Creating Corporate Value Report 2015
Year ended March 31, 2015

Refreshing the Air

We share our management philosophy and corporate philosophy with everyone
to strengthen our trust relationships, and aim to bring a bright and vibrant life tocustomers through the air by creating revolutionary new products and businesses
through “creating products that people had never seen.”
Our strength lies in aiming to become “top in the global niche market,” owning
numerous unique brands focused on niche markets within daily necessities,
such as the deodorizing fragrance “Shoshu-Riki,” the insecticide “Mushuda,” thedeodorant “Dashu-Tan,” and the dehumidifying agent “Drypet.”
In September 2015, the UN has been discussing the adoption of “sustainable
development goals (SDGs).”
With efforts such as our new “Clear Forest technology to change the quality ofair,” we are creating a market to solve social issues (health and aging) in a waythat utilizes “our competence.”
This report summarizes the direction for the future, such as our business activities
for improving air for your living and our efforts for changing the atmosphere of
the entire society, with the sustainable, mutual growth of firms and society andimproving corporate value in mind.

Contents
Management & Corporate GovernanceBusiness at a Glance
Financial and Non-Financial Highlights
Corporate Data/Overview of Communication Tools

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10
12
13

Forward-Looking Statement
This report contains forward-looking statements regarding S.T. CORPORATION’s future plans, strategies,
and performance. Such forward-looking statements are based on information available as of the issuanceof this report. Please note that the Company’s actual performance may differ greatly from forward-looking
statements due to the economic situation, business environment, market demand, and foreign currency
exchange rate fluctuations in the future.
Note: Fiscal years in this report are based on S.T. CORPORATION’s fiscal year ending March 31.

We Bring a Bright and Vibrant Life through the Air

Takako Suzuki
President and Chief Operating Officer (COO)1

Management & Corporate GovernanceManagement[Managerial Policy] Our business is to bring a bright and vibrant life to customers through the air, under
our management philosophy and corporate philosophy. Our managerial policy maintains the traditional“being a Company that is both Robust and Quick to Act (narrowing down and concentrating on targets,developing unprecedented products and managing businesses swiftly)” aspect, while also aiming atbrand value management and seeking the sustainable, mutual growth of firms and society.
Management Philosophy

Our Corporate philosophy:“Sincerity”● To fulfill our mission of giving our service to society and earning society's trust, S.T.
constantly works to improve its products, and to create unique products that ourcustomers can trust absolutely.
● To achieve the Company's sustained prosperity, S.T. ensures its workplaces provide anenvironment where its employees can earnestly work with hope and pride.
● Always valuing harmony and courtesy, S.T. strives to be the best company as regards
winning the absolute trust of our customers, other concerned people andsociety at large.

[Review] Currently, shares in AIR Care, the Company’s main business, are No.2 in Japan (No.5
worldwide), and several strong, unique brands (No.1 or No.2 share in Japan) are included in the othercategories. The ratio of overseas sales is 7%, with plans to expand primarily in the ASEAN area. In thebusiness environment, there is increased market competition and continued uncertainty in material
costs. There are also changes in customer lifestyle awareness, and an increase in environment
awareness and health consciousness, as well as growing social issues such as the declining
population and aging society.

Head Office Show Space[Long-term Strategy] Our goal is to build a strong base that will not be affected by changes in thebusiness environment. Our goals are (1) No.1 share in the domestic air care market (No.4 worldwide),(2) creation of a revolutionary new market, (3) establishing a presence in the ASEAN area for overseas
markets, and (4) operating margin of 10%. Our strategy is brand value management. (1) We will workon the “creation of customers” with new products, new businesses and new overseas markets, (2)build a “management structure to pursue higher profitability” through one vector development andtotal cost reduction, and (3) aim to develop the “base” through a divisional system, personnel system
and improved E (environment) S (society) G (governance).
Head Office Entrance[Shareholder Return] We apply a dividend policy commensurate to business results, based on stable dividends. Acquisition oftreasury shares is considered flexibly with the goal of improving shareholder value and capital efficiency. Dividends for the year ended
March 31, 2015 (hereafter “fiscal 2014”) were ¥22. Planned dividends for the year ending March 31, 2016 (hereafter “fiscal 2015”)
are also ¥22.

