Laden...
------------------------------------------------------------------------
Japan for Sustainability Newsletter #182
------------------------------------------------------------------------
October 30, 2017
Copyright (c) 2017, Japan for Sustainability
Japan for Sustainability (JFS) is a non-profit communication platform to
disseminate environmental information from Japan to the world, with the
aim of helping both move onto a sustainable path.
See what's new on our web site: http://www.japanfs.org/en/
E-mail: [email protected]
--------------------------------------------------------------------
In the October 2017 issue of the JFS Newsletter:
- Well-being and Other Social Indicators:
A Study of Five Local Governments Initiatives in Japan
- TMG Sewerage Bureau Aims to Make Tokyo a 'Smart Energy City'
- From "Assistance" To "Coexistence" : Japanese NGO Shapla Neer Marks 45
Years of Experience and Learning in International Cooperation
--------------------------------------------------------------------
Well-being and Other Social Indicators:
A Study of Five Local Governments Initiatives in Japan
In recent years, there has been a worldwide trend to rely not only on
Gross Domestic Product (GDP) to measure progress, but also try to
measure things like social progress, well-being, and true affluence. One
such example is Bhutan's indicator of Gross National Happiness (GNH). In
Japan, at least 22 local governments have developed their own well-being
indicators.
Creating Happier Communities: Over 22 Local Governments in Japan
Preparing a "Happiness Index" to Measure Progress
https://www.japanfs.org/en/news/archives/news_id032301.html
What motivated these municipalities start initiatives to establish their
own well-being indicators? How do they conduct their surveys? In this
JFS Newsletter, we introduce parts of an ESRI Research Note entitled
"Initiatives of Municipalities on Social Indicators," published in March
2017 by the Economic and Social Research Institute (ESRI) of the Cabinet
Office of the Government of Japan.
ESRI Research Note "Initiatives of Municipalities on Social Indicators"
http://www.esri.go.jp/jp/archive/e_rnote/e_rnote030/e_rnote030.pdf
(in Japanese only)
------------------------
The ESRI Research Note introduces social indicators developed by five
local governments that include indicators of well-being: the two
municipalities of Arakawa City in Tokyo and Nagakute City in Aichi
Prefecture, and the three prefectures of Kyoto, Fukuoka, and Mie. Each
of these indicators has its own unique characteristics.
Similarities of Five Municipalities
While each is unique, these five municipalities' social indicator initiatives
also have similarities. For example, the leadership exercised by the
heads of the local governments played a major role in the launch of
these initiatives. In addition, all of the governments measure the sense
of well-being and other parameters by conducting awareness surveys
(questionnaire surveys). One uses statistical data as well as awareness
surveys. The surveys ask questions not only about people's happiness but
also local issues, such as safety and child rearing.
Most of the awareness surveys were targeted 4,000 to 5,000 residents.
The survey results revealed local characteristics, but did not show any
major changes in year to year.
Regarding the use of the indicators, some are used as a tool to identify
policy issues. At the prefectural level (Kyoto, Fukuoka, and Mie),
governments tend to use them to confirm the progress and directions of
comprehensive plans. At the municipal level (Arakawa City and Nagakute
City), governments tend to use them in individual programs.
Next, we introduce the initiatives of each local government, focusing on
key features of each one.
Arakawa City in Tokyo: Gross Arakawa Happiness (GAH)
Arakawa City started its Gross Arakawa Happiness (GAH) initiative in
2004, the earliest of local governments examined. Under the philosophy
of the mayor, that "the ultimate purpose of basic municipalities (cities,
towns, villages, and special wards) is the happiness of the residents,"
Arakawa has created an internal domain (program area) based on the
principle that "Our government is a system to make its citizens happy."
In developing its indicators, Arakawa created an expert study group and
a working group of city staff. The working group drafted the indicators,
and they were then reviewed by the GAH Study Group, which consisted of
experts, senior city staff, and members of the Research Institute of
Local Government by Arakawa City (RILAC), a local think tank.
Analysis of the research showed that the people's sense of "safety and
security" was low. The city then examined which type of respondents
scored low in this area, and made use of the findings. For example, it
implemented a disaster prevention program for those people.
Moreover, the city sees the GAH initiative as having an action-oriented
dimension. It holds community gatherings when the reports on well-being
indicators are released and explains the contents, under the idea that
it is important for citizens to think about their own well-being.
