KOKUYO GroupCSR Report2012Contents
Top Interview

2

Special Report:

Reconstruction after the Tohoku Earthquake

5

CSR Management

14

With Customers

21

With Employees

34With Local Communities

42

With the Global Environment50

ISO26000 Table

77

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KOKUYO Group CSR Repor t 2012

In 2012 KOKUYO will achieve its 107th year. KOKUYO aims to be useful to students and workers throughout the world.
With eyes on the next 100 years of growth, in 2011 we dramatically shifted gears in order to expand our enterprise into
Asia. We are pursuing dynamic growth via our business projects and corporate social responsibility initiatives.

“Being Useful to the World Through Our Products”
Our enterprise has continued up to this point by being useful to the world. Profits derived from producing necessary
products and services are returned back into the world in the form of employee wages and taxes. This cycle forms thebasis of our corporate activity.
In the past, when there was a lack of supply we focused on ‘quantity’, but in modern times when supply is sufficient, we
now focus on ‘quality’. Furthermore, now more than ever, the severe assessments made by consumers consider nontangible “territories” such as corporate philosophy and operational processes.
One KOKUYO product is a notebook that sells for 150JPY. Condensed into that notebook is the brand image, know-how,and craftsmanship built up by our senior management, as well as customer opinions and valuation. That is to say,contained within that notebook is not only the collective effort of our employees, but also the influence of the countless
people who created the value hidden in this product. And yet, if even a single employee deviates from establishedregulations, there is the possibility that the effects of such deviance may endanger the company itself, and deprive our
products of the hidden values they possess. It's absolutely necessary to ensure that each and every employee is deeply
aware of this fact.
KOKUYO's corporate philosophy is “to be useful to the world through our products”. The purpose of a business' existenceis the creation of value that is not possible on an individual level, and to continue being a useful presence in the world.
Being the People's Choice. I think that CSR should be the point of origin that businesses return to as they develop
themselves for continual growth.

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KOKUYO Group CSR Repor t 2012

Management Reforms for New Growth
If managerial decision making is restricted to members of similar
experience levels, at some point a certain deviance appears between
the company's cognizance and societal realities. In the past,
KOKUYO faced such a problem. As company president, I felt a deep
corporate responsibility in regards to such anti-compliance behavior.
In order to continually provide new forms of value, I believe that aguarantee of transparency in decision making is important above all
else, even in the midst of the various sudden changes a company
may go through. To these ends our corporate governance has been
undergoing dramatic reform for the past two years.
In order to increase the breadth of knowledge and experience in our managerial ranks, we have introduced externallysourced full-time and part-time members into our board of directors. The current Board of Directors is comprised of 3 fulltime employees (myself included), and 3 outside directors. KOKUYO has also employed its first female auditor. Moving
forward our directors themselves intend to continue to pursue and practice this kind of diversity.
Furthermore the functions of management supervision have been separated from other executive functions. By
implementing a clear distinction between the roles of normal directors and operating officers, we hope to enhance ourcompany's ability to grow while maintaining a transparency in decision making regarding business processes.
From now on, we will continue to press forward to reform our corporate culture and reconstruct our sense of values at alllevels – from management, to our regular employees in direct contact with customers, up to local and international factory
workers. I believe this will provide support for our strategy of international growth.
* Additional information : “Corporate Governance”

First steps: Being Useful to Asia with Our Notebooks
In 2011 we set a goal to increase our overseas market by 30% by the year 2020. Our first steps into the international
market will be with our notebooks, which are relied upon and supported by domestic consumers due to their quality and theknow-how that goes into their design and production.
In Japan it is commonplace to have a wide selection of products available when you go to purchase something, but in Asia
there are some countries in which purchase options are merely inexistent. The store may not even carry the desired
product. If you ask to buy a notebook, one is brought out from the back room. Even then, there is only one kind of notebook
to choose from. There are some places that don't even have a single notebook to sell. At very least we wish to offer
purchase options to the consumers of Asia. We want them to know the joy of being able to choose among many different
products. In line with our experience in Vietnam, we are laying the groundwork for distribution systems, production facility
expansion, and guarantee of sales networks in India and China.
In addition to our notebooks, we have many other products that are widely accepted and approved by our domestic
customers. We wish to be even more useful by delivering this value to Asia. However cultures and senses of value aredifferent across the various regions of Asia. In order to receive true approval in these new markets, it's necessary to
become immersed in each region, and to employ individuals from those regions who are able to realize solutions that allow
us to be useful in regionally specific ways. We are already in the process of training this strong manpower, and we plan toincrease them in the near future.

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KOKUYO Group CSR Repor t 2012

2011 Tohoku Earthquake: A Reminder of Responsibility
The Great Eastern Japan Earthquake, while causing huge damage, also presented us with many points of reflection andlearning opportunities.
Immediately after the earthquake, employees involved in our north-eastern Japan sales divisions were swamped with work.
The first priority immediately after such a disaster is the restoration of lifeline functionality. But this time, due to the size ofthe earthquake, the offices of companies which usually bear the burden of providing said functionality were also in adisastrous situation. KOKUYO's North East Sales Division Offices was repeatedly requested to provide support in order toarrange an emergency headquarters as soon as possible. We then realized that our task was to act as an underlying
support for electricity and communication infrastructures. As we play this important role in society, we are once again madeaware of the weight of our responsibilities.
As a company focused on supporting students and learners, we are currently considering in what ways KOKUYO ought go
forward in supporting the children of north-eastern Japan. This is not something achievable simply by shipping money andgoods in from Tokyo or Osaka. To be useful in society, even a local region in the midst of post-earthquake reconstruction,
we will continue to provide support in our unique way.

From the “Honor of Japan” to the “Honor of Asia”
In Japanese, our company name, ‘kokuyo’, means “the honor of one's homeland”.
We are aware that, even domestically, we are still in the process of developing ourbusiness. We cannot become “the honor” of anywhere if our output is only
considered “somewhat high quality, and easy to use”. However, we may someday
reach that status by exerting the effort of dozens of men, thoroughly researching
the needs of society to such an extent that people would feel amazed to hear of ourefforts, and thoroughly investigating all of the ways that our company can be ofservice.
Since its founding, KOKUYO's trade has been centered on these modest, unglamorous, often burdensome tasks, often
qualified as “the trading of dregs”. From now on, through simple and straightforward efforts that may even seem stupid attimes, we wish to first truly reach the status of “Honor of Japan”, and then continue on to become the people's choice and“Honor of Asia”.

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KOKUYO Group CSR Repor t 2012

Hiroaki Okatake, President of KOKUYO Tohoku Sales, speaks
KOKUYO's unique support emerges from a dilemma.

Soon after the earthquake, I realized what our mission as an infrastructure company was
The great earthquake hit Tohoku as snow was falling on March 11. Sendai had
experienced big quakes in the past, but never before on this scale. Following thenatural disaster management manual for employees, I focused all my efforts onchecking whether employees were safe, what damage to company premises there
had been, how employees could get home safely, and how we were going torecover. At that time, I was still thinking about the company as my sole priority.
The next day, even employees who according to the manual should have been
waiting at home made it to the office, and while we were thinking what to do next,

Many offices had been damaged by theour office received various messages from customers saying “We want to set up arequests for help with finding space fordisaster response headquarters, but the library has collapsed, so we have no placedisaster response headquarters cameto set one up, and we can't retrieve the documents and manuals we need. Pleasein.

earthquake, and a steady stream ofhelp us!” or “We urgently need to get hold of disaster response supplies and officesupplies.” Many offices had been damaged, and a steady stream of requests for help with finding space for disaster
response headquarters came in.
At that moment we realized that, without our help, our customers would not be able to set up disaster response
headquarters. If these couldn't be set up, then it wouldn't be possible to repair or reactivate electricity supply,
communications, or other infrastructure. “We are an infrastructure company too!” I thought.
KOKUYO does not only sell products; we create spaces in which our customers operate businesses. Without a space, it's
impossible to carry on any kind of business. I felt keenly aware of the importance of our duties as a company.

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KOKUYO Group CSR Repor t 2012

Now or neverAftershocks were continuing, and we didn't know whether the tsunami would come. There wasn't enough water, food orgasoline. We didn't even know how we were going to provide for our daily needs from this point on. You could say that it
was an extreme situation.
It is just this kind of extreme situation that shows whether we are serious about the philosophy of “Being useful to the world
through our products” which we preach every day. It was a case of “now or never”. Together with the employees andmanagers who had reported for work, I discussed what we should do.
We decided to ask all our staff to come in, but it was quite difficult to get through to them by cell phone. Fortunately, wewere able to use text messaging. Also staff members contacted each other and came to the office. Then all our staff began
giving their full support to the recovery work.
Our priority in recovery was our infrastructure industry customers. It was very difficult to get hold of gasoline, so we
calculated how much gas could be used each day and continued operations as best we could.

Donating not what we think people need, but what they really need
From the end of March onward, in cooperation with KOKUYO Furniture and
KOKUYO S&T we were vigorously engaged in donating KOKUYO products to town
halls, boards of education, schools, evacuation shelters and so on in the disasterarea.
The items which were needed varied according to conditions in each part of thedisaster area. We asked people to tell us their requirements in detail, what they
really needed, and whether there were any problems. Then we delivered therequired items directly.

Cardboard partitions: Victims
appreciated these waist-high dividers
which afford privacy while allowing

For example, local authorities badly affected by the disaster were very short ofequipment to set up consultation services for residents or disaster response

communication during a long period
living in an evacuation shelter.

headquarters. We came to the conclusion that it was important to get simple things
like folding tables and chairs to them quickly. While normal supply lines for local authorities and hospitals on the Pacific
Coast side of the three Prefectures affected by the disaster were in chaos, from a base in Akita we found usable routes on
the Sea of Japan side for sending relief items to each area.
Aside from that, we tried to provide some comfort to the victims. Cardboard partitions then in development by KOKUYOFurniture were swiftly brought into production and delivered to each area, and, for children bored with living in evacuation
shelters or unhappy because they had nothing to play with, we donated stationery sets with notepads, writing materials andso on.

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KOKUYO Group CSR Repor t 2012

Economic independence as the second stage of reconstruction
In the difficult period right after the earthquake, there was a need for relief in the form of goods. However, excess donationof goods will destroy the viability of local industry. If we had continued donating large quantities of stationery, we would
have put local stationery stores out of business. We had to think about our exit strategy (the time frame for discontinuing
our donations), and we had to support regional economic independence.
In the second stage of our relief effort we are proceeding with the implementation of space design projects in cooperation
with local businesses.
This disaster made us realize that schools are institutions which people depend on as assembly points. Henceforth schools
will probably need to be designed for use as multifunctional community hubs with disaster management centers andassembly points for children and elderly people. We would like to propose the development of new “learning spaces”
appropriate to such hubs, spaces in which excited children will look forward to studying.

At the time of the earthquake, I was in a meeting at a government officebuilding on the coast at Kesennuma, an area which suffered heavy
damage. With a major tsunami alert sounding, I set off for high groundby car. Although I escaped from the tsunami, I ran out of gasoline, andthe batteries in my cell phone died. I got some gasoline from a store andmanaged to get back to Sendai three days later. I had been the
manager for this area for ten years, and I think that knowing the terrain

Section Manager Ryo Hirayama
KOKUYO Tohoku Sales Co. Ltd
Sendai Branch

was what allowed me to survive.
Sendai had been affected by the disaster, but there was some, though not much, food, and it was possible tokeep warm. However, in areas hit by the tsunami, transport routes were blocked in many places, and relief
supplies could not get through. As a result many people were left cold and hungry. I was determined to help insome way or other. Relief supplies from each KOKUYO company were concentrated at Akita, and, using
inland routes on which traffic was still flowing, we were able to get supplies to evacuation shelters quickly. I
was happy to see that our employees worked together as a team with a single purpose in mind.
Tohoku's people tend to be very warm, but it has a culture that doesn't welcome outsiders. It took a while forme to be accepted as area manager. Once they had accepted me, I realized how warm Tohoku folk can be.
Now I truly wish to repay their kindness to me.

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KOKUYO Group CSR Repor t 2012

With Onagawa on its first step toward recovery

Starting from less than zero: reopening the fish market
Onagawa's fishing industry was devastated in the tsunami. “What are we going to do now?” was the question being
discussed by all our company's staff. In truth, reopening the fish market was going to be difficult. The area around themarket was covered in debris, the fishing wharf had been destroyed, and there was no shelter for fishing boats. There wereno fish buyers and no fish processors. However, if the fish market did not reopen, Onagawa, as a fishing town, would find it
difficult to recover. Saying “let's all pull together”, the workers agreed to a 30% cut in salary and started rebuilding the fish
market.
First the debris was removed from the buildings. There was an enormous amount of debris, and no machinery to clear it
with. With the help of NPOs and volunteers, it was cleared in two months. Repairing the fishing wharf was an urgent task,
and we requested Onagawa town hall and Miyagi Prefecture to have the wharf repaired as soon as possible. Initially, we
thought to have it open again in time for the saury catch in the autumn, but the repair work was done extremely quickly, andwe were able to reopen the wharf on July 1.
For us to move forward, construction of two shared processing facilities is planned for fiscal 2012. A 6000 ton shared-use
cold storage facility will also be set up. It would be difficult for one person or one organization to implement such projects,
but working together maybe we can do it. In such a small town, it's easier for people to join forces with each other. The
road ahead will be difficult, but, with everyone's help, we're hoping to rebuild Onagawa and its fishing industry.

Onagawa Fish Market Co. Ltd

Mr Kato says, “We test for radioactivity

Representative Director

every day. We ship only safe fish, so

Mr. Minoru Kato

you can eat them without worrying”

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KOKUYO Group CSR Repor t 2012

Rebuilding the fishing industry and Onagawa together
Speedy reconstruction was important. In Onagawa, besides the development of a
new area earmarked for fish processing facilities, we are also planning land
elevation work. For the reconstruction of Onagawa, both urban development andthe rebuilding of the fish industry have to proceed more rapidly.
KOKUYO went into action quickly. They arrived soon after the earthquake andasked, “Can we do anything to support you?” On their own initiative they came andoffered us donations. They donated tables for meetings, desks, lockers, and otheroffice equipment not only to the fish market but also to the buyers' cooperatives.
We would like to thank them.

Onagawa Town Hall Fishery, Agriculture
and Forestry Division Assistant Director
and Market Officer
Mr. Tetsuya Endo

As a fishing port, Onagawa is famous for saury and silver salmon. It has one of thebiggest saury catches in Honshū. We hope to get each facility restored as quickly as possible, increase the catches andbring back the vigorous fishing industry we had before the earthquake.

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KOKUYO Group CSR Repor t 2012

Supplying the real needs of Ishinomaki's Children and Teachers

Recovering from the tsunami damage, reopening the schools
The earthquake hit at 2.46 p.m. After the most intense shaking we had ever felt, weevacuated the children who were still in the school to the third and fourth floors.
Local residents also came to take shelter. We could see the tsunami surging infrom the south. It piled up heaps of cars that it had swept away, crushing them, andshattered the glass in the entrance doors. We were worried that a school building
over 40 years old would not withstand repeated aftershocks, but fortunately
earthquake reinforcement work had been done on the school the previous year.
Unfortunately some children did die. Those who had left the school after the end ofclasses or had gone home with their parents or guardians after the earthquake

Kama Elementary School, Ishinomaki
City
Principal Mr. Hiroshi Tsuda (right)

were caught in the tsunami. For the sake of the surviving children, we decided that

Senior Teacher and Office Manager Mr.

we would hold the graduation and end-of-year ceremonies. Volunteers cleaned up

Masami Hoshi (left)

the school gym, which had been full of mud, and, although we were not able tocontact each child living in an evacuation shelter, with TV and radio stations helping us by making announcements we wereable to hold the ceremonies on March 30.
I hope that the children will not carry the psychological trauma with them for long, but also that they will have an awarenessof danger, so that, if the worst comes to the worst, they'll be able to protect themselves and survive. That is my fervent
wish.