2

Corporate
Governance
株主総会
選任・解任

指名委員会

選任・解任

会計監査人
会計監査

取締役会

監査委員会

（監査委員会事務局）

選任・解任

報酬委員会

[Description of Corporate Governance]
The Board of Directors views corporate
the監査グループ代表執行役 governance as a system to support
執行役会
sustainable, mutual growth of firms and society. To benefit all stakeholders, including shareholders, there should be transparency and
担当執行役
担当執行役
fairness, and by creating a system to ensure active decision-making with the goal of creating value, contributions are made to the
業務執行部門グループ各社
development of society and sustainable growth of the Company is possible. The Company is aware of its fiduciary responsibility toshareholders and of ensuring shareholder rights and equality, thus responding sincerely and fulfilling accountability.

[Changes to Corporate Governance Systems] In June 2004, in order toenhance oversight of the Board of Directors and the quality of management
and enrich management practices such as prompt decision-making and agile
株主総会
execution of operation, the Company
wasreorganizedintoacompany
with
選任・解任
選任・解任
committees, which is more transparent and fair and in which Outside Directors
会計監査人
account for the majority of board
members.
取締役会
会計監査
In June 2008, a female director
was appointed for the first time, and for fiscal
選任・解任
2015, female directors make up 38% of the board (2 out of 10 Executive
Officers are also women).
監査グループIn addition, we appoint Independent
Outside Directors with a wide array 代表執行役
ofknowledge, experience and skills such as business management, marketing,accounting, etc. (The Company was selected as “Diversity
Management
担当執行役
Selection 100 (2013)” (METI Minister Award).)
業務執行部門In 2015, a board evaluation will also be carried out to improve the effectivenessof the Board.

2004
2008
2015

Company with Committees
Appointment of
指名委員会
Female Directors
Evaluation of
the Board of Directors

監査委員会（監査委員会事務局）

Strengthening Corporate Governance
報酬委員会
執行役会

担当執行役
グループ各社[Corporate Governance Structure]
General Meeting of Shareholders
Election/Dismissal

Nomination Committee

Election/Dismissal

Accounting Auditors
Accounting Audit

Board of Directors

Audit Committee(Audit Committee Office)Election/Dismissal

Internal Audit Group

Representative Executive Officers

Compensation Committee
Executive Officer Meeting

Executive Officer in Charge

Executive Officer in Charge

Operating Divisions

Group Companies

3Management & Corporate GovernanceManagement

Please let us know about the sustainable creation of corporate value[Description of Sustainability] For us to continue businesses for a long period of time, good relation between firms and society
based on sound economies, environments and society is indispensable.
We engage in CSR (corporate social responsibility) activities as our basic responsibility in order to fulfill the requests and expectations
from stakeholders and also create values through business activities unique to S.T. CORPORATION for achieving sustainability.
These efforts are expected to facilitate the sustainable, mutual growth of firms and society, improving corporate value and increasing
shareholder value.

[Overview of Strategy and Sustainability]
Category

Major activities

CSR aimed at creating value

CSR that fulfills
the Company’s
basic
responsibilities

Details

Purifying polluted air

To conduct the Clear Forest business for making polluted air harmless andhealthy

Developing products that help create clean air and acomfortable environment

Adapting to social and environmental needs by developing products thatenrich people’s lives

The environment

Contributing to the environment through products
Contributing to the environment through manufacturing andlogistics processes

Consumers

Provision of safe, reliable products

Human resources

Promoting diversity
Education of employees for enriching sensitivity(round-the-world training)
Diffusion of complianceTo develop systems for maintaining and enhancing social trust bypromoting diversity, developing human resource, and raising awareness ofcompliance

