Sustainability Report

2023

Breathing life into culture,with technology and heart.

Contents

Introduction

Management

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

CONTENTS
P. 03

Introduction
Sustainability Report 2023

Environment (E)P. 94

Environmental Policy

Transition to a Holding Company Structure

Environmental Management

The TOPPAN Group’s Purpose & Values

Contributing to Decarbonization

Direction for the TOPPAN Group

Climate Change Disclosure According to TCFD Recommendations

The TOPPAN Brand Message

Biodiversity
Building of a Recycling-oriented SocietyManagement

P. 11

Control of Chemical Substances
Pollution Control
Environmental Data

To Our Stakeholders
TOPPAN’s Sustainability Initiatives

Governance (G)Message from an External Director

P. 132

Corporate GovernanceSocial (S)P. 29

Risk Management
BCP / BCM
Strict Compliance

Human Assets

Information Security

Diversity & Inclusion

Tax Governance

Human Rights
Employee Health & Safety / Work-Life Balance
Supply Chain Management
Research and Development

Recognition / Assurance

P. 155

Intellectual Property

TOPPAN Group Business Outline

Total Quality Assurance

Recognition

Engagement

List of Indicators Assured by an Independent Assurance Provider

Social Contribution Activities

Independent Assurance Report
Global Reporting Initiative Content Index

02

Sustainability Report 2023

Contents

Introduction

Management

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

Sustainability Report 2023 | Transition to a Holding Company Structure | The TOPPAN Group’s Purpose & Values | Direction for the TOPPAN Group | The TOPPAN Brand Message

Sustainability Report 2023
Approach to Sustainability Disclosures

pages 158-159.

The annual Sustainability Report is a source of diverse

Publication Dates (English version)

information on the TOPPAN Group’s environmental, social, andgovernance (ESG) initiatives as a channel for transparent,Group and Company Names

Previous report, December 2022; Current report, December
2023; Next report, December 2024 (planned)

timely, appropriate, and accessible disclosures to TOPPAN
stakeholders of every type, from customers and shareholders toinvestors and business partners. We would like the report toenhance engagement with stakeholders by deepening theirunderstanding of our sustainability approaches and initiatives
around the world. The report is posted on the website of
TOPPAN Holdings.

Editorial Policy
The issuance of the Japanese version of this report in October

Guidelines Referenced
・ International Organization for Standardization (ISO) 26000
standards

Toppan Inc. to TOPPAN Holdings Inc. The reporting period andscope and boundary of reporting are shown below.

Initiative Content Index” on pages 161-164.
version) issued by the Ministry of the Environment of Japanworking under the Financial Stability Board

TOPPAN Holdings Website

This report mainly covers activities in fiscal 2022 (from April

Investors Section

Sustainability Section

2022 to March 2023), though social, environmental, and● Securities reports

Scope and Boundary
Toppan Inc. and its entities consolidated for accounting
purposes. For details on the scope of the social and● Financial results, etc.

“Toppan Inc.”(“the Company”)

・E xpressed as “Toppan Inc.” or “the former Toppan
Inc.” in this report to distinguish it from TOPPAN
Inc. (with “TOPPAN” in all uppercase letters), oneof the three operating companies established after
the transition to a holding company structure.
・U sed when precise figures are required in thereporting of performance data, results, external
submissions, etc.

Positioning of This ReportNon-financial (ESG) Information

governance information on prior and later years is also included.

・I n reports on approaches, promotion frameworks,
policies, systems, activity results, performancedata, and so on, the activities conducted by
Toppan Inc. (previous entity) are described as theactivities of “TOPPAN” or of the “TOPPAN Group”
if they cover the entire Group.

・R efers to the entity known as “Toppan Inc.” before
the transition to a holding company structure.

・ Environmental Reporting Guidelines (fiscal year 2018
・ Task Force on Climate-related Financial Disclosures (TCFD)

・I ncludes TOPPAN Holdings Inc. and the operatingcompanies of TOPPAN Inc. (new entity), TOPPAN
Edge Inc., TOPPAN Digital Inc., and other
TOPPAN Group companies.

*We use “TOPPAN Group” and “TOPPAN” for conveniencein this report, even though the “Period Covered” predates
the Company’s transition to a holding company structure.

we have referred to are listed in the “Global Reporting

Financial Information

Period Covered“The
TOPPAN Group”
or“TOPPAN”(“the Group”)・ Global Reporting Initiative (GRI) Standards: The standards

2023 coincides with Toppan Inc.’s transition to a holding company
structure. The issuing entity has accordingly been changed from・T
 he collective name of the TOPPAN Group after
transition to a holding company structure●R eleases and web pages related tosustainability● Sustainability activity reports

Sustainability Report 2023
Integrated Report 2023

environmental performance data, see the “List of Indicators

Contact Information
ESG Communication Department, Public Relations Division,
TOPPAN Holdings Inc. (Tokyo, Japan)
Email: csr@toppan.co.jp

Note and Disclaimer on Future Outlooks
Statements on future matters are based on our assessments at the time of
publication. Actual results may differ from forward-looking statements due
to shifts in social trends and other factors.
*Total values of aggregate data presented in this report may not exactly
match the sum totals of individual values, as decimals are rounded up or
down.

Assured by an Independent Assurance Provider” shown on

03

Sustainability Report 2023

Contents

Introduction

Management

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

Sustainability Report 2023 | Transition to a Holding Company Structure | The TOPPAN Group’s Purpose & Values | Direction for the TOPPAN Group | The TOPPAN Brand Message

Transition to a Holding Company Structure
In October 2023,
TOPPAN transitioned to a holding company structure.
We have established TOPPAN Inc., TOPPAN Edge Inc., and TOPPAN Digital Inc.
under the holding company, TOPPAN Holdings Inc.
We are aiming to create new value and shape a sustainable society bystrengthening governance, driving portfolio transformation, and maximizing
synergies across the entire Group.

TOPPAN Holdings Inc.

TOPPAN Inc.

04

TOPPAN
Edge Inc.

TOPPAN
Digital Inc.

Other TOPPANGroup operatingcompanies

Sustainability Report 2023

Contents

Introduction

Management

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

Sustainability Report 2023 | Transition to a Holding Company Structure | The TOPPAN Group’s Purpose & Values | Direction for the TOPPAN Group | The TOPPAN Brand Message

Transition to a Holding Company
Structuretransformation (SX), and frontier business and further advanceIn April 2023, we established TOPPAN Edge Inc. by

the transformation of our portfolio.

As we launch this new management structure, we have

Objective

also clarified our Groupwide philosophy and vision bydefining the TOPPAN Group’s purpose. Moving forward, we

The main objective of adopting a holding company structure is

will give concrete form to synergies and expand Groupwide

to maximize Group synergies by strengthening governance.

initiatives.

TOPPAN Holdings Inc. will implement governance and reinforce

that we would start considering the reorganization of the Group.
integrating the former Toppan Inc.’s Security Subdivision with
Toppan Forms Co., Ltd.
In October 2023, we transitioned to a holding company
structure with TOPPAN Holdings Inc. as the holding company
responsible for unified management of operating companies
from the perspective of Groupwide optimization. In addition to
TOPPAN Edge Inc., under the holding company we havecollaboration with each operating company, and we will
accelerate the generation of new value through cooperation andestablished TOPPAN Inc., which is centered on the core

Reorganization of the Groupco-creation. Combining the various resources, businesses, anddivisions of the former Toppan Inc., and TOPPAN Digital Inc.,

services of each company in the Group, we will expand in our

In November 2021, we announced that our basic policy was towhich will lead efforts to drive the DX business across thegrowth fields of digital transformation (DX), sustainabletransition to a holding company structure in October 2023 and

TOPPAN Group.

Holding Company Structure

Roles of Each Company

1

1

TOPPAN Holdings Inc.

2

3
TOPPAN Inc.

Core divisionsof former
Toppan Inc.

Security Subdivisionof former
Toppan Inc.
+
Former Toppan
Forms Co., Ltd.

2

TOPPAN
Digital Inc.

DX Design
Division of former
Toppan Inc.

Established October 2023

Implementing unified management of the operatingcompanies from the perspective of Groupwide
optimization

4
TOPPAN
Edge Inc.

TOPPAN Holdings Inc.

TOPPAN Inc.

Established October 2023

Taking over the core divisions of the former Toppan Inc.

Information & Communication / Living & Industry / Electronics

Other
TOPPAN Group
operatingcompanies

3

TOPPAN Edge Inc.

Established April 2023

Driving portfolio transformation in the information business
Security / BPO business

4

TOPPAN Digital Inc.

Established October 2023

Driving DX business strategy across the GroupDX business development / IT infrastructure and governance05

Sustainability Report 2023

Contents

Introduction

Management

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

Sustainability Report 2023 | Transition to a Holding Company Structure | The TOPPAN Group’s Purpose & Values | Direction for the TOPPAN Group | The TOPPAN Brand Message

The TOPPAN Group’s Purpose & Values
To coincide with the transition to a holding company structure, we have formulated “TOPPAN’s Purpose & Values,” a new Group philosophy comprising the “Purpose” and the “Values” of TOPPAN.
TOPPAN’s Purpose & Values will be a philosophy shared by the entire TOPPAN Group from here on. The Group will come together to exceed the expectations of society, target further transformation, andwork with all our stakeholders in aiming to create a sustainable society and enhance enterprise value.

TOPPAN’s Purpose & Values

TOPPAN's

Purpose

PurposeBreathing life into culture,with technology and heart.

& Values

Integrity

Act with sincerity,
build relationships on trust.

PassionBe enthusiastic,
boldly take on challenges.

ValuesShared philosophy of the Group

PurposeValuesCorporate philosophies,
corporate creeds,
and visions of individual
TOPPAN Group companies

Proactivity
Think ahead,act with speed.

TOPPAN

Creativity

TOPPAN
Edge

TOPPAN
DigitalIndividual company
philosophies

TOPPANGroup companies

Conduct Guidelines

Be imaginative,
create new value.

Sharedguidelinesof the Group

Business Fields“Breathing life into culture” expresses the vision of the society that TOPPAN wants to shape, while “technology and heart” are the unique means that we should focus on to facilitate a society in which diverse
cultures can thrive.
We have established TOPPAN’s Values as a set of values shared by the Group. Every employee should always adhere to and be mindful of the Values to achieve the Purpose.

06

Sustainability Report 2023

Contents

Introduction

Management

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

Sustainability Report 2023 | Transition to a Holding Company Structure | The TOPPAN Group’s Purpose & Values | Direction for the TOPPAN Group | The TOPPAN Brand Message

Direction for the TOPPAN Groupto accumulate broad-ranging know-how while responding

Sustainability and TOPPAN’s Purpose & Values

society with products and services based on new technologies.

To shape a sustainable society, the TOPPAN Group has aimed toalso been committed to addressing the needs of our customers

accurately identify market trends even more promptly to

be a company that creates social value as it advances

and the challenges they face. Our earnest efforts have won the

propose, develop, and provide new services.

sustainability management. Coinciding with the transition to atrust of customers and enabled us to expand our client base.

holding company structure, we have further clarified theToday, the TOPPAN Group has a wide range of customers

Group’s strengths is one that creates new value by combining

direction we will take by formulating TOPPAN’s Purpose &covering the entire market, including businesses, financial

technologies with other technologies, combining technologies

Values, which set out the vision of the society we want to make ainstitutions, educational institutions, and national and local

with creative ideas and the ability to apply them, or using

reality, the means to do so, and the values to be shared by thegovernment organizations. With so many points of contact andconceptual capabilities to fuse services or businesses together.

entire Group to achieve that. In formulating our Purpose &such extensive relationships with customers, we have been able

promptly to their needs. Going forward, we believe we can

In developing and providing products and services, we have

A business model that takes advantage of the TOPPAN

Values, we considered the future vision for the TOPPAN Groupand the role we want to play. This reconfirmed that we want tocontribute to solutions to social issues and, based on that, be a
global company that leads the world. TOPPAN’s Purpose &PurposeBreathing life into culture, with technology and heart.

Values embody our commitment to coming together as a group

TOPPANʼs Business Modelto make the world a sustainable society.

The TOPPAN Group’s Strengths and Business Model
The means by which the TOPPAN Group intends to enable aworld in which diverse cultures thrive are “technology andheart.” In other words, we believe that “technology” and “people”
are TOPPAN’s biggest strengths, and that employing themeffectively to create and deliver new value will enable a richsociety in which diverse cultures can thrive.
Over its long history, TOPPAN has refined “printing skills,”

Sustainable society
TOPPANʼs strengths

Social issues

Markets

Exploiting
strengths

Application

DX

Technology

SX

Expertise

Leveraging
Groupsynergies

Peoplebased on which the business was founded, into “printingNew
services
Linking

Solutions to social issues
Standardization

Products
Services
Businesses

New services
andbusiness models

CombiningNewbusinesses

proprietary “printing technologies.” By further combining,

ValuesIntegrity

Proactivity

New
value

Creating
modelsSustainable growthtechniques,” and then fused them with diverse knowledge,
expertise, and processing technologies to establish a set ofConvenience, comfort
Fulﬁllment, happiness

PassionCreativity

applying, and evolving these technologies, we have provided

07

Sustainability Report 2023

Contents

Introduction

Management

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

Sustainability Report 2023 | Transition to a Holding Company Structure | The TOPPAN Group’s Purpose & Values | Direction for the TOPPAN Group | The TOPPAN Brand Message

Digital & Sustainable Transformation
One of the challenges for companies advancing sustainability
management is creating completely new value throughinnovation. In formulating its Medium Term Plan, TOPPAN hastaken “Digital & Sustainable Transformation” as the key concept.
The approach set out is to invest proactively in priority andgrowth fields to create new businesses while reassessing andchanging the business itself and the portfolio, not just throughan extension of the total solutions we have provided thus far, but
by driving a transformation centered on DX and SX.
This is the approach to transformation that the entire
TOPPAN Group should adopt as we accelerate efforts to pushbusiness globally. Without these initiatives, we believe it will be
impossible to survive and achieve sustainable growth in a global
society and economic environment expected to see increasing
uncertainty going forward. Based on DX and SX, we intend tobring comfort, convenience, fulfillment, and happiness to society
by evolving our business model and providing new value andnew services.

08

Sustainability Report 2023

Contents

Introduction

Management

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

Sustainability Report 2023 | Transition to a Holding Company Structure | The TOPPAN Group’s Purpose & Values | Direction for the TOPPAN Group | The TOPPAN Brand Message

Overview of the Medium Term Plan

Accomplishments in the Fiscal 2021
Medium Term Plan—Foundation Building Phase

In 2023 the TOPPAN Group announced a New Medium Term

Positioning and Targets of the Result Delivery Phasein the New Medium Term Plan

Plan and kicked off related initiatives. The new plan continues

We believe that over the period of the Medium Term Plan that

The New Medium Term Plan is the phase for “accelerating

the key concept of “Digital & Sustainable Transformation” thatbegan in 2021 we have seen solid results in transforming thetransformation and expansion.” To expedite efforts to maximize

was set out in the plan published in 2021.

Company. These include expanding the scale of growthenterprise value, we will generate economic value bybusinesses and priority businesses through portfoliotransforming our portfolio and social value by intensifying ESG

the business portfolio, strengthening management foundations,transformation, making Toppan Forms Co., Ltd. a wholly owned

initiatives. We aim to achieve an ROE of 5% in fiscal 2025, theand expanding ESG initiatives. Based on a medium- to long-subsidiary, launching preparations to transition to a holding

final year, and an ROE of at least 8% and price-to-book ratio ofterm perspective, we have set target figures for the foundationcompany structure as part of strengthening management

more than 1 in the next Medium Term Plan.

building phase, result delivery phase, and sustainable growth

foundations, enhancing R&D, and taking a range of action inphase, and will accelerate our efforts to transform the Company

relation to ESG practices. Nevertheless, challenges remain increation of new pillars of business in DX and SX as well as

and create value.

terms of driving further efforts for sustainable growth focused on

securing stable profits through structural reform of low-profit

value creation. Areas to address include achieving higher

businesses. Our investment and financial strategies will focus on

profitability by establishing earnings models for growthsustainable growth.

The three priority measures of the plan are transforming

For portfolio transformation, we will target higher profit andbusinesses, generating Group synergies, and evolving
sustainability management.

Medium Term Plan: Positioning of the Phases

Overall Picture of the Result Delivery Phase

New Medium Term Plan
(Fiscal 2023-2025)

Sustainable growth phase

Medium Term Plan
(Fiscal 2021-2022)

Result delivery phase

Realizing and furtheringtransformation and expansion

Foundation building phase

Accelerating transformationand expansion

Starting transformationand expansion
Transforming thebusiness portfolio

Economic
value

Socialvalue

Vision for the result delivery phase

Achieve ROE of 5% and transform into a business entity for
maximizing value in the sustainable growth phase

ROE 8%+ (next Medium Term Plan)

Groupwide policy

Amplify creation of economic and social value by accelerating transformation and expansion

ROE 5% (Fiscal 2025)
New businesses (frontier)

DX（Digital Transformation）

SX（Sustainable Transformation）

Electronics

Expanding ESG initiatives① Transforming the business portfolio

Maximize
enterprise value

Growth businesses

・Drive higher profit and create new pillars ofbusiness through DX and SXExisting businesses

・Secure stable profits through structural reform of
low-profit businesses

Allocation

Achieve P/B ratio
exceeding 1

Financial targets for fiscal 2025
Net sales
Operating profit

・Execute investment and financial strategy for sustainablegrowthROE

1,810.0 billion yen
110.0 billion yen
5.0 %② Strengthening management foundations
Shift to a holding
company structure

Systeminfrastructure

Manufacturing
infrastructureIntellectual
property strategy

Human asset
strategy

Sustainableproduction

Strengthen
governance③ Expanding ESG initiatives

Strengthening management foundations

Achieve SDG-related
medium-term targets

09

Reduce environmental
impactHuman capital/
diversity

Sustainability Report 2023

Contents

Introduction

Management

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

Sustainability Report 2023 | Transition to a Holding Company Structure | The TOPPAN Group’s Purpose & Values | Direction for the TOPPAN Group | The TOPPAN Brand Message

The TOPPAN Brand Message
The TOPPAN Group is taking on the challenge ofdelivering solutions to social issues throughout the world.
The TOPPAN Brand Message expresses concisely the approach that the TOPPANGroup wants to take and the value it wants to provide to society. We launched arebranding project in 2021 and, in addition to communicating an accurate picture of
the TOPPAN Group to society and enhancing the profile and understanding of the

TOPPAN brand, we aim to accelerate our reinvention as a company by transforming
the culture of our organization and the way our employees think.

Let’s break away fromconventional thinking andconventional approaches.
Reducing food waste.
Addressing educational inequality.
Creating safe communities.
Tackling global environmental problems.
Supporting super-aging societies.
Preserving cultural heritage.
Driving digital transformation.
With the world’s countless challenges
in our sights,
let’s push forward, far into the future.

Break through everything.
TOPPA!!!
TOPPAN

10

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Management
P. 12 To Our Stakeholders
P. 14 TOPPAN’s Sustainability Initiatives
P. 28 Message from an External Director

11

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

To Our Stakeholders

establishing earnings models and driving higher profits for
growth businesses, generating synergies across the Group, andadvancing sustainability management.
If we turn our eyes to the global situation, however, in thesummer of 2023 we saw impacts on nature and industry causedby numerous heatwaves, wildfires, and heavy rain, and people’s

Leveraging the TOPPAN Group’s
strengths and co-creation capabilities
to create new value and shapea sustainable society
Hideharu Maro

Representative Director
President & CEO

lives have been affected by what is said to be unprecedentedly
hot weather. The increased geopolitical and politico-economic
risks brought by Russia’s prolonged invasion of Ukraine areaffecting energy supplies and the entire resource supply chain,and the impact of rising prices caused by inflation has also been
felt in Japan.
The TOPPAN Group has launched a new part of its journeyamid these challenging and uncertain circumstances, but I
sense the possibilities that lie ahead. Even during the economic
stagnation of the prolonged COVID-19 pandemic, we were
fortunately able to maintain our performance and grow. This isbecause the TOPPAN Group has unseen potential, and I believe
in its underlying strength. Going forward, we will drive

Addressing Global Sustainability Challenges

under a New Structure and a New Group

Philosophy

efficiency, transform the business portfolio, and maximize

collaboration to create value by leveraging the strengths of eachsynergies.

company in the Group and address global social issues throughCoinciding with the launch of the new structure, we haveestablished a new Group philosophy, “TOPPAN’s Purpose &Thank you to all our stakeholders for their continued support ofValues,” to align the trajectory and mindset of the entire Group.

the TOPPAN Group. Since I took over as president, we have

Every employee of the TOPPAN Group will engage in their work

driven transformation in various areas, but we are making awith the same values and approach and take on the challenge offresh start in 2023, meaning it is a major milestone in our moredelivering new solutions.

than 120-year history.

our innovation.

Driving Business Models That Leverage the
TOPPAN Group’s Unique Strengths

TOPPAN VISION 21 , which we established in 2000, may still be

Since 2021, the TOPPAN Group has advanced its Medium

fresh in the minds of some of our stakeholders. Since then, weTerm Plan, which takes “Digital & Sustainable Transformation”

have indicated our intention to continue growing in harmony

Toppan Inc. transitioned to a holding company structure, and aas its key concept and targets profit expansion throughwith society and the global environment and provided diverse

new incarnation of the TOPPAN Group was born. TOPPAN

reorganization of businesses and investment in growth fields. In

products and services in the form of solutions that are both

Holdings Inc. will be responsible for Groupwide management

May 2023, we published the New Medium Term Plan, which isbased on and apply our “printing technologies.”and governance while the operating companies under it will

positioned as the “result delivery phase.” As a period forfocus on advancing their respective businesses. Based on this,accelerating transformation and expansion, we are stepping up

environment for our operations has changed dramatically in thewe aim to accelerate decision-making, enhance management

efforts to create new value and achieve sustainable growth bylast 20 or so years. On the one hand, we have seen the advanceAs has already been announced, on October 1, 2023,

12

However, it goes without saying that the business

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Directorof information technology and digitalization, the use of AI, andservices, and prescription medicine delivery services. We will

I hope everyone understands that the word “printing” being

the emergence of giant global tech companies. On the other,also be able to create completely new models by collaborating

removed does not mean that TOPPAN has lost the essence of its

companies are now expected to undertake initiatives to address

with businesses producing packages and packaging materials

soul. When our founders, who were engineers at the Ministry ofa range of social issues, such as increasing climate change risk,

for medications or by combining efforts with businesses that

Finance’s Printing Bureau, spun out the Company as a startup in

human rights issues, and efforts to contribute to the

produce sensors that record data on vital signs. By creating

1900, they used the latest technology of the time—the Erhöht

achievement of the SDGs. We see these changes in a positive

sophisticated, standardized solutions that facilitate platform-

relief printing technique. They ventured out into the world withlight as business opportunities. Accordingly, linking ourbased services in these areas, we will be able to provide them tothis technology, which is known as the Erhöht toppan techniquebusiness with social issues to create new value has become asociety as more profitable business models.

in Japanese. This means that the word “toppan” does not justrepresent one of the core technologies of printing, but also

major theme for us.
"Digital & Sustainable Transformation" has been the

Shaping a Future Society Where Diverse Cultures

embodies the soul of our founders. “Erhöht” is a German word

Thrivethat means “raised” or “elevated.” I believe that the unchanging

taking orders to one in which DX and SX take center stage andWith its roots in the printing business, the TOPPAN Group ishigh with “toppan” as the essence of our soul.

we take advantage of the Group’s strengths, make proactive

now evolving into a new entity after more than 120 years. The

At the same time, in order for the TOPPAN Group to

investments in growth and priority fields, and aim to generatecompany name has changed from Toppan Printing to TOPPAN.

accomplish its transformation and help shape a sustainableprofits that drive sustainable growth.

In addition to the organizational transformation to a holding

society for the future, we must accelerate efforts bolstering

concept for our business since 2021. The main focus of these
efforts is to move away from a business model based simply on

spirit and aspiration of the TOPPAN Group is to always aim

company structure and the business transformation of “Digitalprograms to secure and develop the human assets who will beedge. For example, our robust customer base means we engage& Sustainable Transformation,” the establishment of a new

the driving force behind that transformation, and establish

with diverse industries and the market as whole, and we haveGroup philosophy in the form of “TOPPAN’s Purpose & Values”

working styles and systems that further advance diversity.

also won the trust of customers through a conscientious

and the change of company name to TOPPAN mean that the

support-based sales style. Other major advantages are the

TOPPAN Group is being reborn in every way.

I believe we have many strengths that give us a competitive

advanced technical capabilities stemming from being a

The society that the new TOPPAN Group aspires to is a

In TOPPAN’s Purpose & Values, the first of the values is“integrity.” I believe this must be not only the integrity withwhich employees act in dealing with customers, but also thetechnology-oriented company since our founding, our ability toworld in which diverse cultures can thrive, as advocated byintegrity with which a company acts in its interaction with

apply those capabilities, and our specialist expertise.

TOPPAN’s Purpose & Values.

society. We will continue to drive forward, aiming to be an entity

When we refer to traversing the Group horizontally or

Until now, we have engaged extensively with society

vertically, we are talking about fusing and sharing resources

through the medium of “printing,” and been involved in

flexibly in each business and between the operating companies,

delivering the richness essential to people’s lives in the form ofenhancing collaboration and coordination, and ensuring end-to-

culture, education, and the arts. I believe that every employee ofend management. We will drive these efforts aggressively under

the TOPPAN Group, me included, is proud to have advanced athe new structure.

business that can contribute not just to fulfillment in material

For example, one of our new businesses is the healthcarethat takes on the challenge of addressing diverse social issues
with integrity and enjoys the respect of global society.
The ongoing understanding and support of all our
stakeholders is greatly appreciated.
October 2023

terms, but also to spiritual fulfillment. Over human history, thebusiness. This will not be confined to providing data analysis

knowledge born out of printing and its contribution to theservices linking information from digital medical records, healthdevelopment of culture and civilization are immeasurable, but I

checkups, and screenings, and leveraging that data for thewould like to say something about the word “printing” now being

design and development of healthcare systems, consulting

removed from the company name.

13

Representative Director
President & CEO

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

TOPPAN’s Sustainability Initiatives
Approach to Sustainability

Corporate Philosophy, Corporate Creed, and Conduct

to address social issues, and aiming to be a creator of social

Guidelines and clearly expresses our fundamental stance onvalue.
The Corporate Philosophy, Corporate Creed, and Conduct

Fundamental Spirit since Founding

sustainability management—aiming to be a company thatcreates social value to shape a sustainable society. At the same

Guidelines set out the values and approaches that the TOPPAN

Since its founding, the TOPPAN Group has based its business

time, in terms of the Business Fields, we have indicated ourGroup emphasizes, our vision for how employees should

activities on the fundamental tenets of “respect for humanintention to grow the business through the interaction between

conduct themselves, and the direction for our business activities

beings” and “a company is its people” and contributed to society

our Four Growth Fields and our Five Segments.

to take. They also clearly demonstrate our intention to addressby supplying high-quality products and services to customers.

For the TOPPAN Group, expanding our business also

Responding sincerely to our customers’ requests and providing

means expanding the impact we have on society as a company.

rights, and human assets, and to advance our business to help

satisfaction has enabled us to gain their trust and expand our

TOPPAN VISION 21 was an important milestone in terms ofcreate a sustainable society.

customer base by continuing to do business with them.

reconfirming our corporate social responsibilities, taking action

global issues, such as environmental conservation, human

Beginning life as a startup launched by a group ofengineers, we always work with a spirit of enterprise to create
new value by applying and evolving our “printing technologies”
and by fusing and combining the various elements and strengthsof our company to drive growth.
Through these activities, the TOPPAN Group strives tobuild good relationships with all our stakeholders, including
customers and business partners, employees, investors, andThe Evolution of Our Approach to Sustainability
1900

2000

Aiming to be a company that creates social value for a sustainable society

Founding“A company is its people”
Respect for human beings

2023

TOPPAN VISION 21

shareholders, and to be a company that is trusted and respectedby society.

Basic Concept for Sustainability Management Set Out
in TOPPAN VISION 21

Social responsibility
as a corporate
citizenDeﬁned philosophical system inthe form of the Corporate
Structure and Business Fields
for sustainable growth

When we marked the 100th anniversary of our founding in
2000, we established TOPPAN VISION 21 and clarified ourphilosophical system in the form of the Corporate Structure andTechnology-oriented
innovative DNA

Became signatory to United
Nations Global Compact
Adopted ISO 26000 standards

Business Fields. The Corporate Structure comprises the14

Deﬁned the Groupʼs
purpose and values

2021 Digital & Sustainable
Transformation
Providing solutions to social issues
worldwide through DX and SXExpansion of social
impact due todiversiﬁcation of businessand expansion of ﬁelds

The TOPPAN Group has expanded its business domains byproviding diverse products and services in a wide range of fields.

TOPPANʼs Purpose & Values

2021 Set targets for TOPPAN Business
Action for SDGs
2020 Set areas of focus for TOPPAN Business
Action for SDGs
2019

Published TOPPAN SDGs STATEMENT
Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Sustainability Management Focused on Global Goals

enterprise value by synchronizing business growth andsustainability. Based on DX and SX, we are transforming the

Following the establishment of TOPPAN VISION 21 , we became

business portfolio and concentrating resources on growth anda signatory to the United Nations Global Compact in 2006 topriority fields. In order to drive that strategy emphatically acrossintroduce more global concepts and guidelines. We support its

the Group, we adopted a holding company structure in October

Ten Principles in the four areas of Human Rights, Labour,2023. We will aim to create value by fusing the unique strengths

Environment, and Anti-Corruption and have advance activities

of TOPPAN Group companies to generate synergies and work

based on them. To further clarify guidelines across all

together with a greater sense of unity to deliver solutions tosustainability-focused activities, we adopted the standards set

social issues.

out in ISO 26000 in 2011.
The TOPPAN SDGs STATEMENT was published in 2019as a proactive response to global social issues. While focusing
on contributing to achievement of the SDGs, we defined material

The Essence of Our Approach to Sustainability in
TOPPAN’s Purpose & Values

issues for our business and for the Company as a whole andWith increasing uncertainty and geopolitical risk in global

reconfirmed the importance of providing solutions to social

society and economies, we considered our Purpose & Values

issues through business. In “TOPPAN Business Action forbased on the questions of what kind of entity we should be andSDGs,” which was devised in 2020, we identified specific areas

what kind of action we should take as a global company. Byof focus for Business Materiality, and in 2021 we set specificclarifying the common “purpose” and fundamental “values” to betarget figures and gave shape to activities to achieve them.

shared across the TOPPAN Group as a new philosophy, we will
foster a sense of unity and enhance our co-creation capabilities.

Providing Solutions to Social Issues
Worldwide through DX and SXThe TOPPAN Group is driving globalization of its business.
Roughly 30% of our sales revenue comes from operations
outside Japan, and we have more than 150 overseas locations.
This means it is imperative that as a company we are proactivein addressing such issues as human rights and the damage
caused by climate change. We aim to make a sustainable global

The Purpose & Values indicate the enduring role andposition that the TOPPAN Group should fulfill in a sustainable
society. The essence of our sustainability management isbreathing the life of culture into society through our businessactivities and contributing to people’s spiritual fulfillment, going
beyond fulfilment simply in material terms. In global social andeconomic circumstances clouded by uncertainty, we will beconsistent in advancing sustainability based on this universal
approach.

society a reality by incorporating perspectives on numerous
social issues into our business and driving solutions by creating
value through our business.
In the Medium Term Plan published in 2021, we set out the
key concept of “Digital & Sustainable Transformation” toaccelerate these activities across the entire Group and enhance

15

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Promotion Structure for
Sustainability Initiatives

The Board of Directors of TOPPAN Holdings Inc. delegates

Governance

The TOPPAN Group ESG Management Promotion

the consideration and deliberation of sustainability-related

Committee is a body positioned within the Sustainability

issues for the TOPPAN Group to the Sustainability Promotion

Promotion Committee. Its members are presidents and directors

Committee. The specific activities and measures discussed atof TOPPAN Group operating companies, who coordinate on

the Sustainability Promotion Committee are reported to the

ESG and SDG-related issues within the Group.
Under the Sustainability Promotion Committee, we have

The TOPPAN Group’s Sustainability Promotion Committee isBoard of Directors by the Management Committee, and thechaired by the President & Representative Director of TOPPAN

Board of Directors is responsible for overall decision-making on

established the SDGs Promotion Project and the Corporate ESG

Holdings Inc. It is positioned as part of the corporate governancesustainability management. The Board of Directors continuously

Project, which are a cross-divisional bodies. These project

structure and responsible for advancing sustainability across thediscusses, monitors, and supervises sustainability-related

teams address various individual themes while coordinatingGroup.

activities, target setting, and progress.

with each other.
The SDGs Promotion Project primarily focuses on
advancing sustainability initiatives in our business activities aswell as driving and monitoring the progress of activities in the

TOPPAN Group Sustainability Promotion Structure
TOPPAN Holdings Inc.

areas of focus for contributing to the SDGs through business,
which are set out in TOPPAN Business Action for SDGs.

Board of Directors

The Corporate ESG Project is mainly responsible for

Reporting and supervisingsustainability issues that relate to the entire TOPPAN Group. In

Management Committee

fiscal 2022, we formed the Human Rights Working Group,
Supply Chain Working Group, TCFD Working Group, and Risk

Reporting and supervising

Sustainability Promotion Committee
TOPPAN Group ESG Management Promotion Committee

Coordinating

Executive Sustainability
Promotion Committee

Environment
Communities
PeopleWorking Group Working Group Working Group

Human Rights
Working Group

Formulates and advances business plans
focused on the achievement of the SDGs

Supply Chain
Working GroupWe have also established the Executive Sustainability
sustainability issues. Directors and outside experts exchange

Corporate ESG Project
Coordinating

specific themes.
Promotion Committee as a forum for discussing future

Reporting and supervising

SDGs Promotion ProjectManagement Working Group, which undertake projects on

TCFDWorking Group

opinions and coordinate with the Sustainability Promotion
Risk Management
Working Group

Committee on important matters.

Formulates promotion and disclosure plans
for TOPPAN’s core ESG themes

Coordinating

Operating Companies
TOPPAN Group operating companies

16

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Risk Management
Risk management for sustainability-related issues in the
TOPPAN Group is incorporated into a comprehensive risk

human rights risk.

outside Japan.
・Conducted a human rights risk survey covering GroupSee the Significant Risks and Countermeasures for Fiscal 2023 on page139

impact on human rights, the first step in human rights due

management structure promoted in collaboration with thediligence. (75 companies in Japan and 103 companies

operating companies of the Group. Under the management ofOnce identified, significant risks are reported to and considered

the Board of Directors of TOPPAN Holdings Inc., divisions

by the Sustainability Promotion Committee before being

responsible at the holding company, the relevant departments ofreported to the Board of Directors. They are reassessed annuallyoperating companies, and the Risk Management Working Group

under the management of the Board.

work together and coordinate risk management efforts.
The Risk Management Working Group is part of the

To prevent potential significant and other risks from
actually occurring, the divisions responsible at the holding

Corporate ESG Project under the Sustainability Promotion

company and the relevant departments of operating companies

Committee. It is led by the Director in charge of Risk

consider countermeasures and implement appropriate risk

Management, composed of persons in charge of risk

management aligned with business activities in Japan andmanagement in the relevant divisions, and administered byoverseas. Via the Director in charge of Risk Management, the

TOPPAN Holdings Inc. It conducts an annual risk assessment

Board of Directors receives regular reports from the divisions

and designates as “significant risks” those that are deemed toresponsible on the status of responses to risks. When risks arehave a significant impact on the management of the TOPPAN

actualized, we respond promptly in line with our crisis

Group.

management structure.