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KOKUYO Group CSR Repor t 2012Restoring the educational environment, psychological care for the children
Miyagi Prefecture board of education set April 21 as the target date for its schools
to reopen. The problem was to find someplace for the children to study, because
large number of people had come to shelter in the schools and were living there 24
hours a day. These people agreed vacate the classrooms and return home if
possible or move into school gyms and special classrooms.
When the schools reopened, the children were happy to meet their friends again.
Being able to share their pain with their friends was good for them psychologically.
For further psychological care, social workers were assigned to schools. I hope thatthe children will be able to overcome their psychological trauma, and that in the
future they will take something valuable from this experience.

Ishinomaki Board of Education School
Administration Division
Section Chief Mr. Masayoshi Sugawara(right)Finance Department Senior Staff
Member Mr. Takeshi Takeyama (Left)

Not just donations that suit the donor, but real support
Aid reflects the donor's emotions. A lot of aid was “for the children”, so the numberof school backpacks that arrived was three times the number of children who werestarting school. The problem was that no equipment for the use of teachers had
been donated.
That was when KOKUYO's offer to donate any of their products arrived. “Please tell
us what you need,” they said. We were impressed by KOKUYO'S readiness tolisten to our requests.

Even after being washed, desks andWith the damage the schools had suffered, the donation of desks and chairs for thechairs which have once been immersed
in seawater will eventually rust.

teachers and other support for the students was a massive help. A very large
number of desks and chairs had been washed away or immersed in water, so wewere racking our brains over how we could get ready to reopen the schools.
Thanks to KOKUYO, the children can now come to school and study.

Mr. Takeyama says, “The mostimportant thing is not to get hold ofteaching materials but to provide anenvironment where children can feelsafe and concentrate on the class. Thatmeans providing equipment like desks
and chairs.”

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KOKUYO Group CSR Repor t 2012

Making Children Smile through Writing and Drawing

The “Tomorrow's Notebook!” project by the KOKUYO Group, which has been
manufacturing paper products since its foundation over 100 years ago, is a relief
activity for children in Tōhoku in which writing and drawing on paper are used togive the children's morale a little boost. We are running two kinds of activity, the“Deconote Workshops” and the “Tomorrow's Notebook!” web site presenting
messages and artwork by children.

Notebooks at Meitetsu restaurant in
Kunimi Service Area

The power of a notebook
In the aftermath of the earthquake, we visited local authorities and schools toprovide items such as notebooks, stationery and furniture. While doing this we
discovered that, in each area affected by the disaster, notebooks were being usedin unexpected ways. In volunteer centers, evacuation shelters, public facilities andso on notebooks had been provided in which victims and people who had been to
the disaster area as volunteers were writing down their true feelings at that time,messages of encouragement, and words of gratitude for the support they hadreceived. Once again we noticed the power that words written in a notebook or on
paper have. That is where the impetus for this project came from. Also, when wewere giving out stationery and so on, we had a lot of contact with the children, andthis made us decide to run the project.

A notebook at Sendai Central Post
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KOKUYO Group CSR Repor t 2012

Holding workshops in the disaster area
Since August 2011, with the cooperation of various entities including local stores, boards of education, newspaper
companies, and NPOs, we have been continually holding workshops. Aimed chiefly at elementary and junior high school
students, these workshops involve decorating the covers of notebooks with marker pens and stickers. After the first one in
Sendai City, Miyagi Prefecture, workshops were held at the rate of one every two or three months in Aizuwakamatsu City,
Fukushima Prefecture, Yamada, Iwate Prefecture, and Minamisoma City, Fukushima Prefecture. Though each workshop
lasts about an hour, the children are completely absorbed in the activities. There is great excitement as they use large
quantities of stickers and colorful markers, plus masking tape with cute patterns, and their creativity comes to the fore as
they express themselves freely in their works. With conditions in the disaster area continuing to make it difficult for children
to play, parents and guardians frequently tell us how happy they are that the workshops give their children a good place toplay. In the future we'll be continuing these workshops in order to boost the morale of as many children as possible.

Children happily displaying their “uniqueChildren absorbed in the task of

A comment from our survey: ”Since thein the world” notebooks.

decorating their notebooks; seeing theirearthquake, there has been nowhere tosmiling faces, our staff smile too.

play. Thank you for providing a place tomeet other children.”

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KOKUYO Group CSR Repor t 2012

KOKUYO's CSR Philosophy and Implementation System
All members of the KOKUYO Group have implemented a congruous CSR system that is based on the philosophy of thecompany founders.

Basic Philosophy
KOKUYO Group was founded in 1905 by Kuroda Zentarō when he opened his small shop selling covers for Japanese-styleaccount ledgers. At the time, the process of making and selling ledger covers, a process of layering several thin sheets ofJapanese paper together, was considered a very bothersome and uninteresting kind of business. Despite this, Mr. Kuroda
made it his life's pursuit of being useful to the world by continuing work that others are unwilling to do. Even now, over a
century later, our operations continue to follow a “managerial doctrine” based on our founder's mental attitude, which led tothe present corporate philosophy of “Being useful to the world through our products”.
In 2004, as part of our role as a supportive corporate citizen and in order to establish positive relations with various
stakeholders, we established the “KOKUYO Group CSR Charter” (partially revised in 2012) with the founding corporate
philosophies as its conceptual basis. As a fundamental policy for the purpose of ensuring continual development of bothsociety and the KOKUYO group, the KOKUYO Group CSR Charter focuses on five themes: ‘Customers’, ‘Regional
Communities’, ‘Environmental Conservation’, ‘Corporate Activities’, and ‘Respect for Human Rights.’

CSR Implementation System
KOKUYO Group is strengthening the advancement of the CSR Implementation System to ensure sustainable growth forboth itself and society, while plotting a course of harmony with all other stakeholders.
In order to secure management that is continually and reproducibly transparent, efficient, and appropriate, we haveconstructed the System of Corporate Governance (*1). Furthermore to assure efficient execution of business affairs thatare free from injustice or error, we have constructed and implemented our Internal Control System, which is continuously
improved and enriched.
*1 More information on the System of Corporate Governance can be found here.

We have installed a unified CSR headquarters division and are solidifying the structure of CSR Implementation System of
the entire corporate group. In addition to committees related to Internal Control (Risk Management Committee, Investment
council, Internal Accounting Control Committee, Disclosure Committee, Compliance Committee), we also maintain aCentral Safety and Health Committee, a Diversity Implementation Committee, and an Environmental Committee. Corporate
executive officers of KOKUYO serve as chairmen of these committees, and members selected from several related
departments provide specialized points of view on important CSR issues, in order to systematically promote and strengthen
these CSR measures throughout our entire organization.

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KOKUYO Group CSR Repor t 2012

KOKUYO's CSR Charter
KOKUYO's CSR Charter
Grounded in the founding corporate philosophy of “Being useful to the world through our products”, KOKUYO Group
conducts business that is necessary for society, while remaining profitable and honest in its business practices. In addition
to complying with laws and regulations, we seek to maintain continuity of our business by acquiring the trust of all related
stakeholders, investors, and, of course, our customers by fulfilling our social responsibilities as a corporate citizen.

1. Without being satisfied with the present conditions, we continue to improve the safety and quality of ourentire product line and services.
2. Strive to continually innovate society through our business operations by developing new products andservices.

1. Strive to be a trusted ‘corporate citizen’ on both regional and national levels via proactive interaction andplanning with regional communities, while respecting regional culture and customs and encouraging theiradvancement.

1. Concentrate the wisdom of each or our employees, and align the actions of our entire company in order
to assist in reaching solutions for the common environmental problems facing the world today.
2. By developing Eco Products, we strive to decrease the environmental burden over the life cycle of theseproducts and to introduce new environmental engineering and green procurement techniques.
3. Contribute towards the advancement of a ‘low carbon society’ by proposing revolutionary work styles andenvironments, and decrease society's overall burden on the environment.

1. Conduct transparent, just, and free competition and business transactions while keeping sound andcorrect relations with politicians and governmental bodies.
2. In order to become a trusted company, we strive for business partner relations that are consistently fairand built upon a foundation of reciprocal cooperation, allowing for mutual growth.
3. Recognize our responsibility to increase our corporate value for stockholders, and maintain a corporate
management style that earns the trust of society through its transparency and virtue.

1. Respect the human rights of all individuals involved with or affected by all of our corporate activities. We
support work environments free from discrimination, and do not approve of child labor or forced labor
practices.
2. Strive to accept each and every employee's individual character and personal values, and become acompany where many different human resources can fully express their abilities and develop
themselves.

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KOKUYO Group CSR Repor t 2012

Compliance Implementation
We are focusing our efforts on education activities aimed at compliance in foreign countries.
In addition to our domestic activities, we've begun education initiatives focused on compliance in foreign countries in order
to become a proper business in Asia.
Based on the lessons learned from unfortunate events (*) that have occurred since 2008, KOKUYO Group's Compliance
Initiatives are grounded in the intent and assumption that all employees of KOKUYO group act in compliance with laws andregulations so that KOKUYO may be considered as an upstanding and honest corporate citizen. Since 2009 we haveconducted discussion-type compliance training (CPD), and starting this fiscal year, we will sequentially expand thesetraining initiatives into our overseas locations, starting with China.
* Related Information(described in Japanese):“Apology for Unfair Practices of Employees in Our Consolidated Subsidiary (July 2008)”“Regarding unfair acquisition of quality benchmark evaluations related to free access floor material, and product verification
results” (November 2011)

Continuation of Discussion-Type Training
We have implemented domestic CPD annually since 2009. Using mock cases created on the base of actual workplace
experience, participants are asked to answer a series of questions triggering problem awareness that they can share withother participants. By investigating the causes of scandals and considering possible points of improvement, the purpose of
these events is to increase sensitivity and awareness to prevent the risk of scandals in the future.
In the post-event questionnaire, 100% of participants responded that the training was “meaningful”. One respondent wrote,“By speaking my own mind about these things, as well as being able to hear the experience and opinions of members ofother groups, I was able to come to new realizations. Some aspects of this training will be helpful to my own work in the
future, while other aspects helped me come to new realizations.”
Since our fiscal year 2009 approximately 1600 employees have participated in these events, including about 480 in fiscal
year 2011 alone.

Regular Legal and Intellectual Property Training
In addition to CPD, awareness training to acquire knowledge of intellectual
property and legal affairs has been carried out on a regular basis under the
auspices of our Legal Affairs Department.
By taking up issues relevant to each of our constituent companies, these training
events are devised to raise the level of awareness and understanding of relevant
legislation.
In our fiscal year 2011, KOKUYO S&T and KAUNET conducted training aroundthe following themes.

Training in session

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KOKUYO Group CSR Repor t 2012

Theme1. Study group regarding contracts
KOKUYO S&T

KAUNET

2. Legal and Intellectual Property Considerations forDeveloping Products with Partner Companies
Legal and Intellectual Property Considerations forDeveloping Products with Partner Companies

In fiscal year 2012, KOKUYO S&T, KAUNET, and KOKUYO Furniture will continue conducting training in themes
appropriate to each company such as “foreign trade training” and “intellectual property and legal training”.

Compliance Training in China
From this year onward, we will be particularly focusing on compliance training for our overseas employees.
In order to give all employees a real sense of the damage that lack of compliance awareness can cause to our company,
we describe concrete past examples of such events, and have also introduced the “KOKUYO Hotline” internal reporting
system.
This training has been carried out in China already this year, and we plan to conduct similar awareness training sessions in
Vietnam and India in the future.

Development of the KOKUYO Hotline and New Code of Conduct
Up until recently, the “KOKUYO Group Code of Ethics” was used as a rule that employees should respect. Due to recent
globalization trends , we have updated and appended the contents so that it may also be applied to employees overseas,
and are currently creating a “Code of Conduct” that will be compatible with the local conditions of each country.
To ensure that every employee in the KOKUYO group fully understands these guidelines, we plan to implement a written
pledge that must be understood and signed by each employee.
Up until now, the Hotline was limited only to domestic employees, but we are redeveloping it so that overseas employees
may also consult from abroad.
In order to become a true business presence in Asia and to sustain corporate activities, we are diligently working both
domestically and overseas to ensure that all managerial staff and employees of the KOKUYO Group perform nothing but
honest business practices and upstanding conduct.

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KOKUYO Group CSR Repor t 2012

This time, KAUNET's CPD themes were not based on hypotheticalsituations, but on 4 real-world past situations that held the possibility of
causing scandal for our company.
We thoroughly discussed and shared opinions about the causes of the
problems in each group, how to respond to such problems, andmeasures that may be put in place to prevent recurrences. By sharing
and reaffirming past incidents with all company employees, a checklist is
created in each individual's mind, moving their awareness beyond thesurface of daily business routine, and creating habits of checking evenminor interactions with suppliers and other employees. It's clear that this

Hiroshi Nakano,
KAUNET Co., Ltd.
Director

new awareness will make it harder for the seeds of misconduct to takeroot.

Personally, since finishing the CPD training I've become able to shift
from “deep consideration” about emerging problems to immediate
action. Specifically, the act of gathering many opinions in the initial stageof problem solving, and using those opinions to plot out a goal issomething I'm always keeping in mind. Also I've become able to quickly
determine when I've reached my individual limit, and therefore can moveto involve others in a project sooner than before. I'm sure there areothers around me who have this same awareness, and I feel that, as aresult of this CPD, people share more information and experience within
a single department and that the speed of problem solving has

Takaaki Oe,
KOKUYO Furniture Co., Ltd.
Strategy Division

increased. Since finishing the CPD in December 2011, we began
conducting round-table discussions, including all members of the Development Department. This has enabled
us to speak frankly about discontent, uneasiness, and questions that would otherwise go unnoticed, andarrange systems designed to resolve them. From now on we will continue proactively utilizing these roundtable discussions to share ideas to turn minuses into plusses. I believe this will ultimately lead to thedevelopment of superior products.

18

KOKUYO Group CSR Repor t 2012SRI Assessment and Our Responsibility to Shareholders
We recognize our responsibility to increase corporate value for our shareholders and investors. We strive to disclose
accurate and timely information, as well as maintain transparent and sound corporate management practices.

Improving Managerial Operations Transparenc
1) IR Activities
We explain our financial situation through explanatory meetings of account closings and individual visits twice a year. It is
our intent to regularly and fairly disclose information relevant to investment decisions to all institutional investors andfinancial analysts.

2) Information Disclosure
We disclose information in accordance with regulations set out in each stock
exchange, such as “Rules on Timely Disclosure of Corporate Information of Listed
Securities of the Issuer” (referred to below as “Timely Disclosure Rules”).
Additionally, even if certain information does not fall under the guidelines of Timely
Disclosure Rules, and if we consider the information to be useful to investors, ourbasic policy is to take appropriate assertive action to quickly disclose suchinformation on our corporate homepage.
In December 2011, we upgraded our websites intended for our investor andshareholder audience. In addition to increasing usability, we also added over 20

Announcement of Consolidated
Financial Results for the Fiscal Year

years of Asset Securities Reports and financial highlight information. In the future

ended December 31,2012 at KOKUYO

we plan to further improve our websites to be easier to understand and use.

Tokyo Showroom.

* Related Information: “IR News”

Shares Distribution

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KOKUYO Group CSR Repor t 2012

Shareholder and Equity Situation
As of December 2011 the total number of shares authorized is 128,742,463, with a total of 398,000,000 issuable shares.
The total number of shareholders is 37,423.

