-4

IUCN Red List species and national
conservation list species with habitats inareas affected by operations-

401 -2

Benefits provided to full-time employeesthat are not provided to temporary or parttime employees-

401 -3

Parental leave

Employee-Related Data p. 152 -158

305-1

Direct (Scope 1) GHG emissions

Responding to Climate Change p. 51-53
Environmental Data p. 145-151

GRI 402 : Labor/Management Relations 2016

305-2

Energy indirect (Scope 2) GHG emissions

Responding to Climate Change p. 51-53
Environmental Data p. 145-151

402 -1305-3

Other indirect (Scope 3) GHG emissions

Responding to Climate Change p. 51-53
Environmental Data p. 145-151

305-4

GHG emissions intensity

Environmental Data p. 145-151

305-5

Reduction of GHG emissions

Responding to Climate Change p. 51-53
Environmental Data p. 145-151

305-6

Emissions of ozone-depleting substances(ODS)

Environmental Data p. 145-151

305-7

Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions

Environmental Data p. 145-151

306-1

Waste generation and significant wasterelated impacts

Environmental Data p. 145-151

306-2

Management of significant waste-related
impacts

Conserving and Recycling Resources p. 54-56
Understanding the Environmental Impact and Preventing
Environmental Pollution p. 66

306-3

Waste generated

Environmental Data p. 145-151

306-4

Waste diverted from disposal

Environmental Data p. 145-151

306-5

Waste directed to disposal

Environmental Data p. 145-151

303-1

Previous

GRI 304: Biodiversity 2016308-1

New suppliers that were screened using
environmental criteria

Environmental Considerations in Products and Services
p. 57-60
Supply Chain Management p. 126-127
Data Related to Responsible Corporate Behavior p. 159-160

308-2

Negative environmental impacts in the
supply chain and actions taken

Environmental Considerations in Products and Services
p. 57-60
Supply Chain Management p. 126-127
Data Related to Responsible Corporate Behavior p. 159-160

Topic Standards (Society)
GRI Standards

GRI 305: Emissions 2016

GRI 306: Waste 2020

Disclosures

Section Listed

GRI 401 : Employment 2016

Minimum notice periods regarding
operational changes

Human Resources Strategy of the Okamura Group p. 73 -76

GRI 403 : Occupational Health and Safety 2018403-1

Occupational health and safety
management system

Occupational Health and Safety p. 103-110

403-2

Hazard identification, risk assessment, andincident investigation

Health & Productivity Management, p. 94-102
Occupational Health and Safety p. 103-110

403-3

Occupational health services

Health & Productivity Management, p. 94-102
Occupational Health and Safety p. 103-110

403-4

Worker participation, consultation, andHealth & Productivity Management, p. 94-102
communication on occupational health andOccupational Health and Safety p. 103-110
safety403-5

Worker training on occupational health andsafetyHealth & Productivity Management, p. 94-102
Occupational Health and Safety p. 103-110

403-6

Promotion of worker health

Health & Productivity Management, p. 94-102
Occupational Health and Safety p. 103-110

403-7

Prevention and mitigation of occupational
health and safety impacts directly linked bybusiness relationships

Occupational Health and Safety p. 103-110

403-8

Workers covered by an occupational healthOccupational Health and Safety p. 103-110
and safety management system

403-9Work-related injuries

Employee-Related Data p. 152-158

403-10Work-related ill health

Employee-Related Data p. 152-158

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Contents

Promoting
Sustainability

Company Profile

GRI Standards

Creating Environments
Where People Can Thrive

Disclosures

Global Environmental
Initiatives

Section Listed

GRI 404 : Training and Education 2016

Pursuing Employee
Engagement

GRI Standards

Responsible
Corporate Behavior

Disclosures

Data

Previous

Section Listed

GRI 414 : Supplier Social Assessment 2016404 -1

Average hours of training per year per
employee

Employee-Related Data p. 152-158

414 -1

New suppliers that were screened usingsocial criteria

Supply Chain Management p. 126-127
Data Related to Responsible Corporate Behavior p. 159-160

404 -2

Programs for upgrading employee skills
and transition assistance programs

Nurturing Human Resources p. 89-93

414 -2

Negative social impacts in the supply chain
and actions taken

Supply Chain Management p. 126-127
Data Related to Responsible Corporate Behavior p. 159-160