The identification of significant risks is based on the results

overseas)・Performed analysis of human rights risk survey responses andprovided feedback on the results of the assessment.
Challenges to address going forward:
・Promoting human rights risk mitigation and remediation andproviding related information based on the results of theassessment.
・Expanding opportunities for direct dialogue with individualcompanies through on-site assessments.
・Confirming the status of wage payment when conducting thehuman rights survey.
・Facilitating continuous dialogue with external organizations
and making use of external assessments.
See the Human Rights section on page 54

of assessment by subsidiaries, Group companies, and theSustainability Promotion Committee

relevant departments of operating companies under thesupervision of the divisions responsible at TOPPAN Holdings

We convened the Sustainability Promotion Committee twice, theInc. We also consider such factors as the probability of

TOPPAN Group ESG Management Promotion Committee fiveactualization in the medium to long term, frequency oftimes, and the Executive Sustainability Committee once in fiscal

occurrence, and level of impact. In addition to changes in the2022.

global social and economic environments in which the TOPPAN

companies inside and outside Japan as an assessment of

The main activities and challenges to address going forward

Group operates, when assessing significant risks, we also fullyfor each of the working groups under the Corporate ESG Project

consider sustainability management perspectives encompassing

are as follows.

various global risks. These include environmental problems
prompted by climate change, increasingly sophisticated cyber-

Human Rights Working Group

attacks accompanying the progress of digitalization, forced

Main activities:

labor, and other human rights issues. In fiscal 2023 we have・Informed parties inside and outside the Group of the TOPPAN

selected 25 risks, including climate change risk, securing humanGroup Human Rights Policy and conducted training for

assets to support business growth, risks in procurement, andemployees, including those at Group companies inside and17

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Supply Chain Working Group・Expanding scope and analysis and evolving countermeasures.

・Ensured that our business partners are fully aware of the
TOPPAN Group Sustainable Procurement Guidelines by

we will proactively address and consider new sustainability
themes, including the Taskforce on Nature-related Financial

Main activities:
See the Climate Change Disclosure According to TCFD
Recommendations on page 110

Disclosures (TNFD).
Under the holding company structure, we will create
frameworks to lead the entire Group in advancing sustainability

driving a PDCA cycle of planning and selecting target business
partners, requesting questionnaire responses and written

Risk Management Working Groupmanagement, facilitate activities at each Group company, anddeclarations of agreement, checking risks, and giving feedback

Main activities:

strengthen reciprocal collaboration.

and rectifying issues.

・Supplemented significant risks for fiscal 2022 and plans for・After providing explanations to procurement staff in relevant
departments, identified and selected target business partners,
and requested and collected written declarations of agreement
and questionnaire responses via briefing sessions.
・Conducted aggregation and analysis covering roughly 70% ofbusiness partners who responded.

We will drive sustainability management across the
TOPPAN Group with an awareness of the importance of bothcountermeasures.
・Considered significant risks for fiscal 2023 and formulated

activities and disclosure and take on the challenge of deliveringsolutions to global social issues through our business.

plans for countermeasures.
Challenges to address going forward:・Formulating plans that address changes in the external
environment, such as changes in the business environment,

Challenges to address going forward:

global risks, information security, social problems, and・Establishing, expanding the scope of, and enhancing theenvironmental problems.

quality of the PDCA cycle for driving agreement with and fullawareness of the TOPPAN Group Sustainable Procurement

See the Risk Management section on page 138

Guidelines.
・Concluding agreements stipulating observance of the TOPPANThe SDGs Promotion Project monitors the progress of TOPPANGroup Sustainable Procurement Guidelines with 90% of target

Business Action for SDGs, publishes results for each fiscal year,

business partners by fiscal 2025.

and assesses the feasibility of achievement of targets in theMedium Term Plan and consistency between activities andSee the Supply Chain Management section on page 66

selected indicators. While keeping an eye on trends in society’s
sustainability-related needs and the progress of the TOPPANTCFD Working Group

Group’s DX and SX businesses, the project team also continually

Main activities:

considers its future activities and new themes.

・Conducted scenario analysis for each company, including an
additional 12 Group companies.
・Clarified potential impact on business at each Group company

Sustainability Challenges Going Forward

due to factors resulting from climate change, identified

We aim to be a company that drives true sustainability bysignificant risks and opportunities, and considered

delivering solutions to global challenges, such ascountermeasures.

decarbonization, the establishment of a circular economy, andChallenges to address going forward:

preservation of biodiversity. In addition to accelerating the・Enhancing disclosure in the securities report and other media.

activities of the ESG Project and the SDGs Promotion Project,

18

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Sustainability Strategy
Approach to Providing Solutions toSocial Issues through Business
Based on the key concept of “Digital & Sustainableadvancing a transformation to increase operating profit for

packaging,” under the theme of Environment, is positioned as an

growth businesses, including that of DX and SX businesses, toindicator for “expanding eco-friendly products and solutions.”

more than 50% of the total in the fiscal year ending March 2026.

“Number of services enriching people’s lives (personal data

The planned breakdown of operating profit for growth

platforms leveraging information banks/the metaverse),” underbusinesses—DX (Erhoeht-X™), SX in Japan/overseas Living &the theme of Communities, is an indicator for secure personal-

Industry, and new businesses (frontier)—is shown below.

data-related services in the DX business. And “number ofservices that contribute to health,” under the theme of People, isTransformation,” the TOPPAN Group aims to help shape asustainable society and enhance enterprise value as a leader in

Growth Businesses and
TOPPAN Business Action for SDGs

providing solutions to social issues worldwide through digitaltransformation (DX) and sustainable transformation (SX). In

an indicator for solutions linked to extending healthy life
expectancy in the area of new businesses.
We have also defined the themes of “environmentally

DX, we aim to transform society, our customers, and the

In terms of contributing to the SDGs, TOPPAN Business Action

friendly & sustainable production” and “employee health & jobbusiness of the TOPPAN Group from a digital starting point,

for SDGs, which sets out the areas of focus under the threesatisfaction” under Companywide Materiality as the foundation

while in SX, we aim to address social issues through ourBusiness Materiality themes of “Environment,” “Communities,”

for supporting the Business Materiality themes.

business and drive management with a focus on sustainability.

and “People,” has been incorporated into our Medium Term

As part of these efforts, we are transforming our business

Plan, taking a long-term perspective to 2030. We will link this tocoordination with the key sustainability themes of climate

portfolio, strengthening our management foundations, andbusiness portfolio transformation and set target figures aschange, human capital and diversity, human rights, and supply

expanding sustainability initiatives. Under the New Medium

indicators aligned with each growth business.

chains.

“Percentage of packaging sales accounted for by sustainable

Term Plan that takes fiscal 2023 as its first year, we are

Breakdown of Operating Profit for Growth Businesses
Priority businesses 13%
Existing businesses

68%

Electronics

43%

Fiscal2022 result

重点事業
Operating
proﬁt
13%

76.6

Growth businesses

19%
Erhoeht-X™ 12%
SX in Japan/
Overseas
Living &Industry

Growth businesses

Existing businesses

36%
24%

Fiscal2025 plan

Operating proﬁt

7%

110.0

billion yen

Living & Industry 13%

Alignment of TOPPAN Business Action for SDGs with Growth Businesses

Priority businesses 12%

Electronics

25%

Environment

52%

Communities

Creation of safe, secure,enriched communities

PeopleEmpowerment andfulfillment of body and mind

Erhoeht-X™ 25%

Sustainable global environment

SX in Japan/
Overseas
Living &Industry

Percentage of packaging sales
accounted for by sustainable
packaging*1

Number of services enrichingpeople’s lives*2

Fiscal 2022 result: 37%

Fiscal 2022 result: 4

Fiscal 2022 result: 15

Fiscal 2025 target: 50%

Fiscal 2025 target: 10

Fiscal 2025 target: 20

billion yen

Information &Communication

We are driving this series of efforts across the Group in

21%

Living &Industry 12%
Information &New businesses (frontier)Communication 12%
6%*The denominator used for calculating percentages is operating profit before the deduction of adjustments.

19(Personal data platforms leveraging
information banks/the metaverse)

Number of services that
contribute to health*3

Fiscal 2030 target: 100%

Fiscal 2030 target: 20

Fiscal 2030 target: 30*1 Refers to packaging productsthat contribute to CO2 reduction,
plastic volume reduction, or
improved recyclability. Targets arefor single fiscal years.

*2 Refers to services leveraging
metaverse and information bankplatforms that handle personal
data securely. Targets are
cumulative figures over the years
leading up to the target year.

*3 Refers to services that provide added
value in the healthcare field. Targets
are cumulative figures over the years
leading up to the target year.

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Material Issues to Address
Selecting the Material Issues

Selection Process

To further accelerate our efforts to address social issues, in 2019

We selected the material issues based on the criteria described

we defined the material issues on which to focus in ourabove by comprehensively assessing the corporate activities ofsustainability activities. We classify the selected issues into two

the Group through discussions with relevant departments. The

categories: Business Materiality, issues of focus in our businessappropriateness of the selections was checked through dialogue

activities, and Companywide Materiality, issues to address inwith stakeholders and outside experts. Senior management

Groupwide operations as a good corporate citizen.

reviewed the selections and finalized them with authorizationfrom the Board of Directors.

Selection Criteria
In selecting the material issues, we took as our starting point the
Corporate Philosophy, Corporate Creed, and Conduct
Guidelines presented in TOPPAN VISION 21 . Along with the

The selections are being reviewed through a series ofprocesses together with consideration of the Medium Term
Plan.

Process for Selecting the Material Issues“markets & customers” and “technology & expertise” approaches
encompassed within the Business Fields, we have also embraced
the concepts underlying the SDGs, a set of long-term global
development agendas. The selected material issues are pathways
for contributing to achievement of the SDGs through the use of
the TOPPAN Group’s technologies and expertise to create newvalue.

Identificationof issues thatthreaten thesustainability of
global society

Generation ofbusiness ideasthat allow the
TOPPAN Groupto offer distinctive
solutions to theissues identified

Judgment ofimportance inline with twoaxes—degree of
use of TOPPANGroup resourcesand degree ofcontribution tosociety

Selection ofmaterial issues,
centered onfields associatedwith importantbusiness ideas

Checking
appropriatenessthrough dialogue
with outside
experts, making
certain revisions

Authorized by
the Board of
Directors after
discussion
among senior
management

Employee Evaluation
In the Business Division Performance Evaluation System, the
TOPPAN Group has set the degree of achievement ofgreenhouse gas emission reduction targets as one evaluation
item. This Business Division Performance Evaluation System isincorporated into evaluations that determine bonuses forbusiness division employees, including executive officers andmanagers, who are responsible for the business division.

20

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Materiality at the TOPPAN Group
Theme

Business Materiality and Companywide Materiality
We have classified the material issues into the two categories shown below to promote “fulfilling,

Relationship with the SDGs

sustainable living,” an ideal the Group is committed to realizing through its sustainability initiatives.

Environment(sustainable global environment)
Business Materiality(Issues of focus in theGroup’s business activities)

Companywide Materiality(Issues to address inGroupwide activities as agood corporate citizen)

Business MaterialityCommunities(creation of safe, secure, enrichedcommunities)

Business Materiality● Environment (sustainable global
environment)

Creation of safe,
secure, enriched

People(empowerment and fulfillment of bodyand mind)● Communities (creation of safe, secure,enriched communities)

communities● People (empowerment and fulfillment ofbody and mind)

Environmentally friendly & sustainableproduction
SustainableglobalEmployee health & job satisfaction

environment

Fulﬁlling,sustainableliving

The three Business Materiality themes are
Empowerment andfulﬁllment of bodyand mindguideposts for us to follow through theGroup’s efforts to realize “fulfilling,sustainable living.” Efforts focused on
every theme link to the other themes toreinforce the sustainability activities.

Companywide Materiality
Environmentallyfriendly & sustainableproduction

Employee health &job satisfaction

Companywide Materiality● Environmentally friendly & sustainableproduction● Employee health & job satisfaction
As a solid foundation for businessactivities, the two Companywide
Materiality themes provide a platform tosupport our initiatives focused on thethree Business Materiality themes.

21

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Initiatives and Accomplishments Related to Materiality
Initiatives Focused on Business Materiality

Overview of TOPPAN Business Action for SDGs

We formulated and announced “TOPPAN Business Action for SDGs” in 2020 to further accelerate

Environment: sustainable global environment

initiatives focused on the Business Materiality themes. By backcasting from our vision for society in

Recognizing environmental problems including climate change and marine plastic pollution, the2030, we have identified nine areas of focus where we can leverage our distinctive strengths and our

TOPPAN Group engages in development and provision of products and services by leveraging its

unique technologies and expertise.

expertise in environmentally conscious manufacturing and experience in marketing promotions andin collaborative projects with large numbers of partners. These efforts, along with new businessIn 2021, we set targets for fiscal 2025 and fiscal 2030 in each of the nine areas of focus to clarify

creation, are designed to lead to resource circulation and greenhouse gas emission reductions ingoal setting focused on the SDGs.

support of a sustainable global environment so that we can continue leading lives that are just as

TOPPAN Business Action for SDGs: Nine areas of focus

fulfilling in 2030 and beyond.
Communities: creation of safe, secure, enriched communities
Many social challenges will impact communities in the future, including those arising from security
needs as a result of digitalization as well as population decline and increasing urbanization in Japan.
With advanced digital and security technology as well as advances in VR and other media
development, we offer safe and convenient services optimized for local regions to support thecreation of safe, secure, and enriched communities.
People: empowerment and fulfillment of body and mind
People are facing many issues today, including rising medical costs in developed countries withfalling birth rates and aging societies, food shortages due to the growing world population, andchallenges in educational environments due to ongoing social change. The TOPPAN Group isleveraging its strengths in development and manufacturing, including for healthcare-related services,functional packaging, and educational content, to provide services and products that support mental
and physical fulfillment and systems for companies and other organizations to support the wellbeing of their people. These efforts contribute to empowering and fulfilling people in body and mind.

22

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Business Materiality: Targets and Results (Activities and targets set out in TOPPAN Business Action for SDGs)
Items in red are those where indicators have been changed or target values revised upwards.
*Target figures marked with an asterisk are cumulative figures over the years leading up to the target year. (Other targets are for single fiscal years)

Creating a circular economy
Percentage of barrier-technology-based packaging
switched to mono-material

1%

Fiscal2022（overseas 4%）[Plan: 4％（overseas 7％）］25%

Fiscal2025（overseas 40%）

Fiscal2030

30%（overseas 50%）

Number of proofs of concept for establishing recycling
schemes for packaging and sales promotion materials*
Fiscal2022

28[Plan: 23］

40

Fiscal2025

Fiscal2030

50

Prevent pollution and destruction due to waste by driving processes from sharing
and recovery to upcycling based on the 3Rs (reduce, reuse, recycle), product life
extension, and material development.

Contributing to enhanced quality of life for communities

Using innovative digital technologies to enhance health

Number of local authorities providing residents
services optimized for the community*

Number of services that contribute to health*Fiscal 2022

52

[Plan: 50］

Fiscal 2025

100

Fiscal 2030

150

Take advantage of nationwide network and digital technologies to provide
residents with optimal region-specific services and contribute to sustaining
provincial cities.

Fiscal 2022

15

[Plan: 12］

Fiscal 2025

20

Fiscal 2030

30

Contribute to longer healthy lives for people throughout the world by facilitating
access to healthcare information and services transcending national or regional
borders.

Decarbonizing

Creating a safe society in which we can be ourselves

Reducing food loss to help eliminate hunger

Number of services contributing togreenhouse gas reduction*(Personal data platforms leveraging information banks/the metaverse)

Number of services enriching people’s lives*

Total weight of food in packaging that
contributes to longer shelf lives

Fiscal 2022

29

[Plan: 18］

Fiscal 2025

40

Fiscal 2030

50

Fiscal 2022

4

[Plan: 4］

Fiscal 2025

10

Fiscal 2030

20

Fiscal 2022

250
kilotons[Plan: 270 kilotons］

Fiscal 2025

300
kilotons

Fiscal 2030

400
kilotons

Contribute to reduction in greenhouse gas emissions and the mitigation of global
warming by providing eco-friendly materials and schemes as well as solutions forenergy saving and energy creation.

Leverage security system technologies to create environments that enable
everyone to use their own data safely and provide personal data usage services
that achieve both enhanced usability and privacy protection.

Reduce food loss throughout the value chain from primary industry sectors to
consumers by combining functional packaging and digital transformation toextend shelf lives and optimize the balance of supply and demand.

Expanding eco-friendly products and solutions

Showcasing and preserving culture

Creating obstacle-free educational environments

Percentage of packaging sales accounted forby sustainable packaging

Number of archives of materials
related to culture and industry*

Number of people whoselearning we contribute to (cumulative)

37%

Fiscal2022[Plan: 33%］

Fiscal 2022

94.3

billionyen[Plan: 87.3 billion yen]

Fiscal2025

50%

Fiscal2030

100%

SX priority theme sales
Fiscal 2025

200

billionyen

Fiscal 2030

300

billionyen

Expand TOPPAN’s development of mono-material GL FILM and other ecofriendly products and solutions and ensure contribution to the environment isvisible and widely recognized by establishing certification programs.

Fiscal 2022

130

[Plan: 118］

Fiscal 2025

150

Fiscal 2030

200

Combine experience in the fields of culture and education with cutting-edge
technologies to develop solutions for preserving and passing down tangible andintangible culture and protecting the world’s diversity.

23

Fiscal 2022

21m

[Plan: 21 m］

Fiscal 2025

Fiscal 2030

（Japan）（Japan）

24-m（overseas）

30
100

m

（overseas）

mCreate a society in which anyone can learn anywhere and anytime by providing
a global platform combining educational software and translation technologies.

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Companywide Materiality: Targets and Results
Environmentally Friendly & Sustainable Production

and on the TOPPAN Group Medium-and-Long-Term
Environmental Targets for Fiscal 2030.

We engage in efforts throughout the value chain including the
supply chain, based on the TOPPAN Group Environmental

See the TOPPAN Group Environmental Vision 2050 on page 96

Vision 2050, which defines long-term efforts for global

See the TOPPAN Group Medium-and-Long-Term Environmental Targets

environmental issues aiming to realize a sustainable society,for Fiscal 2030 on page 96● Contributing to Decarbonization● Contributing to Resource Circulation

We primarily contribute to decarbonization through rationalization of energy use and energy

We position the formation of a circular economy as a critical challenge for management and aim for

management, along with proactively using and promoting the widespread use of renewable energy,

zero waste emissions by fiscal 2050 through reducing waste generated in business activities andaiming to achieve net zero greenhouse gas (GHG) emissions for Scope 1+ 2 and Scope 3 emissions

reusing and recycling the waste that is generated.

by fiscal 2050.
Metrics

Fiscal 2030 Targets

Fiscal 2022 Results

Scope 1 and 2 GHG
emission reduction

Reduce by 54.6% compared to thefiscal 2017 level(Renewable energy ratio of 6.5%)

Reduced by 28.2% compared to thefiscal 2017 level(Renewable energy ratio of 1.2%)

Scope 3 GHG
emission reduction

Reduce by 54.6% compared to thefiscal 2017 level

Reduced by 20% compared to thefiscal 2017 level

Metrics

Fiscal 2030 Targets

Fiscal 2022 Results

Final landfill waste disposal*

Reduce by 60% compared to thefiscal 2017 level

Reduced by 10.8% compared to thefiscal 2017 level

Waste plastic material
recycling rate

Increase by 12% compared to thefiscal 2017 level

Increase by 3.7% compared to thefiscal 2017 level*Applies to waste derived from production● Preserving Biodiversity● Optimal Water Use

For the sustainable use of natural resources, we are working toward the targets of reducing threats to

Safe water is a necessary resource in production activities and biodiversity conservation, and thebiodiversity and protecting 30% of the world’s land and waters, aiming for co-existence with nature

TOPPAN Group engages in water conservation activities and wastewater pollution prevention

that both conserves the rich natural environment and enables social and economic activity.

activities at operational sites in areas experiencing high water stress to contribute to improved water

Metrics

quality by realizing optimal water use and preventing water pollution.

Fiscal 2030 Targets

Confirmation of legality of procurement of raw materials of
paper

100%

Contribution to the conservation of regions in which humans
coexist with nature both inside and outside the Group*

Equivalent to 10% of the area of
manufacturing sites*Based on the site area of the former Toppan Inc. and subsidiaries with manufacturing facilities

Metrics

Fiscal 2030 Targets

Number of sites with high water risk* at which water withdrawal reduction targets
are achieved

50% or moreCases of action taken by authorities due to exceeding regulatory threshold values

0*Sites with water stress in excess of 40%
Environmental Policy
https://www.holdings.toppan.com/en/sustainability/environment/

24

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

driving the DX business, expanding the Living & Industry

a critical challenge for management, we are investing in humanbusiness overseas (SX business, global business development),

assets to contribute to medium- to long-term value creation for

Looking to business portfolio transformation as a priority

and creating new businesses (frontier). Recognizing thethe Group and implementing a range of human resource

measure for the medium to long term, we are focusing on

recruitment and development of human assets to support this asmeasures.

Employee Health & Job Satisfaction● Building a Human Asset Development Program
We are working on recruitment and development of human assets to support business portfoliotransformation by implementing programs to develop diverse human assets and achieve intra-Groupmobility of human assets. We are also implementing programs to develop management human assets
who will lead us in the future.
MetricNumber of employees (human assets)
engaged in Erhoeht-XTM*1

Fiscal 2025 Target

Fiscal 2022 Result

6,000

4,300

*1 The former Toppan Inc. and consolidated subsidiaries, including those overseas
Erhoeht-X™ (erhoeht cross) is the concept for our Companywide efforts to support digital innovation of society andbusinesses and drive our own digital transformation.

We place importance on diversity and inclusion that leverages our differences as drivers of change.
We promote women’s advancement in the workplace and efforts for gender diversity and implement
measures to support employees balancing work with childcare or nursing care.

Elimination of Gender Disparities

Percentage of women in management*2

Fiscal 2025 Target

Fiscal 2022 Result

14.7%

12.2%

Fiscal 2030
Targets

Fiscal 2022 Results

Percentages of male andfemale employees working
as managers andsupervisors*3

Eliminating
genderdisparities

Female 0.74 : Male 1.00

Percentage of eligible male
employees taking childcare
leave*4

80.0%

72.9%

10-year retention rate bygender*5

Eliminating
genderdisparities

Female 0.87 :Male 1.00

Fiscal 2011 hires

Female 0.75 : Male 1.00

Fiscal 2012 hires

Female 0.86 : Male 1.00

Fiscal 2013 hires

Female 0.95 : Male 1.00

*3 At the former Toppan Inc., percentages of employees working as managers and supervisors, out of all current
employees recruited as regular hires from 2004 to 2013 (as of March 31, 2023). Difference between proportions forfemale managers/supervisors and male managers/supervisors when value for male managers/supervisors is set as
1.00.
*4 At the former Toppan Inc., a percentage calculated by dividing the number of male employees who took childcare
leave in fiscal 2022 by the total number of male employees with children born from April 2022 to March 2023
(The method for calculating this percentage is based on the applicable Japanese act requiring disclosure of thepercentage.)*5 At the former Toppan Inc., calculated the average 10-year retention rates by gender for regular hires from fiscal
2011 to fiscal 2013 (new graduates from technical colleges, universities, and graduate schools). Difference between
rates for male and female employees when value for male employees is set as 1.00.

● Promotion of Diversity & Inclusion

MetricMetrics

Support for Employees with Children*2 The former Toppan Inc. and consolidated subsidiaries, including those overseas

Metrics

Fiscal 2030 Targets

Fiscal 2022 Results

45.0%

15.2%

Attendance rate of managers in Hagukumi Seminar

100.0%

75.8%

Participation rate in Hagukumi Circle*8

10.0%

11.4%

Participation rate in Hagukumi Art Salon*6*7*6, 7, 8 The former Toppan Inc. standalone
Diversity & Inclusion
https://www.holdings.toppan.com/en/sustainability/social/diversity.html*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

25

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director● Employee Well-being
To ensure human assets with diverse capabilities and careers, we have introduced an original
job-based personnel system and design new programs that harmonize gains in corporate value andemployee motivation. We also implement measures to promote the health of employees and theirfamilies and programs to improve the physical and mental condition of each employee.

Employee Engagement
Metrics

Fiscal 2025 Targets

Fiscal 2022 Results

Fiscal 2021 Results

Engagement score*9

Improve by 5 points compared tofiscal 2021

70.6 points

69.8 points

Health risk value*10

Improve by 6 points compared tofiscal 2021
(96 points)

101 points

102 points

Condition risk
determination*11

Improve by 4 points compared tofiscal 2021
(17.1 points)

22.6 points

21.1 points

Fiscal 2030 Targets

Fiscal 2022 Results

Obesity risk

20.0%

27.9%

High bloodpressure risk

8.0%

10.8%

Diabetes risk

8.0%

10.9%

Lipid risk

28.0%

30.1%

Medicalexaminations*13

Gynecologicalscreening rate

75.0%

78.4%

Medicalexaminations*14

Family healthcheckup rate

95.0%

84.3%

*9, 10, 11 The former Toppan Inc. and consolidated subsidiaries in Japan

Prevention of Serious Illness
Metrics

Employees

Families

Risk of serious
illness*12*12, 13, 14 The former Toppan Inc. standalone
Employee Health & Safety / Work-Life Balance
https://www.holdings.toppan.com/en/sustainability/social/health.html

26

Sustainability Report 2023

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Progress in the TOPPAN Group’s Sustainability Initiatives
2011
Embraced the ISO 26000 standards

TOPPAN Group Declarationon the Global Environment

related information
disclosure

2000
TOPPAN VISION 21
and Business Fields

Five approaches
in business

2020

2009

2011

2021

TOPPAN SDGs
STATEMENTTOPPAN Business
Action for SDGs

● Selected material issues● Identiﬁed nine areas of focus

for business activities
and Companywide
operations● Deﬁned Corporate Structure

Shaping TOPPANʼsBusiness Fields

TOPPAN Group
Human Rights Policy● Enriched climate change-

activities

2006

TOPPAN Group
Environmental Vision 2050

Announced support
for TCFD
recommendations● Guiding principles for sustainability

Revised the TOPPAN Group
Environmental Vision 2050

2021

2019

Became a signatory to theUnited Nations Global Compact

2000

2023

TOPPAN Group CSR
Procurement Guidelines(second edition)

2009

2006

2014

2014

pertinent to Business
Materiality and set out future
activities

2019

2020

2022

Deﬁned TOPPANʼs Purpose & Values

Revised the CSR procurement
guidelines into the
TOPPAN Group
Sustainable Procurement
Guidelines

Set targets for TOPPAN
Business Action for SDGs
● Set ﬁscal 2025 and ﬁscal 2030

targets for the nine areas of focus

2021

2022

2023

Reshaping the Business Fields
Markets & Customers
Four growth ﬁelds

Technology & Expertise
Five segments

Accelerating DX and SX initiatives
Transforming the business portfolio

SDGs

Transition to a holding
company structure

A leading provider of solutions for social issues worldwide through DX and SX

27

Sustainability Report 2023

A corporation that creates social value● Guidance on sustainability activities

Contributing to achievement of the SDGs Growing into a truly sustainable corporation

Contents

Introduction

Management

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

To Our Stakeholders | TOPPAN’s Sustainability Initiatives | Message from an External Director

Message from an External Director
The Direction for the TOPPAN Group’s Sustainability Management Going Forward
Mieko Nakabayashi
External Director

Developing Human Assets to Drive Solutions in a
Turbulent World

Contributing to Fulfillment and Happiness While
Balancing Sustainability and Economic Activity

work together on sustainability management. Investors are

Companies must continuously transform to survive and grow.

The world is at a historic watershed as it faces complex,

starting to demand effective ESG practices. Organizations

Efforts to drive DX and SX under the key concept of “Digital &interrelated issues, such as Russia's invasion of Ukraine andcomposed of global institutional investors are changing their

Sustainable Transformation” embody TOPPAN's awareness ofhigh inflation after the pandemic. This situation is known aspolicies to focus on pressing companies to take concrete action.

this need. TOPPAN has committed not just to transforming its

VUCA (volatility, uncertainty, complexity, ambiguity), a concept

For example, international investors have launched the Climate

portfolio and raising enterprise value, but also to leadingthat rapidly began to attract the business world's attention in the

Action 100+ (CA100+) initiative, which urges companies tosolutions to social issues on a global scale.

2010s.

Coherent Action Based on Global Collaboration
It is increasingly important for TOPPAN Group companies toaccelerate decarbonization. More than 700 institutional

The G7 Hiroshima Summit this year was a focus of

In a world of accelerating VUCA, the TOPPAN Group has

investors participate, and there are also several funds focused

attention due to its importance, and “economic security” was ondevised its Purpose & Values and committed to management

on decarbonization. They will no doubt scrutinize not just verbal

the agenda for the first time. Agreement was also reached on thefrom a long-term perspective. Recent years have seen a backlash

commitments, but also capital investment plans forneed for rules for generative AI. Growth of the digital sector isagainst the SDGs and a tendency to return to short-term

decarbonization. Companies will need to demonstrate that theirrapid, and the issue is directly related to national security.

thinking. However, financial statements are not enough toefforts are not just for show, so called greenwashing.

Although pressure on Russia and China was said to be aimed

respond to capital markets wanting to know how resilient

TOPPAN needs to see this as an opportunity, take the

not at decoupling but at risk mitigation, it appears Japanese andcompanies are over the long term. Long-term sustainability

initiative in disclosing investment and other plans, and ensure

American semiconductors are flowing into Russia via China andmanagement could be rephrased as a company's ability to look

policies are entrenched at entities overseas. From theother countries, contributing to the continuation of the war.

ahead.

perspective of governance, coordination between entities in

Supply chain restructuring is a critical issue, including

Japan and overseas will be vital to ensure consistentaddressing the Global South.

sustainability management across the Group. It is not an easy

The TOPPAN Group needs to strike a balance between
sustainability and economic activity, something filled withIn this turbulent situation, the TOPPAN Group must securecontradictions. It is important to build a consensus withmission, but with the transition to a holding company structureand develop global human assets while keeping an eye on thestakeholders and civil society. Proactively disclosing non-as the launchpad, there is value in taking on the challenge.

world order based on the rule of law. To contribute as a company

financial information will be a driving force. The TOPPAN

that leads the world, human asset development targeting true

Group has a key role to play in enabling true fulfillment anddiversity is required.

happiness while demonstrating that they can go hand in handwith business.

28

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Social
P. 30 Human Assets

P. 72 Research and Development

P. 45 Diversity & Inclusion

P. 75 Intellectual Property

P. 54 Human Rights

P. 79 Total Quality Assurance

P. 60 Employee Health & Safety / Work-Life Balance

P. 81 Engagement

P. 66 Supply Chain Management

P. 85 Social Contribution Activities

29

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Human Assets
Basic Approach
Approach

Mindful of how deeply we depend on our employees, we strive

Human Asset Development
Programs
SystemFostering Managerial Talent
Training, education

We are systematically nurturing human assets with theto foster employees who will one day go on to create new

The Human Resource Development Center in the Personnel &experience and competence necessary to occupy managerial

knowledge and skills. The TOPPAN Group has been nurturing

Labor Relations Division coordinates with persons in charge of

positions with a view to sustaining and enhancing ourworking environments and a corporate culture ideal for thehuman asset development across departments throughout theorganizational competitiveness.

sustainable growth of individuals and TOPPAN as anGroup to institute personnel training programs. These programs

organization that contributes to society.

are organized systematically around TOPPAN UNIVERSITY, aand pool talent that will drive our business portfolio

We value our employees as human capital, that is, as

A wide variety of programs have been arranged to foster

platform that strives to foster leaders while supporting the skill

transformation. Seamless rank-based training programs are

precious “human assets.” We are convinced that maximizing theand career enhancement of employees through basic andorganized to nurture personnel with the qualities of future

value of human assets will generate human-led innovation thatspecial programs, leader development programs, and personalleaders, both male and female, across all age groups.

drives our business growth.

empowerment programs. The center deploys the Human

The TOPPAN Group Human Rights Policy calls for

Through these systematic programs, we continue to develop

Resource Development Laboratory (HRDL) as an R&D base tohuman assets who are ready to succeed senior management.

appropriate personnel treatment based on individual work

study, research, and verify ideal programs for personnel

The fostered managerial talent will spearhead the reinforcement

performance to motivate employees to perform to their fullinnovation that inspire self-transformation and expandof a management structure that addresses business shifts andpotential. We provide diverse personnel development programs

individual potential and abilities to create new value.

secures the sustainable development and management stability

as learning platforms where human assets can develop abilities
suited to their individual jobs and careers.

Annual employee questionnaires on personnel developmentof the Group.

measures have been organized at Toppan Inc. since fiscal 2012.
Employees’ appetite for learning, evaluations of the measurescurrently practiced, and opinions on workplace support forlearning have been collected and shared with all of the officers
as important data to be used in the design of new development
programs. Of 9,500 respondents in fiscal 2022 (RR 90.5%), 7,912(83.3%) employees evaluated personnel measures as favorable.

30

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Systematic Human Asset Development Programs
Respect for human beings

A core management principle since our foundation in 1900

Human asset
development policy

Mindful of how deeply we depend on our employees, we will foster human assets who will one day go on to create new knowledge and skills. We will nurture
working environments and a corporate culture ideal for the sustainable growth of individuals and TOPPAN as an organization that contributes to society.

Approach to human asset
development

1) Individual growth engenders our growth and individual competitiveness engenders our competitiveness.
2) Fostering self-directed individuals: We will foster self-directed human assets who take the initiative in value creation.
3) Creating excellent collective knowledge: We will nurture distinguished personnel who generate excellent collective knowledge that enhances decision-making
and actions across the Group.

Ideal human assets and organization

A human asset who accurately understands and proactively practices the principles of our Purpose & Values and an(Human assets to be fostered within the Group)

organization that makes decisions and acts based on excellent collective knowledge.

Three key competencies

1 Communication skills

2 Enhanced sensitivity

3 High aspirations

R&D at HRDL

Self-transformation & new-value creation
Sensitivity
ResearchGroup

Neuroscience
Research GroupArt Innovation
Research Group

Physiological
Condition
Research Group

SDGs ResearchGroup (throughBuddhist teachings)

Kanosei
Art Project

Universe andAstronomy
Research Group

Airin
Blue ProjectTechnology
Research Group

Philosophy
Research GroupLDP-S(senior)Selective programs
Skills programs
Head-oﬃcedivision-based
training

Rank-based programs
Selective programs
Skills programs
Head-oﬃce-division-based
training

Training for new division managers

Rank-based programs

New sales personnel
reinforcement programs

Variousoverseas
study
programs

Oﬃcer training

Traineesystem*LDP: Leader development program

Basic sales training

Global leadershipprograms―abroad

Training for new oﬃcers

Global leadership programs―advanced

General training for plant managers

Administration

Global leadership programs―basic3Training for new plant managers

Manufacturing
Production
management

LDP-M(middle)Training for department
managers―advanced

Technology
Research

Practical
communication
workshop2

Training for new department managers

Sales
Planning

LDP*-J(junior)Manager training―advanced

We will・oﬀer education to develop individuals who can contribute tocorporate growth and the development of society at large;
・provide quality training programs for motivated individuals;
・arrange practical programs in alignment with actual job duties; and・respect and support the independence and personal empowermentof our human assets.

Next-generation executive training programs
Next-generation leader development programs

GLOBAL

1

Manager training before assignment
Groupwide training for new managers

Training policy

3

External training
programs

Supervisor training―advanced

Overall structure

Training for new employees
Training for mid-career hires

Note: A virtual platform for engaging in personnel development and training programs
fashioned in an accessible, university-style. Not a formal university within the Group.

