CSR REPORT 2012
Report on Corporate Social
Responsibility Activities

IEditorial Policy
Toppan is disclosing information in the hopes of encouraging dialogues on socialand environmental activities with more people, especially people who have aninterest or stake in Toppan’s corporate social responsibility (CSR) activities. Toppan
edits this CSR report in line with the seven core subjects set under ISO 26000,
an international standard on social responsibility.
IPeriod Covered
This report mainly covers activities in fiscal 2011 (from April 2011 to March 2012),
though information on prior and later years is also included in parts.
IScope and Boundary of this Report
In principle, this report covers the social and environmental activities of Toppan
Printing Co., Ltd. (“the Company”) and Group entities consolidated for accounting
purposes. Most of the information on personnel applies to personnel within Toppan
Printing Co., Ltd., the parent company. The scope of the environmental performance data is presented on page 36.
ISelecting the Information for this Report
In choosing the information to present in this CSR report, Toppan assessed the“materiality” of the information for society and the Company itself.
To assess whether information can be considered material for society, Toppan
holds in-house discussions on the following points: opinions gleaned from dialogues inside and outside the Company, questionnaire responses to CSR reports
from inside and outside the Company, the content of various guidelines (such as
the Environmental Reporting Guidelines [fiscal year 2007 version] from the Ministry of the Environment of Japan and the Sustainability Reporting Guidelines 2006
from the Global Reporting Initiative [GRI]), questionnaire items from third-party
organizations, and CSR-related information from media and news agencies.
IGuidelines Observed
This report has been prepared in accordance with the Sustainability Reporting
Guidelines 2006 at an application level B+ as defined by the GRI.
IReliability
KPMG AZSA Sustainability Co., Ltd. provides independent assurance for thisreport. As a testament to the reliability of the sustainability information presented
in the report, Toppan is authorized to attach the following mark. Any report bearing this mark meets the standards for sustainability report assurance and registration established by The Japanese Association of Assurance Organizations for
Sustainability Information (http://www.j-sus.org/).

IEye-friendliness and Readability
This report considers eye-friendliness and readability in accordance with Toppan’s
in-house guidelines. It also incorporates universal-design displays for as manydifferent types of people as possible, regardless of individual differences in color
perception. The universal design in this report has been reviewed and certified by
the Color Universal Design Organization (CUDO), a nonprofit organization, on
entrustment by Toppan.
ICSR Report 2012: Detailed Data
A PDF file with detailed information on CSR activities is posted on the Toppan
website.
IURLs for Relevant Information• CSR information: http://www.toppan.co.jp/english/csr/
This site posts the “CSR Report 2012: Detailed Data,” the latest information on
ISO 14001 certification, the GRI content index, the CSR Procurement Guidelines,
and other forms of CSR information. If erroneous entries or misprints are foundafter CSR reports are issued, the related information will be shown here.
• IR information: http://www.toppan.co.jp/english/ir/
Details on corporate governance can be found at the following URLs.
Corporate governance reports: http://www.tse.or.jp/listing/corpgov/ (in Japanese)
Financial statements: http://info.edinet-fsa.go.jp/ (in Japanese)
IPublication Dates
Previous report: December 2011
Current report: October 2012
Next report: October 2013 (planned)
IContact Information
CSR Promotion Department, Legal Affairs Division, Toppan Printing Co., Ltd.
(Tokyo, Japan)
Email: csr@toppan.co.jp

The United Nations Global Compact sets forth 10 principles in the four areas of human rights, labour, environment, and anti-corruption.
Toppan supports and implements the 10 principles as a socially responsible corporation.
Human Rights
Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights; andPrinciple 2: make sure that they are not complicit in human rights abuses.
LabourPrinciple 3: Businesses should uphold the freedom of association and the effective recognition of
the right to collective bargaining;
Principle 4: the elimination of all forms of forced and compulsory labour;
Principle 5: the effective abolition of child labour; andPrinciple 6: the elimination of discrimination in respect of employment and occupation.
Environment
Principle 7: Businesses should support a precautionary approach to environmental challenges;
Principle 8: undertake initiatives to promote greater environmental responsibility; andPrinciple 9: encourage the development and diffusion of environmentally friendly technologies.
Anti-Corruption
Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery.

CONTENTS

Executive Message

2

Group Business Outline

4

Special Report 1: B ook Wagon—
Mobile Libraries to Support
the Creation of Communities

6

Special Report 2: L abor-Management Committee for
the Creation of a Working Environment
Amenable to Enhanced Job
Satisfaction
10
Results in Fiscal 2011 and Future Measures

12

Toppan’s CSR Activities

14

Initiatives at Toppan and Seven Core Subjects
under ISO 26000

16

Organizational Governance17

Human Rights

20

Labor Practices

22

Fair Operating Practices

26

Consumer Issues

30Community Involvement and Development

34

The Environment
Toppan’s Environmental Activities

36

Environmental Targets and Results

37

Toppan’s Environmental Burden

38

Environmental Management Activities

40

Eco-protection Activities(Mitigating global warming, building a recyclingoriented society, preventing pollution, controllingchemical substances, conserving biodiversity)

42

Eco-creativity Activities

47

Environmental Communication Activities

48

Independent Assurance

49

Independent Assurance Report

50Group Business Structure

51

TOPPAN CSR REPORT 20121

Executive Message

Contributing to Fulfilling Lifestyles

The Great East Japan Earthquake is already a year and fivemonths behind us. Yet our journey of reconstruction has
only just begun. I would like once more to extend my sympathies to all of the people affected by the disaster and to
express my strong hope that the disaster-stricken areas
will be restored swiftly and without delay.
The Japanese economy was buffeted by myriad changes
in fiscal 2011. On one level, Japan’s industries were underimmense pressure to cope with the power shortages andbroken supply chains caused by the Great East Japan
Earthquake and the nuclear accidents. On another level,
the floods in Thailand caused widespread damage and theyen rose sharply in reaction to the economic disruption of
the EU triggered by the financial crisis in Greece.
In the Toppan Group we expedited recovery at all of ourthree disaster-stricken plants, strove to save electricity, andsupported reconstruction efforts in the affected areas
through united, Group-wide action. We also started torestructure our business continuity plans (BCPs) into more

2

TOPPAN CSR REPORT 2012

effective ones across the operational sites in Japan taking
into account the lessons learned from the earthquake andits significant impacts in fiscal 2011.

To Be a Robust Group of Companies
Trusted and Respected by Society
I believe that change will continue to pick up speed not
only in the Japanese economy, but throughout all of theworld. In today’s tough environment, however, a company
must develop steadily in step with all of society. I
understand that the crucial challenge for us now is to use
the printing technologies we have cultivated since our­founding to help solve social issues and create a newengine that will allow us to grow steadily in step with thesustainable development of all of society. I will be advocating and tackling three management challenges forthese purposes.
The first challenge is to advance our Group-wide structural reform in order to reorganize ourselves into a leanorganization that can make profit by responding promptly
to today’s ever-changing markets. The second is to create
new businesses and new markets by intensively devoting
managerial resources to businesses with growth potential.
The third is to accelerate global business expansion for
swift operations by arranging business alliances and M&As
and by restructuring our production sites and reinforcing
our sales structures in the growing markets of emerging
countries mainly in Asia.
TOPPAN VISION 21 is positioned as the foundation for
all of our corporate activities. This vision consists of a
­Corporate Structure (the Corporate Philosophy, the­Corporate Creed, and a set of Conduct Guidelines defining
the values and standards we should respect) and five­Business Fields based on the Corporate Structure.
To make TOPPAN VISION 21 a reality, I am convincedthat it will be vital for us to accomplish the three management challenges and fulfill our social responsibilities as acorporation. We will be developing socially and environmentally balanced corporate activities in parallel with operations in pursuit of economic profits. Through these efforts
we would like to establish ourselves as a robust company
group that is trusted and respected broadly by society.

To a New Stage of CSR Management
Toppan has been participating in the United Nations Global
Compact and supporting the 10 principles of the Global
Compact on human rights, labour, environment, and anticorruption since September 2006.
For the fulfillment of our social responsibility, I will continue espousing the United Nations Global Compact as
an invaluable guideline for shaping our corporate social
responsibility (CSR) activities.
In November 2010, the International Organization forStandardization (ISO) issued its 26000 Guidance on Social
Responsibility as an international standard for organizations. Multiple stakeholders took part in the formulation of
ISO 26000 from the early stages. Governments, consumer
groups, industries, labor unions, NGOs, and experts from
more than 100 countries, many of them developing, wereinvolved in the process. The standard condenses various
social issues to be solved. From my perspective, it also
serves as guidance for implementing the United Nations
Global Compact.
We incorporated ISO 26000 in our CSR management
practices in fiscal 2011 and have been pushing forwardwith our CSR activities by checking our initiatives and piecing together a clear picture of the social issues we should
help solve and the social responsibilities we should fulfill.

Towards a Sustainable Society
Japan’s demand-and-supply balance in energy has shifted
dramatically since the Great East Japan Earthquake. On
the demand side, Toppan, like Japan itself, must use energy
more efficiently to carry out business operations. On the
supply side, heightened expectations for renewable energy
in Japan can expand business opportunities for Toppan, aprovider of functional components for solar cells and lithium-ion batteries. In every scenario going forward, I recognize that the energy demand and supply will become anincreasingly significant management challenge. I am also
sure that it is important for us to sustainably use the materials on which we rely for our businesses. In this regard,
we will consider forest environments when procuring paper
and will advance the practical application of biomass plastics and other eco-friendly materials.

The impact of the Great East Japan Earthquake brokeapart precious kizuna—tightly woven ties between people—and destroyed human communities that had been
built up over many generations.
In July 2011, we launched the Book Wagon mobile
libraries and plotted out their routes through 14 temporary
housing areas for disaster victims in Sendai City, Miyagi
Prefecture. The wagons served as venues for communication among residents through the lending out of books. We
started this activity at the proposal of a young employee
who envisioned mobile libraries as cozy places of refuge
where displaced people could come together and takecomfort. This employee hoped that the Book Wagons
would become instruments of community reconstruction.
By the end of March 2012, a cumulative total of about
5,000 residents had used the Book Wagons. Local governments and the like commended the activity.
We also established the Reconstruction Support­Development Center in the Higashinihon Division of Toppan
Printing Co., Ltd. in April 2012 as an organization to provide
medium-and-long-term support for the disaster-stricken
areas through Toppan businesses. Toppan will remain committed to the disaster-affected communities through thiscenter and will keep up its support works to solve thevarious challenges confronting the communities.

With Our Stakeholders
From fiscal 2011 we began disclosing information on our
CSR activities closely aligned with the seven core subjects
addressed in ISO 26000. We would like to continue disclosing information through this CSR report, one of our mostvaluable tools for communicating with our stakeholders. I
am eager to hear your candid opinions about this report.
We will keep up our work to contribute to the creationof fulfilling lifestyles in a sustainable world. We rely on yourongoing support and guidance.
July 2012

Shingo Kaneko
President & Representative Director
Toppan Printing Co., Ltd.

TOPPAN CSR REPORT 20123

Group Business Outline

Corporate Profile
Corporate nameToppan Printing Co., Ltd.
Head office
1, Kanda Izumi-cho, Chiyoda-ku,
Tokyo 101-0024, Japan
Phone +81-3-3835-5111
Established
January 17, 1900

Group Profile
Number of employees(nonconsolidated)
8,508 (as of the end of March 2012)
Number of employees(consolidated)
47,872 (as of the end of March 2012)

The Toppan Group comprises Toppan Printing Co., Ltd. and 194 relatedcompanies (165 subsidiaries and 29 affiliates) engaged in manifold businesses in three main fields: Information & Networks, Living Environment,
and Electronics.
The positioning of Toppan and related companies in these fields is outlined on page 51.

Capital (nonconsolidated)
104.9 billion yen

President & Representative
Director
Shingo Kaneko

Business Fields
Information & Networks
Providing solutions to increase the valueof information and effectively deliver information for customers who require smoothcommunication

Securities and Cards

Commercial Printing

Publications Printing

Living Environment
Providing customers around the world
with products and services optimal for
creating fulfilling lifestyles in fields such as
medicine, food, and housing

Packaging

Functional Product and Energy
RelatedInterior Décor Materials

Personal Service

Electronics

Next-generation Products
Ball SAW
sensors

Display Related

Semiconductor Related

Working with leading-edge technologies to provide electronic components
with strong potential to be adopted as de facto standards

4

TOPPAN CSR REPORT 2012

Shufoo!—an online mall for digital
flyers (in Japanese)
Providing consumers with Toppan’s
original brand of innovative information services and devices to enrich
the links between people and goods

Fuel cellcomponents
Providing high-performance industrial materials with links to the next
generation by developing fields ofbusiness with growth potential

(billion yen)

Net Income or Loss

Operating Income or Loss

Net Sales
Q Consolidated Q Nonconsolidated(billion yen)

2,000

80

1,670.3 1,617.3
1,506.7 1,556.4 1,510.4
1,500

60

1,000 1,022.9 967.6

40
885.9

895.5

849.2

Q Consolidated Q Nonconsolidated

30

31.6 29.1

20

25.2

45.0

38.2

31.5
6.6

2008

2009

2010

2011
(fiscal year)

2007

2008

2009

11.7 12.4 12.1

2010

5.8
0.5

0
–7.1

–20
2007

20
10

15.3

0

0

Q Consolidated Q Nonconsolidated

40 38.5

72.1

7.8

500

(billion yen)

–10

2011
(fiscal year)–7.7
2007 2008

3.0
–3.2

2009

2010

2011
(fiscal year)

Number of Employees by Business Field (consolidated)

Number of Employees
Q Consolidated Q Nonconsolidated
50,00048,19747,522 47,650 48,197 47,872

Electronics
7,075

Company-wide
positions959

40,000 38,570
30,00020,00010,00011,181 11,548

8,769

8,633

8,508

2009

2010

2011
(fiscal year)

0
2007

2008

Living Environment
11,349

Information & Networks
28,489Net Sales by Business Field

Capital Expenditure

Total Assets & Return on Assets (ROA)(billion yen)(billion yen)(billion yen)(%)

Electronics
250.8 (17%)

100

2,000

3.0

80

92.0
72.9

68.0

60

65.0

66.8

1,500

1,787.4
1,694.3
2.1 1,681.7 1,665.6
1,586.8

1,000

0.7

40

Information & Networks
877.6 (58%)

1.0

0.7
0.2

0

500

20
Living Environment
381.9 (25%)

2.0

0

–0.4

0
2007

2008

2009

2010

2011
(fiscal year)

2007

2008

2009

2010

–1.0
2011
(fiscal year)

Net Sales by Region

R&D Expenses

Net Assets & Return on Equity (ROE)(billion yen)(billion yen)(billion yen)

Other regions
43.4 (3%)

Asia, excludingJapan
170.2 (11%)

35
28

1,000
29.7

28.7

800
24.4

21

23.4

21.4

14

874.0

864.0

600

2008

2009

2010

2011
(fiscal year)

6.0
4.0

1.6

2007

2008

2.0

1.6

-1.0

0.4

0
2007

866.2

4.8

200

0
1,296.6 (86%)

8.0
867.7

400

7

Japan

9,403
940.3

(%)

2009

2010

0

–2.0
2011
(fiscal year)

Notes:
1. Net sales do not include consumption taxes.
2. The number of employees is the number of employees working at the Group. The number of non-regular employees for fiscal 2011 stood at 9,160 on aconsolidated basis (the average number of employees throughout the fiscal year, including part-time workers but excluding temporary staff).

TOPPAN CSR REPORT 20125

Special
Report 1

Book Wagon—Mobile Libraries to
Support the Creation of Communities
Toppan runs a core business related to information and communication.
This put Toppan in an ideal position to launch Book Wagon mobile libraries in the areas affected by
the Great East Japan Earthquake over the post-disaster period from July 2011 to March 2012.
Each week the wagons did their rounds, lending out books and magazines todisplaced disaster victims in temporary housing areas.
The Book Wagons were arranged proactively as means to provide mental support for
victims at a time when great stresses were anticipated and to support the creation of
new communities among the residents living in the temporary housing areas.
This special report describes the Book Wagons and related activities.

6

TOPPAN CSR REPORT 2012

Temporary Housing Areason the Book Wagon Routes

Sendai City,
Miyagi PrefectureRo
adSendai
Shiogama Port

Se
nd

aiTo

bu

Sendai Station

Book Wagon #1

Book Wagon #2

On Tuesdays
Oroshimachi 5-chomePark
Takasago 1-chomePark

On Tuesdays
Ogimachi 4-chomePark
Tsurumaki 1-chomeHigashi ParkOn Wednesdays
Okada-Nishimachi Park
Ogimachi 1-chomePark

On Wednesdays
Fukudamachi-Minami
1-chome Park
Konan-Nishi ParkOn Fridays
Sendaiko Haigochi-6
Park
Shichigo-Chuo ParkOn Fridays
JR Minami-Koizumi
ApartmentWakabayashi-Nippe
GroundOn Saturdays
Arai-Shogakkoyochi

How Can Toppan Contribute toDisaster-stricken Areas?
Administrative bodies, NPOs, and private companies pledgedcommitments and started activities to support disaster victims
soon after the Great East Japan Earthquake struck on March
11, 2011. Toppan discussed the types of support it could
provide and considered how it could most benefit the disasteraffected areas on diverse levels.
Toppan focused on the types of support required to address
the medium-and-long-term demands arising in the affectedareas and activities in spheres where it could contribute themost. In the early discussions, a young employee submitted
a plan to support the areas by deploying mobile libraries.
The plan was premised on the following prediction. Once
relocated from the shelters to temporary housing, the victims
would have to rebuild their lives while still enduring the pain
and confusion of the disaster and evacuation. They would haveto communicate and form relationships with new neighbors.
At a time when both mutual support and mental healthcare
were vital, books could provide comfort and encouragement.
If the mobile library became a place where people could gather

On Saturdays
Asuto Nagamachi
38-gaiku

and enjoy conversation and interchange, it would becomea venue for community creation. Toppan is closely involvedin books through its printing business and has longstanding
relationships with many publishing companies. It also operates
businesses related to community creation to help meet public
challenges. Toppan found many reasons to plan and execute
its mobile library project in the disaster-stricken areas.

Activity Results
Activity period

July 11, 2011 (Monday)–March 31,
2012 (Saturday)

Mobile library

2 vehicles

Travel route

14 temporary housing sites in Sendai
City, Miyagi Prefecture

Number of on-site staff
from the Toppan Group123

Number of people who
dropped by the Book
Wagons9,650

Number of people who
took out books

5,123

Number of books lent out

17,105

Aims of the Book Wagons

Modes ofsupportexpected to be
most needed

Emergency evacuation
period (in shelters)

Period for rebuilding lives(in temporary housing)

Recovery period(in restoration housing)

IPreparing hot meals, transporting
supplies
IRemoving dirt, clearing and tidying
devastated spaces, etc.

IAssisting with relocation to temporary
housing
IMotivating affected individuals in life,
providing jobs, etc.

ISupporting the creation of towns, etc.

Book delivery
People can converse and share ideas through weekly visits over many weeks
Contributing to mental healthcare and building communities
in the temporary housing areas

TOPPAN CSR REPORT 2012

7

Ceremony to mark the launch of the project on the first day of operation at
the Company’s operational site in Izumi Ward, Sendai City, Miyagi Prefecture.
This was the base for Book Wagon operations, the point where project­organizers and volunteers pooled their hearts on reconstruction assistance.

Special bookshelves put together to match the season and the visitors’interests. The selected themes were travel, Japan, self-reflection, connecting with others, and so on.

Towards Community-rooted Activities with
All-hands Participation

tions that they, the support-providers, had to make, the best
methods for communicating with the residents in temporary
housing, and so on.

Toppan set two principles in establishing the operating structure for the Book Wagons.
One was to make the wagons an activity in which all of
the Toppan employees who wished to could take part. Many
employees across the Company had already expressed thewish to contribute to the disaster-stricken areas. The Book
Wagon planners responded to their wishes by encouraging
employees within the Group to join in an all-hands activity. Their
hope was to keep the concern for the victims and the spirit of
support alive in as many Toppan people as possible. Employees
had the opportunity to take part in either of two ways. One wasto donate books they recommended to the mobile libraries.
The other was to actually operate the libraries on site as mobile
librarians. The Book Wagons were to be deployed into the fieldfrom July 2011, four months after the quake, about when thevictims who had evacuated to the shelters would be settled
in temporary housing. The planners began to request books
that people thought would be most useful and comforting forthe victims as the post-disaster period drew on. The mobile
librarians were replaced every week to ensure that as many
Toppan employees as possible could join in the operation.
The second principle was to root the activity in the communities themselves. The planners were determined to leave the communities with lasting records of the Book Wagon activities andthe relationships the wagons helped to forge. Meanwhile, Toppan
employees living outside the affected areas could only see news
reports and had no means to fully understand real situation.
Toppan therefore invited the participation of Miyagi Sendai
Kodomo-no-oka, a specified nonprofit corporation that provides support to communities and families raising children,
mainly through the operation of children’s centers in Sendai
City, ­Miyagi Prefecture. Toppan also invited Dunamis Inc.,an operator of student internship programs. Both organizations had already been involved in assistance for shelters andreconstruction through their own networks. Both provided theBook Wagon librarians with support-giving pointers during daily
operations: the real feelings of the victims, the mental prepara-

8

TOPPAN CSR REPORT 2012

Actual Situation in the Field—Understood
through Books
About 5,000 books were prepared for the Mobile Wagons.
The books were donated by Toppan employees, Group companies, the publisher SHUEISHA Inc., and the ‘Daishinsaitaisaku’ Publisher’s Committee, a support force formed by alarge number of publishing company sponsors in response to
the earthquake disaster. The Book Wagons also purchased a
selection of the latest bestsellers from bookshops in Sendai
City. The librarians operating the wagons came up with theirown book classifications for the shelves in consideration of thesentiments and needs of the temporarily housed residents.
They prepared shelves for books related to mental healthcare
and life reconstruction. Special shelves were also set aside forbooks on seasonal topics.
The Book Wagons did regular weekly rounds over the many
months of operation following their inauguration on July 11,
2011. As weeks passed and new temporary housing structures
were built, more and more residents dropped by the wagons.
The number of picture books lent out rose sharply in summertime, when children had their vacations from school. With
the children came their parent homemakers, who took out
Types of Books Lent out (in a month; abstract)(books)Picture books

1,000

834

800
NovelsRecipes/
cookbooks

600

Religion/
400 psychology/
philosophy
200
105
0

Comic books

Craft/
fancywork
252

340
209

115

Children perched themselves on cushions next to the Book Wagon and­surrendered their imaginations to their favorite books.