Nagakute City in Aichi Prefecture: Nagakute's Well-being Yardstick
Initiative
Nagakute City in Aichi Prefecture has been promoting the "Nagakute
Well-being Yardstick Initiative," based on the ideas that the role of
city government is to promote social welfare (interpreted as well-being),
and that the city in Japan with the best social welfare will also be the
happiest city.
A key feature of Nagakute's initiatives is the importance placed on
citizen participation, so the city is creating new systems for citizens
to initiate their own actions. In other local governments, city
officials typically play a central role in considering what is to be
studied (for indicators), but in Nagakute, citizens who have come
forward to participate and work together with city staff to develop the
surveys. This collaborative approach to survey design is one of the key
features of Nagakute's approach.
The city established the Nagakute Team for Surveying Well-being in 2013
to plan and implement the survey and analyze the results, and then in
2015 the Nagakute Team for Promoting Happiness to share the research
results with citizens. Both teams have been actively engaged in their
activities.
Kyoto Prefecture: Tomorrow's Kyoto, Kyoto Index
Kyoto Prefecture adopted a government initiative called "Tomorrow's
Kyoto" in 2011 to create Kyoto as a city of promise, where everyone can
experience happiness. The Kyoto Index was developed to confirm the
direction of the long-term vision and to manage progress with
medium-term plans for the initiative.
One of the features of the Kyoto Index is to utilize statistical data* in
addition to awareness surveys. In September every year, the prefectural
assembly reviews a benchmark report, with reports on the implementation
of "Tomorrow's Kyoto" and updates on progress with the index.
Note: Statistical data here include parameters such as unemployment
rates and the number of recognized bullying cases.
The Kyoto Index does not aim to appraise the degree of well-being, but
rather to check progress toward the long-term vision, so it does not
involve direct questions on the sense of well-being. However, it does
include questions such as "Do you have a dream or goal you want to
fulfill?" and "Do you want to continue living in Kyoto?"
Fukuoka Prefecture: Commission on Measuring Well-being
On the initiative of the governor of Fukuoka Prefecture, in fiscal 2011
the prefecture laid out a target of ranking top in Japan in the
well-being of its residents. Along with this, the prefecture established
the Commission on Measuring Well-being and launched a residents'
awareness survey about the sense of well-being in the same year.
The commission's members were diverse in age, gender and region, and
consist of experts in key fields for discussing well-being, such as
economy and employment, education, women, child-care, health and
longevity, housing and the environment, and connection. Three meetings
have been held so far, with the participation of university students and
representatives of academic and business communities and non-profit
organizations (NPOs).
Some municipal governments also conduct surveys using the same
parameters as Fukuoka Prefecture's awareness survey.
Mie Prefecture: Mie Residents' Power Vision
Mie Prefecture's governor took the leadership in stating the aim of
making "Mie Prefecture the best place in Japan for residents to feel a
sense of well-being" in a policy on prefectural government management in
fiscal 2011. The long-term strategic plan mentions the Mie Residents'
Power Vision, with the basic principle of achieving that aim through the
power of the prefecture's residents.
Mie Prefecture also conducts a residents' awareness survey. It targets
about 10,000 residents, much larger than the 4,000 and 5,000 typical of
other local governments' surveys. (Mie's version is large in order to be
consistent with its past surveys.)
Survey results are used to track trends in the sense of well-being in
the different policy areas of Mie Residents' Power Vision, and they
serve as a basis for discussions about policies.
The survey results showed that things like family, marriage, and having
children are closely tied to the sense of well-being in Mie Prefecture.
Based on the results, the prefecture is working on enhancing family
education. The impacts of the Ise-Shima Summit of G7 countries in 2016
are thought to be among the reasons for an improved sense of well-being
in the Ise-Shima and Higashi Kishu areas. Based on this observation, the
prefecture has been planning post-summit initiatives and other projects,
making use of the trends in indicators obtained from the survey results.
Conclusion
One of the findings of this ESRI study is that it is essential to
consider local characteristics when developing well-being indicators.
For example, the city of Arakawa (actually, a ward of metropolitan Tokyo)
was a pioneer in well-being indicators, and dispatched some of its own
staff to learn from Bhutan at a time when there were not yet many
examples in Japan. However, Arakawa found that it was not possible to
apply Bhutan's approaches back in Japan without local adaptation. The
city realized that indicators had to be developed for Arakawa based on
its own local characteristics.