Dividend Policy and Achievements
With an aim to further shareholder-oriented management, and taking into account prior stable dividends and consolidated
financial results, we have implemented a dividend with a prospective payout ratio of 20% or more. Annual dividends havemaintained 15JPY per share for more than 10 years (excluding commemorative dividends and 9 month balance sheets),and even in 2011, annual dividends were 15JPY per share (midterm 7.5JPY, end-term 7.5JPY). Retained earnings will be
used to further strengthen our managerial constitution, and to bring investment funds for the enhancement of our corporate
value.

SRI Index Adoption Status
Socially Responsible Investment (SRI) has primarily expanded in United States and Europe. The SRI Index is a stock index
that consists only of companies that meet certain CSR standards such as environmentally sensitive business practices,civil rights and employment practices, and corporate governance. Currently KOKUYO Group has been awarded titles of“FTSE4Good”(1), “ETHIBEL Pioneer”(2), and “ETHIBEL Excellence”.
*1 From FTSE (a joint venture of the Financial Times and London Stock Exchange)*2 From Ethibel, a non-profit organization based in Belgium

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KOKUYO Group CSR Repor t 2012

The “Madre” lobby chair, designed for local government officecounter services
The “Madre” won Germany's Universal Design Award for 2012
“Universal Design Award” is an international universal design prize bycosponsorship with a German universal design promotion organization (universal
design GmbH) and the organization of iF design award (iF International Forum
Design GmbH).
All the entries submitted to the universal design award are closely and criticallyexamined and tested by a jury of experts as well as by a consumer jury. The
evaluation criteria for the entries are broad and flexible usability, easy and intuitive
operation, safety and error tolerance, intercultural character and economy.
Related information: Universal Design Award

This is a chair to which a great deal more care and consideration has been given, with user
experience our primary concern.
In November 2011, we launched our “Madre” lobby chair, designed for the kind ofcounter services set up in the waiting areas of small local government offices.
By focusing our attention on the target space, and designing the product withconsideration for changes in the way the user moves and feels, our aim was tocreate a lobby chair designed specifically for counter services that an even wider
cross-section of the public could comfortably use.
Related information(described in Japanese): Product press release
The “Madre” lobby chair, for local
government counter services

Proposal made to local government offices
Taking advantage of the merging of municipalities from 1989 onwards, KOKUYO Furniture has been involved in themaintenance of office environments surrounding the service counters found in many local government offices, and has built
up a wealth of achievements and improvement know-how in the intervening years. In particular, the waiting areas in local
government office buildings are visited by a very varied cross-section of the public, and are spaces in which local
governments have a great deal of interest. When one considers changes in society such as the increased numbers ofelderly people and the progress made by those with disabilities, it's clear there is a need for spaces which can be used witha greater degree of safety and comfort than has hitherto been the case. However, at that time KOKUYO Furniture was notable to offer specialized proposals to deal with those needs. This was our starting point for developing a lobby chair forservice counters – one that we envisioned being used by a wide variety of users.

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KOKUYO Group CSR Repor t 2012

Views exchanged at a user participation workshop
In the development process, it was very important for us to pay the utmost attention
to the views expressed by those who would use the product. If one has been
involved in the development of furniture for many years, what inevitably happens isthat fixed ideas and manufacturing-based limitations form in one's mind, and then it
becomes much harder to visualize the actual difficulties faced by users.
Furthermore, online surveys and so forth only yield information about actual
problems that customers have faced, and this is insufficient to create the kind of
products that go beyond customers' expectations. This is why we decided to try
holding the user participation workshops.

A scene from a user participation
workshop

The workshops were attended by various disabled people – wheelchair users,
those with tetraplegia (paralysis of all four limbs), and the visually impaired – and we carried out some checks to find the
aspects of existing products that are difficult to use, as well as aspects of prototype products that could be improved upon.
Limited in terms of their movement and muscular strength, the participants were acutely aware of a particular product being
difficult to use, and their participation was extremely important in the way they alerted us to the kind of detailed points thatmembers of the development team would fail to notice, as well as telling us about viewpoints that just wouldn't haveoccurred to us. In the course of our conversations with the disabled participants, we were also able to find out about thekind of psychological stress they feel, such as people having to be considerate towards them and they towards others,
feeling flustered, and feeling uncomfortable in a certain place. Since the difficulties they face are also shared by many otherpeople, we were able to come away with some key ideas that would translate into product commercialization.

Creating spaces for visitors to government offices
For example, it would seem that the main problem wheelchair users experience in government offices is finding a goodplace to wait. They told us that if they wait alongside lobby chairs, they block the aisle and get in the way of other users, but
if they go to the back and wait there, the time taken for them to move when they're called means that they end up making
other users wait. We were very much taken aback by what we heard, as we had never realized that they have such a
struggle to find somewhere to wait. This prompted us to broaden our horizons, in the sense that we decided to find asolution to the problem of ease of use through the overall layout of the waiting area, rather than through individual products
alone.
We made use of the realizations we had come to by creating a layout with a pitted surface that would allow wheelchairusers to easily find somewhere to wait, and then arranging variations that allowed such layouts to be put together. When
we actually lined up the prototypes and tried testing them out, we found that they worked effectively not only for wheelchairusers, but also when using baby buggies, shopping trolleys used by the elderly, and various kinds of bags and suitcases.

Our aim to create a space that can be used without the need for undue consideration to eachother by an even wider cross-section of people
Through doing the workshops, we were struck once again by the realization that even though the product we are providing
is just a simple lobby chair, it's important to be aware of the psychological dimension of large numbers of people visitingthat space being able to do so in a way that's pleasant and comfortable.
Although such workshops are one way to get feedback from customers, we feel there's a need to continue devoting the sortof effort we put into “Madre” to many other furniture items and types of space. We are now entering a period where, overthe next few years, many local government buildings across the country will be rebuilt. It is precisely because thesebuildings will be used for many decades to come that KOKUYO will provide spaces that can be easily used by an evenwider cross-section of people.

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KOKUYO Group CSR Repor t 2012

In preparation for the change of city status to “government-ordinancedesignated city” on 1 April 2012, the city of Kumamoto in Kumamoto
Prefecture looked into the construction of new ward offices in fivelocations across the city. With its enthusiasm for ‘Universal Design'
bringing it nationwide fame, Kumamoto City was extremely interested in
our proposal for the Madre chair, with particular interest shown in thedevelopment process behind it. They appreciated the explanation givenby the sales representative who took part in the workshops, the way wearrived at universal problems from the difficulties faced by disabledusers, and the way we also looked at the psychological burden, throughTaka KatoKOKUYO Furniture Co.,Ltd.
TCM Value Unit

our conversations with those users.

An example of the product delivered
to the Nishi-ku Ward Office inKumamoto City

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KOKUYO Group CSR Repor t 2012

The ever-evolving Campus Notebooks
The ever-evolving Campus Notebooks. 36 years of pushing boundaries
First launched in 1975, these notebooks have become a favorite with everyone
and total sales of the series have topped 2.4 billion. Since they first went on sale
all those years ago, we have continuously sought to produce the kind of Campus
Notebook that is best suited to the times and its generation. In 2011, we gave theNotebooks a complete makeover, including the design of the logo.

The new Campus Notebook

Campus Notebooks continue to evolve, carried forward by ideas from users and feedback about
how they're used
There are only three parts that make up a notebook – the cover, the inside pages,
and the cloth of the spine. From just those three parts, a mere six elements of value
are created and these are: the binding, the quality of the materials, the ruled lines,
the size, the design, and the price. KOKUYO has continued to insist on these threeparts and six elements of value being absolutely right.
With the first generation of Notebooks it produced, the company was in total pursuitof quality, focusing on such aspects as strength and creating a pleasant writing
experience. With the second generation (which first appeared in 1983), while still
maintaining the quality of the original product, the focus was on the role played by
the cover, with particular attention paid to its design. This featured ruled lines, sothat it was clear what sort of notebook it was without having to look at the pages
within. The third generation of Notebooks (1991) saw the company strive fororiginality of design, with the logo placed vertically on the cover, whereas with thefourth generation (2000), despite the continued falling price of notebooks, thecompany carried out a thorough review of its materials and boldly sought to create
added value, such as developing a new cloth that was resistant to tearing.
Of course, the driving force behind these developments was the feedback from the customers who buy and use our
products on a regular basis. From children right through to adults, Campus Notebooks are a close companion for ourvalued customers in all kinds of different situations, from study to the workplace. Thanks to our customers sharing theirthoughts with us and telling us how they use our Notebooks, our product continues to evolve, and we firmly believe that
surpassing our customers' expectations is the KOKUYO mission.
Related information(described in Japanese): User's view 01“Don't stop the evolution of your notebooks”
Campus Notebooks continue to evolve, becoming a means to stimulate everyone's intelligence.

No concessions over many points, in the 5th generation of Campus Notebooks
The current 5th generation of Campus Notebooks has further evolved from conventional notebooks.

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KOKUYO Group CSR Repor t 2012

Attention to detail – Part 1
We've made absolutely sure that the cloth of the spine will be easy to write on.
We've treated the cloth of the spine so that it will be easy to write on with a writing instrument such as a ballpoint pen.
We've used pale colors so that writing on the cloth of the spine will stand out clearly.

Attention to detail – Part 2
We've made absolutely sure that lines on the inside pages are easy to draw.
In addition to the existing marks in the center and far left-hand side of the upper guideline, we've added a triangularmark on the far right-hand side, so that it's easy to draw vertical lines.
We've also added marks on the ruled lines in the main part of the page, so that even with short rulers lines can be
drawn. And to make it easy to count the number of lines when drawing horizontal lines, we've enlarged the marks thatappear on every fifth line.

Attention to detail – Part 3
We've made absolutely sure that the inside pages are environmentally friendly
KOKUYO selects the optimum materials for each part of the Notebook where they will be used. For example, for theinside pages priority is given to ‘writeability’, and paper from certified forests is used, whereas for the cover, recyclability
is the priority, and we've opted to use cardboard made from a used paper/pulp compound. Furthermore, we have
reduced the volume of pulp used from 75g/m2 to 70g/m2, while still ensuring that the paper is as pleasant to write on
as before. (§ figures given are those for semi-B5-size paper)

By being attentive to customers' needs and responding to them, such as
the introduction, over the last few years, of ruled lines with dots along
them, and Notebooks specially made to have handouts stuck into theirpages, sales of Campus Notebooks have risen steadily every year.
Given that situation, this makeover that we have done has been a hugechallenge, but every member of the team tackled it with a strong feelingthat can be summed up thus: “the current product isn't perfect. Let's deal
with any underlying dissatisfaction users have, and produce a notebook
that goes one step beyond what our customers would like.”
The two areas to which we paid particular attention were not

KOKUYO S&T Co.,Ltd.
Paper Stationery Value Unit:(front row, from left) Yuko Tanaka,
Tamiko Ema, Kei Yamada; (back row,compromising our product quality in any way, and for customers whofrom left) Satoko Murakami, Junko

currently use our Notebooks to feel that that they had improved, but

Miyanishi, Rie Ii, Shinobu Kinugawa

without any sense there was something strange or different about using
them. Because we felt there was a need to respond to environmental concerns on this project, we worked
hard to develop a new base paper with a reduced pulp volume. However, despite this change, we have still
managed to maintain our existing product quality, in such aspects as how it feels to write on the paper, how it
feels to the touch, the way writing doesn't show through on the other side of the page, and the lack of ink
smudging or blurring. In addition, although it was a big risk to change the Campus logo, which acts as the“face” of the Campus Notebooks, in order to create a logo which would evoke the new “Smart & Positive”
concept, we came together day after day and compared different logos, refining the shape little by little until
we finally switched over to the new logo, marking the first change in its design for 28 years. However muchprogress is made in the world of IT, it is our view that the process of writing marks the starting point for people
to create things, and notebooks are more than just mere items of stationery. In order that our Notebooks
become a means to stimulate people's intelligence, we shall continue to focus our attention on our productbeing easy to use, and push the boundaries of the notebook in the years ahead.

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KOKUYO Group CSR Repor t 2012

KOKUYO S&T's quality assurance philosophy
Adapting to the local area – devising the optimum quality criteria for each country and region
In order to boost the proportion of sales made in overseas markets, we're changing our philosophy in terms of quality
criteria in our product production process, from a standard “one size fits all” approach, to one in which we adapt to the local
area. In each country and region, there are differences in culture and values, in economic conditions, such as the percapita GDP, as well as differences in environment and conditions which have a bearing on quality criteria, such as
variations in the legal system relating to quality and the environment. While giving top priority to ensuring safety for ourcustomers, KOKUYO is devising the optimum quality criteria that are supported by customers, based on the characteristics
of each separate country and region.

Implementing factory-floor diagnoses (quality audits) to continuously maintain and improve
quality
In order to continuously maintain and improve the quality of over 10,000 existingproduct items, as well as a steady stream of new products being created,
KOKUYO is carrying out factory-floor diagnoses (quality audits) at both its
domestic and overseas plants. By diagnosing the systems that are in place ateach individual plant, then clarifying their strengths and weaknesses, we areworking hard to bring about an improvement that carries with it the twin goals of
increased productivity and quality. Furthermore, determining each plant's
capability in terms of quality will also be useful for devising the optimum production
strategy to follow as a whole.

Efforts to improve quality
1) Strengthening quality assurance systems
In addition to restructuring quality assurance systems and strengthening governance, such as internal audit functions,
KOKUYO has carried out a review of its manufacturing systems, by closely examining the content of its quality assurance
operations, for example. This applies to subcontract plants as well, where thorough checks are carried out not only withregard to costs and delivery dates, but also in terms of product quality.

2) Full-scale introduction of quality costs
Dividing investment and expenditure related to quality activities into the three categories of prevention, assessment andfailure, quality costs are a concept that make up part of the indicators used to implement quality-related measures. Startingfrom fiscal 2010, we have fully introduced “failure costs.” Defective goods that have leaked on to the market, as well as
customer complaints, are quantified not by the number of instances, but in terms of the financial amount of losses
sustained. By determining this amount, the company is increasing the degree of attention paid to quality while also
clarifying the importance of complaints, all of which efforts lead to an overall improvement. Results are analyzed for eachplant, quality capabilities are objectively compared, and efforts are made to set priorities for improvements in quality.

26

KOKUYO Group CSR Repor t 20123) Introduction of product risk analysis using the R-map method
In order to prevent product accidents, we have begun to use product risk analysis using the R-map method, which comesfrom reliability engineering and is recommended by the Ministry of Economy, Trade and Industry. An R-map (‘R’ stands for‘risk’) uses a matrix,“with “frequency of occurrence” along the y-axis, and “degree of harm” along the x-axis, and is amethod of displaying how large a particular risk is. Such R-maps are beneficial for drawing up product safety design
specifications, as well as for prior and after-the-fact safety assessments, and it is gradually becoming known to everyone in
KOKUYO without exception that we are implementing this philosophy in our process of product creation andmanufacturing.

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KOKUYO Group CSR Repor t 2012

KOKUYO Furniture's quality assurance philosophy
In order to move forward with the development and procurement of products which gain the trust of consumers and withwhich they're satisfied, KOKUYO Furniture is busy carrying out various quality assurance activities based on ISO9001. The
company is moving forward with the continuous improvement of quality assurance systems created from the customer's
viewpoint, as well as developing and improving efforts to ensure that those customers use our products safely.

Continuously moving forward with activities to improve quality
In the furniture business, the Group works together closely on quality assurance activities, from the marketing of products
to after-sales service, with views and requests from customers being fed back into each of those various activities.
Furthermore, in order to achieve continuous improvements in quality, regular meetings concerning the quality of delivered
and manufactured products are held weekly and monthly, involving creation/manufacturing divisions, and staff from acrossdifferent divisions at plants. In addition, the company is working hard to increase awareness of information sharing andquality, and coming up with business solutions.