Visitors chatted as they browsed the bookshelves. Some were already­acquainted. Others got to know one another through their encounters at
the wagons.

a great many cookbooks and magazines with recipes. One
mother commented, “Since the quake my parents have been
living with us under the same roof. Now I have to cook for mychildren and my parents.” Another said, “Now I want to get
as much fun out of cooking as I can.” Cooking seemed to bea first step in rebuilding an ordinary life.
Books on fancywork, knitting, and travel started to get
popular at the end of summer. Borrowers reported new resolutions: “I’m going to start knitting again;” “I want to take ajourney through books.” Their words and the sorts of books
they took out seemed to reflect a growing motivation to get
into the swing of their new lives.
Some book borrowers spoke with the mobile librarians
about the novels and self-help books they took out. Theirconversations revealed much about how they felt about living
in an unfamiliar environment.

ers. It will be wonderful if some of the interchanges between
the temporarily housed and ordinary residents blossom into
lasting friendships.
Most of the visitors to the Book Wagons overall were elderly
women, mothers, and children. Concerned about the relatively low visit-rate by middle-aged and elderly men, the mobile
librarians steadily acquired more magazines, special hobbyrelated books, and other content they hoped would appeal tomales who had lost their jobs because of the quake.
In collaboration with companies and universities, Toppan
also held special Salon Space events such as a workbook
communication program, a book café, and the Art Salon, an
art session for refreshing the mind through the creative workof painting. Toppan strove to provide opportunities to engender conversation and interchange among the residents in theaffected areas through regular visits and extended-period
operation over the nine months of the Book Wagon service.

Contributing to Community Creation
The mobile librarians set up a tent called the Salon Space next
to the Book Wagon. Residents could visit the space for chatsover tea or to browse newspapers and magazines. Grounds surrounding the Salon Space were opened for recreational events
arranged in cooperation with volunteers from Miyagi Sendai
Kodomo-no-oka. The main events were a fancywork activity for
women and activities for children such as origami, picture-story
shows, and games such as tag.
The mobile librarians noted how the Book Wagons served
as meeting points and motivators for interchange among residents. When residents meeting at the Salon Space exchanged
names, some found that they were close neighbors andestablished ties. Others returned to meet new friends they
had made there. Some residents who described themselves
as reluctant to go out in general made it a point of visiting theBook Wagon when it parked nearby. Others who described
themselves as new to the area and in want of friends struckup acquaintances with the librarians. Sendai residents living
nearby also came by, drawn to the temporary housing areas
because they were generally located in parks and other scenic
locales. Most of these visitors were children and their moth-

What Toppan Got back from the Communities
Toppan was richly rewarded by the interest and kindnessof residents in the communities. The mobile librarians weredelighted by the small groups of children already waiting for
the Book Wagons when they arrived. They were also touchedby the words of gratitude residents gave to them and the giftsof cold tomatoes and cucumbers residents brought in the hotsummer. The Book Wagon experience reawakened Toppan volunteers to the magnificence of books and gave them a chance
to reflect. In daily meetings and reports, the mobile librarians
often expressed their eagerness to continue aiding the disasterstricken areas and their gratitude to the residents of the communities, especially those living in the temporary housing.
The Book Wagon activity gave many employees pause torealize how they could make precious contributions to society
through works closely tied with Toppan’s businesses. Toppan
will keep up its efforts to contribute to the affected areas andthe general public with the help of its conscientious and compassionate people.
*The Book Wagons resumed operations in collaboration with Tohoku
Fukushi University, an Art Salon cooperator, in June 2012.

TOPPAN CSR REPORT 20129

Special Report 2

Labor-Management Committee for
the Creation of a Working Environment
Amenable to Enhanced Job Satisfaction
Work-life balance, mental healthcare, and human resource development are examples ofrecent criteria for measuring the quality of the relationships between companies and their people.
Toppan has striven to nurture employee job satisfaction by mutually cooperating and sincerely engaging in
frank exchanges of views between the Labour Union and the Company.

Emphasizing Job Satisfaction
As the saying goes, “A company is its people.” If the employees
derive no joy from work, the company will never grow. The
personal development of employees will be stunted and theworkplace will lack vibrancy.
Toppan understands the importance of workplace morale
and takes steps to enhance employee job satisfaction. The
Company has long pursued the creation of a friendlier working
environment through the establishment and review of working
systems and the implementation of in-house enlightenment
activities. These measures, however, will only go so far inenhancing employee recognition of the value of the company
and their jobs. Toppan has therefore positioned the enhancement of a work-friendly environment and true employee job
satisfaction—the pride and pleasure of working at Toppan—asa major management goal.
Job satisfaction is an amalgam of diverse factors that tend
to be seen in different ways by different people. Toppan promotes diverse initiatives to nurture a tangible job satisfactionthat all of its people can share.

Committee for Enhanced Job Satisfaction
The committee for the creation of a working environment amenable to enhanced job satisfaction is a new structure for labormanagement consultations established in meetings during theannual spring round of the collective labor bargaining of 2008.

10

TOPPAN CSR REPORT 2012

Labor and management formed this committee in the sharedbelief that in today’s business climate of uncertain growth, theCompany should pursue increased productivity by enhancing
job satisfaction and heightening the motivation and pleasureemployees find in work.
Since its founding, the committee has engaged in labormanagement dialogues focused on issues at the workplaceand measures to solve them. Several features of the committee set it apart from the other entities usually entrusted withlabor-management consultations:• All members are free to express their true hopes and intentions at the meetings, where labor and management meeton an equal footing.
• Members meet in small groups to maintain an atmosphere
more conducive to frank and vigorous discussion.
• Measures are taken to encourage members to speak more
freely.
• Once reaching consensus on initiatives, the committee consigns them to different bodies to deliberate concrete actions.
The committee for the creation of a working environment
amenable to enhanced job satisfaction is a totally new structure for dialogues between labor and management. It transcends the boundaries and ideas of earlier labor-management
consultations at Toppan and conventional labor-management
consultations in Japan.

Actual Results from the Committee’s Work
Labor and management have exchanged opinions on various topics in meetings of the committee for enhanced job
satisfaction. A number of tangible actions have emerged fromtheir discussions. In the summer of 2010, for example, laborand management cosponsored the Toppan Sports Festival at
the Seibu Dome in Saitama Prefecture to help strengthen theGroup’s solidarity and enhance the health of employees andtheir families. Younger members of the Labour Union and theCompany operated an event of their own making. As many as
4,400 people enjoyed the festival, an event that transcended
the boundaries between Group companies and workplaces.
Labor and management also worked together to prepare andfund Toppan’s Welfare Guidebook, a single-volume compilation of information on the various welfare systems provided
by the Company, the Labour Union, the Toppan Group Health
Insurance Union, the Toppan Group Fraternal Benefit Society,and local and national governments for employees at different
stages of their lives and careers. The Welfare Guidebook has
been valued since its distribution to all employees in Japan.
Of all the tasks to be performed by labor and management,
the top priority goes to those related to safety and health. The
committee formulated the Basic Policy on Health and Safety forthe entire Group. Another initiative is the Anzen Dojo, a safety
training facility outfitted to simulate occupational accidents
such as the jamming of body parts in machines. A permanent
facility has been established and touring facilities are operated
in regional areas. Toppan has also taken steps to enrich in-house mental healthcare systems. One prominent step was
the creation of the Art Salon, a program in which employees
and even union executives can unwind and create art. The
committee examined a basic concept, framework, etc. formany issues, including the promotion of working hour reduction and an upgrading of basic working conditions in Group
companies. Toppan will rely on the various opportunities thecommittee provides for initiating labor-management discussions on different issues.

Welfare Guidebooks (in Japanese)

Toppan Sports Festival

Art Salon

Anzen Dojo, a safety training facility

Communication between Labor and Management

Labor and management are partners:
Strengthening labor-management
communication

Workplace activation for the happinessof employees and sound growth ofGroup companies

At Toppan, the Labour Union and the management of theCompany have worked together to cope with wide-ranging
issues in the belief that labor and management are partners. This is a fundamental philosophy clearly stated in thegeneral principles of the collective labor agreement concluded between the Labour Union and the Company. Labormanagement problems can be swiftly solved when the two­parties meet in lively dialogs to exchange ideas from diverse
viewpoints. The labor-management committee for the­creation of a working environment amenable to enhanced
job satisfaction was formed as a forum for this mode of
exchange and has already produced many successful
results. Toppan will strive to increase chances for face-toface communication with union members and employees
through recreational events cosponsored by labor andmanagement and through labor-management consultation
bodies such as the committee forthe creation of a working environment amenable to enhanced job
satisfaction.

As a unified organization for the Group, Toppan Printing
Labour Union is run by members from 12 Group companies,
including Toppan Printing Co., Ltd. To mark the 60th anniversary of its founding, the Labour Union adopted its “Oneto One” slogan in 2006. Over the years the union has performed activities to make the workplaces and companies
healthy and vibrant mainly through people-to-people links
and ­communications. The labor-management committee
for the creation of a working environment amenable toenhanced job satisfaction provides rich opportunities forlabor and management to discuss wide-ranging issues earnestly, positively, and frankly. As I see it, deeper and moretrusting relationships between labor and management andactivated communications at the workplace can facilitate
the happiness of employees and sound growth of Toppan
Group companies.

Shinichi Okubo
Managing Director
Personnel & Labor Relations Division
Toppan Printing Co., Ltd.

Toshiyuki Tsurimoto
President
Toppan Printing Labour UnionTOPPAN CSR REPORT 201211

Results in Fiscal 2011 and Future Measures
Seven Core Subjects

Organizational
governance

Human rights

Action Points and Targets for Fiscal 2011
Developing CSR management based on ISO 26000• Promote an understanding of ISO 26000 and promote CSR activities in linewith the seven core subjects

Formulating business continuity plans (BCPs) across the Groupand establishing structures for business continuity management (BCM)• Formulate BCPs, facilitate BCM, and implement BCP education and training in
the primary domains of business• Implement BCP education and training at the head office and Group companies

Raising awareness of respect for basic human rights• Organize various educational training programs to nurture businesspeople
guided by the concept of respect for people

Providing an open environment and information for recruitment• Strengthen global recruiting activities

Proactively appointing female employees to higher positions• Leverage female talent through positive action

Working for equal opportunity in individual career development
and helping employees pursue their own career paths•C ontinue using the Challenging Job System (for the self-determination of career paths)
to appoint employees to the departments and divisions where they would like to work
• Use the Senior Reemployment System as a tool for leveraging the expertise,knowledge, and experience of veteran employees

Supporting second careers for retired employees
Promoting employment of persons with disabilities

Operating personnel treatment systems properly

Supporting work-life balance 1)➞ Shortening total working hours
Supporting work-life balance 2)➞ Creating a working environment where employees can strikea balance between working and raising children

Creating a better working environment through partnerships­between labor and management

Labour practices
Ensuring occupational safety and healthReinforcing countermeasures against fires and disasters

Promoting healthcare and health enhancement

Arranging measures for mental healthcare
Fostering self-reliant employees based on “conduct of high­value,” a key concept in human asset development

The environment• Devise schemes to give employees more opportunities to take on careerdevelopment challenges• Consider and implement measures to sustain employee motivation and follow
up on morale-related issues• Begin imposing working-hour controls to limit overtime work to 60 hours amonth• Make maximum use of the multi-shift working system, the monthly/yearly
flextime/irregular working schedules, the compensatory half-day off system,and the special shortened working hour system• Continue convening labor-management committees for the creation of aworking environment amenable to enhanced job satisfaction• Keep every employee informed of childcare-leave-related systems, such as theextra childcare leave for mothers and fathers• Continue holding routine business councils and convening labor-management
committees for the creation of a working environment amenable to enhanced
job satisfaction• Hold labor-management councils to coordinate working conditions at
manufacturing subsidiaries after their consolidation within the Group• Upgrade safety education at Anzen Dojo; operate touring dojo facilities at
operational sites across Japan• Continue holding safety meetings at operational sites across Japan• Develop Group-wide countermeasures against large-scale disasters as initialactions under the BCPs
• Formulate initial actions to be taken in the event of an earthquake disaster• Hold comprehensive disaster-preparedness drills and the like; stock up on
emergency supplies for use during earthquake disasters• Offer healthcare guidance on the preemption of lifestyle-related diseases andprescribe lifestyle improvement programs for employees with health risks
associated with metabolic syndrome, based on the results of medical examinations• Continue operating Art Salon and conduct art sessions over a wider geographic
area in Japan• Provide opportunities for employees to consult with counselors over a wider
geographic area in Japan• Enrich various measures to foster human assets, including rank-based anddepartment-based training

Heightening awareness of laws, regulations, and the Conduct
Guidelines• Expand the roles of the Conduct Guidelines Promotion Leaders• Update tools to promote the Conduct Guidelines

Complying with transaction-related laws

• Organize training on compliance with the Antitrust Laws of Japan• Ensure proper subcontract transactions; build proper relationships with partnercompanies

Improving compliance in procurement operations• Improve compliance in procurement operations by asking 10 main business
partners to report on their relationships with Toppan in a questionnaire survey

Promoting CSR initiatives in the supply chain• Verify and reassess improvements at business partners who have received
lower ratings in the questionnaire survey on the current status of their CSR
activities (Give guidance to business partners whose improvements Toppan
sees as inadequate; raise the levels of CSR initiatives throughout the entire
supply chain)

Ensuring consumer safety through the strict prevention ofquality-related accidents• Continue performing regular audits and certification screenings of operationalsites inside and outside the Company in the food packaging and filling/packing
businesses to assess their conformity to the Quality Assurance Guidelines for
Food Packaging•F ormulate a set of quality assurance guidelines for orders received for and the pro­duc­tionof packaging products related to pharmaceuticals (including packaging for
medicinal drugs and quasi drugs) and put the guidelines into effect on a trial basis• Continue managing chemical substances in products based on a set of Green
Procurement Standards at each division

Developing eco-friendly products• Organize education for the persons in charge of reporting the carbon footprintof products (CFP) at operational sites in the Information & Networks and Living
Environment fields• Acquire Japanese CFP certification for the Company’s printed materials

Establishing an information security management structure
towards the complete elimination of information-related
accidents• Upgrade and disseminate management measures based on risk levels in
operations entrusted to Toppan• Revise the policies and rules in line with Group management• Accelerate PDCA with a focus on priority measures at Group companies

Arranging social contribution programs to help solve social­issues• Carry out medium-term recovery assistance measures for the areas strickenby the Great East Japan Earthquake• Sponsor and organize the fifth series of Toppan Charity Concerts

Consumer issues

12• Diligently facilitate the hiring of persons with disabilities in cooperation withlocal public job-placement offices in JapanSee page 37

Fair operating practices

Community involvementand development

Main Measures in Fiscal 2011

TOPPAN CSR REPORT 2012Results in Fiscal 2011
• Deepened the understanding of ISO 26000 throughout Toppan via Companywide basic education• Convened regular CSR promotion department meetings to check the progressof activities and expedite the next stages• Formulated BCPs in three business fields and information system departments;
facilitated BCM through education, training, etc. based on the formulated BCPs
• Formulated BCPs and implemented introductory training at the head officeand Group companies• Organized education through rank-based training, Company-wide basic educa­tion
on CSR, training for Conduct Guidelines Promotion Leaders, and so on• Strengthened global recruiting activities and hired 5 non-Japanese persons at
Toppan Printing in Japan (joined in April 2012)• Attained a 4.6% ratio of females among managerial and supervisory staff (as of April 1, 2012)by proactively appointing female employees to higher positions and leveraging female talent• Appointed 133 employees to other divisions through the system (as of April 1,
2012)• Considered various strategies for developing job positions for veteranemployees up to the age of 65 under the continuous employment system• Attained a 1.91% ratio of employees with disabilities in the total workforce (asof June 1, 2012)• Developed job positions at workplaces to prepare for the hiring of employeeswith disabilities

Self Evaluation

Action Points, Targets, and Main Measures for Fiscal 2012A

• Hold briefings with relevant departments to implement CSR management at
Group companies in JapanA• Formulate BCPs throughout the divisions, main Group companies, etc.

A
A
A
A
A

• Continue organizing various educational training programs to nurture businesspeople guided by the concept of respect for people• Strengthen global recruiting activities through various approaches, including thehiring of non-Japanese students studying in Japan• Leverage female talent through positive action• Continue using the Challenging Job System with the aim of appointing 20% of
employee applicants to the departments and divisions where they would like to work
• Use the Senior Reemployment System as a tool for leveraging the expertise,knowledge, and experience of veteran employeesA• Diligently facilitate the hiring of persons with disabilities in cooperation with local
public job-placement offices in Japan• Examined a system for career selection• Reallocated human assets to construct business portfolios by accurately
keeping track of employee performance and behavior

A• Rearrange working conditions and personnel systems to enhance the Company’s
capacity to respond to environmental changes in business; introduce andexamine new systems and schemes• Achieved further reductions of average hours of overtime worked per month,
attaining an almost 20% decrease compared with the fiscal 2007 level• Decided to adopt a new employment management system for closer
supervision of employees’ working conditionsA• Make maximum use of various working systems, including the multi-shift
working system• Facilitate close supervision of working hours by adopting a new employment
management systemA• Continue convening labor-management committees for the creation of a working
environment amenable to enhanced job satisfaction• Continue informing employees of various childcare-leave-related systems• Convened labor-management committees in July and December for thecreation of a working environment amenable to enhanced job satisfaction• Encouraged eligible employees to take childcare leave by informing them andtheir immediate superiors of the childcare-leave-related systems available• Continued holding routine business councils and convening labor-management committees for the creation of a working environment amenable toenhanced job satisfaction• Convened labor-management committees on wages as a step to coordinate
working conditions at manufacturing subsidiaries after their consolidation
within the Group; negotiated and agreed upon the retirement allowances atthese subsidiaries• Enriched education content on fire- and disaster-preparedness at Anzen Dojo;
had almost all employees participate in the touring dojo across Japan• Held safety meetings at 9 operational sites across Japan• Installed satellite-based mobile phones and other emergency communication
hardware at main operational sites across Japan; checked and replenishedstockpiles of supplies• Held large-scale earthquake disaster preparedness drills doubling as trial runs
for the safety confirmation system• Asked industrial physicians and nurses to form and prescribe health improvement plans for employees with health risks associated with metabolic
syndrome and to conduct follow-up monitoring• Opened Art Salon at 11 operational sites across Japan (4 more sites than in fiscal
2010) and engaged 143 participants (35 more employees than in fiscal 2010)• Increased the number of operational sites staffed with in-house counselors to
13 (7 more sites than in fiscal 2010)• Upgraded the existing programs and prepared the relevant environment andinfrastructure• Organized Group-wide training for 542 Leaders in the first sessions and 508
Leaders in the second sessions• Issued every employee a revised Conduct Guidelines Casebook• Organized training on compliance with the Antitrust Laws of Japan for
employees in the sales departments (2,802 trainees completed)• Organized training on compliance with the Subcontract Law of Japan for
employees in the production control departments of Toppan and Group
companies (2,064 trainees) and interviewed with these departments to check
how subcontract transactions were being handled• Collected questionnaires from 13 business partners and analyzed operations
performed at a cumulative total of 67 Toppan operational sites• Analyzed the results to identify points requiring improvement in the procurement departments and instructed them to improve these points• Reassessed 68 business partners (including main partners and some partners whose
CSR activities were seen to be at a lower grade); interviewed business partners whose
improvements Toppan found still to be inadequate, pointed out problems and otherissues to be tackled, and informed them of their obligation to improve these points• Held 4 briefing sessions on CSR for 283 business partners involved in
production in the Information & Networks field• Held nationwide quality meetings of filling/packing plants in Japan to share with
operational sites across the Group cases where quality improvements were achieved• Carried out 32 audits at 25 operational sites inside and outside the Company,
including food packaging and filling/packing plants• Formulated and put into effect pharmaceutical affairs guidelines that were behindschedule and audited new partner companies in the Information & Networks field• Revised Green Procurement Standards at each division to meet the requirements under Ver. 3.0 of the Toppan Group’s Standards for the Management ofChemical Components of Raw Materials• Revised calculation denominators (per unit) for in-house CFP calculation tools
and educated persons in charge at the divisions• Acquired Japanese certification for the Company’s printed materials: Tips for
Eco-business leaflet (in Japanese) and this CSR report (Japanese-language version)• F ormulated application manuals for acquiring Japanese certification and educated persons in charge• Revised the installation and operational criteria governing the tightly secured
areas designated for the handling of personal information and shifted to aqualification system for these areas• Revised the related rules and verified the progress of priority measures at Group companies• Deployed the Book Wagon mobile libraries on regular rounds of 14 temporary
housing areas for disaster victims in Sendai City, Miyagi Prefecture as mobile
venues for communication among residents• Sponsored the concerts for two days as scheduled and donated 2.24 million
yen to the Asia-Pacific Cultural Centre for UNESCO

A

A

B

• Increase opportunities for opinion exchanges between labor and management,
including various council meetings and tripartite conferences• Modify clauses on debt in the Company’s collective labor agreement andconclude individual collective labor agreements at manufacturing subsidiaries
and affiliated companies• Continue holding and gingering up recreational events jointly organized by laborand management• Continue operating touring Anzen Dojo facilities at operational sites acrossJapan and begin operating the dojo at manufacturing subsidiaries• Open the Safety and Monotsukuri Library• Install Group-wide task force functions in Tokyo and the Kansai region in Japan• Formulate initial actions at each operational site; prepare a management systemat each division (comprehensive disaster-preparedness drills, installation of
emergency communication hardware, full-scale operation of the safety
confirmation system, stockpiling of supplies for use during earthquake disasters)

B• Reduce the number of employees with health risks associated with metabolic
syndrome through preventive measures against lifestyle-related diseasesA• Give employees opportunities to take part in Art Salon or consult with counselors
over a wider geographic area in JapanA• Enhance employee skills in communication and networking and introduce
practical programs to address business challenges

A• Expand the roles of Leaders and reinforce the approach to prevent improper
conduct• Implement the Conduct Guidelines in overseas Group companiesA• Continue organizing training on compliance with the Subcontract Law of Japanfor employees in the production control departments of Toppan and Group
companies and continue interviews to check how subcontract transactions arebeing handledA• Continue assessing the status of compliance in the procurement departments byasking 10 main business partners to report their satisfaction with Toppan in aquestionnaire survey

B• Review the CSR Procurement Guidelines with an eye to ISO 26000• Establish operational rules accommodating global procurementA• Continue product safety management activities in the food packaging and filling/
packing businesses; audit the medical and drug packaging businesses• Execute priority measures, including steps to prevent the admixture of different
products and foreign substances in all types of packaging manufactured• Continue managing chemical substances in products based on Green Procurement Standards at each division

A

A

A

• Establish and operate promotion structures to disseminate CFP reporting
throughout the divisions• Set the groundwork for smooth revisions of the CFP calculation method (shifting
certification units from product-by-product units to a comprehensive unit
covering the entire system)• Instruct the tightly secured areas designated for the handling of personal information (48sites) on the conformity to the new criteria and re-qualify them based on the new criteria• Facilitate cooperation among Group companies to take countermeasuresagainst IT risks (antivirus measures, related education)• Continue carrying out medium-term recovery assistance measures for the areas
stricken by the Great East Japan Earthquake (continue the Book Wagon activities)• Sponsor the sixth series of Toppan Charity Concerts

Evaluation criteria: S, Results achieved far surpass the targets; A, Targets achieved; B, Activities fully carried out, but targets unachieved; C, Activities insufficient

TOPPAN CSR REPORT 201213

Toppan’s CSR Activities

Toppan’s Ideal “Corporate Structure”
TOPPAN VISION 21 sets forth the basic concept and directionality for the continual growth of the Group in harmony withsociety and the global environment.
The vision consists of a “Corporate Structure” and a setof “Business Fields.” The Corporate Structure specifies ideals
and important values and concepts for the Toppan Group.
The Group believes that endeavors to realize the Corporate
Structure will support the sustainable development of Toppan
and society as a whole.

 orporate Philosophy, Corporate Creed, andC­Conduct Guidelines
The Corporate Structure is made up of three elements:­Toppan’s Corporate Philosophy, the Corporate Creed, andthe Conduct Guidelines. These elements specify a complete
set of values, standards, and guidelines for the operations of
the Toppan Group.
Toppan established the Corporate Philosophy, the top-level
concept underpinning all of Toppan’s corporate activities, topromote Toppan’s continual development as a socially valuablecorporation. The Corporate Creed expresses the standards tobe kept foremost in mind when performing business operations. Built on the Corporate Philosophy and Corporate Creed,
the Conduct Guidelines set out the basic concepts and behavioral norms for Toppan employees both as businesspeople andas members of society.