Each community has its own circumstances and background. If the
indicators are to be used to identify local issues and track progress of
an overall plan, the parameters for the indicators will vary from
community to community. An important observation of this study is that
all parameters for the indicators and awareness surveys examined by ESRI
contain consideration of local characteristics.
------------------------
Will this movement of developing well-being indicators based on local
characteristics continue among municipalities? In the future, JFS will
continue reporting on the trends of municipalities' well-being
indicators in Japan.
Reference: ESRI Research Note:
"Initiatives of Municipalities on Social Indicators"
Authored by:
Ayako Ishida, Economic and Social Research Institute, Cabinet Office
Kyoko Ichikawa, Economic and Social Research Institute, Cabinet Office
JFS article written and edited by Naoko Niitsu
Note: This article was adapted from the "ESRI Research Note" for the JFS
Newsletter. Views expressed are not those of the Economic and Social
Research Institute, the Cabinet Office, or theGovernment of Japan.
--------------------------------------------------------------------
TMG Sewerage Bureau Aims to Make Tokyo a 'Smart Energy City'
Sewage systems play an important role in making our lives safe and
comfortable. According to its website, the Tokyo Metropolitan Government
(TMG) Bureau of Sewerage oversees three kinds of facilities: sewers for
collecting and carrying waste water, pumping stations for pumping up
waste water on route to the water reclamation centers so the sewer pipes
do not have to go too deep underground, and water reclamation centers
for purifying waste water.
Waste water discharged from households or factories is collected and
carried by sewers, purified at the reclamation centers and discharged
into rivers or the sea. In urban areas with many artificial structures,
where little rain water permeates into the ground, sewage facilities
also take an active part in preventing flooding.
Operating these sewage facilities requires much energy, which leads to
large greenhouse gas (GHG) emissions. To reduce GHG emissions with the
hope of bestowing a comfortable global environment to the next
generation, the TMG Sewage Bureau came up with a global warming
prevention plan for operating its sewage system, "Earth Plan 2004."
The performance of these facilities still has room for improvement, but
the improved facilities will require even more energy. On March 10, 2017,
the bureau announced its "Earth Plan 2017," aimed at both improving
facility performance and reducing GHG emissions at the same time. This
month's JFS Newsletter introduces the TMG Sewerage Bureau's efforts to
make Tokyo the world's leading smart energy city.
------------------------
Past Results and Newly Set Goals for GHG Emissions Reduction
The TMG Sewerage Bureau has been reducing GHG emissions in stages by
setting limited time goals.
In September 2004 prior to enforcement of the Kyoto Protocol, the bureau
formulated a plan to reduce its GHG emissions, which had amounted to
1.065 million tons of CO2 in fiscal 2000. In fiscal 2009 the bureau
attained its goal of a 6 percent reduction from the fiscal 1990 level,
with 938,000 tons of actual CO2 emissions.
The bureau has continued its efforts, setting a goal of a 25 percent
reduction from the fiscal 2000 level, or 798,000 tons of CO2 emissions,
by fiscal 2020. In fiscal 2016, four years ahead of time, the bureau
attained this goal, with 796,000 tons of actual CO2 emissions.
Sludge treatment and water treatment processes are sewage facilities'
main GHG emitters. Thanks to its efforts since fiscal 2010, the bureau
has succeeded in significantly reducing its sludge treatment process
emissions, but it has hardly made a dent in water treatment process
emissions. As a result, 56 percent of emissions from sewage facilities
are currently CO2 and N2O emitted from the water treatment process. The
bureau's future challenge will be to reduce emissions effectively in
the water treatment process along with continuing its efforts in the
sludge treatment process.
While the Bureau was seeking further improvements for steadily reducing
its GHG emissions, the Paris Agreement was adopted at the COP21 in Paris
in December 2015. In response to it, Tokyo put forth the "Tokyo
Metropolitan Environmental Master Plan" in March 2016 to realize a
world-leading environmentally conscious city.
The Bureau of Sewerage considered concrete measures based on Tokyo's
policy. Consequently, it formulated "Earth Plan 2017" in March 2017 to
realize a higher goal of reducing emissions by over 30 percent compared
to fiscal 2000 levels by fiscal 2030, while upgrading the function of
sewerage facilities.