Local
communities

Providing support to educational institutions
Holding musicals

To invigorate main customers and support the education in local community

Reducing the environmental impact of business activities by reviewing
the full gamut of operations including packaging and wrapping as well as
manufacturing and logistics processes
To manage quality, provide information and establish a customer center[Areas of Executive Officer Responsibility]
Executive Officers(As of June 16, 2015)
Responsibilities

Name

Representative Executive
Officer, Chairman, CEO

Overall management

Takashi Suzuki＊

Representative Executive
Officer, President, COO

Overall management

Takako Suzuki＊

Managing Executive Officer

In charge of Division Management, Head of the Mothproofing Agents and Dehumidifiers Division, and the Glove Division

Tsukasa Konda

Managing Executive Officer

In charge of the Management Control Division and the Manufacturing Division

Kumiko Ishikawa

Managing Executive Officer

In charge of the Sales Division

Yo Kouzuki

Executive Officer

In charge of the Home Care Division

Koji Kage

Executive Officer

In charge of the Air Care Division

Masami Kitahara

Executive Officer

In charge of the Management Strategy Division and responsible for Domestic Group Companies

Kouichi Yoshizawa

Executive Officer

In charge of the R&D Division

Mikio Tsuji

Executive Officer

In charge of the International Business Division and responsible for Overseas Group Companies

Keiichi Hayasaka＊: Holds the concurrent position of director

4

＊

＊

Corporate
Governance[Composition of Outside Directors] In order to sustainably create corporate value, the oversight and advice of Outside Directors
with a variety of knowledge, experience and skills are important. The current overview of Outside Directors is as follows.

Management/Strategy

Marketing○○

Naoto Onzo

Global Management

Sustainability

Compliance/
Risk Management

Accounting○○

Kanichi Suzuki○

Fuminobu Aruga○

Mitsuko Miyagawa○○

The system for election and dismissal follows the Companies Act, with the Nomination Committee deciding on the details and voting
at general meetings of shareholders.

[Remunerations of Directors and Executive Officers] The Compensation Committee sets and determines the
remuneration policy. The remuneration system was revised on April 30, 2015 at the Compensation Committee, sothat executive will be able to align interests with shareholders as they seek sustainable mid- to long-term growthof corporate value. Moving towards the goal of mutual interests with shareholders, points are given to Executive
Officers according to business results of each term, and a share remuneration system is adopted where sharesare provided upon their retirement as part of a mid- to long-term incentive.

[Composition of Directors](As of June 16, 2015)

Directors

Nomination Committee

Chairman of the Board of Directors○

Director (Outside Director)★

◎

Director (Outside Director)○

Audit Committee

Compensation Committee

Takashi Suzuki
○

◎

◎
○

Director○

Naoto Onzo○

Fuminobu Aruga○

Mitsuko Miyagawa○

Director
Director
Eight directors (four of whom are Outside Directors)＊

Kanichi Suzuki

Director (Outside Director) ★
Director (Outside Director) ★

Name

Five members

Three members

Takako Suzuki＊

Kumiko Ishikawa＊

Kouichi Yoshizawa＊

Three members◎: Chairperson ○: Committee member ＊: Holds the concurrent position of Executive Officer ★: Independent Outside Director

Takashi Suzuki

Naoto Onzo

Kanichi Suzuki

Fuminobu Aruga

Mitsuko Miyagawa

5

Takako Suzuki

Kumiko Ishikawa

Kouichi Yoshizawa

Management & Corporate GovernanceManagement

Please let us know about the systems to create corporate value[Values] We believe that our management philosophy and code of conduct are the sourceof value creation for S.T. CORPORATION, and are the most important capital for brand value
management.
In addition to adhering to laws, internal/outside regulations and morals, we believe that thepractice of S.T. CORPORATION’s value leads to bringing a bright and vibrant life to customers
through the air. We have implemented the following policies in order to succeed at this goal.