For our customers to be able to use our products with peace of mind
In the development process that goes into new products, related divisions come together from the planning and design
stages onwards, and there are many discussions and assessments with regard to the safety of the product, including its
usability. When it comes to the production stage, in addition to conforming to JIS and industry standards, we carry out very
rigorous inspections based on in-house standards of an even higher level.

Responding to accidents
In the very rare event of a product accident occurring, the relevant divisions work together and respond swiftly. In the eventof a serious accident, a report is made to management and the risk compliance committee, and in addition to swiftly taking
appropriate measures, a report is made to the relevant government ministries, announcements are made online and to
media such as newspapers, and efforts are made to prevent the scale of the accident growing any larger. In addition, thecompany gets peer groups involved through the implementation of corrective measures, and works hard to prevent thesame kind of accident happening again.

28

KOKUYO Group CSR Repor t 2012

Improvement of announcements concerning product safety and quality
At KOKUYO Furniture, we use our company website to make announcements tocustomers about product safety and quality. Depending on its content, theannouncement is then posted on the most appropriate page from one of the 4categories below. （Described in Japanese）
1. Important announcements concerning product safety
2. Important announcements concerning problems with product quality

An important announcement concerning

3. Announcements to ensure products are used safely and correctly

product safety and quality on the

4. Other kinds of announcements concerning product safety and quality

KOKUYO Furniture website

Efforts toward total quality improvement, covering the whole process up to delivery
In order to deliver the sort of satisfaction that goes beyond the expectations of thecustomers who buy our furniture, KOKUYO is working hard to achieve themaximum improvement in quality at each stage of the process, from manufacture
through to delivery and installation. For example, we have set up a system of inhouse qualifications to give guidance to drivers and other delivery staff, whose
work brings them into contact with customers. As well as increasing the numbersof those with such certification, “national delivery quality contests” involving
delivery staff are held jointly with our partner companies to whom delivery is
outsourced. With these and other activities, KOKUYO are aiming for a standard of

A scene from one of our nationaldelivery quality contests

delivery that impresses, and are actively implementing activities to raiseawareness among our employees.

29

KOKUYO Group CSR Repor t 2012

A further broadening of the operational scope of ISO9001
In 2010, KOKUYO extended the registered scope of the ISO9001 international standard of quality management systems tofurniture items for public facilities involving construction, such as stadium seats and museum display cases.
And in June 2012, KOKUYO plans to obtain certification for building material products,such as room partitions as well.
By applying this management system-derived PDCA to items besides office furniture, the company is redeveloping its
processes and systems as well as standardizing tools, and is also streamlining its management in terms of its quality
assurance activities overall.
With an eye to further sales expansion in its overseas markets, KOKUYO is also moving forward with improving its global
quality, and in each country is in search of quality that is supported.

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KOKUYO Group CSR Repor t 2012

Responding to and supporting our customers
Our aim to improve customer satisfaction
We make absolutely sure that customer enquiries are dealt with honesty and politely. In addition, comments that we
receive from customers are shared across all companies in the Group as valuable feedback to improve KOKUYO's
products and services.

Accurate, prompt, kind and polite – these are our watchwords
We have set up a customer call center as a common point of contact across the KOKUYO Group, in order to respond toenquiries, suggestions and requests from customers, and to ensure their satisfaction with our products and services. We
received a total of 131,023 enquiries in fiscal 2011, out of which nearly 90% were telephone enquiries made to our toll-free
helpline. When a call from a customer first comes into the customer call center, an agent answers the call and offers theprimary response, while the secondary response is dealt with by a supervisor, who has specialist knowledge of the productin question. In order to respond to customers with “accurate, prompt, kind and polite” as our watchwords, the company
organizes study meetings to increase knowledge of our products, and is also working towards creating a comprehensive
database of product information.

A training experience for employees in which they hear customer feedback for themselves anddraw on it in their daily work
The company also provides “customer call center on-site training” for KOKUYO Group employees, in which new recruits, or
employees who don't usually have the chance to interact with customers, hear the real voices of customers. Thosevaluable voices and opinions are then taken back to the factory floor.

The customer call center

In-house training being given

Reflecting the views of customers
In order to share the valuable information and views from customers that come into the call center with all employees in the
KOKUYO Group, those customer views are made available on our intranet. Furthermore, the content of the enquiries is
added to our database and analyzed, as well as being fed back to the Development Division. These efforts, in addition to
improving product performance and the information we display on packaging, all constitute the concrete improvements weare making.

31

KOKUYO Group CSR Repor t 2012

32

KOKUYO Group CSR Repor t 2012

Mechanisms that make the most of customer feedback
Our “Voice clip” initiative
By always sharing customers' refreshingly honest feedback with employees across the KOKUYO Group, we strive toalways heed those voices, and to foster a climate in which that feedback leads to the creation of new products andservices.
In order to share feedback from customers with all the companies in the Group, once personal data has been removed,
their comments are made available to all Group employees through an intranet called “Voice Clip.” Every week, Voice Clip
gives employees the chance to hear raw feedback from customers, from angry ones to those delighted with us, and thesystem also features a section which brings together enquiries about new products. Furthermore, from fiscal 2011 we havemade the system even more comprehensive, so that not only does it contain feedback from calls made to our Customer
Call Center, but also customer comments on Twitter and blogs, as well as recording feedback from customer surveys wehave implemented through products and campaigns.
In the KOKUYO Group, all the feedback we receive from customers (excluding personal data) is gathered together in what
we call our “Voice DB”, which allows all company employees in the Group to freely carry out database searches wheneverthey need to, based on what they're looking for.
Furthermore, in order to provide Group companies with information that can be used in products and services, at theCustomer Call Center we actively listen to what our customers tell us and make a record of it. Aside from the Voice Clip
system, staff from the Customer Call Center and each business company regularly sit down together (at proposal
meetings) to share information, and strive to come up with improvements to specific products, services and catalogs. 89
such improvements were implemented in fiscal 2011.

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KOKUYO Group CSR Repor t 2012

Personnel Management Program
KOKUYO Group sees employees as its most important resource. We strive to create an environment where each
employee's potential can be fully realized.

Personnel management program and evaluation system
We provide employees with a clear explanation of their duties and roles. At the same time, we base decisions on
promotion, demotion, etc. and compensation on a fair evaluation of each employee's competencies and performance. The
competencies and roles of management-grade employees in particular were redefined in 2011, at which time we also
undertook a review of their promotion and compensation. In all KOKUYO Group Companies, any employee, regardless ofage, who aspires to be promoted is eligible to be evaluated for promotion, even to managerial positions.

Toward a corporate culture which “is strict on quality while welcoming challenge”
To nurture employees who are really ready for the challenge of being a Global company, we are transforming our corporate
culture and striving to be strict on the pursuit of quality while welcoming challenge.
As we increase the opportunities for each employee to meet challenge at the workplace, KOKUYO at the same time
actively supports employees as they face challenge. And, for people who make efforts and want to seize opportunities, we
provide a variety of options for them to choose from. Through each of these challenges we aim at continuously fostering avigorous and dynamic organization.

Career Development Support
Since 2006 we have been operating an “internal transfer marketplace” to facilitate employee transfer between KOKUYOGroup Companies. While promoting the optimal use of fundamental knowledge of our industry, product knowledge, and thebasic skills that allow KOKUYO Group to function, the internal transfer marketplace also increases the availability ofopportunities for employees in search of new horizons.
In addition, to support continuing employment after retirement, we have implemented a “continuing employment system forseniors” for employees who wish to be re-employed after reaching the mandatory retirement age and a “second career
support system” for early retirees. Also, since fiscal 2011 we have been providing employees at the 30-, 40-, and 50-year
age points with individualized career enhancement training.

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KOKUYO Group CSR Repor t 2012

Employee training programme
KOKUYO works to train its personnel with the aim of being a company in which everyone from new recruits to the top
management learns consistently and continues to evolve.

Training system
The KOKUYO Group considers its employees as the base of its business and focuses on assisting them so that each andevery one of them reaches his/her peak efficiency.
The company's training system comprises not only mandatory trainings but also selective corporate trainings and optional
trainings. The mandatory trainings are the same in the entire Group and start with trainings for new recruits, continuing withtrainings by age and experience, as well as trainings by position.
Starting in 2012, the training system is expanding to include senior management trainings, group leader workshops, andcarrier trainings by generation, as KOKUYO aims “to train its personnel”, “to reinforce its executive management”, and “toincrease employee conversion flexibility”.
Also, trainings on different industries are offered as part of the selective corporate trainings to allow employees to acquire
knowledge essential for work while encouraging exchange with personnel from other industries. Moreover, tutorials areoffered for employees who are in charge of the intermediate practical training and the training guidance of young
employees from the first to the third year in the company. On top of all these trainings, optional trainings are available for
employees who want to improve their skills and knowledge in a certain field. KOKUYO thus offers an educational andtraining system which actively supports employees who have the desire to learn.

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KOKUYO Group CSR Repor t 2012

Aiming at fully-fledged employees within three years from joining the company throughtrainings for young employees
A training programme for young employees has been implemented since 2005 to train young recruits to immediately beeffective professionals. In combination with a one-month introductory training, regular follow-ups, and a support programme
under the form of follow-up interviews, a tutoring system is implemented through which senior employees occupying
various posts in various divisions hold practical instructions and training programmes for the first three years.

36

KOKUYO Group CSR Repor t 2012

Philosophy and initiatives regarding diversity promotion
At KOKUYO Group, “diversity” is understood to be “the recognition of the diverse circumstances and values of ouremployees and the creation of an environment in which a variety of work styles may be successful so that each employee
can fully demonstrate their inherent capabilities”. KOKUYO Group believes that all employees should be involved in avariety of ways in the challenges of business management and work to tackle these challenges with the Group as a whole.

The four basic themes of diversity promotion
System Development and penetration
Creation of systems that enable flexible work styles
Penetration of various systems within the company
Sharing the significance of the initiatives regarding diversity
Sharing the significance of creating an environment that is easy to work in
Sharing the significance of creating an environment in which employees make the most of their capabilities
Work - life - balance Implementation
Creation of an environment in which work and personal life can coexist
Implementing highly productive work styles
Support for diverse human resources
Harnessing diverse human resources, irrespective of nationality, race, sex, age, religion and school background.
Promoting the success of women in the workplace* Data from KOKUYO Co., Ltd., KOKUYO S&T Co., Ltd., KOKUYO Furniture Co., Ltd., KOKUYO Engineering & Technology Co., Ltd., KOKUYOBusiness Service Co., Ltd., KAUNET Co., Ltd.
* As of December 31, 2011

Toward global personnel utilisation
Regardless of nationality, race, sex, age, religion, or education, KOKUYO has been aggressively promoting theemployment of a merit system, with non-Japanese forming approximately 20% of the new recruits in 2012(*). The numberof foreign employees has been growing gradually every year in the entire Group, and in the future, KOKUYO will continue
to work to create new frameworks in order to achieve true diversity.
* Population parameters are shown in relation to the total number of new recruits taken on by the Group's consolidated business corporations

37

KOKUYO Group CSR Repor t 2012

Employment initiatives for people with disabilities
The KOKUYO Group has been making serious efforts to employ people with disabilities since around 1940, more than 70
years ago.
In recent years, KOKUYO K Heart Co., Ltd., established in 2004, and Heartland Co., Ltd., established in 2007, have beencertified as special subsidiary companies(*) and promote employment for people with disabilities.
* In Japan, according to the Act on Employment Promotion etc. of Persons with Disabilities (Disabled People Employment Promotion Law),owners of private companies with at least 56 employees have the obligation to employ people with disabilities in a number that corresponds to atleast 1.8% of the total number of employees. However, depending on the type of business, people with disabilities may not be able to perform alltasks, and facilities for people with disabilities are not always available. Therefore, a system for special subsidiary companies has been
established to allow including the number of employees with disabilities in subsidiaries which give consideration to these employees in thenumber of employees of new companies. “Special subsidiary companies” are subsidiaries that meet the requirements for this system and whichhave been certified by the Ministry of Health, Labour and Welfare.

KOKUYO K Heart Co., Ltd.
KOKUYO K Heart Co., Ltd. centres on employees who have physical disabilities
such as hearing disorders and mainly offers printing services, but it has lately
started to offer various other services with a focus on those used by the Group,
such as quality inspections, store display models assembly, direct mailing
operations, and reception for broken products.
Since it was established in 2004, KOKUYO K Heart has successfully operated
without any incidents or accidents. On May 27, 2011, the company wascommended by the Osaka Labour Bureau for 2700 days of work without
accidents.
Also, for employees who have trouble commuting due to their disabilities, aMr. Hidehiko Kuroda, president oftelework(*) system has been introduced. The results of this system werefrom Mr. Tanooka, Head of the Osaka

recognised with company receiving the Telework Promotion Award in 2009.

Labour Bureau for the achievement of* “Telework” means using a telecommunication network to work in places other than an office.

2700 days of work without accidents.

KOKUYO K Heart, accepting the award

The award

Heartland Co., Ltd.,Starting from the belief that agriculture is an optimal solution for people with mental
and intellectual disabilities to play a central role in and to work, Heartland Inc. wasset up in 2007 as a company which produces and sells vegetables.
Heartland mainly produces spinach for use in salads, which is grown ingreenhouses, so it has the advantage of being able to harvest all year long, with norelation to seasonal or weather conditions. Even if it rains, even on cold winterdays, employees with disabilities are provided with a place to work.
In 2009, the company received the Osaka Prefecture Heartful Company Award inappreciation of its focus on agriculture as a way of expanding the occupational field

Heartland employees

for people with disabilities and of its high percentage of employees with mental andintellectual disabilities.

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KOKUYO Group CSR Repor t 2012

Automatic packaging machine

Employee at work

Employee at work

The current percentage of employees with disabilities within KOKUYO GroupAs of December 31, 2011, the percentage of employees with disabilities within KOKUYO group is 2.41%. Although the
1.8% legal employment rate has been achieved, the Group continues to work to promote the employment of people withdisabilities so as to provide a workplace for more and more members of this community.

39

KOKUYO Group CSR Repor t 2012

Promotion of Human Rights Awareness Activities
Promotion of Human Rights Awareness Activities
The Kokuyo Group strives to enhance human rights awareness by conducting
human rights training at each level of the company. These training sessions provide
education on the importance of respecting human rights, corporate social
responsibility (CSR) and compliance, with the aim of realizing a Company andsociety free of discrimination. In addition, the Group has established the Kokuyo
Hotline as a system that provides employees with a window for reporting job
harassment incidents and freely seeking counseling on human relations in theworkplace.

A scene from human awareness training

Furthermore, Kokuyo has dispatched lecturers to workshops to speak on the topic
of “Kokuyo Group's Stance on the Employment of People with Disabilities,” and“The Kokuyo Group's Diversity and Inclusion Initiatives,” in an effort to introduce the Group's human rights activities andcollaborate closely with local communities on raising awareness.
In fiscal 2011, human rights awareness activities the Group conducted internally included a training session for new recruits
entitled “Human Rights for Invigorating the Company and Our Daily Lives,” as well as the continuation from fiscal 2010 oftraining sessions among veteran and newly appointed managers and supervisors for preventing sexual and power
harassment and promoting a harassment free work environment. In conjunction, the Company also held training sessions
and seminars for managers on topics ranging from maintaining mental health to the promotion of a management policy ofdiversity and inclusion.
While these activities were conducted within Japan, the employees comprising the Kokuyo Group have diversified witheach passing year and the ratio of non-Japanese employees is rising. A key issue and target for the Group going forward
will be the creation of a corporate culture in which people of diverse backgrounds can work together without regard tonationality, race, gender, religion or any other division to strengthen the organization, while mutually respecting the different
values of one another.

