https://worldwide.saraya.com/

Foreword“We are determined to take the bold and transformative steps which are urgently needed to shift the world
on to a sustainable and resilient path.” This is quoted from “Transforming our world: the Agenda for Sustainable
Development”. Saraya invented and supplied hand disinfectant liquid soap and its dispenser, and promoted handhygiene at many workplaces, schools and public facilities in post WW II Japan when sanitation systems werestill poor and hygiene practices were insufficient – the same issues that many developing countries such as SubSaharan Africa are still facing today.
In Target 3.1 through to Target 3.3 of SDG 3, it is believed that hand hygiene is the single most importantmeans of preventing infection, and a fundamental element of good infection control. Saraya has vast knowledge,
experience and resources with respect to infection prevention and control, and has been utilizing them to promote hand hygiene through business activity and corporate social responsibility in the East African region. Thisapplies especially to Uganda where its work started.
This report covers eleven goals of SDGs to explain Saraya’s sustainable product development, activities for preserving biodiversity, and the business contribution to improving and controlling global sanitation and hygiene forall stakeholders. This also contains Saraya’s legacy, together with the latest information and statistics (as of Oct.
2019) in order to provide a clear insight into how Saraya proceeds towards sustainability.
Any questions and queries are welcome and you can contact us by email at <sustainability@saraya.com>.

Editorial policy
Guidelines used for reference

The Japanese Ministry of the Environment’s
Environmental Reporting Guidelines 2012
GRI (Global Reporting Initiative)“The GRI Standards”

Reporting period

The report mainly covers achievements inthe 2017 fiscal year (1 November 2016 to 31
October 2017), but also includes some activities
outside of this period.

Reporting scope(Environmental Management System)
Saraya Co., Ltd.
Tokyo Saraya Co., Ltd.
Smile Sangyo Co., Ltd.
Saraya MFG. (Thailand) Co., Ltd
Saraya (Dongguan) Hygiene Products Co., Ltd.

Month of issue

March 2020 (the next report is to be issued in
March 2022)

Websitehttps://worldwide.saraya.com/doc/SustainabilityReport2019.
pdf

Index

Editorial Policy………………………………………………………………………………………………………

1

Let’t make the world sustainable via the SDGs!………………………………………………

2

SDG 3 : Good Health and Well-being……………………………………………………………
Sanitation Legacy………………………………………………………………………………………………
‘Wash a Million Hands Project !’ in Uganda…………………………………………………
100% Hospital Hand Hygiene Project ……………………………………………………………
Maternal Health in Tanzania and Uganda ……………………………………………………
Sustaining human behavioral change: hand hygiene as an example……………………
Private Organizations for Patient Safety………………………………………………………
SDG 4 : Quality Education………………………………………………………………………………

4
4
5
6
8
9
10
11

Stakeholder Engagement…………………………………………………………………………………

11

SDG 5 : Gender Equality…………………………………………………………………………………
Promoting Women’s Empowerment……………………………………………………………

12
12

SDG 6 : Clean Water and Sanitation……………………………………………………………
Our Products Concept………………………………………………………………………………………

14

SDG 8 : Decent Work and Economic Growth………………………………………………
Work life Balance……………………………………………………………………………………………

16

14
16

SDG 9 : Industry, Innovation and Infrastructure…………………………………………
Establish Cold Chains in Cambodia and Eastern Africa………………………………

17

SDG 10 : Reduced Inequalities…………………………………………………………………………
Diversity………………………………………………………………………………………………………………

16

SDG 12 : Responsible Consumption and Production……………………………………
Palm Oil Supply Chain………………………………………………………………………………………
Supporting Independent Palm Plantation Smallholders……………………………
Towards Sustainable Palm Oil…………………………………………………………………………
Borneo, Kinabatangan Survey (towards Indonesia)……………………………………
Saraya’s Sustainable Product Development…………………………………………………
SDG 13 : Climate Action……………………………………………………………………………………
Environmental Management System……………………………………………………………
Greenhouse Gas………………………………………………………………………………………………

18

SDG 14 : Life Below Water………………………………………………………………………………
Saraya and ZERI Japan………………………………………………………………………………………
Saraya - a leader in industry and a family legacy…………………………………………
SDG 15 : Life on Land…………………………………………………………………………………………
Biodiversity Conservation in Sabah Malaysia…………………………………………
Desert Greening Project in Egypt……………………………………………………………
Jojoba Production…………………………………………………………………………………
Business and Biodiversity………………………………………………………………………
SDG 16 : Peace, Justice and Strong Institutions……………………………………………
Governance………………………………………………………………………………………………………

17
16
18
20
21
22
23
24
24
25
26
26
27
28

28
30
31
31
32
32

SDG 17 : Partnerships for the Goals………………………………………………………………
Infection Control Training………………………………………………………………………………

34

SARAYA Company Information……………………………………………………………………………

35

33

1

Let’s make the world sustainable
via the SDGs !
We are facing an unprecedented period in the history of the Earth
  The global population is 7.2 billion, and is forecast to grow to 10 billion by
the end of this century. More and more people are now aspiring to live an
affluent life. Although this is an opportunity for the business community, it isalso a great risk for sustainability: There may be more opportunities for expanding sales and marketing, but at the same time, the situation consumes
natural resources, increasing global warming, the loss of biodiversity, andplastic pollution in the ocean. These are the risks to sustainability which affect us all. Because the changes are happening so rapidly, we also need tomove more quickly.
SARAYA is committed to the SDGs
We started our work for the protection of biodiversity in Borneo in 2006,
and began the “Wash a Million Hands” project in Uganda in 2010. In 2015,
193 countries and regions in the UN general assembly resolved the “Sustainable Development Goals”, which SARAYA adopted to harmonize with ourexisting goals and targets. This makes it easier to coordinate the projects
implemented by SARAYA for sustainable development. We are especiallycommitted to the sustainable development goals 3, 4, 5, 6, 8, 9, 10, 12, 13,
14, 15, 16, and 17.
The development of the Borneo Conservation Trust
We support biodiversity through BCT (Borneo Conservation Trust) and BCTJapan. Last year, BCT decided to donate 234 hectares along the Kinabatangan
River to the Sabah local government, in the understanding that this key land
will be combined with the Government’s big green area and form the “Wildlife
Sanctuary”.  It will help elephants, orangutans and other wild animals by protecting them, at least from commercial development in Sabah State. We willkeep following up this project until it reaches fruition.
JaSPON and RSPO Certified oil
On April 2019, SARAYA, WWF Japan, and other companies and oganizations
established the Japan Sustainable Palm Oil Network (JaSPON) with the goalof accelerating the procurement and consumption of sustainable palm oil in
the Japanese market. SARAYA is the promoter and the director of JaSPON.
SARAYA has already changed to use RSPO certified oil in all palm related
products, and also donates 1% of the sales to the protection of wildlife
through BCT and BCT Japan.
R4W (Race for Water) and Ocean Plastic Pollution
SARAYA will help and sponsor the visit by the R4W boat to Japan from 26
March till 24 August. The ship is scheduled to visit 10 different ports in Japan
in 2020. The boat will be raising awareness of the problems of ocean plastic,
and is targeting students, citizens and companies in each port. SARAYA will
also organize the events during this visit to promote measures to prevent theplastic pollution of the oceans.
SARAYA has now begun to use biological plastics in some of its products, aswell as cutting back the amount of plastic used in the bottles. KSN, a subsidiary of SARAYA, which deals with the recycling of food waste, has started touse plastic packaging waste to make an energy efficient fuel to promote thethermal recycling of the plastic waste.  
2 Saraya Sustainability Report 2019

SARAYA wins in the 1 st Japan SDGs
Awards in2018.
SARAYA continues tosupport BCT and BCTJapan to make Green
Corridors in Sabah,
Malaysia.

SARAYA uses RSPO certified palmoils and palm kernel oils in all related
products.

SARAYA wins at the RSPO ExcellenceAwards in 2019.

We will provide Japanese version
copies of the book.

• Using 100% renewable energy.
• Investigation on plastic pollution• Discussion of a value chain for End of Life plastics

The hand hygiene in Uganda and Africa
We started the “Wash a Million Hands in Uganda” campaign in 2010 we started the production of alcohol-based hand disinfectant in Uganda in 2014. The
product is gradually being used in the hospitals of Uganda, where we promote
hand hygiene in the maternity wards and maternity centers to prevent infections
among mothers and children at the time of birth. In 2018, at the time of theEbola outbreak in the Democratic Republic of Congo, this product was widelyused on site. We are now working on a jigger lotion to cure jiggers in Kenya andUganda.
The challenge for RE100, “gender free” and “diversity at the workplace”
Global warming is moving so fast that we urgently need to tackle the challengeof reducing the carbon in the business process. A Japanese proverb says: “Thesunset is close, but we have a long way to go!”. SARAYA also needs to face thechallenge of reducing carbon dioxide and gases contributing to global warming
throughout the business cycle. We need to pledge to take up the challenge in a
reliable strategy in a short period of time.
During the course of our commitment to the SDGs, we will also pledge to comply with the stipulations involving “gender free” and “diversity at workplace”
goals at the workplaces in SARAYA and among the stakeholders.
Conclusions and thanks to our stakeholders
We would like to conclude by thanking all the stakeholders who have guided
and supported us in pursuing SARAYA’s activities.  I look forward to your continued support in 2020 and beyond. Thank you very much!

Race for Water is coming to Japan.

Prof. Pittet visited Hospital in Uganda
to teach healthcare workers how toprevent infections.

Mr. Saraya and Saraya Manufacturing
Uganda Limited members.

The Honorary Consulate of the Republic ofUganda in Osaka is opened in SARAYA.

President  and CEO Saraya Co., Ltd.

Yusuke Shiro Saraya

3

Good Health and Well-Being
Sanitation Legacy
1952 in Japan
People in Japan were often suffering from outbreaks ofdysentery and food poisoning in 1951 after WWII. There
were over 111,000 patients at the peak of the dysentery
epidemic in 1952. Back then, solid soaps (bar soaps) were
widely available in the market, but liquid soaps were notyet sold in Japan.
In April 1952, Saraya introduced liquid soap with a disinfectant effect along with a dispenser. As the productwas such an innovative and effective approach to improving hand hygiene, it gained people’s trust and gradually
spread to the factories of leading industries such as thepulp & paper and iron & steel sectors, as well as schools
and public offices. In November of the same year, the
new regulations from the Japanese Health Ministry forcompulsory hand washing and disinfection at food processing facilities came into force. Saraya has been developing ever since as one of the leading companies in thefield of public and food hygiene.

ʼ52
111,709

120,000

Push type dispensers (1952)‘53
108,009

100,000
80,00060,00040,00020,000
0

'27

'50

'55

'60

'65

'70

'75

Dysentery historical figures

'80

'85

'90

Source: The Survey of the Sanitary Conditions in Japan (1993)

Introduced Alcohol-Based Hand Disinfectant
The “Hand Sanitor S” was the very first alcohol-based
product Saraya introduced to the world. Saraya has been
researching and developing alcohol-based hand disinfectants (ABHD) ever since. In 1976, MRSA (Methicillinresistant Staphylococcus aureus) had not been isolated
in Japanese healthcare facilities, but by 1987, MRSA was
isolated from over 58% of patients. In 1996, prevention
and control measures for nosocomial MRSA infection,such as the application of alcohol-based hand disinfectants, finally received medical funding from the government.
The number of MRSA patients in Japan reached
118,539 by 2013. Meanwhile, “Hibischol” (ABHD), which
was first introduced in 1986 at the time of the MRSA outbreak in Japan, has become one of our leading products
as a prevention and infection control measure. In 1995,
Saraya acquired Best Sanitizers, Inc. A joint venture company was set up, and Saraya’s “Alsoft A” was then introduced to the American market through Best Sanitizers.
We launched our new product line called “Viro Stera” in2010 which has proven effective against a wide range of
microorganisms, including non-enveloped viruses suchas Norovirus as well as ordinary fungi. It is now being
produced and sold by Saraya Manufacturing (U) Ltd. in
Uganda as Alsoft V.
4 Saraya Sustainability Report 2019

Iga Factory (pharmaceutical factory) established in 1998

Best Sanitizers, Inc. established in 1995

Kentucky Factory established in 2006

Hand disinfectants "Viro Stera" and"Alsoft A"

Sensor activated dispenser "UD-9600S"

SDG

3

‘Wash a Million Hands Project !’ in Uganda
Supporting UNICEF
The table on the right is from the “Levels & Trends inChild Mortality Report 2019” from UNICEF, and it showsunder-five and infant mortality rates and number ofdeaths. According to UNICEF, the rate is defined as “theprobability of dying between birth and exactly five yearsof age, expressed per 1,000 live births”. The number of
infant deaths in Sub-Saharan Africa is 1.97 million, which
is nearly 49% of the overall world infant mortality rate.
According to the UNICEF report, it is estimated that 0.23
million infants died in East Africa, including Uganda.
Among them, a large number of deaths were caused bypneumonia or acute diarrhea, which can be prevented bybasic hand hygiene practices such as hand washing.
UNICEF stands for The United Nations Children’s Fund.
Saraya has been donating 1% of its net sales from handhygiene products range to UNICEF since 2010. The donations have been used to educate children and mothersin Uganda and promote basic hand hygiene using handsoaps. UNICEF and the Ministry of Health in Uganda havecollaborated to train local volunteers to be hand hygiene
ambassadors. They also promote hand hygiene with Tippy Taps (a simple and ecological hand washing device)throughout the country.
This work has successfully helped prevent infections
such as diarrhea. The donations through this project
have also been used for installing water tanks at schoolsin Uganda and promoting hand hygiene practice through
UNICEF activities. The number of mothers Saraya reached
to promote the importance of hand hygiene in Uganda
topped 1.2 million, and the rate of handwashing after going to the toilet has been steadily improving from 14% in
2007, and 33.2% in 2015, to 36% in 2016.