[Policies for Adoption of Values] With the STR (S.T.
management reforms) that began in 2010, initiatives wereintroduced to consolidate the management philosophy
and code of conduct with action on a company-widebasis, and link them with target setting, results evaluations
and layered training. Additionally, by distributing code of
conduct cards and speaking in chorus at the morning
assemblies, daily efforts are made to increase awareness.

View of STR[Organization Structure] Starting from fiscal 2015, a divisional system was adopted to improve themarketing of each business. By changing to a matrix organization with businesses on the vertical axis andfunctions on the horizontal axis, this system is able to respond more quickly to customers.
[Divisional System Matrix]
Mothproofing Agents and
Dehumidifiers Division

Air Care Division

Home Care Division

Glove Division

R&D Division
Manufacturing DivisionCorporate Communications Division
Sales Division
Group Companies[Indicators] While maintaining a compact company, from the perspective of acquiring a competitiveedge (high profitability) by creating new markets through “developing unprecedented products,”
indicators such as corporate brand studies are being examined for non-financial indicators, andinvestment efficiency for financial indicators.

6

Corporate
Governance[Oversight Policies for Adoption of Values] The Compensation Committee carries out periodic reviews.
This committee checks target setting and results evaluations, reports to the Board of Directors anddiscusses them.

[Measures to Prevent Employee Disadvantages] A Helpline for employees to report any issues orcomplains is available at all times. Efforts will be made to further increase its independence.

[Independence of Outside Directors] In order to increase the effectiveness of the Board of
Directors, we recognize the importance of Outside Directors’ independence. Independent Outside
Directors have been elected since 2010, and currently 3 out of 4 Outside Directors meet thesestandards. The Tokyo Stock Exchange standards for independence are used, and currently uniquestandards are being considered.

[Effective Use of Independent Outside Directors] In order to increase the auditing
capabilities of the Board of Directors, based on corporate governance code, we will examine
selecting a Lead Independent Outside Director from fiscal 2015 and holding periodic
meetings with only Independent Outside Directors.

[Director Training] Currently, training is held when a new director is appointed, but in the future, training will
be considered when necessary for all Outside Directors.

7

Management & Corporate GovernanceManagement

Please let us know how you manage risks[Risk Management] Recognizing and appropriately managing risk is considered
to be one of the important factors in sustainable growth of a business. Risk
management has the goal of preventing many management risks companies face
before they occur, and minimizing the damage should any occur. Standards andthe Risk Management Committee for the entire group have been established, as
well as creating systems for risk management and rules when risks occur. Majorrisks include increase in competition, overseas business activities, and impact ofmaterial costs, unstable weather and natural disasters.

View of the Risk Management
Committee[Compliance] Following the laws, regulations, morals and social norms of society and fulfilling
responsibility is fundamental when operating a company, and while responding to what society
expects, we will also seek to maintain and increase trust from all stakeholders.

Please let us know about the promotion of dialogue with shareholders[Promotion of Dialogue with Shareholders] We recognize that constructive dialogue withinvestors and shareholders are important to sustainable growth. Therefore, the following
systems will be prepared to promote dialogue.
Person in charge

Executive Officer in charge of the Management Strategy Division

Division in charge of dialogue

HR/General Affairs Group and IR Section of PR Group

Systems to support dialogue

Related divisions (Management Planning, Accounting/Finance, HR/General Affairs,
Legal Divisions) work together to support

Methods other than individualinterviews

Ample information on the Company’s Corporation Information Website, disclosematerials in “Library” and “IR News”

Feedback methods

In addition to writing reports and submitting them to the Board of Directors andmanagement after dialogue, they are maintained in a database that can be viewed
at any time

Management of insider information

Regulations are made for handling of internal information

We will continue these efforts for the sustainable, mutual growth of firms and society,while seeking to increase corporate value and shareholder value. We appreciate yourcontinued support.

8

Library Screen/ S.T. Website

Corporate
Governance[Auditing Risk Response] The Risk Management Committee meets periodically, reporting their activities
to Representative Executive Officers and the Board of Executive Officers as well as to the Audit Committee,
with the Audit Committee reporting to the Board of Directors.