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KOKUYO Group CSR Repor t 2012

Safety and Health Activities Abroad
Safety and Health Activities Abroad
Activities aimed at increasing each employee's safety and health awareness are promoted and carried out constantly ateach of the plants at KOKUYO Group's overseas manufacturing bases so as to maintain and ensure safety and health.
Focusing on on-the-job training for safety and health education, awareness regarding the importance of the 5 Ss
(adjustment (JP: seiri), arrangement (JP: seiton), freshness (JP: seiketsu), cleaning (JP: seiso), and discipline (JP:shitsuke)) is thoroughly instilled during everyday operations. We are working hard to create a safer and more comfortableworkplace, instilling the habit of looking carefully at the workplace through activities such as regular safety and healthcommittees and workplace patrolling, and sharing and checking problems to help discover solutions.
Various other actions have been taken, such as gatherings for workplace members to discuss safety, events to increaseawareness, company-wide safety initiatives, and having individual employees recall situation in which they were afraid or
surprised in order to curb dangerous behaviour.
Also, KOKUYO gives its employees the opportunity to thoroughly check their physical condition by themselves throughregular physical examinations.
Mutual communication is essential for guaranteeing and maintaining safety and health in overseas manufacturing bases.
Depending on the plant, employees of various ethnic backgrounds work together. Above all, creating a work environment inwhich employees can bring up incidents they felt were dangerous or inappropriate and discuss them freely helps eliminate
dangers before they can cause a problem. KOKUYO will continue its safety and health communication activities.

41

KOKUYO Group CSR Repor t 2012

Painting competition, in India
A certified entry in the Guinness World Records
The “All India Camel Colour Contest” for children, organized by KOKUYO Camlin Ltd., has been certified by Guinness
World Records as the largest art competition in the world.
With 6,601 schools taking part in the competition, and a total of 4,850,271 entrants submitting artwork, this certification isdue to recognition of the huge and rarely seen scale of the event.

A competition with a 38-year-long unbroken history
Within the framework of school education in India and with the aim of raisingawareness of artistic activities and of art itself, the All India Camel Colour Contest
has been held continuously for 38 years, and has become a very important event
for Indian schools and schoolchildren.

Children working on their artwork at
schoolThe certificate from Guinness World
Records

KOKUYO Camlin's efforts to promote artistic activities
The competition is aimed at a very broad cross-section of children, ranging frompre-elementary school age to Year 10 (equivalent to junior high in Japan), withentry categories divided into 5 groups – one for each school year. The paintings
that are chosen for each award are displayed in an exhibition that goes on tour
around India's major cities.
In addition to this painting competition, KOKUYO Camlin actively promotes otherartistic activities in India. The Camel Art Foundation, established in 1997, carriesout various activities, such as the annual holding of an exhibition which showcases
the work of young artists, the most gifted of whom are invited to go on a tour ofEurope.

A booklet which reports the final resultsof the competition

42

KOKUYO Group CSR Repor t 2012

Guinness World Record certification leads to further expansion and development2012 is a special milestone year for KOKUYO Camlin Ltd., as it marks 50 years since it made its first foray into art supplies
such as crayons and paints, which make up its core range of products. The company will continue to focus its efforts on thepainting contest, which has a new level of excitement about it thanks to its Guinness World Record achievement, and onother activities that promote art.

43

KOKUYO Group CSR Repor t 2012

Grassroots support activities, in China
Notebooks for children in deprived regions
KOKUYO is donating notebooks to disadvantaged regions of China, in the educational research field of the Grassroots
Human Security Grant Aid system (hereinafter “grassroots grant aid”), sponsored by Japan's Ministry of Foreign Affairs.
These grassroots grant aid activities are a system introduced in 1989 to respond to the diverse needs of developing
countries, and KOKUYO has been involved in them since 2007.

The current situation in China
A village with no school, deep in the mountains, of the kind we often see on our TV screens. There are still many such
villages in today's China. Children live in school boarding houses, and only at weekends do they make the long journeyback to their family homes – journeys that can take several hours. They enjoy spending the weekend with their family, andthen it's another few hours on the road back to the school boarding house.
Such children are the lucky ones – family circumstances mean that some children can't leave the family home, which inturn means they're not able to attend school.

Participation in Grassroots Grant Aid
Activities that create the opportunities and environment for children in such regions
to study equally make up this grassroots grant aid (educational research field),presided over by the Ministry of Foreign Affairs. Thanks to grant aid from a large
number of participating companies, school buildings are built and school supplies
are provided, along with locations and equipment that allow children to receive an
education – children who until now have not been able to study properly due tovarious circumstances.
By providing Campus Notebooks, KOKUYO is doing its part to help with such
efforts.

Presentation ceremony in Guangzhou

Children delighted with their present of Campus Notebooks
At the school opening ceremony, KOKUYO presents the Campus Notebooks to a
student (pupil) representative.
When we tell them “Isn't it great that you have a new school! Please use thesenotebooks and study really hard”, the children look so happy as they receive thenotebooks from us.
We would like to use opportunities like this in years to come, to continue doing
activities that bring so much pleasure to children from deprived regions.
Presenting students with a list of
donated notebooks, in Hainan Province

44

KOKUYO Group CSR Repor t 2012

Four hours from the airport by car. Speeding along a bumpy road, I find myself heading to a school opening
ceremony, held in the sort of place where you think “can there really be a school in somewhere like this?”
Until now, children must have spent hours walking to and from this school. Seeing the unalloyed joy in theeyes of the children as they gaze at the new school building leaves a great impression on me. To be honest,
I'm completely exhausted by the journey that brought me here, but when I see the smiles of the children as
the notebooks are presented, the exhaustion from the long journey just melts away. It's a moment in which I
feel so glad to have done this activity.
Yoshiaki Nishimoto KOKUYO (Shanghai) Management Co.,Ltd.

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KOKUYO Group CSR Repor t 2012

Donating libraries to Vietnam
Donating libraries to Vietnam with the support of 'Room to Read'
KOKUYO Furniture supports the activities of the NGO “Room to Read”, which provides educational assistance to children
in developing countries, and has implemented a campaign program in which it donates a portion of the profits from sales of
its new Campus Desk & Chair products so that libraries can be set up in developing countries.

The development of a desk & chair to help with learning
Centered around paper products such as notebooks, the Campus series has become a familiar brand, but there was adesire among us to do more to help students with learning, and it was this that prompted the company to widen its sphereof activity from paper products to furniture and spaces.
Our first foray into a new product was to develop a Campus Desk & Chair for university lecture halls. Making products easy
for students to use has always been of the utmost importance for the Campus brand. In order to thoroughly look into thekind of environment in which students could study comfortably, at the development stage we asked a diverse range ofuniversity students, lecturers, and administrative staff to actually touch prototypes we'd made. We listened to what they told
us, and made a whole series of improvements.
Through our involvement in that activity, not only did the product gradually near completion, but we also came to have akeen renewed awareness of the significance for students of creating a comfortable learning environment. We felt that it was
our mission to boost the number of learning spaces for students with a desire to learn.

Campus for Learning
As we were thinking about whether the Campus brand, as a supporter of learning,
could make some kind of contribution to society, we found out about Room to Read
– an organisation involved in activities to expand various learning opportunities,
such as the donation of books to children in developing countries and the setting upof libraries.
From the desire to play a more hands-on role in helping with learning spaces camethe implementation of the “Campus for Learning” campaign. Specifically, thisinvolved donating a portion of the money made from sales of the new Campus
Desk & Chair product to the setting up of libraries in Vietnam. This lasted for one
year, starting in December 2010 when the product first went on sale.
Learning spaces were created using the Campus Desk & Chair thanks to this campaign, and in so doing we were able todevelop activities that increased learning opportunities for children in the developing world.
As a result, we were able to donate the costs of setting up two libraries in Vietnam, using the money earned from sales in2011. (The libraries are due for completion by 2014).

46

KOKUYO Group CSR Repor t 2012

When we carried out a preliminary survey on attitudes to philanthropy,
we found that university students and officials had a very strong desire
to make some kind of contribution to support children who are deprivedof opportunities to learn. When we then asked them “would you be
proud of a university that was involved in such efforts?”, the great
Takumasa Kasama

majority of them said they would be.
However, we found that there are quite a lot of people who would like tocontribute to society but haven't been able to translate that into action,

KOKUYO Furniture Co.,Ltd.
Group Leader
Education TCM Task TCM Value Unit

so we decided to implement this campaign, feeling that it was significant.
Although the philanthropic activities took various different forms, including material support such as stationery,
and help with scholarships and so forth, there was a strong affinity with the activities of KOKUYO Furniture,and so we decided to support the setting up of libraries, which boost continuity and learning opportunities.
Although the libraries won't actually be set up until fiscal 2014, I look forward to letting everyone know that thelearning spaces made possible through the Campus series have provided more learning opportunities forchildren and brought smiles to their faces.

Compulsory education in Vietnam consists of 5 years at elementary
school. A lack of facilities in urban areas due to an increase in thenumber of children means that the same classroom has to be usedsimultaneously for 2 separate lessons.
Meanwhile, although the economy overall is gradually developing, there
are huge disparities in wealth, with many children from rural areas

Minhan Nguyen

unable to attend school. The situation is particularly serious in themountainous areas in the north of the country, where many ethnic

KOKUYO Furniture Co.,Ltd.

minorities are concentrated.

Strategic Operations Department
Overseas Business Division

Out of a desire for children from those disadvantaged ethnic minorities
to be able to read and write, four years ago I launched the “Pantin Village Small Local School Project” in myhome village of Pantin, near the city of Da Lat. I am also busy with fundraising activities to cover the costs ofbuilding the small local school, and facilities in the village where the community can come together. Although
there are limits to what can be achieved with the efforts of one individual, as a Vietnamese I am very happy to
be able to support children in my home country who are deprived of opportunities to learn.
I'd also like to say that, as a KOKUYO employee, I'm really looking forward to being able to support the setting
up of a library with the help of Room to Read. I firmly believe that first being able to read and write, and thenhaving the chance to pursue one's studies is something that safeguards children's future and leads to a
country's development.

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KOKUYO Group CSR Repor t 2012

Design promotion
The KOKUYO DESIGN AWARD Initiative
Gathering excellent ideas for products – unique ideas conceived from a user's perspective – from a wide cross-section ofgeneral users, KOKUYO has been organizing a product design competition, known as the KOKUYO DESIGN AWARD,
with the aim of commercializing some of those ideas.

A global competition approaching its 10th year
This KOKUYO DESIGN AWARD has been held every year since 2002 as anopportunity to put into practice our customers' product-making activities, with 2012
marking its tenth anniversary (2010 was the only year when it wasn't held). It has
also come to be recognized, both in Japan and overseas, as a competition thatacts as a gateway to success for those who have their sights set on becoming
designers. Irrespective of age, gender or nationality, we seek designs from a
broad cross-section of entrants in Japan and abroad, and in recent years we haveannually received over 1,500 entries from over 20 different countries.

KOKUYO DESIGN AWARD

Attractive product ideas coming from user feedback
What makes this competition special is the fact that the winning entry is commercialized as an actual product. Althoughawards are given every year to about ten highly commendable designs, of those only a tiny proportion actually reach thecommercialization stage – about one per year, if that. This is because even though a product has been highly regarded in
the form of an award, we have to subject it to careful testing in our in-house product development process to see if it isreally worthy of being made into a product that many people will pick up and use. Of the 9 times that the competition has
been held, just 6 designs have actually become commercially made products. However, some very successful products
have emerged among those, namely the “Kadokeshi” plastic eraser, which has made its way into the permanent collectionof New York's Museum of Modern Art (MOMA), the “Paracuruno” Campus Notebook, which won the Good Design Award,
and the “Beetle Tip” highlighter pen, which is particularly popular with high school girls. It is very difficult to take an idea andturn it into a product to be sold on the market, having taken into account the question of materials and price, and without
detracting from the merits of the original idea. However, by listening carefully to users and firmly adhering to our principles,
one is reminded that lying dormant beneath all that effort is the rough diamond of a product – something appealing that will
be loved by many. With the Design Award, while being a manufacturer, we verify by ourselves the product creation
process, originating from the customer, and the competition is a very valuable opportunity to share with everyone theimportance of reflecting on that.

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KOKUYO Group CSR Repor t 2012

The Kadokeshi eraser

The Paracuruno Campus Notebook

Beetle Tip highlighter pens

Enthusiasm for commercialization through connection with product brands
The theme for entries for the 2012 competition is “Campus: More than just notebooks”. Campus has become a brand ofuniversity notebook that is loved by many and has been used in all manner of learning environments since its launch in1975. But after 37 years since its first appearance, Campus is now being restructured as a “learning support” brand, and in
future won't just be about notebooks, but will range from stationery to furniture and spaces. In an open field free of category
divisions, we're not just pursuing convenience and efficiency, but are stimulating the learning awareness of users andencouraging them to grow. By attracting novel ideas that express this new Campus brand, we hope to take the mostaccomplished entries and turn them into viable commercial products.

Related information: Application outline and details for KOKUYO DESIGN AWARD 2012
Related information: KOKUYO DESIGN AWARD archive (described in Japanese)
Related information: KOKUYO DESIGN AWARD – some words from the staff (described in Japanese)

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KOKUYO Group CSR Repor t 2012

Environmental Management
The Group's Vision for the Environment
In order to build a sustainable society, KOKUYO re-examined its vision for the environment in 2010 based on national
policies which required the implementation of activities combining initiatives aimed at creating a recycling-oriented, lowcarbon output society that exists in symbiosis with nature. The policies are comprised of environmental principles that
ought to be maintained as well as environmental policies which are concrete activities, and contain seven items: preventionof global warming; resource saving & recycling; acquisition, development, and supply of environmentally friendly products;
legal compliance & contamination prevention; information disclosure & communication; environmental management; andbiodiversity.
Based on this vision for the environment, each company has developed goals for their various business pursuit and they
are all making efforts to reduce their environmental load.

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KOKUYO Group CSR Repor t 2012

Middle to Long Term Environmental Action Plan

Middle to Long Term Environmental Action Plan (Fiscal 2020)
Goals and results for fiscal
Measures

Evaluation
Goals

GlobalPrevention of

2020

CO2

Over the▲7.9% (Total

emissionspreviousamountreduction▲4.3%)(nationally)

reduction

year (except(compared

impact on

measureswith 1990
level)

productivity)▲3%

EnergyUnit

Sales unit

○

○

30%

1% reduction

Energyconsumption

requirement

requirement

over thesavingreductionover the▲3.6%

previousmeasuresrecycling

fiscalachievements

warming

warmingsaving &Actualpreventive
globalResource

Goals for2011

Environmental
policyResource
saving &recyclingmeasurespreviousyear ▲1%year (unit
requirement)

Improvement

Survey of

47 sitesof recycling

current

completed

rate inregards tosituation forrecyclingout of 70
Recycling

total waste

rate

rate: 96.3%

▲

100%

materials* Including
production sitewaste (generalcontractors)

51

KOKUYO Group CSR Repor t 2012

Environmental management system
KOKUYO is focusing on an environmental management method that supports the individuality of each company based on
the ISO 14001 Group Integration Certification

Group integration environmental management system establishment and maintenanceIn 2004, KOKUYO amplified the scope of its environmental management system registration to include consolidated
subsidiaries and turned it into an integrated certification system which covers planning and R&D, manufacturing, sales &services, and storage & delivery. In terms of investments, the KOKUYO Group has maintained consistency as a group andhas chosen a scale-appropriate management system by turning corporations and plants with comparatively large
environmental loads into “individual departments” and corporations with small environmental loads into “cross-divisions”.
Moreover, KOKUYO has been striving to be very careful about independence so as to establish environmental objectives inaccordance with each company's business plan and to make it possible to implement environmental management methods
suited to the nature of each business. KOKUYO has implemented the “MELON” environmental documentation and record
management database system in order to respond to the increase in workload due to registration range expansion and has
been increasing the usability, efficiency and accuracy of document management and access.