Outline of Earth Plan 2017
Earth Plan 2017 aims to reduce GHG emissions by implementing the
following three fundamental policies:
1. By ensuring compatibility with the basic energy plan "Smart Plan,"
promoting initiatives effectively to achieve the goals of each plan;
2. To further accelerate GHG reduction effects, developing and taking
the lead in introducing the latest technology, achieving energy
conservation and the utilization of renewable energy; and
3. In anticipation of increased GHG emissions caused by flood-prevention
strategies and combined sewerage system improvements, making further
efforts to reduce the amount of emissions.
The reduction goal is planned to be achieved in two stages. The first
goal will be to reduce emissions by more than 25 percent from fiscal
2000 levels by fiscal 2020. Even though the 25 percent reduction from
fiscal 2000 levels had already been achieved in fiscal 2016, emissions
are expected to increase due to future improvement of facilities. This
goal was therefore set to offset the anticipated increase. The second
goal will be to reduce emissions by more than 30 percent compared to
fiscal 2000 levels by fiscal 2030.
How, then, can the reduction goal be reached? To enforce these measures,
six policies have been put forward:
(1) thorough energy saving;
(2) effective treatment operations and methods;
(3) utilization of renewable energy;
(4) development of technology;
(5) collaborative initiatives; and
(6) cooperation with customers.
In line with these policies, 25 concrete, effective measures for reduction
have been settled on. Implementing the measures is expected to
result in emissions reductions of 19,000 tons of CO2 by fiscal 2020 and
96,000 tons by fiscal 2030 compared to fiscal 2016 levels. If the
increased amount of CO2 emitted from the improved facilities in the
future is deducted, the amount of emissions in fiscal 2020 will be
almost the same as in fiscal 2016, and the CO2 emissions reduction from
fiscal 2016 levels in fiscal 2030 will be 53,000 tons, attaining both goals.
Measures to Reduce GHG Emissions
Here I introduce four specific measures to decrease GHG emissions.
Introduction of Microbubble Aeration System
In the water treatment process, wastewater is fed into a reaction tank
where microbes decompose its organic matter to purify the water. To
enhance these microbial activities, oxygen is supplied to the tank using
fans. A microbubble aeration system, which would generate smaller
bubbles compared to the existing system, would allow more oxygen to
dissolve into the wastewater in the tank, reducing the need to operate
the fan. The existing aeration system accounts for 40 percent of the
electricity used in the entire water treatment process, but introducing
a microbubble aeration system could lower the energy consumption by
about 20 percent.
Significant Reduction in Sludge Moisture Content
Sewage sludge with a low moisture content burns easily, so the bureau
has been working to reduce the use of auxiliary fuel for incineration by
lowering the moisture content. Under Earth Plan 2017, the bureau will
improve dewatering machines and further reduce the moisture content to
74 percent or less, aiming to eliminate the need for auxiliary fuel. At
the same time, waste heat will be efficiently recovered from the
incinerators to generate electricity. The generated power will be
supplied to the incinerator itself, as well as water treatment and
sludge treatment facilities.
Improving Incinerator Efficiency via Wide-Area Operation
Energy efficiency is low when treating small amounts of sludge. The
bureau will maximize efficiency by properly distributing sludge among
water reclamation centers in an effort to reduce the use of electricity
and auxiliary fuel. After choosing a key station, the bureau will
establish sludge treatment facilities that can adjust the amount of
sludge to be distributed among centers for efficient operation at
ordinary times and provide a backup in case of emergencies.
Entire Facility Energy Management
Fuel use at sludge treatment facilities, for example, can be reduced by
harnessing energy from sludge generated at water treatment facilities.
The bureau will improve operation methods and develop new technologies
that can reduce the overall energy use of entire facilities, in addition
to continuing its efforts to make individual improvements to the
efficiency of water and sludge treatment.
------------------------
The major roles of a sewerage system are to treat wastewater generated
by people and return the treated water to nature without producing an
environmental impact. Their role in flood protection is also growing
under the influence of climate change. While fulfilling these roles, how
will the bureau reduce its own GHG emissions? A re-examination may be
required depending on the situation. We anticipate the bureau working
flexibly to achieve its goals, while keeping an eye on making Tokyo a
world-leading "smart energy city."