404 -3

Percentage of employees receiving regularperformance and career development
reviews

Nurturing Human Resources p. 89-93
Sustainability Promotion Data p. 136-144
Employee-Related Data p. 152-158

Political contributions-

GRI 415 : Public Policy 2016
415 -1

GRI 416 : Customer Health and Safety 2016

GRI 405 : Diversity and Equal Opportunity 2016
405 -1

Diversity of governance bodies andemployees

Data Related to Responsible Corporate Behavior p. 159-160

405 -2

Ratio of basic salary and remuneration of
women to men

Employee-Related Data p. 152-158

416 -1

Assessment of the health and safety
impacts of product and service categories

Provision of Safe and High-Quality Products and Services
p. 39-40

416 -2

Incidents of non-compliance concerning
the health and safety impacts of products
and services

Provision of Safe and High-Quality Products and Services
p. 39-40
Data Related to Promotion of Sustainability p. 136-144

GRI 406 : Non-discrimination 2016406 -1

Incidents of discrimination and corrective
actions taken

Promotion of Compliance and Anti-Corruption
Initiatives p. 119-122
Respect for Human Rights p. 123-125
Data Related to Responsible Corporate Behavior p. 159-160

GRI 417 : Marketing and Labeling 2016

417 -1Requirements for product and service
information and labeling

Provision of Safe and High-Quality Products and Services
p. 39-40
Environmental Considerations in Products and Services
p. 57-60
Sustainability Promotion Data p. 136-144

417 -2

Incidents of non-compliance concerning
product and service information andlabeling

Announcements

417 -3

Incidents of non-compliance concerningmarketing communications

Announcements

GRI 407 : Freedom of Association and Collective Bargaining 2016

407 -1

Operations and suppliers in which the rightto freedom of association and collective
bargaining may be at risk

Human Resources Strategy of the Okamura Group p. 73-76
Promotion of Compliance and Anti-Corruption
Initiatives p. 119-122
Supply Chain Management p. 126-127
Data Related to Responsible Corporate Behavior p. 159-160

GRI 408 : Child Labor 2016
408 -1

Operations and suppliers at significant risk
for incidents of child labor

Supply Chain Management p. 126-127
Data Related to Responsible Corporate Behavior p. 159-160

GRI 409 : Forced or Compulsory Labor 2016
409 -1

Operations and suppliers at significant risk
for incidents of forced or compulsory labor

GRI 418 : Customer Privacy 2016
418 -1

Respect for Human Rights p. 123-125
Supply Chain Management p. 126-127
Data Related to Responsible Corporate Behavior p. 159-160

Substantiated complaints concerning
breaches of customer privacy and lossesof customer data

Risk Management p. 114-118

GRI 410 : Security Practices 2016
410 -1

Security personnel trained in human rights
policies or procedures

Okamura Group Human Rights Policy
Respect for Human Rights p. 123-125
Data Related to Responsible Corporate Behavior p. 159-160

GRI 411 : Rights of Indigenous Peoples 2016
411 -1

Incidents of violations involving rights ofindigenous peoples-

GRI 413 : Local Communities 2016

413 -1

Operations with local community
engagement, impact assessments, anddevelopment programs

Okamura Group climate change information disclosurep. 8-15
Conserving and Recycling Resources p. 54-56
Conserving Biodiversity - ACORN Activities
p. 61-65
Coexisting with Local Communities and Society
p. 129-134

413 -2

Operations with significant actual andpotential negative impacts on local
communities-

The Okamura Group Sustainability Report 2023

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Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

TCFD Cross-Reference Table
Recommended Disclosures

Governancea) Describe the board’s oversight of climate-relatedrisks and opportunities

climate-related risks andb) Describe management’s role in assessing andmanaging climate-related risks and opportunities

Disclose the actual

disclosure p. 5-7
Environmental Management at the Okamura
Group p. 67-69
Risk Management p. 114-118

opportunities

Strategy

Okamura Group climate change information
Sustainability Promotion System p. 16-17

Disclose the organization’s
governance around

Section Listeda) Describe the climate-related risks and opportunities
the organization has identified over the short,medium, and long term.