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KOKUYO Group CSR Repor t 2012

Environmental Activity Evaluation Index

Activity evaluation through environmental friendliness efficiency indicators
KOKUYO Group designates unique environmental friendlinessefficiency indicators as indices that can comprehensively
evaluate financial performance and impact on the global
environment. These indicators indicate “the extent to which
products and services are being offered to society with respect
to specific environmental loads” and correspond to the following
four items.
1. CO2 emissions
2. Final waste disposal
3. Usage of chemical substances subject to PRTR regulations
4. Water usage
Fiscal 2000 is taken as the baseline for each indicator and theprogress status for each fiscal year can be determined. For fiscal
2011, CO2 emissions were reduced for offices and distribution
thanks to a variety of measures taken by the entire KOKUYO
group as well as each company in the Group such as the reexamination of air conditioning operation methods and work
styles to respond to the summer power reductions, but in-houseproduction increased at the plants, so the overall amount of CO2
emissions and usage of chemicals increased.

We maintain a comprehensive awareness of the transfer of environmental loads—Using JEPIX
for evaluation
KOKUYO Group reduces, analyses, and evaluates different types of environmental load by means of the JEPIX simple
calculation sheet in order to maintain a comprehensive awareness of them. In fiscal 2011, greenhouse effect gas emissions
increased slightly, most likely due to the reevaluation of the calculation method and to the impact of production increase
and plant in-house production. Landfill waste is decreasing and recycling is being promoted, with the number of businesses
that are achieving zero emissions on the rise.

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KOKUYO Group CSR Repor t 2012

About JEPIXJEPIX (Japan Environmental Policy Index) is a method ofquantifying the amount of different types of environmental loads
such as greenhouse gas emissions and air pollutants as single
indicators called Environmental Impact Points (EIP). The EIP is
calculated by multiplying the environmental load for eachenvironmentally harmful chemical by the integrated coefficient
calculated from the ratio between Japan's environmental policy
target and the actual amount of emissions (environmental
friendliness factor).

Note: The EIP for the environmental load on the JEPIX
simple calculation sheet is calculated from among ourcompany's environmental loads listed on the “Environmental
Report” page. JEPIX is aimed at calculating environmentalloads in Japan, but the EIP has been calculated including
the numbers from some subsidiaries outside Japan.

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KOKUYO Group CSR Repor t 2012

Global warming preventive measures
KOKUYO is taking measures to significantly cut the amount of greenhouse gasses it emits in order to realise a low carbon
output society.

Summary for fiscal 2011
KOKUYO Group's CO2 emissions for fiscal 2011 were of 26,827 tons, which means a cutback of 1,142 tons compared tothe previous year. Although only an estimate, a cutback of 1,421 tons is due to administrative improvements, a cutback of
652 tons is due to facilities improvements, and an increase of 931 tons is due to production and consolidation, making theactual cutback volume 2,073 tons including the improvements in administration and facilities. Emission sources can bedifferentiated as follows: an increase of 117 tons in plants, a cutback of 519 tons in distribution, and a cutback of 740 tons
in offices.
KOKUYO Furniture Shibayama Plant, KOKUYO Shinagawa Office, and KOKUYO Supply Logistics Central Japan IDC of
the KOKUYO Group have been affected by the electricity usage restrictions based on Article 27 of the Electricity BusinessAct implemented within areas covered by Tokyo Electric Power Co., Inc. and Tohoku Electric Power Co., Inc. Maximum
power usage was kept within 85% of the limit last summer through independent action at the Shibayama Plant and a joint
use restriction scheme at KOKUYO Shinagawa Office and KOKUYO Supply Logistics Central Japan IDC.

*1 Japan's electricity CO2 emissions factor adopts the factor based on the Act on Promotion of Global WarmingCountermeasures (the actual emissions coefficient for each electric power supplier for fiscal 2010). The electricity CO2emissions factor outside Japan adopts the factors of each country on the GHG Protocol website listed by World BusinessCouncil for Sustainable Development (WBCSD) and the World Resources Institute (WRI).
The gas and oil CO2 emissions factor adopts the values in the “Calculation of the Volume of Greenhouse Effect Gas
Emissions Report Ver. 3.1 (September 2010)”.

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KOKUYO Group CSR Repor t 2012

Emission factor modifications
In the past, KOKUYO Group's electric power emissions factor adopted the overall power average of 0.378 kg - CO2 ⁄ kwh
for 2000 reported by the Federation of Electric Power Companies in order to clearly distinguish the results of KOKUYO's
efforts; however, recently, it has become necessary to disclose volumes of emission closer to the actual ones; therefore,
starting with fiscal 2011, Japan's electricity CO2 emission factor adopts the coefficient based on the Act on Promotion of
Global Warming Countermeasures (for fiscal 2011, the coefficient was the actual emissions coefficient for each electric
power supplier for fiscal 2010) while the electricity CO2 emissions factor outside Japan adopts the coefficients of eachcountry on the GHG Protocol website listed by World Business Council for Sustainable Development (WBCSD) and theWorld Resources Institute (WRI). As a result, the volume of CO2 emissions was of 28,477 tons (including 1,775 tons of
non-consolidated distributors), equaling an increase of 508 tons as compared to the previous year. Further efforts to reduce
emissions will be necessary in the future as the emissions factor is anticipated to grow for electric power suppliers.

Global warming preventive measures at plants
The volume of emissions at plants increased by 117 tons over the previous year (119 tons cutback at plants in Japan and
236 tons increase at plants abroad).
Various CO2 emissions reduction activities were carried out at each plant in 2011 as well.
At the Shibayama Plant, facility downtimes and set-up times were reduced, excessive stocks were reduced by means of
KOSMOS operations (an in-house pre-delivery guarantee and delivery time reduction system) and a cutback of 100 tons
was achieved by improving production efficiency through means such as improving the takt (man-hours) involved in the
production of vertical storage cabinets.
Also, as a result of efforts to improve production efficiency in each plant, an increase of 117 tons occurred over theprevious year, but 798 tons are believed to be the result of increased production, meaning that there was actually a cutbackof 681 tons.

Global warming preventive measures for distribution
Distribution (storage & delivery) resulted in a decrease of 519 tons over the previous year.
Efforts were made at KOKUYO Supply Logistics to achieve cutbacks by installing energy saving lighting fixtures, byimplementing summertime power saving measures, and by reinforcing the maintenance and improvement of daily CO2
reduction activities.

56

KOKUYO Group CSR Repor t 2012

Global warming preventive measures for offices
A reduction of 740 tons was achieved for offices over the previous year.
At each office, power reduction countermeasures due to the Eastern Japan Disaster were improved, the “cool biz” period
was longer than in other years, air conditioning operation methods and work styles were thoroughly reexamined, activities
such as “no overtime day” and “returning home early” were promoted, and LED illumination was installed. Moreover, at the
Shinagawa Office, the dining hall kitchen was made all–electric, the air conditioning operation time was reviewed by using
a “visibility system”, and the daytime peak power consumption was reduced by efficiently operating heat storage tanks.
We would like to present our experimental “Eco Live Office Shinagawa”(*) as an environmentally friendly solution.
After the Great Eastern Japan Earthquake, and subsequent summer power shortage, we began a program called “ECODEN” where by the whole KOKUYO Group of companies promoted their employees environmental awareness to saveenergy from July to September. In “ECO-DEN”, employees can earn points if they engage in energy saving behavior suchas leaving office before 17:45 or turning off the lights in common area. The employees who received highest number ofpoints were given awards in a special ceremony.
As a result of our “ECO-DEN” program, we were able to KOKUYO's CO2 output by approximately12 tons or 33,999kwh
during the period.
* Related Information(described in Japanese): Eco Live Office57

KOKUYO Group CSR Repor t 2012

Resource saving & recycling measures
KOKUYO is taking measures to promote the idea of Reduce – Reuse – Recycle by efficiently using limited resources inorder to further the development of a recycling-based society.

Summary for fiscal 2011
The amount of emissions from the KOKUYO Group for fiscal 2011 including non-consolidated distributors was of 16,625
tons, signifying an increase of 265 tons over the previous year. The recycling rate (*1) grew by 0.5% over the previous
year, reaching 96.3%.
Our aim is to continue to dispoe of waste properly and reach a recycling rate of 100%, which is our middle and long term
target.
*1 Recycling rate: the total ratio between items that have undergone material recycling or thermal recycling from among waste materials and theamount of materials with value.

* Waste from operation sites is not included.
* Includes actual achievements of six non-consolidated distributors since 2010. (Recycling amount for fiscal 2011: 127t；
final disposal amount: 14t)

58

KOKUYO Group CSR Repor t 2012

Response to Waste Management and Public Cleansing Act revisions
Since 2011, companies which generate waste materials are now required to make efforts to validate the status of waste
disposal and general contractors' responsibilities regarding operation site waste have been clarified. These changes haveincreased the responsibility of waste-generating companies. Currently, the KOKUYO Group generates approximately 3,600
tons of operation site waste.
The group will promote operation site waste recycling activities and risk reduction in the years ahead.

Reuse and recycling of used products
When products are delivered, KOKUYO continues to make efforts to recycle orreuse - depending on their condition - the used products which customers nolonger need.
At KOKUYO Logitem, 845 tons of used products such as office desks and chairs
were taken back from customers; of these, 14 tons were reused, while 429 tons
were dismantled and disintegrated before being recycled.
Chair dismantlement & disintegration

59

KOKUYO Group CSR Repor t 2012

Development of environmentally friendly products & services
KOKUYO is taking measures to promote the development of new environmental technologies and green procurement inorder to reduce the environmental load of the entire product recycling process.

2011 measures
Continuing to pursue the reduction of the “eco-batsu” mark to zeroIn the 2008 General Catalogue, the KOKUYO Group adopted the “eco-batsu” mark (an X over the word “eco”) for products
which were not sufficiently environmentally friendly in any of the stages of their life cycle, such as during manufacturing,
while being used, when thrown out, and while being shipped. KOKUYO Group then started making efforts to bring thenumber of eco-batsu marks down to zero within three years. The goal was reached in the 2011 General Catalogue and theeco-batsu mark is also missing completely from the 2012 General Catalogue.
Further progress
The efforts surrounding the eco-batsu mark have become the trigger for re-examining KOKUYO's manufacturing processes
and even the working methods and office spaces of employees who are not directly involved in manufacturing, as well as
the suggestions made to customers. After having reduced the number of eco-batsu marks to zero, KOKUYO is engaging in
the development of environmentally friendly products that exceed customers' expectations under the key words“environmentally friendly + creative”.

Harinacs continues to evolve
Harinacs is a stapler that doesn't use staples born out of the efforts to bring thenumber of eco-batsu marks down to zero. It has been widely praised since it was
launched in 2009 and became a huge hit with sales of 2,000,000 pieces. KOKUYO
is also proud to have been awarded the grand prize for its Harinacs Handy Type inthe 20th Japan Stationery Award, Japan's most important stationery award forwhich stationery and paper products with excellent functions and design are
selected. KOKUYO was awarded for the stapler's ability to staple eight pages
together, an industry first, and for its window, which allows one to view the paper
being stapled.
The original Harinacs was a two-hole type stapler and could staple up to ten

Harinacs: Left: Desk type for 12 sheets;right: Compact typesheets. Responding to requests for a handier product, the four-sheet handy type
was launched. It was met with huge response; however Harinacs' drawbacks were that the number of sheets that could be
stapled and its holding power were limited compared to regular staplers. In order to meet customers' needs, KOKUYO reexamined the stapling method itself. What was born out of this was an arrow head type blade with a new structure which
made it difficult for stapled pages to fall out when pulled. This new blade also included a device that made it possible tostaple a larger number of sheets together, bringing about the industry first eight sheet handy type Harinacs.
Also, by deploying this blade, in February 2012, the desk type 12 sheet Harinacs was born, which is able to staple thelargest number of pages together in the industry. This type of stapler leaves one small hole, so the stapler can applied
almost anywhere on a page.
At the same time, in February, the compact Harinacs was launched; although it fits in the palm of your hand and can beeasily carried around or used at home, it can staple up to five sheets. It comes in five colours including light pink, white, andlight green, and its design makes it easy to use for women.
KOKUYO will continue to listen to what customers' have to say, improve in ways that matter to customers, and develop
products that amaze and impress even more.

60

KOKUYO Group CSR Repor t 2012

Re-examining the concept of office lighting from ground up
From the perspective of improving the value of the office, research on improving productivity in the office has been carriedout for years and the implementation of energy reduction and saving measures in offices has become a point of focus since
the Eastern Japan Disaster.
The electricity consumed in offices is said to account for approximately 40% of all illumination. Moreover, offices are
currently illuminated at fixed light levels and colour temperatures, with lights being turned on and off either simultaneously
or in sections, while the number of offices that have adopted illumination which takes productivity into consideration are still
very rare.
An intelligent illumination system, advocated by Professor Miki Mitsunori of Doshisha University, Faculty of Engineering,
Department of Intelligent Mechanical Engineering, was therefore implemented in November 2008 in our company's
experimental office, the Eco Live Office Shinagawa, and its influence on the workers was investigated while they wereactually working.
Based on these empirical tests, the Intelligent Work Lighting System was developed.
Importance was given to easiness of implementation (for costs and installation work) and simplicity of operation.
LED illumination is very energy efficient, but implementation costs are also high. It was believed the product might become
inaccessible when construction costs were added, so it was made into a product toned only be plugged into an outlet, withno electrical work. This system's merits include not only the fact that construction costs are reduced thanks to theelimination of the need for electrical work, but also the fact that it can be easily installed in locations in which construction
work is difficult, such as rented offices. Two types are available: one higher priced model that offers high quality illumination
and a moderately priced standard model with lower capabilities. It was found during the experiments carried out at the Eco
Live Office that the employees were unable to master a large number of functions, so the system was made easy to use
with one touch touch panel operation.
Lately, many businesses have been interested in engaging in environmentally friendly activities and more and more suchbusinesses have begun to first implement their ideas on a trial basis.

Intelligent Work Lighting System

Example of system installed at Descente
HQ

61

KOKUYO Group CSR Repor t 2012

AIRFORT is an office chair presented at the Orgatec Furniture Fair in
Germany before its release in Japan. It perfectly adjusts to the highly
individual curve of the spine and was developed with the concept of
supporting the lumbar region with both flexibility and firmness. It received
the rotating chair design award at the Shanghai International Furniture
Exhibition. It has also received GREENGUARD certification, a U.S.based environmental quality standard, and is an office chair recognized
all over the world both for its design and its environmental friendliness.
* Related Information: AIRFORT* GREENGUARD Certification is a U.S.-based environmental quality standard

AIRFORT

designed for office furniture and interior building materials such as flooring and ceilingmaterials, adhesives, paint, walling, and carpets. This standard was developed basedon the standards regarding the emission of organic substances established by theAmerican Society for Testing Materials and on recommendations from the US
Environmental Protection Agency (USEPA), Washington State, and the “Blue Angle”
eco mark (Germany). It is only offered to products which have passed rigorous tests
based on the specifications of the American Society for Testing Materials (ASTM).

62

KOKUYO Group CSR Repor t 2012

Consideration for biodiversity
KOKUYO seeks to reduce its impact on the ecosystem and to maintain a low impact on it by engaging in business activities
that give consideration to biodiversity.