President Maroʼs innovation program
Programs to nurture future business creators
Social innovation programs
Comprehensive MBA essentials program

Training for new supervisors

Mindful of how deeply we depend on our employees, we will foster human assets whowill one day go on to create new knowledge and skills. We will nurture working
environments and a corporate culture ideal for the sustainable growth of individuals
hand in hand with our growth as an organization that contributes to society.

2

Training for 3rd-year employees

Purpose of establishment

Training for 2nd-year employees

Purpose, Structure & Training Policy

Composition of Groupwide basic education, rank- & job-based
training courses, selective leader development programs, and apersonal empowerment platform supported by the infrastructure of
the Kawaguchi and Yugawara Training Centers, TOPPAN VR
Online Training Center, and Career Navigator (online portal
providing comprehensive information on personnel development)

Executive management
programs
LEADER
Cross-industrial
exchange programs

Rank- & job-based courses TOPPAN history; TOPPANʼs Purpose & Values; Human rights training; Compliance; Information security; Safety, health, and ﬁre protection; Mental healthcare
Early career planning

OJT

Trainer training system

Rotation system
Challenging Job System

Groupwide compulsory
training (e-learning programs) Training on Executive
eﬀectivebusiness
Career Navigatordata
schoolBasic Internal webpages on
utilization
courses human asset development

Human Resource Development Laboratory (HRDL)TOPPAN VR Online Training Center

Personal empowerment

Key themes

D&I
programs

Subscription-based training courses(Manabi-hodai “all-you-can-learn buﬀet” library)Group training / E-learning programs / Assessment / External
training program / Open seminars / Digital technology training

Correspondence-learning courses / E-learning programs
Liberal arts (general knowledge, sensitivity); Diversity;
Skills for global businesses; various other subjects

31

Careerdevelopment& jobtransfer
programs
ESG
programs

MOT & DX programsGroupwide
Programs for
Programs
programs
encouraging
to enhance to strengthen
employees
technologicaldigitalto acquire digital
capabilities
knowledge
technology
foundations
certiﬁcations
Digital technology
e-learning platform

Basic training
on digital marketing(as of September 2023)

Sustainability Report 2023

Training before overseas
assignment

Leader Development
Advance―Shaping the Future1
Shaping the Future

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Fostering Human Assets Active inthe DX Arena
SystemTraining, education

for their individual jobs and career plans. We also provide
employees with the opportunity to train for Microsoft Azure
certifications, as well as a cloud-service training program to

Activity results, performance data

equip employees with the skills required for Amazon Web

We are enriching training platforms for digital knowledge andServices (AWS) certifications (run jointly with Amazon Web

skills to expand the DX skills of human assets across positions

Services Inc., the world’s most broadly adopted cloud platformand departments throughout the Group. We nurture an

provider). New courses to acquire data science certificationsorganizational culture that emphasizes continuous learning, inand learning programs on AI and deep learning were introduced

the recognition that constant self-improvement and deeper

in fiscal 2022 to further upgrade our digital education

knowledge beyond the expectations of customers will be key incurriculum with a view to fostering personnel who will advancethe digital era.

the digital transformation.

A learning platform for subscription-based training on ore details on the Data on DX Human Asset Development Programs
M(See page 40)

digital technology has been developed to keep human assets
constantly up to date on the latest digital knowledge necessary

DX Training Based on Digital Literacy● SupervisoryA leader guiding other human assets● Fluent human asset with practicalAknowledge or experience● GeneralA human asset with basic generalknowledge needed to develop therequired skills● Inexperienced

Digitally challenged

Training System

An assortment of programs for acquiring the knowledge and skills needed to perform the assigned jobs, empowerment programs for career development, and various
other programs suited to individuals at different digital-literacy levels

Groupwide compulsory courses

Literacy Level

Digital learning platform

Cloud course

Licensing exams & specialist courses

Acquire the latest high-quality digital

Microsoft Azure training programs and original・D igital marketing training

necessary manner through department-

Amazon Web Services Inc. (AWS, the world’s

・Generalist certifications

knowledge and skills in a timely and

TOPPAN training programs designed jointly withbased training and personal empowerment

No.1 cloud platform provider) to convey essential

programs

knowledge for digital business and prepare*Selectable from 7,300 courses on Udemy and140 courses on Aidemy

・AWS certification (introductory)

・Data scientist certifications
・DX business certifications

employees to acquire AWS and Azure
certifications

・AWS certification (intermediate)・Microsoft Azure certifications

32

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Fostering Human Assets Active in
the SX Arena
SystemTraining, education

Activity results, performance data

in Fukushima Prefecture, an area affected by the Great East
Japan (Tohoku) Earthquake. In total, 1,748 employees havevisited Fukushima in nine separate years. We also run an
ongoing Social Innovation Program and Kanosei Art Project

Since 2013 we have been organizing training programs to foster(kanosei means “potential” in Japanese) to develop innovative

human assets adept in sustainable transformation (SX) as

businesses with a balanced approach to solving social issues

members of a group of corporations that creates social value andand creating economic value. Our goal is for the human assets

contributes to a sustainable society through environmental,

fostered in these initiatives to contribute to our social innovationsocial, and governance (ESG) initiatives.

businesses.

We continue to dispatch employees on fieldwork programs

DX Human Asset Fostering Programs
Program

Personnel dispatches to
JICA-JOCV

Cumulative
No. ofParticipants

Launched inConcept & Outline

2013

To foster human assets who will be able to lead Japanese society and theJapanese economy based on the objective viewpoints they have gained bycomparing Japan’s industrial, legal, and other systems with those in overseas
countries where they have worked

A program for developing innovative businesses that take a balanced approach to solving social issues and creating
economic value

A total of 1,748 employees (incl. 434 online participants) who have visited Fukushima since 2013

Social Innovation Program

2013“Advance—Shaping the
Future”

2014

Fieldwork program for
managers in Fukushima

2015

To equip employees with creative thinking abilities they can apply to thedevelopment of innovative next-generation businesses that balance solutions
to social issues with economic value creation
To create networks and drive the integrated strengths of the Group byencouraging employees to think and act independently and explore “what
TOPPAN can do to solve social challenges”

33

17

Expanded Organizations and Work
We have established organizations that drive social

innovation programs. The human assets fostered bythose organizations contribute to the programs.

● Apr 2016 Social Business Center
1,748● Jan 2018 Social Innovation Center● Apr 2020 Social Innovation Subdivision● Apr 2023 Social Innovation Center*

430*Organizational change

867
481

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Fostering Human Assets Active in
the Global Arena
SystemTraining, education

We have been hiring non-Japanese individuals and arranging
frequent personnel exchanges between overseas Group
companies as part of an overall effort to adapt to our more

Structure for Fostering Global Human Assets
Stage 1-3: Personnel engaged inoverseas business

Developing global human assets
within the HR system

globalized business operations.
We believe that human assets can thrive in global businessarenas when they are business literate and have the requisitebusiness communication skills and overseas experience, alongwith advanced language skills and cross-cultural competencies.

Assignhuman assets

Stage 3
Seniorleaders inglobal business(senior management)

We work to visualize qualified personnel and formulate training
plans to nurture them.
The annual language-proficiency assessment identifies the

Database

Stage 2
Leaders in global business(managers)

global business potential of the TOPPAN workforce andestimates how many personnel should be assigned to the

Fosterhuman assets

Identify
human assetsinternational operations of the Group. Based on the assessment
results, we are fostering global personnel through a humanStage 1resource (HR) system that encourages employees to participate

Candidates for leaders in global businessin various global business programs, acquire basic literacy and(supervisors, non-managerial staff)

knowledge required for overseas business in fields such asaccounting and finance, and gain experience outside of Japan
via dispatch beyond borders.

Stage 0Non-managerial staff not involved in overseas business

34

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Research and Development at
HRDL

Our three-level approach to personnel development isbelieve that human assets can innovate and create new value

shown in Figure 1. At the first level, we seek continuous

when they are better able to recognize non-quantifiableimprovement in training programs through a PDCA cycle. At thecognitive attributes such as sensitivity and non-verbal

second, the training effectiveness and efficiency gained at theunderstanding. We are forging ahead with medium- and long-

In April 2017 we launched the Human Resource Development

first level are maximized with human resource (HR) technology

term research and development projects in cooperation with

Laboratory (HRDL), an R&D base to study, research, and verify

and various other technologies. At the third, we study, research,outside experts.

ideal programs for personnel innovation. The fields of interestand verify ideal methods to stimulate human asset innovation.

Activity results, performance data

In its work at the third level, the HRDL aims to produce anrange from neuroscience and brain research to physiologicaloriginal personnel development model by applying the lab’s

condition analyses and business support technologies.

advanced approaches to the existing training system at the first

The HRDL applies interdisciplinary expert knowledge fromlevel.

outside of the Group to design original personnel development

The HRDL embraces sensibility and non-verbal dimensions

models that promote self-transformation and inspire individuals
to fulfill and expand their potential and abilities. The researchby transcending the verbalized dimensions in which

outputs are expected to spur TOPPAN’s brand new value creation.

conventional training programs are organized (see Figure 2). We

Systematic R&D at HRDL in 2023 (for innovative human asset development)

Figure 1: Three-level Approach to
Human Asset Development

Self-transformation: Fulfill and expand
individual potential and abilities
Neuroscience
Research Group(Understand and exploit
brain functions)Physiological Condition
Research Group
Technology
Research Group(Understand and exploit
physical functions)

Sensitivity
Research
Group
Transcend
subjectivity
and enhancesensitivity

Create new value
by fusing art,
culture, andtechnology

SDG
Research
Group

Apply
Buddhistteachings tobusiness

Kanosei(potential)
Art Project
Collaborate
withborderlessartists

Heightendisasterprevention
awareness,
cultivate
leadership, andlearn thesignificance ofdecisionmaking*Deep exploration into dimension D

3rd level

Scientific approach via
HRDL-designed models
Designing original advanced
models to fulfill and expand
individual potential and abilities

D

The world we neither perceive
nor feel (unknown, non-verbal
dimension)

C

The world we feel (sensory
and nonverbal dimension)

B

The world
we recognize(verbaldimension)

Digging deeper into knowledge

2nd level

Approach to new value creation
Airin Blue
Project

Figure 2: Dimensions Covered by HRDL

Exploring knowledge(Augment human functions
with technologies)

Art
Innovation
ResearchGroup

Human Resource Development Laboratory

Universeand
Astronomy
ResearchGroup

Apply learningin spacescience andastronomy tobusiness

Philosophy
Research
Group
Encourage
philosophicalreflection to
pursue thenature ofthingsReinforced foundation 2.0 with
HR technology
Shifting to individualized
support with technologies andmacro-based learning
environments

Standardization
Optimization

Deepening knowledge

1st level

PDCA cycle for continuous
improvement in personnel
development systems

Concentrated
investment

35

Hypothesis
verification ofadvancedmodels
+Accelerated
implementationin existing
training
programs

Enhancedcreativity often
generated byshifting backand-forth
between verbal
and nonverbal
dimensions

A

Dimension
covered by
HRDL

The world
we live in(verbaldimension)

Dimension
covered byconventional
training
programs

Value creation by transcending
assumption framesD

Sustainability Report 2023

C

B

A

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

R&D Efforts at HRDL (1)R&D Efforts at HRDL (2)R&D Efforts at HRDL (3)Neuroscience Research Group

Physiological Condition Research Group

Philosophy Research Group

Neuroscience Research Group that studies ways to apply

maintaining and enhancing the health of human assets andaccomplish three things: to explore ways to leverage

neuroscience knowledge to human asset development. The

enabling higher performance and work efficiency. We have

philosophical viewpoints to devise personnel training programs;

research group aims to develop the individual talents needed for

adopted an innovative approach to personnel development by

to encourage human assets to leverage philosophical knowledge

accelerated corporate growth and the creation of a better society.

entering an advisory contract with Dr. Hideyuki Negoro, aand knowhow to contemplate the nature of things and to apply

Its forefront brain science programs seek to improve thelecturer of medicine at the Harvard Medical School and a

the wisdom gained to business scenarios; and to seek ways

performance and communication skills of human assets byvisiting professor at the Sorbonne University School of Medicine.

TOPPAN personnel can apply philosophical principles towards

shedding new light on the mechanisms of human learning,

The Physiological Condition Research Group set up with Dr.

the creation of new services, solutions, and businesses. The

We are collaborating with DAncing Einstein, Co., Ltd. to form a

We are advancing health management as a means of

We launched a Philosophy Research Group in 2022 to

Negoro has produced Around-the-clock Tips for Betterknowledge and knowhow attained from philosophy have many

Performance , a self-care video to help employees look after theirimplications for the business of the day. Human assets will

specialized knowledge in the form of assessments based onown mental and physical health. Drawing from Dr. Negoro’s

become more adept in pursuing the nature of things by

neuroscience. When preparing to lecture new recruits, internal

expertise in healthcare, this easy-to-understand, animated video

approaching challenges in business, in society, and in their own

instructors learn how to model their lectures and lecture

explains certain things that a businessperson can do in the

lives with insights learned from the latest philosophicalmaterials around the cognitive processes of the learners. This

course of a day to stay in better shape. The video demonstrates

principles.

approach seeks to improve the recruits’ understanding of thegood living routines to follow in the morning, afternoon, and

The Philosophy Research Group has joined the Universe

content they are learning in the training sessions.

evening by describing basic mechanisms of the body, such as

and Astronomy Research Group in a series of training sessions

the clock genes and body clock.

to help managers think from macrocosmic perspectives. The

behavior, emotions, and thinking.
Some of the training sessions for new employees encompass

The research group also uses neuroscience knowledge tounravel human emotions and memory systems and explore ways

We have also sought guidance from Dr. Negoro in theto encourage employees to meet the needs of their workplaces

development of a smartphone app that monitors user wellness

deeply and capture the essence of things based on philosophicalby taking on new challenges as action-ready personnel.

around-the-clock. Employees in many positions, from new hires

knowledge. The sessions sought to promote the acquisition of

to managers, use the app in rank-based training to keep track of

thinking skills needed for the attainment of balanced

daily behaviors such as sleep quality, steps taken, and meals

perspectives and a clear view of the actions expected of futureeaten. The app is also social, with gamified features that get

CEO candidates.

trainees to enhance their performance by competing to learn
good habits.

trainee managers learned how to question the world more

Looking forward, the research group will be exploring thestyles of personnel development TOPPAN envisions for the
future from philosophical perspectives. Wide-ranging findings
from other HRDL research groups will be integrated to create
new value and further innovate the activities at the laboratory.

From a training
session to learn
philosophical views(in Japanese)

From the forefront brain science
programs (upper right and bottom;
in Japanese)

36

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

R&D Activities at HRDL
Program

Neuroscience
ResearchGroup

Launchedin2017

Concept & Outline・A program to apply neuroscience knowledge to human asset development, established with
DAncing Einstein, Co., Ltd. Aims to develop individual talent necessary for corporate growth
and the creation of a better society.

Results・D esigned a forefront brain science program that seeks to improve employee performance and communication skills by shedding new lighton the mechanisms of human learning, behavior, emotions, and thinking; opened the program to client companies for a fee to share theexpertise with wider society.
*F orefront brain science program: 388 participants (total for 16 terms), Forefront brain science program—advanced: 122 participants (total for 5 terms),
Mindfulness & stress management program: 286 participants (total for 12 terms)

・I ncorporated neuroscience knowledge into training sessions for new hires and personnel during their first three years of employment(attended by a total of 7,971 participants, as of July 2023).
・Studied clues on the actions to take in response to new challenges; summarized the findings in a video and art installation for employees.

Physiological
Condition
Research
Group

2017

 roduced Around-the-clock Tips for Better Performance and Breath Control & Tips for Optimal Sleep, Exercise, and Diet, self-care videos・A program to provide human assets with accurate knowledge and skills for maintaining sound ・P
designed to help all Toppan Inc. employees look after their own mental and physical health; a total of 17,503 views (as of July 2023).
mental and physical health, designed with contracted advisor Dr. Hideyuki Negoro, a lecturerof medicine at the Harvard Medical School and a visiting professor at the Sorbonne University ・T eamed up with Dr. Negoro to develop a smartphone app that helps employees manage their own mental and physical health; used the
School of Medicine. The gains in mental and physical health achieved through the program
app in rank-based training sessions for a total of 6,159 participants, from new hires to managers (as of July 2023).
will promote the health management of the Group by improving individual performance and・D eveloped the 3D Stress Check & Support, a comprehensive system for businesses that automatically prescribes tailored support forenhancing work efficiency.
individuals based on the results of mental-health risk screenings.

Technology
Research
Group

2020

・A
 program to nurture human assets who create new value by broadening their human
functions through technology and expanding their individual potential and abilities.

Sensitivity
Research
Group

2018

・A
 program that seeks to unleash creativity and link it with innovation by enhancing sensitivity,
 eld interactive employee workshops in which participants worked with non-verbal dimensions such as smell, color, physical expression,
designed with external research institutions specialized in the human senses, primarily sound ・H
sensitivity engineering, perception, and hearing.
and scent. Researches spatial designs and develops sensitivity-enhancing programs to allow
human assets to merge their human sensitivity into business.

Art Innovation
Research
Group

2018

・A
 program to create new value by fusing art, culture, and technology through an industryuniversity collaborative course established with Kyoto University. Seeks to formulate aninnovative value-creation scheme that enhances the creativity of human assets bytranscending their subjectivity through the logic of artists.

SDG Research
Group

2019

・A
 program designed with the Yoi-Otera Research Institute (yoi otera means “good temples” in ・Produced Buddhist Teachings in Business , an animated video to be viewed across the Group.
Japanese) to develop an approach to human asset development that applies Buddhist・O rganized online fieldwork programs to guide senior managers on virtual visits through the Zenko-ji temple in Nagano and Koyasan
principles to business scenarios. Incorporates Buddhist teachings into employee training tosacred mountain in Wakayama, Japan. The participants learned about the meaning and significance of work and the roles required ofengender innovative ways of thinking about work in modern society, the value of a corporation,
senior management with a thematic focus on the moral values of a corporation.
the concept of being oneself, etc.
・Held internal seminars hosted by monks to present Buddhist principles applicable to business scenarios.

Kanosei Art
Project

2018

・C ontinued to arrange training programs in which new and experienced employees explored ways to add value to the works of borderlessartists (attended by more than 2,700 participants since 2018).
・A project to develop a business model that links a social benefit (the greater independence of・H eld offline and online exhibitions in temples in Kyoto from 2018 to 2021, attracting many visitors from around the world and increasing
persons with disabilities) with an economic benefit (earnings for the Group) using TOPPAN
temple visits overall (e.g., by 1.4 times from fiscal 2017 to fiscal 2018).
technologies that add value to the works of borderless artists, and to foster the next generation
・Selected 50 artworks to be shown at the 2023 exhibition based on in-house votes cast by 4,248 employees and officers in 2021.
of leaders in the process.
・W on the Grand Mécénat Award for the project at the Japan Mécénat Awards 2022 organized by the Association for Corporate Support of
the Arts of Japan.

Airin Blue
Project

2019

・A project to remind people of the value of life through the daily replenishment of flowers inbloom at the final resting place of Airi Sato, a child who perished in Ishinomaki, Miyagi
Prefecture in the tsunami caused by the Tohoku Earthquake. The flowers signify the need fordisaster preparedness and effective action when a disaster strikes, in honor of Airi’s memory.

・H eld an internal seminar on individual preparations to save lives; presented a lecture on the leadership required during disasters anddisaster prevention activities.

Universe andAstronomy
Research
Group

2021

・A
 program to encourage human assets to apply learning and findings from space science andastronomy to business scenarios for new value creation. Encourages employees to think on amacrocosmic scale: thinking broadly, taking in the big picture, and gaining deeper insights
into the futures to which they aspire.

・D eveloped the Space Innovation Framework, a thinking method for new value creation.
・W orked with the Philosophy Research Group on the utilization of the Space Innovation Framework for manager training with a view tofostering thinking skills that generate balanced perspectives and actions; organized training for new division managers to reaffirm two
qualities required in a leadership candidate: a broad, long-term viewpoint and the personal principles of a frontrunner.
・Held employee seminars on space science and culture.

Philosophy
Research
Group

2022

・A
 program with three objectives: to explore ways to leverage philosophical viewpoints in the・H eld training sessions for supervisors to foster inner wisdom (the ability to see the nature of things) and a clear understanding of adesign of training programs for human asset development; to encourage human assets tosupervisor’s roles as a member of the Group that creates social value.
apply the knowledge, knowhow, and inner wisdom (the ability to contemplate essences)learned from philosophy to business scenarios; and to seek ways TOPPAN personnel can・Held internal seminars on philosophical thinking for a deeper questioning of the world in the pursuit of the essence of things.
apply philosophical principles towards the creation of new services, solutions, and businesses.

・D eveloped a business-plan creation support system that compares and proposes business models using a combination of AI and financial
expertise in 2021; incorporated the system into TOPPAN’s in-house personnel training on frontier business creation in the same year.

・D eveloped the Art Innovation FrameworkTM, a thinking method that systematizes the logic of artists to spur the generation of new ideas inbusiness; made an animated video on this framework.
・A rranged an Art Innovation Framework program for managers to transcend subjectivity and create new value; encouraged supervisors toleverage the framework to plan ideas at selective training programs for creating new businesses.
・I mplemented business ideas born from Art Innovation Framework programs as prototypes to be verified on a small scale.
・Held internal seminars focused on the fusion of art, culture, and technology to create new value.

37

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

R&D Results at HRDL in 2022 (1)R&D Results at HRDL in 2022 (2)universal perspective acquired from the findings of spacescience and astronomy. By combining these with its existing Art

Grand Mécénat Award 2022 for Kanosei Art Project

Innovation Frameworks with Art, Buddhism, andSpace

Innovation Framework, the laboratory has established a series

The Kanosei Art Project (kanosei means “possibility” inJapanese) was organized in fiscal 2018 as an activity that uses

The Human Resource Development Laboratory (HRDL) was

innovation through perceptive thinking in the realms of art,

TOPPAN technologies to add value to the works of borderlessestablished in 2017 as an R&D base committed to the study,

Buddhism, and space science/astronomy.

artists. The project seeks to develop a business model that links

research, and verification of ideal programs for personnel

Advantages of the Buddhism Innovation Framework

solutions to social issues (the greater independence of persons

innovation. In 2020 the laboratory developed the Art Innovation

・Recognize egoism and altruism

with disabilities) with an economic benefit (earnings for the

FrameworkTM, a thinking method that systematizes the logic of・Realize the meaning and significance of work

Group). The next generation of leaders at TOPPAN is expectedartists to spur the generation of new ideas in business. The

・Redefine ways of living

to emerge in the process.

research fields at HRDL are comprehensive, encompassing

Advantages of the Space Innovation Framework

The project received the Grand Mécénat Award at theof systematized thinking methods that drive personnel

neuroscience, brain research, physiological condition analyses,

・Expanded thought

Japan Mécénat Awards 2022, an event sponsored by the

space science, astronomy, and the teachings of Buddhism.

・Long-term thinking

Association for Corporate Support of the Arts of Japan. The

Human assets experienced with self-transformation and・Firm determination

association commended the Kanosei Art Project for developing

expanded abilities through HRDL programs have already

The trio of innovative frameworks will be applied to personnela sustainable scheme that combines economic activities withcreated various forms of new value.

training programs to enhance individual capabilities in creating

solutions to social issues and innovating a personnel

The laboratory has recently developed two innovative

new value and to develop prolific value creators within thedevelopment function through employee participation in aframeworks with Buddhist principles and space science—aGroup. Now that personnel development programs encompass

pioneering business model.

Buddhism Innovation Framework that seeks to achieve self-

the new Buddhism and Space Innovation Frameworks, we are

We will work withtransformation with Buddhist insights and a Space Innovationconsidering models to sell them commercially to externalvarious allies to sustain thisFramework that pursues ways of thinking that encourage humanparties.

project and stay on track asassets to create new value by seeing things from a long-term,a social value creator.

Modeling the logic of artists to apply the creative process to business

Art Innovation FrameworkTM

38

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

TOPPAN VR Online Training
CenterActivity results, performance data

Development Laboratory (HRDL), an online facsimile of thephysical-world laboratory.
Employees can visit the virtual HRDL to check the research
results from the lab’s two projects and eight research groups andTraining Programs with Digital
Technology
Activity results, performance data

We leverage VR and other forefront technologies for humanto learn the specialist knowledge of the HRDL researchers by

We have upgraded our online training programs by leveraging

asset development.

viewing in-house seminar videos. One series of videos describes

digital technology in ways that transcend the mere substitution

In 2021 we launched the TOPPAN VR Online Training

the art, Buddhism, and space frameworks adopted for personnelof face-to-face training. In fiscal 2021 we launched the TOPPAN

Center as a global education platform that seamlessly connects

development based on research findings under the three

VR Online Training Center to provide new hires with virtual

digital and real spaces for coming generations. Employees frominnovation frameworks. Another prominent title is Around-the-work experiences at web-based training sessions. A year later

across the world think of it as an online station where they canclock Tips for Better Performance , an animated video to help

the center introduced training activities in the metaverse togather and meet with a wide diversity of people from within andhuman assets look after their own mental and physical health.

facilitate virtual communication that feels more tangibly real. All

outside of the Group. We seek to integrate knowledge and

The virtual laboratory also presents artworks from the Kanosei

new employees were invited to a Kawaguchi Plant VR Tour inproduce innovations through this optimized VR training

Art Project and outputs from training session participants

the metaverse at the beginning of fiscal 2023. Participants

environment.

produced by harnessing research group findings.

experienced workplace hazards from an operator’s point of view,

The training center operates two virtual venues. One is theReal and VR learning infrastructures are now available at

as transmitted through standalone VR goggles. Embodied within

VR Koishikawa Head Office Building, an online facility where

TOPPAN. Employees can tour our facilities remotely and catch

realistic avatars of themselves, new hires shook hands with theirvisitors can experience virtual tours of Toppan Hall and theup on the latest knowledge at any time and from any distance.

virtual peers and gave high-fives in an experientially expanded

Printing Museum, Tokyo. The other is the VR Human Resource

communication space. The outcomes of the training have guided
us towards more sophisticated uses of digital technology inother rank-based training programs.

39

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Human Asset Development Initiatives

Activity results, performance data

Human Asset Development Expenditure(Toppan Inc.)

Fiscal 2022 Data on Human Asset Development Programs (TOPPAN Group)
Program

Expenditure on Training, etc. per Employee

OutlineNo. of Participants(cumulative)

Fiscal 2018

67,383 yen

4,412

Fiscal 2019

64,654 yen

Fiscal 2020

53,637 yen

Fiscal 2021

56,070 yen

Fiscal 2022

64,937 yen

Rank-based programs

A set of programs for acquiring the knowledge, skills, and mindsets employees will need in their careers, mainly
for new postings.

Leader development programs

A series of selective training programs to foster leaders of tomorrow, including a program for creating frontierbusinesses and a program for developing human assets active in global business arenas.

Personal empowerment programs

A series of self-initiated programs that give Groupwide employees the choice of what they learn. Three learning
styles are available.

13,509TOPPAN Business School

Diverse courses that cover wide-ranging subjects from basic knowledge and skills in business to advanced
specialist skills. Offered in online-group and e-learning settings and in a course that dispatches trainees tobusiness schools outside of the Group.

1,726

Manabi-hodai (all-you-can-learnbuffet) e-learning library

A subscription-based program with 187 courses and no limits placed on the time or place of learning or how
often the courses can be repeated.

8,773

Participants in Leader Development Programs

3,010(Cumulative total for fiscal 2021-2022, TOPPAN Group)

Challenge School

Correspondence-learning courses for acquiring business knowledge and skills.

592

Groupwide basic education

E-learning programs to give every Group employee the opportunity to learn requisite business knowledge.

143,046

Human asset map for global
business

An annual language-proficiency assessment to gauge foreign language competency at the Groupwide level andto count and rank the human assets with high aptitude for global business. The top-scorers will be fosteredunder an upcoming mid-to-long-term development plan as personnel expected to be indispensable for the global
growth of the Group.

Selective training on global businessA program to equip employees with fundamental skills for global business such as linguistic aptitude, crosscultural competency, and consensus building.

45

Trainee system

A system to deploy young employees to overseas affiliates for one year of language immersion and practicaltraining in day-to-day business activities, primarily to enhance their linguistic aptitude and cross-culturalcompetency.

90*1

JICA Japan Overseas Cooperation
Volunteers

A trainee system to dispatch Group employees to emerging and developing countries.

17*1

Short-term open programs at IMD

A program to send employees involved in international business to short-term open courses at the International
Institute for Management Development (IMD; one of the world’s top-ranked business schools) in Lausanne,
Switzerland to acquire practical training in leadership, the tenacity required to follow through on projects tocompletion, and other capabilities required in global business.

19*1

Data on DX Human Asset Development Programs (TOPPAN Group)
DX basic training

OutlineNo. of Participants in Fiscal 2022

An e-learning program for acquiring basic knowledge and essential skills for DX business.

Level

3,052

*1 Cumulative total since fiscal 2013

Program*Average training hours per employee taking part in human asset
development programs in fiscal 2022 (incl. individual training held at thebusiness divisions and divisions): 81.7 hours

8,889*2

Management
Class

Supervisors

ProgramBusiness innovation(intermediate/advanced)

320

Management literacy (advanced)

403

Management literacy(intermediate)

1,320

Total

2,043

Business innovation(elementary)

894

Management literacy(elementary)

699

Total

1,593

Generalemployees

Business innovation (basic)

2,507

Total

2,507

Employees at
all levels

Global leader development
Total

A program focused on basic-level training for employees seeking to become AWS-certified cloudpractitioners. Trainees come not only from the digital departments, but also the sales, planning, andtechnology departments, to acquire cloud knowledge and skills.

Udemy / Aidemy

A set of MOOCs with the latest digital training content for department-based training and personal
empowerment training through online digital learning platforms.

1,531

Co-learning

A one-year, cross-departmental program to convey the latest knowledge and practical skills acrossthe entire digital marketing field.

200*AWS-certified employees: 1,527(as of March 2023)*2 DX basic training was launched in fiscal 2021.

40

230
230

Sum total

2,441 (total for fiscal 2021-2022)

Training for acquiring
AWS-certifications

Total(cumulative)

Sustainability Report 2023

6,373

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Information on Employees at Toppan Inc.

Activity results, performance data

No. of Employees (as of March 31) (Toppan Inc.)
Directors
Fiscal 2018
Fiscal 2019
Fiscal 2020
Fiscal 2021
Fiscal 2022

Total Employees

Management Class

Supervisors

Average Tenure

Average Age

Male

18

7,974

2,282

1,891

15.4

44.0

Female

1

2,019

89

319

9.0

35.5

Male

15

8,123

2,366

1,908

15.1

44.5

Female

1

2,207

101

378

8.9

35.8

Male

14

8,294

2,449

1,879

14.9

44.8

Female

2

2,436

109

419

8.7

35.9

Male

7

8,347

2,485

1,865

14.7

45.0

Female

2

2,604

120

455

8.7

35.9

Male

7

8,190

2,511

1,793

15.3

45.3

Female

2

2,709

149

522

8.9

36.1

Sum Total Employees

Part-time Workers

Dispatched Staff

9,993

233

249

10,330183

375

10,730133

436

10,951

153

584

10,899113

639*The total number of employees includes the number of part-time workers who have shifted to indefinite-term employment.
*The average tenure: 20.8 years for male employees and 10.9 years for female employees, based on tallying periods of less than one year in month units, with the pre-retirement tenures of re-employed employees added.

Employees by Age-group (as of March 31) (Toppan Inc.)
Sex

Total
Employees

Management
Class

Supervisors

971

0

0

2. 30-50 years old

4,394

1,170

1,706

3. Over 50 years old

2,609

1,112

185

1. Below 30 years old

687

0

0

Age-group
1. Below 30 years old

Male
Fiscal2018

Female 2. 30-50 years old

Male
Fiscal
2019

Sex

Male
Fiscal2020

Age-group

Total
Employees

Management
Class

Supervisors

1. Below 30 years old

1,051

0

0

2. 30-50 years old

4,111

1,178

1,656

3. Over 50 years old

3,132

1,271

223

1. Below 30 years old

873

0

0

1,149

57

297

1,302

66

390

3. Over 50 years old

183

32

22

3. Over 50 years old

261

43

29

1. Below 30 years old

987

0

0

1. Below 30 years old

1,105

0

0

2. 30-50 years old

4,209

1,158

1,686

2. 30-50 years old

4,024

1,230

1,642

3. Over 50 years old

2,927

1,208

222

3. Over 50 years old

3,218

1,255

223

1. Below 30 years old

770

0

0

1. Below 30 years old

966

0

0

1,224

66

350

1,347

77

427

213

35

28

291

43

28

Female 2. 30-50 years old
3. Over 50 years old

Female 2. 30-50 years old

Male
Fiscal2021

Female 2. 30-50 years old*Every indicator assured by an independent assurance provider is marked with an assurance stamp

3. Over 50 years old

.

41

Sex

Male
Fiscal2022

Age-group

Total
Employees

Management
Class

Supervisors

1. Below 30 years old

1,080

0

0

2. 30-50 years old

3,843

1,249

1,574

3. Over 50 years old

3,267

1,262

219

1. Below 30 years old

1,007

0

0

1,368

96

486

334

53

36

Female 2. 30-50 years old
3. Over 50 years old

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

No. of Recruits (Toppan Inc.)

Regular recruitment of
new graduates fromuniversities and graduate
schools

Sales,
administration,etc.
Technical

Regular recruitment of new graduates fromhigh schools and colleges of technology

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Fiscal 2023

Male

102

115

109

105

90

103

Female

86

100

98

123

105

123

Male

86

108

109

128

138

139

Female

45

55

54

53

63

75

Male

6

4

5

3

6

10

FemaleTotal no. of regular recruits(percentage of women)

30

29

355
（45.4％）

Mid-career recruitmentof experienced personnel(outside recruitment)

29411（44.8％）

404（44.8％）

26

29

24

438
（46.1％）

431（45.7％）

474（46.8％）

Male

46

51

61

100

110

−

Female

13

17

36

42

46

−

Three-year Retention Rates for Recruits(Toppan Inc.)
Male

FemaleHired on April 1, 2020

223

181

Still with the Company as of April 1, 2023

187

164

83.9%

90.6%

Retention rates
Average for male and female employees

86.9%

Percentage who leave the Company within
three years

13.1%

Announcing the Mid-career Hiring Rate
Toppan Inc. discloses the ratio of mid-career hires (both outside
recruitment and indefinite-term employment of persons

Reasons for Leaving (Toppan Inc.)
Sex
Male
Personal reasons*1
FemaleRetirement*2
Other
Total
Annual turnover rate

Age-group

previously on fixed-term contracts) to the total number of
Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

regular employees in accordance with the Japanese Act on

Fiscal 2022

70

94

44

89

104

2. 30-50 years old

104

105

49

71

111

3. Over 50 years old

39

57

42

57

63

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

1. Below 30 years old

50

50

25

58

90

22%

24%

29%

29%

2. 30-50 years old

40

37

25

32

38

3. Over 50 years old

2

4

4

9

10

Male

124

180

174

247

1

Female

8

5

0

17

4
107

Male

90

90

92

92

Female

3

6

6

10

12

Male

427

526

401

556

386

FemaleComprehensive Promotion of Labor Measures, and of

1. Below 30 years old

103

102

60

126

154

5.2%

5.9%

4.3%

6.1%

4.8%

Employees, and Enrichment of Their Working Lives.

Publication date: October 1, 2023

*1 Eight female and 43 male employees who departed for personal reasons in fiscal 2022 took advantage of the Company’s support system for employees who
leave the Company to pursue new careers.
*2 The retirement age has been extended to 65 in some employment categories since fiscal 2022.