Okamura Group climate change information
disclosure p. 8-15

and potential impactsb) Describe the impact of climate-related risks andof climate-related risks

opportunities on the organization’s businesses,

The Okamura Group’s Materiality

and opportunities on thestrategy, and financial planning(Material Management Issues) p. 11-15

organization’s businesses,
strategy, and financial
planning where suchinformation is material

Sustainability Promotion System p. 16-17c) Describe the resilience of the organization’s strategy,
scenarios, including a 2°C or lower scenario

Risk Managementa) Describe the organization’s processes for identifying

Disclose how theb) Describe the organization’s processes for managing

organization identifies,
assesses, and manages
climate-related risks

Risk Management p. 114-118

taking into consideration different climate-related

and assessing climate-related risks
climate-related risksc) Describe how processes for identifying, assessing,and managing climate-related risks are integrated

Okamura Group climate change information
disclosure p. 16-18
Sustainability Promotion System p. 16-17
Environmental Management at the Okamura
Group p. 67-69
Risk Management p. 114-118

into the organization’s overall risk management

Metrics andTargets

Okamura Group climate change informationa) Disclose the metrics used by the organization toassess climate-related risks and opportunities in line

Disclose the metrics andwith its strategy and risk management processtargets used to assess

opportunities where suchinformation is material

The Okamura Group’s Environmental Policy andEnvironmental Strategy p. 47-48
Indicators and Targets for Environmental Activities
p. 49-50

and manage relevant
climate-related risks anddisclosure p. 19-22b) Disclose Scope 1, Scope 2, and, if appropriate,
Scope 3 greenhouse gas (GHG) emissions, and therelated risks

Okamura Group climate change information
disclosure p. 19-22
Responding to Climate Change p. 51-53
Environmental Data p. 145-151
Okamura Group climate change information
disclosure p. 19-22c) Describe the targets used by the organization to

The Okamura Group’s Environmental Policy andmanage climate-related risks and opportunities andEnvironmental Strategy p. 47-48

performance against targets

Indicators and Targets for Environmental Activities
p. 49-50
Sustainability Promotion Data p. 136-144

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171

Contents

Promoting
Sustainability

Company Profile

Creating Environments
Where People Can Thrive

Global Environmental
Initiatives

Pursuing Employee
Engagement

Responsible
Corporate Behavior

Data

Previous

ISO 26000 Cross-Reference Table
Number in parentheses indicates page listing the information

Core subjects

IssuesOrganizational
governance

Item

Core subjects

Message from the CEO (6) Sustainability at the Okamura Group (10)The environment

The Okamura Group’s Materiality (Material Management Issues) (11)Sustainability Promotion System (16) Stakeholder Engagement (18)

Employees’ “Work in Life” (77) Corporate Governance (112) Risk
Management (114) Promotion of Compliance and Anti-Corruption

Labor practices

The Okamura Group’s Environmental Policy and Environmental

biodiversity, and restoration of natural

Strategy (47) Indicators and Targets for Environmental Activities (49)

habitats

Responding to Climate Change (51 ) Conserving and Recycling
Services (57 ) Conserving Biodiversity: ACORN Activities (61 )History of Sustainability Activities at the Okamura Group (161) Third-

U n d e r s t a n d i n g t h e E n v i ro n m e n t a l I m p a c t a n d P re v e n t i n g

Party Opinions and Verification Reports (165)

Environmental Pollution (66 ) Environmental Management at the

The Okamura Group’s Materiality (Material Management Issues) (11)Sustainability Promotion System (16) Stakeholder Engagement (18)

Okamura Group (67 ) Data (135 )Fair operating
practices

Participation in External Initiatives (20) Assessment by Society (21)
Inclusion (78) Nurturing Human Resources (89) Health & Productivity

6. Civil and political rights

Management (94) Occupational Health and Safety (103) Risk

1. Anti-corruption

Message from the CEO (6) Sustainability at the Okamura Group (10)

2. Responsible political involvement

The Okamura Group’s Materiality (Material Management Issues) (11)

3. Fair competition

Pursuing Quality in Product Creation (25) Promoting Diversity and5. Discrimination and vulnerable groups

value chain

Message from the CEO (6) Sustainability at the Okamura Group (10)