The KOKUYO Group Fundamental Policy on Wood Procurement
KOKUYO Group formulated its fundamental policy regarding wood procurement in 2011 and clearly stated its decision to
procure its raw materials from sustainable wood resources. KOKUYO Group has been building and developing businesses
that use wood resources such as paper since it was founded. We will continue to strive for development that is in harmony
with wood resources by identifying the roles played by forests, such as the prevention of global warming and biodiversity,and by considering factors such as legal compliance, transparency, and sustainability with respect to material procurement.

Our group promotes the procurement of wood resources based on the following policies and at the same timeseeks continuous improvement.
1. Highly transparent material procurement based on the recognition of problems such as illegal logging andillegal trafficking in timber.
2. Material procurement from more appropriate supply chains for the sake of the sustainable use of wood
resources.
3. Material procurement that considers the maintenance and preservation of forests based on therecognition of the social value and of the roles played by forests in the region.

The Yui no Mori Project
The KOKUYO – Shimanto Yui no Mori Project, initiated in 2006 in Kōchi
Prefecture, Shimanto for the purpose of revitalizing ruined artficial forests andenergizing the region under the theme of a “virtuous circle between theenvironment and business”, reached its sixth year in 2011.

Participants in the monitoring study

63

KOKUYO Group CSR Repor t 2012

Tree thinning effects have become visible
What is imperative for engaging in forest preservation activities is to make the effects of beneficial tree thinning visible. A
monitoring study is carried out once a year in collaboration with the Taisho Town Forest Owners' Cooperative, Shimanto
High School, and Tsukuba University in order to monitor the effects over the long term.
The fifth such monitoring study was carried out in October 2010. One part of this monitoring study, a vegetation survey,
continues in two specific locations. The survey covers the variety of tree, bush, and herb species and the degree ofvegetation coverage. It has been proven that the number of plants has decreased from 81 to 53 and from 48 to 37 in both
locations compared to the previous monitoring study.
Local people say that the problem of vegetation being eaten by deer is getting worse in the Yui no Mori forest just as it isgetting worse all over Japan and that the decline of vegetation is due to the plants preferred by deer being eaten. As aresult of measures such as putting up nets to prevent the plants from being eaten and offering subsidies to control the deer,a recovery trend from 53 to 82 species and from 37 to 38 species respectively was observed this time, but it is not clear
whether this increase is the result of the measures taken or merely a coincidence.
Some of the changes thought to be caused by the effects of tree thinning include a reduction in the number of plants thatcannot tolerate dryness well and plants that thrive in direct sunlight growing rapidly in number. Carrying out these studies,
we have come to understand certain things and have also once again been shown how difficult it is to re-grow forests andthe importance of continuing to carry out such studies.
KOKUYO is hoping to find solutions in cooperation with the local people for problems such as damage caused by deer
feeding and the changing environment.

Examining the vegetation

Examining water quality

The expanding Yui no Mori Project
Yui no Mori brand products, born out of the KOKUYO Group KAUNET with the
purpose of using lumber from thinning efficiently, comprised eight products in 2007
when the project started and reached 93 products in 2011. A system for customers
to donate points to the Yui no Mori tree thinning was set up in 2008 in order toincrease understanding about these activities and the number of supporters on
KAUNET, with approximately 120 applications having been received in this year
alone. In addition, the Yui no Mori 1% Donation Project was initiated in February
2011. Through this project, part of the sales of Yui no Mori products are donated to
the “Fund-Raising for Plants” project run by the National Land Afforestation

Absorption certificate granted by Kōchi
Prefecture

Promotion Organization.
Yui no Mori, which started at 100 ha, has reached approximately 3,000 ha in fiscal 2011 and the cumulative tree thinningarea has also expanded to 717 ha. The project was issued an absorption certificate for 3,682 tons of CO2 by Kōchi
Prefecture. Yui no Mori, with the support of many people, is slowly expanding. Aiming at becoming a “virtuous circle
between the environment and business”, Yui no Mori continues to face many challenges.

64

KOKUYO Group CSR Repor t 2012

Compliance and pollution prevention
All companies must comply with environmental legislation, but in addition to this KOKUYO also complies with agreed
industry guidelines and self-imposed standards, working hard to prevent environmental pollution.

Environmental risk management

Response to revisions in environmental legislation, and compliance status
KOKUYO Group is working, under the guidance of the ISO Promotion Bureau, to ensure compliance with appropriate
environmental legislation through internal audits and compliance checks, working to ensure awareness of compliancestatus for the Group. Following the revisions to the 2010 Energy Conservation Law, four companies within the group which
are designated as Specific Business Operators submitted regular reports and medium-term plans. The company is also
moving forward in dealing with waste from work sites following the revisions to the Waste Disposal and Public Cleaning law
in April 2011. We also took the opportunity to attend meetings such as “Briefing on laws and regulations” (April) and the“Internal Audit Follow Up Seminars” which were held in Tokyo and Osaka (June) to ensure that we dealt with the situation
thoroughly.

Environmental Audit Status
The KOKUYO Group carries out internal first party audits, then at the 2nd stage second party audits are completed by the
ISO Promotion Bureau. We also receive an ISO14001 external third party audit and external third party assurance for the
CSR report.
The results of the ISO14001 third party audit and internal audit demonstrated that there were no major violations ofenvironmental legislation.

Third Party Audit (ISO14001)

Internal audit
Year of audit
Sites audited

2010

2011

78

73

Year of audit

Sites audited⋅First party audit⋅Second party audit

60⋅Minor nonconformance⋅Matters for revision2011(periodic)

16

17

0

0

17

16

3

0

2

3

59
Issues for improvement

18

14⋅Minor non-Issues raised2010(periodic)

35

51

15

8

20

43

conformances⋅Opportunities for
improvement
Strengths(Particularly
outstanding points)
Good points(Outstanding points)

65

KOKUYO Group CSR Repor t 2012

Environmental measures
In 2010 following the dismantling of the former Kashiwara Plant, we disposed of the asbestos which had been sprayed on
the ceiling. The asbestos disposal site was inspected prior to disposal to confirm that it was suitable. The results of avoluntary soil inspection were reported to the local council, and contaminated soil was dealt with appropriately.

Former Kashiwara Plant

Asbestos seen through openings in the

Entrance to the work site

ceiling

Inspection of the asbestos disposal site

Soil contamination investigation

Reducing Hazardous Chemicals

Reducing hazardous chemicals in the manufacturing process
At the KOKUYO Furniture Shibayama Plant, the volume of xylene handled in 2010 was reduced to zero thanks to a switchfrom solvent-based to water-based paint materials, and this remained at zero in 2011. Following revisions in thesubstances to which the PRTR law applies, we revised our MSDS (material data safety sheets) and are working hard toensure that materials are managed carefully and that we reduce the usage of the applicable substances.

Reducing hazardous chemicals in product development
KOKUYO Group has in place a Chemical Management System and Chemical Substance Management Regulations inaccordance with the Data Collection Method Law which help us minimize environmental impact and comply with therelevant legislation. At KOKUYO S&T, as well as obtaining written confirmation from suppliers to reduce hazardous
chemicals including those which come under the RoHS (Restriction of Hazardous Substances) control, we carry out further
inspections and evaluations of hazardous chemicals in-house by use of x-ray fluorescence analysis equipment to check theresults.
At KOKUYO Furniture, we are compiling a database of the inspection results for substances which come under the RoHS
control based on the inspection results from the suppliers. We are expanding the number of new products being developed
which come under the RoHS control.

66

KOKUYO Group CSR Repor t 2012

Chemicals under the PRTR (pollutant release and transfer register) Law
Vol. released ⁄ transferred
Official
No.

Vol.
Chemical namehandled ⁄kg

Vol.
released
to air ⁄kg

1

Zinc compounds(water-soluble)Vol.
releasedinwater ⁄
kgVol.
releasedto land ⁄
kg

Vol.

Vol.

Vol.

Sub

treated ⁄recycled ⁄consumed ⁄total ⁄

kg

kg

kg

kg

696.3

0.0

7.3

0.0

7.3

219.2

0.0

469.8

20

2-aminoethano

67.2

63.8

3.4

0.0

67.2

0.0

0.0

0.0

80

Xylene

22.3

8.6

0.0

0.1

8.7

0.0

0.0

13.6

125

Chlorobenzene

8.0

0.1

0.0

0.6

0.7

0.0

0.0

7.3

134

Vinyl acetate

478.0

33.1

2.6

33.4

69.1

0.0

0.0

408.9

2.6

0.0

0.0

0.0

0.0

0.0

0.0

2.6

207

2,6-di-tert-butyl4-cresol297

1,3,5−
trimethylbenzene

0.6

0.0

0.0

0.0

0.0

0.0

0.0

0.6

300

Toluene

124.3

6.3

0.0

3.3

9.6

70.7

0.0

44.0

302

Naphthalin

0.5

0.0

0.0

0.0

0.0

0.0

0.0

0.5

110.5

0.0

0.0

77.4

77.4

0.0

0.0

33.1

438.1

0.0

0.0

4.5

4.5

0.0

0.0

433.6

309

354

Nickelcompounds
Di-n-butyl
phthalate392

N-hexane

2,601.4

2,554.3

0.0

1.4

2,555.7

0.0

0.0

45.7

403

Benzophenone

27.3

0.0

0.0

0.0

0.0

0.0

0.0

27.3

407

Polyalkyl ether

699.6

699.6

0.0

0.0

699.6

0.0

0.0

0.0

14.5

14.5

0.0

0.0

14.5

0.0

0.0

0.0

26.0

0.0

0.0

0.0

0.0

0.0

0.0

26.0

5,317.2

3,380.3

13.3

120.7

3,514.3

289.9

0.0

1,513.0410

447

Polynonylphenyl
ether
Methylenebis
diisocyanate
Total* The volume of PRTR designated substances which were handled, released⁄ transferred, disposed of, recycled or consumed which were usedby the PRTR Law Notification Office. For the calculation methods, see Ministry of the Environment/Ministry of Economy Trade and Industry“PRTR Release Estimation Methods Manual version 4.1 (March 2011)”* “Volume treated” refers to those PRTR designated substances which were modified by way of incineration, neutralization, breaking down,
reactive process etc.
* “Volume of consumption” refers to the volume of PRTR designated substances which were modified by way of reaction into other substances,incorporated into products or moved off-site with products.

67

KOKUYO Group CSR Repor t 2012

Promoting environmental communication
KOKUYO actively discloses information on the environment, communicates with all its clients and those outside thecompany, and takes an active role in environmental conservation.

Until products reach everyone
Centered around the production and sale of stationery, furniture and store fixtures, the KOKUYO Group is involved inbusinesses incidental to all manner of business operations, such as planning, research, distribution, construction, services
and so forth. Following all stages of the chain from planning and R&D, right through to the end user, the environmental
impact resulting from these activities is quantitatively shown. Of these various stages, the company is promoting
environmental conservation principally within the areas of planning, research and development, production, sales andservices, and distribution (storage and shipping) – all areas on which management has a bearing.
Since fiscal 2010, KOKUYO has enlarged the scope of its environmental conservation activities, and in the area of sales
and services is working hard to gather data on the environmental performance of six non-consolidated sales subsidiaries(Hokkaidō, Tōhoku, North Kantō, Tōkai, Hokuriku-Niigata, Sanyō-Shikoku). The data thus gathered is included in the
figures disclosed.
Furthermore, in terms of distribution (consigned transportation), which we outsource, using companies which have been
designated Specified Consigners under the Revised Energy Conservation Law, we determine environmental impact anddraw up energy saving measures, as well as fulfilling our obligations to submit regular reports and plans. In the months andyears ahead, we shall continue to strengthen our data gathering systems, and strive to improve the completeness andaccuracy of our data.

68

KOKUYO Group CSR Repor t 2012

69

KOKUYO Group CSR Repor t 2012

Input items
Indicator

Unit

Calculation method

Volume of energy
used

GJ

Power, gas (city gas, LPG, natural gas), oil (gasoline, light oil, kerosene)
Daytime power values from the Ordinance of Enforcement of the Energy
Conservation Law (effective from 1 April 2008) were used for power unit calorificvalue.
Values taken from the Ministry of the Environment and Ministry of Economy, Tradeand Industry's “Calculating Greenhouse Gas Emissions/Report Manual Ver. 3.2(April 2011)” were used for gas and oil unit calorific values.

Water

1,000m3

Substance input

Tons

The volume of raw materials used to manufacture productsContainer andpackaging materials

Tons

The volume of packaging material used to package products

Tap water, water for industrial use

Output items
Indicator

Unit

Calculation method

Tons of
CO2

The volume of carbon dioxide emissions that occur through the use of power, gas
and oil →see “Measures to prevent global warming” for reference.
Coefficients based on the Law on Promotion of Measures to Cope with Global
Warming (actual emission coefficients for each power company for fiscal 2011)were used to calculate CO2 emission coefficients from power generation in Japan.
Coefficients for each country covered on the GHG Protocol website, released by
the World Business Council for Sustainable Development and the World Resources
Institute, were used to calculate CO2 emission coefficients from overseas power
generation.
Values taken from the Ministry of the Environment and Ministry of Economy, Tradeand Industry's “Calculating Greenhouse Gas Emissions⁄Report Manual Ver. 3.2(April 2011)” were used to calculate CO2 emission coefficients from gas and oil.
The ton⁄kilo method and the fuel consumption method were used in tandem tocalculate the volume of CO2 emissions arising from distribution (consigned
transportation)

Non-energy origin
greenhouse gases

Tons CO2This is a total of the volume of CH4 and N2O emitted from the use of fuel at burningfacilities and the disposal of industrial effluent, converted into CO2. Values takenfrom the Ministry of the Environment and Ministry of Economy, Trade andIndustry's “Calculating Greenhouse Gas Emissions⁄Report Manual Ver. 3.2 (April2011)” were used for emission coefficients.

SOx、NOx

Tons

Volume of emissions from smoke- and soot-producing facilities at manufacturing
plants

Waste

Tons

The volume of discharged waste (emissions) is the total amount of waste andvaluable substances discharged from business establishments.
Recycle volume is the total, out of the volume of discharged waste (emissions), ofthat which has been recycled through material or thermal recycling, to which isadded the volume of valuable substances.
The final waste volume is the total, out of the volume of discharged waste(emissions), of waste disposed of either by simple incineration or direct landfill.
→see “Saving resources and recycling” for reference.

Waste water

1000m3

Waste water discharged to areas of water for public use and into the seweragesystem

COD, BODkg

Of plants in Japan, the volume of effluent discharged to areas of water for public
use by plants with a legal obligation to measure water quality.

Volume ofgreenhouse gas
emissions70

KOKUYO Group CSR Repor t 2012

Other items
Indicator

Unit

Overalltransportation

Of consigned transport, this is the total of domestic transportation dataTon⁄kmvolume(excluding that of KAUNET Co.,Ltd.) of transported furniture and stationery
products, to which is added the total for transportation in Malaysia.

Cyclical water use atm3

plantsVolume of cyclical

The volume of water used in a cyclical way (i.e. recycled) on businesspremises
The volume of recycled resources such as packaging materials etc. on the

resource use on

Tons

premises
Overall sales volume

Calculation methodbusiness premises of KOKUYO Logitem Co.,Ltd and KOKUYO Supply
Logistics Co.,Ltd

10,000tons

Collected usedproducts
Re-use of usedproducts

Tons

Tons

Data from furniture and stationery products
The volume of used products collected from customers by KOKUYO
Logitem Co., Ltd.
The volume of re-used products from the used products collected from
customers by KOKUYO Logitem Co., Ltd.

