Why MOTHERHOUSE takes social action
Everyday we make efforts to prove the potential of people and products from developing countries through our business.
However, it is also true that there are some people we cannot reach through business plans alone.
One of MOTHERHOUSE's 6 values
"Sustainability is possible only when everybody is sustainable"
As a company that cooperates as closely as possible with its manufacturing sites, we want all the people and products involved with us to be sustainable.
This is the root of our social action.
We will strive to make our thoughts a reality, in a MOTHERHOUSE way.
Social Point Card
Support activities for the Great East Japan Earthquake affected areas
- Support activity report 1: March 24, 2011
- Support activity report 2: March 31, 2011
- Support activity report 3 "charity bag": April 1, 2011
- Support activity report 4 "Lokta card": April 22, 2011
- Disaster affected area support project
Support activity for Nepal earthquake affected areas
- Support activity report 1: August 22, 2015
Provide a small happiness to yourself and developing countries just by saving up points.
Social Point Card
Through the point card we issue with initial purchases, we have been able to tie together social action supporting those in manufacturing regions, enabling us to reach places that we were previously unable to through regular business alone.
- 1 point is presented for each 2,000 yen purchase including tax.
- 25 points may be used to get a 1,500 yen discount.
In addition, 1,000 yen will be offered to a social contribution project in a manufacturing region.
Please read the report below for the total revenue and expenditures to date.
Cooperative project with Ekmattra Academy since 2011
MOTHERHOUSE will bear the expenses to found, plan and manage "the Creative Design Course" in Ekmattra Academy which is to be completed at the end of 2011.
It is an organization in Bangladesh to support street children to become independent.
Ekmattra is an organization to protect street children in Bangladesh.
Ekmattra was founded by a Japanese man named Daiki Watanabe and Bangladeshi students. They have managed "Aozora-kyoshitsu (open-air classes)" where they provide literacy education to street children and "Shelter Home" where street children can live together.
As of 2010, about 20 children between the ages of 8 and 14 live there.
MOTHERHOUSE has built a cooperative relationship with this organization by providing school bags and PCs.
※ Ekmattra means "a line everyone can share " in Bangladeshi.
A school where children can learn vocational knowledge and skills to be independent
In 2011, Ekmattra established a new academy.
The purpose of the academy is to make a place where children can learn vocational knowledge and skills to be independent. Students enrolled in the academy live there while working in a field and on a farm.
MOTHERHOUSE will pay all costs to found and manage "the Creative Design Course" to be established in this academy.
They will learn the fun of creating something and how to appreciate the diverse forms of self-expression.
The goal of the course is to establish education which does not depend on memorizing, like current education, but brings out creativity.
The children in this course will learn the fun of creating something and how to appreciate the diverse forms of self-expression through a wide range of activities such as drawing, or handicrafts using wood or clay.
The creativity they learn there will be useful for graphic design in computer education, confectionery design, and will also prepare them for a technical training school whose foundation is in planning.
About once a month, MOTHERHOUSE will dispatch a lecturer to teach a class.
In addition, we will pay the fee to establish and manage the Creative Design Course.
Overview of the classes in the Creative Design Course
We will divide children of the academy into 2 groups by grade and give a three-hour lesson to each group once a week.
While the general classes will be taught by teachers in the academy, once a month MOTHERHOUSE will dispatch specialists to teach there.
(Possible candidates being Eriko Yamaguchi, CEO of MOTHERHOUSE and Tutu, Craft Designer)
Support activity for areas affected by Cyclone Aila, June 2009
A year and half after the disaster caused by Cyclone Sidr. Cyclone Aila hit right in an area that was still recovering.
MOTHERHOUSE supported the disaster affected areas again.
This required new efforts on our part, centered around local staff from our Matrigol factory, who ended up being the main group to plan and carry out a project.
We went to the heavily affected Gabola Island to support with cooperation of the local Red Cross, Red Crescent and army.
As when Sidr hit, there was food, but there were not enough utensils to eat it, or lights.
We handed out 250 sets of food with utensils, and 200 oil lantern.
School bag provision, April 2008
It is said that more than 330,000 children are living on the street in Dhaka, the capital of Bangladesh.
Ekmattra is a school founded for those children in Dhaka, led by a Japanese man named Mr. Watanabe in the hope to change the situation.
We presented school bags made of jute hoping that the children in Ekmattra would be proud of their country and go to school happily everyday.
After Yamaguchi asked the children about the type and color of bag they wanted in person, we designed and manufactured them.
Through this activity we also came up with ideas that were eventually used to develop a new MOTHERHOUSE product.
We made backpacks for adults based on school bags we had given the children, too.
Support activities for Cyclone Sidr, November 2007
Because of its tropical climate, Bangladesh has had a number of cyclones and suffered severely many times due to lack of appropriate countermeasures available.
Cyclone Sidr hit Bangladesh in November 2007. According to reports, more than 1,000 people were declared dead.
The next night following the disaster, it was decided that Yamaguchi, who was already in the country, would go to the disaster affected area after a discussion in our company.
She went too to the site, assessed the situation, decided what was needed and took action.
We thought this would be the kind of direct contribution MOTHERHOUSE could make possible.
Yamaguchi went to a village called ショルンコラ in Khulna that was greatly affected by the disaster. She spoke with the people in the village to find what was most needed.
They told her they had received a sufficient amount of water and rice from relief supplies, but lacked enough pots to cook with.
Also, though foreigners imagine that Bangladesh is a hot country, the coldness of winter is hard on those who have lost their houses from the disaster."
Those were the words spoken directly from the village chief.
After that, Yamaguchi gathered supplies and handed out 250 blankets and 200 pots and plates.
As a company doing businesses in Bangladesh, we started social actions such as these, hoping to solve even the smallest of problems.
Then we decided to establish our SOCIAL POINT CARD system.