91 <81 to 90
71 to 80
61 to 70
51 to 60
41 to 50
31 to 40
21 to 30
11 to 20<
̲ 10Children in Sub-Saharan Africa face higher risks of dying before their fifth birthday Under-five mortality rate (deaths per 1,000 live births) by country, 2018

Estimates of child mortality in East African Community 2018
Under-five
InfantMortality rate Number of deaths Mortality rate Number of deaths(deaths per 1,000(deaths per 1,000Country(thousands)(thousands)
live births)
live births)
BurundiKenya
RwandaSouth Sudan
Uganda

1990

2018

1990

2018

1990

2018

1990

2018

174
58
46
25
105
41
28
18
107
41
105
60
68
31
67
45
154
35
49
13
94
27
30
10
254
99
63
38
150
64
37
24
185
46
150
74
109
34
91
54
UN Rep of Tanzania
166
53
176
107
101
38
109
77
Sub-Saharan Africa
180
78 3,857 2,869
107
53 2,344 1,973
Japan
6
2
8
2
5
2
World
93
39 12,524 5,322
65
29 8,733 4,000
Source: Levels & Trends in Child Mortality Report 2019, UNICEF

354 water tanks (60L) with a tap have been installed at schools where
there was no access to water. So far, pupils in 177 schools in the Gulu,
Kitgum, Pader and Abim districts can now wash their hands with cleanwater.

‘Wash a Million Hands Project !’ in Uganda
Promotion Products

5100% Hospital Hand Hygiene Project
Saraya East Africa Co., Ltd.

Saraya Manufacturing Co., Ltd.

A nurse in Gombe Hospital■Comparison of HH compliance and case occurance
80

7

70
■ Compliance50■ Acute Diarrhea

40■ Post C-S Sepsis

30

5
4
3
2

20

1

10
0

M

2

’1

ay

J

’
un

12

0

number of cases(Post C-S Sepsis
and Acute Diarrhea)

660compliance (%)

SARAYA chose Uganda as an African hub for promoting
and improving basic sanitation in developing countries,
then set up a subsidiary company, SARAYA East Africa Co.,
Ltd. in Kampala.
In 2011, SARAYA’s hand hygiene project proposal in
the healthcare sector was selected as the BOP businesspreparation survey for infection control and prevention
using a new alcohol-based disinfectant in collaboration
with JICA (Japan International Cooperation Agency). SARAYA’s alcohol-based hand disinfectant Hibischol was introduced to Gombe Hospital and Entebbe Hospital as acase-study of the pilot project from May 2012 to April
2013.
At Gombe Hospital, a hand hygiene compliance project
was initiated under the supervision of Dr. Lule Haruna.
At the beginning of the project, the compliance rate wasbarely improved and it took some time to reach 70%.
However, since reaching this level, significant results
were recorded. After hitting the 70% compliance rate,
zero case months of acute diarrhea and post C-S sepsis
were recorded, as shown in the “Comparison of HH compliance and case occurrence” chart. Dr. Lule Haruna received the WHO Global Health Workforce Award for thisachievement.
This pilot project has proved that alcohol-based handdisinfectant can be accepted and work effectively in
Uganda. Not only that, the basic hygiene in the healthcare facility improved dramatically, and the compliance
rate shows and clearly proves that it can protect the patients most vulnerable to infection such as infants andpregnant women. Other details of the Infection Control
Seminars held in Uganda and Japan are listed in SDG17,
p.34.

2 ’ 12 ’ 12 ’ 12 ’ 12 ’ 12 ’ 13 ’ 13 r’ 13 ’ 13 Month
v
c
r
t
b
p
a
l’ 1 g
n
Ap
M
Fe
Ja
De
Se
Ju Au
Oc No

Comparison of hand hygiene compliance rate and20 reported
disease occurrence in Gombe Hospital

East African Infection Control Conference 2013
The conference was held in Kampala, the capital
city of Uganda, on 21 February 2013. It wasplanned and instigated by Saraya East Africa Co.,
Ltd., and hosted by Uganda’s Ministry of Health,along with JICA Uganda Office’s support, andsponsorship from Saraya Co., Ltd. The conference
welcomed Dr. Pittet as a keynote speaker andincluded a speech from Dr. Lule Haruna of Gombe
Hospital. There was a panel discussion between
Mr. Saraya and all the speakers. More than 140
participants from all over East Africa attended theevent. It was reported in Uganda’s national daily
newspaper “New Vision” on two days.

6 Saraya Sustainability Report 2019

SDG

3

Alsoft (Made in Uganda)
February 2014, Saraya Manufacturing (U) Ltd. (SMU)
was established within the premises of Kakira Sugar Limited (a major sugar producer in Uganda). The alcoholbased hand rub “Alsoft V” uses ethanol made from thewaste molasses, which is a byproduct of the sugar production process.  This “Alsoft V” has the same formulation as the “Vil Stera” series which is sold in Japan. The
conventional alcohol products are known to be highly
effective against enveloped viruses, but it has been said
that they are ineffective against non-enveloped viruses.
However, we developed our unique formulation to solve
this issue, and it was introduced to the market as the “VilStera” series (Alsoft V).
We encountered two problems while developing andmarketing Alsoft for medical facilities in Uganda. The firstproblem was the government’s policy to put a 60% tax on
alcoholic beverages, even on medicine. We tried to negotiate with the government, but our request for an exception was eventually denied. The government’s rationale
was the possibility that companies may sell alcoholic
beverages disguised as medicine. The second problem
we encountered was a barrier to distributing Alsoft. The
National Medical Store (NMS) is in charge of distributing
medicines and medical supplies throughout the country.
It means that without NMS approval, distributing the
medicines to medical facilities in the country is difficult.
There was no alcohol disinfectant procurement in
Uganda until Saraya’s Head of Global Operations Division
Headquarters met President Museveni during his visit toJapan. We informed the president about the problems
we encountered while developing Alsoft, and President
Museveni himself sent a letter to NMS to start the procurement of alcohol disinfectants in Uganda. The letter
also informed the NMS to prioritize domestic products if
the price difference is within 10%. Unfortunately, there
was still no procurement even though there were noother products made in Uganda, and the price difference
was well within 10%. Eventually, Uganda decided to open
the bidding two months after the then suppliers were
found to had been involved in illegal operations, which
resulted in products being imported.

We eventually learned that corruption was apparently
an exacerbating factor in the infectious disease problems
in Africa. The UN Global Compact (established in 1999),
added an Anti-Corruption Principle in 2004 as part of its
efforts to combat corruption.

Alsoft 50 ml
At long last, in 2017, [AB2]NMS announced the procurement tender for 50ml finger disinfectant, which“Alsoft V 50ml” won on 31 July the same year. On 13
September, a man contracted a fever after he entered acave searching for salt. He later became the first patient
treated for Marburg hemorrhagic fever (Marburg HF),
and was cared for in Kapchorwa Hospital. Marburg HF isan extremely deadly disease and the infection is causedby the Marburg virus.
On December 11, the Ugandan Ministry of Health declared a Marburg outbreak in the country. Alsoft V wasthen used to control infection with the disease (shownin the picture). Kapchorwa Hospital and the
Ugandan Health Ministry
managed to successfully
contain the outbreak. Finally, the Health Ministrydeclared the end of theoutbreak just 42 days after the death of the third
patient. No new patientswere confirmed after the
A nurse with Alsoft 50ml
declaration.

Ebola Infection in Uganda
Around the same time, the Democratic Republic of theCongo’s (DR Congo) Ministry of Health issued a statement
declaring that 2,382 patients were infected with Ebola.
By 6 July 2018, 1,606 were confirmed dead. A family of
six went to visit their father who was in DR Congo on 9
June, and later on 13 June, two members of the family (afive year old child and his grandmother) were confirmed
to have been infected by Ebola, and had to stay in DR
Congo for further treatment. They eventually returned
to Uganda.
Saraya Uganda, local subsidiary received a large number of orders from the UN agency (in this case the WHO),international NGOs and trading companies in DR Congo,
mainly for Alsoft V and auto dispensers. As a result, theUgandan plant has increased production of Alsoft V tomeet the increasing demand.

Saraya Manufacturing (U) Ltd.

7

Maternal Health in Tanzania and Uganda

Sub-Sahara

Supporting NGO JOICFP*SDG 3.1 aims to reduce the global maternal mortality
ratio to less than 70 per 100,000 live births by 2030.
According to the WHO report: “Maternal Mortality andProportion Attended by Skilled Birth Attendants”, the SBA“skilled birth attendance” rate in Tanzania is merely 49%,
and the maternal mortality rate is 8 times higher than inJapan.
At Mwamakaranga clinic in Shinyanga, Tanzania,
SARAYA supported a refurbishment project led by JOICFP.
They rebuilt a maternal and child health unit, and named
it the “Milky House for Mothers”, where women can visit
for antenatal and postnatal check-ups, and actually deliver their babies at the inpatient care facility. They canalso seek help for family planning and sexually transmitted diseases at this unit.
SARAYA donates part of the sales from the “LactferrinLab.” cosmetics product line (containing Lactoferrin) to
JOICFP, which is an official organization for “White Ribbon Japan”.
* JOICFP is the abbreviation of Japanese Organization forInternational Cooperation in Family Planning. JOICFP’s
mission is to create a society in which women and girls canmake their own choices regarding their sexual reproductive
health and rights, thereby realizing their potential to
the fullest. Ultimately, JOICFP aims to contribute to theachievement of the Sustainable Development Goals (SDGs)

UgandaAfricaRwandaBurundiKenya

Tanzania

Maternal Mortality and Proportion of attended by Skilled Birth Attendants

Country
BurundiKenya
RwandaSouth Sudan
UgandaUN Rep of Tanzania
Japan

Maternal Mortality Rate2015 (per 100,000 live births)

712
510
290
789
343
398
5

Skilled Birth Attendants
2009-2018 (%)

85
62
91
19
74
64
100

Source: World Health Statistics 2019 Monitoring for the SDGs, WHO

White Ribbon Japan for Safe Motherhood

Lactferrin Lab. Moist lift Gel Serum

Public-private partnership project in Uganda
The Ugandan Government launched a new policy toimprove the reproductive health service. The “Strengthening Quality of Care for Sexual and Reproductive HealthServices through Public Private Partnerships in Uganda(SARAYA safe motherhood project)”, organized by theJapan Trust Fund (hereinafter referred to as JTFP) andsupported by the International Planned Parenthood Federation, started in June 2018 with the participation of
the governments of Uganda and Japan, SARAYA, Reproductive Health Uganda (RHU: Ugandan members of IPPF,
NGO) and other NGOs such as JOICF etc. The funding wasprovided by JTF (75%) and SARAYA (25%).
As a part of this project, an infection control and prevention initiative starts at district clinics in Gulu, Lira,
Apac and Luwero, on the outskirts of Uganda’s capital
city Kampala. SARAYA Manufacturing (U) Ltd. and SARAYA
Co. Ltd. are participating in this project. The launch event
was held on 24 August 2019, welcoming some guest
speakers; Hon. Dr. Sarah Opendi the Minister of Health
8 Saraya Sustainability Report 2019

The launch event of JTF project (SARAYA safe motherhood project)of the Republic of Uganda, the Ambassador H.E. Kazuaki
Kameda of the Japanese embassy in Uganda, Professor
Didier Pittet (p.9), and representatives of RHU. Mr. Takeo
Hojo of Saraya Manufacturing (U) Ltd., also spoke of thechallenges faced in Uganda by Uganda’s healthcare environments and Saraya. Professor Didier Pittet gave aspeech about the widespread nosocomial infection issues around the world, and the effectiveness of handhygiene using alcohol-based disinfectants to solve thoseissues.

SDG

3

Sustaining human behavioral change: hand hygiene as an example
Hand hygiene is the cornerstone of infection prevention andcontrol (IPC). When timely and optimally performed, it reduces
healthcare-associated infections (HAIs), antimicrobial resistance, health costs, and saves lives. Poor compliance with handhygiene practices remains both a problem and a challenge for
IPC practitioners all over the world.
The World Health Organization (WHO) Clean Care is Safer Careglobal programme, launched in 2005, is based around a change
model for hand hygiene promotion. It fosters partnerships andcoordinates activities as set out in its programme plan. By December 2017, more than 140 of the 194 United Nations member
states had pledged their support to implement actions to reduce
HAIs, corresponding to 95% coverage of the world population.
The WHO’s field-tested and validated, multimodal hand hygiene improvement strategy comprises five critical components:
1) system change - replacing soap and water handwashing by
alcohol-based handrubbing; 2) healthcare worker training andeducation; 3) evaluation and performance feedback; 4) reminders in the workplace; and 5) promotion of an institutional safety
climate.
WHO, in collaboration with major international stakeholders,
including SARAYA, has coordinated more than 50 national campaigns, and launched the global annual healthcare worker callto action; the SAVE LIVES: Clean Your Hands 5th May campaign
to highlight hand hygiene action at the point of care. SARAYA
is a very active member of POPS (Private Organizations for Patient Safety < http://www.who.int/gpsc/pops/en/ >) and promotes, co-organizes, and supports a large number of activities
contributing to improving patient safety worldwide, and saving
lives. Among these activities in 2017, SARAYA supported a very
successful Hand Hygiene Train-The-Trainers programme in Malaysia where key IPC representatives and leaders from all partsof the country received training from collaborators of the WHO
Collaborating Center on Patient Safety in Geneva (WHO CC), tobecome trainers of all Malaysian healthcare workers. The event
was associated with the renewal by the state Minister of Healthof the pledge to Clean Care is Safer Care.
More than a key stakeholder, SARAYA is a real partner of the
WHO CC, and was the main sponsor of the International Conference on Prevention and Infection Control (ICPIC) held in Geneva in June 2017. ICPIC is a chance for IPC stakeholders and key
opinion leaders to meet every two years, with more than 1200
participants from almost 100 countries worldwide. As a sponsor
of ICPIC, SARAYA is a major player supporting the sustainabilityof IPC over the years.
Changing behavior does not happen without resistance. Why
is Clean Care is Safer Care such a success? Among the many reasons are: system change making behavioral change possible; thefact that the promotional strategy is multimodal and evidencebased and experience-based; the use of a structured ”top-down”
as well as ”bottom-up” implementation strategy; and the development of multiple tools for implementation. Importantly, thepromotion campaign is also linked to positive outcomes, andsuccess and excellence are rewarded. In addition, the strategy
promotes simplification, co-creation, creativity, community experience, silo busting*, the use of social media, and the application of sharing economy principles. SARAYA promoted and facilitated many of these parameters at different levels: continuous
research for the best products; best way to deliver products forhand hygiene; promoting education and training; developing efficient and adaptable tools for communication; and organizing avariety of events and supporting global actions on a large scale.
Among the most remarkable and unique activities by SARAYA
is the project promoting the local production of alcohol-based
handrub in Uganda. Waste products from the extraction of sugar from sugar cane are being used to produce alcohol for handsanitizer use. Adaptation to local resources is absolutely criticalfor sustainability, and this project, which generates local jobs for
Ugandans (currently around 20 employees), is about to becomea model for low-resource countries. It also constitutes a perfect
example of social innovation and of the application of sharing
economy principles, two key elements of long-term sustainability.
The global impact of Clean Care is Safer Care, with estimatesof 5 to 8 million lives saved every year in the world, would not
be possible without the significant contribution of partners suchas SARAYA. Many thanks for your tremendous support that contributes to the long-term sustainability of this successful WHO
programme.