*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

42

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Information on Employees at
the TOPPAN Group

Employees by Age-group (Japan Consolidated)

No. of Employees (Japan Consolidated)
Sex

Directors

Total
Employees

Management Class

Supervisors

Sum Total
Employees

Male

371

27,769

5,318

5,442

35,049Female

17

7,280

345

993

Percentageof women

4.4%

20.8%

6.1%

15.4%

RegionSex

Asia(excluding
Japan)

Male

146

8,845

972

Female

11

5,703

409

EuropeNorth
America
Latin
America
Middle East
AfricaOverseas
consolidated

Total
Employees

Management Class

Male

46

1,414

176

Female

9

530

72

Male

27

1,312

229

Female

5

731

95

Male

0

88

8

Female

0

16

5

Male

0

3

1

Female

0

3

2

Male

0

10

0

Female

6

18

1

Male

219

11,672

1,386

Female

31

7,001

584

Management Class

Supervisors

1. Below 30 years old

3,829

1

5

Male

2. 30-50 years old

13,565

2,498

4,226

3. Over 50 years old

10,373

2,819

1,211

1. Below 30 years old

2,075

0

6

Female2. 30-50 years old

3,540

207

834

3. Over 50 years old

1,667

138

153

Age-group

Sum Total
Employees

14,548
1,944

RegionAsia(excluding
Japan)

Sex

Male

Male

104
EuropeNo. of Employees (Consolidated)

1. Below 30 years old

2,111

15

2. 30-50 years old

5,177

702

3. Over 50 years old

1,156

256

1. Below 30 years old

1,334

11

2,909

310

3. Over 50 years old

513

87

1. Below 30 years old

185

2

2. 30-50 years old

862

111

3. Over 50 years old

367

63

1. Below 30 years old

122

7

306

53

3. Over 50 years old

102

12

1. Below 30 years old

181

6

2. 30-50 years old

544

75

3. Over 50 years old

587

148

Age-group

Female 2. 30-50 years old

28
18,673

Management
Class

Female 2. 30-50 years old

2,043

6

Total
Employees

Male
North
America

1. Below 30 years old
Female 2. 30-50 years old

Sex

Directors

Total
Employees

Management Class

Supervisors

Male

590

39,441

6,704

5,442

Female48

14,281929

993

Percentageof women

7.5%

26.6%

12.2%

15.4%

3. Over 50 years old

Sum Total
Employees

85

1

282

37

364

57

Male
Latin
America

Male
Middle East

Male
Africa28

0

2. 30-50 years old

54

8

3. Over 50 years old

60

1. Below 30 years old

5

0

10

4

3. Over 50 years old

11

1. Below 30 years old

00

2. 30-50 years old

20

3. Over 50 years old

11

1. Below 30 years old

1

0

1

1

3. Over 50 years old

11

1. Below 30 years old

20

2. 30-50 years old

50

3. Over 50 years old

30

1. Below 30 years old

1

0

13

0

Female 2. 30-50 years old

Male
Overseas
consolidated

3. Over 50 years old

41

1. Below 30 years old

2,507

23

2. 30-50 years old

6,644

896

3. Over 50 years old

2,120

468

1. Below 30 years old

1,548

19

3,521

405

985

159

Female 2. 30-50 years old
3. Over 50 years old

Employees by Age-group (Consolidated Total)
Sex

Female43

1. Below 30 years old

Female 2. 30-50 years old

Male

.

Management
Class

Age-group

Female 2. 30-50 years old

53,722*Every indicator assured by an independent assurance provider is marked with an assurance stamp

Total
Employees

Sex

Employees by Age-group (Overseas Consolidated)

No. of Employees (Overseas Consolidated)
Directors

Total
Employees

Sex

RegionTotal
Employees

Age-groupManagement
Class

Supervisors

1. Below 30 years old

6,336

24

5

2. 30-50 years old

20,209

3,394

4,226

3. Over 50 years old

12,493

3,287

1,211

1. Below 30 years old

3,623

19

6

2. 30-50 years old

7,061

612

834

3. Over 50 years old

2,652

297

153

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

No. of Turnover (Japan Consolidated)

No. of Recruits (Japan Consolidated)
Sex

New Graduates andMid-career Recruitment

Sex

Male

1,044

Male

1,378

864

Female646

Female467

367

No. of Recruits (Overseas Consolidated)
Sex

New Graduates andMid-career Recruitment

Asia (excluding
Japan)

Male

2,488

Female

1,386

Male

167

Female85

North America
Latin America
Middle East
AfricaOverseas
consolidated

Male

335

Female

159

Male

17

Female1

Male1

Female2

Male2

Female

5

Male

3,010

Female1,638

No. of Recruits (Consolidated Total)

Resignations for
Personal Reasons

No. of Turnover (Overseas Consolidated)

RegionEuropeTotal
Resignations

RegionSex

Total
Resignations

Resignations for
Personal Reasons

Asia (excluding
Japan)

Male

1,774

1,216

Female

1,222

825

Male

161

115

Female6456EuropeNorth America
Latin America
Middle East
AfricaOverseas
consolidated

Male

306

212

Female

132

98

Male

3

2

Female

3

1

Male

0

0

Female

0

0

Male

2

1

Female

0

0

Male

2,246

1,546

Female

1,421

980

No. of Turnover (Consolidated Total)

Sex

New Graduates andMid-career Recruitment

Male

4,054

Male

3,624

2,410

Female2,284Female

1,888

1,347

Sex

Total
Resignations

Resignations for
Personal Reasons

44

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Diversity & Inclusion
Basic Approach
Approach

The TOPPAN Group positions diversity and inclusion (D&I)

TOPPAN Groupʼs vision for diversity and inclusion
A group of corporations that creates social value

initiatives as an integral management strategy to further advanceNew
demandits progress as a group of corporations that creates social value.

New
services

We value our employees as precious “human assets” andNew
solutions

New social
challenges

Promotion Framework
Promotion framework

A Diversity & Inclusion Promotion Office was established at
Toppan Inc. in April 2019 based on a management strategy to
evolve and accelerate site-based diversity initiatives into
Groupwide endeavors.

understand how deeply we depend on them. Various initiatives

The Diversity & Inclusion Promotion Office is responsible

have been implemented to promote rewarding working

for formulating the overall diversity plan and developing general

Innovation creation

conditions based on the foundational concept of “respect forTransformed
mindsets and organizations

human beings.” We will continue to adhere to D&I principles
that harness differences among our diverse human assets as

Accelerated
diversity and inclusion

diversity by encouraging employees to acknowledge and respect
each other’s personal qualities and values so as to better exert

constant dialogue and nurture heightened awareness andsensibilities that ensure mutual respect. We are consistently
developing psychologically safe workplaces where every person

Diversity and inclusion through three approaches:
Management, Rewarding work, Business

Talent pool

Innovation creation

Management
Diversity management

Sustainablecorporate
growthindividual differences are recognized and respected,

Enhanced physicaland mental healthSocial contribution
as a corporate citizen

Rewardingwork
D&I measures by
Personnel & Labor
Relations Div.

We will evolve into a social value creator

where every person’s sensibilities are nurtured,

Enhanced satisfaction
at work

ESG investing ratings, etc.

TOPPAN Group Diversity and Inclusion Policyby developing psychologically safe workplaces

to further heighten diversity awareness throughout theworkplace across the Group.

can speak and act with dignity, free from inhibition or restraint.

that designs information and living

members and share and address issues identified with the office

D&I solutions withadvanced UD

Business
Creating shared value(for addressing social
challenges)

Value delivery
to society

and diversity is harnessed to drive innovation.

45

Personnel & Labor Relations Division

In order to cultivate a D&I mindset, we will facilitate

operational site implement specific programs attuned to theirworkplaces. These personnel provide consultations for site

drivers of innovation. We will further develop workplaceand enhance their diverse abilities.

measures while personnel in charge of diversity at each

Operationalsite

Personnel incharge ofdiversity-related
initiatives

Diversity & Inclusion
Promotion Oﬃce
(established in April 2019)

Satisﬁed individuals,
invigorated
workplaces

Interaction between the three approaches

Sustainability Report 2023

Employees

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Support Systems for Employees with Children

with children, for example, have been continuously expanded

the wellbeing of employee parents by providing therapeuticand enriched. In October 2022, the Company introduced leave

activities for parents on childcare leave, activities to share theWe have striven to create a working environment in which

for newborn care for both mothers and fathers in line with theknow-how necessary for maintaining good balance between

employees can achieve better work-life balance.

amended Child and Family Care Leave Act of Japan. This

working and raising children, and activities to give employees insystem allows employees to take leave flexibly, regardless ofvarious positions opportunities to learn about and consider thetheir gender or length of service.

importance of work-family balance. The Hagukumi Program

Various programs have been developed at Toppan Inc. toprovide childcare and nursing care leave, reduced working
hours, higher family allowances for dependents, and other

Toppan Inc. has also been running the Hagukumi

employee benefits. The support systems in place for employees(nurturing) Program since fiscal 2012. This program supports

Main Systems for Supporting Employees with Children (Toppan Inc.)● Rehiring system for employees who

BeforeChildbirthleave the Company to deliver and bringup children● Time-off due to pregnancy-related

morning sickness

AfterChildbirth
DuringChildrearing

Hagukumi Program● Specified fertility treatment subsidy● Childcare leave grant● Preferential childcare measures (e.g.,● Days-off for childcare● Days-off for child healthcare

Other● Staggered working hours● Childcare leave allowance

reduced and staggered working hours;
flextime or irregular working schedulein one-month allotments)

A scheme to support
the wellbeing of employee parents● Leave for medical checkup● Monetary gift on childbirth

Kids Design Award 2016 in Japan.

Hagukumi (nurturing) Program● Leave for hospital visit● Childcare leavereceived the Minister of State for Gender Equality Award at the●● Subsidy for babysitter and home-caregiver expenses●● Stock leave (employees are eligible to use their stock leave [accumulated unused

annual-paid-leave] for child healthcare and fertility treatment)●●●

To provide therapeutic activities for parents on childcare leave

To share the know-how necessary for maintaining good balance between
working and raising children

To give employees in various positions opportunities to learn about andconsider the importance of work-family balance

Hagukumi Art Salon

Hagukumi Seminar

Hagukumi Circle

To strengthen bonds between
parents and children

To learn and enhance
understanding about good balance
between work and parenting
throughout the workplace

To build a network of parent
employees who wish to discuss
their concerns about work andparenting and share ideas andtips on work-family balance(from ﬁscal 2012)● Dependent family allowance●

To stimulate interaction among
employees currently onchildcare leave
To alleviate anxieties about
returning to work(from ﬁscal 2013)(from ﬁscal 2014)

Percentage of Eligible Employees Taking Childcare Leave (Toppan Inc.)
Male
Employeeswith aNewborn
Child

Employees
TakingChildcare
Leave

FemaleTake-upRate

Employeeswith aNewborn
Child

Employees
TakingChildcare
Leave

Take-up
Rate
100.0%

Fiscal 2018

248

196

79.0%

74

74

Fiscal 2019

238

189

79.4%

91

90

98.9%

Fiscal 2020

236

168

71.2%

83

83

100.0%

Fiscal 2021

234

154

65.8%

89

87

97.8%

Fiscal 2022

207

151

72.9%

81

80

98.8%

The clinical art therapy sessions at the Hagukumi Art Salon have been planned and operated jointlywith The Institute of the Formative Art Co., Ltd., a TOPPAN Group company.

*For male employees, the percentage is calculated by dividing the number of persons who took childcare leave during
the fiscal year by the total number of persons with children born during the year. For female employees, the percentage
is calculated by dividing the number of persons with a child born who also took childcare leave during the fiscal yearby the total number of persons with children born during the year. (The method for calculating the percentage has
been revised in accordance with the applicable Japanese act requiring disclosure of the percentage, enforced from2022. The percentages prior to fiscal 2021 were adjusted based on the revised calculation method.)*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

46

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

concentrate on work without worrying about caring for their

The Institute of the Formative Art Co., Ltd.

Seminars for Supporting Care at Home

families. After reviewing the results of employee questionnaires
on nursing care, the Company relaxed the eligibility

Toppan Inc.’s operational sites in Tokyo have been holding

requirements for nursing-care-related systems, designed ways toseminars to help employees maintain a good balance between

flexibly adjust working hours for care, enhanced financial

work and care at home, starting from fiscal 2016. Outside

support, and provided more information on work-care balance.

experts from a nursing-care consultation service are invited toand mitigate dementia symptoms, relieve occupational stress,

The Company also allows care-giving employees to commute bylead seminar courses. After the guest lecturer presents generaland promote sensitivity education for children. Its clinical-

Shinkansen bullet train in certain cases. Employees have beenknowledge on nursing care and tips for achieving good work-

able to take nursing care leave in one-hour allotments (using thecare balance, participants are briefed on the Company’s internalsame system applied for child healthcare days-off) since fiscal

websites and support systems for employees with families in2019.

need of care (e.g., nursing care leave and reduced working

The Institute of the Formative Art Co., Ltd., a Group
company, uses an original “clinical art therapy” methodology
to contribute to society through art. The institute helps
communities slow the onset of frailty in older adults, prevent

art therapy programs bring joy to participants, regardless ofage, gender, nationality, illness, or disability. Its art creation
sessions activate the brain, release the mind, nurture a selfaffirming mindset, and inspire creativity.
TOPPAN offers clinical art therapy for new hires, supports
Group employees returning from childcare leave, andToppan Inc. continues providing information on goodwork-care balance through its internal website and NPO

hours).
The in-person seminars formerly held in the Kansai,

seminars and conducting other activities to allay concerns andChubu, and Kyushu regions went online in fiscal 2021 to reach

assets can discover, recognize, and accept the goodness of allraise awareness on the issues faced by employees who provide

more domestic employees. TOPPAN strives to secure working

individuals, they are better able to see things from different

care for their families.

environments where employees can fully concentrate on work

facilitates communication and mental hygiene. When humanperspectives, understand diversity, and engage proactively inwithout worrying about caring for their families.

workplace communication.

Four Approaches in the Systems for Good Work-Care Balance (Toppan Inc.)
Eligibility Requirements
for Nursing-care-related
Systems

When an employee family member is in need of care or support that meets one of the following conditions:● “In need of long-term care” as specified in the Child and Family Care Leave Act of Japan● “In need of long-term care” as specified in the Long-term Care Insurance System of Japan● “In need of support” as specified in the Long-term Care Insurance System of Japan● Nursing care leave

Online Art Salon
for new employee
training
The Institute of the Formative Art Co., Ltd. (in Japanese)
https://www.zoukei.co.jp/

Ways to More Flexibly
Adjust Working Hours
for Careemployees maintain good balance between work and care athome by creating an environment where employees canprescribed working days per week)

*Nursing care leave and reduced working hours for nursing care can be taken ininstallments.
*Employees are allowed to switch between the two systems.

● Leave for nursing care (entitlement for one-hour-based allotments, as necessary)● Commuting by Shinkansen bullet train for family care reasons

Financial Support
during Nursing Care Leave

Systems for Good Work-Care Balance
Toppan Inc.’s labor union and management have systems to help

● Reduced working hours for nursing care (reduced working hours, flexible work schedules, reduced number of● Allowance for nursing care leave (40% of the employee’s average wage)● Entitlement for paid leave for nursing care● Launch of an internal website to provide information on work-care balance

Provision of Information
on Work-Care BalanceThis site provides employees with general knowledge about work-care balance and information on support systems available at theCompany, public nursing-care-related systems, and so on.

● Launch of a nursing-care consultation desk run by outside experts

The Company commissions an external professional body to offer unlimited, free-of-charge nursing-care consultation to employees.
Employees can also use fee-based agency services such as watch-over visits or administrative services handled on their behalf bydedicated staff at care facilities and hospitals.

47

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Empowering Women
Approach

Initiatives for Gender and Sexual
Diversity

Fiscal 2022 Rank-based Percentages ofFemale Personnel (Toppan Inc.)

Activity results, performance data

We promote female empowerment under the basic concept thatevery employee can continue to work, enjoy good health, andPercentage of female personnel
Total employees

24.9%

Directors

22.2%

play active roles according to their abilities, regardless of gender.
We are committed to positive action to ensure gender-equal
treatment in promotion to managerial positions based on

Management Class

Approachenvironment. Tailored training and seminars on diversity &about gender and sexual diversity (SOGI* and LGBTQ**) with aview to achieving an inclusive working environment comfortable

5.6%

for everyone. We have held Groupwide LGBTQ seminars since
2018 and partially revised our systems for the treatment of

No. of Female Managerial and Supervisory Staff(as of April) (Toppan Inc.)

inclusion (D&I) reflecting diverse employee perspectives havealso been developed to raise awareness about unconscious
gender biases throughout the workplace. In total, 183 and 578
female employees at Toppan Inc. hold management positions
and supervisory positions, respectively, as of April 2023. With
these appointments, women now make up a 14.4% of all
managerial and supervisory staff.
The management strategy at TOPPAN prioritizes D&I

800
700
600
500
400
300
200
100
0

418

590

553

491
327

387

442

91

104

111

2018

2019

2020

gifts, and other benefits. All Group employees are required to

466

521

124

151

2021

culture. Senior managers gained a deeper understanding of D&I

2022

take training programs on basic diversity knowledge, harassment

578

prevention, and gender and sexual diversity. We have also beenpromoting TOPPAN ALLY***, an initiative that encourages

183
2023

(year)

Recognition for Empowering Female Employees
Toppan Inc. acquired the 2nd grade Eruboshi mark (lower right)

in the first half of fiscal 2022. Later in the same year, they tried

on March 1, 2021.

in a workshop on unconscious gender biases.

nurture inclusive workplaces where everyone feels at ease

Eruboshi (“L Star” in Japanese; L stands for “lady, labor,*Sexual orientation and gender identity**Lesbian, gay, bisexual, transgender, and queer or questioning persons***Allies are persons who understand and empathize with the diversity ofsexual orientation and gender identity and are guided by awareness ofworkplace diversity in their actions to ensure that everyone feels at easein their working environment.

and laudable”) is a certification system aligned with theJapanese Act on the Promotion of Female Participation andCareer Advancement in the Workplace. Eruboshi

From the diversity &inclusion management
seminar (in Japanese)

employees to express their alliance with LGBTQ individuals andthrough the concerted actions of Group employees.

principles at a diversity & inclusion management seminar held
to devise concrete initiatives to transform employee behaviors

July 2020 to support diverse employee lifestyles. Employees withfor celebration and condolence and receive allowances, wedding

761

672

matters related to employee marriages and spousal relations insame-sex and/or common-law partners are now granted leave■ Female supervisory staff ■ Female managerial staff

issues encompassing female empowerment, with a view toinfusing an inclusive mindset that will transform our corporate

Activity results, performance data

We have implemented various initiatives to enhance awarenessindividual abilities through work style reforms, work-life support
systems, and various other improvements in the working

System“Gold” Recognition in the PRIDE Index

marks are issued to companies that meet specificToppan Inc. was bestowed a “Gold” ranking in the PRIDE Index

criteria for excellence in female participation and2022, an index formed to evaluate corporate efforts towards theadvancement in the workplace.

achievement of LGBTQ-inclusive workplaces.

 ore details on Toppan Inc.’s Common Employer’s Action Plan (secondMterm; in Japanese) based on the Japanese Act on the Promotion of
Female Participation and Career Advancement in the Workplace ore details on RecognitionM
for ESG (see page 157)https://www.holdings.toppan.com/assets/ja/pdf/sustainability/women_act_plan_02.pdf*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

48

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Employing Persons with Disabilities

plants and enhanced employee awareness of workplace

Activity results, performance data

seven Group sites, as of March 2023. We will continue assigning

Training, education

them to more operational sites across Japan.

We hold various training sessions on diversity online. In personal

We actively hire persons with disabilities to develop workplaces

diversity. Friendly Staff currently perform office support work at

Diversity Training
Activity results, performance datathat accommodate all abilities. Model cases at offices and plants

empowerment programs, for example, female employees andhave been shared with all of the Group sites to create more job

managerial staff can flexibly choose and participate in courses

categories in which persons with disabilities are empowered tothat best fit their needs and interests.

work in the ways best suited to their various abilities. We are

Diversity programs are also organized in rank-based training

collaborating with our special subsidiary T.M.G. Challenged

sessions, including several sessions for new employees. In

Plus Toppan Co., Ltd. to develop new job categories and design

parallel, e-learning-based diversity and inclusion (D&I)

measures to encourage them to continue working. The TOPPAN

Handmade papermaking business:

Group's employee athletes also participate in international para-

The Friendly Staff at “kamisuki labo” use their handicraft skills

sports competitions.

to make paper from the waste by-products generated in theseminars on D&I management for Group officers, we nurture

processing of Cartocans and EP-PAK liquid containers at our

diversity mindsets across Group workplaces by asking employees

folding-carton plants. The lab seeks to manufacture value-added

at general affairs departments to participate in workshops to

products while providing Group employees and clients withlearn about the issues faced by LGBTQ persons and persons with

opportunities to make paper and paper products by hand. The

disabilities.

Employment of Persons with Disabilities(Toppan Inc.)
2019

2020

2021

2022

2023

Employees

312

325

339

338

357

Percentage
of total
workforce*

2.29％

2.31％

2.39％

2.43％

2.53％

*The percentage is calculated based on the total number of regular employees(as of June 1) as a denominator. The total number was presented in the
Disabled Persons Employment Report in accordance with Article 8 of theJapanese Law for Employment Promotion, etc. of the Disabled.

In addition to holding D&I training for managerial staff andworkshop will give them an enhanced understanding of material
recycling and the ways in which people with disabilities can be

Diversity Training Programs

rewardingly engaged.

Course for female employees on confidence building and genderbias

Stationery, gift envelopes, and more products made fromhandcrafted paper are used within the Group and sold at the

Course to secure psychologically safe workplaces for enhanced
team strength

Printing Museum, Tokyo.

Training in authentic communication

The kamisuki labo began working with client organizations
to hold offsite handmade papermaking workshops as eco-

Working with T.M.G. Challenged Plus Toppan

programs have been arranged for all employees since fiscal 2019.

education programs, in 2022.

Practical course on inclusive leadership
Course to learn about diversity through gender-positive actions
Practical course to explore diverse ways of working
Course to promote diversity through LGBT inclusion
Course to foster barrier-free thinking for a universal society

Office support work:“Friendly Staff ” teams at our operational sites are composed of

Course on adult developmental disabilities that all of us must
understandemployees with disabilities. They provide office support with tasks

Course on unconscious biases

such as the input of data, digitalization of hard copy documents,

Basic course to enhance resilience
Basic course on anger management

internal mail delivery, and the sorting of items to be distributed to(fiscal 2022)

Group employees. Their job categories have been increased toencompass office sanitization and cleaning since 2021.
Their support has improved work efficiency at offices and49

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Universal Design
Approach

The TOPPAN Group pursues diversity and inclusion (D&I)
through three approaches: management, rewarding work, andbusiness. For business, we have been producing an array of
universal design (UD) products and services by embracing UD

TOPPAN Declaration

Corporate

Philosophy

on Universal Design

TOPPANʼs Seven
Principles on
Universal Design

Guidelines for
Universal Designprinciples and practices.
TOPPAN’s Six Principles on Universal Design were
formulated in 2001, two years after the launch of our UD
packaging consulting service. The core aim of the principles has
been to guide the development of products and services thatvalue diversity throughout our business fields. In 2010 weannounced the TOPPAN Declaration on Universal Design,
revised the six principles into TOPPAN’s Seven Principles on
Universal Design, and formulated a set of Guidelines for
Universal Design to be applied to communication design andpackaging under the seven principles. In 2020 our UD
businesses were consolidated into “D&I solution,” an enterprisethat continues to provide a widening scope of services.

TOPPAN Declaration on Universal Design
The starting point of our Universal Design is the provision of

TOPPAN’s Seven Principles on Universal
Designdedicated products and services realized through compassionate

1. Design products and services that are more responsive to

By engaging in repeated dialogues with people from all walks of

2. F
 acilitate communication using multiple channels forconsideration of users.

life and consistently incorporating the ideas of each person, we

will create dedicated products that are comfortable, easier-to-use,and environment- and human-friendly.

people with different physical abilities and perceptions.
communication, including visual, aural, and tactile
channels.

3. M
 ake products easier to use by making them easier to

As a corporation extensively involved in human life, we will help
realize a society with a high appreciation of diversity throughapproaches to Universal Design.

understand.

4. M ake products that are easier to move, easier to approach,and require less strength (remove the physical burdens).

Established in April 2010

5. Design products that are safe to use procedurally,functionally, structurally, materially, and environmentally.

6. P rovide products at a reasonable price and in the amounts
required by society.

7. E ngage in design that appeals to the senses withconsideration for comfort, enjoyment, and beauty.
Established in 2001

Revised in April 2010

50

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

TOPPAN’s Guidelines for Universal Design
We have been developing products and services based on our
Guidelines for Universal Design in communication design andpackaging.

Guidelines for Universal Design in Packaging

Guidelines for Universal Design in Communication Design■ Intangible perspectives■ Intangible perspectives

Psychological elements

Tactile sense
Visual sense

Easily handled

Auditory sense

Perceived
accurately
with theeyes

Elements perceived
with the ﬁve senses

Supplemented
by soundSense of smell

Sense of taste

Supplemented byother senses

Supplemented byother senses

Tactile sense

Sensuousness

Visual sense

Comfortable; enjoyable; attractive● Thoughtfully designed● Approachable● Fun and easy to use● Agreeable

Perceived
accurately
with theeyes● Invites repeated use■ Tangible perspectives
Graphic
PerceptualfeatureCognitive
featureEasier to reador distinguish

Easier tounderstandEasier to handle;
Less strength
required (physicalburdens removed)

Error
prevention

Substitutability &Selectivity

Easily substituted withother information
media; Designed witha high appreciation ofdiversity

Is understandable

Perceived by touch

Auditory sense

Elements perceived
with the ﬁve senses

Reaﬃrmedby hearing

Sense of smell

Sense of taste

Supplemented
by other senses

Supplemented
by other senses

Accommodates impairments in attention or memory
Is worry-free
Facilitates access to information
Accommodates changes in mood or temperamentOﬀers improved comfort and enjoyment
other■ Tangible perspectives

Product
Handleability &Readability

Psychological elements

Provided at areasonable
price in theamounts
required bysociety

Ecoresponsible

Environmentfriendliness

Easier to
distinguish

51

Easier to hold

Easier to open

Easier to read;
Easier tounderstandEasier to
unpackUsability

Easier to reseal

Easier todiscard;Resource
savingSustainability Report 2023

Injuryprevention

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Communication Design

VoiceBiz® UCDisplay
Multilingual Communication
with a Transparent Display

Digital Twin World Trip®

size, and color schemes to things like the page structure, theA Metaverse Service
Mirroring Distant Places
in Real Timeappropriateness of the text expressions and information stated,
and the user’s affinity with the corporate branding.

Digital Twin World Trip® is a remote experience-based service

information.

DentatsuClinic helps both the receivers and senders ofConventional machine-based translation services tend to drawthat enables users to move back and forth between virtual andthe user’s eyes to the user’s device, away from the person

real worlds using digital twin*. The service combines acommunicating with the user in a foreign language. With

photorealistic virtual space replicating an actual place with a

VoiceBiz® UCDisplay, the user sees translation results throughsystem allowing real-time streaming of what cannot bea transparent display while looking into the other person’s face.

reproduced in the virtual space alone. Users in remote locations

When it goes into effect in April 2024, the amended Act for

The result is natural conversation.

can visit the photorealistic virtual space anytime they want andEliminating Discrimination against Persons with Disabilities

move freely about the space as true-to-life avatars.

will require businesses in Japan to provide reasonable

Twelve languages are currently supported by theRelated site (in Japanese)️
https://solution.toppan.co.jp/creative/service/dentatsuclinic.html

UCDisplay. Beyond translation, the machine facilitates

A field trial at LINKSPARK Osaka, a co-creation spaceaccommodations for persons with disabilities. The Ministry ofcommunication with persons with hearing and speech

operated by Nippon Telegraph and Telephone West Corporation,

Economy, Trade and Industry announced a neurodiversity plandisabilities by supporting keyboard input and displaying closed

has been underway since April 2023.

in April 2022. Diversity in cognitive characteristics has been an

caption transcripts of conversations in real time.
The service was favorably accepted in field trials held attourist information centers and railway stations in Japan fromJanuary to the end of March 2023. We are now working to*Digital twin: A technology or concept that copies the real world incyberspace. The term “twin” describes the ultra-real quality of a virtual
space mirroring the details of the real world. Unlike virtual reality, whichtends to be “alternate” or imagined, a digital twin reproduces real-world
events in virtual space in real time.

issue capturing wider notice, and interest in communication
design embracing gender and sexual diversity has been growing
year by year. The solutions from DentatsuClinic are wideranging, extending well beyond the visual aspects of information

further commercialize the technology by addressing areas fordesign to cover comprehensive know-how in easing information

improvement observed during the trials.

delivery to diverse people. DentatsuClinic assesses publishedmedia, offers advice and suggestions for creative professionals,

The Vision 2025 plan announced by the Tokyo
Metropolitan Government lists the VoiceBiz UCDisplay as one

prepares production guidelines, and proposes training sessionsof the technologies that will be enhancing universal

within businesses.

communication.
We are developing the service into a point of contact forsociety that will make communication difficulties disappear.

DentatsuClinic®
Universal Info Designfor Enhanced
Communication
DentatsuClinic® is a total solution for enhancing theunderstandability of corporate messages. The solution covers all
aspects of a message, from visual elements such as the font, font

52

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Barrier-free Packaging for Pharmaceuticals

Smart Deli Bag

Convenient Paper Container for Oil

An Inclusive Package
for Everyone

Pouch for Easy Cooking

People- & Earth-friendly
Packaging

A user-friendly package with visual and tactile cues for

The Jo-deki Smart Deli BagTM is a zippered pouch that allows

medication use. Guided by intuitive tactile cues, anyone (fromusers to mix ingredients of their choosing into handmade-style

EP-PAK is a paper-based cooking-oil container with a drip-

persons with visual impairments to persons from different

meals. Jo-deki means “excellent for microwave steaming” inresistant cap that adjusts the poured volume to suit the use.

cultures) can easily understand and open the package from theJapanese. A GL BARRIER film makes the bag microwavable, for

Toppan Inc. received the “improvement award” for thefront and quickly reclose it after the tablet is dispensed. Large-

safe and convenient cooking without fire or kitchenware.

development of this cap at the 47th Kinoshita Prize sponsoredfont printing inside clearly displays the usage and dosage

Anyone can use the pouch to prepare a tasty meal, with noby the Japan Packaging Institute. The ‘hold here!’ mark andinformation. An Accessible Code (QR code) gives users accesstedious cleanup after eating. Microwave cooking is an eco-grooves embossed on the sides make the container easy to hold.

to the same information in audio formats in multiple languages.

friendly method that reduces CO2 emissions and water

The container can be easily collapsed along the folding lines

The debossing provides a tactile indication of where theconsumption compared to stovetop simmering or boiling.

once empty, reducing the waste volume by almost half.

information is printed.

Packaging Design

Compared to conventional plastic bottles with the same
capacity, this eco-friendly container cuts plastic use by over
60%. The EP-PAK-GL container made with GL BARRIER, anultrathin film with world-class barrier performance, extends thebest-before date of the cooking oil contained inside.
Front-opening design

Re-closable

53

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Human Rights
Basic Approach
Approach

PolicySupporting Human Rights Principles under
the UN Global Compact

Formulating the TOPPAN Group Human Rights Policy
From our very beginnings, we have leveraged our printing

The TOPPAN Group regards human rights as a paramount

We have been participating in the United Nations Global

technologies to provide solutions to wide-ranging social issues

principle guiding its business activities and sustainability

Compact and therefore supporting its six principles of humanin an unstinting effort to transcend the boundaries of theinitiatives.

rights and labour since 2006.

printing business by responding to the needs of people and of

We continue to operate our business under the foundational
tenet of “respect for human beings.” A TOPPAN Group Human
Rights Policy based on this tenet was formulated in October
2021. Respect for human beings, or more specifically respect forhuman rights, is required as the first behavioral norm set under
the TOPPAN Group Conduct Guidelines. Basic Principle 1 ofthe guidelines includes protecting individual dignity, prohibiting
discrimination and harassment, prohibiting child labor andforced labor, and promoting diversity and inclusion.
We have also been taking measures to avoid human rights
violations that might adversely affect the lives of people living
near Group sites in the course of business. Our environmental
conservation initiatives, for example, are promoted based on the
TOPPAN Group Declaration on the Global Environment and the
Basic Policy on Biodiversity.

the times. The underlying tenet for these endeavors is respectfor human beings. The TOPPAN Group Human Rights Policy is

Human Rights
Principle 1: B usinesses should support and respect the protectionof internationally proclaimed human rights; andPrinciple 2: m ake sure that they are not complicit in human rights
abuses.

Labouran expression of our commitment to respecting human rights
across the Group’s operations as we grow as a creator of social
value.

Principle 3: B usinesses should uphold the freedom of associationand the effective recognition of the right to collective
bargaining;

The Structure of the TOPPAN Group
Human Rights Policy

Principle 4: t he elimination of all forms of forced and compulsory
labour;1. O
 ur Approach to Human Rights

6. Stakeholder Engagement

2. Scope of Application

7. Remedy

3. C ompliance with Applicable
Laws and Regulations

8. Education and Training

Principle 5: t he effective abolition of child labour; andPrinciple 6: t he elimination of discrimination in respect of
employment and occupation.

Environment
Principle 7: B usinesses should support a precautionary approachto environmental challenges;

4. R esponsibility to Respect
Human Rights

9. Management
Responsibility for Human
Rights5. Human Rights Due Diligence10. Information Disclosure

Principle 8: undertake initiatives to promote greater environmental
responsibility; andApproach to Individual Issues

Principle 9: e
 ncourage the development and diffusion ofenvironmentally friendly technologies.

● Discrimination and Harassment● Child Labor, Forced Labor, and Human Trafficking● Diversity & Inclusion● Right to Collective Bargaining and Freedom of Association

Anti-Corruption
Principle 10: Businesses should work against
corruption in all its forms,
including extortion and bribery.

● Occupational Safety and Health● Right to Privacy

More details on the TOPPAN Group Human Rights Policy
https://www.holdings.toppan.com/en/about-us/our-corporate-approach/human-rights-policy.html

54

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Promotion Framework

Committee deliberated future initiatives.

Promotion framework

TOPPAN continued to participate in the Human Rights

the human rights issues faced in Japanese and international

Due Diligence Working Group and the Human Rights Educationsocieties and the initiatives launched by companies at theWe have established a Groupwide framework for promoting

Working Group organized by the Global Compact Network

forefront of human rights efforts.

human rights initiatives led by the Corporate ESG Project, across-divisional team driving sustainability activities under theJapan, in fiscal 2022. We have gained a comprehensive view of

Identifying Human Rights Risks in the Printing Industry

Sustainability Promotion Committee chaired by the President &Human Rights Issue

Representative Director. The Board of Directors supervises key

Supply Chain

Customers

Users

Communities

Medium

High

ー

ー

ー

Child labor

Low

Low

ー

ー

ー

Discrimination

High

High

ー

ー

ー

Medium

High

ー

ー

ー

human rights activities in collaboration with related

Freedom of association
Right to collective bargaining

Low

High

ー

ー

ー

departments throughout the Group.

Working hours

Low

High

ー

ー

ー

Wages

Low

High

ー

ー

ー

Right to privacy

human rights efforts, while the head of the Personnel & Labor
Relations Division oversees their implementation. The
Personnel & Labor Relations Division, Manufacturing
Management Division, and Legal Division steer day-to-day

Forced labor / Human trafficking

TOPPAN
Employees

Inhumane treatment

High

High

High

High

ー

Ethical/responsible marketing

ー

ー

Low

Low

ー

Freedom of expression

ー

ー

High

MediumーAI and human rights

ー

ー

Low

Low

ー

Product safety and quality

ー

ー

Low

Low

ー

Business and Human Rights and recognizes the need for due

Health of local residents

ー

ー

ー

ー

MediumSanitation of soil, water, etc.

