Contents

Introduction

Management

Social (S)Environment (E)Governance (G)Recognition / Assurance

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax Governance

BCP / BCM
The Significance of BusinessContinuity Planning

Promotion Framework
Promotion framework

Activity results, performance data

Approach

Our BCP initiative began in December 2010. Following theTraining and drills are provided at each operational site to give

The TOPPAN Group provides client companies with an array ofGreat East Japan Earthquake of March 2011, we established aall personnel a fuller understanding of their roles and to prepare

products and services in Information & Communication, Living

BCP Promotion Office in the head office Legal Division toall taskforce members to perform their duties when a disaster& Industry, Electronics, and frontier businesses. We recognize

accelerate Groupwide planning efforts. The promotion office has

strikes. Trainees mainly learn about recovery flow, the roles ofthat the business continuity planning (BCP) initiative is abeen overseeing BCM activities across the Group as a

the response units, and how information-sharing tools are used.

critical defensive measure to ensure the safety of employees andresponsible body.

Drill participants also learn initial disaster relief proceduresminimize business disruptions when a disaster strikes.

Disaster Preparedness

BCP administration offices at the business divisions andsuch as taskforce formulation, information gathering, and thesubdivisions, main subsidiaries, and Group companies

actions to be taken to confirm the safety of site members. We

management (BCM) activities have the advantage of making us

spearhead the implementation of BCM activities at their sites incontinuously update an array of disaster countermeasure plansaccountable to stakeholders for crisis management, heighteningalignment with their businesses. Our operational sites in thethat specify approaches to disaster recovery response, along

employee awareness on disaster preparedness and crisis

Security business have also obtained business continuity

with action-procedure sheets that outline the actions eachmanagement, and fostering a corporate culture that robustly

management system (ISO 22301) certification to secure theresponse unit should take.

responds to disasters.

trust of customers.

During normal times, Groupwide business continuity

The BCP Promotion Office, meanwhile, conducts
assessments and interviews using a check sheet on the BCP

We continue to implement BCP/BCM initiatives so that wecan be trusted by society as a group of corporations that endure

activities underway at each site to increase the level of activities

disasters resiliently. We are enhancing business continuity

throughout the Group. Interviewers share the points to becapabilities and maintain greater customer confidence in our

improved with site personnel and discuss countermeasures

supply responsibilities.

based on the results of reviews of the previous year’s efforts.
We also hold liaison meetings with personnel from the BCP
administration offices, organize BCP workshops for suppliers to*Business continuity planning (BCP) clarifies a set of policy,
framework, and procedures necessary to prevent any
interruption of key business operations in the event of a sudden

TOPPAN Group BCP Promotion Structure

crisis such as a natural disaster or accident. The BCP initiative

BCP Promotion Officealso aims to restore normal business operations in the shortest
possible time when business interruptions cannot be prevented.
Business continuity management (BCM), meanwhile, refers to

reinforce our supply chains, and enhance employee readinessBusiness continuity systems at the head officevarious management activities undertaken at normal times tosecure business continuity, such as BCP activities.

141

BCP administration offices at businessdivisions and subdivisions

BCP administration offices at subsidiaries
and Group companies

BCP administration offices at operational sites

BCP administration offices at operational sites

Sustainability Report 2023

Contents

Introduction

Management

Social (S)Environment (E)Governance (G)Recognition / Assurance

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax Governanceby posting disaster-mitigation information on our corporate andminimizing disaster damage incurred by human assets. Theinternal websites.

BCP Promotion Office operates two websites: one to heighten
employee disaster-preparedness and one to deliver disaster-

Training and Drills
Remote work environments have been established throughout
the Group to mitigate the spread of COVID-19. The group-style
drills and training sessions formerly held in person have now
shifted online to allow wider participation from diverse

mitigation information. The first, “Bosai no Kokoroe(understanding disaster-preparedness),” provides safety tips andScreenshots of a drill underway (in Japanese)

Coordinated Actions in Remote Training
Information-sharing
personnel

Drill facilitators

information that employees and their families can reach byclicking a banner on the bottom of the main page of theTOPPAN corporate website.

locations. In the damage-assessment training for buildings, forSenior taskforce

example, online instructors teach participants how to conduct
structural assessments by presenting them with previously
compiled drawings and photos of structural-assessment points.
Online BCP lectures and workshops are also held for suppliers.

