From office partitions to hospital rooms and school environments, COMANY transforms physical “spaces” through thoughtful design and precision engineering—creating environments where people work, heal, and learn better.
Let’s begin with Section 1 of the Market Framework. As we know, globalization has advanced to a point where the world is more interconnected than ever. Japanese design, which has its roots in traditional spaces like washitsu—rooms with tatami mats and shoji screens—emphasizes harmony and natural materials. Over time, Western design influences have merged with these traditional elements. In this global context, how would you define the aesthetic value of Japanese interior design today?
At the heart of traditional Japanese aesthetics lies a philosophy that places great importance not only on the objects within a space, but also on the spaces between them—what we call ma, or the meaningful void. This concept sees value in the in-between, in the intervals, and in the ambient presence of space itself.
Elements such as tatami, shoji, and fusuma (sliding panels) are not designed to create rigid separations, but rather to gently divide and modulate space. They invite in natural light and allow for the subtle awareness of other people’s presence without direct visual contact. These materials help create an atmosphere of calm, of serenity—where quietness and spatial harmony are celebrated.
Japanese partitions are particularly unique in that they not only seek to isolate or compartmentalize spaces completely, but they also foster a sense of connection, as the case may be, allowing users to enjoy the natural surroundings and to feel the presence of others, even without direct interaction. I believe this nuanced approach to space—this ability to maintain both privacy and connection—is a powerful expression of Japanese harmony at its finest.
Let’s now shift to Japan’s demographic challenges. Recent data suggests that by 2040, the workforce could shrink by 12%, essentially halving the working-age population. In response, we’ve seen a significant increase in foreign workers in Japan—2.3 million as of October 2024, a 12.4% increase from the previous year. How should workplace and residential design respond to this growing foreign workforce? What are your thoughts on creating inclusive environments that support a diverse and sustainable workforce?
Japan’s population is projected to continue declining throughout this century. To maintain our social and economic infrastructure, we’re increasingly reliant on non-Japanese talent. It’s our valuable role to create working environments for people from diverse cultural and national backgrounds. To that end, we must go beyond simply providing “private rooms for concentration” or “open spaces for collaboration.” Those are binary solutions. What’s truly needed is flexibility—environments where individuals can choose how and where they want to work depending on the task or their emotional state.
This ability to choose—this design for diversity—is critical. And that’s where I believe our Japanese spatial philosophy plays a role. We emphasize the in-between: spaces that are neither fully open nor fully closed. Spaces that allow for a spectrum of interaction and privacy. It’s not about creating 100% of one thing or the other—it’s about creating a range of possibilities in between. That’s the essence of MA-zukuri—the craft of creating “in-between” spaces, and it’s fundamental to how we support a diverse, international workforce.
MA-zukuri model
Many companies speak about globalization. But in your case, it’s not just a slogan—COMANY has made real progress expanding abroad. You have operations in Indonesia and China, among others. Could you share why you chose these particular countries and cities for international expansion?
Our entry into China began some years ago, at a time when the country was showing tremendous economic momentum. More recently, we’ve expanded into Indonesia. Before that, we had an office in Singapore, which allowed us to research the entire Southeast Asian market. We ultimately focused on Indonesia because we saw significant growth potential in the partition segment there. The market is still developing, and we believe we can contribute meaningfully. When we consider international expansion, we of course look at market potential, but equally—if not more importantly—we seek partners who share our core philosophy. Shared values are essential for long-term success.
Looking forward, as you consider further international expansion beyond your current bases, will your approach remain focused on philosophical alignment with local partners? Or are there other strategic factors you’ll prioritize?
Our fundamental approach won’t change. Philosophical alignment will continue to be a priority. That philosophy, by the way, is not limited to Japanese values, but the values as humanity. We believe the world as a whole is shifting toward more human-centric and sustainability-driven thinking. Wherever we go, we collaborate with partners who resonate with these principles—who believe in building a better future not just for business, but for people and the planet. This is our consistent attitude rooted in human hearts.
Beyond China and Indonesia, where else do you see strong potential for expansion?
I believe Southeast Asia continues to hold great promise. Markets like the Philippines, Vietnam, and Malaysia are especially interesting. Each has its own dynamics, and we’re conducting in-depth market research to better understand how we might contribute in those regions in the coming years.
Are there significant differences in demand by country or region—for example, between Japan and Indonesia—when it comes to segmentation across industries such as office, hospitality, or healthcare?