ー

ー

ー

ー

Mediumdiligence to ensure human rights. We have clarified andRights of indigenous peoples

ー

ー

ー

ー

Low

evaluated human rights risks in the printing industry and*We have categorized human rights issues by prioritizing human rights risks as they relate to the characteristics of our businesses, competitor
trends, and international human rights standards. Five core human rights risks facing us have been identified through the process: the four risks
shown above in red and “human rights governance across the Group” (not shown in the list).

Human Rights Due Diligence
Approach

SystemTOPPAN supports the United Nations Guiding Principles on

identified five risks specific to us, in accordance with the
TOPPAN Group Human Rights Policy formulated in October2021.
In fiscal 2022 we assessed our stakeholders with a focus on
the five risks identified. A written assessment analyzed thehuman rights risks at 75 Group companies in Japan and 103
Group companies overseas. Onsite assessments were conducted
to investigate the actual human rights situations in one Japanbased company and one company overseas, and both companies
were provided with feedback on issues with higher risk potential
and proposals on risk mitigation and corrective measures.
Informed of the assessment results, the Sustainability Promotion

55

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Results of Human Rights Due Diligence

Follow-up Assessments

Fiscal 2022 Human Rights Risk Assessment at the TOPPAN GroupA detailed analysis of the results of human-rights risk

Japan

Overseas

Assessment targets

75 companies

103 companies

Assessment period

July to December 2022

September 2022 to March 2023

Assessment method

Assessment using a human rights risk questionnaire
4 categories, 22 sections, 151 questions
1. Basic
Information
1A. C
 ompany basic
information

Assessment content

2. Human Rights Due
Diligence System
2A. D
 ue diligencesystem3. Addressing Human
Rights Issues

4. Management

3A. F orced labor and humantrafficking

4A. S
 takeholder
engagement

1B. B
 usiness related 2B. D
 issemination of
3B. Child labor
information
human rights policy

4B. I nternal reporting
channels

1C. E
 mployee
information

3C. A
 ppropriate work hour
management

4C. E
 xternal
grievancemechanism

1D. C
 ontractor
information

3D. P ayment of an
appropriate wage

4D. S
 upply chain
management

1E. C ertifications
andparticipation ininitiatives

3E. P rohibition of
discrimination

2C. P erformance ofhuman rights
related training*Red Flag () is used to clarify significant
risk factors and the non-implementation ofrisk mitigation measures for five areas of core
ILO labor standards (forced labor, child labor,

discrimination, freedom of association andright to collective bargaining, and occupational

health and safety) and the five human rights
issues identified by TOPPAN (forced labor andhuman trafficking, discrimination, inhumane
treatment, right to privacy, Groupwide humanrights governance).

3F. P rohibition of inhumane
treatment
3G. F reedom of associationand the right to collective
bargaining
3H. R
 ight abuses in local
communities

assessments has revealed no significant risks requiring urgent
actions and no violations of local laws or regulations orinternational norms. Several issues that could lead to negative
impacts on human rights were found, however, at sevencompanies in Japan and seven companies overseas. The
following countermeasures were implemented at one company
in Japan and one overseas company in fiscal 2022. We willcontinue to address the identified issues in fiscal 2023.
Japan
No. of sites

1 company

1 company

Assessment
timingNovember 2022

March 2023

MethodOnsite assessment, etc.

Assessment via
teleconference, etc.

Concerns

1) I nsufficientestablishment of amanagement
framework forleave-taking2) L ack of uniform
standards for someallowances

3I. Ensuringsafe andhealthy workplaces for all
employees
3J. Privacy

Result (Overall evaluation) ・Significant risks that require an urgent response were not found. ・ Significant risks that require an urgent response were not found.
Result (Human rights
promotion framework)

Result (Addressing
human rights issues)

Result (Management)・Risk of insufficient management framework for human rights
including externally.
・Risk of insufficient human rights training.

・ Risk of insufficient management framework for human rights
including externally.
・ Risk of insufficient human rights training.

・ Risk of insufficient occupational health and safety management.
・Risk of insufficient external disclosure of declaration of conduct
・ Risk of insufficient efforts to mitigate infringements on thefor fair employment screenings.
rights of local residents and others.
・Risk of insufficient occupational health and safety management.
・ Due to the nature of the business, many companies obtain and・Multiple incidents of harassment and so on in the last threehandle customers’ personal information and are at risk ofyears have been confirmed, but appropriate measures including
violating the right to privacy. However, it was also confirmed
disciplinary measures taken at the time of occurrence werethat comprehensive risk mitigation measures are being
confirmed.
implemented.
・Risk of insufficient communication with external stakeholders.
・Risk of not informing Business Partners of TOPPAN Group
policies and not conducting human rights risk assessments.

Overseas

Mitigation
andcorrective
measures1) Deficiencies incalculatingallowances2) Risk of wording insome rules restricting
employees’ freedomof conduct outside ofworking hours

1) G uidance to establish
a management1) G uidance to examine
framework forand implement
leave-taking
measures to prevent
recurrences and to2) G uidance to pay
promptly pay
allowances using theallowancessame standards, in
keeping withgovernment
guidelines on equalpay for equal work2) G uidance to examine
the necessity of theapplicable rules・ Risk of insufficient communication with external stakeholders.
・ Risk of insufficient establishment of external grievancemechanism.

・ Risk of not informing Business Partners of TOPPAN Group
policies and not conducting human rights risk assessments.

56

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Grievance Mechanism
Upon detecting a negative human rights impact caused or

the parties involved, and strive to resolve the matter promptly

review the actual working hours of employees and discuss

through measures such as corrective or disciplinary actions

measures to regulate them at each Group site. The committees

against the persons responsible.

check and take steps to ameliorate cases of long working hours

contributed to by our business activities, we will work to remedy

The Conduct Guidelines Promotion Leaders also present

occurring either chronically or over extended periods. The

the issue through appropriate means. If the negative impact iscase studies on human rights issues as a means of disseminating

measures for reducing overtime work range from direct

found to be directly linked to our corporate activities throughthe Conduct Guidelines at their assigned workplaces andcommunications, such as the sending of alerts to employees andbusiness relationships, we will work with the relevant

enhancing the understanding of human rights across the Group.

their superiors through our work management system, tostakeholders to fulfill our role in remediation.
The TOPPAN Group Helpline has been established as an

In fiscal 2022 we informed employees at Group companiesof the TOPPAN Group Human Rights Policy and organizedenvironmental adjustments, such as scheduled shutdowns for
PCs and office lighting.

internal reporting system to be used by Group employees whentraining on human rights issues recently faced in society. Basedan infringement of human rights is suspected or discovered. Weon the results of human-rights risk assessments carried out inpandemic world and develop appropriate working conditions

also operate a Supplier Hotline open to business partners forfiscal 2022, we conducted training for employees of Toppan Inc.

that support the autonomy of individual employees on all fronts.

the anonymous reporting of related matters.

and selected Group companies to further their understanding of

Smart work and remote work systems have been introduced

human rights risks.

throughout the Group, along with smart devices that can be

We also strive to adapt to the “new normal” in the post-

More details on the TOPPAN Group Helpline (see page 147)

used in the same ways inside and outside of officeMore details on the Supplier Hotline (see page 69)

environments.

Human Rights Training andHarassment Prevention
Activity results, performance data

Training, education

Labor Rights
Approach

SystemActivity results, performance data

Labor-Management Initiatives for Human Rights

Securing Occupational Safety and Health
Safety masters, safety personnel, employees in charge ofengineering and safety, and other safety experts have been

We undertake various measures for labor-related human rights

deployed to operational sites across Japan under the safety

We organize diverse forms of human rights training for humanbased on a basic policy arising from an agreement reachedpromotion structure of the Group. We organize safety training

assets based on a fundamental ethos of respect for human beings.

through consultation with the labor union and otherfor all Group employees, both regular and contract hires, as

stakeholders.

prescribed by the Basic Policy on Safety, Health, and Fire

While new managers and supervisors have been routinely

Protection, a policy that prioritizes safety over all othertrained on human rights issues focused on harassment prevention,

The agreement promotes stable labor-management

a new program for the prevention of workplace harassment covers

relations, maintains and improves working conditions, andconsiderations. Training content is extensive, including safety

employees under an agreement on harassment prevention reachedsecures the corporate concord by establishing a fundamental

programs mainly for forepersons as well as enhancement ofwith the Toppan Printing Labour Union in April 2020. Personnel

approach between labor and management, the rules governing

intrinsic safety for machines and equipment through risk

& labor relations departments at Toppan Inc. and Group

union activities and labor-management negotiations, andassessment. Anzen Dojo safety-training facilities outfitted tocompanies in Japan have set up consultation desks to manage

employment conditions pertaining to wages, working hours, etc.

simulate and alert employees to workplace hazards are operated
at seven Group sites around the world. A cumulative total of

workplace harassment. The departments train counselors on
methods to prevent harassment and strictly deal with every case.
If any form of harassment comes to light, the departments will
investigate the case appropriately, mainly through interviews with

Developing Appropriate Working Conditions
We convene labor-management committees every month to

57

38,712 persons have received dojo training since the facilities
opened, as part of an ongoing effort to refine Groupwide safety
promotion activities for the prevention of occupational
Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

accidents. We also work with industrial physicians and theenhancement plans. The Company expects this system to

TOPPAN Group Health Insurance Union to drive primaryenhance the autonomy and independence of employees and toprevention activities aimed at securing workplaces to be free of

nourish a problem-solving, can-do mindset. By assigning human

We pay appropriate wages to Group employees by considering

mental health problems.

assets to positions suited to their individual motivations andthe local living costs and observing the minimum wages set

qualifications, the system optimizes personnel positioning

under the laws and regulations of each country or region. In

across the Company to energize each organization and reinforce

addition to providing the monetary remuneration and welfare

Toppan Inc. as a whole.

and benefits legally required, we offer non-monetary support

Pursuing Diversity and Inclusion
We position diversity and inclusion initiatives as critical

Paying Appropriate Wages

such as programs for enhanced job satisfaction, self-

The system also gives employees periodic opportunities tomanagement strategies to further advance our progress as aexchange opinions with superiors on their career- and skill-

actualization, and career development. The average annual

group of corporations that create social value. Constant dialogueenhancement plans. The structured approach to career planningsalary at Toppan Inc. was 7.06 million yen in fiscal 2022. The

and heightened awareness have been facilitated to ensure

helps employees design their own career paths and develop

Company’s remuneration system for determining employee

mutual respect and create psychologically safe workplaces

necessary competencies on their own initiative.

wages is based on the individual’s capabilities and roles andwhere every person can speak and act with dignity and without

The Company has also been running an in-house staff

imposes no differential standards based on gender.

inhibition. We provide employees with support systems torecruitment system to provide every employee with an equal

Remuneration is also determined uniformly across the Groupbalance their work with childcare and nursing care burdens,

opportunity for skill enhancement.

companies in Japan based on similar criteria. We have adopted

promote the employment of people with disabilities, and takean original job-based personnel treatment system since fiscal

positive action to assure gender-equal treatment. These

2022 as a remuneration structure that enables diverse humanmeasures have led to increases in the percentage of persons

assets to work vigorously in wide-ranging business fields.

with disabilities in the workforce and the number of female
managers and supervisors.
We also implement various LGBTQ initiatives to incentivize
every employee to create inclusive environments in which all

Gender Pay Gap at the TOPPAN Group

persons can feel at ease. In addition to holding LGBTQ seminars

Applicable Companies

open to employees across the Group, the TOPPAN ALLY
initiative has been organized to encourage employees to express
their alliance with LGBTQ individuals. A system has also been
introduced to extend the benefits granted to employee spouses
to same-sex and/or common-law partners.

Arranging Self-directed Career- andSkill-enhancement Programs
Toppan Inc. operates an annual Challenging Job System, aself-directed program to encourage all regular employees toconsider their own career aspirations and develop skill-

Toppan Inc.

Wage Disparity between Male and Female Employees(Average Female Wage / Average Male Wage)All Employees

Regular Employees
66.6%

Part-time and Contract
Employees

65.4%

62.5%
56.2%

Toppan Inc. and consolidated subsidiaries in Japan

61.1%

72.3%

Consolidated subsidiaries in Asia (excluding Japan)

82.5%

87.4%

97.6%

Consolidated subsidiaries in North America

85.7%

86.4%

82.8%

Consolidated subsidiaries in Europe

86.7%

90.4%

38.1%

Toppan Inc. and consolidated subsidiaries worldwide

65.1%

73.7%

59.5%

*Calculated based on the provisions of the Japanese Act on the Promotion of Female Participation and Career Advancement in the Workplace (Act no. 64 of
2015). The calculation method applied to overseas subsidiaries conforms to the standards presented in the act.
*“Wages” include wages, salaries, allowances, and any other payments (whatever they are called) paid by the employer to workers as compensation for their labor.
*The totals for “Toppan Inc. and consolidated subsidiaries worldwide” are tabulated from the weighted averages reported by Toppan Inc. and overseas
subsidiaries. Those for overseas subsidiaries have been converted into Japanese yen using the rate as of March 31, 2023.
*The “Wage Disparity between Male and Female Employees” is calculated for the business year at each company, which may differ from the business year of
Toppan Inc.

*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

58

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Average Annual Salary (Toppan Inc.)
Average Annual SalaryFiscal 2018

6,644,621 yen

Fiscal 2019

6,811,464 yen

Fiscal 2020

6,775,518 yen

Fiscal 2021

7,001,363 yen

Fiscal 2022

7,060,291 yen

Starting Salary at Toppan Inc.
The starting salary of new university graduates hired on April 1,
2023 was 222,500 yen (1,390 yen per hour) uniformly
throughout Japan.

deemed to be inappropriate in an interview setting are listed in
the manual to ensure that the interviewers avoid any topics that
could constitute employment discrimination. The Company also
takes comprehensive steps to protect applicants’ human rights
in recruitment. The interviewers, for example, are required tosign written pledges regarding the handling of personal
information.

Properly Operating Technical Internship Programs
Head office personnel collaborate with local general affairs staff
in a fact-finding survey conducted to assess human rights risks
for foreign technical interns working at Group sites acrossJapan. They employed Toppan Inc.’s original check sheets toStarting Salary of New University Graduates(Toppan Inc.)
Starting Salary
April 2019

209,000 yen

April 2020

211,000 yen

April 2021

213,000 yen

April 2022

214,500 yen

April 2023

222,500 yen

verify the actual living and working conditions for the interns
and whether the internship programs were being run inaccordance with the requirements stipulated by the Ministry of
Health, Labour and Welfare of Japan. We confirmed thattechnical internship programs were introduced at seven of theplants operated by our three manufacturing subsidiaries inJapan.
The survey also confirmed the following: that theemployment contracts concluded with foreign interns wereexplained in either their native languages or in languages thatthey could understand, that there were no cases of unpaid wages

Providing an Open Recruitment Environment

or long overtime hours worked, that appropriate wages wereToppan Inc. recruits university and high school graduates,

conditions provided to the interns were comparable to those

mid-career personnel, and persons with disabilities regardlessprovided to TOPPAN employees.

paid in accordance with the hours worked, and that the livingof nationality, gender, age, or disability. The Company hires
diverse human assets by delivering information on working at
Toppan Inc. to a broad range of people through company
presentations, websites, and other media.
Personnel who interview applicants receive a recruitment
manual and training on fair selection practices. Questions

59

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Employee Health & Safety / Work-Life Balance
Basic Approach
Approachfor the entire workforce, including both regular and contract
employees, towards the complete elimination of occupational

Labor-Management Partnership at Toppan Inc.

accidents. We maintain our efforts to eliminate occupational

Toppan Inc.’s labor union and management respect each other’s

We value our employees as precious “human assets” andaccidents all year round.

positions as partners with shared ideals. They have been

understand how deeply we depend on them. We are convinced*The term “health and productivity management®” is a registered trademarkof the Workshop for the Management of Health on Company and
Employee of Japan.

working together on various issues on an equal footing. Businessthat human assets perform to their full potential when they are
vigorous, earnest, and driven.
Rewarding working conditions and healthcare and safety
initiatives to support motivated, vigorous, and earnest work havebeen jointly promoted by Toppan Inc., the Toppan Printing

councils are convened as cross-divisional and operational-sitebased forums to discuss wide ranging managerial issues. Several

Promotion Frameworkspecial committees are also convened to deliberate pertinentissues of the day. Standing committees meet to discuss issues

Promotion framework

such as working hour reductions, wages, and safety and health.

Labour Union (“the labor union”), and the TOPPAN Group

The Personnel & Labor Relations Division coordinates with

Individual labor-management committees meet wheneverHealth Insurance Union (“the health insurance union”).

general affairs departments in business divisions across thenecessary to discuss specially designated subjects, such as theGroup to implement various measures on labor matters increation of a working environment amenable to enhanced job

undertaken various activities based on the Health Management

consultation with the labor union. The division also spearheads

satisfaction.

Declaration (established in 2015; revised in 2019) and the Basic

the development of employee healthcare and safety initiatives

The Company has adopted a union shop system. In

Policy on Safety, Health, and Fire Protection (updated in Aprilin cooperation with the labor union, the health insurance union,

principle, all non-managerial employees belong to the labor2020 from the Basic Policy on Health and Safety formulated inand general affairs departments in business divisions

union as members.

2010).

throughout the Group.

*6,975 union members out of Toppan Inc.’s total workforce of 10,899
employees

For employee health and safety in particular, we have

The Health Management Declaration clarifies healthmanagement policies for maintaining and enhancing the healthof Group employees. From a viewpoint of “health andproductivity management®*,” this declaration visualizes andreorganizes health promotion measures and action plansorganized by the Group and the health insurance union. Two

Structure for Health Management Promotion
Head of health management(President & Representative Director)

General aﬀairs departments
at Group sites

Health management promotion supervisor

Toppan Printing
Labour Union(Director in charge of personnel
and general aﬀairs departments)

Collaborating in
implementing measures

aims are pursued. The first is to further promote the health of
employees and their families through various approaches, suchas measures to support work-life balance. The second is tocontribute to society through healthcare businesses that support
health promotion activities undertaken in communities.
The Basic Policy on Safety, Health, and Fire Protection,
meanwhile, enunciates a “safety first” principle as a top priority

Health Management Promotion Council
Health insurance union; Personnel and generalaﬀairs divisions at the head oﬃce
Collaborating
Departments
involved in healthcare
businesses

Collaborating

Collaborating

We have formulated a structure for promoting “health andproductivity management®” by establishing a Health

Safety and HealthCommittee

Management Promotion Council at Toppan Inc. The President &Industrial physicians

Representative Director oversees the council as the head ofClinics and medical
specialists

health management. Representatives from across Group sites

Industrial counselors
TOPPAN Group Fraternal
Beneﬁt Society

Public relations
division

60

Health Management

Corporateplanning divisionand the health insurance union meet to establish key targets andkey performance indicator (KPI) benchmarks for employee
healthcare initiatives. The council members discuss, implement,
verify, and improve various healthcare measures to achieve thetargets and benchmarks.
Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

More details on the Health Management Declaration (in Japanese)
https://www.holdings.toppan.com/ja/about-us/our-corporate-approach/health-manage-declaration.html

 ore details on the Basic Policy on Safety, Health, and Fire ProtectionM(in Japanese)
https://www.holdings.toppan.com/ja/about-us/our-corporate-approach/safety-policy.html

four Group sites in the U.S. (May 2019), sites operated by

Japan and two dojos overseas.
Companies and organizations outside of TOPPAN come totrain at the domestic dojo facilities. While most train at the
Kawaguchi dojo , inquiries on the use of dojos at the other four

Approach

Activity results, performance data

Safety masters, safety personnel, employees in charge ofengineering and safety, and other safety experts have been
deployed to operational sites across Japan under the safety

The Kawaguchi dojo is equipped with a virtual reality (VR)workplace hazards. The dojo also uses mechanical simulators tofamiliarize trainees with the dangers of dust explosions andexposure to hazardous chemicals.

On a cumulative basis, 38,712 Group employees andthe dojo facilities opened. The number of trainees fromcompanies and organizations outside of the Group has been

2017年10月にタイ・サイアムトッパン、2018年1月に中国・リーホォン東芫工場に「トッパングループ安全道場（以下安全道場）」
limited to about 200 per year since fiscal 2020, mainly as aを開設しましたが、今後は他の海外事業所にも順次安全体感道場を開設し、その現地に合せた安全教育を強化して参ります。
今回開設された海外2カ所の「安全道場」では、これまで国内で培ってきた知見を活かし、また海外事業所の実情
consequence of site closures during the COVID-19 pandemic.
に合わせた展示、体感設備の導入と、運用体制の構築を行っています。
運用体制については、国内と同じように安全師範を現地にて要請し、定期的に現場オペレーターを集めて、
Notwithstanding the fiscal 2020 slowdown, a cumulative total of
安全教育を実施しています。

6,363 visitors from 880 entities have been trained at the dojo
（中国・リーホォン東芫工場の安全道場）
More details on our Anzen Dojo initiatives (in Japanese)
https://www.holdings.toppan.com/ja/about-us/our-corporate-approach/safety-policy/
anzendojo.html

facilities since they were launched.
We have also been using VR technologies to produce
hazard simulation content since 2019. In total, 22,678 Group
employees have been trained on simulated workplace hazards

promotion structure of the Group. We organize comprehensive

Dojo VR tours organizedat 55 operational sites acrossin Anzen
年10月にタイ・サイアムトッパン、
20172018年1月に中国・リーホォン東芫工場に「トッパングループ安全道場（を開設しましたが、今後は他の海外事業所にも順次安全体感道場を開設し、その現地に合せた安全教育を強Japan. The innovations adopted at the dojos for remote hazard
今回開設された海外2カ所の「安全道場」では、これまで国内で培ってきた知見を活かし、また海外事業所の実に合わせた展示、体感設備の導入と、運用体制の構築を行っています。
simulation training during the COVID-19 pandemic have
運用体制については、国内と同じように安全師範を現地にて要請し、定期的に現場オペレーターを集めて、（タイ・サイアムトッパンの安全道場）
heightened the safety awareness of Group employees overall.
安全教育を実施しています。

safety training for all Group employees, both regular andcontract hires, in accordance with the Basic Policy on Safety,
Health, and Fire Protection. The training takes many forms,
from safety programs mainly for forepersons to risk assessment
courses to enhance the intrinsic safety of machines andequipment.

Group sites in Indonesia and Thailand (May 2020).
visitors from around the world have taken safety training since

plants are also welcome.
simulator to train employees and guests in the handling ofOccupational Safety and Health

Giantplus Technology Co., Ltd. (November 2019), and several（中国・リーホォン東芫工場の安全道場）

Operating Anzen Dojos Overseas

Anzen Dojo

Two Anzen Dojo facilities were recently opened at Group sites
outside of Japan: one at Siam Toppan Packaging Co., Ltd. inAnzen Dojo safety-training facilities outfitted to simulate andThailand in October 2017; another at Toppan Leefung Packaging

alert employees to workplace hazards have been operating at the& Printing (Dongguan) Co., Ltd. in China in January 2018.

Kawaguchi Plant in Saitama Prefecture, Takino Plant in Hyogo

These overseas facilities leverage our expertise on safety

Prefecture, and Fukuoka Plant in Fukuoka Prefecture for years.

training cultivated at similar dojos in Japan. Both facilities are

More recently, new domestic dojos have been established at theequipped with safety-related displays and hazard simulators

Gunma Central Plant in Gunma Prefecture (in fiscal 2020) and

optimally selected for the working conditions at their sites. We

the Shiga Plant in Shiga Prefecture (in fiscal 2021). Dojo

foster onsite safety masters for overseas Group companies andfacilities were also set up at two overseas Group sites in fiscal

regularly hold safety sessions for frontline operators according

2017, one in China and another in Thailand. We will continue toto the same operational scheme applied in Japan. Anzen Dojorefine Groupwide safety promotion activities to prevent

tours with hazard simulators were conducted to ensure

occupational accidents, with support from the five dojos acrossemployee awareness of potential dangers in the workplace at

61

Press release: Toppan Inc. Produces New Anzen Dojo VR TM Content (inJapanese)（タイ・サイアムトッパンの安全道場）
https://www.holdings.toppan.com/ja/news/2023/05/newsrelease230516_1.html

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Anzen Dojos Opened
Domestic Group Sites
Fiscal 2010 Kawaguchi Plant (Kawaguchi, Saitama)
Fiscal 2015 Takino Plant (Kato, Hyogo)
Fiscal 2015 Fukuoka Plant (Koga, Fukuoka)
Fiscal 2020 Gunma Central Plant (Ora, Gunma)
Fiscal 2021 Shiga Plant (Higashiomi, Shiga)

Overseas Group Sites
Fiscal 2017 Siam Toppan Packaging Co., Ltd.
(Thailand)

Fiscal 2017 Toppan Leefung Packaging & Printing(Dongguan) Co., Ltd. (PRC)

Heightening Employee Safety AwarenessWeb-based efforts include remote safety audits, basic training

A Safety Project has been formed at Toppan Inc. with members

across Japan, and subcommittees where site personnel discussfrom the Personnel & Labor Relations Division and thesafety measures for their production processes. In parallel with

Manufacturing Management Division. Project members

the remote initiatives launched during the COVID-19 period, we

regularly visit Group sites to monitor their safety activities andhave begun holding onsite, in-person safety meetings andcarry out onsite patrols with a view to reducing the risk of

training sessions in conjunction with onsite inspections acrossoccupational accidents at production sites across the Group.

Group sites.

sessions for safety masters and employees in charge of safety

The annual group training conducted at Anzen Dojo andother safety facilities for Japan-wide safety masters has been

Data on Occupational Accidents

shifted to a web-based format to safeguard against COVID-19.
Safety education and efforts to standardize safer work

Under the “safety first” principle, we are creating safe, secure

procedures have also been organized online in various forms forworkplaces towards the elimination of occupational accidents

personnel at production departments throughout the Group.

throughout the entire Group.

Occupational Accidents
2018

Topic

Toppan Inc.

Deaths from occupational accidents

Good Risk Sense Awards for 2023
On July 15, 2023, Toppan Inc. won a Chemical Daily
Award and Risk Sensitivity Study Group Award at the

Toppan Inc. and some of its subsidiaries*

Severity rate*2

FY2023 Good Risk Sense Award ceremony sponsored by
the Risk Sensitivity Study Group of Japan. Toppan Inc.

Deaths from
Occupational
Accidents2022

was selected in recognition of the outstanding

0

0

0

1

0.095

0.046

0.092

Toppan Inc. and some of its subsidiaries*3

0.210

0.342

0.238

0.444

0.340

Toppan Inc.

0.001

0.003

0.001

0.001

0.345

Toppan Inc. and some of its subsidiaries*3

0.008

0.007

0.004

0.014

0.169

Frequency
Rate*1

Severity
Rate*2

1

0.092

0.345

Some of its
subsidiaries*3

0

0.552

0.018

Subtotal

1

0.340

0.169

Domestic relatedcompanies*4

0

0.533

0.018

Overseas
affiliates*5

0

2.762

0.037

Total

1

1.238

0.089

.

62

1

0.144

Toppan Inc.

*Every indicator assured by an independent assurance provider is marked with an assurance stamp

2022
0

0

in heightening safety awareness and reducing the risk of*The Risk Sensitivity Study Group of Japan wasestablished by the Japan Society for Safety
Engineering, a body set up under the Science
Council of Japan. It monitors corporate safety
activities, assesses their efforts, and commends
outstanding initiatives to make them visible toother companies across Japan.

2021
0

0.048

performance of Anzen Dojo and other safety initiatives
occupational accidents.

2020
0

Toppan Inc.

3

Frequency rate*1

20190*Period covered: January 1–December 31*1 Number of occupational accidents requiring employee leave, per million
cumulative actual working hours (ref lects the frequency of occupational
accidents)*2 Number of workdays lost as a consequence of occupational accidents, perthousand cumulative actual working hours (reflects the severity of occupational
accidents)*3 Entities covered: 30 domestic subsidiaries under the control of either Toppan
Inc. or its business divisions*4 Entities covered: 30 domestic related companies*5 Entities covered: 90 overseas affiliates

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Measures for Mental Healthcare
ApproachPromotion framework

Activity results, performance data

Developing 3D Stress Check & Support
We have analyzed extensive data from employee stress-checks
and from specialists overseeing mental health problems at the

We work with industrial physicians and the TOPPAN Group

workplace. The risk factors for mental illness identified so far

Health Insurance Union to undertake various measures for the

include not only typical excessive stress, but also physical andprevention of mental health problems at the workplace. The

mental conditions linked to unhealthy lifestyles and major

measures broadly cover “primary, secondary, and tertiarychanges in personal and working environments.

prevention” strategies, as well as prevention-focused approaches

Based on these findings, we have developed our own 3D(“fundamental prevention”) to improving communication skills

Stress Check & Support system that offers detailed risk

and enhancing physical and mental health through better sleep.

assessments with an original algorithm and automaticallyprescribes tailored forms of mental hygiene support, such asvideo coaching programs that employees in need can accesswithout surrendering personally identifiable information. Stresschecks are also arranged two times yearly for graduates who
have been hired in the last 24 months. These checks attest to
our redoubled mental healthcare efforts for new hires.
Meanwhile, feedback on the group analyses performed
using data from the 3D Stress Check & Support system isrelayed to managerial staff to guide their efforts towards
workplace improvements across the Group.

We develop in-house training programs and training

Overview of Mental Healthcare Activities

addressed in our training regime.
In the case of unavoidable absences from work because of● 3D Stress Check & Support
・Good physical and mental condition
・Guidance on addressing environmental changes

Training before overseas assignment

mental health problems, we carefully check and care forpreparing them for a return to work, confirming their readinessto return to work, and extending supports for them. Careful,deliberative support helps employees maintain good balance
between work and medical treatment and take steps to avoid
any exacerbation or recurrence of mental burdens.

・Improved workplace environments
through group analysis(Other training programs organized byGroup sites)・Interviewsby physicians

Enhanced early-response capability
based on caseness

Secondary
Prevention

step by having them concentrate on medical treatment,

Tertiary
Prevention

individual employees on leave to support their recovery step by・Various training programs

 mployee assistance programs (EAPs) forE
personnel assigned overseas

prevention and special care for remote working are also

・Workshop on FFS theory●Harassment prevention●

overseas assignments. Emerging challenges such as harassment

・Heightened awareness of the importance ofgood sleep

・Rank-based training

 nline counseling by the health insuranceO
union

workshops at workplaces, and training for candidates forPrimary Prevention

employees, rank-based training, division-based training,・Original video materials●Improved communication skills●

training also takes many forms, such as training for new

・New employee training and training for
employees hired in the last 24 and 36 months

Healthcare promotion plan

front-line findings on physical and mental condition. Our●Enhanced physical and mental condition

Care Using
Resources outsideof Group sites

Care Using Resources
within Group sites●

theory, and Adler’s theories of individual psychology, as well as

Fundamental
Prevention

methods such as cognitive behavior therapy, clinical art therapy(via the Art Salon workshop), the five factors & stress (FFS)Line Care(by managers and supervisors)

Self-care

Adler’s theories of individual psychology
Cognitive behavior therapy

outside of the Group. Training programs embrace theories andIn-house counseling support

making extensive use of diverse knowledge and expertise from・・

materials attuned to our internal mental healthcare needs byInterviews, etc. through the coordination of supervisors, general affairs
departments, industrial physicians, and the health insurance union“Return-to-work steps 2022” campaign to shorten the duration of absence and prevent the recurrence or exacerbation of mental burdens
Absentee care under the
H-ARM-ONY program

63

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Work Styles at Toppan Inc.
Approach

SystemActivity results, performance data

Labor and management at each operational site also

marriage on July 1, 2020. They are now granted leave fordiscuss approaches to creating more accommodating workplacecelebration and condolence and receive allowances, wedding

environments that encourage employees to take leave. The

gifts, and other benefits.

Labor representatives and management at Toppan Inc. havemeasures they have devised and implemented are tailored to thebeen engaged in a vigorous dialogue since 2019 to devise

actual working conditions at their sites. The target paid leave set

approaches to achieving flexible work styles. A remote workby the Company is at least 10 days per year per employee.

system was adopted on October 1, 2020, after the completion of

Employees who have worked for the Company for 30

Toppan Inc. has been publishing its common employer’s actiona series of teleworking trials. This new system covers working

consecutive years are honored with a reward for long service,plan based on the Japanese Act on Advancement of Measures toarrangements of three types: working from home, working fromalong with a period of leave.

Support Raising Next-Generation Children.

Annual Paid Leave Used (Toppan Inc.)

working environment that supports balanced work and family

The common employer’s action plan aims to develop asatellite offices, and mobile working. The Company has alsoabolished the regulation requiring that core working-times be
set for employees under the smart work system introduced in
2018. In parallel, its discretionary work system has been
expanded to achieve full-time working from home. To spur
innovation, the Company has revised existing working

Average paid leave used(days)

Fiscal2018

Fiscal
2019

Fiscal
2020

Fiscal2021

Fiscal
2022

10.3

11.1

10.3

10.5

11.9

arrangements and introduced new systems to align with a

Average ratio*

new-normal work style suitable for the post-COVID-19 world.

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

54.9% 60.6 % 55.2 % 57.0 % 64.6 %Beyond these work system improvements, employees
continue to receive training that encourages and equips them toestablish their own work styles within the new-normal

Announcing a Common Employer’s Action Plan

Achieving a Good Work-Life Balancelife for employees with young children. Employers are expected
to design a plan primarily to arrange varied working conditions
for diverse employees, including those not raising children.
 ore details on Toppan Inc.’s Common Employer’s Action Plan (sixthMterm; in Japanese) based on the Japanese Act on Advancement of
Measures to Support Raising Next-Generation Children
https://www.holdings.toppan.com/assets/ja/pdf/sustainability/toppan202303_
actionplans6.pdf

environment. Employees learn to set individual goals, commit

Various systems and measures are in place at Toppan Inc. tothemselves to completing incremental tasks towards their goals,balance work and life for employees and their families: worksite

and strive to actively collaborate with diverse people inside andcafeterias and sports facilities, dormitories for single employees,

We are updating our housing for single employees to improveoutside of the TOPPAN Group.

and resort facilities at offsite locations; a system to encourage

work-life balance by shortening commutes to our main Group

property accumulation through savings and financing; asset-

sites and providing a secure, comfortable living environment.

building support through stock ownership and various types of

TOPPAN Heights Higashi Jujo in northern Tokyo is equipped

Supporting Work-Life Balance

Housing for Single Employees

collective insurance; enhanced support systems to maintainwith our newest décor products designed for comfortable living

At the ongoing business councils and labor-management

good work-care balance for employees with children andin a next-generation residential environment. As added

committees to support work-life balance, Toppan Inc.’s labor

nursing care responsibilities; sick leave and extended leave;

amenities, a soundproofed theater room and common lounge

representatives and management exchange opinions andretirement benefits and corporate pension; and enrichedfacilitate communication among residents.

deliberate measures to further shorten overtime working-hours

systems for living support. The TOPPAN Group Fraternaland comply with the revised Labor Standards Act of Japan. They

Benefit Society, meanwhile, runs welfare programs for leisure,

have also been analyzing actual overtime practices, reviewing

health promotion, and life design support. To assist diverse

the use of recently adopted working systems, and examining theemployee lifestyles, the Company’s spouse-related systems wereintroduction of new systems.

revised to accommodate same-sex partners and common-law

64

Exterior view

Latest TOPPAN décor
products

LoungeSustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

in the basic grading system for personnel treatment facilitates

Main Leave Systems and Family Benefits

the promotion of human assets with diverse skills and career

Leave Systems, Family Benefits, and Work-Life/Next-generation Support Measures (Toppan Inc.)

backgrounds. We have also added four new personnel evaluation
metrics—“the creation of a sustainable society,” “diversity,”

Stock Leave

If annual paid leave is left unused for two years after it is granted, up to 50 days of the leave can be accumulated as stock leave.
Employees are eligible to use their stock leave for reasons such as medical treatment for themselves or their spouses, healthcare or
nursing care for their families, fertility treatment, recovery-work in the aftermath of unexpected disasters, or the closure of theirchildren’s schools or the like because of infectious diseases, natural disasters, or other serious incidents. (To be taken in half-day
allotments, as necessary.)Childcare Leave

Both mothers and fathers are eligible for fulltime childcare leave taken consecutively until their child reaches the age of two years.
The first five days of childcare leave can be taken as paid leave. From the sixth day, employees on leave receive 15% of their regularsalaries from the Company (until their child reaches the age of two years) and subsidies of 1,000 yen a day 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 orirregular working schedule from the date of their return to the job until their child completes the fourth year of elementary school.
The Company subsidizes certain childcare costs and provides childcare-related information through a consultation desk.
A leave system for newborn care has been introduced from October 2022 in line with the amended Child and Family Care Leave
Act of Japan. Regardless of gender or length of service, an employee can take up to four consecutive weeks (28 days) of leave within
the first eight weeks from the date the child is born or is expected to be delivered, whichever is later. The 28 days allotted can also
be split into two periods, if desired.