“Bosai no Kokoroe” website (in Japanese)

Site-basedtaskforce A

Text for structural assessment training (in Japanese)

Site-basedtaskforce B

Site-basedtaskforce C

We may choose to convert our practice-based training and drills

The second is an internal BCP website accessed from the portalback to a group-style offline format as societies around therun by our Legal Division and Intellectual Property Division onworld continue to relax their measures against COVID-19.

the information page in our in-house portal. Employees visiting
the site can find the Group’s plans for disaster countermeasures,

Drills are conducted by organizing taskforces over networks andconfirming the coordinated disaster-recovery actions of a senior

Regular Meetingtaskforce linked to a set of affiliated site-based taskforces. In thedrill shown here, facilitators instruct each taskforce member toPersonnel from the BCP administration offices at the businessengage in appropriate recovery activities within an evolving

divisions and at related companies convene for quarterly anddisaster scenario. Remote participants assigned to play task-

semiannual liaison meetings, respectively, to exchange views

specific roles from their homes and workplaces respond to theand share information. Currently, liaison meetings are held at

advice, information, and inquiries prepared by the information-

10 major manufacturing companies within the Group.

sharing personnel.

https://www.holdings.toppan.com/ja/bousai/

content focused on disaster mitigation such as in-house learningmaterials, procedures for setting up safety verification systems,and manuals on emergency equipment prepared in-house.

The administration offices at divisions in Tokyo also holdmeetings to discuss specific BCP issues and themes, whenevernecessary.

Posting Disaster-mitigation Information
Drill facilitators

BCP website(for internal use only; in Japanese)

Our ability to practice optimal BCP hinges on our success in142

Sustainability Report 2023

Contents

Introduction

Management

Social (S)Environment (E)Governance (G)Recognition / Assurance

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax GovernanceActions Taken during Actual
Disasters

operational sites affected by the disaster and begin assessing thehigher on the Japanese seismic intensity scale) often strikedamage to Group operations. Once the extent of damage isacross the archipelago. Seismologists estimate that giant

confirmed, the taskforce will design a recovery plan according toearthquakes (scale-7 or above) are almost certain to strike in the

the Group’s business continuity strategy. If recovery will be

coming decades. Two types of quake will be especiallyIn the event of a disaster, taskforces will be set up at operationaldifficult to achieve on schedule, the taskforce will considercatastrophic: a temblor striking directly beneath the Tokyosites in the affected region, along with taskforces at thealternate production at other Group plants or external affiliates.

metropolitan area and a mega-quake on the Nankai ocean-floor

responsible business divisions and subdivisions, subsidiaries,

The pertinent departments will coordinate their recovery efforts

trench off the coast spreading from Shizuoka to Kyushu. Aand Group companies across Japan. These task forces will work

while the taskforce allots resources to individual recovery

complex disaster is very likely to result.

under a Groupwide taskforce to be established at Toppan Inc. inprojects according to priority-guided decisions by management.

Floods and droughts caused by climate change are also

Once the recovery is complete throughout the Group, theoccurring at growing frequency outside of Japan, with damage

Activity results, performance data

Tokyo. The Groupwide taskforce will consist of directors incharge of taskforces and several Groupwide response units led

Groupwide taskforce will dissolve and the BCP Promotion Officefrom large hurricane landfalls and wildfires caused by heatby taskforce managers, all working under the taskforce head,

will compile activity logs. Issues identified during recovery

waves being reported every year. Heightened geopolitical risks

deputy, and assistant to the head. The Basic Plan forprocesses will be shared with the BCP administration offices

on the economy have compounded the impacts of natural

Countermeasures against Disasters stipulates the criteria forand taskforce members across the Group and reflected in futuredisasters and created diversifying risks for companies.

establishing a Groupwide taskforce. We have already preparedrecovery operations through document revisions.

In light of the growing risks we face, TOPPAN has revisedan alternate framework in the Kansai region for forming athe criteria for setting up its Groupwide taskforce, shifting fromsubstitute Groupwide taskforce, as a contingency for a disastera focus on earthquake damage to the disaster impacts on

affecting the Koishikawa Building in Tokyo.
If an actual disaster occurs, the affected sites will confirm

Preparing for Complex Disasters
Policythe safety of employees, provide emergency relief, and initiate

Japan faces various risks. COVID-19 persists; wide-scale floods

the Groupwide taskforce will build a system to support theoccur throughout the country every year; large quakes (five orThe Disaster Response Structure in the TOPPAN GroupBCP program to address individual risks

Deputy taskforce head

Directors in charge of taskforcesGroupwide response units (Eleven units to be formed, depending on the roles to be assigned)

Taskforces at the business divisions and subdivisions, subsidiaries, and Group companies

143

Central and local
governments,
concerned bodies

Customers, suppliers

addressed.

Key Map in the All-hazards BCP ProgramGroupwide taskforce

Assistant to the taskforce headprogram that focuses more on minimizing the consequences ofdisasters than on limiting the scope of the disasters to beother necessary actions on a top-priority basis. Concurrently,

Taskforce headmanagement resources. We are developing an all-hazards BCP

Earthquakes

Storms & floods

Infectious
diseases

BCP program to address impacts on management resources
Employees
Infrastructure

Buildings, facilities,
equipment
Supply chains

Systems, data
Suppliers

Sustainability Report 2023