Director, Infection Control Programme & WHO Collaborating Centre on Patient Safety,
The University of Geneva Hospitals and Faculty of Medicine
Geneva, Switzerland

Professor Didier Pittet, MD, MS, CBE* Silo Busting: In business, silo busting means to break up an isolated department in an organization that
operates alone and doesn't share information.

9

Private Organizations for Patient Safety
WHO POPS for Hand Hygiene
WHO established a platform named the WHO Private
Organizations for Patient Safety (POPS), in collaboration
with the WHO Collaborating Centre on Patient Safety at
the University of Geneva Hospital, to improve safety andreduce healthcare-associated infections (HCAI). The participating companies are involved in developing, manufacturing and/or distributing products for hand hygiene,
and the platform will allow WHO and these companies toshare information. It is also aimed at aligning such companies’ promotional messages for hand hygiene productswith WHO recommendations, enhancing the quality ofhand hygiene products, and encouraging product availability and accessibility in all parts of the world. The longterm aim of the collaboration, which currently includes
15 companies from around the world, is to improve theimplementation of WHO recommendations in different
parts of the world, especially in countries with limited resources. <www.who.int/gpsc/pops_hand-hygiene/en/>

POPS Participants as at 2016-2017• 3M• B. Braun Medical AG• BODE Chemie GmbH)• Deb Group• Diversey, now a part of Sealed Air• Ecolab Inc.
• Elyptol (formally SunnyWipes)• GOJO• HandInScan• Laboratoires Anios• MediHandTrace• Ophardt• Saraya Co,. Ltd• Schülke & Mayr GmbH• Surewash
Total 15 companies

Business Call to Action (BCtA)
The Business Call to Action (BCtA) is a project that canachieve commercial and development aims to promote
progress towards the* Sustainable Development Goals(SDGs) led by the United Nations Development Programme (UNDP) and governments*, by challenging companies to develop inclusive business models that engage
people at the base of the economic pyramid (BoP).
More than 130 companies have agreed to BCtA andmade a public commitment to improve the lives of millions of people by producing commercially feasible
businesses and involving BoP people as its consumers,
manufacturers, suppliers and sellers. In September 2014,
Saraya became an active member of BCtA for its project
aimed at combating maternal and newborn infections in
Ugandan hospitals.

https://www.businesscalltoaction.org/member/saraya* The Dutch Ministry of Foreign Affairs, the Swedish International Development Cooperation
Agency (Sida), the Swiss Agency for Development and Cooperation, the UK Department forInternational Development (DFID), the US Agency for International Development (USAID),
and the United Nations Development Programme, which hosts the secretariat.

ISO 9001 and 13485
In 2006, SARAYA gained certification for the ISO 9001
Quality Management System and the ISO 13485 Medical
Devices - Quality Management System. Other acquiredISOs are ISO 14001 and 22000. (Refer to “Company Information” on the back of the cover)

10 Saraya Sustainability Report 2019STERIACE 100
STERIACE 100 Hydrogen Peroxide Gas Sterilizer
features new technology using peracetic acidfor safer, cheaper and faster sterilization.
The device won the “Industrial Technology
Award” from the “Osaka Industrial Research
Association”

SDG

3

Quality Education
Stakeholder Engagement
Sustainability and Health as Commercial Messages
SDG 4.7 “By 2030, ensure that all learners acquire theknowledge and skills needed to promote sustainable development, including, among others, through education
for sustainable development and sustainable lifestyles,
human rights, gender equality, promotion  of  a  culture  of  peace  and  non-violence,  global  citizenship  and appreciation  of  cultural  diversity  and  of  culture’s  contribution  to  sustainable development” (Transforming ourworld: the 2030 Agenda for Sustainable Development).
SARAYA’s Consumer Operation Headquarters offers
household goods which promote sustainability andhealthy lifestyles. Therefore, an assessment of environmental impact and health risk will always be our first approach when advertising the products. Together with all
stakeholders, including companies and consumers, wewill keep promoting products which pertain to sustainable lifestyles and minimum health risk.

SARAYA’s Advertising Overview
SARAYA’s Public Relations Department operated witha small budget using not only a B2B approach, but alsoa B2C approach. The department is in charge of advertising in a wide range of markets, including health care,food sanitation, industrial hygiene and functional foods.
Since there are multiple brands, it is difficult to assign theadvertising task to one agency. In general, 30% of ouradvertisements were distributed to magazines, another

35% through online advertising, 20% to radio stations,
15% to newspapers, 10% during events, and 5% for inhouse advertising.
We also introduced activities in relation to environmental and social problems by working on projects withartists, such as photographers and musicians. We invited
Mr. Yosuke Kashiwakura, a world-renowned nature photographer, who was inspired by Borneo, for an interview
on our project.
Another example is National Geographic’s “Special
Talk”, where they talked about Borneo’s rich biodiversity,
while also discussing the environmental problems surrounding palm oil plantation expansion in the rainforest(https://special.nikkeibp.co.jp/atclh/TS/19/saraya03/).
Company executives were also interviewed. For example,
Online Alterna’s “Solving Social Problems through Business” interviewed SARAYA’s President Yusuke Saraya on
the subject of expanding business together with society(http://www.alterna.co.jp/25818).

Environmental Education for Children
The July 2018 issue of Paperpuntas 002 wrote about
exploring Borneo’s diverse animal species. Readers can
scan the QR Code on some of the pages and look at
SARAYA’s environmental education page while reading
the magazine. Other articles were also published, including in the 2018 Spring edition, on the decline of rainforests.

Raising awareness of environmental and social issues, solid media image
SDGs (Sustainable Development Goals) aim to achieve
17 goals and 169 targets, by striving to bring together
private corporations for generating creative and innovative solutions on social issues. What can we do to contribute to achieving SDGs by 2030?  Saraya has been continuously making efforts to solve social issues throughtheir products and services since the very beginningsof the company. In addition to the iconic green liquid
hand soap with specially designed dispensers, the Borneo Conservation Trust for biodiversity conservation, the“Wash a Million Hands Project”, and being a pioneer inprocuring sustainable palm oil etc., Saraya has also been
directly contributing to tackling social issues using theircore businessAt the same time, cooperation between consumers and companies is essential in order to solve these
global social issues with a central focus on SDGs. Saraya
does not just sell its products, it also raises awarenessof various environmental and social issues through their
media appearances and advertising communications. This
demonstrates Saraya’s commitment to SDG 4.7: “Ensurethat all learners acquire theknowledge and skills needed
to promote sustainable development”.
The Founder of Business Magazine Alterna

Mr. Setsu Mori

11

Gender Equality
Promoting Women’s Empowerment
Equal Opportunities and Treatment

Why we Need Female Leaders

We not only endeavor to make a commitment to equalpay for men and women, but also that there are no gender inequalities in recruitment, promotion, pay rises andpersonnel placement, and ensure the provision of equal
opportunities for education & training. We continue ourefforts to prevent internalized discrimination. We hire
and train our employees as professional individuals withhigh moral standards, regardless of their gender. Female
leader training courses and mentoring programmes by
the board of directors for females in management arealso available.
Osaka City set up an accreditation system for companies to be certified in compliance with the “Osaka City
Female Active Leadership” principles when the applicant
actively promotes “Equal Opportunities and Treatment”.
There are two tiers, and SARAYA received a two star certificate in 2015 - which is the highest level. In the same
year, Saraya was also approved as a leading company for“Promoting Paternal Involvement”, and not only that, we
won the award as the best of the approved companies.

From food sanitation to healthcare hygiene, most end
users of Saraya products are female. Even in ordinary
households, our decision makers are mainly female. Thisis the reason why we promote gender diversity, and try
our best to place female employees at managementlevel, especially in the Product Development Division, sothat valuable voices are included when making crucial
decisions. The same applies to employees who want tostart a family. We see this positively, as a way of creating
new opportunities for them to gain a new viewpoint asparents, rather than negatively as the loss of employees
when they take their maternity leave.
These are some fine examples of how we promote
gender diversity and help female employees play active and important roles at Saraya. 80% of the foodsanitation instructors are female. The executive director of the Medical Business Headquarters is Ms. Yoko
Yoshida, and she started up the Medical Marketing
Department. 70% of the workforce in the department
are female. These are only a few examples, as more andmore women are playing active roles in the organization.

600

Female
Male

500

Male
55%

400

Female45%

Gender ra�o oftotal employees

300
200

Male
44%

100
0

Under 29

30 〜 49

Over 50

Female56%

Gender ra�o of under 29“Osaka City Female Active Leadership Leading Company”
Certificate logo (left), and Mr. Saraya delivered a speech at theceremony, receiving the Best Award in 2015.

Saraya Co., Ltd. / Tokyo Saraya Co., Ltd. Permanent Employee Gender& Age Comparison Chart (as of Oct 2018)

Direct Employment Composition Ratio by Age and Gender at Saraya, Tokyo Saraya and Smile Sangyo (31st Oct. 2018)

Female (ratio)
Age
SarayaTokyo Saraya
Smile Sangyo

-29

30-49

50-

Male
All age

Permanent employee

109(52.7%) 160 (29.1%)

32(18.0%) 301 (%34.0)

Other employee50  (78.1%) 160 (84.7%)

104(73.3%)(ratio)

-29

30-49

50-

All ege98(47.3%)

389(70.9%)

146(69.5%)633(82.0%)
83 (20.6%)314(79.4%)

14(21.9%)29(15.3%)40(26.7%)6(9.0%)   118(31.5%)49(51.0%)149(69.3%)

61(91.0%) 259 (68.5%)

Permanent employee

47(49.0%)65(30.7%)

Other employee2(40.0%)23(95.8%)

12 (75.0%)37(82.2%)

3(60%)

1(4.2%)

4(25.0%)8 (17.8%)

Permanent employee

0(0%)

0(0%)

2(66.7%)2(14.3%)3(100%)

8(100%)

1(33.3%)12(85.7%)5(17.2%)8(18.6%)

Other employee
Total

12 Saraya Sustainability Report 2019

1(66.7%)9(81.8%)24(82.8%)34(81.4%)

1(33.3%)2(18.2%)209(55.4%)417(41.9%)

180(41.2%)806(45.4%)

168(44.6%)578(58.1%)

257(55.4%) 1003(58.8%)

Osaka Sakuyahime Award
Osaka’s Chamber of Commerce and Industry established the “Osaka Sakuyahime Award” in 2016 to giverecognition to prominent female figures in business. The
award selected influential and powerful female leaders
who also act as a role model for younger generations. It
is also meant to promote and encourage female executives, managers or other highly demanding occupations,especially those who play a major role in corporate activities. The award based its philosophy on the mythologicalJapanese figure “Konohanasakuya-hime”.
The current executive director of the Medical Business
Headquarters, Ms. Yoko Yoshida, won the first prize of
the Sakuyahime Award in 2018, and SARAYA Biochemical Research Institute’s MDRG
manager, Emiko Kawamukai won
the third grand prize of the same
award.

SDG

5

Ms. Yoko Yoshida

Ms. Emiko Kawamukai

Building Long-lasting Trust and Confidence– Success Story from Food Sanitation Leader in Tokyo’s Minato and Shinagawa Ward –SARAYA’s mission is the achievement of health. As well as providing
detergents, disinfectants and dispensers necessary for food sanitation, theFood Sanitation Segment issues a food sanitation manual to help educate
customers. I have been working as a food sanitation instructor in SARAYATokyo since 1992, providing instruction and support, especially for handwashing, as part of food poisoning prevention measures.
Since then, there have been a lot of changes related to food poisoning.
Bacterial infections from Vibrio enteritis and Salmonella were the maincause of food poisoning in the past. Then in 1996, there were a lot of casesof food poisoning due to intestinal infection caused by Escherichia coli
O157. Recently, countermeasures to prevent norovirus food poisoning
caused by a viral infection are becoming a challenging task.
We are committed to complying with the latest food sanitation standards
and measures required by food companies, while also cooperating withgovernment agencies. We believe that our lengthy commitment here has
led both industrial/corporate customers and government agencies to trust
us on this issue.
Article 61(2) of the Food Sanitation Act mandates municipal governments
to appoint promotional leaders for food sanitation in their respective
jurisdictional areas. In 2017, Minato Ward’s Chief Administrator appointed
me as a food sanitation leader in Minato Ward. A year later, I was
appointed as the food sanitation leader in Shinagawa Ward.