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 theCompany for more than three consecutive years up to the date of resignation. A resigned employee who meets this condition willremain eligible for rehiring until May 1 of the year when the child enters elementary school.

as a basic rule, unless they are in any way unable to avoid

Nursing Care Leave

Employees are entitled to take leave for nursing care. For every family member requiring care, an employee is entitled to one year ofconsecutive or aggregated leave and up to three years of other work-hour adjustments such as staggered working hours or two-hourworking day reductions. The TOPPAN Group Fraternal Benefit Society pays a 1,000-yen subsidy per day during the leave. The
Company offers nursing care-related information and contracts external consultants to provide guidance.

non-competition, or good faith in their work at TOPPAN.

Leave for Child Healthcare

Employees can take up to 10 days of leave a year, regardless of the number of children they are raising. (To be taken in half-day or
one-hour allotments, as necessary.)

Volunteer Leave

Employees can take volunteer leave to engage in socially beneficial activities for up to one year. Employees on volunteer leavereceive an allowance.

Staggered Work-hours

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

Dependent Family Allowance

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

Partial Subsidization of Babysitter
Expenses

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

Guidance on Finding
Kindergartens and Daycare

Specialists provide knowledge and skills to parent employees seeking kindergartens and daycare for their children, as practicalguidance to help them return to work from childcare leave more seamlessly.

Other

The TOPPAN Group Health Insurance Union covers standard medical costs for childbirth. The union also sends parent employees
a complimentary childrearing magazine.

“respect for human rights,” and “social value creation”—in thehopes of guiding human assets through the processes of
behavioral innovation and personal growth towards enhanced
organizational performance.

Second-job and Side-business Arrangements
We allow employees to engage in second jobs or side businesses,
prolonged work or fulfill their duties of security, confidentiality,
Fifty-two employees used these arrangements at Toppan
Inc. in fiscal 2022 (36 employees in fiscal 2021).

Office Environments Designed for Diverse Work Styles
Our office environments have been adapted to a diversity of new
and flexible work styles that drive innovation. Along with sharedoffices in-house, we have opened “Atte,” an office where people
generate innovation by augmenting the value of face-to-facemeetings. We have also set up ICT KŌBŌTM studios acrossJapan* as bases that reinforce our system development
departments, the driving forces behind our DX business.

TOPPAN Job-based Personnel System
We are reforming our personnel systems to better reward

accumulated skills, and the creation of a working environment

Nationwide studios will encourage human assets to choose

where every person can take on new challenges.

diverse ways of working, create new businesses throughWe have restructured our personnel system from one thathuman assets who have diverse skills and career backgrounds.

grades employees uniformly by position into one that grades

Among its various aims, the reform seeks to promote support forthem more granularly by incorporating job-specific elements.

the skill and career development of employees, the assignment

This new job-based system eliminates the seniority approach byof important roles to younger employees, the development of aabolishing the criterion of tenure, expressed as years in

scheme enabling veteran employees to demonstrate theirindividual positions, from the evaluation metrics. The revision65

interactions with local people and companies, and activate
communities through increased local employment.
*In addition to our existing studios in Nagano and Okinawa Prefectures,
two studios opened in Fukuoka and Hiroshima Prefectures in 2022 andone opened in Hokkaido Prefecture in May 2023.

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Supply Chain Management
Basic Approach
Approach

TOPPAN promotes sustainable procurement throughout the
supply chain in cooperation with suppliers and subcontractors

observed by every department responsible for procurement or

use of natural resources to avoid or minimize impacts on

involved in operations linked to products and services, and thebiodiversity in the global environment.

Sustainable Procurement Standards, which are to be satisfied byour business partners.
The Sustainable Procurement Standards comprise nine(“business partners”) to fulfill the Group’s social responsibilities

sections: “legal compliance and respect for internationallyand support a sustainable society. We also seek to enhancerecognized standards,” “human rights and labor,” “health andcorporate value for ourselves as well as our business partners

safety,” “environment,” “fair business and ethics,” “quality andthrough sustainable procurement endeavors.

safety,” “information security,” “business continuity planning,”

A revised set of TOPPAN Group Sustainable Procurement
Guidelines issued in January 2022 will be shared throughout the ore details on the TOPPAN Group Sustainable Procurement
M
Guidelines
https://www.holdings.toppan.com/assets/en/pdf/sustainability/The_Toppan_Group_
Sustainable_Procurement_Guidelines.pdf

More details on the TOPPAN Group Human Rights Policy
https://www.holdings.toppan.com/en/about-us/our-corporate-approach/humanrights-policy.html

 ore details on the Annex to the TOPPAN Group Declaration on the
M
Global Environmentand “establishing a management system.”
Based on the TOPPAN Group Human Rights Policy, thesupply chain. The revisions are a response to the growing

Annex to the TOPPAN Group Declaration on the Global

demand in society for supply-chain management practices thatEnvironment, and the Declaration of Partnership Building, ouraddress human rights, better ensure occupational safety andprocurement departments engage in BCP activities, implement

health, preserve the environment, and attain various otherhuman rights and environmental conservation initiatives in thesustainability targets. We will accelerate sustainablesupply chain, and take a proactive approach to the sustainable

https://www.holdings.toppan.com/assets/en/pdf/sustainability/The_Toppan_Group_
Declaration_on_the_Global_Environment_AnnexV1.pdf

More details on the Declaration of Partnership Building (in Japanese)
https://www.holdings.toppan.com/assets/ja/pdf/our-corporate-approach/toppan's_
partnership.pdf

procurement with business partners through a cycle ofoperations, audits, and refinement.
Under a Declaration of Partnership Building released by
Toppan Inc. in September 2022, we will be working withbusiness partners to fulfill our corporate social responsibilities
on both sides through supply-chain-wide initiatives that help
develop a sustainable society. We strive for co-prosperity withbusiness partners by maintaining good business practices andsupporting our partners with advice on their business continuity
planning (BCP) activities.

The Structure of the TOPPAN Group Sustainable Procurement Guidelines
Basic Procurement Policy

Sustainable Procurement Standards

This is a basic policy that applies to all workers involved in procurement activities

These are sections that set out requirements for suppliers andWe fairly and impartially offer opportunities to all Business Partners and potential

1. L egal Compliance and Respect for Internationally Recognized

We comply with domestic and overseas laws and regulations and conduct fair

2. Human Rights and Labor

We strictly control the information obtained through procurement activities.

4. Environment

at the TOPPAN Group.
Business Partners.

business transactions based on corporate ethics.

We work to conserve the environment and reduce impact on the environment.

The Sustainable Procurement Guidelines
The TOPPAN Group Sustainable Procurement Guidelines

We pursue QCD (Quality, Cost, Delivery) in order to meet the needs of the market.
We work to foster mutual cooperation and build relationships of trust with
Business Partners.

We promote sustainable procurement throughout the entire supply chain.

subcontractors*.
Standards

3. Health and Safety

5. Fair Business and Ethics
6. Quality and Safety

7. Information Security

8. Business Continuity Planning

9. Establishing a Management System*“Subcontractors”
are referred to as“Business Partners” inthese guidelines.

consist of the Basic Procurement Policy, a basic framework to be

66

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Promotion Framework

Departments that Work with Business Partners

Promotion framework

Sustainable procurement is a Groupwide initiative undertaken
not just by procurement departments, but by every departmentthat handles products and services. The Manufacturing
Management Division works with related departments acrossDepartments

Key Business Categories

Production control

OEMs

Purchasing

Suppliers

Planning

Subcontractors

General affairs

Temporary staffing agencies

Selecting Key Business Partners
Following is our evaluation approach to selecting key business
partners, including both new companies and current partnercompanies.
Business partners engaged in ongoing business with
TOPPAN are divided into four key categories: OEMs, suppliers,

Group sites to implement sustainable procurement in close

subcontractors, and temporary staffing agencies. Their ESG

cooperation with business partners throughout our procurement

risks are assessed in subcategories of business. For each of theoperations around the world.

four key categories, partners who account for 90% of our
procurement in a given transaction item by monetary value or

Supply Chain Management Structure

those who have country-specific or business-specific ESG risks
are designated as “key business partners.”

Board of Directors
Reporting and supervising

Approach to Selecting Key Business Partners

Management Committee

Four KeyBusiness
Categories

Reporting and supervising

TOPPAN Group ESG Management Promotion Committee
Reporting and supervising

Corporate ESG Project
Supply Chain Working Group

Director in charge of the Manufacturing Management Division
Manufacturing Management Division
Domestic Group sites

Overseas Group sites

Business partners

Business partners(as of March 2023)

Existing / New Business Partners

Sustainability Promotion Committee

ESG Risks by
Detailed Business Category

Classify business partners bysubcategory of business and rank
their ESG risks on a three-point
scale (low, medium, high)OEMs

・Environmental: Atmosphere, soil,
or water pollution, climate change,etc.

Suppliers

・Social: Workers’ human rights,
impact on communities,
occupational safety and health,etc.
Commodity-specific risks: Lumber,
etc.

Subcontractors

Temporarystaffing
agencies・Governance: Risk management,
corruption prevention, etc.

67

Importance to
Our BusinessBusiness partners
accounting for 90%
of our previous
year’s procurement
for a given
transaction itemby monetary value

Key Business
Partners

Key OEMs

Key suppliers

Key subcontractors
ESG risks bydetailed businesscategory: Medium
and high levels

Key temporary staffing
agencies

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Group Policies and Measures for Sustainable Procurement
Group Policy
TOPPAN Group
Human Rights Policy

Policy (details)
Human rights initiatives

Basic Procurement Policy

KPI Benchmark or Management Metric or Standard

Forced labor, harassment, or other human rights issues inthe supply chain

Dissemination of the human rights policy and confirmationof compliance

Key business
partners*

Compliance training in procurement departments

Relateddepartments within
the Group

Training on the Sustainable Procurement Guidelines inprocurement departments

Relateddepartments within
the Group

Monitoring on compliance in procurement departments
and the assessment of monitoring results

Key business
partners*

Number and percentage of business partners (meeting
the Group’s sales criterion) that have signed cooperationagreements, basic transaction agreements, and basic sale
& purchase agreements stipulating the observance of the
TOPPAN Group Sustainable Procurement Guidelines

Key business
partners*

Self-assessment questionnaires business partners canuse to assess their own ESG efforts based on the
TOPPAN Group Sustainable Procurement Standards

Key business
partners*

Compliance violations (violations of subcontract law, etc.);
acts contrary to accepted social ethics

TOPPAN Group
Sustainable
Procurement
Guidelines
Sustainable Procurement
Standards

Declaration ofPartnership Building

Annex to the
TOPPAN Group
Declaration on the
Global Environment

Business Partners
CoveredRisks Identified by the Evaluation

Quality-related incidents, environmental incidents, legal
violations, insufficiencies in raw material supply, or otherincidents in the supply chain that can develop into issues
in wider society

Continuation of business
operations with business
partners in the event of adisasterSupply disruption of materials, components, or equipment
caused by earthquakes, storms, floods, or other natural
disasters

Enhancement of the business continuity competencies ofbusiness partners (through questionnaires andworkshops on BCP)

Key business
partners*

Observance of good businesspractices with business
partners

Damage to social credibility arising from failures to rectify
business practices concerning pricing methods, payment
terms, work style reform, intellectual property usage, thesharing of expenses for mold management, etc.

Training on good business practices (training ontransaction-related legislation and the Declaration ofPartnership Building)

Relateddepartments within
the Group

Control of chemical
substances in products

Reduced product safety resulting from the admixture ofhazardous substances into raw materials

Dissemination of the TOPPAN Group Standards for theManagement of Chemical Components of Raw Materials

Key business
partners*

Suspension of operations at paper manufacturers resulting
from interruptions in the supply of lumber derived fromforest resources (the main material of paper) that areconsidered to have significant impact on biodiversity

Verification of the legality of lumber to promote thesustainable use of forest resources for paper production

All paper
manufacturers inthe supply chain

Supply stoppage of printing paper and suspensions ofprinting operations

Dissemination of the Paper Procurement Guidelines for
the Sustainable Use of Forest Resources

Key business
partners*

Proactive approach to thesustainable use of natural
resources by avoiding or
minimizing impacts on
biodiversity*Key business partners are those who engage in ongoing business with the Group and either account for 90% of supply by monetary value or have country-specific or business-specific ESG
risks in any of the four business categories (OEMs, suppliers, subcontractors, and temporary staffing agencies).

68

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Sustainable Procurement Initiatives
Approach

Applying the Sustainable Procurement Guidelines
We began implementing the following measures in fiscal 2022

and deepen relationships of trust with business partners. The
hotline is open for use by all of our partners.
We have also sent business partners questionnaires towith key business partners.

transactions with the partners.

https://www.holdings.toppan.com/en/about-us/our-corporate-approach/supplierhotline.html

Conserving Biodiversity
We promote the sustainable use of natural resources based on
the Annex to the TOPPAN Group Declaration on the Global

questionnaires on the Sustainable Procurement Standards

Environment. To govern the procurement of raw materials, weand encourage them to rectify the issues they have identified

have formulated a set of paper procurement guidelines towide-scale disasters

advance the sustainable use of paper, a resource representing
70% of our material input.
To assure the sustainable use of forest resources, we

We have also established the Standards for the Management ofcooperate with paper manufacturers in the supply chain to

Chemical Components of Raw Materials, a set of standards toconfirm that the lumber they use for paper production is legallycontrol chemical components throughout the entire supply

obtained.

chain.
 ore details on the TOPPAN Group Standards for the Management ofM
Chemical Components of Raw Materials
https://www.holdings.toppan.com/assets/en/pdf/about-us/our-corporate-approach/chemical-components-of-raw-materials-v4.8en.pdf

Advocating the Basic Procurement Policy(Fair transactions by procurement departments)

and ask them to observe the TOPPAN Group Sustainable
Procurement Guidelines.
For the sustainable use of forest resources, we survey key
paper manufacturers to confirm the legality of the lumber usedagreements, and basic sale & purchase agreements

・Confirm the BCP steps business partners are taking to address

For wider dissemination of the sustainability initiatives
throughout the supply chain, we select key business partners

More details on the Supplier Hotline

・Conclude cooperation agreements, basic transaction(stipulating the observance of the procurement guidelines)

Selecting Key Business Partners

in accordance with the Basic Procurement Policy in their・Hold briefing sessions on the procurement guidelines

・Ask business partners to fill out self-assessment

Activity results, performance data

monitor whether our procurement departments operate properly

to apply the TOPPAN Group Sustainable Procurement
Guidelines throughout the entire supply chain, in cooperation

Main Activities and Results ore details on the Annex to the TOPPAN Group Declaration on the
M
Global Environment

in their paper production lines.

No. of Key Business Partners
Fiscal 2022
Item
No. of key business
partners
Key tier 2 suppliers (paper
manufacturers)
Total no. of companies

No. ofCompanies

Proportion of Total
Procurement by
Monetary Value

2,998

93%

10

−

3,008

−

Concluding Agreements with Business Partners

https://www.holdings.toppan.com/assets/en/pdf/sustainability/The_Toppan_Group_
Declaration_on_the_Global_Environment_AnnexV1.pdf

We have been promoting sustainable procurement throughoutMoredetails on the TOPPAN Group Paper Procurement Guidelines
for the Sustainable Use of Forest Resources (second edition) (inJapanese)

conclude cooperation agreements, basic transaction agreements,

https://www.holdings.toppan.com/library/japanese/about-us/files/sustainability/2014/proc2014_06.pdf

the entire supply chain by encouraging business partners toand basic sale & purchase agreements stipulating theobservance of the TOPPAN Group Sustainable Procurement
Guidelines. Our goal is to conclude agreements with 90% of key
partners by no later than fiscal 2025. We also ask business

Sustainable procurement practices should be built upon trust

partners to fill out self-assessment questionnaires and have

between business partners and us. We have set up a Supplierthem assess and boost their own ESG efforts based on the

Hotline to enhance transparency and fairness in transactions

guidelines.

69

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Turning to the environment, we advance sustainable

Group Sustainable Procurement Guidelines and the modalities of

Questionnaire Themes (excerpt)

procurement in line with specific standards such as thecorporate social responsibility the guidelines prescribe.

International certifications obtained / Policies and rules

Standards for the Management of Chemical Components of Raw

Ex. 1: Cooperation Agreement text (excerpt)

formulatedMaterials and the Paper Procurement Guidelines for the

The company understands the intent of sustainable

Sustainable Use of Forest Resources.

procurement, and in transactions with TOPPAN Group

respect for internationally

7. Information security

companies, shall observe sustainable procurement

recognized standards

8. Business continuity

standards and shall comply with said procurement

2. Human rights and labor

standards or equivalent company standards.

3. Health and safety

No. of Partners with Cooperation, Basic Transaction,
or Basic Sale & Purchase Agreements

Ex. 2: Basic Transaction Agreement (excerpt)

Fiscal 2022
Target2,998

Actual

1,807

Rate of conclusion of agreements

60%

Breakdownbybusiness
category

OEMs

646

Suppliers

723

Subcontractors

420

Temporary staffing
agencies

18*Briefings on the sustainable procurement guidelines provided to 1,807
partners

planning
9. Establishing a management

4. Environment

Article 41.

system

5. Fair business and ethics

Legal Compliance and Promotion of Corporate Social
Responsibility

Enhancing BCP Competencies

Through procurement, manufacturing, sales, disposal, and allother business activities, the company shall observe theBusiness partners need to prepare procedures in advance to

Sustainable Procurement Guidelines, and shall request its own

ensure that production can be promptly resumed when abusiness partners to comply with said guidelines or withwide-scale natural disaster or other emergency affects theirequivalent guidelines established by the company.

operations. The Declaration of Partnership Building released
business continuity planning (BCP) at business partners toRequesting Self-assessments

Fiscal 2022
Target2,998

Actual1,807

Percentage of responses received

6. Quality and safety

from Toppan Inc. in September 2022 voices our support forNo. of Partners Performing Self-assessments

Breakdown
by businesscategory

1. Legal compliance and

60%

OEMs

646

Suppliers

723

Subcontractors

420

Temporary staffing
agencies

18

Agreements to Be Signed
We encourage business partners to enter into cooperationagreements, basic transaction agreements, and basic sale &purchase agreements stipulating the observance of the TOPPAN

secure the continuity of their businesses in the event of a

The questionnaire guides business partners through self-

disaster. We survey the BCP steps taken by key businessassessments of their own environmental, social, and governancepartners and hold BCP workshops with them.

(ESG) activities and outputs results that can be used to refine their
ESG initiatives in cooperation with TOPPAN.

Out of the 248 partners surveyed, 80 participated in online
workshops and discussed BCP matters in fiscal 2022.

BCP Survey Results
Fiscal 2020
Tier 1
Suppliers

Tier 2
Suppliers

Survey results48

No. of companies participating in workshops

13

No. of companies participating in workshops
whose survey evaluation improved
No. of companies participating in workshops whosesurvey evaluation improved (cumulative total)

70

Fiscal 2021
Total

Tier 1
Suppliers

Tier 2
Suppliers

115

163

63

4

17

14

2

1

3

4

8

12

Fiscal 2022
Total

Tier 1
Suppliers

Tier 2
Suppliers

Total

122

185

25

223

248

6

20

7

73

80

2

1

3

2

9

11

6

9

15

8

18

26

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Procurement Guideline Training within the GroupThe TOPPAN Group Sustainable Procurement Guidelines apply
to every department linked to goods and services used in Group
operations. Training on the guidelines is organized forTraining on the Declaration of Partnership
Building and Transaction-related Legislation
Training Result
No. of participants:
production control

employees in every department concerned.

Fiscal
2020
2,592

Fiscal2021

used for their products (representing more than 90% of our total
paper purchases by monetary value) is obtained through legal
channels. In a survey of 16 sites of 10 business partners aroundFiscal2022

777

the world in fiscal 2022, we confirmed that all of the lumber

2,644

procured from them was obtained legally. In yen terms, these 16
partner sites supplied 97.4% of the paper we used in fiscal 2022.

The Declaration of Partnership Building, issued by Toppan
Inc. in September 2022, pledges our ongoing commitment to thebuilding of close relationships and the observance of goodbusiness practices with business partners.

Monitoring Compliance in Procurement Departments
We regularly ask key business partners to fill out questionnaires

We hold training sessions on transaction-related legislation

monitor whether our procurement departments operate properly

procurement departments to remind personnel of theirin accordance with the Basic Procurement Policy. Information

obligation to practice the following commitment set forth in thegleaned from the responses of 10 partners in fiscal 2022 led to

Basic Procurement Policy: “We comply with domestic andimprovements in compliance in our procurement operations.

Training on the Sustainable Procurement Guidelines
within the Group
Training Result

Fiscal2021

Fiscal2022

Cumulative
Total(persons)

Production
control

327

Purchasing

168

302

470

Planning

ー

1,019

1,019

Generalaffairs

ー

155

155

Total no. of participants

495

2,129

2,624

Breakdown

653

Fiscal
2020

Fiscal2021

Survey Results on the Legality of Lumber for Paper
Production (Paper suppliers representing over 90% of ourpaper purchases)

Fiscal2020

Monitoring Resultstransactions based on corporate ethics.”

https://www.holdings.toppan.com/assets/en/pdf/sustainability/The_Toppan_Group_
Declaration_on_the_Global_Environment_AnnexV1.pdf

on their transactions with us. With the questionnaire results, weand on the Declaration of Partnership Building at theoverseas laws and regulations and conduct fair business
Moredetails on the Annex to the TOPPAN Group Declaration on the
Global Environment

Paper suppliers
surveyed*

Fiscal2022

Fiscal2021

Fiscal
2022

13

13

10

Purchase value basis

90.0%

91.8%

97.4%

100%

100%

100%

No. of responding
companies

17

10

10

Percentage of lumber
sources verified as legal

Cumulative no. ofcompanies

151

161

171

*Paper suppliers subject to a higher risk of noncompliance over the mostrecent three-year period

980

Verifying the Legality of Lumber for Paper Production
The Annex to the TOPPAN Group Declaration on the Global
Environment, issued in March 2022, stipulates that we will takea proactive approach to the sustainable use of natural resources
by avoiding or minimizing the impact on biodiversity when
procuring raw materials. As a major procurer of paper, aresource representing 70% of our material input, we promote
the sustainable use of forest resources by surveying the legalityof lumber, the main material of paper.
We monitor paper manufacturers to verify that the lumber

71

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Research and Development
Basic Approach

Research and Development Structure

TOPPAN Technical Research Institute

ApproachPromotion framework

Promotion framework

In the more than 120 years since our foundation, TOPPAN has

We advance research and development activities centered on

Our central research facility, the TOPPAN Technical Research

evolved our original specialization of printing techniques into

our core technologies from a market-oriented perspective. The

Institute (est. in 1986 in Sugito, Saitama Prefecture, Japan)

the art of printing. Technical advances in printing, coupled with

R&D Strategy Office and Business Development Division work

promotes research integration, interdisciplinary research

the fusion of varied knowledge and expertise with processing

together with technology development departments at businessexchanges and technological development, and cross-bordertechnologies, have enabled us to systemize “printing

divisions across the Group. The R&D Strategy Office seeks toGroupwide research collaborations. Its primary focuses aretechnologies” of our own. Five core technologies now drive ourbuild a cross-departmental technical administration

fundamental research to usher in next-generation technologies

business: Information Processing, Microfabrication, Surface

infrastructure, while the Business Development Divisionand the development of highly original, competitive products.

Treatment, Material Forming, and Marketing Solutions. These

engages in research, new business development, and strategic

The institute also utilizes its advanced expertise to provide

five technologies and the distinct benefits they offer are

investment to create new businesses as a disruptive innovator.

technical support to TOPPAN business divisions.

We also strategically build and use intellectual property,

combined into the new solutions we offer.

In a move into R&D frontiers, the institute has developed

By strengthening core technologies to maximize synergies

generate R&D synergies within the Group, and collaborate

invivoid®, a 3D cell culture technology applying proprietary

within the Group, we continue to generate new value for society

creatively with clients and external research institutions tobiomaterials, in a joint venture with Professor Michiya Matsusaki

through co-creation with clients, universities, and startups. We

advance our R&D activities. In these ways, we deliver new value

from the Graduate School of Engineering at Osaka University. In

will continue deepening and expanding our unique technologies

to address today’s shifting society and global environment.

March 2023, Osaka University joined with Toppan Inc. and three

to develop new businesses that provide solutions to global social

other companies to form the “Consortium for Future Innovation

challenges and transform our business portfolio.

by Cultured Meat,” an alliance to promote the social adoption ofcultured meat through three approaches: the application of 3D
bioprinting technology, the formation of an integrated value
chain from production to distribution, and contributions to the

Research and Development Structuredevelopment of laws and regulations in cooperation withgovernment agencies and businesses. The consortium seeks toIntellectual
Property Division

Clients
R&D Strategy Office
Technology development
departmentsin the business divisions

Business
Development
Division

TOPPAN TechnicalResearch Institute● Fundamental research● Applied research● New business development

Companies andstartups
Universities● Strategic investments

Research
institutions

R&D departments across the Group72

pioneer edible cultured meat byenhancing consumer

Consortium logo

understanding of cultured meatthrough informative events suchas the upcoming exhibition at
Expo 2025 Osaka, Kansai, Japan.

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

New Business Creation Themes

institutions across Japan for use in research and development in

Policypursues the realization of long healthy life spans and inclusive

PolicyWe have been creating new businesses that address social andcommunities. We made ICI a consolidated subsidiary in January

The creation of new businesses and markets has been identified

industrial issues by leveraging business models and2023 to further strengthen the allied initiatives.

as one of our main challenges for medium-term management.

healthcare, medicine, and welfare fields. The alliance also

Strategic Investments
Activity results, performance data

DATuM IDEA, a medical-information delivery service, is

We have been developing new businesses for the dynamic

energy solutions are examples of our frontier businesses

the latest achievement stemming from our efforts focused on

growth of the Group by making small-scale investments inpursued on a priority basis.

the use of medical big data. DATuM IDEA has been developed

growth fields such as digital transformation (DX) business,in collaboration with the Japan Medical Association Medical

cutting-edge technologies, and ESG initiatives. We have formed

business alliance formed in 2019 with ICI Inc., a certified

Information Management Organization (J-MIMO), a certified

capital and business alliances with some 60 startups around theenterprise that can be trusted to handle anonymized medicalorganization under the Act.

world since July of 2016. We are generating new value for society

technologies that give us a competitive edge. Healthcare and

One notable venture we are committed to is the capital anddata under the Next Generation Medical Infrastructure Act

In March 2023 we held a seminar on the usage of medical

by combining the advanced technologies and business models(“Act”) of Japan. The core aim of this alliance is the distribution

information on the DATuM IDEA platform to promote the broadof startups with the planning and technical capabilitiesof medical big data collected from hospitals, clinics, local

use of real-world data originating from medical institutions.

throughout the Group, from both short-term and medium- togovernments, nursing care facilities, and other medical

long-term perspectives.

Overview of the DATuM IDEA Service

Collaboration with Startups
Backcasted
business
concept

Solving social issues

Co-creation of new value

Startups

Strategic partnership

Printing technologies
Marketing
Solutions
Material
Forming

Taken from https://datumidea.jp/ (in Japanese)

Surface
Treatment

Search for
medium- to long-term
R&D business
opportunities

Information
Processing
Microfabrication

Combining unique technologies tocreate innovative TOPPAN solutions

73

Short- to medium-term
joint service development

Missing Piece

Moonshot# High-end R&D# Web multilingualization# Smart childcare, and more

# Robots# Driving automation# Space, and more

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Visualizing Technical Skills

R&D Investments

PolicyPolicyWe strive for technological enhancements through the strategic

We advance research and development to create new businesses

utilization of our human capital. From fiscal 2020 onward, forwith a view to transforming our business portfolio. We haveexample, we have been surveying human assets in technology

defined key fields in which to invest R&D resources on a priority

departments across the Group to rate their technical skills.

basis, starting from fiscal 2021. Fiscal 2021-2022 and fiscal

The surveys are structured by subdividing our five core2023-2025 are positioned as the “foundation building phase”

technologies into elemental technologies of several types, fromcurrently trending technologies to practical technologies applied

Key Investment Fields

Activity results, performance data

Sustainability

Mono-material compositions, switch to papermaterials, recycling/upcycling technologies,
biodegradable materials, etc.

5G

Next-generation FC-BGA substrates, 5G antennas,
electromagnetic wave control/absorption sheets,molds for AR glasses, sensor technology, etc.

DX

Communication business, solutions for local
government administration, digital platformbusiness, BPO, IoT technology, smart city
initiatives & community planning, etc.

Frontier

Metaverse-related business, healthcare business,
fuel cell components, energy business, genome
editing, robotics, agribusiness, etc.

Fundamental
technologies

Materials/analysis technologies, strengthened
foundation for service quality improvement,
converting technology, microfabrication
technology, etching technology, intellectual
properties, AI/data analysis platforms, etc.

and “result delivery phase,” respectively.
We have been planting seeds to achieve results in fiscal

to our products and services. The experience and skills of2023 and beyond by increasing our R&D budgets to fundindividual employees in each of these elemental technologies

technological enhancements and the faster creation of new

are consolidated into a skill map that can be used to formulate

businesses. The bulk of the R&D funding is spent in key

policies for strengthening technical capabilities through theinvestment fields to address social issues and follow

training, hiring, and optimal allocation of human assets.

technological trends (shown in the table on the right), and theestablishment of foundations such as technological platforms
that support our efforts in the key fields.

R&D Expenditure

Overview of Skill Map Utilization

Technical
succession

Identification ofissues that reduce
the number of skilled
personnel(million yen)
35,000Sharing of
knowledge

Human asset
development

Skills data
Optimal allocation

Setting of target skills

22,34826,081

26,591

30,000

5.4

billion yen

15,000
Rotations

Selection oftarget personnel

Determination ofinternal humanassetsMatching ofskills, needs,
and career
paths

18%

10,000
5,000
0

10%

Year ended
March 2022

Year ended
Year ending
March 2023 March 2024 (plan)

18%

5G

0.6

billion yen

billion yen

DX

30

2%

8

billion yen

7.6 billion yen

27%

25%

Utilization ofinternal human assets

74

90%

R&D planfor ﬁscal 2023

Frontier

Year ended
March 2021

Priority ﬁelds

Existing ﬁelds,
product development
Sustainability
3billion yen 5.4 billion yen

Fundamental
technologies

20,000HiringRecruiting

Existing ﬁelds 10%

30,00025,000Linked in-house
DBs

Fiscal 2023 Breakdown of R&D Investment Fields

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Intellectual Property
Basic Approach

Intellectual Property Structure

IP Management Initiatives

ApproachPromotion framework

The TOPPAN Group sees intellectual property (IP) as a core

We have launched a project to enhance our IP capabilities bysource of competitiveness in business. We follow an IP strategy

integrating business, R&D, and IP strategies across the Group.

that secures competitive advantages in markets.

Project participants discussed the ideal structure for the future

We maintain an accurate picture of our intellectual property

and concluded that the IP function must be strengthened,

portfolio by classifying all of the patents we hold in products,

plans, we will further link IP activities with R&D and market-

leading to the establishment of an Intellectual Property Division

services, and technologies in accordance with a set of in-houseoriented activities to acquire intellectual property rights for the

spun out from the Legal Affairs & Intellectual Property Division

criteria. Efforts are also underway to quantify the value of the

products and services generated from our integrated efforts.

in April 2022.

patents held by assessing them with a set of in-house indicators

Based on an IP strategy aligned with our business and R&D

Intensified IP initiatives will ensure that we have the IP

Activity results, performance data

Meanwhile, IP strategy departments newly set up in theFoundations for Patent Portfolio Management

in combination with external indicators conventionally used.

capabilities needed to bolster the business portfolio

business divisions are coordinating with the strategy

transformation and business management of the Group.

departments in the Intellectual Property Division to build the

managing our patent portfolio in ways optimal for the ongoingfoundation for advancing IP initiatives at TOPPAN.

transformation of the business portfolio of the TOPPAN Group.

2. We strategically use the intellectual property we have created toenhance corporate value and attain sustainable growth throughthe execution of Group management, higher business profits, andeffective solutions for social issues.
3. We respect the intellectual property rights of others and takeappropriate proactive/preemptive measures to avoid rights
infringements when operating our businesses.

charge of activities focused on IP issues throughout the Group.

IP Management for DX and SX Businesses
The Medium Term Plan sets a goal of growing us into a leading
provider of solutions for social issues through DX and SX

IP Enhancement Project
Planning
departments
Administration
departments
Strategy
departments
IP application/acquisition
departments

R&D Strategy
OfficeApplica- Strategy
tions
Develop-ment

TOPPAN TechnicalResearch InstituteStrategy
departments
Technology
development
departments

Business
Development
Division

1. We develop proactive intellectual property initiatives from a
global perspective based on an intellectual property strategy thatfurther aligns our market-oriented stance and R&D activities
by positioning intellectual property and intangible assets asimportant management resources to generate competitiveness inbusiness.

direct the IP enhancement project to comprehensively takeinitiatives. As such, we will continue to examine the patents wehold in DX and SX businesses and enrich our DX/SX patentportfolio in line with the Medium Term Plan.

Business
divisions

Property

IP and technical managers from the business divisions

Intellectual Property
Division

TOPPAN Group Basic Policy on Intellectual

These activities, applied together, form foundations for

4. We comply with the laws and regulations pertinent to intellectual
property rights across the world and exercise our legitimate rights
appropriately when any of our intellectual property rights is
infringed by a third party.
5. We appropriately and accurately use the trademarks we hold toenhance our brand value.

75

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Driving Open Innovation

Global IP Initiatives

to register and protect design and brand rights for our products
and services.
Another focus is brand protection through the appropriate

We have been implementing an open innovation program called

TOPPAN has acquired intellectual property rights by filing“co-necto” since 2017. The program solicits outstanding businessapplications in about 40 countries and regions throughout thefiling of trademark applications for services in DX business,

ideas mainly from startups and advances those ideas with ourworld. Our direct connections with patent offices in major

especially for Erhoeht-XTM, the brand symbolizing our DX

management resources to co-create a new business.

countries back up our global Group operations.

expansion.

A co-necto venture starts with field trials aiming at co-

We will further increase IP applications in countries with

Turning to trademarks in SX business, we deliver services

creation by three parties: the TOPPAN Group, a startup, and aimportant markets for our business and in countries where weunder S-VALUE®, a brand that offers fulfilling, comfortablelocal partner company. The field trials explore the best market

operate our major production sites. The applications will belifestyles in a sustainable society.

to fit a new service, product, or solution springing from thefocused on security solutions, packaging, and décor materials,

collaboration of three parties. Eighty-six startups entered thisthe three business segments targeted for expansion in theand services, we have also filed applications for image-based

program and three field trials were performed in fiscal 2022.