Toppan’s Ideal “Corporate Structure”
Corporate Philosophy
Each of us shallreciprocate our customers’continued trust,create dedicated products byharnessing our vibrant knowledge
and technology,

Corporate Creed

Conduct Guidelines

To build our customers’ trust though
sincerity, enthusiasm, and creativity inall our corporate endeavors.

Chapter 1: Basic Principles
1. Respecting basic human rights
2. Having high ethical standards
and acting as a responsible
member of society
3. Complying with laws andcompany rules and conducting
fair business operations
4. Avoiding all links with antisocialgroups
5. S triving to improve quality
and providing creations
that contribute to customer
satisfaction
6. R ecognizing the importance of
information related to businessand managing it appropriately
7. P roactively undertaking
conservation of the global
environment
8. Embracing change and taking
on new challenges
9. B
 uilding trust from society
through social contribution
activities and appropriate
disclosure of information
10. Bringing together individual
strengths to fully exploit the
integrated strength of the group

To strive for total innovation froma global perspective by conducting
marketing and technologicaldevelopment rich in originality.

and contribute to a fulfilling lifestyle asa mainstay of information and culture.

Established in June 2000

To conduct fair and open business
operations while acknowledging oursocial responsibilities and aspiring forharmony with our global environment.
To create a positive working
environment by maximizing ourindividual talents and strengths
as a team.

TOPPAN VISION 21
http://www.toppan.co.jp/english/
corporateinfo/vision/corp_image/rinen.html

To enhance our corporate
standing and promote the continual
development of the Toppan Groupthrough the exploration of new
possibilities.

Established in June 2000; revised in
November 2010
Established in June 2000

14

TOPPAN CSR REPORT 2012

See page 29 for Chapter 2: Specific Conduct
Guidelines.

CSR Activities
Corporate social responsibility (CSR) activities are prominent
among Toppan’s many endeavors to realize the ideal Corporate Structure the Group envisions. As measures seeking
to incorporate social demands into business operations, theCSR activities are vital for Toppan’s growth as a corporationin ­harmony with society and the global environment.
In designing concrete activities, Toppan closely refers to the
ISO 26000 Guidance on Social Responsibility, an international
standard formulated through the consensus of diverse stakeholders around the world. Various types of organizations andentities have engaged in the standard-making process. This
standard therefore typifies demands from society at present.
ISO 26000 provides guidance on the principles of social
responsibility—what it means and how it applies to organizations. Any type of organization of any size can use it. Unlike
other standards on quality or environmental management, thisguidance standard focuses on stakeholder opinions: no certification is granted by third-party organizations.
Toppan will promote CSR activities with this guidance inmind and disclose the results via this CSR report in line withthe seven core subjects of social responsibility defined underISO 26000.

Dialogue with Stakeholders
Toppan has recognized categories of stakeholders who areeither vital for its business operations or potentially impacted
by them: customers (client companies, consumers), business
partners, communities, shareholders/investors, and employees.
To shape CSR activities satisfactory to all stakeholders,
Toppan attaches great importance to stakeholder dialogues
and reflects stakeholder opinions in its activities.
Along with the regular dialogues with its stakeholders in thecourse of daily business, Toppan has been holding meetings
with representatives from each stakeholder category and withexperts and organizations deeply knowledgeable on social
issues since fiscal 2004. In fiscal 2011, Toppan took part in
the ISO 26000 Working Group organized by Global Compact
Network Japan and carried on a dialogue with global NGOs on
topics to do with the environment, human rights, com­munity
involvement, fair operating practices, and labour practices.

Toppan’s Stakeholders and Seven Core Subjects

Customers(client companies,
consumers)

Employees

TOPPAN
Corporate
Structure

Labourpractices

Human rights

The environment

Community
involvement anddevelopment

Organizational governanceFair operating
practices

Consumer issues
Shareholders andinvestors

Business partners

Stakeholders

Communities

Seven core subjects
Dialogues

TOPPAN CSR REPORT 201215

Initiatives at Toppan andSeven Core Subjects under ISO 26000
ISO 26000
Seven Core Subjects

Organizational
governance

16

IssuesOrganizational governance

For Details

Pages

I Corporate Governance
I CSR Initiatives
I Risk Management Structure
I Business Continuity Management

P. 17−

Human rights

Issue 1: Due diligence
Issue 2: Human rights risk situations
Issue 3: Avoidance of complicity
Issue 4: Resolving grievances
Issue 5: Discrimination and vulnerable groups
Issue 6: Civil and political rights
Issue 7: Economic, social and cultural rights
Issue 8: Fundamental principles and rights at work

I Respecting Basic Human Rights andOperating Hotlines
I Collective Labor Agreement
I Working for Equal Opportunity andEliminating Discrimination

P. 20−

Labour practices

Issue 1: Employment and employment relationships
Issue 2: Conditions of work and social protection
Issue 3: Social dialogue
Issue 4: Health and safety at work
Issue 5: Human development and training in theworkplace

I Basic Concept of Human Assets
I Labor-Management Partnership
I Supporting Work-Life Balance
I Occupational Safety and Health /Healthcare and Health Enhancement /Fire- and Disaster-preparedness
I Measures for Mental Healthcare
I Developing and Fostering Human Assets

P. 22−The environment

Issue 1: Prevention of pollution
Issue 2: Sustainable resource use
Issue 3: Climate change mitigation and adaptation
Issue 4: Protection of the environment, biodiversity
and restoration of natural habitats

I Toppan’s Environmental Activities
I Environmental Targets and Results
I Toppan’s Environmental Burden
I Environmental Management Activities
I Eco-protection Activities
I Eco-creativity Activities
I Environmental Communication Activities

P. 36−

Fair operating­practices

Issue 1: Anti-corruption
Issue 2: Responsible political involvement
Issue 3: Fair competition
Issue 4: P romoting social responsibility in the value
chain
Issue 5: Respect for property rights

I Disseminating the Conduct Guidelines
I Toppan Group Helpline
I Implementing the Conduct Guidelines inOverseas Group Companies
I Compliance Education
I Promoting CSR Procurement

P. 26−

Consumer issues

Issue 1: F air marketing, factual and unbiased­information and fair contractual practices
Issue 2: Protecting consumers’ health and safety
Issue 3: Sustainable consumption
Issue 4: Consumer service, support, and complaintand dispute resolution
Issue 5: Consumer data protection and privacy
Issue 6: Access to essential services
Issue 7: Education and awareness

I Assuring Product Safety and Quality
I Challenges in Universal Design
I Protecting Personal Information
I Contributing to Sustainable Consumption

P. 30−

Community­involvement anddevelopment

Issue 1: Community involvement
Issue 2: Education and culture
Issue 3: Employment creation and skills development
Issue 4: Technology development and access
Issue 5: Wealth and income creation
Issue 6: Health
Issue 7: Social investment

I Community Contribution and Involvement
I Cooperating with International
Communities to Address Social Issues

P. 34−TOPPAN CSR REPORT 2012

Organizational Governance
Points oppan has strengthened its governance structure through the establishment of a Management Audit Office,T
Compliance Department, and Ecology Center under the purview of a Board of Corporate Auditors according to
the Companies Act of Japan.
Toppan develops governance aimed at maximizing the corporate value of the entire Group under the Related
Company Administration Regulations.

Corporate GovernanceCorporate governance provides the foundation for addressing
the seven core subjects.
Toppan has strengthened its governance structure throughthe establishment of a Management Audit Office, ComplianceDepartment, and Ecology Center under the purview of a Boardof Corporate Auditors according to the Companies Act ofJapan. Toppan develops governance aimed at maximizing thecorporate value of the entire Group under the Related Company Administration Regulations prescribed for the advancement of fair management for the Group.

Organizational Governance he Directors, Board of Directors, and Various
T­Meetings
Toppan has 26 directors, including two outside directors, on
its board (as of the end of March 2012). Board meetings areheld monthly and whenever a pressing matter requires action
or deliberation. Especially important management themes
are deliberated beforehand by the Management Committee,
a body made up of directors selected by the President & Representative Director. The goal is to lay weight on managerial
efficiency in business decision making.

 orporate Auditors, Board of Corporate Auditors,C
and Audit Firm
As of the end of March 2012, Toppan has five corporate auditors, including three external auditors, of whom two are independent officers. Along with their own board meetings, thecorporate auditors attend meetings of the Board of Directors
and Management Committee and important meetings on risk
management. They systematically carry out audits for operational sites and related companies in close cooperation withthe audit firm and internal audit-related departments of theCompany. Through these tasks, they audit and advise theCompany from a preventive perspective to ensure the legalityof the operations of the directors and departments and smooth
and appropriate corporate management in line with company
policies and regulations. They also regularly convene a boardof corporate auditors of related companies to improve theeffectiveness of the audits by the corporate auditors acrossthe Group.
Toppan has had KPMG AZSA LLC verify the propriety of theCompany’s accounts through audits to enhance the reliability
and transparency of the Company’s financial information.

Corporate Governance Structure
Meeting of Shareholders
Appointing or dismissing

Appointing or dismissing

Appointing or dismissing

Board of Directors
Auditing

Auditing
Supervising

Crisis Management Committee

Selecting or dismissing

Special Committee (fordefending against takeover bids)

President & Representative Director

Responds toemergencies

Advising andcounselingManagement Committee
Considers issues prior to boardof directors’ meetings

Business Divisions

Independently check, evaluate,
and make improvements
under the direction of
departments responsible
for laws and regulations

Investigates and audits the legality andManagement Audit Office appropriateness of operational activities

Auditing

Promotes, monitors, and verifies thestrict observance of business-related
Compliance Department laws and regulations and the establishmentof ethical business practices

Reporting

Ecology Center

Guiding

Instructing
Other organizations for control

Chief information
security manager

Safety and Health Committee
National Eco-protection Committee

TPM National Conference

AssistingNational Conduct Guidelines
Promotion Supervisors

Coordinates, supervises, and verifies
Toppan’s environmental activities

Corporate Auditors Office

Audit firmGroup companies

Observingandguiding(Board of) Corporate Auditors

Directors in charge
Auditing

Working together

TOPPAN CSR REPORT 201217

Organizational Governance

Strengthening Audit Functions
The Management Audit Office is a body established independently from the business divisions. Working from legal andrational viewpoints, the office conducts fair and objective audits
on the administrative and operational systems and practicalstatus of the Company’s management activities. The officeprovides feedback to the relevant departments on problems,
proposes measures for improvement, and reports the audit
results to the President & Representative Director, directors
in charge of relevant departments, and corporate auditors. In
fiscal 2011, the office carried out 28 management audits andoperation audits. It also conducted maintenance and operational evaluations of internal controls over financial reporting
for all business divisions and major subsidiaries.
The Compliance Department in the Legal Affairs Division
spearheads the Company’s initiatives to ensure the strict
observance of laws and regulations and to firmly establish
ethical business practices. The department facilitates the­complete awareness of the Conduct Guidelines, organizes
employee education on compliance with applicable laws, andimplements internal audits on information security (➞PP. 26,
32). The Ecology Center in the Manufacturing Management
Division supervises environmental activities, conducts internal
audits at operational sites, and monitors the progress ofimprovements (➞P. 36).
CSR Promotion Structure

Remuneration to Directors and Corporate Auditors
In fiscal 2011, the total annual remuneration to directors was
1,089 million yen and the total annual remuneration to corporate auditors was 110 million yen. Please refer to the Status
of Corporate Governance, etc. in the financial statements fordetails on the method used to determine remunerations andremuneration-related information.

CSR Initiatives
Promotion Mechanism
Under the President & Representative Director and the Director
in charge of CSR, divisions of the head office work in collaboration with each other to promote CSR activities.
These directors and divisions devise action plans every year.
They convene regular CSR promotion department meetings toreport the progress of activities undertaken at each division,
share relevant issues to be tackled, discuss ways to resolvethese challenges, and share what they believe society expects
from CSR initiatives in general. Under this mechanism, Toppan
works to steadily disseminate the social responsibilities it seeks
to meet across the Company and to perpetually upgrade its
CSR activities.

Risk to Be Managed and the Relevant Head Office Divisions in Charge
Risk to Be Managed

President & Representative Director
Director in charge of CSR

Accidents involving products
or product liability

Accidents related to main systems (ICT Div.)
Occupational accidents, traffic accidents, or other accidents involving
employees (Personnel & Labor Relations Div.)CSR promotion department
meeting
Administration
Legal Affairs Division

Incidents related to notes or accounts receivable (Finance & Accounting Div.)
Accidents or disasters related
to company operations

Secretary OfficePublic Relations DivisionCorporate Planning
Division
Personnel & Labor
Relations Division

Defamation, slander, or othercriminal damages
Relationships with antisocialorganizations

Legal problems with orders received (Legal Affairs Div.)
Leakage of personal information, internal confidential information, etc.
(Legal Affairs Div.)
Accidents or disasters related to fires or explosions (Manufacturing
Management Div.)
Illegal activities related to the storage of solvents, management of
dangerous chemicals, etc. (Manufacturing Management Div.)
Damage to the company’s internal computer system due to cyberterrorism, illegal access or use of company information, leakage of
personal information, internal information, etc. (ICT Div.)
Acts of violence against the company (threats, kidnapping, robbery)(Personnel & Labor Relations Div.)
Unreasonable demands from antisocial organizations, transactions conducted
between business partners and antisocial organizations (Legal Affairs Div.)
Material losses or personal accidents suffered by customers or thecompany due to earthquakes, wind or water damage, lightning, etc.
(Personnel & Labor Relations Div.)
Operational shutdowns due to large-scale earthquakes or otherunexpected events (Legal Affairs Div.)

Finance & Accounting
Division

Natural disasters

Manufacturing
Management Division

Risk in business management

Shareholder derivative lawsuits, hostile takeovers (Legal Affairs Div.)

Unlawful activities related toexternal contracts
Infringement of intellectual
property

Violations of the Subcontract Law of Japan, illegal transactions withbusiness partners (Manufacturing Management Div.)

Business Development& Research Division

Environmental problems
Risk in overseas businessactivities

18

Accidents or complaints related to products (Manufacturing Management Div.)TOPPAN CSR REPORT 2012

Infringements of patents, trademarks, or copyrights (Legal Affairs Div.)
Violations of environmental laws or standards, illegal disposal of industrial
waste (Manufacturing Management Div.)
Product accidents, environmental problems, fires or natural disasters,
damage to human or physical resources caused by international conflicts
or terrorism, etc. (Corporate Planning Div.)

Business Continuity Management

Toppan manages risk comprehensively to avoid risk and minimize the losses incurred when events at risk occur.
The Rules on Risk Management have been established toaddress matters regarding risk avoidance and the minimizationof loss when an event at risk occurs. In accordance with theserules, the Company has set up a risk management structure
under which the responsibilities for risk management are allotted to specific divisions in the head office based on the typesof risk involved. Under this structure, the directors in chargeof each relevant division are responsible for taking measures
to prevent, avoid, and correct each type of risk.
Toppan reviews risks to be managed once a year and examines countermeasures to be taken in line with the rules. The
Company also holds a regular Risk Management Liaison Meeting for the persons in charge of risk management in the head
office divisions in order to share information on a continuous
basis and respond to risk practically.

As a preparation for a possible operational shutdown in theaftermath of a large-scale earthquake, Toppan has been formulating business continuity plans (BCPs) designed to enable
the resumption of business operations as rapidly as possible
in a post-disaster environment. The Group applied BCPs at
its main operational sites in the Tokyo metropolitan district infiscal 2010. From fiscal 2011, Toppan has been laying down
BCPs throughout the whole Group, including the head office
departments and Group companies. Based on lessons learned
from the Great East Japan Earthquake disaster, the Group has
also begun surveying the suppliers’ current levels of disaster
preparedness as a preliminary step for building a stable supply chain.
As a basic precondition for business continuity, Toppan
gives overriding priority to safety and the assurance of humanlife as a matter of course. In fiscal 2011, Toppan thoroughly
revised the Group-wide basic plan for countermeasures against
earthquake disasters in order to establish a structure conducive to prompt response from the first minutes of a disasterto the early resumption of operations.
The Group will accelerate its business continuity management (BCM) activities to give concrete form to the BCPs fromfiscal 2012. Toppan will consistently improve the BCM activities by sequentially executing preliminary countermeasures,arranging education and training programs for employees,
self-evaluating its actual practices, and implementing various
other measures. Through these efforts, Toppan seeks to secureGroup-wide competence for business continuity while coexisting with communities as a social benefactor.

Countermeasures against Disasters
Toppan has carried out comprehensive
disaster-preparedness measures throughout its operational sites under a basic planfor countermeasures against disasters.
The foremost aims of the countermeasures against disasters at the Group are toensure the safety of all Toppan employees
and their families and to provide aid for affected people in general. A safety confirmation system composed of multiple communication channels such as email and mobile
phone has been in place since 2011 as atool to allow employees to immediately confirm their safety in the event of a wide-scaledisaster such as an earthquake. All operational sites reserve stockpiles of food andother requisites for commuters who have nomeans to return to their homes. The Group
has also been preparing procedures tominimize damages to business operations,preserve company assets, and provide assistance to customers and disaster-affected
people and areas in cooperation with companies and residents in the community as asocially responsible corporation. In parallelwith these disaster-preparedness measures,
steps are also being taken to raise awareness of disaster-mitigation procedures
among individual employees. Through theregular repetition of evacuation drills for all
employees and other various drills in fireand disaster-preparedness, every employee
will have the know-how to deal with emergency situations quickly and properly.

In-house BCM seminar by outside professionals

Organizational GovernanceRisk Management Structure

Large-scale earthquake simulation drill

TOPPAN CSR REPORT 201219

Human Rights
Points ased on the concept of respect for people, Toppan is committed to respecting basic human rights insideBand outside the Company and has prepared an environment and systems for this purpose.
Inside the Company, Toppan concludes a collective labor agreement, works for equal opportunity andthe elimination of discrimination, and undertakes other relevant activities.

Respecting Basic Human Rights andOperating Hotlines

Collective Labor Agreement

Human Rights

Respecting Basic Human Rights
Toppan operates business under the foundational conceptof respect for people. To ensure this principal, the Conduct
Guidelines call for respecting basic human rights (respecting
personal qualities and individuality; prohibiting discriminationand harassment; prohibiting child labor and forced labor; andcomplying with laws [➞P. 29]). Toppan has been carrying out
education on basic human rights and harassment in rankbased training for employees to prevent harassment and otherinappropriate actions from occurring.
To disseminate the concept of respect for people throughout the entire supply chain, Toppan sets forth an article on
respecting basic human rights in the CSR Procurement Guidelines of the Group and requires Group companies and business
partners to comply with this article.
Toppan has set up dual hotlines through which both employees and business partners can promptly report inappropriate
actions.
No instances of child, forced, or compulsory labor haveever occurred in the Company.