Written by Nobuhiro Tanabe
See also:
Link
--------------------------------------------------------------------
From "Assistance" To "Coexistence" : Japanese NGO Shapla Neer Marks
45 Years of Experience and Learning in International Cooperation
https://www.japanfs.org/en/news/archives/news_id035935.html
"Shapla Neer=Citizen's Committee in Japan for Overseas Support" is a
Japanese non-governmental organization established in 1972. With the aim
of realizing a society that enables each person to develop to that
person's greatest potential, it has been engaged in addressing various
issues facing society today, including disparities between developed and
developing countries. In particular, it has been working in Japan and
overseas to address challenges experienced by people living in poverty
in South Asia.
Shapla Neer was established 45 years ago, and over the years it has
accumulated a wealth of experience and lessons learned that would be
valuable to share worldwide. Here, we introduce the organization to JFS
readers, with text we have adapted with Shapla Neer's permission from
the history page on their website.
------------------------
Learning from failures, evolving
Early years: Witnessing the contradictions of development aid
In the spring of 1972, about 50 Japanese youths went to Bangladesh, a
country that had just gained independence the year before. The group was
named as "Bangladesh Agriculture Reconstruction Volunteers."
These volunteers witnessed first-hand many contradictions of development
aid. They found that those really benefiting from "aid" were already
rich, while the bulk of the population, most of whom were poor, received
nothing. At the same time, many of the Japanese youth became strongly
attracted to the beautiful nature and humanity of the people of
Bangladesh.
Returning to Japan after the four months of valuable experience, some of
them asked themselves a serious question: "What is the best way to
support the people in Bangladesh?"
As a result, an organization was founded to continue the work in
Bangladesh. Some of the youth formed "the Help Bangladesh Committee"
(HBC), a predecessor to what is now Shapla Neer. Funds for HBC came from
donations collected on the streets of Shinjuku.
First lesson: The story of notebooks and pencils
The first thing HBC did was to go into the villages of Bangladesh and
distribute notebooks and pencils to the children. As a result of the war
of independence and natural disasters such as drought and cyclones,
Bangladesh was in a desperate condition, and relief supplies were coming
in from all over the world.
However, the supplies disappeared before arriving in the villages where
people were in need. So when HBC members arrived, villagers were
delighted, saying "This is the first time for the village to receive
relief supplies."
However, when we visited the village market, many of the notebooks and
pencils that had been distributed the previous day were sold the next
day. This was our first failure. We had assumed that if we gave children
notebooks and pencils, they would be able to go to school the next day.
In Bangladesh, soon after the independence, some people died from hunger.
We later came to realize that the children probably sold the notebooks
and pencils so that they could pay for food, and stave off hunger. We
made the same mistake as governments, although we had criticized
government aid as useless.
Second lesson: We control aid activities through Japanese staff based in
Bangladesh
After much reflection, we sent our staff members from Japan and they
lived in a local village in Bangladesh. We thought that if we had eaten
what the poor ate, had spoken in the same language, and had lived with
them, we would have been able to find out what they truly needed.
The first things we did were having open-air literacy classes and
handicraft making by widowed women using jute. Those activities were
successful, and the women's lives improved dramatically
However, in 1977, the local office was attacked by a group of robbers,
gravely injuring our Japanese staff there, and we had to once again
seriously consider what we had done. Had our aid been self-centered?
Did we fail to fully understand local culture and customs? Did our
actions cause new friction?
Third Lesson: Under our direct management, staff acted like employees
In 1980s, we started supporting the rural communities and youths to
initiate their own activities to boost the development of their own
villages by themselves.
In 1987, we changed to a direct approach by having the village groups
work under Shapla Neer. While this change brought us smooth management
of the organization and local activities, our local staff gradually
adopted the "employee" attitude, which meant less of an attitude
of "serving" the community. We experienced an outbreak of workers'
strikes in 1997 and many other complications.
As a Japanese NGO, what can we do in South Asia?
From 1999 to 2005, we split our original village office into three
independent local NGOs so that local staff and resident Japanese staff
could be more actively involved in regional issues.
After asking ourselves what we should do as a Japanese NGO, the answer
was clear; we should focus on those neglected people in Bangladesh's
society as a result of urbanization and economic development. This
perspective led us to start supporting street children in Dhaka in 2000.
Supporting those who are neglected
At present, we support activities for those left behind by development,
such as child workers, youths living in disaster areas or slums, the
elderly, and the disabled. We have just two staff members in Bangladesh
and one in Nepal, so it is the local people who play the biggest role in
improving their own lives by working with NGOs based in Bangladesh or
Nepal. Our basic style is to support people to "improve their own lives
for themselves." We are careful in our activities to ensure that the
local people would not rely on us too much.