Medium Term Plan.

designs for the graphical user interfaces (GUIs) often used for
our DX services, based on the extended set of design categories

We support the ventures from an IP perspective byconducting simple IP due diligence before the field trial
implementation.

In addition to the designs for packaging and other productsProtecting Designs and Brands

to be protected under the amended Design Act of Japan.
Through these IP applications, we strive to use design and

We recognize that patents to protect proprietary technologies

trademark rights and patents in ways amenable to securing aand property rights to protect designs and brands are essential

mix of intellectual property rights that bring us a competitive

to ensuring the uniqueness and high competitiveness of theedge in business.

businesses developed under the TOPPAN brand. And
recognizing the importance of designs and trademarks, we work

Design and Brand Protection

IP mix for a DX business

Service name registered asa trademark (Trademark
Registration No. 6191774)
GUI registered as animage-based design(Design Registration
No. 1683628)

A patented technology that links factory devices
with a web application (Patent No. 6981566)

76

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Intellectual Property Strategy

IP Training and Talent Development

Commendation

Approach

Training, education

Activity results, performance data

We aim to establish a framework that enables the business

The Intellectual Property Division leads the implementation of

departments to formulate and implement their own IP strategies

Groupwide IP training programs. The division releases news onin line with the business plan of the Group. The following

intellectual property at regular intervals and arranges e-learning

Toppan Inc. won an award from the Commissioner of the Japanmeasures have been taken to form this framework: IP analysis

and group-training programs tailored to each employee’s

Patent Office (JPO) at the Intellectual Property Achievement

to determine the direction of technology development based on

experience and duties. We continue to enhance the IP

Awards organized by the Japanese Ministry of Economy, Trade

hypothetical business plans (e.g., a clear understanding of

knowledge of individual human assets, along with their abilities

and Industry (METI) and JPO in fiscal 2022. METI and JPO

positioning); construction of an IP portfolio linked to technology

to effectively use that knowledge.

recognized Toppan Inc. as a corporation that effectively utilizes

development aiming at gaining business advantages; planning

Personnel at the Intellectual Property Division also provide

FY 2022 Intellectual Property Achievement Awardintellectual property rights, especially patents.
We will advance IP activities under a comprehensive

and execution of IP strategies for clearing obstacles posed by the

IP support through all the stages from invention consultation to

intellectual properties of competitors.

IP application, to any investee companies that need IP

strategy closely linked to our business and R&D strategies toresources.

enhance the corporate value of TOPPAN through theStrategy, technology, and IP departments formulate aGroupwide IP strategy by jointly preparing an original IP

The division personnel further enhance customer trust by

strategy sheet. The business departments have been using thisvisiting SME business partners across Japan to hold onsite IP

sheet to identify TOPPAN’s strengths in the businesses theytraining on topics such as patents and trademarks.

transformation of our business portfolio.

handle by reviewing market environments, technological trends,
and the intellectual property rights held by the Group andcompetitors. Once our strengths are confirmed, we search forthe optimal approaches to applying for and acquiring IP
throughout our business.

Division or Subdivision
Hypothetical business plans
IP strategy departmentsIP
analysis

IP strategies

Technology development
departments

Technology strategies
Business strategies

77

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Acquisition of Intellectual Property Rights (Toppan Inc.)
Activity results, performance data
*The number of applications, etc. may increase or decrease when we change our in-house aggregation methods.

No. of Patent Applications (Japan)
1,500
1,000

1,102

1,184

No. of Overseas IP Applications (PCT)
1,362

250
200
150

145

173

100

500

50

0

2020

2021

2022

(ﬁscal year)

No. of Patents Held (Japan)
6,000

194

5,377

5,502

0

60

2,000

0
2020

2021

Basic research,
applied research, etc.

2022

(ﬁscal year)

Living & Industry

47%

11%

Electronics 19%(ﬁscal year)

39

51

41

20

Portfolio of Patents Held by Business Field (Japan)

Information &Communication(traditional
business) 15%

2022

80

5,430

40

DX business 8%2021

No. of Design Applications (Japan)

4,000

0

2020

200

156

150
100

patents50
0*as of March 31, 2023

2021

2022

(ﬁscal year)

No. of Trademark Applications (Japan)

Total of

5,430

2020

98

2020

2021

78

126

2022

(ﬁscal year)

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Total Quality Assurance
Basic Approach

TOPPAN’s Total Quality Assurance in Business Activities

Approach

Quality assurance for products at the TOPPAN Group is aconcern for every department, not only the departments directly
responsible for production. Departments involved in marketing,

Shipment● Have we properly

activity (“total quality assurance”) and strive to improve productquality and manage product safety throughout the Group.

Inspection

inspected the product?

● Have we achieved the

Quality management
systems(QMS)

Production

proper quality thecustomer requires?

Constant maintenancefor equipment reliability

For the maintenance and improvement of product quality,
we have established a Basic Stance on Product Safety
Management and a set of Basic Guidelines on Product Safety
Management to securely manage the safety of the products we
produce.

Basic Stance on Product Safety Management

荷● Have we delivered the product on time?

R&D, planning, design, sales, and shipment all contribute toquality. This is why we describe quality assurance as a total

出● Have we assembled an appropriate shipping system?

● Have we designed the productTotal productive
maintenance(TPM)

Designproperly in light of the quality,
cost, and delivery requirements?

● Have we accurately calculated

costs based on the required quality?

We promote product safety management throughout the Group

High-quality
products createdwith people,
equipment,
and systems

QMS formulation andprocess standardization

Total optimization,
standardization

Nurturing of personnel who canstrictly assess equipment conditions
and product quality
Estimate▼

Receipt of
Order

Planning● Do we have a proper grasp of the customerʼs demands?

● Have we uncovered needs the customer was unaware of ?
● Do we have the technical development capabilities toby securing safety and improving the quality of our products

create new production methods?

based on the Basic Principles of Conduct Guidelines and theprinciples of corporate social responsibility as a protector ofuser* safety and health.
*User: Includes both customer companies and end-user consumers.

 ore details on the Basic Stance on Product Safety Management andM
the Basic Guidelines on Product Safety Management
https://www.holdings.toppan.com/en/about-us/our-corporate-approach/productsafety.html

79

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Promotion Framework
Promotion framework

SystemBusiness divisions across the Group have established ISO-9001-

and partner companies as entities qualified to engage in thepartners can manufacture containers and packages only after

manufacture of food containers/packages and healthcare

undergoing audits with checklists in conformance with the

products according to the exacting quality-assurance levels

Quality Assurance Guidelines for Food Packaging. Accreditation

required for safety and sanitation.

audits for packaging operations were carried out at 13 sites

compliant quality management systems (QMS) to sustain

inside and outside of the Group in fiscal 2022. The accreditation

product safety management. They strive to constantly improvesystem for approving production via audits has also been applied

their QMS to assure the quality of their products.
The Quality Assurance Center in the Manufacturing
Management Division holds annual seminars on ISO 9001 forbusiness division personnel and annual training sessions todevelop internal auditors, to improve the effectiveness of QMS
operated throughout the Group.

Activity Results

to the healthcare business. Accreditation audits were conducted

Activity results, performance data

Enhancing Quality Management Systems

https://www.holdings.toppan.com/ja/about-us/our-corporate-approach/iso/iso9001.
html

Management to assure safety management for the products wemanufacture.
All Group sites work to continuously improve theeffectiveness of the quality management systems (QMS) theyThe quality assurance department in each business division

have formulated under ISO 9001 to sustain product safety

handles customer complaints and claims regarding ourmanagement. Training seminars to develop QMS internal

products. When a serious product-related incident occurs, we

auditors are held at every business division across the Group.

set up an emergency taskforce in line with our rules on risk

In fiscal 2022, a total of 265 seminar participants learned

management to rapidly and properly handle the issue, giving the

how to effectively use internal audits to detect potential defects

top priority to user safety. We have also formulated rules onin a QMS. The Quality Assurance Center assesses thecorrective actions for claims from customers in accordance witheffectiveness of the QMS at each Group site and provides

ISO 9001. Based on these rules, the quality assurance

guidance to shore up the weaknesses identified in their QMS

departments determine fundamental causes, take optimal

processes.

countermeasures, and prevent recurrence through thestandardization of corrective actions.

Quality management assessments were held at 43 sites
within the Group in fiscal 2022.

The Quality Assurance Center compiles monthly data on
customer claims and cases of product quality loss from businessdivisions across the Group and monitors the progress ofimprovement activities. For serious product-related incidents,

Audits for Food Filling / Packing and Healthcare
Businesses

We have established the Basic Stance on Product Safety
Management and the Basic Guidelines on Product Safety ore details on our ISO 9001 accreditation and certification (inMJapanese)

at nine sites inside and outside of the Group in fiscal 2022.

Audit Points
・Agreements with clientcompanies
・Quality assurance systems
・Design of products andservices・Management ofequipment and inspection
devices・Management of safety andsanitation
・Steps to prevent the
admixture of different
products
・Steps to safeguard against
insect infestations

・Steps to prevent the
admixture of foreign
substances・Steps to prevent theoutflow of defective
products
・Steps to prevent
contamination
・Traceability
・Food defense
・Education and training
・Maintenance of systems
and frameworks for
product safety and quality

Operational Sites Audited
Tier 1 food filling/packing businesses
5 sites run by manufacturing subsidiaries

Accreditation System for Food Packaging and
Healthcare Products

the center checks the validity of recurrence-prevention measures

Food packaging requires exacting quality assurance for safety

and the status of efforts to sustain those measures. We have also

and sanitation. We have adopted a production approval system

adopted a production approval system to accredit TOPPAN sites

to ensure that the production sites of TOPPAN and business80

8 sites run by production business partners
Healthcare businesses
5 sites run by manufacturing subsidiaries
4 sites run by production business partners

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Engagement
Basic Approach
Approachsecure the trust and satisfaction of customers by developing andproviding excellent products and services that meet the

Boosting Mutual Trust with Business Partners

requirements of customers. We are improving product quality

We are continuously enhancing communication with suppliers

The TOPPAN Group assigns great value to the appropriate

and securing product safety throughout the entire supply chain

and subcontractors (“business partners”) in the conviction that

disclosure of corporate information to promote stakeholder

by conducting “total quality assurance” activities that cover all ofcooperative and trusting relationships are critical for theengagement. We are communicating our views, listening toour business processes.

promotion of sustainable procurement.

stakeholder opinions, and engaging in earnest dialogues to

We are also improving, upgrading, and developing products

The TOPPAN Group Sustainable Procurement Guidelines,

reach a mutual understanding with stakeholders. Theseand services by promptly identifying the diverse andrevised in January 2022, have been shared throughout thecommunication practices enable us to follow the shiftingsophisticated needs of customers. To renovate products andsupply chain. In a cycle of guideline-compliant transactions,demands of society and incorporate the diverse expectations

services, we keep constant track of customer satisfaction andperformance audits, and practice improvements, we engage inand needs of stakeholders in the planning of our corporate

harness customer feedback. Our CS surveys comprehensively

ongoing dialogues with business partners to deepen mutual

activities. Through this approach, we would like to maintain ourassess the quality of our products and services by checking

understanding. Our Supplier Hotline is open for use by allpresent status as a group of companies that upholds the trust ofoperations from technological development to sales promotion

partners. The hotline strengthens our efforts to enhancesociety.

across the Group. The survey results are delivered to thetransparency and fairness in transactions and boost

We are also committed to enhancing relationships withresponsible departments and used to refine product quality

relationships of trust. We also ask partners to fill out

overseas stakeholders through rapidly globalizing operations

towards improved service provision and enhanced customer

questionnaires to monitor whether our procurementthat provide various solutions to social issues around the world.

satisfaction.

departments operate properly in accordance with the Basic

We will bolster Groupwide initiatives to upgrade stakeholder
engagement with careful attention to legal compliance anddiverse cultures in the countries and regions where we dobusiness. We will help achieve a sustainable society by building,maintaining, and enhancing cooperative relationships withstakeholders of all kinds.

Activity Results
Activity results, performance data

Communicating with Customers

Procurement Policy under the TOPPAN Group Sustainable

Customer Satisfaction (Secure Media)

Procurement Guidelines (see page 71).

(Total of “satisfied” and “somewhat satisfied”)

The Declaration of Partnership Building, issued in

Fiscal 2022

98%
92%

Fiscal 2021

September 2022, clarifies priority themes for solidifying
cooperation and co-prosperity with our partners and cultivating
partnerships based on good business practices.

Fiscal 2020

87%

More details on the Declaration of Partnership Building (in Japanese)

Fiscal 201986%https://www.holdings.toppan.com/assets/ja/pdf/our-corporate-approach/toppan's_
partnership.pdf*The survey items are rated on a 5-point evaluation scale: “satisfied,”“somewhat satisfied,” “neutral,” “somewhat dissatisfied,” and “dissatisfied.”

From our very first day in business, we have been working to81

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Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Labor-Management Approach to“Respect for Human Beings”
We understand how deeply we depend on our human assets.

diagram below). The surveys will identify factors that enhance

Senior management and section managers act together to solve

or hinder employee engagement, in order to deliberate andorganizational issues based on the feedback from employees

implement measures that will reliably enhance employee

revealed through the survey.

engagement and to verify the effectiveness of those measures.

The working environments we have been developing aredesigned to help employees accomplish their tasks vigorously,
earnestly, and with strong motivation. We organize various
site-based initiatives primarily for employee health and job
satisfaction through collaborations with the labor union, thehealth insurance union, and other related organizations. In-

Engagement Survey Summary for Fiscal 2022
Employees Covered

21,074 employees, from Toppan Inc. and 23 Group companies

No. of Respondents (RR)

19,511（92.6％）

Dates

From January 16 to February 20, 2023
Performance of tasks, personnel evaluation, personnel development, personnel placement, working
environment, corporate culture

house club activities and various events such as healthawareness campaigns and labor-management recreation events
have been held to facilitate communication and build a sense of

Total No. of Questions

108 questions in 12 areas under 6 themes*4 areas under 2 themes (“recruitment” and “onboarding”) were added for the fiscal 2022 hires, bringing the total up to 133
questions.

unity throughout the Group.

TOPPAN Group: 70.6 (0.8 pt. increase compared with fiscal 2021)
Aggregated Index(EX score)
Club activity

Health awareness campaign

Surveying Employee Engagement

Medium-term target for fiscal 2025 under the Medium Term Plan: Increase in the engagement score by 5
pt. compared with fiscal 2021
*Reference index: Japanese manufacturing industry average of 69.9
*This index is a metric for assessing organizational conditions. The value is higher when expectations and perceptions areboth high and the gap between them is small. (With EXintelligence service from HRBrain, Inc.)

Survey Overview and Themes
Personnel evaluation

We have selected “employee health & job satisfaction” as a

Goal-setting
Evaluation and rewards

Materiality theme to drive our growth as a creator of social
value, the goal of our sustainability management.
We see increased employee engagement as a key
underpinning for achieving our management strategy. The

Recruitment

Onboarding

Performance of tasks

Corporate culture

Working environment

Personnel development

Selection
Offer period

Understanding ofbusiness /Relationship-building

Jobs / Collaborative
relationships

Corporate philosophy
Organizational culture

Working conditions
and systems

Career and skill
development

integrated strengths of the Group will be further improved when

Personnel placement

employees find their work rewarding, feel fulfilled, and work

Attractive jobs
Good people

proactively.
We launched an annual employee engagement survey infiscal 2021. The fiscal 2022 survey analyzed the responses of
21,074 employees at Toppan Inc. and 23 Group companies toassess the expectation-perception gaps in their experiences
working within their organizations (16 areas surveyed; see the82

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Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

TOPPAN eSports Festival 2021

Communicating with Shareholders and Investors

In January 2021, we held the first TOPPAN eSports Festival, an

We value long-term relationships of trust with shareholders andonline labor-management event organized as a substitute for theinvestors and provide corporate information as a basis for

traditional non-virtual sporting events we have held previously.

investment decisions in a timely, fair, and constant manner. Our

All 50,000 Group employees and their families were

voluntary disclosures exceeding institutional requirements bringwelcome to participate from around the world. Teams placing

a clear picture to investors and promote deeper understanding

first in preliminary rounds came together to show off their skillsof our business operations.

in eSports competitions. Side events such as an art workshop

We also engage in dialogues with investors (through someand quiz contest held in tandem online allowed a wider range of

200 interviews every year) and brief financial analysts andparticipants to join in.

institutional investors in quarterly earnings calls. We consent to

The next event will be held in 2024.

requests for individual interviews, participate in numerous
conferences sponsored by securities firms, and meet withinstitutional investors to explain our performance and strategies
and glean how the market views us. We also discuss ESG
matters with investors to further cultivate mutual understanding
and reflect their comments and views into TOPPAN’s
management.
Through a cycle of disclosure, dialogue, and feedback to
management, we pursue the sustainable growth of the Groupand the medium-to-long-term enhancement of our corporate
value.

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Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Stakeholder Engagement
Stakeholder Engagement: Themes and Activities
Customers
Developing and supplying safe, secure products and services● Maintaining and improving the quality of products and services under theguidance of Japan-wide conferences of quality assurance departments● Protecting personal information through strict information security management● Offering universal design (UD) products and services; supporting clientcompanies in their work to improve the design of their products and services fromUD perspectives● Delivering value to the everyday lives of consumers with our online services;
continuously improving the services

Creating opportunities to sound out opinions on products and services● Performing day-to-day sales activities● Holding and participating in exhibitions
and seminars● Inviting customers to spaces where
our products are displayed

Nurturing collaborative innovation to create social value● Engaging in industry-academia-government pilot projects, etc.
● Running open innovation programs● Advocating digital transformation using the Erhoeht-XTM service● Offering environmentally friendly products and services● Operating PLAZA21, a showroom for presenting examples of social value
creation based on printing technology● Operating NIPPON GALLERY TABIDO MARUNOUCHI, a tourism-themed
space for the collaborative revitalization of regions throughout Japan as major
travel destinations● Operating “L・IF・E,” a showroom that inspires visions of fulfilling lifestyles in
the future● Operating WAO, a co-working space for supporting open innovation

Business Partners*● Controlling chemical components ofproducts● Arranging self-assessment
questionnaires and holding workshops
on business continuity planning forbusiness partners● Verif ying the legality of lumber as apaper material

Providing fair and equal business opportunities● Concluding basic sale & purchaseagreements with business partners*Suppliers and subcontractors

Communities

Supporting the empowerment of diverse human assets

Sounding out opinions and requests● Formulating a policy to promote diversity and inclusion in the workplace;obtaining commitments from top management● Implementing programs to pursue diversity management, raise awareness of
unconscious biases, etc.
● Designing various working arrangements for flexible working styles● Operating systems for in-house staff recruitment and employee selfdetermination on the career path

● Setting up a portal for receiving and handling inquiries

Sharing wide-ranging information within the Group● Sending out executive messages● Issuing the CONVEX , CONVEX
Online , and CONVEX International(in-house newsletters)● Surveying employees on wideranging topics● Convening a TOPPAN Group Human
Resource Development Committee
and sharing personnel development
information across the Group

Facilitating labor-management partnership● Convening Group- and site-based
business councils● Convening special committees todiscuss pertinent issues of the day● Holding labor-management events● Holding labor-management
committees for enhanced job
satisfaction

Providing information on occupational safety and health;implementing measures for mental healthcare● Developing safety promotion systems(e.g., building an information-sharing
network linking Group sites throughout
the world; standardizing safetymeasures)● Operating Anzen Dojo safety training
facilities; delivering and sharing
information on dojo initiatives (e.g.,
conducting dojo tours with hazard
simulators at domestic and overseas
sites; organizing safety training; posting
regular newsletters on safety; etc.)● Offering the 3D Stress Check &Support service● Setting up counseling services● Arranging a program todetermine when employees onmental healthcare leave canreturn to work, as a safeguard toprevent the recurrence of mental
illnesses● Asking business partners to fill out
questionnaires to evaluate theirtransactions with our procurement
personnel● Operating the Printing Museum, Tokyo● Operating Toppan Hall

● Holding the Graphic Trial
exhibitions

Conserving community environments● Regularly beautif ying and cleaning up the surroundings of operational sites● Organizing events to learn about biodiversity

Popularizing para-sports● Organizing hands-on para-sports events; delivering para-sports information via
our SPORTRAIT website (in Japanese)

Communicating with the community● Holding plant tours● Welcoming community members to in-house events

Collaborating with NGOs and NPOs
● Holding the TOPPAN Charity Concert series to support literacy improvement● Organizing the Kanosei Art Project to support persons with disabilities● Organizing the “Mirai Ne! (for a better-tomorrow)” projects to support SDG
education

National and Local Governments
Preparing for disasters● Participating in anti-disaster and fire-safety campaigns in the community● Supporting governments through business operations● Participating in community festivals and events● Setting up the TOPPAN Group Helpline● Assessing human rights risks

Shareholders and Investors
Disclosing information on our financial position;briefing shareholders and investors on our business activities and plans● Holding shareholder meetings● Briefing shareholders and investors
on financial results● Arranging meetings and briefings for
institutional investors on financial
performance● Issuing the Integrated Reports and
TOPPAN Story newsletters

Supporting the arts and culture

Stimulating communities

Addressing human rights issues

Promoting sustainable procurement● Cooperating with business partners
based on the TOPPAN Group
Sustainable Procurement Guidelines● Setting up the Supplier Hotline asa portal for receiving reports frombusiness partners● Assessing human rights risks

Employees

Supplying information for solving social issues and promoting public
policies● Holding lectures, etc. on the environment and community design● Answering questionnaires and surveys carried out by governments (e.g.,
government statistics)● Organizing and participating in events to present our technologies, etc. to public
offices and municipalities● Posting IR information on the
TOPPAN corporate website● Answering questionnaires fromenvironmental, social, and governancerating agencies● Holding TOPPAN IR-Day

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Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Social Contribution Activities
Basic Approach
Approach“Breathing life into culture, with technology and heart,” the“Purpose” under the Group philosophy, avows our commitment
to supporting society and people’s lives through business. The
TOPPAN Group addresses social issues through extensive
engagement with the greater community by delivering wideranging goods and services.
Recognizing the strong links between our business andsociety, we work to fulfill our responsibilities as a good corporate
citizen and foster mutual understanding through interaction anddialogues with local communities. We believe that the buildingof relationships of trust and mutual growth with communities

Activity Policy

Activity Themes

Policy1. The Environment: Conservation and nurturing of community
environments

Activity Policy1) Holding events on environmental conservation, biodiversity,
etc.

1. T
 o focus on global and local social issues and engage in2) Organizing beautification and cleanup activities aroundplants and operational sites

activities that contribute to the achievement of the SDGs,
which are worldwide goals for sustainability.

2. T o engage in activities to protect the global environment,

communicate information, foster culture, and “breathe life
into culture.”

3. T
 o proactively support the social contribution activities of
employees.
4. T o make effective use of the TOPPAN Group’s management
resources.

through social contribution activities across the entire global
Group. We support donations, the arts and culture, andeducation and participate in diverse initiatives such asenvironmental conservation and volunteer activities that address
the needs of communities.
More details on the Conduct Guidelines
https://www.holdings.toppan.com/en/group/conduct-guidelines.html

environmental initiatives4) Teaching environmental classes at neighboring schools, etc.
2. Education: Initiatives sustained by the TOPPAN Group’s
resources
1) Holding offsite classes for schools2) Holding plant tours for children and students
3) Organizing SDG-related programs, workshops, etc.

are essential for a sustainable society.
Our community involvement has been strengthened3) Holding meetings with community members to report4) Holding practical training and work experience sessions forstudents

Activity Guidelines5) Arranging educational programs to improve literacy, reading
comprehension, and creative skills

Activities should:
1. be implementable on a continuous basis;
2. generate public benefit;

3. Culture: Sports promotion and support for the arts and culture
for the community
1) Supporting the arts and culture

3. be voluntarily selected;
4. h ave an association with the TOPPAN Group’s business;
5. be something that employees support;
6. n ot be motivated by an intent to advertise or promote; and7. b e undertaken with a consciousness of objectives andoutcomes.

2) Promoting printing culture3) Promoting borderless art and para-sports
4) Participating in, cooperating with, and cosponsoring
community festivals, sports and other events, etc.
4. Community: Initiatives conducted with community groups,
NPOs, NGOs, etc.
1) Donating cash, books, goods, etc. to various institutions andorganizations (hospitals, schools, facilities for the elderly,etc.)2) Holding events and providing scholarships to support people

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with disabilities
3) Participating in and cooperating with anti-disaster andfire-safety campaigns in the community

4) Participating in and cooperating with safety promotion
activities and traffic safety campaigns in the community
5) Participating in and cooperating with beautification andcleanup activities organized by the community6) Opening site premises and facilities and providing water
resources, etc. to community members

7) Organizing blood donation drives

and in-person events to explore biodiversity in native andnon-native ecosystems. We expect our nature events to motivate
participants to conserve the environment in their communities.

Activities in Fiscal 2022
● Online biodiversity-learning workshop—“Secrets offamiliar creatures. Ask anything!”
Date: September 25, 2022
Participants: 20 people from 17 employee families
Collaborator: Ecosystem Conservation Society–Saitama, Japan

1. The Environment:
Conservation and Nurturing ofCommunity Environments
Activity results, performance data

Biodiversity-learning Events
We collaborate with community groups and environmental
NPOs to organize nature workshops and other events where
people can learn about biodiversity.
We have refrained from holding our nature workshops inperson, however, since the breakout of the COVID-19 pandemic
in early 2020. As an alternative, one biodiversity-learning
workshop was arranged online to discover the secrets of familiar
creatures in fiscal 2022.
In March 2023 we also provided support for a pre-inaugural
event held in advance of the opening of the Umi-no-Mori Park,
as a member of the Tokyo Sea Forest Club led by the Bureau of
Port and Harbor, Tokyo Metropolitan Government. TOPPAN
personnel assisted with event operations and handed out paper
files made by T.M.G. Challenged Plus Toppan Co., Ltd. to event
hosts and participants. Employees, employee families, andgrowing numbers of stakeholders are taking part in these online

into a beautiful forest on thesea. Visitors to the nine-day
pre-inaugural event took partin various hands-on activities
to learn about the Sea Forest
initiative and the environment and history of the Umino-Mori Park. A total of 3,168 visitors came to the park.

Nature experts from the
Ecosystem Conservation
Society–Saitama named andintroduced the creatures(insects, plants, animals,etc.) shown in 17 photographs posted online in advanceby Group employees and their families. Participants sent
in questions to learn more about diversity. For example:

Environmental Improvement around Group Sites
Employees at operational sites across Japan regularly clean
up the communities around them.

Sendai Plant

Asaka Plant

Honjo Site

TOPPAN TechnicalResearch InstituteMikkabi Plant

Matsusaka Plant

Takino Plant

Kameyama Plant

Tamana Plant

Saga Plant

Kumamoto Plant

・“The fish I’m feeding is supposed to be a killifish but
looks like something else. How can I tell?”・“I found this grasshopper in a plant. What’s this typecalled?”・“We found this grasshopper on our doorstep. My kids
and I disagree on what type of grasshopper it is. Can
you identify the subspecies?”● TMG Umi-no-Mori Park pre-opening event
Dates: March 4 - 26, 2023 (9 days on Sat., Sun. andholidays)
Collaborators: Environmental NPO “SHU” and member
companies of the Tokyo Sea Forest ClubAs a member of the Tokyo Sea Forest Club, we havebeen supporting a tree-planting project initiated by theclub to transform a former landfill site in the Tokyo Bay

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Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

2. Education: Initiatives Sustained by
TOPPAN Resources

TOPPAN Charity Concerts
We have been holding our annual TOPPAN Charity Concert

Activity results, performance data

“Mirai Ne!” for a Good Future for Everyone
We have been organizing “Mirai Ne! (for a better tomorrow),” a
series of projects to motivate people to think about things thatwill be good for the future. Mirai Ne! develops learning andhands-on programs by linking companies with educational sites

series since 2008 as a social engagement activity that supports
global community initiatives to raise literacy rates in developing“Mirai Ne! Meeting #1”: Talk
& seminar with corporate
managers and university
students
In cooperation with: KokuyoCo., Ltd. and The Japan
Research Institute, Limited

countries. In 2022, we organized the 14th TOPPAN Charity“Carbon Neutral Classroom #1: What’s
carbon neutral?”In cooperation with: Atsugi City,
Kanagawa Prefecture, Japan and The
Japan Research Institute, Limited

to introduce various corporate sustainability initiatives in fun
ways.
We have been co-creating diverse Mirai Ne! arenas hand inhand with government offices and businesses across Japan. The
Mirai Ne! projects include collaborative fairs at commercial
facilities for consumers, onsite classes at schools, and thehosting of a YouTube channel (owned media) as a learning
window to the public.

Concert . The ticket revenue from the concerts has been donatedto the Asia-Pacific Cultural Centre for UNESCO (ACCU) to
fund SMILE Asia, a project that supports literacy education for
Cambodian women, especially mothers who are raising young
children or have children on the way. We aim to grow the total

Local brand showroom: “Mirai Ne! Jobs”
In cooperation with: Kansai Bureau of
Economy, Trade and Industry of Japanamount donated from 31,908,088 yen (total as of fiscal 2022) to
35 million yen by fiscal 2025.

● “Mirai Ne! Fair” for SDGs & foods
A collaborative SDG- & food-focused market held at
Kitchen & Market LUCUA OSAKA. The Mirai Ne!
mascot performed fun demos to introduce fair-goers tosustainable products and initiatives from participatingcompanies.

More details on the TOPPAN Charity Concerts (in Japanese)
https://www.holdings.toppan.com/ja/sustainability/charityconcert/

Activities in Fiscal 2022
●1
 4th TOPPAN Charity Concert
Date: Nov 22, 2022
Venue: Toppan Hall

Activities in Fiscal 2022
● “Mirai Ne! Channel” on YouTube

In cooperation with: Izumiya & Hankyu Oasis Co., Ltd.

A channel to inspire a sustainable future in people, fromchildren to the elderly. Teaming up with companies toco-create initiatives for abetter tomorrow.

Performers: T eiko Maehashi (violin)
Kazumasa Matsumoto (piano)
Donation: 2,216,337 yen

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Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

3. Culture: Sports Promotion andSupport for the Arts and Culture for
the Community● Temporary exhibitions

Activity results, performance data

・MAP and PRINTING

Printing Museum, Tokyo
The Printing Museum, Tokyo was established in 2000 to markthe 100th anniversary of the founding of TOPPAN. Over the lasttwo decades, the museum has collected and researchedmaterials related to printing culture, held exhibitions and events
focused on printing, and organized a host of educational
activities (such as classes and lectures on “printing culture
studies”). Workshop instructors at the Printing House introduce
visitors to the traditional craft of letterpress printing and getthem to explore printing culture. The museum revamped its
basement floor Exhibition Room and several other museum
facilities in 2020, its 20th anniversary year.

Activities in Fiscal 2022

Toppan Hall
Toppan Hall is a symphonic concert venue that opened
concurrently with the Printing Museum, Tokyo in 2000 to・Graphic Trial 2022—Change
・Exhibition on Books: Learn about paper books moreclosely and deeply
・Modern Japan Package 2022
・World Book Design 2021-22● Classes, lectures, workshops, etc. across Japan・Offsite class at Shizuoka University of Art and Culture・Practical training on museum operation at Meiji
University
・Online and face-to-face classes at Kanatomi
Elementary School, Bunkyo, Tokyo・Work-study program at Hongodai Junior High School,
Bunkyo・Lecture and workshop at the “Orb: On the Movementsof the Earth” exhibition held at the TeNQ Space
Museum in Tokyo Dome City

commemorate the 100th anniversary of our founding. The
concerts held at the hall promote the arts and culture under theGroup philosophy of “Breathing life into culture, with technology
and heart.” The Suntory Foundation for the Arts bestowed
Toppan Hall with the 47th Suntory Music Award in 2016 tocommend its seminal programs, mainly recitals organized by
Toppan Hall itself as an outstanding contributor to thedevelopment of musical culture in Japan. The performances at
the hall have also attracted notice throughout Europe andinfluenced the European chamber music scene.
With the gradual easing of COVID-19 restrictions in fiscal
2022, the hall held performances at nearly its former pace.
Music-loving audiences came throughout the year to hearoutstanding performances by top artists from abroad and young
Japanese musicians who honed their skills during the COVID-19
period.

・The 3rd conference on printing culture studies “Lifeand printmaking: Enduring Japanese traditions in
Nagasaki, Toyama, and Tochigi prefectures” (heldonline and in person)

Signing an MOU with the Gutenberg Museum(Mainz, Germany)・A cooperative program conducted with the National
Institutes for the Humanities of Japan to develop
liberal arts communicators●F our activities under a comprehensive collaborative
agreement concluded with Jissen Women’s University,
Japan● Mainzer Impuls, a joint project with the Gutenberg
Museum to register the art of letterpress printing asa UNESCO Memory of the World

Printing Museum, Tokyo● An MOU signed for cooperation with the Gutenberg
MuseumToppan Hall
https://www.toppanhall.com/en/

https://www.printing-museum.org/en/

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Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Activities in Fiscal 2022

Activities in Fiscal 2022

● 2021/2022 season performances
https://www.toppanhall.com/en/concert/lineup/2122.
html● Graphic Trial 2022 “Change”—Exploring the
Possibilities of Graphic Design through Offset
Printing● 2022/2023 season performances

Dates: April 23 - July 24, 2022

https://www.toppanhall.com/en/concert/lineup/2223.
html

Artists:
Koji Iyama (art director, graphic designer at
iyamadesign inc.)
Goo Choki Par (design unit)

Graphic Trial
We promote printing culture and support graphic designers
through Graphic Trial, an exhibition that explores relationships
between graphic design and the art of printing in search of newforms of expression. Artists at the forefront of graphic design
experiment with different offset-printing techniques every year
to create posters for the exhibition. Graphic Trial is held at themultipurpose P&P Gallery in the Printing Museum, Tokyo.

Aya Kodama (art director, designer at BULLET Inc.)
Ryoji Tanaka (web designer at Semitransparent Design)

Central Contest for Book Report Drawings
We continue to work with the Japan School Library Association
and The Mainichi Newspapers Co., Ltd. as a cosponsor of theCentral Contest for Book Report Drawings, an annual contest
that cultivates the reading and creative skills of children byencouraging them to express their impressions of books bydrawing. Apart from cosponsoring, we have been organizing
various support activities such as student tours of the Printing
Museum, Tokyo. In another program, prize-winning students
have been presented with replicas of famous Japanese-style
paintings produced with TOPPAN printing technology.

Yuko Masunaga (security designer at Toppan Inc.)

Activities in Fiscal 2022

Related site
https://www.printing-museum.org/en/collection/
exhibition/g20220423.php
As a safeguard against the spread of infectious disease,
we also organized an online exhibition of all of theposters shown at the physicalP&P Gallery exhibition. The
audio guide narrator was Kaoru
Kasai, a creator who presented
work at the 2019 exhibition.

● 34th Central Contest for Book Report Drawings
Areas: 38 prefectures around Japan (excluding
Yamaguchi Prefecture and the 8 prefectures of
the Kyushu region)
Pictures: 672,567 entries from 6,138 schools
Related site (in Japanese)
http://www.dokusyokansoubun.jp/kansouga/

More details on the Graphic Trial (in Japanese)
https://www.toppan.com/ja/joho/gainfo/graphictrial/brand/

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Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Kanosei Art Project

fostering the next generation of para-athletes. Sanada
and six Japanese professional players who hold top
global rankings in wheelchair tennis came to theclinic to coach. Participants received direct guidance
and advice from the iconic players in the clinic while
TOPPAN employees provided operational support. We
are eager to see professional players emerge from ourclinic in the future.