The Toppan Printing Labour Union and the management of theCompany have concluded a collective labor agreement in orderto stabilize labor-management relations, maintain and improve
working conditions, and secure the corporate concord. The
agreement sets forth a fundamental policy between labor andmanagement, the rules governing union activities and labormanagement negotiations, and employment conditions suchas wages and working hours.
As a fundamental policy between labor and management,
Article 1 of the collective labor agreement, the General Principles, stipulates that the Company and union shall contribute tosociety through business operations and collectively work forthe benefit of the Company and long-term stability of employees’ livelihood. Labor and management both uphold these ascommon goals. Article 2 of the agreement specifies that theCompany shall respect the union’s rights to organize and collectively bargain and act. It clearly states that the union has
all the rights established by law. The effective period of thecollective labor agreement is two years. When neither the union
nor the Company indicates its intention to revise or terminate
the agreement at least thirty days before its expiration, theagreement will remain in effect for no more than another six
months after the expiration date.

Initiatives for Respecting Basic Human Rights

Participating in the United Nations Global Compact
Toppan participates in the global policy initiative and respects basic human rights ina proactive manner with other business participants.

Respect for people
A universal concept highly valued by Toppan

Establishing and disseminating
the Conduct Guidelines

Working for equal opportunityand eliminating discrimination

Organizing training
and education

Toppan specifies respect for basic
human rights in the Conduct
Guidelines—its listing of behavioral
norms for employees—and disseminates
this principle across the Group.

Toppan respects personalqualities and individuality, and hires
and treats employees without
discrimination of any kind.

Toppan organizes training sessions
for new employees to educate them
about respect for basic human rights
in easy-to-understand lessons.

Promoting CSR procurement

Operating hotlines

Contributing to society(

PP. 26, 29)(

P. 28)

Toppan cites respect for basic
human rights as a guiding principle in
the CSR Procurement Guidelines andrequires business partners to comply
with the guidelines.

20

TOPPAN CSR REPORT 2012(

PP. 26, 28)

Toppan operates dual hotlines
through which both employees andbusiness partners can report
inappropriate actions.

(P. 34)

Toppan supports people’s livelihood
through educational cooperation indeveloping countries and the
donation and supply of money andgoods throughout the world.

Working for Equal Opportunity andEliminating Discrimination

Employment of Persons with Disabilities
Toppan promotes the hiring of persons with disabilities mainly
via Tokyo Metropolitan Government (T.M.G.) Prepress Toppan
Co., Ltd., a special subsidiary that employs persons with disabilities. As of June 1, 2012, persons with disabilities accounted
for 1.91% of the total workforce at Toppan.

Positive Action
Toppan has promoted positive action aiming at the creationof new services and businesses. To better respond to customer and social needs, the Company needs to develop new
products and services from feminine perspectives. Toppan
employs 176 female managerial and supervisory staff (as ofApril 2012).
 elf-determination on the Career Path /S
Second Careers
Toppan has established the Challenging Job System, a program to encourage employees to consider their own work
experiences, official qualifications, and the departments anddivisions to which they would like to be transferred. Employees
think carefully about their own medium-to-long-term careerdevelopment and the skill-enhancement plans necessary tomove them on track. The system cultivates a problem-solving,
can-do mindset that kicks in when employees reach the newpositions to which they aspire. For retired employees in theirsecond careers in company life, the system offers working
options matched to their career aspirations and the knowledge,
experience, and skills they have acquired through long yearsof service. Seventy of 80 employees who retired in fiscal 2011were reemployed and now remain with the Company.

Female Managerial and Supervisory Staff
200
150

Q Female supervisory staff
Q Female managerial staff

140

100
110

161

149

Regularrecruitment of
new university
graduates andpost-graduates

34

37

43

2009

2010

2011

2012 (year)

Fiscal 2012

57

51

20

23

24

Male

56

83

105

Female

21

22

26

Male

0

3

0

Female

9

13

11

163
(30.7%)

195(29.7%)

226(27.0%)

18

5—

Technical

Total number of regular recruits(percent female)

30

Fiscal 2011

Male
Sales,
administration, etc. Female

New graduates from high schools
and National Colleges of Technology

50
0Fiscal 2010

133

124

115

Number of Recruits(as of April)
176

Human Rights

Providing an Open Environment for Recruitment
Toppan offers various employment opportunities for personsof both genders and persons of many nationalities, ages,
and levels of physical ability. Recruitment takes mainly threeforms: regular hiring of new graduates from universities andhigh schools; mid-career hiring of experienced personnel year
round; and hiring of persons with disabilities year round. To
hire new graduates from universities, Toppan conducts screenings in seven geographical areas across Japan. The Company
also sets by-job-type screenings in Japan and recruits global
personnel. All candidates screened are given the chance tochoose in accordance with their own aspirations and vocational aptitudes. Before the screenings, Toppan determines
the talent requirements based on the results of employee
consciousness surveys and a review of the behavioral characteristics of outstanding achievers in the Company. During
the screening, Toppan tries to estimate if the recruits havesuitable competencies and potential. The Company also runs
internship programs to boost student awareness about work.
A cumulative total of about 2,000 students participated inworkshops, practical training sessions, and online training
courses in fiscal 2011.

Mid-career recruitment of experienced
personnel

60

Employment of Persons with
Disabilities
2010

2011

2012

Employees

183

199

196

Percentage
of total
workforce*

1.89%

1.97%

1.91%

*The percentage is calculated based on the
total number of regular employees (as of June1) as a denominator. The total number waspresented in the Disabled Persons Employment Report in accordance with Article 8 of
the Law for Employment Promotion, etc. of
the Disabled of Japan.

TOPPAN CSR REPORT 201221

Labor Practices
Points oppan recognizes how deeply it depends on employees and encourages them to work vigorously andTearnestly with strong motivation.
Toppan establishes labor-management relationships in which labor and management stand on
equal footing and trust and respect each other.
Toppan has established a Health, Safety & Fire Safety Promotion Department at the head office to reinforce
safety management.

Labor Practices

Basic Concept of Human Assets

Labor-Management Partnership

Toppan values its employees as precious company assets(“human assets”) and recognizes how deeply it depends onthem. From this perspective, the Company supports the motivated, vigorous, and earnest work of the Toppan workforce.
The Company keenly understands the importance of the motivation to take on new challenges, the drive to work vigorouslywith a healthy body and mind, and earnest commitment tofollow through on tasks to completion. When employees arevigorous, earnest, and have strong motivation, Toppan is convinced that they show their true abilities to the full.
Toppan strives to improve the abilities and draw out theorganizational powers of every employee through the stages ofhiring, appointment, training, and treatment. To do so, Toppan
places high priority on communication in a spirit of mutual trust,
career progress in the directions in which employees envision,clearly defined rewards and penalties, and the establishmentof an open and fair environment. Toppan reinforced its functions to control human resource development throughout theGroup in fiscal 2011. Toppan will develop the Group further
by fostering more talented individuals who can create new
businesses and markets.

As partners with shared ideals, Toppan’s labor union and management have trust in each other and respect for each other’s
positions. The two parties work on various issues together onan equal footing and hold events of various sorts, including
recreational activities for employees. In the summer of 2010,
for example, they cosponsored the Toppan Sports Festival at
the Seibu Dome in Saitama Prefecture, an event attended by
4,400 participants, including employees from Group companies in the Tokyo metropolitan area and their families. At each
operational site every year, labor and management organize
sports meets of various kinds and invite employees’ families
to recreational activities.
Business councils are convened as Company-wide andoperational site forums to discuss wide-ranging managerial
issues. Several types of special committees to deliberate individual issues are also convened. Standing committees meetto discuss issues such as working hour reductions, wages,
welfare, and safety and health. Likewise, individual committees
meet when necessary to discuss specially designated subjects,
such as the creation of a working environment amenable toenhanced job satisfaction. Toppan has adopted a union shop
system. In principle, all non-managerial employees belong to
the labor union as members.

Number of Employees (as of March 31)
Directors
Fiscal 2009
Fiscal 2010
Fiscal 2011

Management
Supervisors
Class

Total
Employees

AverageTenureAverage
Age

Male

27

1,670

1,853

7,672

14.4

40.0

Female

1

30

104

1,097

8.5

31.5

Male

26

1,686

1,800

7,512

14.4

40.7

Female

0

33

114

1,121

8.7

32.2

Male

26

1,687

1,749

7,363

14.9

41.3

Female

0

39

121

1,145

9.2

32.8

Fiscal 2009

Fiscal 2010

Fiscal 2011

Personal reasons

110 (40)

116 (38)131 (48)

Retirement

118 ( 0)89 ( 0)80 ( 1)0 ( 0)

0 ( 0)

0 ( 0)

Other

50 ( 4)60 ( 2)84 ( 1)Total

278 (44)265 (40)295 (50)

3.1%

3.0%

3.4%

Turnover rate

*1 The number of female employees who left the company is shown inparentheses.

Average Annual Salary
Total

22

Part-timeWorkers

Temporary
Staff

8,769

541

144

8,633

647

47

8,508

730

68

Annual Paid Leave Used

Reasons for Leaving*1

Requested by thecompany

Sum Total
Employees

Fiscal 2009

Fiscal 2010

Fiscal 2011

6,442,189 yen

6,680,897 yen

6,397,624 yen

TOPPAN CSR REPORT 2012

Average paid
leave used (days)
Average ratio*

2

Fiscal 2009

Fiscal 2010

Fiscal 2011

7.7

7.8

8.2

40.8%

40.7%

42.4%

*2 Average ratio = average paid leave used / average paid leave granted

Employees Taking Maternity or Childcare Leave
Fiscal 2009

Fiscal 2010

Fiscal 2011

Employees taking
maternity leave

45

72

58

Employees taking
childcare leave*3

72 (0)

94 (1)

114 (2)*3 The number of male employees who took childcare leave is shown inparentheses.

Supporting Work-Life Balance

Efforts to Foster the Next Generation
Toppan has striven to create a working environment in which
employees can achieve better work-life balance. It does soby providing systems for childcare and nursing care leave,
for reduced working hours, and for a higher family allowancefor dependents. A rehiring system for employees who resignfrom the Company to deliver and bring up children has beenin place since fiscal 2006. As of April 2012, twenty resigning
employees have registered for future rehiring.
Toppan has made institutional improvements for the childcare
leave system, as well. For parents, for example, the Company
has extended the period of childcare leave up to the first March
31 after the employee’s child reaches the age of 12 months,
a point in time beyond the requirements of the applicable law
in Japan. This change eases difficulties parents face in Japan,
where entry to daycare services is often impossible midway
through the year. Meanwhile, the eligibility period for reduced
working hours for employees with childcare responsibilities is
set to continue up to the end of the child’s third year of elementary school (again surpassing legal requirements in Japan),even in cases where the employee’s spouse has time to devote
to childcare. A staggered working-hour system for expectant
mothers and childrearing parents has also been introduced.
Toppan will continue enriching measures to foster the next
generation and improve work-life balance for employees.

Labor Practices

Efforts to Shorten Working Hours
Excessive overtime is a longstanding issue for Toppan. Every
operational site has examined and implemented measures tocontrol the numbers of hours worked. For the time being,
however, characteristics of the printing industry and other factors still prevent the Company from achieving fundamental
solutions. In October 2008, Toppan launched a Company-wide
effort to eradicate extended overtime work as a means of achieving better work-life balance and maintaining employee health.
Senior management, managers, and employees jointly
undertake initiatives to improve operating effectiveness byreviewing the ways individuals work and the ways managementadministrates; to equalize overtime hours by adjusting operations within the departments; and to introduce new working
systems such as flextime and irregular working schedules.
At the ongoing business councils and labor-management
committees, senior management and labor exchange opinions
and deliberate on measures to further shorten overtime working hours and to comply with the revised Labor Standards Act
of Japan. They also analyze the actual overtime practices andreview the use of the newly introduced working systems.
As a result of these initiatives, the number of employees
who worked long hours was reduced by 95% in fiscal 2011
compared with fiscal 2007, the year before the measures
were introduced. The average hours of overtime worked also
decreased by almost 20%.

Main Leave Systems / Measures to Support Work-Life Balance and Foster the Next Generation
Stock Leave

Employees can accumulate up to 50 days of annual paid leave (exercisable within two years from the date the days are granted).
Employees are eligible to use their stock leave for therapeutic treatments for themselves or their dependents, healthcare or
nursing care for their families, or recovery work in the aftermath of unexpected disasters.

Childcare Leave

Both mothers and fathers are eligible for fulltime childcare leave consecutively up until the first March 31 after their child reaches
the age of 12 months (thirteen male employees have taken childcare leave so far, on a cumulative basis). Employees on leavereceive 10% of their regular salaries from the Company (until their child reaches the age of 18 months) and subsidies of 30,000
yen a month from the Toppan Group Fraternal Benefit Society. They can also work for shorter hours (maximum reduction of
two hours per day) or select a flextime or irregular working schedule from the date of their return to the job until their childcompletes the third year of elementary school. The Company subsidizes certain childcare costs and provides childcare-related
information through a consultation office.

Rehiring of Employees
who Leave the Company
to Raise Children

Rehiring is guaranteed for an employee who resigns to deliver and raise a child, provided that the employee has worked for
Toppan for more than three consecutive years up to the date of resignation. A resigned employee who meets these conditions
will remain eligible for rehiring until May 1 of the year when the child enters elementary school.

Nursing Care Leave

Employees are entitled to take leave for nursing care. The maximum consecutive leave and maximum reduction in a working
day are one year and two hours, respectively, for every family member requiring nursing care. The Toppan Group Fraternal
Benefit Society pays a 30,000-yen subsidy per month as assistance during the nursing care leave. The Company subsidizes
certain nursing care costs and provides nursing care-related information.

Leave for Child
Healthcare

Employees can take up to 10 days of leave a year, regardless of the number of children they are raising. These days can betaken in half-day allotments when necessary.

Volunteer Leave

In principle, employees can take volunteer leave to engage in socially beneficial activities for a maximum of one year. Employees
on volunteer leave receive an allowance.

Staggered Work-hours

An employee can adjust daily working hours upward or downward by up to one hour to avoid rush-hour commutes during
pregnancy and by up to two hours for childcare (until his or her child completes the third year of elementary school).

Dependent Family
Allowance

The Company pays every employee with children a monthly allowance of 20,000 yen for each child. This allowance isdiscontinued on the first April 1 to arrive after the child’s 18th birthday. (No limit for the number of children is applied.)

Partial Subsidization ofBabysitter Expenses

The Toppan Group Fraternal Benefit Society subsidizes 50% of babysitter expenses (up to a 5,000-yen limit per day) for up
to 90 days a year.

Other Systems

The Toppan Group Health Insurance Union offers a supplementary allowance in addition to a lump-sum allowance forchildbearing and childrearing. It also provides one-year free subscriptions to the monthly childrearing magazine Baby andMommy and runs a consultation office for employees with questions about the health of the body and mind.

TOPPAN CSR REPORT 201223

Occupational Safety and Health /Healthcare and Health Enhancement /Fire- and Disaster-preparedness

Labor Practices

Labor and management at Toppan have integrally propelled
activities to enhance occupational safety and health. The Safety
and Health Committee of each operational site plays a central
role in these activities with the goal of completely eliminating
occupational accidents. Toppan formulated the Basic Policy on
Health and Safety in June 2010. Months later, in October of thesame year, labor and management strictly affirmed that safety
should take top priority in business operations and clarified theactions to be carried out by all operational sites towards thecomplete elimination of accidents. Toppan also established the
Health, Safety & Fire Safety Promotion Department, a bodyat the head office dedicated to supporting safety and healthpromotion activities at all operational sites. These efforts have
gradually reduced the number of occupational accidents.
In parallel, Toppan has opened the Anzen Dojo, a safety training facility, in Kawaguchi, Saitama Prefecture. This facility serves
as a safety education resource equipped with fire- and disasterpreparedness goods and specialized hardware developed tosimulate accidents involving fire, explosions, and the jammingof body parts in machines. These goods and simulators havebeen presented year around and steadily enriched since theirestablishment in August 2010. In fiscal 2011, Toppan demonstrated a new danger simulator specially designed for regionalsites throughout Japan to enhance the safety awareness of
individual employees of the Group. Moving forward, Toppan
Occupational Safety and Health
Deaths fromoccupational accidents
Frequency rate*
Severity rate*2

1

will introduce full-fledged risk assessment activities for accident
prevention across the Group. All operational sites will work inconcert to completely eliminate occupational accidents.

Measures for Mental Healthcare
Labor and management regard the maintenance of employee
health as a shared mission vital for the corporate activities at
Toppan and have regularly met to exchange frank views on
mental healthcare measures.
Based on the opinions exchanged, several rules have been
appended to the employment regulations to help the Company
provide a working environment to which employees can more
readily return from mental healthcare leave. These rules definea clear set of criteria for deciding when an employee should
return to work, measures to prevent the recurrence of leave,and programs to support employees once they return to work.
To prevent mental illness or promptly detect and cure it, Toppan
also holds regular mental health check-ups for all employees
and arranges mental healthcare training for employees of every
rank from recruits to managerial staff.
In a project conducted with a Group company called Institute of the Formative Art Co., Ltd., Toppan also operates Art
Salon, an art session to refresh employee minds and bodies
through the creative work of painting. Sessions are held at
operational sites across Japan, delighting many of the employees who take part. Employees are also encouraged to freely
consult with counselors in counseling rooms in all regions
where Toppan sites operate. As a further assurance, Toppan

Overview of the Mental Healthcare System

2009

2010

2011

0

0

0

0.09

0.00

0.10

0.003

0.00

0.004

*1 Number of occupational accidents requiring
employee leave, per million working hours(reflects the frequency of occupational
accidents)*2 Number of workdays lost as a consequenceof occupational accidents, per thousandworking hours (reflects the severity ofoccupational accidents)

Primary
Prevention:

Proactive measures

Secondary
Prevention:

Early detection

Regular mental health check-ups,
including stress checks
Mental healthtraining
I In rank-based
training
I Incorporation
into optional(group)training

MedicalTreatment:
Early cure

Steps to Prevent
Recurrence:

Support for returning
employees (fresh starts)

Contracts with mental healthcare specialists

Cooperation with medical and counseling institutions outside Toppan
Guidance and information about
consultants outside Toppan(contracted with the Toppan Group
Health Insurance Union)• A clear set of criteria
for deciding whenan employee on
leave should return• Rules for preventing
the recurrence ofmental healthcare
leave

Programs to support employees
returning from mental healthcare leaveCounseling rooms
Art Salon, an art session for employees
Appointment anddeployment of aperson to takecharge of mental
health enhancement
at every operationalsite
Danger simulator at Anzen Dojo

24

TOPPAN CSR REPORT 2012

Steps to allay
anxiety after
resignation
Financial assistancefrom the Toppan Group
Fraternal Benefit
Society and othersources for fixed
periods after resignation

has concluded advisory agreements with mental healthcare
specialists to secure a ready source of instruction and advice
from professional viewpoints.

Developing and Fostering Human Assets
Concept of Human Asset Development and Fosterage
Mindful of how deeply it depends on employees, Toppan fosters ambitious, noble, and virtuous human assets. Toppan
would like to contribute to society as a whole as a corporation
blessed with excellent human assets. Rank-based training
brings the Company closer to achieving this by helping employees understand and appreciate the roles and responsibilitiesof each rank. The Company also provides a wide variety of
training programs to encourage employees to systematicallygain the “abilities and skills” required by each workplace.
To offer customers and society enhanced values rooted
in its pool of ingenious human assets, Toppan arranges networking programs for its female employees and cross-industry
social events for all of its employees as means for opening up
channels for new networks and facilitating communication.

Fostering New Employees
Toppan regards the first three years after recruitment as a Company-wide fosterage period for new employees (the “early careerplanning” period). To encourage new employees to pursue career
ideals they themselves affirm, Toppan organizes Company-widetraining and on-the-job training (OJT) with help from the new
employees’ immediate superiors, the “Brothers” or “Sisters.”
Fostering Human Assets Active in Global Businesses
Toppan has set up an assortment of systems to support overseas study for human assets who can play active roles in global
businesses. The selective training on globalization supported
136 candidates for overseas assignments in fiscal 2011. The
Company also launched a trainee system in the course of
the year to provide employees practical training in day-to-day
business activities overseas in fiscal 2011.

Labor Practices

Various Education Systems
The head office organizes various education programs. Alongwith rank-based and department-based training, the officeenriches selective training courses planned out to foster leaders of tomorrow.
The Toppan Business School, meanwhile, offers self-development training for employees via optional courses (lectures) andcorrespondence learning courses (the Challenge School). A cumulative total of 10,651 employees participated in fiscal 2011.
Employees also have ready access to basic, Company-wide
education via Toppan’s e-learning system year round. A cumulative total of 135,423 employees took part in fiscal 2011.
In December 2011, Toppan established a new training
center in Yugawara, Kanagawa Prefecture. The Company alsorenovated its existing training center in Kawaguchi, Saitama
Prefecture to augment its functions for nurturing talents whowill go on to shape tomorrow.

Systematic Human Asset Development Programs
Earning the trust ofcustomers“Conduct of High Value” Based on the Corporate Philosophy and Corporate Creed
Strengthening business
Fulfilling corporate
Strengthening
foundationssocial responsibility
organization

Improvingcorporate value“Abilities and Skills” for “Conduct of High Value”
Knowledge andinformation skills

Ability to identify andformulate tasks

Ability toaccomplish tasks

Rank-based Training
I New division manager training
I New department manager training
I New manager training
I New supervisor training

I New employee Company-widetraining
I Early career planningI OJT brother/sister training

Techniques andknow-how

Skills in communicationand fostering subordinates

Department-based Training
I Selective training for section
managers in sales departments
I Selective training for mid-level staff
in sales departments
ITraining for new section managers intechnology and manufacturing
departments

Basic Company-wide Education (e-learning)

Training for Globalized Businesses

Training by the Divisions

I Basic education on TOPPANVISION 21
I Basic education on CSR
I Basic education on the environment
I Education on profit creation inbusiness
I Basic education on globalization

I MBA abroad training
I Study abroad program forengineers
I IT training in India
I Short-term overseas study
I Selective training on globalization

I Training in each division and each
workplace

Selective Training

I Training for employees in
production control departments
I Training for new supervisors intechnology departments
I Individual department-based training(Purchasing, Secretary, Personnel &Labor Relations, Technology &Research, and other divisions)Toppan Business School
I Optional training
I Challenge School
I Video library

I Executive business school
I Training to nurture industry-leading talent
I Program to develop and grow new
businesses and markets*Operated together with Toppan Mind Wellness Co., Ltd. (in the Toppan Group), an education consultation company entrusted with training projects inside andoutside the Company.