A food sanitation leader has five main tasks:
1. Provide advice and consultation to business operators withrespect to food sanitation
2. Cooperate and assist in raising public awareness on food sanitation
3. Gather information on the local food sanitation
4. Participate in the Food Sanitation Council Conference, held by the
Health Department Director
5. Make necessary recommendations during the conference
Our agenda in June 2018 is the revision of the Food Sanitation Act to meet
the HACCP (Hazard Analysis Critical Control Point) Standard. Furthermore,
we cooperate with health centers to plan strategies for effective promotion
and information sharing. I will continue to work hard and share newknowledge about food sanitation with everyone. Hopefully we can broaden
our perspectives.
Tokyo Saraya Co., Ltd.
Sanitation Business Headquaters,
Food Sanitation Division,
HACCP promotion Saraya secretariat
Food sanitation leader
in Minato and Shinagawa Ward

Ms. Hisayo Muramatsu

13

Clean Water and Sanitation
Our Product Concepts
SARAYA household products are LAS free

Sophorolipids

Zinc and nonylphenyl ethers are known to have endocrine disrupting properties. In addition to these chemicals, the Japanese Ministry of the Environment added environmental standards in 2013 relating to water pollution
caused by linear alkylbenzene sulfonate (LAS) to protect
aquatic life. The Ministry of the Environment reported
that aquatic organisms such as salmon and trout, which
inhabit relatively low temperature freshwater habitats
in Japan, can be impacted by LAS levels exceeding 0.03
mg/l, and the environment for spawning localities shouldhave LAS levels lower than 0.02 mg/l. The ministry also
reported that saltwater aquatic organisms can be impacted by LAS levels exceeding 0.01 mg/l, and that LAS levels
exceeding 0.006 mg/l could affect spawning grounds.
The Japanese Ministry of the Environment reports that
42,694 tons* of LAS were handled throughout Japan in
FY 2016 (1 April to 31 March), with an estimated 35,269
tons of the surfactant going through sewage treatment,
and 7,425 tons released untreated into the environment.
Household laundry and cleaning detergents accounted
for 92.0% of this volume.
Saraya has never used LAS in its household products,
and has started using novel sophorolipids in its flagshipproducts, such as the Happy Elephant series of household detergents.

SARAYA is collaborating with Osaka University to use
sophorolipids in?a freezing solution to prevent cells frombeing damaged by the formation of ice crystals whencells are stored at extremely low temperatures (about-196 °C) in the field of regenerative medicine. Conventionally, dimethyl sulfoxide (DMSO) has been used, butthere are concerns about differentiation induction andcytotoxicity. Sophorolipids have low cytotoxicity,
and?are expected to havelittle effect on cell differentiation
because?they
are glycolipids. Thus,
sophorolipids?are expected to be applicable as a “cell-friendly storage solution”.

Application in Regenerative Medicine
SARAYA is collaborating with Osaka University to use
sophorolipids in a freezing solution to prevent cells frombeing damaged by the formation of ice crystals when cells
are stored at extremely low temperatures (about -196 °C)
in the field of regenerative medicine. Conventionally, dimethyl sulfoxide (DMSO) has been used, but there areconcerns about differentiation induction and cytotoxicity. Sophorolipids have low cytotoxicity, and?are expected
to have little effect on cell differentiation because?they
are glycolipids. Thus, sophorolipids are expected to be
applicable as a “cell-friendly storage solution”.

* Source: Japan Soap and Detergent Association and Japan Surfactant Industry Association

Professional Detergents

592t

80

Water Surface Tension
70

8.0%

Inferior
60
Surface
ActionHousehold laundries andcleaning detergents

6,833t92.0%

Amount of estimated LAS releaseto the environment in Japan in FY
2016

50

Suface 40
tension(mN/m)
30

Alkyl Ether Sulfate; AES

Ba

Soap

d

Habitable Line for Aquatic Organisms
Japanese killiﬁsh
Oryzias latipes var.

Polyoxyethylene Alkyl Ether; AE
Linear Alkylbenzene Sulfonate; LAS
Sophorolipids

20
10
0

14 Saraya Sustainability Report 2019

Alkyl Sulfate; AS

0.1

Only sophorolipids have low toxicity toaqua�c organisms at concentra�ons
expressing surface ac�vity.
1

water ﬂea
Daphnia magna

Go

od

10
100
Concentra�on (g/L)

1,000

10,000

Low toxicity

Acecide
Acecide disinfectant is the first peracetic acid-based chemical sterilant / high-level disinfectant exclusively for medical
devices, instruments, and equipment in Japan.  Before therelease of Acecide disinfectant, glutaraldehyde preparations were used for a long time for disinfecting endoscopes
and other medical devices.  However, the development ofa substitute has been long overdue because of several issues such as: slow bactericidal action of glutaraldehyde,
especially on acid-fast bacteria and spores, the isolation of
glutaraldehyde-resistant acid-fast bacteria from an automatic endoscope washer, and health concerns associated withthe toxicity of glutaraldehyde, such as allergic reactions.  Peracetic acid has great promise as a prospective candidate because of (1) its excellent bactericidal activity - even against
spores and acid-fast bacteria - and its reported efficacy on
glutaraldehyde-resistant acid-fast bacteria, and (2) very low
toxicity from its residues and degradation products.  Afterreacting with organic matter, or as time passes after draining, peracetic acid decomposes and breaks down into acetic
acid and oxygen. Hydrogen peroxide in a peracetic acid solution alsoeasily breaks down into oxygen andwater.  Acecide disinfectant boasts
the quick and excellent bactericidal
activity of peracetic acid, and has
high stability in solution, and canbe used repeatedly to reprocessreusable medical devices such as
flexible endoscopes.

ment (see later sections for more details). With respect
to polyoxyethylene alkyl ether sulphate (AES), which has
recently been classified as a PRTR substance, there is no
substitute available as of now.

What Is Carbon Balance?
Against this backdrop, Saraya has developed a new environmental barometer called the Carbon Balance (CB)which is designed to indicate the fossil and non-fossil
carbon content of surfactants. The Carbon Balance (%)
of a surfactant is the proportion of total carbon content
which comes from a non-fossil source (i.e. a CB of 100%
indicates an entirely non-fossil derived surfactant; anda CB of 0% indicates the carbon source is entirely fossil
based). We calculate the total CB of surfactants used in
our products for each year and try to maintain it above
60% as part of our EMS targets. In 2017, 11 surfactants
made up most of those produced in Japan. The total CBof the 11 most frequently traded surfactants was approximately 56.7%.
The CB of Surfactant A (PRTR-designated AE) is approximately 40%, while those of Surfactant B and C, two major
substitutes for AE, are about 20% and 12%, respectively.
Generally, the higher the CB or non-fossil carbon content
of a surfactant, the higher the biodegradability. For thesereasons, instead of avoiding PRTR chemicals which could
end up being less biodegradable, we have decided to use
chemicals with higher CB values.

Replacement PRTRs
Up until 2009, as part of our environmental management system (EMS), we made concerted efforts to avoid
the use of chemicals listed in PRTRs – an emission inventory that collects and disseminates data on specificchemical releases.
During recent years, however, there have been a series of amendments to the Pollutant Release and Transfer
Register (PRTR). As a result, the PRTR Law contradicts our
mission to provide customers with quality products withhigh biodegradability.
To give an example, polyoxyalkylene alkyl ether, oneof the major substitutes for PRTR-designated polyoxyethylene alkyl ether (AE), is less biodegradable than AE,
meaning that products containing polyoxyalkylene alkyl
ether instead of AE have more impact on the environ-

The following is the Carbon Balance of AES as an example: 12/(2×3+12)×100
%
80
70
60

Saraya CB

63.3

66.2

56.3

Japan CB

68.5

55.6

54.7

69.1

77.9

73.9

55.6

63.5
57.8

56.9

76.1

69.1
56.1

63.3
56.7

56.3

56.7

56.6

50
40
30
20
10
0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2019
Trend of  Carbon Balance

15

SDG

6

Decent Work and Economic Growth
Work Life Balance

Saraya was certified by the Ministry of Health, Laborand Welfare as a "Childcaring support company" in
2009, and Saraya Tokyo was certified in 2014.

Better Balance between Family and Career
SARAYA provides various systems for its employees sothat they can work under different circumstances without
losing job satisfaction and with a good work life balance.
They can choose how they work flexibly in different circumstances at various life stages to suit their needs. For
example, starting a family or looking after elderly parents.
In these life changing periods, we need a good balance between work and caring for family members at home.
Prenatal and postnatal maternity leave, childcare leave,
reduced working hours, flexible working hours, workfrom-home, no overtime, restrictions on night work andout-of-hours, and leave for the care of a sick child. They areavailable to all for our employees to support their parent-

ing, and of course they apply equally to both parents.
For those who need to look after and care for elderly parents, we provide nursing care leave, nursing care
reduced working hours, nursing care flexible working
hours, work-from-home, no overtime and restrictions onnight work and out-of-hours.

Personal development leaves and Volunteering leaves
It is necessary to have a good work life balance to refresh your mind and boost your energy to increase creativity at work. At Saraya, all full-time employees are
eligible for 5 special paid leaves (total up to 12 days) as“Work life balance special leaves”.

Reduced Inequalities
Diversity
Diversity is one of Saraya’s Valuable Assets
Just as biodiversity is the key to ecological resilience innature, so diversity at the workplace is one of the important factors for company growth and sustainability. The
key characteristics of diversity in the workplace include
gender, age, race, ethnicity, religion, nationality, culturaldifferences, family, educational background and disabilities.
At SARAYA, we implement strategic diversity management in the workplace to attract and maintain global
talent. This brings a positive effect for motivating employees, improving productivity, and enhancing the company’s competitive position in the market. We have set
up the “Diversity Promoting Section” within HR at SARAYA
headquarters, and are actively promoting the recruitment of elderly people, disabled people and foreigners.

“Diversity Management Selection 100”
In 2012, the Ministry of Economic Affairs, Trade and Industry introduced the “100 New Diversity Management
Companies” initiative to award companies which have
improved their company value by implementing diversity
management. This initiative rewards companies for theircontribution to promoting diversity in the workplace bystrategic management. They provide opportunities for
16 Saraya Sustainability Report 2019

these diverse talents so that they can create innovations
and promote a management system to create more value. Saraya was one of the 100 awarded in 2013.
Percentage of companies attaining the legally stipulated disabled employment rate

2016

Saraya Co., Ltd.
Smile Sangyo Co., Ltd.
Tokyo Saraya Co., Ltd.

2017

2018

100%
100%
100%
Employment rate: Employment rate: Employment rate:
2.09%
2.18%
2.97%
71%
93%
100%
Employment rate: Employment rate: Employment rate:
1.41%
1.85%
2.61%

Diversity and Inclusivity
SARAYA opened job vacancies for individuals with disabilities,
and I joined the company in February 2015. I am an individualwith schizophrenia and bipolar disorder, and my health may
sometimes go up and down. I am now able to receive my
medication and visit the hospital and also work full-time at thecompany, all the while stably controlling my physical condition.
I am also a member of the LGBT community, and had been
discriminated against in the past before joining the company.
SARAYA put an emphasis on respecting diversity, and I still
remember how I was understoodand accepted by everyone like it
was yesterday.
Saraya Co., Ltd.
Sales Management Division 2nd section

Ms. Haru Takahashi

Industry, Innovation and Infrastructure
Establish cold chains in Cambodia and Eastern Africa
JICA Support for JPN SMEs Overseas Venture Development
Normally when water drops below 0°C, it freezes and turns to
ice. The freezing point of ethanol is shown in the table on the right.
SARAYA introduced the “RAPIDFREEZER”, which use a unique method
to rapidly freeze vacuum sealed foods by immersing them in -30°C
liquid ethanol. A project was launched using this “RAPIDFREEZER” toproduce safe and high-quality frozen food. In January 2017, the “Survey
on Projects for Improving Food Safety with Advanced Hygiene Management and Value-Added Processing System” was adopted by JICA.
We are exploring on a trial basis the possibility of commercialization by processing aquacultured tilapia from a collaborating company (Rainbow Progress Enterprise Co., Ltd.), and fresh fruit suchas mango and pineapple from an agricultural venture (Japan Farm
Products (Cambodia) Co., Ltd.). This not only makes it possible toexport products to countries outside of Cambodia, but also enables
the farmers in Cambodia to expand their sales channels.
Traditionally, tilapia has been said to be unsuitable for raw consumption due to contamination with bacteria and parasites. However, disinfecting foods with slightly acidic electrolyzed water using
SARAYA’s Sanistar machine (also sold as Purestar in Japan), and killing the parasites by using the rapid liquid freezer RAPIDFREEZER,
make it possible to provide safe sashimi. This tilapia is available in
Cambodia’s local restaurants.

The Cold Chain from Monvasa to Kampala
In Africa, the Ministry of Agriculture, Forestry and Fisheries
adopted a new business project “FY2018 Market Development
Project to Solve Food Value Chain Problems in Africa and Other
Areas,” whereupon Saraya commenced initiatives for food sanitation businesses in the East African region. This initiative isbeing implemented in collaboration with two Japanese companies, KAI GLOBAL Limited (Nairobi, Kenya), and Cots Cots Ltd.
(Kampala, Uganda, a Saraya trade investment).
Temperature-controlled transport vehicles are rarely used in East
African countries. Cooling during transport is usually done using icepackaged polystyrene foam boxes. There is a large amount of foodloss during the process from harvesting to consumption. Improving
the situation therefore requires the establishment of a new food
distribution system. In this project, Saraya, in collaboration with KAI
GLOBAL Limited, conducted research on the distribution of marine
products, and tested the transportation of marine products fromfishing ports in Kenya to Nairobi and Kampala. Seafood is processedand provided at the Yamasen, a Japanese restaurant managed by
Cots Cots Ltd. Yamasen’s kitchen undertakes food sanitation andprocessing using Saraya’s Sanistar and Rapidfreezers, amongst
others. We also plan to expand our food processing business toneighboring countries in East Africa.