Yes, there are notable differences. Interestingly, the Indonesian market today resembles Japan’s partition market from about 30 years ago. In Japan, demand is currently strongest in office environments, followed by factories and hospitals. In Indonesia, factory-related demand still dominates, and products that were popular in Japan decades ago are now gaining traction there. Observing these differences is both fascinating and informative.
Let’s talk more about your company’s philosophy—particularly MA-zukuri, the concept of designing in-between spaces. Recent research shows that interior environments have measurable impacts on mental, emotional, and social wellbeing. In fact, over 4,000 respondents in a 2024 survey said their office design significantly affects their overall health. How is COMANY’s philosophy reflected in your products and how do you see interior design contributing to holistic wellbeing?
Our MA-zukuri philosophy places human beings at the very center. We view the environment not just as physical space, but as a triangle formed by time, space, and labor —with the person at the center. This philosophy is rooted in over 60 years of experience designing partitions. Over time, we realized that partitions do more than divide spaces—they shape relationship between people, between people and object, and between various elements. Used wisely, they foster valuable communication. Used poorly, they can isolate and divide people. So, the true value of what we offer isn’t the partition itself, but the experience of the space within it—how people come alive and thrive in those spaces. Our mission is to create environments where people can shine. That’s why we say the core of our business is not partitions, but MA-zukuri—the intentional crafting of space to enhance human potential.
When expanding internationally, do you keep this philosophy unchanged, or do you adapt it based on cultural context?
The essence of our philosophy remains unchanged. However, communication and presentation may differ based on the audience. We adapt our expression to resonate with the local context. What matters most is that, regardless of country or culture, the people using our products feel supported in their performance and their physical and mental wellbeing.
Within your product portfolio—high partitions, low partitions, toilet cubicles, industrial solutions, office systems—where do you see the greatest future growth potential?
The biggest opportunity, both now and in the future, lies in office environments. Japan has a proud tradition of manufacturing excellence—companies like Toyota have led the way in efficiency and innovation. But when it comes to the productivity of office workers, we still lag behind global standards. That’s where we see room for real progress and impact.
The development of your Syncron system also seems to have involved overcoming significant technical challenges. Could you tell us more about how it came to be?
We develop the Syncron system for use in a wide range of environments, including offices, schools, and hospitals. Its most significant and reassuring feature is its outstanding seismic performance. This concept originated following the 2011 Great East Japan Earthquake, which prompted development focused on seismic performance. When our engineers visited disaster sites, we repaired both our own and other manufacturers’ partitions. During this work, we observed that while many of our partitions remained standing, they were no longer functional or safe.
In urban centers like Tokyo, where people may be unable to return home after a disaster, being able to stay safely in their office building becomes crucial. We designed Syncron with that reality in mind. The development process was difficult—each seismic test yields tens of thousands of data points—but we knew we couldn’t compromise. Safety and security during and after disasters are part of our commitment to wellbeing.
You’ve set ambitious KPIs—such as improving the wellbeing of 100 million people and cutting environmental impact by 50%. How were those goals set, and how do you intend to achieve them?
When we set those targets, we didn’t yet know how we’d achieve them. But given the state of the world, it was clear that we had to. So, we aligned our timeline with the SDGs’ target year of 2030 and worked backwards—backcasting from what the future demands, rather than forecasting from what seems feasible. The numbers surprised even our engineers at first. But today, they’re actively innovating to make those goals a reality. We chose to pursue not what’s easy, but what’s necessary—for the planet and for humanity.
To reach that 50% environmental impact reduction, what are some of the specific steps you’re taking—particularly with eco-materials?
First, we need to raise awareness that partitions themselves are inherently eco-friendly. They can be reused when layouts change or teams grow, as long as ceiling height remains the same. Renovating a building is resource-intensive, but swapping partitions is relatively low-impact.
We design for reusability, and we also separate materials—like steel and gypsum board—for effective recycling. While not every component is recyclable yet, we’re steadily increasing the ratio. We aim to make our entire product line compatible with a circular economy.
Finally, looking five years into the future, what kind of company do you hope COMANY INC. will be?
In five years, I want to see our vision of “Empower all Life” fully realized. I hope you’ll come back and report on how we’ve supported the wellbeing of 100 million people while cutting our environmental impact in half. Most importantly, I want every employee, customer, and stakeholder connected to us to feel they’re part of something meaningful—and that they’re leading a happy life. That’s what truly matters.
For more information, visit their website at: https://www.comany.co.jp/
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