TOPPAN CSR REPORT 201225

Fair Operating Practices
Points oppan issued a fully revised edition of the Conduct Guidelines Casebook.
TToppan organized education on compliance with the Antitrust Laws and Subcontract Law of Japan.
Toppan continued with business partner dialogues and surveys to promote CSR procurement.

Disseminating the Conduct Guidelines
In June of the year 2000, the centennial of Toppan Printing
Co., Ltd., Toppan established the Conduct Guidelines, a setof normal standards of behavior based on the Corporate Philosophy and the spirit of compliance with laws and regulations.
In November 2010, Toppan completely revised the Conduct
Guidelines as a set of common principles that all Group companies around the world are required to observe for the assurance of total Group-wide compliance.

Fair Operating Practices

Conduct Guidelines Promotion Leader System
Toppan operates a Conduct Guidelines Promotion Leader
system. In this system, every Group operational site assigns
a Conduct Guidelines Promotion Supervisor (the “Supervisor”)
and Leaders (the “Leaders”) for disseminating the Conduct
Guidelines and ensuring full guideline compliance. Supervisors and Leaders implement ongoing activities directly connected with their daily business operations. Seven hundredand nine Leaders were deployed across the Group in fiscal
2011, including 57 females (8% of the Leaders). A cumulative total of 4,503 employees have worked as Leaders since
the system was launched in 2004. Toppan will continue withmeasures to deploy many more Leaders and to resolutely
foster and assign more female Leaders.

 issemination Activities by Conduct Guidelines
D­Promotion Leaders
The Leaders formulate action plans tailored to the details of
business operations and situations, staff compositions, andother individual factors at the workplaces where the Leaders
serve. They organize read-throughs of the Conduct Guidelines and facilitate discussion using concrete cases to enhancecompliance awareness among their colleagues.
Tools to Promote the Conduct Guidelines
Toppan posts regular Conduct Guideline Notifications with
topics relative to the guidelines. The notifications published infiscal 2011 offered advice on thorough information security,
the elimination of improper conduct, the assurance of proper
subcontract transactions, and other working tasks. Toppan
also issued every employee in Japan a completely updated edition of the Conduct Guidelines Casebook with revised descriptions of the actual situations that can arise in daily work. The
Leaders make good use of the casebook and notifications todisseminate the guidelines at their workplaces.

Toppan Group Helpline
When an employee discovers a legal violation or improper conduct somewhere in the Toppan Group, he or she is to report itto his/her superior for deliberation, in principle. When the employee’s superior fails to settle the problem, the employee is encour-

Structure to Promote the Conduct Guidelines
President & Representative Director

Director in charge of Conduct Guidelines Promotion
Compliance Department, Legal Affairs Division

Divisions in the Company

Divisions of the head office

Division heads

Conduct Guidelines
Promotion Supervisor
Senior General Manager
of Legal Affairs Division

Conduct Guidelines Promotion Supervisors
Person in charge of management: Business Strategy Department GM
Person in charge of education: General Affairs Department GM

Conduct Guidelines
Promotion Leadersin sales and planningdepartments
Sales promotion
managers, etc.

Conduct Guidelines
Promotion Leadersin administrative
departments
Managers or supervisorsfrom each department
Employees

26

TOPPAN CSR REPORT 2012

Conduct Guidelines
Promotion Leadersin manufacturing
departments

Conduct Guidelines
Promotion Leaders

Educational leaders

Managers or supervisorsfrom each department
Employees

aged to call the Toppan Group Helpline, the Group’s internalreporting system. The helpline is kept open for use by all Group
employees, including temporary staff and part-time workers.
The helpline was used in seven cases in fiscal 2011. The
incidents reported involved power and sexual harassment andother inappropriate actions. All seven cases were strictly investigated and properly handled, and necessary countermeasures
were taken to prevent recurrence.

Implementing the Conduct Guidelines inOverseas Group Companies
The Toppan Group revised Conduct Guidelines for Eastern
Asia based on the Group-wide Conduct Guidelines and held
briefing sessions on revisions in this region in fiscal 2011.
The Group will provide ongoing compliance education in theregion and steadily implement guidelines in other countries
and regions overseas.

Compliance Education

 ducation on Compliance with Transaction-relatedE
Laws
Toppan has organized regular education on compliancewith the Antitrust Laws and the Subcontract Law of Japan,
fundamental laws for proper transactions. In fiscal 2011,the ­Company carried out an e-learning-based program for
employees in every domestic sales department focused oncompliance with the provisions of the Antitrust Laws related
to the prohibition of collusion and cartels. As many as 2,802
employees took the course.
To attain full compliance with laws governing transactions
with subcontractors, Toppan held 29 sessions on compliancewith the Subcontract Law for 1,287 employees in the production control departments of domestic Group companies
from October 2011. In a separate effort, Toppan checked how
subcontract transactions were being handled in 36 sections
across Japan.
Briefing on ComplianceToppan was not involved in any serious accidents or violations oflaws or regulations in the course of business in fiscal 2011.

Toppan Group Helpline

Fair Operating Practices

Training for Conduct Guidelines Promotion Leaders
As in the previous years, Toppan held the group training for
Conduct Guidelines Promotion Leaders in fiscal 2011. The
training was scheduled in two phases. In the first, 542 Leaders were trained in 36 sessions across Japan from May to
September 2011. In the second, 508 Leaders were trained in
32 sessions from November 2011 to March 2012.

In these sessions, Toppan devises ways to enhance theeffectiveness of training through activities such as group­discussions using case methods describing actual incidents
and accidents.

When the problem
remains unsettled

Communicator
Every Group employee

Reporting andconsultation
Reporting on
progress andresults, follow-up
communication

Superior
Internal reporting(emails or sealed documents sentwith the employee’s real name)Conduct Guidelines Casebook (in Japanese)
Approach to Intellectual Property

ReceiverPresident & Representative Director
or Senior Corporate Auditor
Toppan Printing Co., Ltd.
Instructions

Reporting

Department responsible forinvestigation and countermeasures

Protection and management of intellectual property is a crucial issue
for Toppan, a company engaged in planning and development in thediverse business fields of Information & Networks, Living Environment,
Electronics, Personal Service, and Next-generation Products. The Company devotes strict attention to measures to prevent the infringementof copyrights, trademarks, and other intellectual property rights of third
parties while obtaining patents for its own technologies and businessmodels.
As one measure, Toppan regularly holds training sessions for business partners of the planning departments, in addition to sessions for
employees. Participants in these sessions acquire basic knowledge oflaws on intellectual property rights by reviewing actual cases involving
troubles in design work and the like.

TOPPAN CSR REPORT 201227

Promoting CSR Procurement
The Toppan Group implements CSR initiatives in cooperationand collaboration with business partners throughout the entire
supply chain.
The CSR Procurement Guidelines are a set of principles theGroup observes to drive this endeavor. These guidelines consist of the Basic Procurement Policy, a conceptual framework
to be closely observed by every employee involved in procurement operations, and the CSR Procurement Standards, a setof requirements to be satisfied by every business partner.

Fair Operating Practices

28

Complying with the CSR Procurement Standards
The Toppan Group launched its CSR procurement initiativein fiscal 2007. Since then, every business partner willing tocooperate with the initiative has submitted a memorandum ofcooperation and reported the current status of its CSR activities in a questionnaire.
Toppan compiles the information filled out in the memorandums and questionnaires into a Business Partner Database.
This database serves as a valuable information resource for
Toppan and its business partners as they work to establish a
supply chain trusted by society.

In fiscal 2011, Toppan reassessed 68 suppliers on the activities they reported in the questionnaires and visited some ofthese suppliers to interview them face to face.
The Group also held briefing sessions for 283 business
partners involved in production. The briefings were designed
to renew the awareness of business partners and encouragethem to fully implement measures on important CSR-related
issues such as waste control, occupational safety, and the
management of personal and confidential information.
Promoting Compliance in Procurement Departments
The Toppan Group has established the Supplier Hotline, a portal for receiving reports from business partners, on its website.
The Group regularly conducts Business Partner Monitoring,a questionnaire-type system for surveying business partner
satisfaction with Toppan.
In fiscal 2011 the Group asked 13 business partners tofill out the questionnaires. Toppan analyzed the results anddevised countermeasures for issues that came to light in thesurveys.

Toppan Group CSR Procurement Guidelines (revised from the Procurement Guidelines in May 2007)
Basic Procurement Policy
I We impartially offer opportunities to all suppliers.
I We comply with all domestic and overseas legislation and perform fairbusiness dealings based on corporate ethics.
I We strictly control the information obtained through our procurement activities.

I We give full consideration to impacts on the environment.
I We pursue QCD (Quality, Cost, Delivery) in order to meet the needs of themarket.
I We implement CSR initiatives throughout the entire supply chain.

CSR Procurement Standards
1. Basic human rights(1) The company respects basic human rights.
(2) The company does not carry out unjust discrimination in the treatment
and employment of employees.
2. Public order, compliance with laws, fair business activities(3) The company does not carry out inappropriate profit sharing or receipts.
(4) The company does not have dealings with any antisocial individual orgroup.
(5) The company complies with laws, regulations, and government notices
applicable to business activities, such as company laws, antitrust
laws, subcontracting laws, labor-related legislation, and environmentrelated legislation.
(6) The company complies with laws protecting those who disclose information in the public interest, and it protects the rights of those whoreport internally.
(7) The company complies with legislation related to exports and with thelaws of the countries and regions in which it operates.
(8) The company does not allow child labor or forced labor.
(9) The company does not infringe intellectual property rights such as
patents, copyrights, and trademarks.
3. Management and disclosure of information(10) The company carries out appropriate management of confidential
information and personal information obtained through its dealings.

(11) T he company strives to make timely and appropriate disclosure of
information relating to matters such as the details of business activities, quality, and product safety.
4. The environment and safety(12) T he company strives to use raw materials and components with a
low impact on the environment.
(13) T he company strives to devise processes with a low impact on theenvironment for manufacturing and processing.
(14) The company carries out appropriate management of chemical­substances specified by Toppan.
(15) T he company carries out appropriate disposal of industrial waste.
(16) The company strives to prevent work-related accidents and createa safe and clean workplace, and also works to ensure the safety of
employees in an emergency.
5. Improving quality(17) T he company meets the standards for quality required by Toppan
and strives to improve quality.
6. Appropriate pricing(18) T he company provides products or services at a price that is competitive in the market.
7. Stable supply(19) T he company meets stipulated delivery dates and supplies items
safely and reliably.
8. Social contributions(20) The company engages in contributions to society.

TOPPAN CSR REPORT 2012

Conduct Guidelines and Information Management Policy
Conduct Guidelines
Here are the specific conduct guidelines presented after Chapter 1 of the Conduct Guidelines (described on page 14).
Chapter 2: Specific Conduct Guidelines
Chapter 2 defines the specific conduct practices that we should undertake based on the Basic Principles provided in Chapter 1.
Basic Principle 1: Respecting basic human rights
1. Recognizing the diverse values of individuals and respecting personalqualities and individuality
2. Prohibition of discrimination of any kind
3. Prohibition of sexual and power harassment
Basic Principle 2: H aving high ethical standards and acting asa responsible member of society
In the conduct of business
1. Acting with pride as a member of the Toppan Group
2. Prohibition of tacit approval of illegal conduct and rule violations
3. Respect for foreign cultures and customs
In our private lives
4. Prohibition of conduct that causes distress to other people
5. Prohibition of drink-driving
6. Prohibition of the possession and use of illegal drugs
7. Prohibition of gambling

Compliance with company rules
12. Maintaining discipline and order in the workplace
13. Prohibition of other work without the company’s permission
14. Prohibition of conduct that causes a conflict of interests with the company
15. Prohibition of receipt or provision for personal gain or rebate
16. Appropriate management of assets entrusted to the company by customers
17. Appropriate management and use of company assets
18. Prohibition of prejudicial treatment of persons that have reported problems
via the appropriate procedure
19. Fulfilling duties with integrity
20. Reporting promptly and appropriately

1. Prohibition of any dealings with antisocial groups
2. Prohibition of involvement in antisocial activities
3. Prohibition of provision of unjust benefits
Basic Principle 5: Striving to improve quality and providing creations
that contribute to customer satisfaction
1. Making our best efforts for the customer and building a relationship oftrust
2. Striving to improve quality in every process
3. Fully ensuring the safety and security of products and services
4. Prohibition of the infringement of the intellectual property rights of others
Basic Principle 6: R ecognizing the importance of information related
to business and managing it appropriately
1. Protecting information regarding customers
2. Protecting the company’s confidential information
3. Appropriate handling of personal information
4. Striving for the appropriate management of information and records
Basic Principle 7: Proactively undertaking conservation of the global
environment
1. Striving to reduce the environmental burden of business activities
2. Promoting businesses with consideration for the environment
Basic Principle 8: Embracing change and taking on new challenges
1. Making proposals that embrace change to customers
2. Advancing technical development that meets the needs of customers
3. Having an awareness of problems and striving to improve the status quo
4. Striving to enhance one’s knowledge, skills and techniques
5. Securing and using intellectual property
Basic Principle 9: Building trust from society through social contribution
activities and appropriate disclosure of information
1. Proactively participating in the company’s activities to contribute to society
and local communities
2. Contributing to the development and passing on of skills and culture
3. Disclosing information appropriately and enhancing the transparency ofbusiness activities

Fair Operating Practices

Basic Principle 3: Complying with laws and company rules andconducting fair business operations
Legal compliance1. Prohibition of collusion and cartels
2. Prohibition of improper conduct in dealings with business partner companies
3. Prohibition of improper conduct against competitors
4. Prohibition of false transactions
5. Respecting business partners’ standpoints and building appropriate relationships with customers
6. Prohibition of bribery and inappropriate entertainment practices
7. Prohibition of illegal political contributions or donations
8. Prohibition of insider trading
9. Prohibition of illicit import and export transactions
10. Prohibition of child labor and forced labor
11. Compliance with international rules and local laws in overseas business

Basic Principle 4: Avoiding all links with antisocial groups

Basic Principle 10: B ringing together individual strengths to fully exploit
the integrated strength of the group
1. Striving to create a lively and vibrant workplace
2. Striving to create a safe and clean workplace
3. Taking pride in the Toppan Brand and striving to cultivate it
4. Group companies working together to maximize integrated strength
Established in June 2000

Revised in November 2010

Toppan Group Basic Policy on Information Security
As a group of companies operating in the information communication industry, each of us at the Toppan Group carries out Groupwide information security management in the recognition that the management of information necessary for business is asignificant managerial challenge for us as a means to reciprocate our customers’ trust and promote the ongoing growth of the
Toppan Group.
1. We manage information necessary for our business appropriately in observance of our in-house rules, the law, and the principles of social order.
2. We collect information for appropriate purposes using appropriate­methods.
3. We safely manage the information entrusted to us by customers in orderto reciprocate our customers’ trust.

4. We are deeply aware of the risks to the information assets we handle, suchas illegal access, loss, damage, falsification/manipulation, and leakage of
information, and take necessary and reasonable safety measures against
these risks. We deal with and rectify any problems that occur promptly andin an appropriate manner.
5. We establish, operate, maintain, and continuously improve information
security management systems.
Established: April 1, 2001

Latest revision: August 1, 2011

TOPPAN CSR REPORT 201229

Consumer Issues
Points oppan has been decisively fostering human assets responsible for product safety management.
TToppan has made steady progress in its universal design (UD) initiatives.
Toppan has reinforced the management of operations involving the handling of personal information.

Assuring Product Safety and Quality
Quality assurance for products at Toppan is a concern for every
department, not only the departments directly responsible for
production. The departments involved in marketing, R&D, planning, design, sales, and delivery all contribute to quality. This
is why Toppan describes quality assurance in production as a
total activity (“Total Quality Assurance”) and strives to improve
product quality and manage product safety.

Consumer Issues

Product Safety
Toppan has established its Basic Stance on Product Safety
Management and Basic Guidelines on Product Safety Management to secure the safety of the products Toppan manufactures. The latter provides guidelines for the following measures:
namely, the establishment of a structure to secure productsafety by identifying and evaluating the risk of improper use orother product-related mishaps and complying with laws andregulations relevant to products manufactured by each division; information collection and provision and actual measuresin the case of product-related accidents or problems; andproduct recall procedures.
To support product safety management, Toppan strives toimprove product quality on an ongoing basis. Every operationalsite has acquired the ISO 9001 certification for its quality management system (QMS) and works to update it. Three hundred
and twenty-five employees took part in Toppan’s training sessions for internal auditors at operational sites in fiscal 2011.

Basic Stance on Product Safety
Management
We promote product safety
management throughout
the Group by securing safety andimproving the quality of our products
based on the Basic Principles ofConduct Guidelines andthe principles of corporate social
responsibility as a protector ofuser safety and health.

 ertified Approval System for Manufacturing inCFood Packaging
Food packaging requires exacting quality assurance for safety
and sanitation. Toppan has adopted a certified approval system to ensure that the operational sites of Toppan and partnercompanies can manufacture containers and packages only
after receiving the required ratings in the audits. The audits
are conducted based on the Quality Assurance Guidelines for
Food Packaging using a checklist. Toppan carried out 32
audits at 25 operational sites inside and outside the Company
in fiscal 2011.
Management of Chemical Substances in Products
Toppan intensively promotes product safety management inall manufacturing processes, from material procurement toproduct shipment, by controlling various chemical substances
whose use is prohibited or restricted. While adhering to green
procurement standards prescribed by client companies, theCompany has established a set of Green Procurement Standards attuned to the features of products manufactured by every
division in the business fields of Electronics, Living Environment, and Information & Networks. Toppan manages chemical
substances in products throughout the whole supply chain.

Audits for the Food Containerand Filling/Packing Businesses
Audit Points• Agreement with customers• Quality assurance system• Management of equipment andinspection devices• Management of safety and sanitation• Steps to prevent the admixture ofdifferent products• Steps to prevent the admixture offoreign substances• Steps to prevent the outflow of
defective products• Steps to prevent contamination• Traceability• Security• Education and training• Maintenance of systems andframeworks

Operational site audit

Operational Sites Audited
Food containers• 9 operational sites at divisions andmanufacturing subsidiaries
Filling/packing business• 5 operational sites at manufacturingsubsidiaries• 11 operational sites at production
business partners
Training session for internal auditors

30

TOPPAN CSR REPORT 2012

Challenges in Universal Design
Universal design (UD) is one of the prime corporate social
responsibilities for Toppan, a company that designs and produces packaging and communication tools consumers see
and use every day. Toppan strives to help realize the fulfilling
lifestyles enunciated in the Corporate Philosophy by producing
attractive, easier-to-use products and services suitable forusers in various scenes of life.
 oppan Declaration on Universal Design andT­Toppan’s Seven Principles on Universal Design
UD plays an increasingly important role worldwide, especiallyin Japan, as societies are reshaped by trends such as declining birthrates, the ageing of the population, and enhancedsocial ethics and a stronger emphasis on comfort and sensory
values among consumers.
In keeping with the Toppan Declaration on Universal Design
and Toppan’s Principles on Universal Design, the Company
promotes UD initiatives that assign greater weight to sensory
values and customization while emphasizing functions suchas understandability and usability.

Consumer Issues

Examples of Universal Design
One of Toppan’s packaging departments joined in a project toredesign the package for CHARMY Crysta Powder, a dishwasher detergent manufactured by Lion Corporation. A new
CHARMY package developed based on usability verifications
in a simulated kitchen won the Technical Packaging Award in
the 35th Kinoshita Prize sponsored by the Japan Packaging
Institute. The departments have also started a consulting service on next-generation UD. Besides giving advice on existing
UD development methods, the consultants running the service
help client companies develop designs through analytical­surveys of the appeal points of products and verify design
effects through eye-tracking research and other advanced
techniques.
Departments in the Information & Networks field, on theother hand, have adopted a UD commitment to developing
easier-to-understand, user-friendly designs in order to help
client companies communicate with their customers smoothly
and accurately. The departments have also adopted a UD
commitment to offering the employees of client companies
easier-to-understand, easier-to-use designs that lead tostreamlined business operations. As information increasingly
migrates from paper to display screens in today’s ever-more
paperless society, Toppan facilitates UD on display screens aswell as in pamphlets and application forms on paper.

Toppan Declaration on Universal Design
The starting point of our Universal Design isthe provision of dedicated products and services realized throughcompassionate consideration of users.
By engaging in repeated dialogues with people from all walks of lifeand consistently incorporating the ideas of each person,
we will create dedicated products that are
comfortable, easier-to-use, and environment- and human-friendly.
As a corporation extensively involved in human life,
we will help realize a society with a high appreciation of diversity
through approaches to Universal Design.
Established in April 2010

Toppan’s Seven Principles on Universal Design

CHARMY Crysta Powder© Lion Corporation

1. Design products and services that are more responsive to people with different physical abilities
and perceptions.
2. Facilitate communication using multiple channels for communication, including visual, aural, andtactile channels.
3. Make products easier to use by making them easier to understand.
4. Make products that are easier to move, easier to approach, and require less strength (remove
the physical burdens).
5. Design products that are safe to use procedurally, functionally, structurally, materially, and environmentally.
6. Provide products at a reasonable price and in the amounts required by society.
7. Engage in design that appeals to the senses with consideration for comfort, enjoyment, andbeauty.
Established in 2001 Revised in April 2010

TOPPAN CSR REPORT 201231

Protecting Personal Information
Toppan handles a great deal of personal information in thecourse of arranging and sending direct mail, issuing andprocessing cards, and conducting campaign secretariat affairs
and web-related operations. All personal information entrusted
to the Company is treated with the utmost care to ensure thesafety and security of Toppan’s customers and the enhanced
quality of Toppan services.
 einforcing the Management of Operations Involving
R
the Handling of Personal Information
Toppan implemented the following measures for more stringent
control over personal information handing in fiscal 2011.