[Oversighting Compliance System] The Compliance Committee meets periodically, reporting their deliberations and decisions toRepresentative Executive Officers and the Board of Executive Officers as well as to related groups and the Audit Committee, with the
Audit Committee reporting to the Board of Directors.

[Systems to Promote Dialogue with Shareholders] As the Board of Directors considers andapproves policies, this system will be periodically reviewed.

The situation of the Board of Directors for fiscal 2014 are as follows.
(Year ended March 31, 2015)

Governance Type

Company with committees (Company with the Nomination Committee, etc.)

Number of Board Members

9

Number of Outside Directors

5 (56%)

Number of Independent Outside Directors

2 (Notified as the persons designated by the Tokyo Stock Exchange)

Board Diversity

4 female Directors (Including 2 Outside Directors)

Number of Board Meetings Held per Year

10

Average Attendance Rate of Board Meetings

100％

Director’s Term

1 yearChairman and CEO

One person serving as both

Nomination Committee

5 members (3 Outside Directors; chaired by an Outside Director)

Audit Committee

4 members (4 Outside Directors; chaired by an Outside Director)

Compensation Committee

3 members (2 Outside Directors; chaired by an Outside Director)

9

22%

Business at a Glance

Business by Category

Proprietary Brand

Market Share and Rank (Japan)

Deodorizers and Air Fresheners

AIR Care30%

TV commercial of Shoshu-Riki(Market Share: No.2)(Deodorizers and
Air Fresheners)

Refrigerator Deodorizers

75%(Market Share: No.1)

CLOTH Care

Mothproofing Agents

TV commercial of Mushuda

48%(Mothproofing Agents)(Market Share: No.1)

THERMAL
Care

Disposable Warmers(Disposable Warmers)

Market Share: No.2)

19%

Household Gloves

24%

HAND Care(Gloves)

HUMIDITY
Care(Market Share: No.2)

Dehumidifiers

TV commercial of Drypet

34%(Dehumidifiers)

HOME Care(Market Share: No.1)

TV commercial of Kome-Touban(Cleaners andOther Products)

42%
42
6%%%
42
42%

Composition of Net Sales

Sales/YoY

20,318Millions of yen

-0.7%

22%
22
%
10
%
22
22%%

10,404

6%%
42
6%%
13
6
6%%

6,093

10
%
22
%
10
7%%%
10
10%

5,069

13
%
6
%
13%
13
13%%

2,941

7%%
10
7%
7
7%%

3,434

Millions of yen+0.8%

Millions of yen+1.4%

Millions of yen+16.9%

Millions of yen+17.0%

Millions of yen+2.8%

Strengthen Global
Business

The ratio of overseas sales is 7%. We strengthen global business as another driver of growth.

Promoting Capital andBusiness Alliances

We concluded contracts for capital and business tie-ups with FUMAKILLA LIMITED and NS FaFa Japan Co., Ltd.

Promoting New BusinessIn 2011, the technological brand “Clear Forest,” which was researched and developed in collaboration with research institutes, debuted.

13%

10

7%

Market Environment

Salient Business Features and Strengths

Overview of Fiscal 2014 and Strategies Going Forward● The market is growing, but our performance was ● Mainstay business division accounting for 42% of the ● Although new products in the mainstay brand Shoshu-Riki
sluggish due to reduction in reaction to the increase inCompany’s total sales. A division that is expected tocontributed to sales, it was not enough to cover the effectconsumption tax in fiscal 2014.
experience future growth.
of reduction in reaction to the increase in consumption tax,
and sales decreased.
● Products focusing on fragrance and for cars are ● This division owns unique brands, including our largest
growing, with further growth anticipated.
brand Shoshu-Riki and Dashu-Tan, which deodorizes ● In fiscal 2015, put efforts into products focusing on
air with the power of charcoal.
fragrance and for cars. By adding more to the mainstay
brand Shoshu-Riki and proposing the brand SHALDAN to
enjoy fragrance more, cultivate new demand.
● The market is on a plateau and stable.
● A foundation business rivaling the importance of the ● Despite reduction in reaction to the increase in
AIR Care category in terms of marketing.
consumption tax, active marketing and renewed packaging● With changes in storage styles, responding to diverse
helped sales increase.
needs will be the key in the future.
● This category comprises topline brands including
Mushuda and Neopara Ace, which are well recognized ● In fiscal 2015, increase the number of hanging types in thefor their reliability in protecting clothes from moths.
mainstay brand Mushuda, to respond to diverse needs andexpand our share.