Consistency %Freezing point
Consistency %Freezing point

Freezing Point of Ethanol Solutions by Concentration
0wt%
10wt%
20wt%
30wt%
40wt%
0.0℃
-4.6℃
-11.2℃-20.9℃-30.7℃
60wt%
70wt%
80wt%
90wt%
95wt%
-45.4℃-50.5℃-67.0℃ -113.0℃ -120.0℃

50wt%-38.1℃
100wt%-114.5℃

SDG
Soaking in an ethanol solution
at minus 30°C and freezing it atonce, protects cell membranes,
and therefore maintains flavor andtexture, so that food still tastes fresh
after defrosting.

8

SDG

10
Tilapia has been said to be unsuitable for eating raw because it contains quitea large number of bacteria and parasites. However, the parasites are killed by
SARAYA's Sanistar, which produces slightly acidic electrolyzed water with astrong bactericidal effect, together with the Rapidfreezer, which freezes food
rapidly at low temperature. The photograph shows slices of tilapia, which issimilar to sea bream. It is considered that the taste and texture of tilapia aresimilar to those of sea bream when consumed as Japanese sashimi and sushi.

(photo above) Staff members of the Yamasen Japanese restaurant in Uganda.
The second person from the right in the first row is Mrs Miyashita, therepresentative of Cots Cots Ltd. (SARAYA trade investment), and the masterchef of Yamasen, Mr. Yamaguchi, is pictured in the center in the second row.
The restaurant is very busy and is fully booked several months ahead.

17

Responsible Consumption and Production
Palm Oil Supply Chain
Palm Oil supports global food chain
NPO CDP (Carbon Disclosure Project) officially reportsthat 80% of the global deforestation on the planet resulted from agricultural and livestock farming supplying
beef, wood products, soya and palm oil. Until 2005, soya
oil topped the production and consumption figures foroil crops. However, palm oil overtook soya in 2006, and it
has been steadily increasing ever since.

Country of Origin of Palm Oil
55% of palm oil is produced in Indonesia, followed by
Malaysia at 34.6% - so that these two countries together
account for 88.6% of global production. The island of
Borneo is the largest palm oil production location. Sabah
in northern Borneo, is the closest state to Japan. This
is where most of the exported palm oil products comefrom.
85% of palm oils are used in processed foods or deepfried foods as an alternative to margarines, shortenings
and cocoa butters. The majority of the palm kernel oils

are used as an ingredient in non-edible products suchas soaps, detergents, cosmetics, candles and industrial
products in Japan.
The main reason why palm oil became so popular isthat it is much cheaper compared to other oils. The harvest yield per hectare (FAO Statistics Division, 2016) of oilpalm fruits is 14.24 t, while soybeans follow far behind insecond place at 2.71 t. On top of that, they are producedin equatorial areas like Malaysia and Indonesia where labor is relatively cheap, which contributes to the general
low price of palm oil. There are said to be several issues
behind cheap palm oil production such as child labor,
forced labor or unlawful working conditions. To tackle
these issues, SARAYA took action to seek a sustainable
development approach for its whole value chain.

Others
16%

Fruit of the oil palm

Malaysia
27%

Palm kernel oil

(BT)
70

Indonesia
57%

Palm oil production

Palm oil(Oil World Annual 2019)

72.8

60

56.4

50
40
30

25.5

19.0

20

7.7

10
0

Palm

4.7

4.3

Soybean Rapeseed Sunﬂower Palmkernl Cotton

4.1

3.4

Corn Groundnut Olive

2.9
Coconut

10 vegetable oils production(Oil World Annual 2019)%100

Palm oilPalm kernel oil

50

80

30

40

18 Saraya Sustainability Report 2019

Malaysia

20

20

Harvesting a fruit bunch from an oil palm  Indonesia

40

60

0

Milionｔ

'14

'15

'16

'17

'18

10

2014

2015

2016

2017

2018

The ratio of Japanese PO and PKO
imports from Malaysia

The trends in palm oil production of
Malaysia and Indonesia(Oil World Annual 2019)(Oil World Annual 2019)

Japan

Malaysia
Republik Indonesia
Negara Brunei Darussalam
Sabah

BorneoPulau Sumatera(Pulau Kalimantan)

New GuineaJava

Oil palm tree

Roundtable on Sustainable Palm Oil
In 2004, a Roundtable on Sustainable Palm Oil (NGO)was set up to promote the sustainable production, procurement and use of palm oil products. There are 8
principles and 43 criteria (established in 2013), which
are reviewed every 5 years. CSPO (Certified Sustainable
Palm Oil) is palm oil that is certified by the Roundtable on
Sustainable Palm Oil (RSPO) according to specific criteria.
The CSPO rate was 21% in 2016 for global palm oil production. RSPO farms can also earn credits according totheir production and shipping volumes.

RSPO 8 PRINCIPLES
1. Commitment to transparency
2. Compliance with applicable laws and regulations
3. Commitment to long-term economic and financial viability
4. Use of appropriate best practices by growers and millers
5. Environmental responsibility and conservation of natural
resources and biodiversity
6. Responsible consideration of employees, and of individuals
and communities affected by growers and mills
7. Responsible development of new plantings
8. Commitment to continuous improvement in key areas ofactivity

2020 RSPO Certification Targets
SARAYA’s consumer goods are produced from materials
RSPO Credits
Uncertiﬁed
The Wild Asia Group Scheme
derived from palm oil, either through segregated or credCSPO Segregation
Credits (cf. p.18-19)
it supply chain models certified by RSPO. In terms of mar- (MT)
(MT)
3,500
ket availability, RSPO certified palm kernel oil (CPKO) is 1,500
currently very limited, and this situation may not change
3,000
15t
20t
1,200
much in the near future. We therefore decided to revise
22t
2,500
70t
1,630t 1,570t 1,276t
our previous target for 2020 certification.
900
2,000
630t
703t
Our new 2020 target is the use of RSPO certified palm
1,500
oil, including Book & Claim (Credit) for all our domes- 600
790t 1,170t 1,500t 2,940t
970t 1,000t 500t
500t
1,000
tically sold products. In 2030, we are planning to have
300
RSPO certification for all product lines, including those
500
750t
463t
500t
500t
10t
10t
10t
10t
sold overseas. The figures on the right show our current
00 2017 2018 2019 20202017 2018 2019 2020and future targets for RSPO certified palm oil and RSPO
results results results goals
results results results goals
certified palm kernel oil.
CSPO results and goals

Types of RSPO Certified Palm Oil Used in Saraya Products
Segregation or Identity Preserved

Segregation: Sustainable palm oil from different certified sources is
kept separate from ordinary palm oil throughout the supply chain.
Identity Preserved: Sustainable palm oil from a single identifiablecertified source is kept separately from ordinary palm oil throughout
the supply chain. The Saraya Happy Elephant line has been using
segregation palm oils.

Credits (Book & Claim)

The supply chain is not monitored for the presence of sustainablepalm oil. Manufacturers and retailers can buy credits from RSPOcertified growers, crushers and independent smallholders. The Book
and Claim supply chain model is supported by the trade of RSPO
credits.

19

Supporting Independent Palm Plantation Smallholders
Certified Sustainable Palm Kernel Oil
In 2019, 13.93 million tons (19% of total) of RSPO certified palm oil was certified sustainable palm oil (CSPO),
whereas only 3.02 million tons were CSPK (certified sustainable palm kernels). There should have been more
CSPO oils produced, but the relatively small size of palm
kernel oil crushing mills, called “PK crushers”, means thatthey often do not have RSPO certificates. The same applies to certified palm kernels seeds whose crushers do
not have certificates from RSPO and therefore produce
uncertified oil.  

Cooperation with Wild Asia
Wild Asia is a social enterprise, which was establishedin 2003 with its headquarters in Malaysia. It has been promoting tropical rainforest conservation and supporting
smallholders to obtain RSPO certification within the Wild
Asia Group Scheme (WAGS). The younger generation oilpalm smallholders in Sabah are acting positively to obtain RSPO certification. In fact, they put into practice the
WAGS to reduce pesticide or fertilizer use and increase
yields. Nevertheless, the older generation of smallholders tends to cling to conservative and traditional methods, and they tend to be less willing to accept changes.
SARAYA visited one of the WAGS smallholders who
was experimentally using beehive fences as a Borneo elephant or wild boar deterrent. They take advantage of elephants’ natural instinctive behavior to avoid bees. They
also contribute to biodiversity, and carefully choose how
and where to grow their crops so that they do not ruin
beautiful sites for tourism.
Since 2017, SARAYA purchased palm kernel oil book &claim credits, which are worth 750-1,463t, through Wild
Asia. These are the credits which smallholders gained
from CSPO seeds and which were the equivalent of thepalm oil they sold to mill farmers. These smallholders
were introduced to the buyers and thus guaranteed its
tractability. In addition, this scheme also helps support
these independent smallholders. SARAYA continues topurchase RSPO credits from smallholders through Wild
Asia.

An independent smallholder in Gomanton village installs beehives at
an entrance to deter elephants.

The Kemajuan Tanah Julur Collection Center opened in 2017. They
weigh the delivery trucks before and after unloading the fresh fruit tocalculate the actual weight of the fruit. They apply a daily exchange
rate for the purchase. The center enables them to transfer FFB
weighed fruit collectively instead of being sold separately to mills.
Unfortunately, the center does not yet have RSPO certification.

One of the WAGS’s projects: the Award System. Part of the B&C
credits are used as operational payments for Wild Asia. They award
independent smallholders for their achievement, and credits are used
to award prizes such as mowing machines. The above picture wastaken on 12 December 2017, when SARAYA purchased credits andawarded three independent smallholders.

Saraya Co., Ltd. wins 2019 RSPO Excellence Awards.
https://rspo.org/news-and-events/news/2019-rspo-excellenceawards-announced

20 Saraya Sustainability Report 2019

Towards Sustainable Palm Oil
Over the last decade, I have followed Saraya’s efforts to
support the growth of sustainable palm oil. What has
always struck me is the way they have invested a gooddeal of time and effort to understand the local people
and regions where palm oil is being produced. I think
this is why their support for efforts like the Kinabatangan Wildlife Corridor and other biodiversity initiatives
stands out for me. This local understanding has led themto Wild Asia, where we are exploring how the company
can make a difference to how palm oil is being produced.
At Wild Asia, we work in different ways to create models that can be adopted by the palm oil industry, andwe have been focused on two major themes: (a) making palm oil production environmentally and socially
responsible by adopting the RSPO standard for production; and (b) identifying opportunities for new ideas andinnovations that can be introduced to local producers,
and that help them sustainably improve their environmental and social practices or the management of theirfarms.
One of the first areas we have cooperated in with SARAYA
was to provide a direct link between the volume of palm
oil used by SARAYA in its production, and an equivalent
volume of RSPO-certified credits (or RSPO Palm e-trace).
What we hope is to be able to progressively widen thesmall producers groups, which are supported by Wild
Asia, and expand the available volumes sold as RSPO
credits. These credits are a tangible and direct financial
incentive that provides a bonus for farmers, and contributes towards the technical support costs for managing
these producers. It is a very simple way to create a link
between the market and the producers.

We have also identified the need for small producers
to reduce farm inputs, because currently a good dealof the farm expenses results from the use of chemicalfertilizers and herbicides. This may be an opportunity to
explore new collaboration projects with Japanese partners as we feel that there is much to be learnt from Japanese farmers that apply kaizen and other methods tokeep small farms productive, efficient and sustainable.
There are also other cooperation opportunities to be
explored to allow local producers the ability to produce
their own fertilizers (Bokashi and others), which provide
alternatives to store-bought chemical fertilizers. Finally,
addressing the pressing need to manage modern waste
in rural farming areas is another area that we have identified. There are little to no facilities in these regions,and much waste is buried or discarded in the waterways. This is not a sustainable solution. What we hope
to identify are partners that are able to help us create
micro-industries around significant waste streams thatcan create opportunities for additional incomes, orways to add value to their farms.
Our direct relationship with SARAYA is really just beginning. What we see is that there is a very real opportunity to not only support biodiversity conservation, butalso to support the producers of palm oil that live andwork in the regions where biodiversity is critically important. This is after all, the essence of what the UN’s
Sustainable Development Goals are encouraging corporate and national leaders to work together to address.

http://www.wildasia.org/
http://oilpalm.wildasia.org/
https://www.youtube.com/watch?v=HRJ1ChQFIY0
http://www.wildasia.org/portfolio/reza-azmi/
https://www.sukau.com/conservation-fellows/dr-reza-azmi

Wild Asia Founder

Dr. Reza Azmi

21

SDG

12

Borneo, Kalimantan Survey (towards Indonesia)
Flowering for the first time in nine years
In Sabah, Borneo, this year marks a simultaneous floweringseason. This is a phenomenon unique to rainforests in Southeast Asia. Every few years, many species of trees all bloom atonce. This was the first time in nine years. It is the season thatmany stakeholders, not just I, have been waiting for. After theflowers have bloomed, seeds are produced. The most characteristic tree species in this area is the dipterocarp. The name isderived from the shape of two-winged seeds, which are blown
away by wind from the branches of the trees, spin like propellers and spread out away from the tree. Looking directly up
at those numerous seeds, slowly falling down from the trees,
they seem to be more dynamic than any animal.

Widespread forest fires
In August, two months after this valuable experience, I visited the Indonesian side of the island of Borneo. Until a few
years ago, most of the palm oil imported by Japan was from
Malaysia, and we have been concentrating our efforts on biodiversity conservation on the Malaysian side. However, Japanese imports from Indonesia now account for more than 40%of the total, and it has been steadily growing (Oil World 2019).
We therefore had to do something. Firstly, I decided to do asite inspection. Forest fires are a problem in this region every
year at this time. I visited the frontline with local NGOs. We
went up the river by boat and landed at the site in the riverside
forest. The fire was burning in the trees around us. The ash fueled by the wind fells like snow. We could barely open our eyes
due to the smoke.
The forest fire in 2015 spread over an area more than 10times the size of Tokyo city. Borneo Island has a lot of peatswamps, and it is difficult to extinguish a fire because it continues to burn in the deep soil. Not all causes of fire can be
identified, but some seem to be malicious and occur during
the development of palm oil plantations. We have identified
more areas known as hot spots where forest fires frequently
occur in Indonesia.
We also learned that the decline in tropical rainforests inIndonesia was caused not only by the expansion of the palm
industry, but also by the development of coal. This coal is also
exported to Japan, and is mainly used for thermal power generation. A few dozen hectares of forest are cut down every
month once plantation development begins.