Aiming to change society and systems
We think it is important not only to directly support those left behind,
but also to support communities so that they can help the people.
At the local level, we also started offering cooperation to enhance the
capacity of our partner organizations to engage in advocacy in society
through the media and to collaborate with the governments. We have been
witnessing the effects. In Bangladesh, most of the food for school lunches
in drop-in centers for street children is provided by shop owners in the
communities, and local people have become instructors in cooking schools
at support centers for young women employed as domestic workers.
Our new keyword: Coexistence
Our original mission was to improve the lives of those living in rural
areas of Bangladesh. As we locally conducted projects, however, we came
to feel that these problems were not just someone else's problems, but
ours too.
Now we can see Japan through Bangladesh. How are the rural communities
and issues of street children related with issues in Japan? We would
like to think deeply from this perspective. We are finding that
"offering cooperation" may not be enough. As a basis for our activities,
we would rather choose "coexistence" than merely offering assistance.
For these activities we have been recognized with the following awards:
Yoshikawa Eiji Cultural Award, Tokyo Bar Association Human Rights Award,
Foreign Minister's Special Commendation, Mainichi International Award,
Asahi Social Welfare Award, and Okinawa Peace Prize. Furthermore, our
activities were introduced in some textbooks for junior high and senior
high school students.
------------------------
Shapla Neer operates on five main principles: Do not simply provide aid.
Encourage people to find solutions by themselves. Think things out
together. Learn from the real frontlines. And leave no one behind.
In its activities, the organization defines poverty as a condition in
which people are hindered from exercising their full capabilities.
Shapla Neer aims to realize a society that has no poverty, by creating
the space for transformation and relationship. In their mid-term vision
for 2016 to 2020, they have established three priorities: (1) protect
children's rights, (2) develop disaster-resilient areas, and (3) create
a society in which all can coexist through fair trade.
We at JFS look forward to seeing the further development of Shapla Neer
as it continues to evolve and make good use of its extensive experience.
------------
What do you think we can do to realize a society without poverty --
where everyone of us can exercise our full capabilities?
Please share your ideas and leave comments!
https://www.japanfs.org/en/news/archives/news_id035935.html#comment
----------------------------------------------
[JFS Web Site Additions of the Month]
- This month's cartoon:
Let's eco-travel! (2017/10/16)
https://www.japanfs.org/en/manga/manga_id035927.html
- JFS Newsletter No.181 (September 2017)
Nishiawakura's Initiative Based on People Discovering
Their Own Desires(2017/10/21)
https://www.japanfs.org/en/news/archives/news_id035920.html
Residents Protect Local Livelihoods by Funding Local Shops:
Some Examples in Japan(2017/10/10)
https://www.japanfs.org/en/news/archives/news_id035919.html
Implementation of the Paris Climate Agreement: A Report on
Japan's Round Table for Studying Energy Situations(2017/09/29)
https://www.japanfs.org/en/news/archives/news_id035913.html
-----------------------------------------------------------------------
The Japan for Sustainability newsletter is a free monthly newsletter
to keep you up-to-date on the latest developments in Japan.
Japan for Sustainability bears no liability for the newsletter's
contents or use of the information provided.
This newsletter is sent only to those who have registered for it.
We do not rent, loan or sell this e-mailing list to any other party.
If you wish to subscribe, please visit
http://www.japanfs.org/en/newsletter/subscribe.html
To unsubscribe, please click the following link and fill in the form
E-mail Newsletter Unsubscribe:
Link
Back issues of the newsletter are also available.
http://www.japanfs.org/en/newsletter/index.html
We welcome your comments. Please send them to: [email protected]
Twitter: http://twitter.com/japanfs
Facebook: http://on.fb.me/qXZr9t
linkedin: https://www.linkedin.com/company/japan-for-sustainability
linkedin group: https://www.linkedin.com/groups/2349194
Instagram: https://www.instagram.com/japan.fs/
Copyright (c) 2016, Japan for Sustainability. All Rights Reserved.
We invite you to forward our articles or use information on the JFS
website and in your newsletters, as long as you also provide the proper
credit to "Japan for Sustainability, http://www.japanfs.org/index.html."
-----------------------------------------------------------------------
Laden...
Laden...