● Climate change significantly impacts the market. Difficult ● Winter-based product range. Provide an additional ● The beginning of the season was relatively warm, but withto differentiate products. Intense market competition.
point-of-sale management role linked to spring andrevised selling price, sales increased.
autumn mothproofing agents.
● In addition to strengthening and fostering brands, cultivateand expand new demand.
● Advantage of alliance products. Offer Onpacks andother brands manufactured by Mycoal Corporationin July 2003. Products are distinguished by theirestablished reputation for high quality, especially
products for feet.
● Both household and industrial-use markets are growing. ● An inaugural, enduring division with a history of six ● Since the performance of industrial-use gloves improved in
decades together with the CLOTH Care category.
both domestic and overseas markets, sales increased.
● In addition to improving work efficiency, proposals for
improved functionality and added value are key points. ● This category is comprised of the Family series of ● In addition to strengthening and fostering brands, cultivatehousehold gloves, industrial-use gloves and otherand expand new demand.
products. Gloves with reinforced fingertips and nitrile
rubber gloves strong to piercing have been released.

● The market is on a plateau. Difficult to differentiate ● This division has consistently led the market since ● The performance of the tank and sheet types of the
products. Intense market competition.
Drypet was first launched in 1981.
mainstay brand Drypet was favorable, and its sales
increased.
● Putting forward value-added products that offer new ● This category is comprised of the mainstay brandfunctions and applications is critical to future growth.
Drypet, as well as other products including Bincho-Tan ● Cultivate new demand with renewal of products with added
Drypet, which offers a deodorizing function together
value from including Bincho-Tan (charcoal) in fiscal 2015.
with dehumidifying; a solid lineup including refill- andsheet-type products.
● Robust conditions in the niche cleaner and insect ● This division is currently fostering the niche cleaner ● Sales increased, because the results of the insect repellent
repellent for rice bins markets.
market and is coordinating efforts to nurture other new
for rice bins Kome-Touban and in overseas markets were
products that are under development.
favorable.
● It owns unique products, such as the cleaners in the ● Take up the challenge of entering new domains in order toniche market, including Ultra Powers and Ohisama no
secure further growth.
Sentaku, and the insect repellent for rice bins KomeTouban.

We focus our strategy areas and category we promote overseas. Our strategy is focused on the ASEAN area and the category is on the Air Care series.

By utilizing the complementary relations among the 3 companies, we aim to grow our businesses and increase profitability.

In 2013, we established the Clear Forest Division to create a new market of “air purifiers” for improving the quality of air.

Market share data is based on INTAGE Inc.’s “SRI Category with Filter.” (January to December aggregate; April to March aggregate for disposable warmers only)11

Financial and Non-Financial Highlights

Operating income/Operating income margin

4.5
4.5
3.8
3.8

1,800

3.8
3.8

1,751

2,114

●ROA(%)●ROE(%)

3.8
3.8

6.1
6.1

1,813

48,263

46,993

46,94446,3544.9
4.9

43,580

ROA/ROE■ Operating income (millions of yen)
● Operating income margin (%)(millions of yen)

2,131

Net sales

4.0
4.0

4.2
4.2
4.0
4.0

2.9
2.9

2.7
2.7

2.7
2.7

1.9
1.9
0.4
0.4

11
11

12
12

13
13

14
14

15
15

11
11

12
12

13
13

At Year-End

Financial
Indicators(%)