Consumer Issues

I Introducing a Group-wide Personal Information
Management System
Toppan has structured a new system to control all operations
involving the handling of personal information with a centralized numbering code across Japan. In this system, no department is allowed to conduct any operation using information
outside the scope of its control. Orders are only issued to theregistered partner companies to which the operations havebeen consigned.
I Improving the Operation of Tightly Secured Areas
Designated for the Handling of Personal Information
Toppan reviewed the management rules it established in2007 for the governance of tightly secured areas. These rules
required adjustment to cope with rising IT risks and the diversifying types of personal information entrusted to the Company.

After the review, Toppan introduced a qualification system fortightly secured areas.
I Introducing an Assignee Registration System for
Secure Delivery
Toppan reviewed its security criteria for the consignment of
secure delivery of personal information, cash vouchers, andother important information or tangible assets. A total of 16
partner companies are currently registered as assignees.
IE stablishing the Toppan Group Basic Policy on Information Security
Toppan revised its Information Management Policy into aGroup-wide policy to strengthen coordination on information
security across the Group. Toppan will standardize rules to beshared throughout the entire Group.
Making Activities Ongoing
Toppan conducted quality-oriented audits on personal information handling for 28 relevant operations in fiscal 2011.
The Company also arranged 301 face-to-face lectures forall employees across Japan to heighten their awareness on
the handling of personal information.
In addition to issuing the Information Security Management
Guidebook (2011 revised edition), an educational booklet forread-throughs at the workplace, Toppan surveyed actual dayto-day practices for the handling of personal information toconfirm how strictly the relevant rules were being followed.
The Company collected 21,869 responses in fiscal 2011 andanalyzed the data to clarify department trends. The survey
results were used for the internal audits.
Activities in Fiscal 2011

Information Security
Management
Guidebook(2011 revised
edition; in Japanese)

Entry and exit gates at tightly secured areas designated for the handling of personal information

Meetings of Information Security Managers:
May 2011, March 2012
Various surveys
I Survey of tightly secured areas designated for the handlingof personal information: from May to August 2011
I Audits on partner companies registered as assignees
for secure delivery: from April 2011 to February 2012
I Audits on the handling of personal information: from
April 2011 to February 2012
I System asset audits: from September to November
2011
I Survey of the actual conditions of information security
management: August 2011
Education
I Regular training for information security: from June to
December 2011
I Issuance of the Information Security Management
Guidebook (2011 revised edition) booklet: October 2011

Toppan Group Companies with PrivacyMark Accreditation (as of June 10, 2012)32• Toppan Printing Co., Ltd.

• Toppan Travel Service Corp.

• Toppan Forms (Sanyo) Co., Ltd.

• Toppan Communication Products Co., Ltd.

• Toppan Forms Co., Ltd.

• Toppan Forms (Hokkaido) Co., Ltd.

• Toppan Graphic Communications Co., Ltd.

• Toppan Forms Central Products Co., Ltd.

• TOSCO CORPORATION• Toppan Joho Kako Co., Ltd.

• Toppan Forms Operation Co., Ltd.

• Tosho Printing Co., Ltd.

• Toppan System Solutions Co., Ltd.

• Toppan Forms Kansai Co., Ltd.

• Tokyo Shoseki Co., Ltd.

• Toppan Editorial Communications Co., Ltd.

• Toppan Forms Services Co., Ltd.

• Tokyo Logistics Co., Ltd.

• Toppan Logistics Co., Ltd.

• Toppan Forms Tokai Co., Ltd.

• Livretech Co., Ltd.

• Toppan Prosprint Co., Ltd.

• Toppan Forms Nishinihon Co., Ltd.

• EduFront Learning Research Co., Ltd.

• Bitway Co., Ltd.

• Toppan Forms Process Co., Ltd.

• Froebel-Kan Co., Ltd.

TOPPAN CSR REPORT 2012

Contributing to Sustainable Consumption
Toppan produces a host of environmentally friendly products
designed to contribute to a sustainable society.
In the field of cylindrical paper containers, Toppan has beencollaborating with Nestlé Japan Ltd. on the development of
NESCAFÉ Eco & System Pack, a paper-based container for
instant coffee. This eco-friendly container is made with Forest
Stewardship Council (FSC®)-certified paper as a raw material.
In March 2012, NESCAFÉ Eco & System Pack was redesigned
into a more environmentally friendly aluminum-free container
composed of significantly less plastic than ever before.
In the field of flexible packaging materials, Toppan has
developed the world’s first packaging film made of biomass
polyethylene. The plant-derived material for this film reduces
fossil resource consumption compared with petroleum films.
When this film is used for packaging, the CO2 absorbed by
the raw material during its cultivation as a plant offsets the CO2
emitted during incineration of the film at the time of d
­ isposal.
Toppan will endeavor to develop more eco-friendly productsin the future.

After renewal

Sticker abolished
Shrink film abolished
Membrane converted
from aluminum foil to film
Funnel converted fromplastic to paper
Inner surface of the
cartridge converted
from aluminum foil to film
*FSC-certified paper isalso used after renewal.

NESCAFÉ Eco & System Pack: Key points of
new structure

CO2 Emissions Associated with the
Manufacturing of the Japanese Versionof the CSR Report (15,000 copies)
Raw-material procurement
Paper, ink, CTP
plates, etc.

9,240 kg-CO2

Consumer Issues

Before renewal

Reporting the Carbon Footprints of Products
The carbon footprint of products (CFP) is a measure of CO2
emissions associated with products or services. It is a single
number anyone can understand. Within the framework of CFP
reporting, it is anticipated that individual consumers will voluntarily choose more eco-friendly products.
Toppan was a participant in the CFP Pilot Program operated
by the Ministry of Economy, Trade and Industry of Japan until
the project was discontinued in fiscal 2011. The Company
collaborated with the ministry in the formulation of ProductCategory Rules (PCRs) for publication and commercial printed
materials (intermediate goods), for containers and packaging, and for printed materials for advertisement and business.
­Toppan has applied for CFP certification for its pamphlets
and for the Japanese version of this CSR report (760 g-CO2
emitted per copy) since fiscal 2011. Toppan will participate in
the CFP Communication Program, a Japanese CFP scheme
undertaken by the Japan Environmental Management Association for Industry (JEMAI).
Meanwhile, data on manufacturing processes collected
for CFP calculations will help Toppan visualize its energy
consumption and implement more effective activities for saving energy and reducing CO2 emissions. Toppan is seeking
productivity enhancements to reduce the amounts of wasted
paper in particular, as paper accounts for a large part of theCO2 emissions associated with the manufacturing of printed
products.

Ratio by Life Cycle Stage
Use, maintenance/
management 0%
Distribution 10%

Disposal, recycling 1%

Production
7%

Production
Prepress, printing,binding, etc.

849 kg-CO2

Distribution
Transport, etc.

1,146 kg-CO2

Use, maintenance/management
Reading, etc.

Raw-material procurement 82%

0 kg-CO2

Disposal, recycling
Transport, treatment,etc.

171 kg-CO2

Emitted 11,406 kg-CO2 in total(760 g-CO2 per copy)*This calculation covers the printed version in
Japanese only. The PDF, digital catalogue, andEnglish-language versions are excluded fromthe calculation.
Standing pouch for refills made of biomass
polyethylene

TOPPAN CSR REPORT 201233

Community Involvement and Development
Points he Toppan Group has supported the areas distressed by the Great East Japan Earthquake and Thailand Flood.
TThe Group has striven to improve industrial safety and health and to build up cooperative structures at a time ofdisaster in the communities where its operational sites are located.
The Group has carried on with activities to help raise literacy rates across the world.

Community Contribution and Involvement
Toppan’s domestic and overseas operational sites have helped
their own communities solve local issues and have contributed
to sustainable local development as community members.
Every operational site has been involved in neighborhood
associations and other community organizations that bring
together the opinions of members in the communities. The sites
sound out community demands and issues through dialogue
and organize activities effective in addressing these issues.

Community Involvement and Development34

 ssisting the Areas Distressed by the Great East
A
Japan Earthquake
In fiscal 2011, all Toppan Group companies in Japan rendered ongoing assistance to the people living in the areas
distressed by the Great East Japan Earthquake. In Sendai
City, Miyagi Prefecture, for example, volunteers from all of theGroup companies helped operate the Book Wagons, mobile
libraries deployed on regular rounds of temporary housing
areas for disaster victims (➞PP. 6–9).
The operational site in Sendai City worked with the Ishinomaki Volunteer Center to remove dirt and debris mainly in thedisaster-ravaged coastal districts of Ishinomaki City. On a
cumulative basis, 193 employees took part in activities on 16
separate occasions from May to November 2011. Toppan willorganize similar activities in fiscal 2012.
Other operational sites distant from the disaster-stricken
areas held charity events, served produce shipped in fromthe affected areas at their worksite cafeterias, and supported
disaster relief efforts by donating portions of the sales proceeds
paid into specially installed vending machines.
Improving Industrial Safety and HealthAll operational sites in Japan have endeavored to improveindustrial safety and health in their own communities. The
operational site in Fukuoka City, Fukuoka Prefecture, for example, has engaged in activities sponsored by a Labor Standards
Association in Fukuoka Prefecture. In joint work with a local
Labor Standards Inspection Office, the site has carried out
educational activities and gone on safety and health patrols inand around companies across the region, including companies
outside the Group. The Toppan Group has helped deepen
cooperative relationships between companies in the same region
and improve industrial safety and health in the communities.
Community Cleanup and Beautification
The Toppan Group has organized activities to clean and beautify the environment around its operational sites as one of its
most basic community contributions. The operational site in
Itami City, Hyogo Prefecture received an official letter of appreciation from the Mayor of Itami City for continuously dispatching employees to carry out intensive community beautification
activities such as the cleaning of commuting routes, rivercleanups with neighboring residents, and the clearing of waterways adjacent to the site.

Charity event (Koishikawa, Tokyo)

Letter of appreciation for environmental beautification achievements (Itami, Hyogo)Book donation (Toyama)

Evacuation drill for neighboring residents(Numazu, Shizuoka)

TOPPAN CSR REPORT 2012

Class for elementary school students invited tothe site (Nagoya, Aichi) ostering the Coming Generations and ContributingF
to Education
Operational sites in Japan have held plant tours, organizedclasses in cooperation with schools, arranged work experienceand internship programs, and taken part in activities of manysorts to foster the children, students, and other young people
who one day will be sustaining society.
The operational site in Nagoya City, Aichi Prefecture plannedand gave integrated learning classes in collaboration with alocal elementary school and NPO. The site applied Toppan
know-how in the classes. In one class on the environment,
students learned about environmentally friendly products from
Toppan. In another class, students were instructed on communication and composed graduation songs with a thanksgiving
theme. The operational site in Toyama City, Toyama Prefecture
has been donating children’s picture books, illustrated reference books, and the like to a local library and nursery schools
via a local administrative institution since 2003.

Initiatives at Overseas Operational Sites
The operational sites in Asia, Europe, and the United States
have also striven to support their communities. Toppan sites
in China have contributed to their communities through charity activities, environmental beautification works, job creation,and local material procurement. The Toppan site in Thailand
assisted residents and employees affected by the widespreadflooding of 2011. A site in the US has been involved in local
Special Olympics games through both donation and volunteer
activities.

Cooperating with International
Communities to Address Social Issues
Starting from fiscal 2008, Toppan has participated in worldwide
activities to enhance literacy (the abilities to read, write, andcalculate with adequate proficiency to function well in dailylife), a living skill essential for escaping poverty and enjoying ahealthier, more culturally enriched existence.
As in the previous years, Toppan sponsored the Toppan
Charity Concert series in fiscal 2011 and donated about two
million yen in concert proceeds to the Asia-Pacific Cultural
Centre for UNESCO (ACCU). The funds donated this year will
be used for literacy education and classes on maternal andchild health for mothers raising young children in Cambodia.

Toppan Charity Concert(Maki Mori, a soprano)

Toppan Charity Concert(The JADE, a vocal quartet)

Seashore cleanup (Toppan Leefung in Hong
Kong)

Provision of supplies for flood victims (Siam
Toppan Packaging Co., Ltd. in Thailand)

Community Involvement and Development

Building up Cooperative Structures at a Time of Disaster
Group companies in Japan have responded to requests fromsurrounding communities by advancing their efforts to build
up mutual cooperative structures for evacuation in disasterconditions and to open up their facilities for community use.
Responding to a request from a local organization on resident
evacuation in the event of a large-scale tsunami emergency,
the operational site in Numazu City, Shizuoka Prefecture hadneighboring residents evacuate to building roofs at the site ina special disaster drill.

Literacy education in Cambodia ©ACCUTOPPAN CSR REPORT 201235

Toppan’s Environmental Activities
Points oppan proactively promotes environmental initiatives based on The Toppan Group Declaration on
T
the Global Environment.
Toppan operates environmental activities in four areas: environmental management, Eco-protection,
Eco-creativity, and environmental communication.

Overview of Environmental Activities
Toppan established the Ecology Center in 1991 and promulgated Toppan’s Declaration on the Global Environment, abasic philosophy for environmental conservation activities, in
1992. Toppan has promoted environmental initiatives basedon the declaration ever since. In April 2009, the Company
revised Toppan’s Declaration on the Global Environment into
The Toppan Group Declaration on the Global Environment,a new basic philosophy for environmental activities for theentire Group. The revised declaration reflects Toppan’s desire
to help realize a sustainable society by taking a more assertive approach to the conservation of the global environment.
Toppan specifies environmental objectives for the realizationof the goals of the Declaration on the Global Environment.
Medium-and-long-term environmental targets are set for the

The Toppan Group Declarationon the Global Environment

Established in April 1992
Revised in April 2009

Environmental management activities
Activities for systematically managing environmental initiatives

Eco-protection Activities
Activities to minimize CO2, waste, chemical substances,and other environmental burdens associated withcorporate operations

Eco-creativity Activities
Activities to proactively promote the development,
assessment, and sales of environmentally friendly products
and technical services

Environmental communication activities
Activities for sharing environmental awareness withstakeholders

36

TOPPAN CSR REPORT 2012

195 Toppan Group entities in all
165 consolidated subsidiaries
20 domestic manufacturingsubsidiaries*1 within thescope of the Company’senvironmental targets
20 domestic subsidiaries*2
outside the scope of theCompany’s environmental targets
28 overseas subsidiaries*1 Manufacturing subsidiaries that shareimportant roles in the Company’senvironmental conservation efforts areincluded within the scope.
*2 The subsidiaries to be included within thescope are selected based on theautonomy and independency of theirenvironmental activities.

29 affiliated companies

Basic Principles
1. We observe all laws, regulations and in-company rules relating to theenvironment.
2. For the future of the Earth, we strive for the effective utilization of limited resources and the reduction of all types of environmental burden.
3. With foresight, we promote the development and widespread use of
products that show consideration for the environment, and contribute to the environmental activities of customers.
4. We engage in communication related to the environment with a wide
range of peoples both inside and outside the company, and strive
for mutual understanding.
5. We also take a proactive approach to environmental conservation incorporate activities in international society.

Scope of Environmental Performance Data

Toppan Printing Co., Ltd. (“the Company”)

The Environment

As responsible members of international society,we who work within the Toppan Group
strive to realize a sustainable society
through forward looking corporate activities with consideration
for the conservation of the global environment.

coming decade and concrete targets are set for each current
fiscal year based on individual environmental objectives. Thismethodical approach to goal setting enables Toppan to clarify
the activities to be taken and the criteria for assessing achievements (➞page 37 for the environmental targets).
Toppan’s environmental activities are divided into fourareas—environmental management, Eco-protection, Ecocreativity, and environmental communication. To intensify the
Eco-protection Activities, Toppan enacted a set of five bylaws:
the Bylaw on Global Warming Mitigation, the Bylaw on the
Building of a Recycling-oriented Society, the Bylaw on Chemical Substance Management, the Bylaw on Pollution Control,
and the Bylaw on Biodiversity. Toppan has taken steps toconserve the global environment in each of four activity areas
based on the five bylaws.

Scope
P. 37
Environmental targets: 21 companies ( , )P. 38	“Major Environmental Burdens by Business Field in Japan (INPUT/OUTPUT data):” 21 companies ( , )P. 39	“Ratios of Domestic and Overseas Environmental Burdens:” 69companies ( – )			Domestic (within the scope of the environmental targets): 21
companies ( , )			Domestic (outside the scope of the environmental targets): 20
companies ( )			 Overseas: 28 companies ( )		“Environmental Impact and Environmental Efficiency:” 21 companies( , )		“Types of Environmental Impact by Business Field:” 21 companies( , )PP. 42–44
All the charts: 21 companies ( , ), but;		“Improving Transport Efficiency in Logistics” on P. 42: Toppan Logistics Co., Ltd. only
P. 47	Total sales of the environment-related businesses: 8 companies( , Toppan Forms Co., Ltd., Toppan TDK Label Co., Ltd., Tamapoly
Co., Ltd., Tokyo Shoseki Co., Ltd., Tosho Printing Co., Ltd., Toppan
Cosmo, Inc., and Froebel-Kan Co., Ltd.)
Data on overseas subsidiaries is posted on the Toppan website.

Environmental Targets and Results
Points oppan reduced carbon dioxide (CO2) emissions by 4% compared to the fiscal 2010 level.
TToppan reduced final landfill waste disposal by 2% compared to the fiscal 2010 level.
Toppan reduced volatile organic compound (VOC) emissions into the atmosphere by
7% compared to the fiscal 2010 level.

Evaluating Achievement of theEnvironmental Targets for Fiscal 2011

Establishing Environmental Targets for
Fiscal 2012

Based on The Toppan Group Declaration on the Global Environment, Toppan sets medium-and-long-term environmental targets and concrete targets for each current fiscal year.
­Toppan achieved nine out of 14 environmental targets set for
fiscal 2011.

Toppan has established a set of environmental targets for fiscal
2012 based on the achievement rates for the environmental
targets for fiscal 2011 and other relevant factors.
Toppan will continue pressing ahead with its initiatives toattain the medium-and-long-term environmental targets.

Medium-and-long-term Environmental Targets for Fiscal 2020
1. Mitigation of global warming
I Reduce CO2 emissions by 11% comparedto the fiscal 2008 level(751 kilotons ➞ 669 kilotons: –82 kilotons)

2. A
 ction for building a recyclingoriented society

3. Conservation of the atmosphericenvironment

I Reduce final landfill waste disposal by
87% compared to the fiscal 2008 level(1,584 tons ➞ 206 tons: –1,378 tons)

I Reduce VOC emissions into theatmosphere by 70% compared to thefiscal 2008 level(7,326 tons ➞ 2,198 tons: –5,128 tons)

Results and Evaluation of Environmental Targets for Fiscal 2011 and Environmental Targets for Fiscal 2012
Fiscal 2011
Environmental Targets
1. Mitigation of global warming
IReduce CO2 emissions

7. Environmental contribution throughproducts
IDevelop and expand the sales ofenvironmentally friendly products
8. Facilitation of environmental
communication
IMaintain adequate communication
9. Prevention of environmental risk
IEstablish and observe new in-house
control standards
10. Enrichment of environmental
education
11. Environmental conservation atoverseas production sites

Achievement
Evaluation
Rates

Environmental
Targets
For(Values) for Details
Fiscal 2012

Target Values

Results

ICO2 emissions
ICO2 emissions per unit ofsales

740 kilotons­—

695 kilotons—

106.1%—

S—

739 kilotons
0.72 tons/
million yen

IFinal landfill waste disposal
IWaste generation per unit ofproduction value

639 tons
0.656 tons/
million yen

633 tons
0.659 tons/
million yen

101.0%
99.5%

AB

475 tons
0.653 tons/
million yen

IVOC emissions into theatmosphere5,500 tons

4,885 tons

111.2%

S

5,250 tons

IMaterial recycling rate

92.7%

91.5%

98.7%

B

92.4%

IHandling amount of chemical
substances designated under
the PRTR law

9,236 tons

7,203 tons

122.0%

S

8,643 tons

P. 44

IUsage rate of certified paper
and recycled paper
IOperational sites forbiodiversity conservation
IOperational sites for land-use
assessment

Continuous
increase
1 site—A—

A

Continuous
increase
—

P. 46

—

A

2 sitesContinuous
increase

Established a set ofpaper procure­ment
guidelines
Considered at
1 site5 sites

P. 42

P. 43

P. 44

The Environment

2. Action for building a recyclingoriented society
IReduce final landfill waste disposal
IReduce waste generation per unit ofproduction value*1
3. Conservation of the atmosphericenvironment
IReduce VOC emissions into theatmosphere
4. Waste reduction
IControl waste generation
5. Chemical substance management
IReduce the handling amount ofchemical substances designatedunder the PRTR law
6. Initiatives to conserve biodiversity
IPromote conservation during paper
procurement and at operational sites

Management Indicators

P. 43

P. 47

ITotal sales of environmentallyfriendly products (Cartocan, etc.)

230 billion yen

241.1 billion yen

104.8%

A

240 billion yen

IIssuance rate for Site Eco Reports*2

95%

93%

—

B

100%

IRate of establishment of new
in-house control standards
IRate of course completion ine-learning-based programs
IEstablishment of in-housestandards

100%

63%

—

C

100%

P. 45

100%

99%

—

B

100%

—

P. 48

Checked the
Checks on the
Trial assessment
in-house
in-house
using the in-house—A—
standard values standard values
standard values
Evaluation criteria: S, Results achieved far surpass the targets (achievement rate [%] 105); A, Targets achieved (100 achievement rate [%] 105);
B, Activities fully carried out, but targets unachieved (70 achievement rate [%] 100); C, Activities insufficient (achievement rate [%] 70)
Achievement rates: For environmental targets #1, 2, 3, 5: 200 – (values actually achieved / target values) × 100 [%]; for environmental targets#4, 7: (values actually achieved / target values) × 100 [%]*1 This item was included in environmental target #4 “waste reduction” for fiscal 2011. This year it is included in environmental target#2 “action for building a recycling-oriented society” for conformance with the ordering of the fiscal 2012 targets.
*2 Toppan independently determines which operational sites are required to issue Site Eco Reports.