KOKUYO Co.,Ltd.
KOKUYO S&T Co.,Ltd.
KOKUYO Furniture Co.,Ltd.
KAUNET Co.,Ltd.
KOKUYO Marketing Co.,Ltd.
KOKUYO Engineering & Technology Co.,Ltd.
KOKUYO Business Service Co.,Ltd.
KOKUYO Supply Logistics Co., Ltd.
KOKUYO Logitem Co.,Ltd.
KOKUYO Product Shiga Co.,Ltd.
KOKUYO MVP Co.,Ltd.
The subsidiaries for total

KOKUYO Vietnam Co.,Ltd.
KOKUYO-IK(Thailand) Co.,Ltd.
KOKUYO（Malaysia）Sdn. Bhd.
KTL Co.,Ltd.
KOKUYO Finance Co.,Ltd.
KOKUYO K Heart Co.,Ltd.
KOKUYO Hokkaido Sales Co.,Ltd.
KOKUYO Tohoku Sales Co.,Ltd.
KOKUYO Kitakanto Sales Co.,Ltd.
KOKUYO Hokuriku-Niigata Sales Co.,Ltd.
KOKUYO Tokai Sales Co.,Ltd.
KOKUYO Sanyo-Shikoku Sales Co.,Ltd.

The Total period covered

Jan.1,2011 － Dec.31,2011

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KOKUYO Group CSR Repor t 2012

Progress made on environmental action
1991

July

Establishment of Waste and Recycling Task Force

1993

Oct

Enactment of KOKUYO environmental action charter and action goals

1994

Oct

Implementation of primary product assessment; total eradication of ozone-depleting
substances (specifically CFC's and trichloroethane) from products and manufacturing
processes

1995

Jan

KOKUYO launch an industry first – a tube file (eco) in which the outer cover and inside metal
clip part can be disposed of separately

1996

Feb

KOKUYO joins the Green Purchasing Network as the founding member

Apr

Waste and Recycling Task Force is reorganized as the Environmental Action Committee

Feb

The Yao plant gains ISO14001 certification

Oct

Establishment of the basic principles of KOKUYO Green Purchasing

Mar

5 KOKUYO sites gain ISO14001 certification

Apr

Implementation of secondary product assessment, using product evaluation stickers

2000

July

Establishment of “KOKUYO Environmental Policy”

2001

Mar

Acquisition of company-wide, integrated ISO14001 certification

2002

Mar

The Shibayama plant achieves zero emission status, marking an industry first

July

The “KOKUYO Environmental Vision” is drawn up; all KOKUYO plants achieve zero
emission status

Oct

Introduction of environmental performance evaluation and awards system

May

Environmental Conference held, headed by KOKUYO's President and CEO

July

An “Eco style campaign” is held across the KOKUYO GroupAug

The company carries out a reform of its environmental management system

2004

Oct

Consolidated subsidiaries are included in the Group's integrated environmental management
system2006

Mar

Solar power generation system set up in the Shinagawa office

Apr

Basic agreement reached with Kōchi Prefecture's Taishōchō Forestry Cooperative on the
joint implementation of the KOKUYO Shimanto Yui no Mori project

Oct

Setting up of a model forest within Shimanto-chō, as part of the Yui no Mori project activities

Feb

The Yui no Mori project model forest within Shimanto-chō receives FSC forest management
certification

Nov

Launching of the “ReEDEN project”

Jan

The Eco X-symbol [given to products with insufficient green credentials] starts to be
displayed in our main catalog

Nov

The “Eco live office Shinagawa” facility in Shinagawa opensJan

Our Environmental Vision is reviewed

Dec

The point is reached where no more products have to carry the Eco X-symbol

Apr

Formulation of basic policy on timber procurement

1998

1999

2003

2007

2008

2010

2011

72

KOKUYO Group CSR Repor t 2012

Environmental accounting
Having determined the effect of the results achieved through the capital invested in environmental conservation and theactivities carried out, the KOKUYO Group is introducing environmental accounting in order to make the most ofenvironmental management.

Environmental accounting in 2011
The environmental conservation costs for fiscal 2011 were 21.83 million yen spent on investment, and 518.63 million yen
on expenditure. Although the amount of expenditure has been rising, due to the fact that until now we have only beengathering data on the volume of emissions discharged from our own company premises, only those disposal costs havebeen recorded. However, as data on the volume of waste from work sites began to be gathered from 2011 onward, theincrease in work site waste disposal costs can be pinpointed as one of the key factors behind the overall rise in
expenditure. Furthermore, although there has been an increase in the economic impact of environmental conservation, thefact that powdered paint waste, which traditionally was treated as waste at plants, is now taken away has made it possible
for those waste costs to be reduced, and that is also a major factor.
From the next fiscal year onward, we are planning to expand the scope of our environmental data compilation, and aim tohave a level of disclosure that is better suited to the actual status of the Group.
(Unit: 10,000 yen)
Environmental conservation costs
Item

Investment

Environmental conservation effectExpenditure

Total

2010

2011

2010

2011

2010

2011

2010

2011

Pollution
prevention

604

422

5,975

5,566

0

0

6,579

5,988

Global warming
prevention

2,621

1,587

108

405

▲3,362▲2,439▲633▲447

Saving resources
and recycling

111

140

16,70525,173▲10,112▲12,713

6,704

12,600

Procurement andprovision of green
products

0

0

5,454

5,498

▲122

▲142

5,332

5,356

Research studies
into environmental
technology

0

0

6,337

6,295

0

0

6,337

6,295

Environmental
communication

0

0

1,671

4,037

0

0

1,671

4,037

Setting up
management
structures

54

34

9,062

4,745

▲24

0

9,092

4,779

Environmental
damage response

0

0

444

144

0

0

444

144

Total

3,390

2,183

45,75651,863▲13,620▲15,294

35,52638,75273

KOKUYO Group CSR Repor t 2012

Breakdown of economic effects(Unit: 10,000 yen)
2010

2011

Global warming
prevention

The effect of introducing energy-saving facilities

▲791

▲493

The effect of improving operations▲2,571▲1,946

Saving resources
and recycling

Income gained through recycling▲9,564▲9,497

Waste reduction▲548▲3,216

Procurement andprovision of green
products

Cost reductions achieved through the use of recycled
items

▲122

▲142

Setting up
management
structures

Income from the lease of software compliant with theEnergy Conservation Law▲24

0▲13,620▲15,294

Total

KOKUYO Co.,Ltd.
KOKUYO S&T Co.,Ltd.
KOKUYO Furniture Co.,Ltd.
KAUNET Co.,Ltd.
KOKUYO Marketing Co.,Ltd.
KOKUYO Engineering & Technology Co.,Ltd.
KOKUYO Business Service Co.,Ltd.
KOKUYO Supply Logistics Co., Ltd.
KOKUYO Logitem Co.,Ltd.
KOKUYO Product Shiga Co.,Ltd.
KOKUYO MVP Co.,Ltd.
The subsidiaries for total

KOKUYO Vietnam Co.,Ltd.
KOKUYO-IK(Thailand) Co.,Ltd.
KOKUYO（Malaysia）Sdn. Bhd.
KTL Co.,Ltd.
KOKUYO Finance Co.,Ltd.
KOKUYO K Heart Co.,Ltd.
KOKUYO Hokkaido Sales Co.,Ltd.
KOKUYO Tohoku Sales Co.,Ltd.
KOKUYO Kitakanto Sales Co.,Ltd.
KOKUYO Hokuriku-Niigata Sales Co.,Ltd.
KOKUYO Tokai Sales Co.,Ltd.
KOKUYO Sanyo-Shikoku Sales Co.,Ltd.

The Total period covered

Jan.1,2011 － Dec.31,2011
CSR-related international charters/guidelines KOKUYO endorses
Environmental Reporting Guidelines 2012

Guidelines(Ministry of the Environment)
Global Reporting Initiative (GRI)
Environmental Accounting Guidelines 2005
(Ministry of the Environment)

74

KOKUYO Group CSR Repor t 2012

Third party review report
In order to have independent feedback on the accuracy of the KOKUYO Group's environmental performance data, we
asked Bureau Veritas Japan to carry out a third party review.

Third party review overview
At KOKUYO's head office, we have carried out an audit of the environmental impact data from the 23 companies in the
KOKUYO Group, as well as performing on-site audits of data measurement methods at KOKUYO Product Shiga, KOKUYOFurniture Shibayama plant, KOKUYO Logitem Keihin DC (distribution section), KOKUYO Supply Logistics Central Japan
IDC (distribution section), and the KOKUYO Furniture Malaysia plant.
We were notified of a total of 19 “commendable points,” 29 “opportunities for improvement,” and 28 “modification requests.”
In order to further improve the level of accuracy with regard to future disclosure, we plan to actively deal with the points
highlighted as being opportunities for improvement.
In 2011, KOKUYO-IK Thailand underwent an audit to determine its compliance with environmental legislation – the firsttime such an audit had been carried out.

75

KOKUYO Group CSR Repor t 2012

KOKUYO Group CSR Report 2012
Third party review report
To KOKUYO Co., Ltd.
15th March, 2012
Bureau Veritas Japan Co., Ltd.
System Certification Business Division
Of the environmental data which appeared in the “KOKUYO Group CSR Report 2012 – a document whose production
was the responsibility of KOKUYO Co., Ltd (hereafter “KOKUYO”) – Bureau Veritas Japan Co., Ltd. (hereinafter “BV”)
reviewed those parts for which KOKUYO had requested a review. The aim of the review was not to verify theenvironmental data, which formed the focus of the review, but rather to provide feedback about its accuracy from an
independent standpoint.
1. Review overview
1) Environmental impact data associated with business activities in fiscal 2011
Subject of review

Sites visited

Review procedures
Checking of documentation drawn
up by either KOKUYO head office or
the site visited- Interview with person
responsible⁄person in charge- On-site audits of data measurement
methods- Comparison of collected/reported
data with evidential material (toconfirm they match up)-

Environmental impact data fromKOKUYO Co., Ltd. and the 22 Group
companies

KOKUYO head officeEnvironmental impact data reported
to head office from company offices

3 sites in Japan *1
1 site overseas *1*1 KOKUYO Product Shiga, KOKUYO Furniture Shibayama plant, KOKUYO Logitem Keihin DC (distribution section), KOKUYO Supply
Logistics Central Japan IDC (distribution section)*2 KOKUYO Furniture Co., Ltd. Malaysia plant2) Environmental activity evaluation index data
Subject of review

Sites visited

Eco-efficiency indicators for fiscal
2011
Fiscal 2011 environmental impact
points in JEPIX (Environmental
Policy Priorities Index for Japan)

Review procedures
Checking of documentation drawn
up by KOKUYO head office- Interview with person
responsible⁄person in charge- Comparison of collected⁄reported
data with evidential material

KOKUYO head office

2. Review results
1) Environmental impact data associated with business activities in fiscal 2011
With regard to the environmental impact data reviewed, anything containing discrepancies between theinformation contained in the “KOKUYO CSR Report 2012” and that gathered by KOKUYO head office was1
discounted.
- Serious mistakes in the environmental impact data reported to KOKUYO head office from company offices
visited were discounted.
-2) Environmental activity evaluation indicator data
Anything containing discrepancies between the standards used for calculating environmental activity
evaluation indicator data and the standards laid down by KOKUYO was discounted.
- Serious mistakes in the data used to calculate environmental activity evaluation indicators and in thecalculation results were discounted.
-

76

KOKUYO Group CSR Repor t 2012

ISO26000 Table
The following classifications have been made based on the ISO26000 core subjects.
* described in Japanese
ISO 26000
Core subjects

IssuesWeb page
Top Interview
KOKUYO's CSR Philosophy and Implementation
SystemCorporate governance
KOKUYO's CSR Charter
Compliance Implementation
SRI Assessment and Our Responsibility to
Shareholders“2011 CSR Report” questionnaire results(*)

Organizational
governance

Issue 1: Organizational governance

Human rights

Issue 1: Due diligence
Issue 2: Human rights risk situations
Issue 3: Avoidance of complicity
Issue 4: Resolving grievances
Issue 5: Discrimination and vulnerable
groupsIssue 6: Civil and political rights
Issue 7: Economic, social and cultural rights
Issue 8: Fundamental principles and rights at
work

KOKUYO's CSR Charter
KOKUYO's CSR Philosophy and Implementation
SystemCompliance Implementation
Promotion of human rights educational activities
Basic philosophy regarding diversity
History and current employment of the disabled
K Heart's initiatives
Hartland's initiatives
Graphs(*)
KOKUYO's CSR Charter
Personnel system

Labourpractices

Issue 1: Employment and employment
relationships
Issue 2: Conditions of work and social
protection
Issue 3: Social dialogue
Issue 4: Health and safety at work
Issue 5: Human development and training in
the workplace

Employee training system
Basic philosophy regarding diversity
Child-care/family-care and work compatibility
support(*)
Safety at work
Health care and mental health(*)
Safety measures regarding employees during
disasters(*)
Graphs(*)
KOKUYO's CSR Charter

The
environment

With the global environment
Environmental Management
Global warming preventive measures
Resource saving & recycling measures
Development of environmentally friendly
products & services
Consideration for biodiversity

Issue 1: Prevention of pollution
Issue 2: Sustainable resource use
Issue 3: Climate change mitigation andadaptation
Issue 4: Protection of the environment,
biodiversity and restoration of natural
habitats

Compliance and pollution prevention
Promoting environmental communication
Environmental accounting
Third party review report
Branch reports(*)
Graphs(*)

77

KOKUYO Group CSR Repor t 2012

Fair operating
practices

ConsumerissuesIssue 1: Anti-corruption
Issue 2: Responsible political involvement
Issue 3: Fair competition
Issue 4: Promoting social responsibility in thevalue chain
Issue 5: Respect for property rights

Issue 1: Fair marketing, factual and unbiased
information and fair contractual practices
Issue 2: Protecting consumers' health andsafetyIssue 3: Sustainable consumption
Issue 4: Consumer service, support, andcomplaint and dispute resolution
Issue 5: Consumer data protection andprivacy
Issue 6: Access to essential services
Issue 7: Education and awareness

KOKUYO's CSR Charter
Compliance Implementation

KOKUYO's CSR Charter
With our customers“Madre” – a chair designed for local government
facility lobbies
Space creation from a child's perspective(*)
The “OTSUKIAI” Notebook(*)
The continuously evolving notebook
The pursuit for quality - Pritt - 42 years since its
launch(*)
The KOKUYO S&T quality assurance
philosophy
The KOKUYO Furniture quality assurance
philosophy
Earthquake countermeasures menu initiative(*)
Customer response and support
System for harnessing customer feedback
Initiative to bond with customers(*)
Eco batsu initiative(*)“2011 CSR Report” questionnaire results(*)

Community
involvement
anddevelopment

KOKUYO's CSR Charter
Special Report: Reconstruction after the Tohoku
Earthquake
With the community
India - Film competition
China – Grass-roots support activities
Library donation in Vietnam
Japan – Job Study initiative(*)
Regional environment & welfare networking(*)
Local brand produce(*)

Issue 1: Community involvement
Issue 2: Education and culture
Issue 3: Employment creation and skills
development
Issue 4: Technology development andaccessIssue 5: Wealth and income creation
Issue 6: Health
Issue 7: Social investment

Design promotion
Support for education on universal design & theenvironment(*)
Yui no Mori(*)
Consideration for biodiversity

78

KOKUYO Group CSR Repor t 2012

Published by

KOKUYO Co.,Ltd.
CSR and Environment Group,Corporate Administrations
6-1-1 Oimazato-minami, Higashinari-ku, Osaka 537-8686
Contact

KOKUYO Co.,Ltd. Customer Center
https://www.kokuyo.com/en/contact/