Non-Financial
Indicators

Per share
information
(yen)

15
15

11
11

12
12

13
13

14
14

15
15

(millions of yen)(thousands of U.S.dollars)*1

2014

2015

2015

¥46,993¥48,263$401,293

Operating income

2,131

1,813

15,072

Net income

1,234

892

7,418

R&D expenses

564

512

4,263

Capital expenditures

942

1,486

12,354

Depreciation and amortization

894

844

7,019

Free cash flow

2,624

369

3,069

Total assets

32,37033,785

280,910

Total net assets

21,08722,600187,913

Number of issued outstanding shares (thousands)

21,853

21,851

Operating income margin

4.5

3.8

2

ROA*

4.0

2.7

3

ROE*

6.1

4.2

Equity ratio

63.2

64.8

CO2 emissions (tons)

Years ended March 31, 2015 and 2014

For the Year

14
14

0.3
0.3

Net sales

3,884

3,752

Number of employees (persons)

760

859

Ratio of female directors to total directors (%)

33.0

44.0

Ratio of outside directors to total directors (%)

56.0

56.0

Net income¥ 56.74¥ 40.83$0.34

Net assets

936.061,001.84

8.33

22

22

0.18

999

1,021

8.49

Dividends
Common stock prices*4

Notes: 1. U.S. dollar amounts are translated from yen for convenience only, at the rate of ￥120.27 = U.S.$1.00, the approximate rate on the Tokyo Foreign Exchange Market on March 31, 2015.
2. ROA=Net income divided by average total assets for the fiscal year.
3. ROE=Net income divided by average total equity (total net assets minus subscription rights less minority interests in consolidated subsidiaries) for the fiscal year.
4. The common stock prices listed are as of the end of the fiscal years ended March 31.

12Corporate Data

Company namePaid-in capitalGroup companies

S.T. CORPORATION¥7,065,500,000

S.T. Trading Co., Ltd.

Japan Aroma Laboratory Co., Ltd.

S.T. Business Support Co., Ltd.

S.T. Glove Co., Ltd.

Employees (as of March 31, 2015)

S.T. (Thailand) Co., Ltd.

Shaldan (Philippines), Inc.

4-10, Shimo-ochiai, 1-chome,

Consolidated: 859

Family Glove Co., Ltd.(Taiwan)

Shinjuku-ku, Tokyo 161-8540,

Non-consolidated: 402

Japan(excluding part-time and temporary
employees)

S.T. Korea Corporation(South Korea)

Aekyung S.T. Co., Ltd.
(South Korea)

Headquarters

Telephone +81-3-3367-6111
Establishment

Stock listing

August 31, 1948

First Section, Tokyo Stock

Shaldan (Thailand) Co., Ltd.

Exchange
Account settlement date
March 31

Overview of Communication Tools

Creating Corporate Value Report 2015
(Japanese edition / English edition)

DigestAn easy to understand annual report (pdf) on activities
aimed at creating corporate value for all stakeholders.

Corporate Information Website

Corporate Profile 2015

In addition to introducing each of theCompany publications, the Corporate
Information Website is a comprehensive toolthat provides the latest information and an
overview of S.T. CORPORATION to all
stakeholders.

A compilation and comprehensive tool
overviewing the Company as a whole ina Data Book (pdf) format for the benefit
of investors.

Creating Corporate Value Report 2015
Financial Section

Investors’ Guide 2015

(Japanese site / English site)

Overview(English edition)

Specialized data

Compilation Data Book (pdf) and separate
supplement containing financial data for themost recent fiscal year.

(Japanese edition / English edition)(Japanese and English compilation)

Compilation Data Book (pdf) covering
10 years of quantitative information on
the Company’s corporate activities for
institutional investors.

Communication tools are available within the Library section of the Company’s Corporation Information Website.

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4-10, Shimo-ochiai 1-chome, Shinjuku-ku, Tokyo 161-8540, Japan
http://www.st-c.co.jp/english/company/ index.html
Printed in Japan, October 2015