TOPPAN CSR REPORT 201237

Toppan’s Environmental Burden
 s one step in reducing environmental burden, Toppan assesses the environmental impact of its overallAbusiness activities.
Paper accounts for the greater portion of material input and total waste discharge at Toppan, while activities
in the Electronics field account for the greater portion of water consumption and effluent discharge.

PointsMajor Environmental Burdens by Business Field in Japan (INPUT/OUTPUT data)

INPUT
Material Input

Total Energy Consumption

Total Water Consumption

Total PRTR Handling

Information & Networks
865,309 (59.8%)

Information & Networks
4,044 (25.4%)

Information & Networks
1,002 (7.2%)

Information & Networks
955 (13.2%)

Living Environment
543,146 (37.6%)

Living Environment
5,337 (33.6%)

Living Environment
1,795 (12.8%)

Living Environment
2,827 (39.3%)

Electronics
37,264 (2.6%)

Electronics
5,848 (36.8%)

Electronics
10,762 (77.0%)

Electronics
3,416 (47.4%)

Non-production sites
0 (0%)

Non-production sites
667 (4.2%)

Non-production sites
416 (3.0%)

Non-production sites
5 (0.1%)

Total 1,445,719 (Unit: tons)

Total 15,896 (Unit: 1,000 GJ)

The Environment

Information & Networks

Total 13,975 (Unit: 1,000 m 3 )Living Environment

Total 7,203 (Unit: tons)

Electronics

OUTPUT
Total Waste Discharge

CO 2 Emissions

Total Effluent Discharge

Total PRTR Release

Information & Networks
134,060 (50.1%)

Information & Networks
174,669 (25.1%)

Information & Networks
685 (5.4%)

Information & Networks
55 (16.4%)

Living Environment
101,522 (37.9%)

Living Environment
255,493 (36.8%)

Living Environment
1,377 (11.0%)

Living Environment
267 (78.5%)

Electronics
28,612 (10.7%)

Electronics
237,692 (34.2%)

Electronics
10,133 (80.5%)

Electronics
17 (4.9%)

Non-production sites
3,456 (1.3%)

Non-production sites
27,129 (3.9%)

Non-production sites
388 (3.1%)

Non-production sites
1 (0.2%)

Total 267,650 (Unit: tons)

Total 694,983 (Unit: t-CO 2)

Total 12,583 (Unit: 1,000 m 3 )Total 340 (Unit: tons)

Note: Energy consumption associated with fuel consumption is calculated using the conversion factor specified in the year 2000 amendment of the Act on the
Rational Use of Energy of Japan. The primary energy input associated with electricity consumption is calculated uniformly as 0.00983 GJ/kWh. Someof the material inputs are calculated from estimated values based on production values.
I “ Waste” in this report includes industrial waste of no value and materials of value sold or transferred as resources (both generated in association withbusiness activities).
IT otal energy consumption is the quantity of electricity and fuels consumed.

38

TOPPAN CSR REPORT 2012

Environmental Burden and Environmental
ImpactRatios of Domestic and Overseas Environmental Burdens

EnergyCO 2 emissions

Environmental efficiency*3

100

270
87.8

80

78.0

245
220

213
217

40
20

82.2

201
189

216

195
170

0

0
2006

2008

2009

2010

Other

2011 (fiscal year)

Other

Photochemical
oxidants

60%
40%

GlobalwarmingGlobalwarmingGlobalwarming

20%
Resource
consumption

Resource
consumption

Information & Networks Living Environment

Environmental Impact and Environmental Efficiency*2
Q Environmental impact

Other
80%

0%

Domestic(outside the scope ofthe environmental targets)
12%

Domestic(outside the scope ofthe environmental targets)
14%

100%

Environmental impact

OUTPUT data

60

Types of Environmental Impact by Business Field

Overseas 30%

INPUT data

90.4

LIME*1 is a method for producing an environmental impact
index. Multiple factors with impacts on the environment, including resources (such as paper) and energy (such as electricity)
input into business activities and waste and VOCs output frommanufacturing, are weighted based on scientific and statisticalfindings and integrated into a single index of environmental
impact.
Toppan regularly discloses the environmental impact andthe environmental efficiency (net sales per unit of environmental
impact) of its business activities in order to better comprehend and reduce the integrated environmental impact of its
activities. In fiscal 2011 the Company lowered its environmental
impact by 22% compared to the fiscal 2006 level. This reduction was attained by a reduction of VOC emissions throughthe appropriate control of solvent treatment equipment in the
Living Environment field and reduced energy consumption in
the fields of Electronics and Information & Networks.

Domestic(within the scope ofthe environmental targets)
58%

Domestic(within the scope ofthe environmental targets)
65%

Overseas 21%

100

LIME for Assessing Environmental Impact

The Environment

Every operational site at Toppan aggregates its environmental
burden via data on INPUT (materials and energy used) anddata on OUTPUT (materials discharged as a result of production), then assesses its impacts from various environmental
standpoints. Toppan establishes environmental targets andpriorities in activities based on the results of these assessments and verifies the results of the environmental activities.
Toppan classifies its environmental burden data (on domestic
Group entities within the scope of the Company’s environmental targets) into the three business fields of Information &Networks, Living Environment, and Electronics. The assessments of environmental burden by business field are shownon the opposite page. Activities in Information & Networks andLiving Environment account for 97% of material input at theCompany. Paper accounts for 82% of the total material input
and 74% of the total waste discharge. Activities in Electronics,
meanwhile, account for 77% of the total water consumption
and 81% of the total effluent discharge, making up significant
portions of the totals.
The environmental burden associated with domestic activities is more significant than that associated with overseas
activities, as shown in the chart below. Henceforth, the ratioof Toppan’s overseas environmental burden is expected to riseas the Company accelerates its global operations. Toppan willcontinue controlling environmental burdens overseas as strictly
as it does in Japan.

Resource
consumption
Electronics*In Living Environment, the chart shows a significant impact from photochemical oxidants, pollutants formed by reactions between sunlight and
VOCs released into the atmosphere. This demonstrates how environmental
impact can be effectively reduced through the appropriate control of solvent
treatment equipment.
*In Electronics, the chart shows a high impact of energy consumption on
global warming. This underlines the importance of energy saving in clean
rooms and other facilities with high energy-loads.
*1 Life-cycle Impact assessment Method based on Endpoint modeling(LIME): A version of the damage-oriented environmental impact assessment method adjusted for application in Japan based on the environmental background domestically. Damages derived from impact categories
are quantified for each part of the environment to be protected (e.g., human health, biodiversity). Once the damages are quantified, the environmental impacts of multiple factors are integrated into a single index.
*2 The value in fiscal 2006 = 100 (baseline); Recalculated by excluding
non-production sites.
*3 Net sales / environmental impact

TOPPAN CSR REPORT 201239

Environmental Management Activities
Points oppan operates an established environmental management system at every operational site andTcontinues upgrading these systems.
Toppan conducted internal environmental audits at 62 domestic sites and eight overseas sites.

Structure to Promote Environmental
Management Activities
Toppan’s environmental management relies on the operationof established environmental management systems (EMSs)
based on the Company’s environmental management rules.
The Company continues upgrading these systems by practicing the plan-do-check-act (PDCA) cycle. To ensure the effectiveness of the PDCA cycle, top management conducts ongoing environmental management reviews. The Ecology Center
regularly collects environmental performance data. Each timeit does, the Director in charge of the Center evaluates andverifies the data and reports the evaluation and verification
results to the Board of Directors and other management bodies. Improvements to the EMSs are proposed and implemented
throughout the entire Company.

The Environment

 eatures of Toppan’s Environmental Management
F
Systems
Toppan’s EMSs are uniquely managed. The PDCA cycle isput into practice at every operational site, irrespective of theISO 14001 certification. Sixty-three domestic sites have beenpressing ahead with their environmental activities to achieve
the targets set under the Eco-protection Activity Plan.
The Eco-protection Promotion Committees check the

progress of the activities every month to ensure that any newly
arising problems are resolved as quickly as possible.
Every operational site sends the Ecology Center reports on
major environmental performance data periodically. Results onenergy are sent monthly, for example, while those on waste
are sent every half-year. Toppan prepares an effective systemfor evaluating the achievement of its environmental targets andreviewing the targets whenever necessary.

Environmental Audit System
Toppan’s environmental audit follows a three-stage screening process: a management system audit by an ISO 14001
registrar, an internal audit by the Ecology Center, and anotherinternal audit at the individual site.
In the internal audits by the Ecology Center, internally certified environmental auditors and assistant auditors appointed
to oversee the environmental management system (EMS)
inspect and evaluate the status of the EMS, compliance withenvironment-related laws, regulations, and in-house standards,
environmental impact on water and the atmosphere, and daily
control of energy and waste at every operational site audited.
Once a site is audited, it prepares a Plan for the Improvementof Specified Issues pointed out during the audit (ImprovementPlan) and works to correct the deficiencies. At sites where theOverview of Environmental Management

Plan

Act

Planning

Management reviews

I Ascertain environmental factors
I Identify legal requirements and otherrelevant requirements and determine
applicable procedures
I Establish objects and targets andformulate a detailed implementationplan

I Issue instructions for evaluating andimproving the EMSs (task for top
management)

Environmental
management
Check

40

I Continuous improvement via the
PDCA cycle

Do

Monitoring and measuring

Implementation and operation

I Assess compliance status
I Confirm nonconformity and takecorrective and preventive measures
I Manage records
I Conduct audits (system audit, internal
environmental audit by the Ecology
Center, internal environmental audits at
individual sites)

I Determine resources, roles,
responsibilities, and authorities
I Enhance competence, organize educationand training, and encourage awareness
I Stimulate communication
I Manage documents
I Control operations
I Prepare and respond to emergencies

TOPPAN CSR REPORT 2012

Ecology Center deems it to be necessary, the auditors conduct
an additional Review of the Internal Environmental Audit toassess the progress towards the required improvements.

Internal environmental audit interview

Toppan provides environmental education through com­prehensive e-learning-based programs for all employees. It
also organizes specialized training sessions for employees ofevery rank, including new employees and newly appointed
managers.
In fiscal 2011 the Company arranged e-learning-based programs covering in-house environmental rules, including The
Toppan Group Declaration on the Global Environment.
Personnel from the Ecology Center lecture trainees in­sessions of the optional courses at the Toppan Business
School held each year. Lecture topics include an introduction
to environment-related laws, an introduction to ISO 14001, andmethods to enhance the skills of internal ISO 14001 auditorspresented in a seminar form.
Meanwhile, the correspondence learning Challenge School
offers 19 courses related to the environment.
Toppan uses these education activities as opportunities
to enhance the environmental knowledge and awareness of
employees and to continuously maintain and improve the quality of the Company’s environmental activities.
The Environment

Results of Fiscal 2011 Internal Audits
The internal environmental auditors identified 623 issues inneed of improvement at 62 domestic sites in fiscal 2011. To
correct the deficiencies pointed out, each operational site­follows an Improvement Plan with a detailed list of improvement measures and target dates for completion. Amongthese specified issues, Toppan has confirmed the progress ofimprovement measures on 56 issues at four operational sites
through the Reviews of the Internal Environmental Audit. The
progress and effects of countermeasures against the remaining 567 specified issues are to be reviewed during the internal
environmental audits for fiscal 2012.
Onsite interviews and inspections are also carried out foroverseas production sites every other year, in principle.
Six sites in China and two sites in Southeast Asia underwent
local environmental audits in fiscal 2011. The audits identified
99 issues in need of improvement. The overseas production
sites have followed the example set by the domestic sites
by taking necessary procedures to achieve better operational
conditions under the Improvement Plans.

Environmental Education

Internal environmental audit inspection“Introduction to environment-related laws,” presented by Toppan personnel

Fiscal 2011 Results of Environmental Education
Education or Training
New employee training: General environmental education (introductory level)
E-learning: Basic education on the environment

Number ofTrainees
192
22,691Toppan Business School

22

Challenge School: 19 courses related to the environment

114

Internal environmental auditor training program

154

TOPPAN CSR REPORT 201241

Eco-protection Activities
 oppan defines its Eco-protection Activities as activities to minimize the environmental burden associated withT
corporate operations.
Toppan undertakes initiatives aimed at mitigating global warming, building a recycling-oriented society, preventing
pollution, controlling chemical substances, and conserving biodiversity.

PointsMitigating Global Warming and Saving
EnergyThe Environment

Developing Energy-saving Activities
Toppan has shifted its target on CO2 emission control froma per-unit-of-sales basis to a total-emission basis in order tobetter control the emissions of CO2 and other greenhousegases. Under the renewed target, the Company has reshaped
its energy-saving initiatives from fiscal 2011.
Toppan engaged in diverse activities to cope with the power
shortage in East Japan in the summer of 2011 after the Great
East Japan Earthquake. LED lights, heat-shield coatings,
and heat-shield window films were introduced, along with anumber of energy-saving practices that have been in place foryears (such as the turning out of unnecessary lights, reviewsof preset temperatures for air-conditioners, and the installation of “green curtains” [➞P. 48]). On the manufacturing front,
the Company shifted production to other areas in Japan andadjusted working hours as a means of controlling the peak
power demand.
Through these efforts, CO2 emissions in fiscal 2011 werereduced to 695 kilotons, below the target of 740 kilotons forthe year. Toppan will reinforce its energy-saving activities toreliably accomplish its medium-and-long-term environmental
target in the years to come.

Energy Consumption(1,000 GJ) Q Energy consumption
28,000
16.30

16.98

Energy consumption (GJ/million yen)
per unit of sales
20
17.03

17.20

21,00015
17,182

16,39016,58914,00015,896

10

7,000

5

0

0
2008

2009

2010

2011 (fiscal year)

CO2 Emissions(1,000 t-CO 2) Q CO 2 emissions
1,500
1,200

0.71

CO 2 emissions (t-CO 2 /million yen)
per unit of sales
1.00

0.74

0.74

0.75

715

722

695

900

0.60
751

600
300

0.40
0.20

0

0
2008

42

0.80

2009

TOPPAN CSR REPORT 201220102011 (fiscal year)

To reduce loss and waste, Toppan will take extensive steps
to streamline equipment operations in fiscal 2012 by further
upgrading energy control systems. The Company will also
make efforts to replace existing air conditioners, refrigeratingmachines, boilers, and other machines with high-efficiency
alternatives, to install more LED lights and other energy ­efficientdevices, and to use more renewable energies such as solar
power.
Improving Transport Efficiency in Logistics
Toppan Logistics Co., Ltd., the logistics specialist for the­Toppan Group, is reducing the energy consumption per unitof transport volume by company vehicles and the volume of
CO2 emissions in a coordinated effort with its shippers, ­Toppan
Group companies.
Energy consumption per unit of transport volume in fiscal
2011 was 64.9 kL/million ton-kilometers, which was 0.2% lessthan the fiscal 2010 level and short of the 1% target for theyear. CO2 emissions were 35,221 tons, or 5.4% higher than
the fiscal 2010 level.
Toppan Logistics will further improve transportation efficiency by optimizing transportation conditions in fiscal 2012
in an effort to accomplish the targets for the year.

Note: E nergy consumption associated with fuel consumption is calculatedusing the conversion factor specified in the year 2000 amendmentof the Act on the Rational Use of Energy of Japan. The primary ­energy
input associated with electricity consumption is calculated uniformly
as 0.00983 GJ/kWh.
CO2 emissions are calculated by the method specified in the
Guidelines for Calculating Greenhouse Gas Emissions from Businesses (2003) from the Ministry of the Environment (MOE) of Japan.
The CO2 emissions associated with electricity consumption, however, are calculated uniformly as 0.378 t-CO2/MWh.
CO2 emissions in fiscal 2011 amounted to 697,124 t-CO2 whencalculated using the effective emission factor from another MOE
method specified in the Ministerial Ordinance Concerning the Calculation of Greenhouse Gas Emissions from Business Activities ofSpecified Dischargers (the latest amendment on March 31, 2010).

Building a Recycling-oriented SocietyReducing and Recycling Waste
Waste paper derived from operational sites primarily in the
Information & Networks and Living Environment fields makes
up the largest portion (74%) of the total waste discharged at
Toppan sites. This is followed by waste plastics from plants
in the Living Environment field and waste acids and alkalis
such as waste etchant from plants in the Electronics field.

Toppan has worked to increase the material recycling rate*1
for waste plastics by separating refuse and processing composite plastic into pellets and has endeavored to reduce thedischarge of waste acids and alkalis by applying internal
chemical treatments.
Moving forward, the Company will intensify the control ofwaste discharged from offices and other non-production sites.
Effective from fiscal 2012, Toppan has established moredetailed criteria for approving “zero-emission sites.” Under theformer criterion, an operational site qualified as a zero-emission
site if it had a recycling rate of 98% or over. By setting higher
targets for fiscal 2012 onwards, the Company will strengthen
its efforts related to waste discharge reduction and recycling.

Recycling Rate and Material Recycling Rate

Fiscal 2011 Results of Waste Discharge and Recycling

In a drive to use limited resources more effectively, Toppan has
striven to reduce the discharge of waste and other types ofenvironmental burden, press ahead with recycling, and conduct appropriate waste treatment.

(%)

Recycling rate (recycling / total waste discharge)
Material recycling rate (material recycling / total waste discharge)

100
98.8

99.0

99.3

99.4

96

Waste acid
93.0

92.4

92

91.5

91.5

2010

2011 (fiscal year)

0
2008

2009

Total Waste Discharge and Final Landfill Waste Disposal(1,000 tons) Q Total waste discharge

Q Final landfill waste disposal (1,000 tons)

350

25
313.8
281.5

280

277.8

20

267.6

210

15

140

10

70
0

5
1.6

0.9

0.6

2008

2009

2010

0.6

0

2011 (fiscal year)

Waste Discharge Per Unit of Production Value
1.0
0.719

0.709

2008

2009

Ratio

Recycling
Rate

Primary Reusage

197,060

73.5%

99.9%

Recycled paper

27,032

10.1%

99.1%

Plastic materials,
RPF*2

11,941

4.5%

99.2%

Neutralizer
Recycled oil,fuel
Roadbedmaterials

Waste oil

7,274

2.7%

99.5%

Sludge

7,113

2.7%

97.9%

5,571

2.1%

97.9%

Neutralizer

5,566

2.1%

99.8%

Metal materials

2,794

1.0%

99.9%

Cinder

1,832

0.7%

80.0%

Other

781

0.3%

76.6%

—

Glass chip

482

0.2%

94.9%

Glass materials

Food waste

204

0.1%

82.2%

Feed

267,650

100.0%

99.4%

—

Waste
alkali
Waste
metal
Wood
waste

Total

Chip, papermaterials
Roadbedmaterials*1 Material recycling: Defined by Toppan as “the reuse of waste as raw
materials” (refers to recycling methods other than thermal recycling)*2 Refuse Paper & Plastic Fuel (RPF): Solid fuel primarily made from refuse
paper and plastic waste(tons/million yen)

0.8

Waste
Discharged(tons)The Environment

Waste
paper
Waste
plastic

98

94

Type of
Waste

0.665

0.659

2010

2011 (fiscal year)

0.6
0.4
0.2
0

TOPPAN CSR REPORT 201243

Preventing Pollution
Every Toppan site ascertains actual conditions by measuring its environmental burden. The Eco-protection Promotion
Committee at each site sets in-house control standards atlevels more stringent than the regulatory standards require. Bycomplying with these standards, Toppan sites work to reduce
environmental burden and prevent pollution at the sites.

The Environment

 reventing Atmospheric Pollution and Protecting theP
Ozone Layer
To prevent atmospheric pollution, Toppan controls boilers andother equipment responsible for smoke and soot by switchingfuels and managing operations under appropriate combustion
conditions. In fiscal 2011 the Company continued enhancing
efficiency in effluent-gas treatment by precisely controlling thetreatment equipment and replacing existing equipment withhigh-efficiency alternatives at facilities subject to the requirements stipulated under the Air Pollution Control Law of Japan.
As a result, VOC and toluene emissions into the atmosphere infiscal 2011 were both reduced compared with the fiscal 2010
levels. Toppan will keep on thoroughly controlling atmosphericpollutants in the coming years.
For ozone-layer protection, all equipment that uses specified chlorofluorocarbons at Toppan plants is controlled in conformance with the applicable laws and regulations.

Preventing Water and Soil Pollution
To prevent water pollution, Toppan has installed wastewater
treatment facilities designed to cope with specific water consumption and pollutant conditions at individual plants.
Wastewater recycling systems have been introduced
at Electronics plants that discharge effluents in significant
amounts. By recovering and reusing wastewater via thesesystems, the plants have been reducing the levels of water
consumption and effluent discharge.
Regarding soil pollution, Toppan has been taking preventive
measures based on the regulatory regime for facility structuresand methods for the prevention of groundwater ­pollution stipulated by the revised Water Pollution Control Law of Japan.

Controlling Chemical Substances
In fiscal 2011, Toppan continued reinforcing the control ofchemical substances designated under the Pollutant Release
and Transfer Register (PRTR) law of Japan and reducing
the amounts of these substances handled. Total handling,
release, and transfer were all decreased from the fiscal 2010
levels through the use of alternative substances, refinementsof usage methods, and the implementation of other control
measures. Toppan will strive to consistently reinforce the control of chemical substances.

VOC and Toluene Emissions into the
Atmosphere*1

NOx and SOx*2 Emissions*3(tons)(tons)

VOCs

Toluene10,000Chemical Substances Designatedunder the PRTR Law*4

NOx

SOx

200

(tons)

Total
release

8,681

7,326

150

142
122

5,271

5,000

Total
transfer

10,000

8,140
7,500

Total
handling

4,885

117

127

7,203

7,500

100

5,000

50

2,500

3,119
2,500

0

362

412

2008

2009

376

317

2010

2011
(fiscal year)

32

31

30

27

0

0
2008

2009

2010

2011
(fiscal year)

2,002
399

340

2010

2011
(fiscal year)*1 Emissions into the atmosphere are calculated in conformance with the standards established by the Japan Federation of Printing Industries (JFPI) and theJapan Electronics and Information Technology Industries Association (JEITA). The data for fiscal 2010 have been adjusted based on revised methods forcalculation.
*2 NOx: Nitrogen oxides; SOx: Sulfur oxides*3 Facilities subject to the calculation of NOx and SOx emissions are limited to those responsible for smoke and soot specified under the Air Pollution Control
Law of Japan. The data for fiscal 2010 and earlier are therefore adjusted.
*4 Dioxins are excluded because of a difference in the counting unit.