Distress of local NGOs
I visited several NGOs to hear their stories working under these severe conditions. A certain group purchased land
to protect orangutans, only to find out later that it was theplanned site for coal development, and ended up being forced
to move the facilities. This happened just a few years after the
project started, when the activities of the project had stabilized after a great deal of trial and error.
Another group was asked by the government to conductlocal fire training in the middle of a forest fire. Fire-fighting
activities and exercises are essentially the responsibility of
government organizations, and so the representatives of theNGOs were also astonished at being asked to carry out fire drill
activities in an actual fire-fighting area. After hearing many ofthese disheartening stories, I wondered why they continued tooperate in such a desperate situation, and asked the leaders.
They answered, “above all, it is people like you, who have traveled here from abroad, who give us the strength to continue.
We can’t do anything big, but we have to do what we can, one
step at a time.”

Expectations for the next generation
During this visit, I was impressed by the local young people
working on projects without losing their hope, like this leader.
Everyone I encountered was a highly educated and talented
person. Many of them were veterinarians, some had studied
physics or engineering at universities, and some others wereformer journalists. They could have had well-paid good jobs,
but these young people were outraged by these excessive
developments, and they purely want to protect rich natural
habitats and animals. They set a goal to protect them and areproud of their jobs, and get a great deal of enjoyment doing
something worthwhile. I learned a lot fromthem. I am not sure whether this is a problem that can be resolved, but we will search
for what we can do to help and cooperatewith local people to conserve tropical rainforests and biodiversity on the Indonesianside, in parallel to what we have been doingin Malaysia. We ask for your support.

Indonesian NPO, International Animal Rescue (IAR),  and Mr. Nakanishi (third man from theright)

22 Saraya Sustainability Report 2019

Nobuo Nakanishi
Saraya Co., Ltd.  Researcher

Saraya’s sustainable product development
Lakanto and MDGs
One of Lakanto’s ingredients, Lo Han Guo (monk fruit),
is a gourd family plant which grows near Yongfu Countyof Guilin in Guangxi, China. In 1998, SARAYA exchanged
a business cooperation contract with Guilin City of China (Lo Han Guo Sweetener Product Development Project MOU). The late Mr Saraya (the founder of SARAYA)
sympathized with the severe conditions that the farmers
of Guilin were facing at that time, when China was still
relatively poor, and decided that the company’s business
policy regarding Lakanto was to protect and improve
the lives of local people rather than the company’s own
profit. He said that a foreign company expanding its business in China should not keep all the profit for itself, butshould put the local people first. SARAYA holds a patentin Japan, but not globally, and released its technical information. This is how the story behind the now worldfamous monk fruit began.
The SDGs were preceded by the United Nations Millennium Declaration in September 2000. Other international
development goals in the 1990s were merged together
with this declaration to form the basis for the MDGs (Millennium Development Goals). In Guilin city, SARAYA has
been contributing to MDG Goal 1: “Eradicate extreme
poverty and hunger” through its Lakanto business.

On the middle, founder Shota Saraya. To his right, current president
Yusuke Saraya.

Harvested Luo Han Guo (Monk Fruit).

SDG

12

Monk Fruit Contract Farming
SARAYA normally exchanges contracts with local monk
fruit farmers to efficiently manage and control the farming
process, such as the use of pesticides, to achieve sustainable production. The contracted farmers grow their monk
fruit under a strict pesticide management regime. At the
Lakanto factory that SARAYA built in Guilin in 2016, they
produce high quality and safe monk fruit extracts, and provide raw materials for all the Lakanto series. They monitor
the activities, from growing monk fruit, to producing monk
fruit sweetener under a full traceability system.

A contracted Monk Fruit farm.

MDGs: Millennium Development Goals

Guilin Saraya Biotech Co., LTD management (left building) and researchfacilities (right building).

23

Climate Action
Environmental Management System

Saraya Japanenergy intensity

Saraya Japan energy consump�on
Saraya Manufacturing Thailand
energy consump�on
Saraya Dongguan energy consump�on

20

700
600

15

500
400

10

300
200

5

100

'14

FY
Thousand kWh
Saraya Japan energy consumption
Saraya Manufacturing Thailand energy
consumption
Saraya Dongguan energy consumption
Saraya Japan energy intensity
Total energy intensity

0

900

3

600

2

300

1

0

'15

'16

'17

'18

2014

2015

2016

2017

2018

4,781

5,224

5,114

5,042

5,687

1,164

1,220

1,200

1,200

1,177

1,339

1,377

1,560

1,641

2,000

14.87
23.08

14.68

13.57

12.36

11.78

21.25

21.25

19.32

19.01

'18

0

'15

'16

'17

2014

2015

2016

2017

2018

1,055

1,045

995

1,006

1,129

58

57

55

49

42

23

24

25

21

22

2.96

2.77

2.44

2.26

2.4

3.18

3.0

2.63

2.42

2.57

Annual Recycling Rate

Saraya Japan
paper intensity
Total paper intensity

Saraya Japan paper consump�on
Saraya Manufacturing Thailand
paper consump�on
Saraya Dongguan paper consump�on'14

FY
Thousand litres
Saraya Japan fuel consumption
Saraya Manufacturing Thailand fuelconsumption
Saraya Dongguan fuel consumption
Saraya Japan fuel intensity
Total fuel intensity

Annual Paper Consumption

Saraya Japan
recycling rate

Total recycling
rate
100

8

24

7

21

95

6

18

90

5

15

4

12

3

9

2

6

1

3

0

'14

FY
Thousand sheets
Saraya Japan paper consumption
Saraya Manufacturing Thailand paper
consumption
Saraya Dongguan paper consumption
Saraya Japan paper consumption intensity
Total paper consumption intensity0Paper intensity, thousand sheets / 100 million yen

Paper consump�on, million sheets

4

85
80
75
0

'15

'16

'17

'18

2014

2015

2016

2017

2018

6,300

6,720

6,500

5,626

5,810

390

360

30

290

300

120

130

140

210

210

17.70

17.84

16.00

12.82

12.49

19.13

19.14

17.05

13.96

13.69

24 Saraya Sustainability Report 2019

Recycling rate, %Energy consump�on, MWh

800

Total fuel intensity

1,200

Fuel consumption, kL

Energy intensity, MWh / 100 million yen

25

900

Saraya Japanfuel intensity

Saraya Japan fuel consumption
Saraya Manufacturing Thailand
fuel consumption
Saraya Dongguan fuel consumption

Total energy intensity

1,000

0

Annual Fuel Consumption

Fuel intensity, kL / 100 million yen

Annual Energy Consumption

70

'14

'15
FY

Rates

'16

'17

'18

2013

2014

2015

2016

2017

Saraya Japan recycling rate

95%

96%

95%

96%

96%

Saraya Manufacturing Thailand recycling rate

35%

39%

20%

13%

16%

Saraya Dongguan recycling rate

88%

91%

78%

81%

83%

Total rate

92%

90%

89%

86%

89%

Climate Action

Annual Waste Discharged

2,400

6

2,000

5

1,600

4

1,200

3

800

2

400

1

0

0

'14

FY
Tons
Saraya Japan waste discharged
Saraya Manufacturing Thailand waste
discharged
Saraya Dongguan waste discharged
Saraya Japan waste intensity
Total waste intensity

SarayaOsaka Factry
Saraya Iga Factory
Others

10.2%
22.5%

67.3%

160

400

140

350

120

300

100

250

80

200

60

150

40

100

20

50

0

'15

'16

'17

'18

2014

2015

2016

2017

2,275

2,090

2,222

2,280

2571

1,240

178

239

289

256

152

42

66

78

87

6.39

5.54

5.45

5.20

5.93

7.17

6.13

6.19

6.30

6.67

2018

FY
Thousand m3
Saraya Japan Factry water supply
Saraya Manufacturing Thailand watersupplySaraya Dongguan water supply
Saraya Japan Factory water supply intensity
Total water supply intensity

'14

'15

'16

'17

'18

0

Water supply intensity, m3 / 100 million yen

7

Water supply, thousand m3

8

2,800

Waste intensity, t / 100 million yen

3,200

Saraya Japanwater supply intensity
Total water supply intensity

Saraya Japan Factory water supply
Saraya Manufacturing Thailand
water supply
Saraya Dongguan water supply

Saraya Japan
waste intensity
Total waste intensity

Saraya Japan waste
Saraya Manufacturing Thailand
waste
Saraya Dongguan waste

Waste, t

Annual Water Supply

2014

2015

2016

2017

2018

76,17077,10775,28878,57399,80428,50528,96930,53929,226

26,663

19,61819,567

24,902

22,996

18,291

214

205

185

179

215

319

333

320

298

312

Greenhouse Gas (FY2018)

Downstream
scope 3 emissions

Upstream scope 3
emissions

t
GWP
Scope
1
2
3
Total

CO2
1
CO2
2,626.3t
3,065.2t
260,063t

N2O
310
N2O
CO2e
1.046t 311.7tCO2e

NH4
25
NH4
0.53t

Corporate Value Chain (Scope 3) Category
1. Purchased goods and services
2. Capital goods
3. Fuel and energy-related activities

CO2e
1.3t

HFC (Hydro Fluoro Carbon)
1,300
HFC
CO2e
0.05344t 76.4tCO2e

CO2 emission, t CO2 e
241,926t
4,488tIntensity

3,016tCO2e
3,065tCO2e
260,063tCO2e
265,754tCO2e

10,556t

Ratio

6.94t CO2e/100M yen 1.15 %6.59t CO2e/100M yen 1.18 %559.3t CO2e/100M yen 97.67%
570.03t CO2e/100M yen 100 .0%

Consumed electricity

305t(not included in scope 1 or scope 2)transportation and
4. Upstream
distribution
5. Waste generated in operations
6. Business travel
7. Employee commuting
8. Upstream leased assets
transportation and
9. Downstream
distribution
10. Processing of sold products
11. Use of sold products
12. End-of-life treatment of sold products

Total

Renewable electricity

total
Purchased
Produced
Produced
Sold

FY 2018
5,687 MWh
5,563 MWh
130MWh341MWh211 MWh

130t
728t
305t
No leased
Included in upstream
Not applicable

39t
1,586tSolar panel in Iga factory

25

SDG

13

Life Below Water
Saraya and ZERI JapanThe meeting between Mr. Saraya and Prof. Pauli
Mr. Saraya (president and CEO of SARAYA) met Mr. Gunter
Pauli in 1982 through the activities of Junior Chamber International Japan in Osaka. Mr Pauli later became one of the proponents of zero emissions, and became a global authority on
environmental issues. Later, in April 1994, Mr. Gunter Paulivisited the United Nations University in Tokyo and assisted the
preparation of the Kyoto Protocol under Prof. Heitor Gurgulino
de Souza, the third Rector of the United Nations University.
During this period, Mr. Pauli founded ZERI (Zero Emission Research and Initiative). The ZERI initiative is a scheme in whichwaste from one industry becomes a raw material for other industries, so that industries recycle and reuses resources like anecosystem.
In 2001, Mr. Saraya established ZERI Japan, a specified nonprofit corporation based in Japan ? and was himself appointed
as the chairman of the board of directors.
The office is located on the second floor of Tokyo Saraya
Co., Ltd. Mr. Pauli’s ZERI initiative has now evolved into a “blueeconomy” of sustainable businesses, and is in the process of
putting its principles into practice. A similar concept is the socalled “Circular Economy.”

Mr. Saraya and Prof. Pauri in thire
youth

Mr. Saraya and Prof. Pauri in 2010ZERI Japan formed an alliance with R4W.
The Race for Water Foundation (R4W) is tackling the problemof plastics contamination of the oceans. The foundation, supported by Swiss watchmaker Breguet, has spent approximately
2.8 billion JPY to develop its R4W boat (100 t). The R4W uses
solar power to make drinking water from seawater, and electrolysis to make hydrogen. Using hydrogen, wind, and solar as
its power sources, the boat sails only with the energy createdby the ocean to navigate the world.
This voyage is called the “Race for Waer Odyssey 2017-2021”,
and after leaving France in April 2017, it will call at Tokyo in April
2020 prior to the Olympics and Paralympics, and stopping ports
all over Japan for four months. We will conduct awareness-raising activities for researchers, various organizations, companies,and children on SDGs issues, such as the problem of plastics
contamination in the oceans.
Mr. Pauli, a special adviser to the non-profit organization ZERIJapan, is trying to remove microplastics drifting in the oceansusing seaweed. R4W and ZERI Japan signed an alliance at the
Saraya Medical Training Center in Osaka on 9 February 2019,
after several discussions between Mr Pauli and R4W. On 29 August, special adviser Mr. Pauli and the chairman Mr. Saraya issued a press release about the “Odyssey project” at the official
residence of the Swiss Ambassador.
26 Saraya Sustainability Report 2019

The R4W crew ad their boat will be coming to Japan this Olympic year,
invited by ZERI Japan.

R4W and ZERI Japan after there signing

The press release of the R4W Odyssey 2017-2021 at the official residence in Tokyo

SARAYA - a leader in industry and a family legacy
It was 1982 when I first learned about the Saraya company. As a privileged guest of the Osaka Junior Chamber,
I was learning a great deal about the business and political world of the Kansai region and the rest of Japan.
This provided me with an encounter with Yusuke Saraya,
then a rising star in the JCI movement.
While at the time I had no interest in cleaning products or health foods, I was intrigued by the drive shown
by Mr. Saraya in exploring new areas of expansion forthe company. What particularly struck me was his keeninterest in finding pragmatic solutions for the prefecture, the region and the country, through his businessventures. Due to the expanding business – both as a supplier of finished products and as a buyer of raw materials – Mr. Saraya’s international network provided a solid
basis for a company development strategy that went
beyond simple business. SARAYA is one of the first companies I worked with from Japan to practice corporatesocial responsibility, even before CSR was a well-established term.
In 1994, when the Rector of the United Nations University invited me to help prepare for the Kyoto Protocol, we quickly established a solid base for cooperation.
First of all, I shared my experience with palm oil – as oneof the pioneers of its use in detergents in Europe – andadmired Saraya’s approach of playing a proactive role in
the Roundtable for Sustainable Palm Oil. SARAYA subsequently created a platform in Malaysia to offer a sanctuary for elephants in the land around palm plantations.
While the cutting edge proposals to create a corridor for
wildlife along the rivers were not accepted by the RSPO,
Yusuke Saraya persevered and has demonstrated that
this strategy makes sense.