2. Conditions of work and social
protection

Sustainability Promotion System (16) Stakeholder Engagement (18)

3. Social dialogue

Provision of Safe and High-Quality Products and Services (39)

1. Fair marketing, factual and unbiased

Message from the CEO (6) Sustainability at the Okamura Group (10)information, and fair contractual

The Okamura Group’s Materiality (Material Management Issues) (11)practices

Sustainability Promotion System (16 ) Stakeholder Engagement

2. Protecting consumers’ health andsafetyParticipation in External Initiatives (20) Assessment by Society (21)

3. Sustainable consumption

Nurturing Human Resources That Support Manufacturing (41)
Human Resources Strategy of the Okamura Group (73) Initiatives

Innovation and Creation of New Value (33 ) Provision of Safeand High-Quality Products and Services (39 ) The Okamura
Group’s Environmental Policy and Environmental Strategy (47 )Environmental Considerations in Products and Services (57 )complaint and dispute resolution

Conserving Biodiversity: ACORN Activities (61 ) Risk Management

5. Consumer data protection and privacy

Inclusion (78) Nurturing Human Resources (89) Health & Productivity

6. Access to essential services

Management (94) Occupational Health and Safety (103) Risk

(18 ) Pursuing Quality in Product Creation (25 ) Promotion of

4. Consumer service, support, andto Realize Employees’ “Work in Life” (77) Promoting Diversity andInitiatives (119) Proper Disclosing of Information (128)

Initiatives (119 ) Respect for Human Rights (123 ) Supply Chain
Management (126 ) Proper Disclosing of Information (128 )ConsumerissuesThe Okamura Group’s Materiality (Material Management Issues) (11)Management (114) Promotion of Compliance and Anti-Corruption

Environmental Management at the Okamura Group (67 ) Corporate
Governance (112 ) Promotion of Compliance and Anti-Corruption

5. Respect for property rights

Initiatives (119) Respect for Human Rights (123) Supply Chain
Management (126) Proper Disclosing of Information (128)

Sustainability Promotion System (16) Stakeholder Engagement (18)Participation in External Initiatives (20 ) Assessment by Society (21 )4. Promoting social responsibility in theManagement (114) Promotion of Compliance and Anti-Corruption

1. Employment and employment
relationships

5. Human development and training in theworkplaceCreation (25 ) Promotion of Innovation and Creation of New Value (33 )Resources (54 ) Environmental Considerations in Products and2. Human rights risk situations

4. Health and safety at work

Participation in External Initiatives (20 ) Pursuing Quality in ProductManagement (126) Proper Disclosing of Information (128) Data (135)Message from the CEO (6) Sustainability at the Okamura Group (10)8. Fundamental principles and rights at
work

Sustainability Promotion System (16) Stakeholder Engagement (18)

Initiatives (119) Respect for Human Rights (123) Supply Chain

1. Due diligence

7. Economic, social, and cultural rights

The Okamura Group’s Materiality (Material Management Issues) (11)

4. Protection of the environment,

Resources Strategy of the Okamura Group (73) Initiatives to Realize

4. Resolving grievances

2. Sustainable resource use
adaptation

Environmental Management at the Okamura Group (67) Human

3. Avoidance of complicity

Item
Message from the CEO (6) Sustainability at the Okamura Group (10)

3. Climate change mitigation andParticipation in External Initiatives (20) Assessment by Society (21)

Human rights

Issues
1. Prevention of pollution(114 ) Proper Disclosing of Information (128 )7. Education and awarenessCommunity
involvement anddevelopment

1. Community involvement

Message from the CEO (6) Sustainability at the Okamura Group (10)

2. Education and culture

The Okamura Group’s Materiality (Material Management Issues) (11)

3. Employment creation and skills
development

Sustainability Promotion System (16) Stakeholder Engagement (18)Participation in External Initiatives (20 ) Assessment by Society (21 )Conserving Biodiversity: ACORN Activities (61) Proper Disclosing of

4. Technology development and accessInformation (128 ) Coexisting with Local Communities and Society

5. Wealth and income creation(129 ) Data (135 )6. Health
7. Social investment

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172

Published: December 2021

Published: February 2024