44

TOPPAN CSR REPORT 2012

Approach to Environmental ComplianceCommunication with Surrounding Communities
Communities around Toppan’s plants filed 13 complaints
and inquiries at nine domestic sites in fiscal 2011, indicating that many stakeholders were inconvenienced. Many of
the complaints and inquiries concerned noise. Toppan has
reviewed the control of facilities and equipment responsible
for noise and either installed isolators or assessed plans to
install them. Further, the Company has stepped up routine
inspections and other measures to prevent the recurrenceof noise-related problems. Toppan will continue engaging inenvironmental management through dedicated communications with residents in surrounding communities.
Emergency Responses
Tank trucks convey chemical solvents into the plant premises
every day and transfer the solvents to storage tanks. Leakage accidents during the operations pose the risk of soil andwater pollution.
Toppan has therefore prepared oil absorbents, sandbags,
and other necessary safeguards to prevent the outflow of solvents in the event of an emergency or accident during production operations. Emergency-preparedness drills have also been
held regularly. The Company formulates procedures to prevent
environmental pollution during emergencies. The effectivenessof the procedures is verified during the drills and defective
points are reviewed.

The Environment

 ompliance with Regulatory Standards in Fiscal 2011C
In Japan, one production site recorded VOC emission levels
exceeding the regulatory standards set under the Air Pollution
Control Law and two sites recorded odor levels exceeding thelimits set under the Offensive Odor Control Law. Four production sites, meanwhile, recorded excessive levels of BOD,
n-hexane extractable material, and hydrogen-ion concentration
relative to the regulatory standards set for water contaminants
under the Water Pollution Control Law and Sewerage Law.
Regarding noise, nine production sites exceeded regulatory
standards set under the Noise Regulation Law. (Toppan isdevising countermeasures, including investigations into thesources to determine whether the noise is Toppan’s responsibility or the responsibility of others.) The Company took immediate corrective measures for every case, including steps torevise the control methods for equipment. Since implementing these corrective measures, Toppan has reviewed control
procedures and taken necessary actions to reliably prevent
recurrences. In fiscal 2011, each plant set in-house standards
or reviewed existing standards in an effort to ensure that noneof the regulatory standards would be exceeded.
Regarding the pollution of soil and groundwater environments, Toppan has taken the countermeasures shown in thetable below.

Purification of Soil and Groundwater Pollution
Operational Site

DetailCurrent Progress*

Niigata Plant(Shibata City, Niigata)

Soil pollution by fluorine and its
compounds

Remediation work completed

Asaka Plant(Niiza City, Saitama)

Groundwater pollution by VOCs
(Voluntary investigation of well wateron the plant premises)

Continuously monitored

Itabashi Plant(Itabashi Ward, Tokyo)

Groundwater pollution by hexavalent Groundwater pumped andchromium and toluene
purified; continuously monitored

Itabashi Plant Minami
I bldg.
(Itabashi Ward, Tokyo)

Soil pollution by hexavalentchromium and lead

Remediation work ongoing

Ebie Plant(Osaka City, Osaka)

Soil pollution by hexavalentchromium and lead

Remediation work ongoing*As of June 2012

Replacement of effluent-gas treatment equipment

Emergency-preparedness drill to cope with ahypothetical leakage scenario

TOPPAN CSR REPORT 201245

Promoting the Conservation of Biodiversity
 stablishing a Set of Paper Procurement GuidelinesE
The Toppan Group established the Paper Procurement Guidelines for the Sustainable Use of Forest Resources in September
2011. These guidelines stipulate that the Group must verify
the legality of the lumber, pulp, and other materials for paper
it procures and take steps to increase the use of paper types
produced by processes more supportive of the sustainabilityof forest resources, such as recycled paper, forest-certified
paper, and paper made with pulp from forest-thinning operations. Under these guidelines, Toppan sales departments will
recommend and offer their customers paper produced with ahigher awareness of biodiversity conservation.

The Environment

 ctively Utilizing Lumber Harvested fromA
Forest-thinning Operations
Toppan encourages the conservation of forests in Japan by
actively utilizing lumber harvested from forest-thinning operations. Thinning is a process to keep spaces between trees byclearing out poorly grown trees. The ecological benefits of thethinning operation help to nurture sound forests and conserve
biodiversity. Cartocan, Toppan’s paper-based beverage container, is produced from pulp using more than 30% domestic
lumber, including lumber harvested from forest-tinning operations. Toppan is authorized to display the forest-thinning product logo on its Cartocan.
I mproving Land-use Practices at Operational Sites
In an effort to facilitate land-use practices supportive of biodi-

versity, the Technical Research Institute and four other operational sites applied a land-use assessment method* to monitor
organisms within their premises and to assess the degree
to which their land-use methods contributed to biodiversity.
Toppan will examine how to implement conservation plans,
including planting designs that coexist harmoniously withthe ecological systems surrounding operational sites and theinstallation of biotope spaces within the site premises.
*Based on a set of Guidelines for Sustainable Business Site Management®
established by Japan Business Initiative for Biodiversity (JBIB)

Promoting the Conservation of Forests in Japan
Among the various forest conservation activities Toppan
engages in domestically, the employees of the Sakai Plant in
Osaka continue participating in the “Volunteer Tree-planting
Program for Symbiotic Forests,” a tree-planting activity sponsored by the nonprofit organization GREEN BAY OSAKA.
Joining in Hands-on Education on Forestry
Employees and their families took part in the “Expedition to
Explore Living Creatures in Tokyo’s Umi-no-mori (Sea Forest),”the “Big Autumn Harvest Festival in Miwa Satoyama*,” andother events sponsored by an environmental NPO called“SHU.” Toppan will carry on more hands-on educational programs to provide opportunities for communion with forest
environments and will duplicate these programs at more sites
across Japan.
*Satoyama: A richly biodiverse habitat within a landscape carefully managed by humans for mixed uses such as forestry, rice paddies, reservoirs,
grasslands, and so on.

CartocanGreen space at an operational site (TechnicalResearch Institute)Logo for forest-thinning
products
A logo designated by the
National Federation of Coop­erative Associations for Forest Owners under the guidance of the Forest Agency
and Ministry of Agriculture,
Forestry and Fisheries of Japan. The logo is displayed on products developed with the sundry
aims of spreading awareness and wider proliferation of forest-thinning operations, promoting the use of lumber harvested from forestthinning operations, and offering consumers awider range of eco-options.

46

TOPPAN CSR REPORT 2012

Expedition to Explore Living Creatures in Tokyo’s
Umi-no-mori (Sea Forest)

Cream-spotted lady beetle Blue dragonfly

Silver-washed fritillary

Black freshwater snails

Creatures found in Toppan’s operational sites

Big Autumn Harvest Festival in Miwa SatoyamaEco-creativity Activities
Points oppan has registered a total of 105 environmentally friendly products.
TToppan has assessed the environmental impact of products based on LIME.

Developing and Certifying Environmentally
Friendly Products
Toppan develops eco-friendly products in accordance with
Toppan’s 14 Environmental Points based on ISO 14021 andeach division’s own set of criteria. Newly developed products
meeting the criteria are certified and registered as “environmentally friendly products.” Two products were registered infiscal 2011, bringing the total up to 105 as of the end of March
2012. Toppan will press on with environmental conservation
activities through the development and sales of environmentallyfriendly products.

Environment-related Businesses at Group
Companies

Toppan’s 14 Environmental Points andEnvironmental Considerations
ISO 14021 Environmental
Labeling Type II

Production
anddistribution Recycling rate
Resource reduction

Toppan’s 14 Environmental
Points for Environmentally
Friendly Products
1. Use of safe materials
2. Use of recycled materials
3. Resource-saving
4. R educed energy
consumption in production

Use

Recovered energy

5. Use of recovered energy

Reduced solid waste

6. Reduced solid waste

Energy-saving

7. Energy-saving
8. Reduced release ofchemical substances

After use

Long-life products

9. Long product life

Reusable/refillable

10. Reusability

Recyclable

11. Recyclability
12. Suitability for disposal

Easy detachment design

13. Easy separation anddisassembly

Degradability

14. Biodegradability

LCA of GL Film*3
Environmental impact (per unit area)

Life Cycle
Stage

From fiscal 2008, Toppan has been making environmental
impact assessments based on LIME*1 under the guidance of
Mr. Norihiro Itsubo, Associate Professor of Tokyo City University. LIME quantitatively assesses the environmental impact
associated with activities for producing individual products.
The Company aims to formulate a model for comprehensively
assessing the environmental impact of production activities(➞P. 39) and performing life cycle assessments*2 (LCAs) for
Toppan products.
In fiscal 2011 Toppan carried out a comparative assessment
between GL Film and aluminum foil and reported the results
at a meeting of the Institute of Life Cycle Assessment, Japan.
GL Film is an environmentally friendly alumina deposition PET
film manufactured by Toppan. The film holds an advantage
over ordinary aluminum foil by virtue of its lower consumptionof aluminum, a metal resource. The comparative assessment
proved that GL Film has a 61% lower environmental impact
than aluminum foil over the stages from material collection tofilm manufacture.
Toppan will apply LCAs to its environmentally friendly
designs for developing and modifying products.

The Environment

The companies of the Toppan Group, like Toppan itself, haveforged ahead with corporate activities geared to conserving the
global environment. Each company develops, produces, andmarkets eco-friendly products in line with its own Eco-productStandards formulated in consideration of products, services,and social demands. The total sales of environmentally friendly
products satisfying the criteria of individual Group companies
and Toppan itself in environment-related businesses stood at241.1 billion yen in fiscal 2011.

Life Cycle Assessment of Products

100
80
60
40 Resource
consumption(crude oil,
20 natural gas,
etc.)

Globalwarming(CO 2, etc.)
Atmosphericpollution(NOx, SOx, etc.)

Atmosphericpollution(NOx, SOx, etc.)

Waste

Globalwarming(CO 2, etc.)0
Aluminum foil

Resource
consumption(crude oil,natural gas,
etc.)
Waste

GL Film*1 LIME: See page 39 for details.
*2 Life cycle assessment (LCA): An assessment method for quantifying
resources input and the environmental burden output at all stages of the
product life cycle, from raw material procurement through to manufacturing, distribution, use, disposal, and recycling*3 The environmental impact of aluminum foil = 100 (baseline). The assess­ment covers life cycle stages from material collection to film manufacture.

TOPPAN CSR REPORT 201247

Environmental Communication Activities
Points oppan sites in Japan issue Site Eco Reports to facilitate communication with stakeholders.
TToppan presented its eco-friendly products at Eco-Products 2011.

Communication outside the CompanyI ssuing Site Eco Reports
Toppan’s ISO 14001-certified sites in Japan have been issuing
Site Eco Reports to disclose environmental burden data andthe details of their environmental activities since fiscal 2000. As
periodic communications directed towards local municipalities
and residents in surrounding communities, 26 reports from 33
sites were issued in fiscal 2011.
Meeting Residents to Report Environmental Activities
The Kawaguchi Plant in Saitama Prefecture invites residents
from surrounding communities every year to brief them on its
environmental efforts and take them on plant tours.
In a briefing held on August 26, 2011, the plant presented
products manufactured at the plant and examples of its
environmental efforts, including works to install environment­oriented equipment.

The Environment48

Presenting at Various Exhibitions
Toppan exhibited and presented existing and newly developed eco-friendly products at the Eco-Products 2011 eventat Tokyo Big Sight.

Major Environment-related Awards
The Itabashi Plant won the grand prize in the group category
at the Itabashi Green Curtain Contest held by Itabashi City,
Tokyo. The plant was awarded for building an approximately
70-meter-wide, 3-to-4-meter-high “green curtain” composedof bitter melon plants. This grand green curtain for fiscal
2011 was twice the size of the curtain the plant built in fiscal
2010.
One of the employees at the Niigata Plant of Toppan Electronics Products Co., Ltd. was selected by an environmental
conservation association in Kaetsu, a region in the north of
Niigata Prefecture, as the fiscal 2011 recipient of the association’s award for individuals who have made distinguishedenvironmental contributions. The association selected this
employee as an award winner in recognition of his dedicatedenvironmental conservation initiatives to reduce the release ofchemical substances designated under the PRTR law, upgraderisk control, and foster communication with residents fromsurrounding communities.
Toppan will help realize a sustainable society by pressing ahead with its energy saving measures and various otherenvironmental conservation activities in the years ahead.

Site Eco Reports (in Japanese)

Eco-Products 2011

Meeting to report environmental activities(Kawaguchi Plant, Saitama)

Itabashi Green Curtain Contest(Itabashi Plant, Tokyo)

TOPPAN CSR REPORT 2012

Award for individuals from an environmental
conservation association in Kaetsu, Niigata

Independent Assurance
Toppan began aggregating some of its environmental performance indicators using a new information system introducedin fiscal 2011. There were no major problems, even though2011 was the first year the system was used. We believe that
this new system has enabled Toppan to compile data more
effectively. Henceforth, system implementation will make iteasier for the Company to analyze rising and falling performance values based on comparisons with earlier data. Toppan
plans to incorporate other major environmental performanceindicators into the system step by step. We expect the coming incorporation will streamline data aggregation and further
improve accuracy.

There are still limits, however, in the disclosure of personnelrelated indicators, which generally cover only Toppan Printing
Co., Ltd. We must call attention to this restriction on disclosure as a continuous challenge for the Company to address.
Given that the Company’s employees account for less than
20% of Group employees on a consolidated basis, we believethat Toppan needs to expand the scope and boundary ofdata disclosure—incrementally if necessary—through discussion with Group companies and relevant departments at theCompany in the years ahead.

Shinichiro Akasaka
KPMG AZSA Sustainability Co., Ltd.

Indicators in this Report Assured by an Independent Assurance Provider
Pages
21

Human Rights

22
23
Labor Practices
24
25
26
27

Fair Operating Practices

28
30

Consumer Issues

37

Environmental Targets and Results

38
39

Toppan’s Environmental Burden

41

Environmental Management
Activities

42
43
Eco-protection Activities
44
45
47

Eco-creativity Activities

Indicators Assured by an Independent Assurance Provider
Number of Recruits; Female Managerial and Supervisory Staff; Employment of Persons with Disabilities;
number of retired employees; number of reemployed employees
Number of Employees; Reasons for Leaving; Average Annual Salary; Annual Paid Leave Used; Employees
Taking Maternity or Childcare Leave
Rates of decrease in the average hours of overtime worked (in fiscal 2007, fiscal 2011); number of employees
who have resigned from the Company and registered to join the rehiring system for employees who resignfrom the Company for the delivery and upbringing of children
Occupational Safety and Health
Number of employees who participated in the Toppan Business School; number of employees who
participated in basic, Company-wide education (via e-learning programs); number of employees who
participated in selective training on globalization
Number of Conduct Guidelines Promotion Leaders; ratio of female Leaders
Number of employees who participated in training sessions for Conduct Guidelines Promotion Leaders;
number of employees who participated in the e-learning-based education program on compliance with the
Antitrust Laws of Japan
Number of companies reassessed by Toppan in relation to the Group’s CSR procurement initiatives; numberof companies that participated in briefing sessions on the Group’s CSR procurement initiatives
Number of employees who participated in training sessions for internal auditors; results of the audits
conducted using the quality audit checklist
Results of the progress towards the environmental targets for fiscal 2011
*Only the numerical results are assured.
Major Environmental Burdens by Business Field in Japan (INPUT/OUTPUT data)
Ratios of Domestic and Overseas Environmental Burdens
Number of internal environmental audits conducted; Fiscal 2011 Results of Environmental Education
Energy Consumption; CO2 Emissions; energy consumption per unit of transport volume and CO2 emissions
in logistics
Recycling Rate and Material Recycling Rate; Total Waste Discharge and Final Landfill Waste Disposal; Waste
Discharge Per Unit of Production Value; Fiscal 2011 Results of Waste Discharge and Recycling
VOC and Toluene Emissions into the Atmosphere; NOx and SOx Emissions; Chemical Substances
Designated under the PRTR Law
Compliance with Regulatory Standards in Fiscal 2011; number of complaints and inquiries from communities
around Toppan’s plants; Purification of Soil and Groundwater Pollution
Number of newly registered environmentally friendly products; total sales of environmentally friendly products
at Group companies and Toppan itself

Some data in the “CSR Report 2012: Detailed Data” posted on the Toppan website are also assured by the assurance provider.

Level of Conformance with the GRI Sustainability Reporting Guidelines 2006

OUTPUT

G3 Performance
Indicators & Sector
Supplement
Performance Indicators

OUTPUT

Not Required
G3 Management
Approach
Disclosures

C+

Report on a minimumof 10 Performance
Indicators, including atleast one from each of:social, economic, andenvironment.

B

B+

A

A+

Same as requirementfor Level B

Report on all criteria
listed for Level C plus:
1.2
3.9, 3.13
4.5-4.13, 4.16-4.17
Management
Approach Disclosuresfor each Indicator
Category
Report on a minimum of
20 Performance
Indicators, at least one
from each of: economic,
environment, humanrights, labor, society,product responsibility.

Management
Approach disclosed
for each Indicator
Category
Report on each coreG3 and Sector
Supplement*
indicator with due
regard to themateriality principle
by either: a) reportingon the indicator or b)
explaining the reason
for its omission.

Report Externally Assured

C
Report on:
1.1
2.1-2.10
3.1-3.8, 3.10-3.12
4.1-4.4, 4.14-4.15

Report Externally Assured

OUTPUT

G3 Profile
Disclosures

Standard Disclosures*Please access http://www.toppan.co.jp/
english/csr/ for the GRI content index.

Report Application Level

Report Externally Assured

This report is at an application level B+ as
defined by the GRI Sustainability Reporting
Guidelines 2006 (G3 Guidelines).

*Sector supplement in final version

TOPPAN CSR REPORT 201249

Independent Assurance Report

50

TOPPAN CSR REPORT 2012

Group Business Structure

Customers
Toppan Group Structure
Manufacturing Companies

Toppan Forms Tokai Co., Ltd.
10 other companies
T.F. Company, Ltd. (PRC)
8 other companies∗Data Products Toppan Forms
Ltd. (Thailand)
9 other companies

Manufacturing Companies

Living Environment 25%

Toppan Packaging Products
Co., Ltd.
Toppan Functional Products
Co., Ltd.
Toppan Plastic Co., Ltd.
Toppan Packs Co., Ltd.
8 other companies
Toppan Yau Yue Paper Products
Ltd. (PRC)
2 other companies

Manufacturing Companies

Electronics 17%

Toppan Electronics Products
Co., Ltd.
Toppan TOMOEGAWA Optical
Products Co., Ltd.
5 other companies∗Panasonic Industrial Devices
Optical Films Co., Ltd.
1 other company

Manufacturing andSales Companies

Sales Companies
Froebel-Kan Co., Ltd.
Total Media Development InstituteCo., Ltd.
Toppan Travel Service Corp.
Toppan System Solutions Co., Ltd.
Tokyo Shoseki Co., Ltd.
26 other companies

Toppan Forms Co., Ltd.
Tosho Printing Co., Ltd.
3 other companies
Toppan Printing Co. (America),
Inc. (USA)Toppan Printing Co., (H.K.) Ltd.
(PRC)
Toppan Printing Co., (Shenzhen)Ltd. (PRC)
13 other companies∗Toppan Leefung Printing (Shanghai)Co., Ltd. (PRC) 1 other company

Manufacturing andSales Companies
Toppan TDK Label Co., Ltd.
Toppan Containers Co., Ltd.
Tamapoly Co., Ltd.
Toppan Prosprint Co., Ltd.
2 other companies∗Toyo Ink SC Holdings Co., Ltd.
3 other companies
P.T. Toppan Printing Indonesia(Indonesia)
Toppan Interamerica Inc. (USA)
7 other companies

Manufacturing andSales Companies
NEC Toppan Circuit Solutions, Inc.
Toppan CFI (Taiwan) Co., Ltd.
Toppan Photomasks, Inc. (USA)
9 other companies

Toppan Printing Co., Ltd. (Manufacturing and sales company)

Information & Networks 58%

Toppan Communication Products
Co., Ltd.
Toppan Graphic Communications
Co., Ltd.
8 other companies∗Toppan M&I Co., Ltd.
8 other companies
Toppan Leefung Pte. Ltd.
(Singapore)
28 other companies

Sales Company
Toppan Cosmo, Inc.

Sales Companies
Toppan Electronics (Taiwan) Co., Ltd.
3 other companies∗Advanced Mask Technology
Center GmbH & Co. KG(Germany)
1 other company

Products
Materials
Service

Notes:
INo symbol: subsidiary—165 companies *: affiliates—29 companies (as of the end of March 2012)
IToppan Group’s business activities are usually divided into five fields. Here, however, they are divided into three fields based on the current sizes of the­businesses and other factors.
IThe composition ratios given under each business field are percentages of overall net sales contributed. (“Net Sales by Business Field” are shown on page 5.)
IToppan Forms Co., Ltd., Tosho Printing Co., Ltd., and Toyo Ink SC Holdings Co., Ltd. are listed on the first section of the Tokyo Stock Exchange.
IToppan operational sites span 15 countries and regions, including Japan.

TOPPAN CSR REPORT 2012

51

CSR REPORT 2012

As a member of GPN, we incorporate
Green Purchasing in our printing services.

This report incorporates eye-friendly displays as a consideration
for as many different types of people as possible, regardless of
individual differences in color perception. Monitors from the Color
Universal Design Organization (CUDO), a nonprofit organization,
have reviewed and certified this report for its universal design.

http://www.toppan.co.jp/english/© TOPPAN 2012.10 K I Printed in Japan