Over the years, I noted the shift in SARAYA’s messaging from “disinfecting” to a more all-encompassing “promoting health”. This transformation of the enterprise
was associated with the introduction of new products
like Lakanto, a natural sweetener made from an extractof the Chinese luohanguo fruit. The rapid and clear deployment of the strategy demonstrated the applicationof the principle: “Be impatient to start. Be patient to
get results”. Indeed, a launch on the market that is very
competitive does not bear immediate results. But Saraya
has clearly demonstrated its commitment to becoming
an agent of change. Explorations of other fields, like theproduction of charcoal, demonstrate this desire to takeon one issue after the other.
The SARAYA project that has been the most motivating
to me is the “Wash a Million Hands!” initiative in Africa.
This project, supported by UNICEF, introduces simple
and practical steps for establishing local production anddistribution. It shows that SARAYA is not limiting its operations to the industrialized world, but is ready to venture
into Africa and take on greater responsibility.
However, the most important role of SARAYA has been
to play a critical part in the creation of the Zero Emissions platform in Japan. Mr. Saraya is the President of
ZERI Japan (Zero Emissions Research and Initiatives) andwithout his personal dedication we would never havereached the level of recognition and impact we have today.
When Prof Carl-Göran Hedén, then chair of the UN
Scientific Advisory Council and Member of the Royal
Academy of Sciences of Sweden, declared achieving
zero emissions in industry and society is not only possible, it is indispensable for attaining sustainability, it
was Mr. Saraya who put these words into action so that
this long term goal can indeed be achieved. This year wecelebrate the 20th anniversary of the creation of ZERI Japan. Society needs visionaries to achieve long term goals– not as captains of industry, but as captains of legacy.
The Saraya company clearly offers this legacy!

The Global ZERI (Zero Emission Research and Initiative) Founder

Professor Gunter Pauli

27

SDG

14

Life on Land
Biodiversity Conservation in Sabah Malaysia
Tears of Baby Elephants - The Hidden Pitfalls of Eco-friendliness
A TV programme called “Toyota Eco Series, the Earth,what a wonderful spaceship”, broadcast a documentary
film titled “Tears of Baby Elephants - The Hidden Pitfalls of
Eco-friendliness” on 1 August 2004. It was about the rapid
expansion of oil palm plantations destroying the habitat of
the Borneo elephants in the Borneo tropical rainforest.
At the end of the programme, Mr. Saraya, the presidentof a company selling detergents whose main ingredientis palm oil, was interviewed and asked what he thought
about the fact that he was unwillingly helping bring theseanimals to the brink of extinction by selling so called ecofriendly products. He was genuine and honest and admitted that he had no idea how selling his company’s products
in Japan was affecting these innocent animals in Borneo.
Since then, he took a swift U-turn and defined his company
vision as being truly friendly to both people and the environment. As a start, he launched biodiversity conservation
activities in Sabah, Malaysia.
Right after the interview, Saraya immediately sought out
Mr. Nobuo Nakanishi, who is now a member of Saraya anda director of the Borneo Conservation Trust Japan. Then
Saraya made contact with BBEC (Borneo Biodiversity andEcosystems Conservation in Sabah, Malaysia) in JICA. At
the end of the same year, he then applied to RSPO, which
had just been founded in August 2004.

1984

Now

Green areas represent rainforests. O r a n g e a r e a s r e p r e s e n t p a l m
Around 30 years ago this entire area plantations. Now there is very little
was covered by native rainforest. It rainforest remaining, limited to asmall area along the main river.
was a paradise for wildlife.

A baby elephant with its leg tied with a rope which was set as a trapby local hunters. If baby elephants escape from the traps but still havea rope tangled around a leg, this gets trapped under the skin as theelephant grows and ultimately causes the elephant’s death as it can nolonger walk. These elephants are called “Tally” (rope) by the locals. It
causes much more severe damage if the rope is wrapped around their
trunks. The TV programme “Tears of Baby Elephants” comes fromthis story. This elephant was the very first to be rescued by Saraya
and received treatment. It was then released back to the care of its
parents.

In Sabah
Mr. Nakanishi joined an elephant rescue mission organized by SWD (Sabah Wildlife Department) in autumn 2004.
In the following January, Mr. Saraya made a public report on
the rescue mission and the possibility of the extinction of
the elephants at the RSPO Seminar in Kuala Lumpur. This report was also broadcast in the TV series as part 2 of “Tearsof Baby Elephants - The Hidden Pitfalls of Eco-friendliness”.
RSPO RT2 was held in November 2005. Mr. Saraya proposed the “Green corridor project”, but initially faced arejection from growers and failed to gain their approval. In
February 2006, Mr. Saraya again proposed the “Green corridor project” at BBEC (Borneo Biodiversity and Ecosystems
Conservation), and this time the same project received full
approval at the conference. The success led to an aerial
photo shooting from a helicopter including the Sabah State
Secretary as a guest.
In February 2007, SARAYA started a field trip to Sabah together with oil palm suppliers and eight selected Saraya consumer product customers.
28 Saraya Sustainability Report 2019

From right, Sabah State Secretaryand Mr. Saraya. Photo taken in
2006.

Palm Oil Symposium 2007

An orangutan crossing a suspension bridge made from used fire hoses
constructed with the help of Saraya in 2010. This project was carriedout by a joint collaboration with smallholders and their local support.

Areas not currently reserved as protected that lie<\ 5km from a major river.
Forest Retention, restoration as reforestation isdesirable.(Kinabatangan River)
Areas alredy reserved as forest which lie <5kmfrom a major river.
Other parts of the permanent forest estate.
Plantation and Private Land.

Green Corridor
This map shows the 5km wide corridors on both banksof major rivers in Sabah. These areas are said to have thehighest populations of wild animals such as elephant,rhino, tembadau, orangutan, colobine monkeys, samber
deer, clouded leopards and sun bears.
The yellow areas on the lower Kinabatangan River are
where land has been developed as oil palm plantations.
As you can see, the green highlighted conservation areas
are divided by the plantations. However, these are essential habitats for wild animals and considerable numbersof wild animals are still living there – they are thus regarded as highly important for biodiversity conservation.
The developed areas along the river must be preserved
as secondary forests so that they can be a sanctuary forwildlife. This is why the Borneo Conservation Trust wasestablished.

Borneo Conservation Trust
In September 2006, Mr. Saraya established the Borneo
Conservation Trust, together with Mr. Patrick Mahedi Andau of SWD (Sabah Wildlife Department) and Dr Toshinori Tsubouchi, COO of then BBEC (Borneo Biodiversity
and Ecosystems Conservation). Mr. Saraya was a trustee
when the trust was launched, and then became Deputy
Chairman in 2013. The trust was approved by the government as an NGO in October 2006. The headquarters were
set up in the SWD (Sabah Wildlife Department) office in
Kota Kinabalu, Sabah.
BCT’s mission, other than the Green Corridors, includes
wildlife conservation, such as rescuing injured elephants
and isolated orangutans, as well as promoting biodiversity conservation activities. Saraya has been donating 1%
of Yashinomi detergents and Happy Elephant products’
sales to BCT since May 2007.
BCT has acquired 80ha of forest under the Green Corridor project (of which SARAYA’s forests are approximately
12ha), which is merely 0.4% of its goal of 20k ha. One ofthe possible reasons for the slow growth is that the land
price has risen incredibly and much less land is becoming
available for sale. One of the reasons for this development is that at Sandakan, a transport hub in Sabah, thesecurity situation has deteriorated and is having a negative impact on tourism in the lower Kinabatangan Riverarea, and that leads people to shift to the cultivation ofoil palms.

Threatened Species in Sabah and Sarawak, Malaysia (IUCN Red List)
Amphibia Reptilia Mammalia Aves
Total
Critically Endangered
2
1
2
1
6
Endangered
2
1
9
0
12
Vulnerable
2
3
11
2
18
Total
6
5
22
3
36

Press conference at the launch of the Borneo Conservation Trust, 12
September 2006
Kinabatangan Green Corridor Project

Lot2

Forest Reserves(FR) and Wildlife Sanctuary
Target area for Green corridor
Plantation

Lot1●

Sg.Lokan FR

Lot8
Lot10aLot10bDeramakot
FR

Materis FR

Lot4
Gomantong FR

Lot5

Lot7

●

Pangi FR

Lot3

Lot9
Pin-Supu FR

Keruak FR

Lot6

This rescue center was set up within the Borneo Elephant Sanctuary
in LOT8 conservation area in 2013. Further construction work such as
roofing and installing a sandpit was done in 2017. Saraya supported
this construction work. The rescued elephants cannot be releasedback to the wild as they soon come back to the farmed areas.

* In 2013, an armed force called “Royal Sulu Sultanate Army” invaded Lahad Datu in Sabah from the Philippines. The Department of Foreign
Affairs of Japan has since then released a travel warning: “Recommendation to consider whether it is wise to travel to this area”.

29Desert Greening Project in Egypt
JojobaSARAYA Subsidiary in Egypt

The jojoba - botanical name Simmondsia chinensis(the generic name honours the English botanist Thomas
William Simmonds) - is the sole species of the family
Simmondsiaceae, and is a native evergreen shrub of theSonoran Desert. Jojoba grows in dry semidesert regions
and has an ability to withstand high salinity. It typically
grows 1-2 meters tall and produces jojoba oil, 90% of which
consists of a liquid wax ester, extracted from its seed.
The “wax ester” closely resembles human skin sebum,
and jojoba oil has been used as a treatment for hair andskin for hundreds of years. Human skin sebum contains
20 to 30% “wax ester”, which helps keep skin hydrated
and healthy. Jojoba oil is also naturally anti-bacterial andimproves skin turnover. The cold-pressed golden jojoba
oil is rich in vitamin A and E.

SARAYA Middle East for Industrial Investment J.S.C wasestablished on 4 July 2018. The company, currently building its factory in Suez, will start extracting and distributing jojoba oil to Egypt and the Arab world in 2020. The
Suez factory is located in an industrial estate named the
SIDC Zone (SIDC: Suez Industrial Development Company
SAE). The area is 2 ha in size, and has direct access to theroad, making transportation easy.

“Jojoba” Desert Greening ProjectWith tree planting projects, trees such as poplar canbe planted and grown, but they are sometimes thencut down and burnt as fuel by the locals. To achieve asustainable greening strategy, it is very important to create a system which profits the local community. Planting
jojoba was not widespread, and harvests were unreliable, because little research was available until a study
by Osaka University researchers established methods
for the proliferation and breeding of jojoba, a droughtresistant and profitable plant. Based on the results of thisstudy, the Osaka University venture company Simmonds
Co. Ltd., was established in April 2017 for the sustainableproduction of jojoba in the desert, and sale in Japan. Jojoba oil was on sale from October 2017. Saraya invested
in this project, and produced cosmetics using jojoba oil topromote the desert greening.

30 Saraya
Saraya Sustainability
Sustainability Report
Report 20192020

Jojoba and Golden Jojoba Oil

Jojoba Production
Jojoba shrubs are an important industrial plant, andhave attracted worldwide attention recently, eventhough jojoba plants can only be cultivated in a very
limited number of countries, due to its environmental
needs. Egypt is one of the countries best suited for cultivating jojoba and expanding its production.
Jojoba planting began in several countries in the
Middle East including Egypt in 1985 through a regional
project carried out by the United Nations Food and Agriculture Organization (FAO) for the introduction of jojoba
cultivation. The programme ended in 1990.
The plant has been commercially grown since 1991
by Egyptian Natural Oil Co. (NATOIL), which pioneered
the cultivation and processing of jojoba in Egypt and theArab world, and is the only Arabic member of the International Jojoba Export Council (IJEC).
Our experience during the nineties proved that jojoba
is one of the most successful plants to be cultivated in
the Egyptian reclaimed lands, and has one of the best
economic returns in the agricultural sector in the Egyptian desert.
NATOIL has developed many new products that depend on jojoba oil in the cosmetics industry, medicine,natural pesticides, industrial oils and additives, biofuels
and many other products in different fields.
Jojoba produces seeds which contains 50% oil byweight, which is chemically classified as liquid wax withunique qualities and properties.
This is the reason why SARAYA International Co., incooperation with some partners from Osaka University,
decided to invest in planting an area with jojoba in Egypt
after establishing the Simmonds company in which
SARAYA Co., Ltd. holds a majority stake.
An agreement was signed with Al Rehab. Agricultural
Development Co. to lease 10 feddans (42,000 m2) for aperiod of 20 years starting from 12/4/2017. The farm islocated in Wadi Al Natron half way along the desert roadbetween Cairo and Alexandria.
Another contract for the establishment of the farmand its preparation for the cultivation of jojoba, plus supervision, was signed with NATOIL for a period of five
years on 12/4/2017, renewable for another period.

At the beginning of June 2017, NATOIL started preparation of the land for jojoba planting by installing fencing, a drip irrigation system, paving internal roads, andbuilding accommodation for the workforce, as well as
storage facilities and a guest lounge on high groundoverlooking the farm.
The farm was divided into four parts, each covering
2.5 feddans (10,500 m2). Jojoba was planted every 2 m
in lines 4 m apart, so each feddan contained 460 female
plants (planted as seedlings selected from high yielding
mother plants), plus 65 male plants for pollination.
The planting process was completed by September
2017, and a high efficiency irrigation and fertilization
programme was set up to encourage plant growth. Production is expected to start in 2020 in the third year ofplanting as follow:- Third year of planting (2020) 1,500kg. seeds- Fourth year (2021) 3,000kg. seeds- Fifth year (2022) 4,500kg. seeds- Sixth year (2023) 5,500kg. seeds
NATOIL shall pay compensation if the production isless than 70% of the aforementioned quantities.The
University of Osaka scientists monitor the progress on a
weekly basis. The production in the second year of planting (2019) could reach 200 kg of seeds. Palm trees wereplanted along the main road of the farm.
The plant growth is monitored, and their performanceis evaluated to optimize production.
The genetic factors of the best producing plants will be
studied to determine the genes responsible for raising
the productivity of these plants, so that enhanced plants
can be used in future plantations in Egypt and the Arabworld.
Simmonds farm is expected to start earning more thanits annual expenses from the fifth year of planting.
At this stage, the tallest female shrubs can be selected
for investigation and evaluation by scientists at Osaka
University, to establish a greenhouse to produce very
high yielding female jojoba seedlings for sale to investors in Egypt and the Arab world, and to generate higher
profits for Simmonds Co., and to enhance the EgyptianJapanese cooperation in this field
for the benefit of both parties.

Dr. Nabil El Mougy
Saraya Middle East for Industrial Investment J.S.C. CEO

31

Business and Biodiversity
14th Meeting of Conference of the Parties to theConvention on Biological Diversity
The 14th meeting of Conference of the Parties to theConvention on Biological Diversity (hereinafter referred
to as COP14 CBD) was held at the Sharm El Sheikh International Congress Center (SICC), Sharm El Sheikh, a city
facing the Red Sea at the southernmost part of the Sinai
Peninsula. The conference was held from 17-29 November 2018.

Business and Biodiversity Forum
Prior to COP14 CBD, the high-level segment, and a parallel event “Business and Biodiversity Forum - Investingin Biodiversity for People and Planet” was held from 1415 November in the SICC. Business leaders, government
officials and private sector NGOs attended the forum andtook turns to make presentations. The forum was created to share experience, progress and ideas regarding
biodiversity conservation and investment, and to further
advance biodiversity conservation activities, especially inthe private sector. Executive Secretary of the Secretariat of the Convention on Biological Diversity, ChristianaPașca Palmer, participated in the discussion on solving
problems surrounding ecosystems and biodiversity conservation by assessing various business models and casestudies.
A panel discussion on “Mainstreaming in Manufacturing and Processing” was held on the first day of the forum
from 16:00-17:30 local time, with SARAYA’s president andCEO Mr. Yusuke Saraya participating as one of the panel
members. Other members of the panel included Dr. Helen Crowley of the Kering Group (also acting as the mod-erator), the environmental management director of Fuji
Xerox, Biocare India Pvt Ltd, and Unilever.
The president of SARAYA presented the company’s
conservation activities in Borneo, the use of RSPO Certified Palm Oil, 2020 targets, as well as the desert greening
project with jojoba planting and cultivation in Egypt. Besides SARAYA and Fuji Xerox, two other representatives
from Japan also attended the event: Sompo Japan JapanEast Asia Development chairman, Mr. Ninomiya, and Ajinomoto Co., Ltd. managing director, Mr. Kimura.
After the end of the event, Mr. Saraya met Egypt’s Minister of Trade and Industry, Amr Nassar, who also took
part in the ministerial meeting.

Daily News Egypt, https://wwww.dailynewssegypt.com/2018/11/17/japanesesaraya-to-establish-10m-worth-cosmetics-pharmaceutical-complex-in-ainsokhan/

Mr. Saraya speaking at the CBD COP14 Business and Biodiversity
Forum, "Investing in Biodiversity for People and Planet", Panel:
Mainstreaming in Manufacturing and Processing

32 Saraya Sustainability Report 2019

Peace, Justice and Strong Institutions
GovernanceParticipant of the Global Compact
The UNGC (United Nations Global Compact) is a voluntary initiative based on CEO commitments to implement universal sustainability principles, and to undertake
partnerships in support of UN goals. There are 161 countries with 9,678 companies (as of April 2018) taking partworldwide.
Saraya Co., Ltd. joined UNGC in June 2009, and agreed
on the 10 principles aimed at protecting human rights,
banishing unlawful or unfair labor practices, promoting
environmental responsibility, and acting against all formsof corruption. Saraya has been continuously striving topromote these principles and put them into practice,
and acts through its Japanese local network called GCNJ
(Global Compact Network Japan).
Mr. Saraya appeared and made a presentation at Session Part 1 of the “Global Compact China-Japan-Korea
Roundtable Conference and Youth & Researcher CSR
Forum” which was held in August 2014. Mr. Daishimafrom Saraya made a presentation at “SDG Industry Matrix ~Japanese Release Symposium~” co-organized with
GCNJ in March 2017. In June 2017, Mr. Saraya gave a keynote speech at a symposium, co-organized by GCNJ andSophia University, on the “Advanced Efforts of UN Organizations and Global Companies to Achieve SDGs”.

UN Global Compact – 10 Principles
Human Rights
Principle 1
Principle 2

Labour Standards
Principle 3

Businesses should uphold the freedom of association and the effective recognition of theright to collective bargaining;

Principle 4

the elimination of all forms of forced andcompulsory labour;

Principle 5

the effective abolition of child labour; andPrinciple 6

the elimination of discrimination in respect12-13,16of employment and occupation.

19

Environment
Principle 7

Businesses should support a precautionary approach to environmental challenges;

Principle 8

undertake initiatives to promote greater environ14-15,19
mental responsibility; andPrinciple 9

encourage the development and diffusion of environmentally friendly technologies

14-15

12, 13Anti-Corruption
Principle 10

Businesses should work against all forms of corruption, including extortion and bribery.

33

Directors

SARAYA’s Governance
SARAYA is a private company and promotes complianceand ethical behavior in business practices by following
the 10 principles of the UN Global Compact as a guideline. The board of directors is structured as shown below
and a board meeting is held monthly.
There are designated staff members in the HR division
who are responsible for handling complaints on any formof harassment. This service is open to everyone and it isthere to help SARAYA employees.

page

Businesses should support and respect theprotection of internationally proclaimed human rights; and8,16,19
make sure that they are not complicit in human rights abuses.

Total

Woman

Auditors

Saraya Co., Ltd.

18

2

2

Tokyo Saraya Co., Ltd.

9

1

1

Smile Sangyo Co., Ltd.

4

1

1

Saitama Prefecture gives Mr. Saraya, president and CEO of Saraya Co.Ltd., theShibusawa Eiichi Prize* in 2014.

SDG

Shibusawa Eiichi Prize:

Shibusawa Eiichi (1840-1931) was a leading figure in the development of Japan’s modern
society. A dynamic force in the industrial world, he was involved in the founding of some 500
enterprises and economic organizations. Equally dedicated to social and public welfare, he
was instrumental in the founding of some 600 organizations for social welfare, education, andinternational exchange. To follow his legacy, Saitama Prefecture awards the Shibusawa Eiichi
Prize to Japanese managers carrying on his spirit of entrepreneurship.

33

16

Partnerships for Goals
Infection Control Training
Disinfection of Medical Instruments in Ugandan Hospitals
SARAYA’s project of disseminating full-automatic washing anddisinfecting devices for medical instruments in healthcare facilities for infection control and prevention was approved by JICA,
and the pilot survey was carried out from 5 December 2013 to
30 November 2016 in 4 hospitals in Uganda (Mulago National
Referral Hospital, Jinja Regional Referral Hospital, Entebbe General Hospital and Gombe General Hospital).
The device is specially designed for washing and disinfecting
surgical instruments. Instead of the conventional method in
Uganda of using buckets to wash medical instruments by hand,both washing and boiling water disinfection with 93 ° C hot water for 10 minutes can be achieved fully automatically. What’smore, it can save energy as well. Gombe General Hospital is a
public hospital but it has neither electricity nor a clean watersupply. It was therefore necessary to build a solar panel andaccumulator system first, along with a supply tank and a pump.

Infection Control Training of Ugandan professionals in JapanJICA provided a training programme in collaboration withSARAYA The programme was focused on preventing healthcareassociated infections (HCAI). There were 9 participants in total, including two principal medical officers from the Ugandan
Health Ministry, and doctors and nurses. It took place from 23
May 2015 to 1 June 2015, mainly at Saraya Headquarters in
Osaka, but also included training in a local hospital.

Infection Prevention Training in Uganda
Japanese hospital infection control personnel acted astrainers in a 3-day infection prevention programme hosted
by the Ugandan Health Ministry and Saraya at Jinja Regional
Referral Hospital and Jinja School of Nursing and Midwifery.
It was tailormade to suit the local needs, and attended byhospital managers and infection control officers from 14 major hospitals in Uganda, along with four Ministry of Healthpersonnel. It was focused on guidelines for the preventionof hospital acquired infections so that the hospital workers
can apply them in their own workplaces. The participantsacquired knowledge as well as hands-on learning experience in practical training sessions. The certificate of completion of training was presented by the Ministry of Health
together with SARAYA, and was officially included in the criteria for eligibility to promotion in hospitals. There are highhopes that the trainees will be good ambassadors, and passon what they have learned to others all over the country.

Washer Disinfector AR-40

Power Quick W

Alkaline cleaner for Washer Disinfector

A nurse operating a Saraya AR-40 at a local hospital in Uganda. (July 2016)
Program Curriculum of “Infection Control Training for Ugandan
professionals Japan”
1. Introduction to infection control man- 10. Environmental cleaning and disinfecagementtion

Dysentery historical figures

2. HAI (hospital-acquired infection) Control 11. Hospital waste management, needleSource: actual
The Surveyof the Sanitary
Conditions
Japan"(1993)
Committee, system,
approachesforstick injuryinprevention
prevention
12. Reprocessing of reusable medical de3. Microorganisms in hospital environments
vices
4. Surveillance of HAI
5. Introduction to infection prevention
6. Hand disinfection

13. Infection prevention along transmission routes
14. Case study 1

15. Case study 2
7. Infection prevention tools for individuals, proper application of hand disinfec- 16. 5S-KAIZEN-TQM
tant
17. Hospital visit
8. Other standards for infection preven18. Saraya Iga factory tourtion

9. Infection prevention along transmission 19. Create your own action planroutes
20. Present your action plan

2015 Infection Control Training for Ugandan professionals in Japan

Infection Prevention Training at Jinja Hospital and Jinja School of
Nursing and Midwifery in Uganda

34 Saraya Sustainability Report 2019

SARAYA Company Information
Saraya Co., Ltd.
Headquarters

Tokyo Saraya Co., Ltd.

Smile Sangyo Co., Ltd.

2-2-8 Yuzato, Higashisumiyoshi-ku, Osaka 1-25-8 Higashishinagawa, Shinagawa-ku, 24-12 Tamate-cho, Kashihara-shi Osaka Japan
Japan 546-0013
Tokyo Japan 140-0002
582-0028

Telephone+81-6-6797-3111+81-3-5461-8101+81-72-978-7800

President andRepresentative Director

Yusuke Saraya

Syuji Saraya

Ryuji Saraya

Year of establishment

1952

1969

1983

Capital

45 million yen

60 million yen

30 million yen

1,288

406

62

Number of employees
Business summary• Development, manufacturing and sales of health and hygiene products and services.
• Consultation for food and environmental sanitation.
• Development, manufacturing and sales of food products.

Manufacturing plastic bottles, operating
business sites

Headquarters

Osaka

Tokyo

Osaka

Research lab

Osaka, Guilin(China)

-

-

-

Osaka

23 cities

1 site--Business Manufacturing Osaka,   Iga (Mie), Chonburi (Thailand),sites
Dongguan (China), Selangor (Malaysia)
sites
Main service
23 cities
office in Japan
Overseas bases

Manufacturing 6 sites, sales 23 sites

Consolidated revenue in Japan

International Organization for Standardization
Certification
Management
System
ISO 9002
ISO 14001

Certified Organization (Certified Dept.)

Date

Saraya Co., Ltd.

13 Dec. 1999

Smile Sangyo Co., Ltd.
Saraya Co., Ltd.   Tokyo Saraya Co., Ltd.   Smile Sangyo Co., Ltd.
Saraya Co., Ltd.   Tokyo Saraya Co., Ltd.   Smile Sangyo Co., Ltd.

ISO 9001

Whole

26 Nov.  2001
13 Dec.  2002

Saraya (Dongguan) Hygiene Products Co., Ltd.

  1  Nov. 2005

Saraya MFG. (Thailand) Co., Ltd.

  7  Jul.   2006

ISO13485

Saraya Co., Ltd.
(Head office, Development dept. Research Lab,Osaka fac., Iga fac.)

In part 22 Dec.  2006

ISO14001

Saraya MFG. (Thailand) Co., Ltd

Whole

26 Dec.  2008

ISO 22000

Saraya Co., Ltd.  Tokyo Saraya Co., Ltd.
(Food Sanitation Instructor, Food Sanitation H.Q. etc.)

In part8 Dec.   2008

Trends in consolidated revenue in Japan

Billion yen
50

Billion yen
50
45
40
35
30
25
20
15
10 356 377
502014 2015408 439465

2016 2017 2018

Consolidated number of
employees in Japan

100 People
18
16
14
12
10
8
6
4
1,800 1,770 1,805 1,777 1,822
202014 2015 2016 2017 2018

45
40
35
30
25
20
15
10
5
0

‘60

‘65

‘70

‘75

‘80

‘85

‘90

‘95

‘00

‘05

‘10

‘15

SDG

35

17

Sustainability Report 2019
We are committed to the SDGs!
Publication:

Saraya Co., Ltd.

Concept, content and design:

Atsuko Takahashi

Translation:

Junko Shimizu,
Muhammad Safnan Mardhatillah

Text editing:

Dr. Anthony Buglass

Date of issue:

March 2020

Contact:

2-2-8 Yuzato, Higashisumiyoshi-ku Osaka 546-0013 Japansustainability@saraya.com

36 Saraya Sustainability Report 2019