We have been collaborating with the Support Center DREAMand the Borderless Art Organisation as co-organizers of the
Kanosei Art Project (kanosei means “potential” in Japanese)
since 2018. The project seeks to add value to the works ofborderless artists and to develop a model that supports bothbusiness and the independence of persons with disabilities. The
next generation of leaders is expected to emerge in the process.
Borderless artworks are now converted into high-definition

Para-Sports Popularization

image data using our original processing technology. Digital

We promote para-sports as a supporter of the Japanese Para-

artworks are exhibited and sold to the public as Primagraphy®

Sports Association (JPSA). An employee athlete program*, forworks and used for the development of sales promotion tools

example, has been introduced at Toppan Inc. to hire andand other items for businesses. Copyright royalties fromsupport para-sports athletes and other sporting specialists. We

Primagraphy works have been returned to the borderless artists

also provide para-sports information through our SPORTRAIT

and the organizations that support them.

website and hold hands-on para-sports events for Group
employees across Japan.

Activities in Fiscal 2022
We held our first exhibition in a metaverse gallery,in tandem with online exhibitions featuring framed
Primagraphy works and VR experiences. The metaverse
exhibition is an innovative style of museum that links
visitors to true-to-life avatars who can freely move
about the room and chat. We applied the metaverse
gallery to new employee training in order to facilitatecommunication among participants. Commercial
usage of borderless artworks has also been diversified.
Companies have picked up the works to produce
novelty goods and decorate temporary fencing atconstruction sites. Cumulative royalties from theborderless artworks totaled approximately 9.3 million
yen as of March 31, 2023.
The Kanosei Art Project received the Grand
Mécénat Award, the highest recognition of corporate
activities for supporting the arts and culture, at
the Japan Mécénat Awards 2022 sponsored by the
Association for Corporate Support of the Arts of Japan.

*Employee athlete program: Established in 2014 as a mechanism forpromoting sports and supporting employee athletes who participate
in international tournaments and competitions. Toppan Inc. currently
employs five athletes (including two para-sports athletes).

“This is MECENAT 2023” Certification
Toppan Inc. has been certified as a “This is MECENAT* 2023”
contributor and granted the Mécénat Mark (shown below), in
recognition of the following efforts. The Association for
Corporate Support of the Arts of Japan commends outstanding
activities (for supporting the arts and culture to enrich society)undertaken by corporations and corporate foundations in Japan.
・Educational activities at the Printing Museum, Tokyo
・Graphic Trial 2023 “Feel” exhibition
・TOPPAN Charity Concert series

Our para-sports information website SPORTRAIT (in Japanese)

・Kanosei Art Project

https://sportrait-web.com/

Activities in Fiscal 2022●E
 mployee para-athlete Takashi Sanada organized aclinic for wheelchair tennis
Takashi Sanada, a wheelchair tennis player at Toppan
Inc., led efforts to organize a clinic specialized in

90*A movement founded in 2014 to highlight diverse corporate support for thearts and culture and demonstrate the social significance and presence of
the arts and culture across Japan.

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

4. Community: Initiatives Conductedwith Community Groups, NPOs,
NGOs, etc. (Community Contribution Activities in Japan)
Activity results, performance data

Blood Donation Drives across the Group

System Development Base underCommunity Partnership

Blood donation drives are held at
Group sites in collaboration with Red

We opened ICT KŌBŌ™ HAKODATE on May 2023 in Hokkaido

Cross blood centers.

Prefecture, based on a comprehensive partnership agreementon collaborative community planning with Hakodate City. The

Community Cleanups around Group Sites

studio functions as a base for our system development

We cooperate with community members and various

departments.

organizations in activities to beautify and clean up local public
spaces such as beaches, riversides, and parks.

Sapporo Plant

Kumamoto Plant

Takamatsu Plant

Onsite Classes and Exhibitions at Neighboring Schools

ICT KŌBŌ™ HAKODATE in Hokkaido(DX Design Division)

We hold onsite classes and exhibitions at neighboring schools togive students an overview of our businesses and the products
Ocean cleanup campaign in
Hokkaido (Sapporo Plant)

Cleanup activity in Shiga(Shiga Plant)

and services we offer.

Site Facilities and Stockpiles for the Community
Group sites open their tennis courts and parking areas,
distribute emergency stockpiles of food, and arrange otherdisaster relief for the membersof their communities.

Project to plant flowers along the
Arakawa River (Sakado Plant)

Preservation of the katakuri (fawnlily) community in Kami-akashio,
Nagano (DX Design Division)

Ohnodaichuo Elementary School,
Sagamihara, Kanagawa(Sagamihara Plant)

Kochi Technical High School, Kochi(Kochi Plant)

Traffic Safety Campaigns
Occupational Safety Campaign
for Neighboring Companies

We participate in various traffic safety campaigns in thecommunity. Group site members pitch in as road and crossing

Garden court opened to the community(Sagamihara Plant)

Cooperation with Community Events
Group employees participate in and cooperate with festivals andvarious other events in the community.

guards for pedestrians andWe arrange hands-on Anzen

cyclists, and we provide

Dojo safety programs for

guidance on traffic rules andneighboring companies as part

etiquette.

of our occupational safety

Internship Programs for Local Students
We are accepting young interns from local high schools tocampaign.

encourage students to understand their own vocational aptitudes
Kumamoto Plant

Takino Plant

91

and shape their views of work.
Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Major Community Contribution Activities at Overseas Sites (Fiscal 2022) (Relevant country or region in brackets)
Activity results, performance data

Siam Toppan Packaging Co., Ltd. (Thailand)

Scholarships for Outstanding Students

PT. Indonesia Toppan Printing (Indonesia)

Toppan Speciality Films Private Limited (India)

Awarded scholarships to 10 outstanding students with financial

Donating eight million Indonesian Rupiah a year to Yayasan

Donation for Orphans

Save Girl Childchallenges to support their studies through an original

Al-Ikhlas, an orphanage in Tibitung, Bekasi Prefecture.

ornaments, clothing, and toys to promote gender equality andscholarship program now in its eighth year.

Congratulated newborn girls and their mothers with silver
discourage sex-selective abortions in society.

The company also provided grants for students undergoingadvanced vocational training programs and for people withdisabilities.

Stretching Sessions for Employees

Invited Thai-style massage specialists from the Samut Prakan

Donated ritual cows and goats to the community for the Eid

Donation for Eid al-Adha Festival

VIRSA Project

Institute of Commerce and Technology to hold hands-on

al-Adha 2023 festival.

comprehensive educational support on culture at schools forstretching sessions. The sessions vitalized employees at work

Participated in the VIRSA Project, an initiative to provide
low-income families in Punjab Province.

and kept them attuned to their own health conditions.

92

Sustainability Report 2023

Contents

Introduction

Management

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

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

InterFlex Group (U.S.A.)

Charitable Organization Support

Toppan Photomasks Korea Ltd. (Korea)

Sustained Ties with a Senior Center

Toppan Chunghwa Electronics Co., Ltd. (Taiwan)

Regular Weed Removal

Supporting various organizations in North Carolina and

The Icheon plant (Icheon City, Gyeonggi Province) has been

Removing weeds in and around the Taoyuan plant according to

Wisconsin, the two bases of the company operations in North

interacting with the senior care center adjacent to the plant forschedule, to prevent pest infestations and clogged drains.

America. InterFlex’s charitable efforts include support for

more than nine years. Employees presented the seniors with

low-income families, sponsorship of a charity golf tournament

facemasks and fruit baskets in the summer of 2022. Regularfor cerebral palsy research, and monetary donations to provide

visits and ongoing support help maintain close ties with thefree dinners to the underprivileged. Employees also organize

greater community.

charity events such as the Toy Drive, Back to School Drive, andFood Drive.

Charity Sale at 25th-anniversary Event

As part of the company’s 25th-anniversary event, employees
took part in a large-scale charity sale held at the Hsinchu officeby an organization supporting people with disabilities.

Discussing Community Contribution with
the Mayor of Icheon City

Employees met with Icheon Mayor Kim Kyung-hee and city
officials to discuss stable employment, business continuity, andother aspects of contributing to the community.

93

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Environment
P. 95

Environmental Policy

P. 116 Biodiversity

P. 101 Environmental Management

P. 119 Building of a Recycling-oriented Society

P. 105 Contributing to Decarbonization

P. 122 Control of Chemical SubstancesP. 110 Climate Change Disclosure According

P. 124 Pollution Control

to TCFD Recommendations

P. 126 Environmental Data

94

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Environmental Policy
Basic Approach

Environmental Targets

Approach

PolicyPolicyWith growing awareness of environmental conservation
throughout the world in the 1990s, the scope of environmental
issues to be tackled by businesses grew significantly. TOPPAN
reorganized its structure for environmental conservation by
establishing the Ecology Center in 1991 and formulating a
Declaration on the Global Environment, a basic philosophy forenvironmental conservation activities, in 1992.
In April 2009 we revised this declaration into the TOPPANGroup Declaration on the Global Environment, anenvironmental action philosophy for the entire Group. The
revised declaration reflects our commitment to realizing asustainable society where all living things can coexist into the
future.
The Annex to the TOPPAN Group Declaration on the
Global Environment released in March 2022 presents
requirements and recommendations for legal observance anddecarbonization (approach to climate change), atmosphericpollution prevention, optimal water use, resource circulation,
hazardous substance control, management of chemical
substances in products, natural resources, and biodiversity. We

The TOPPAN Group Declarationon the Global Environment
As responsible members of international society, we who workwithin the TOPPAN Group strive to realize a sustainable society
through forward looking corporate activities with consideration
for the conservation of the global environment.

Activity results, performance data

TOPPAN Group Environmental Vision 2050
We have pledged our ongoing commitment to solving
environmental issues throughout the supply chain incooperation with the communities we work with around theworld. To accelerate Group initiatives for a sustainable societythat supports all forms of life in the global ecosystem of

Basic Principles

tomorrow, we have revised the TOPPAN Group Environmental

1. W
 e observe all laws, regulations and in-company rules

Vision 2050 (“Vision 2050”) by adding two themes: preserving

relating to the environment.
2. F
 or the future of the Earth, we strive for the effective
utilization of limited resources and the reduction of all typesof environmental burden.

biodiversity and aiming for net zero Scope 3 greenhouse gas
emissions. Vision 2050 is a long-term policy established in 2021
to address global environmental issues.

3. W ith foresight, we promote the development and widespreaduse 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 witha wide range of peoples both inside and outside the company,
and strive for mutual understanding.
5. W e also take a proactive approach to environmental
conservation in corporate activities in international society.

are intensifying environmental activities based on this annex.

Formulated in April 1992

We are considering the entire lifecycle of products andRevised in October 2023

TOPPAN Group Medium-and-Long-Term
Environmental Targets for Fiscal 2030
In tandem with the updated Vision 2050, we have revised the
TOPPAN Group Medium-and-Long-Term Environmental
Targets for Fiscal 2030 (“fiscal 2030 goals”), a set of targets inalignment with the timeline set for the SDGs. Stricter reduction
targets for Scope 1 & 2 and Scope 3 greenhouse gas (GHG)
emissions have been set to meet the global 1.5°C goal. We haveservices from production and transportation/distribution toalso tightened the reduction target for final landfill waste

end-of-life treatment. All entities and facilities in the value chain

disposal and introduced new targets for preserving biodiversity

are covered, from suppliers, service providers, and contractors toother major business partners (e.g., licensees, joint venture
partners, subcontracting partners, due diligence providers, and ore details on the Annex to the TOPPAN Group Declaration on the
M
Global Environmentand optimal water usage.

https://www.holdings.toppan.com/assets/en/pdf/sustainability/The_Toppan_Group_
Declaration_on_the_Global_Environment_AnnexV1.pdf

partners in M&A).

95

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Updated Points in Vision 2050 and
the Fiscal 2030 Goals
1. C
 ontributing to Decarbonization
In Vision 2050 we pledge our commitment to achieving net

4. Optimal Water Use

evaluations, combined with onsite surveys conducted mainly

The fiscal 2030 goals introduce targets based on the results ofby questionnaire, have allowed us to set reduction targets forwater risk assessments at individual Group sites across thewater use at sites found to be subject to higher water risks.

world. Water risks in the river basins around individual sites
have been evaluated with Aqueduct* and other tools. Thesezero Scope 3 GHG emissions, along with our original net zerotarget for Scope 1 & 2 emissions. The updated fiscal 2030

*Aqueduct: A tool for evaluating water risks developed by the World
Resources Institute (WRI)

goals, meanwhile, include stricter reduction targets to keep

2 2050
TOPPAN Group Environmental Vision

Scope 1 & 2 and Scope 3 GHG emissions within the 1.5°C rise

As a member of international society, the TOPPAN Group aims to enable “fulfilling, sustainable living” by contributing tolimit over the average temperature before the industrial
revolution, as estimated from historical records. The
boundary of reduction targets has been expanded to Groupsites that were not covered when the fiscal 2030 goals were
formulated in 2021.
2. P
 reserving Biodiversity
A new biodiversity preservation theme has been added to
Vision 2050 to reinforce our commitment to pursuing naturepositive outcomes and creating a society that lives indecarbonization, preservation of biodiversity, resource circulation, and the optimal use of water through forward-looking activities
with consideration for preservation of the global environment.
1. Contributing to Decarbonization
Aiming for net zero Scope 1 & 2 and Scope 3 greenhouse gas
emissions.

3. Contributing to Resource Circulation
Aiming for zero waste emissions.
4. Optimal Water Use
Contributing to achieving optimal water use and improving

2. Preserving Biodiversity
Aiming for a society that coexists in harmony with nature,

water quality by preventing pollution.

balancing conservation with socioeconomic activity.

symbiosis with nature. The fiscal 2030 goals include a raw
material procurement target for paper production throughout
the supply chain and a target for the conservation of symbiotic
communities where people and nature thrive. Toppan Inc.
has deepened its involvement in biodiversity preservation bybecoming a qualified member of the 30by30 Alliance for
Biodiversity, a platform launched by the Ministry of theEnvironment and a number of public, industrial, and privateorganizations in Japan.
3. C ontributing to Resource Circulation
The fiscal 2030 goals include a revised reduction target for
final landfill waste disposal in line with the expanded
reduction target boundary.

TOPPAN Group Medium-and-Long-Term Environmental Targets for Fiscal 2030
1. Contributing to Decarbonization

3. Contributing to Resource Circulation

Reduce Scope 1 & 2 greenhouse gas emissions by 54.6% (byReduce final landfill waste disposal by 60% (by 5,296 t)

847 kt-CO2e) compared to the fiscal 2017 level (1,552 kt-

compared to the fiscal 2017 level (8,739 t).

CO2e). (Renewable energy ratio of 6.5%)

Increase waste plastic material recycling rate by 12% (to 65%)

Reduce Scope 3 greenhouse gas emissions by 54.6% (by 4,021

compared to the fiscal 2017 level (53%).

kt-CO2e) compared to the fiscal 2017 level (7,365 kt-CO2e).

4. Optimal Water Use
Achieve water withdrawal reduction targets for at least 50% of

2. Preserving Biodiversity
Confirm 100% legality in procurement of raw materials ofsites (4 out of 7 sites) with high water risk (water stress

paper.

exceeding 40%).

Contribute to the conservation of regions in which humans

Ensure no cases of action taken by authorities due tocoexist with nature both inside and outside the Group,

exceeding regulatory threshold values.

covering an area equivalent to 10% of the area of
manufacturing sites.

96

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Transition Plan for Carbon Neutrality by 2050
From 2030, we will adopt low-carbon logistics companies

Scope 1 & 2 Greenhouse Gas Emissions

be emitted in 2050. These emissions will be absorbed using
carbon capture/storage technologies, CO2 reuse technologies,

outside of the Group and shift from fossil fuels to electricity to

By 2030, Scope 1 & 2 greenhouse gas (GHG) emissions will be

and other carbon neutrality measures deployed to achieve net

power vehicles owned by logistics companies within the Group.

reduced primarily through energy efficiency measures and thezero emissions by 2050.

By current estimates, approximately 10% of the GHG
emissions resulting from our operations in fiscal 2017 will still

preferential adoption of low-carbon power and renewable energy
sources.
use of decarbonized fuel.

be emitted in 2050. We will absorb these emissions by investing

Scope 3 Greenhouse Gas Emissions

From 2030, we will switch fuel sources and increase thein CO2 recovery projects and expanding greenbelts to achieve

By 2030, we will further adopt low-carbon materials and switch

By current estimates, approximately 10% of the GHG
emissions resulting from our operations in fiscal 2017 will still

net zero emissions by 2050.

from paper to digital data through the digital transformation
(DX).
8,000

1,600

1,552
Reduction inﬁscal 2017-2022

7,000

1,200

1,115
1,000

Structural reforms
Energy saving
Energy reforms

Replacement with highenergy-efficiency facilities

800
Energy saving

Overseas reduction
contributions

600
Energy reforms

705

Renewable energy
procurement

Development andimplementation of
innovativetechnologies

Low-carbon power
procurement

400

Other GHG-emission
GHG emission controls
reduction measures

200

Development andimplementation of
innovativetechnologies

0

Other GHGemission
reduction measures

Manufacturing DX

Fuel conversion, use ofwaste heat

Fiscal 2017

Fiscal 2022

4,000

Carbon capture/storage, CO reuse
Fiscal 2030

Fiscal 2040

0

3,000

97

Collaboration
with suppliers

Technology
development

54.6% lower-4,021 (kt-CO2e)

Structural reforms

Registration of the energy intensity of
paper manufacturers

Expanded use of materials with lower
emission factors
Use of biomass materials, maximum
use of solvent-free materials
Maximum use of mono-materials

Collaboration
with suppliers
Technology
development

3,344
Improvement intransportation
modes

Higher recycling rates

0

Fiscal 2050

5,929

Adoption of net-zero carbon materials

1,000

Carbon capture/storage,
CO2 reuse

Reduction inﬁscal 2017-2022

5,000

2,000

Implementation of new
renewable-energy
technologies
Use of decarbonized fuel

7,365

6,000

54.6% lower-847 (kt-CO2e)

Scope 3 GHG emissions (kt-CO2e)

Scope 1 & 2 GHG emissions (kt-CO2e)

1,400

Maximum efficiency in transportation(via intra- and inter-industry

Improvement in partnerships)
transportation EV100 compliance for logistics
modes
vehiclesUse of zero-CO2 transportation modes
for commuting and business trips

Investment in
CO2 recovery/
absorption
projects

Investment in CO2 recovery projects

Investment in
CO2 recovery/
absorption projects

Expansion of greenbelts
CCUS installation, etc.

Fiscal 2017

Fiscal 2022

Fiscal 2030

Fiscal 2040
Sustainability Report 2023

0

Fiscal 2050

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Datayear targets, and develops measures for the current year with

Single-year Environmental Targets

authorization from the Board of Directors. Site-specific targets

The Ecology Center aggregates annual environmental

set in line with the Groupwide targets are treated as key

performance data related to the various goals set in the TOPPAN

performance indicators for managing the progress ofGroup Medium-and-Long-Term Environmental Targets forenvironmental conservation activities carried out at individualFiscal 2030, reports results to the Board of Directors, sets single-

sites.

Environmental Targets for Fiscal 2023
Performance Target
1) Contributing todecarbonization
2) Preserving
Biodiversity3) Contributing toresource circulation

4) Optimal water use

Performance Indicator

Target Value for Fiscal 2023

Scope 1 & 2 greenhouse gas emissions

1,109 kt-CO2e

Scope 3 greenhouse gas emissions

6,041 kt-CO2ePrevent illegal deforestation

Confirm the legality of raw materials
procured for paper production

100%

Contribute to a society that coexists
in harmony with nature

Area of land in which humans coexist inharmony with nature

Reduce final landfill waste disposal

Final landfill waste disposal

7,704 tReduce CO2 emissions

Increase by 1% relative to thetotal area of manufacturing sites

Circulate resources

Waste plastic material recycling rate

57.3%

Reduce water withdrawal in regionswith higher water risk

No. of sites in these regions that implement
water-saving measures

4 sitesPrevent water pollution

No. of cases of action being taken byauthorities in response to levels exceeding
regulatory standards

098

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Environment-related Data
TOPPAN Group Medium-and-Long-Term
Environmental Targets for Fiscal 2030 (Fiscal 2022 Results)
We have been undertaking environmental conservation
activities to ensure that the entire Group attains the target
values set for fiscal 2030. The values from fiscal 2017 are set asbaselines.

reduction target was not attained in fiscal 2022.

(kt-CO2e)
7,500
7,200

Result values
Target values towards the fiscal 2030 goal
(54.6% reduction compared to the fiscal 2017 level)

7,365
7,365

6,900

fiscal 2030 goal (under the Science Based Targets initiative[SBTi] 1.5°C scenario).
Result values
Target values towards the fiscal 2030 goal
(54.6% reduction compared to the fiscal 2017 level)

1,552

1,552

1,278

1,200

1,175

1,236
1,188

1,000

2017

2020

2021

1,226
1,115

2022 (ﬁscal year)*For Scope 1 & 2 emissions, greenhouse gas (GHG) emissions associated withelectricity consumption at domestic sites are calculated using the adjusted
emission factor according to the method specified in the Ministerial OrdinanceConcerning the Calculation of Greenhouse Gas Emissions from the Business
Activities of Specified Dischargers issued by the Ministry of the Environment(MOE) of Japan. Meanwhile, GHG emissions associated with electricity
consumption at overseas sites are calculated using country-specific conversion
factors published by the International Energy Agency (IEA).
GHG emissions associated with fuel consumption, excluding electricity
consumption, are calculated globally by the MOE method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas Emissions
from the Business Activities of Specified Dischargers.
*The fiscal 2017 result is adjusted based on the revised medium-and-long-term
environmental target (see page 96). (The result before the revision was 1,373 ktCO2e.)

5,839

2017

5,911

5,833
5,745

2020

2021

5,929
5,818

Target values

9,000

8,739
6,817

7,794

6,877
6,126

5,579

3,000
1,000
0

2022 (ﬁscal year)*Methods for calculating the Scope 3 GHG emissions are presented on
page 107.
*The fiscal 2017 result is adjusted based on the revised medium-and-longterm environmental target (see page 96). (The result before the revision
was 6,122 kt-CO2e.)

Renewable-derived Energy: Amount and Ratio
Fiscal Year

Renewable-derived Energy(GWh/year)

Ratio (%)

2021

11.10

0.67

2022

20.22

1.19

*Renewable-derived energy (electricity derived from renewable energy
sources) is the renewable energy procured from electricity retailers plus
the total energy generated at renewable energy power facilities (for solar
power and hydro power) installed at Group sites.
*The ratio of renewable-derived energy is the percentage of electricity
derived from renewable energy sources out of our overall power
consumption.

*Every indicator assured by an independent assurance provider is marked with an assurance stamp

（t）

5,000

6,600

0

Efforts have been underway since fiscal 2021 to attain the

7,000

5,700

greenhouse gas (GHG)-emission reduction target towards the0

single-year targets set in line with the fiscal 2030 goal. Our

the SBTi 1.5°C scenario).

6,300

In fiscal 2022 we achieved our single-year Scope 1 & 2

1,400

emission reduction target towards the fiscal 2030 goal (under

6,000

Scope 1 & 2 Greenhouse Gas Emissions

1,600

Final Landfill Waste Disposal

In fiscal 2022 we failed to attain our single-year Scope 3 GHG-

Activity results, performance data

(kt-CO2e)

Scope 3 Greenhouse Gas Emissions

2017

2020

2021

2022 (ﬁscal year)*The fiscal 2017 result is adjusted based on the revised medium-and-longterm environmental target (see page 96). (The result before the revision
was 7,407 t.)

Waste Plastic Material Recycling Rate

Efforts have been underway since fiscal 2021 to attain the
single-year targets set in line with the fiscal 2030 goal. Our
recycling-rate target was not attained in fiscal 2022.
（%）

Result values

Target values

60.0
58.0

55.3

56.0
54.0

52.8

56.9
56.5

57.0
56.5

52.0
50.0
0

.

99

2017

2020

2021

Sustainability Report 2023

2022 (ﬁscal year)

Contents

Introduction

Management

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

Environmental
PolicyManagement| Contributing to Decarbonization
Climate Change Disclosure According to TCFD
Biodiversity | Building
a Recycling-oriented
Society | Control
Chemical Substances | Pollution Control | Environmental Data
環境方針
｜ | Environmental
環境マネジメント｜ 脱炭素社会への貢献｜ TCFD| 提言に沿った気候変動関連情報開示｜ Recommendations
生物多様性 ｜ |循環型社会形成｜ of化学物質管理｜ 公害防止｜ of
環境データ

Assessing Environmental Impact
Approach

Activity results, performance data

We apply the “Life-cycle Impact assessment Method based on
Endpoint modeling (LIME)” to assess the degree to which ourQuantifying Environmental Impact based on LIME
We apply the LIME method to quantify the total environmental
impact across the Group, setting the base year value to 100.
With LIME 3, we attained a 5.1% reduction ininitiatives for achieving environmental targets have reduced ourenvironmental impact and a 19% enhancement in

total environmental impact. This life cycle assessment allows

environmental efficiency in fiscal 2022, compared with thethe Group to consolidate INPUT and OUTPUT data on thebaseline values in fiscal 2017 (the base year in the LIME 3

environmental burden associated with business activities into a

calculation).

single index of environmental impact. The LIME provides uschanging from the base year.

LIME 3 Assessment across the Group
Environmental Impact and Environmental Efficiency

Types of Environmental Impact by Business Field■ Environmental impact (left axis)
Environmental efficiency (right axis)
120%
100%

100

99.7

319

98.6

94.9

320

300

60%

290

289

280

20%
0

268
2017

270

271
2020

2021

2022

260

(ﬁscal year)*1 T he value in fiscal 2017 = 100 (baseline); calculated with
nonproduction sites excluded*2 E nvironmental efficiency = net sales / environmental impact
We have been reducing our climate change-related impact, a large
component of the Group’s overall environmental impact, primarily
through two channels: energy-saving and other eco initiatives that
reduce energy consumption, and high-efficiency production andmaterial recycling methods that reduce resource consumption.

100

100％

310

80%

40%

■ Mineral resources ■ Fossil resources ■ Forest resources■ Water resources ■ Climate change ■ Atmospheric pollution■ Photochemical oxidants

Environmental impact

with a quantitative view of how environmental impact is

80％

60％

40％

20％

0％
Information &Communication

Living & Industry

Electronics*Our environmental impact cannot be expressed in uniform terms orunits, as the materials and product types handled by the Group differ
among the business fields. We therefore assess the environmental impact
associated with key items for each business field.

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Environmental Management
Promotion Framework
ApproachPromotion framework

Promotion Framework

Addressing Climate Change Risks
We have set up a TCFD* Working Group composed of personnel
from related divisions under the Sustainability Promotion

Environmental Management
Systems
Promotion framework

SystemCommittee to address the risks and opportunities presented by

We have established environmental management systems

The Board of Directors is the highest-level body responsible forclimate change. The working group employs scenario analyses(EMSs) based on ISO 14001.

our environmental management. The Board appoints a director

to identify significant risks and opportunities brought by climate

to head the Ecology Center, an organization that oversees ourchange and to evaluate mainly the financial impacts on theperformance evaluation, and improvement serves as a core part

environmental conservation initiatives by supervising,Group.

of the ISO 14001-based EMSs to ensure ongoing improvement

A PDCA cycle of planning, support and operation,

evaluating, and verifying environmental activities undertaken

We will also further advance global-warming mitigation

throughout the Group and reporting the verification results toinitiatives focused on climate change and decarbonization inGroup sites maintain their EMSs through management

the Board of Directors.

cooperation with various industry groups that are working

system audits by ISO 14001 registrars, internal environmental

towards the Paris Agreement goals.

audits (of legal compliance) by the Ecology Center, and other*Task Force on Climate-related Financial Disclosures working under the
Financial Stability Board

internal environmental audits at individual sites.

We have established an environmental conservation
framework in which the heads of the business divisions, Group
companies, and operational sites are responsible for theenvironmental efforts of their organizations. These heads
appoint Environmental Management Officers to steer the actual
implementation of conservation activities carried out at theirsites and collaborate with them to propel environmental
initiatives throughout the business divisions.
To accelerate the initiatives, the environmental officers
have set up Eco-protection Promotion Committees, bodies

TOPPAN Group’s Environmental Management
Structure
Board of Directors
Director in charge of the Ecology Center
Ecology Centercomposed of persons relevant to the environment across thedepartments. The committees promote environmental
conservation activities and manage their progress. For advanced
environmental measures, the committees have convened
multiple subcommittees to formulate necessary responses tospecific environmental issues. Energy Subcommittees, forin environmental management.

• ISO 14001 certification: 94 sites (out of 172 Group sites), as ofMarch 31, 2023
*The Ecology Center supervises and assesses environmental conservation
activities implemented at the remaining 78 sites.

The Ecology Center aggregates environmental performance dataas the organization responsible for overseeing environmental
conservation activities across the Group. The aggregation results
are assured by KPMG AZSA Sustainability Co., Ltd. (anindependent assurance provider) and reported to the Board of

Operational sites
Environmental Management Officers
Eco-protection Promotion Committees
Subcommittees

Directors (for details, see the “List of Indicators Assured by an
Independent Assurance Provider” on pages 158-159). The center
discloses the verified performance data via the TOPPAN
corporate website and other communication channels.
For environmental targets, in particular, the Ecology Center

example, pursue energy-saving efforts to contribute todecides a set of site-specific, single-year targets based on the

decarbonization.

Groupwide targets and develops current-year measures with

101

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Dataauthorization from the Board of Directors. These site-specificManagement Cycle under ISO 14001:2015

targets are treated as key performance indicators for managing
the progress of environmental conservation activities carried out
at individual sites. The Ecology Center also manages theInternal andexternal issues

Context of the Organization

Scope of the Environmental Management Systemmonitoring of soil and groundwater pollution, ascertains theresults, and discloses the details.

Needs andexpectations ofinterested parties

P
Planning

More details on our ISO 14001 EMS certification (in Japanese)

6.1 Actions to address risks and opportunities
6.1.1 General
6.1.2 Environmental aspects
6.1.3 Compliance obligations
6.1.4 Planning action
6.2 Environmental objectives and planning to achieve them
6.2.1 Environmental objectives
6.2.2 Planning actions to achieve environmental objectives

https://www.holdings.toppan.com/ja/about-us/our-corporate-approach/iso/iso14001.html

More details on the Independent Assurance Report (see page 160)
 ore details on the monitoring of soil and groundwater pollution in the
MGroup (see page 125)

A

Leadership

Improvement
10.1 General
10.2 Nonconformity andcorrective action
10.3 Continual improvement

5.1 Leadership and commitment
5.2 Environmental policy
5.3 Organizational roles,
responsibilities and authorities

Performance Evaluation
9.1 Monitoring, measurement,
analysis and evaluation
9.1.1 General
9.1.2 Evaluation of compliance

9.2 Internal audit
9.2.1 General
9.2.2 Internal audit
programme
9.3 Management review

Support andOperation
7.1 Resources
7.2 Competence
7.3 Awareness7.4 Communication
7.4.1 General
7.4.2 Internal communication
7.4.3 External communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented
information
8.1 Operational planning andcontrol
8.2 Emergency preparedness
and response

D

C
Intended outcomes of the environmental management system

102

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Environmental Education

Environmental Communication

Various measures are implemented to improve the

We develop Environmental Communication Activities to shareenvironmental literacy of employees based on recent social

environmental conservation awareness with stakeholders

concerns on the environment, priority topics for year-by-year

through community involvement initiatives and environmental

environmental activities, and other environment-related issues.

education for Group employees and individuals outside of theWe have been holding sessions for rank-based training,Group. Among the diverse activities organized, we have been

optional training, and internal auditor training. E-learning

engaging in projects with entities from industry, government,

programs are also provided online for Group employees. The

academia, and civil society, disclosing environmental

rank-based training includes both group-style sessions andperformance data on the TOPPAN website, publishing Site Eco

e-learning courses.

Reports for surrounding communities and local governments,
holding neighborhood meetings to report our environmental

Results of Environmental Education (Fiscal 2022)
Training
New employee training:
General environmental education
E-learning course on TOPPAN’s sustainability
initiatives

No. of Trainees
445
21,412E-learning course for personnel in charge ofthe environment in fiscal 2022

518

TOPPAN Challenge School (15 courses)

52

TOPPAN Business School (7 courses)

2,667Internal environmental auditor training
program125

efforts, and participating in eco exhibitions and consortiums.

Environmental Incentives for Employees
Our Eco-protection Awards System incentivizes employees toengage in activities that address climate change. The systemprovides financial incentives for actions that bring us closer tomeeting our reduction targets for greenhouse gas emissions andother environmental impacts.

103

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

ISO 14001 Certification (56 systems at 94 sites, as of March 31, 2023)

ISO 14001 Certification Obtained at Toppan Inc. and Domestic Subsidiaries
Operational Site (Division or Subsidiary)
Electronics Division
Environmental Design Subdivision [Kashiwa Plant and Satte Plant of Toppan Decor
Products Inc.] (Living & Industry Division)
Tokyo-based sites (Information & Communication Manufacturing Subdivision)

ISO 14001 Certification Obtained at Overseas Subsidiaries

Registrar

Registration Date

JQA

July 1998

GCC

March 2000

SAI GLOBAL

February 2002

Fukusaki Plant [including Fukusaki Plant of Toppan Plastic Co., Ltd.] (Toppan Packaging
Products Co., Ltd.)JQA

July 2002

Registrar

Registration Date

Toppan Photomasks, Inc. (Round Rock Site)

Group Company (Operational Site)

LRQA

November 2001

Toppan Photomasks France S.A.S.

LRQA

October 2000

Toppan Chunghwa Electronics Co., Ltd.

SGS

October 2003

Toppan SMIC Electronics (Shanghai) Co., Ltd.

SGS

February 2007

Toppan Leefung Packaging (Shanghai) Co., Ltd.

NQA

July 2008

Toppan Leefung Changcheng Printing (Beijing) Co., Ltd.

ZDHY

November 2009

ZYC

May 2009

Takino Site

JQA

October 2002

Azusawa Site, Atago Site, Kawaguchi Site, Sagamihara Site, Numazu Site (Toppan Logistics
Co., Ltd.)

GCC

October 2002

Gunma Central Plant (Toppan Packaging Products Co., Ltd.)JQA

July 2003

Mito Plant (Toppan Prosprint Co., Ltd.)

GCC

January 2004

Toppan Leefung Packaging & Printing (Dongguan) Co., Ltd.

HKQAAMarch 2009

Fukuyama Plant (Toppan Communication Products Co., Ltd.)

GCC

October 2004

PT. Indonesia Toppan Printing

LRQA

November 2004

Higashinihon Subdivision

GCC

March 2005

Toppan Photomasks Korea Ltd.

TOPPAN Technical Research Institute

JQA

May 2005

Toppan Photomasks Co., Ltd. (Shanghai)

LRQA

February 2005

Ortustech (Malaysia) Sdn. Bhd.

BUREAU
VERITAS

September 2014

Toppan Security Systems Pte. Ltd.

TUVAugust 2010

Giantplus Technology Co., Ltd. (Bade Plant [T 1])

SGS

January 2008

Giantplus Technology Co., Ltd. (Bade Plant [T 2])

SGS

May 2018

Giantplus Technology Co., Ltd. (Headquarters)

SGS

January 2005

Giantplus Technology Co., Ltd. (Hsinchu Plant)

SGS

March 2013

Kunshan Giantplus Optronics Display Technology Co., Ltd.

SGS

June 2012

Siam Toppan Packaging Co., Ltd.

TUVApril 2002

Gravity Group IND. LLC

URSFebruary 2015

Toppan Speciality Films Private Ltd.

BSI

May 2009

Interflex Scotland Ltd.

BSI

December 2004

Sapporo Plant, Chitose Plant (Hokkaido Subdivision)
Satte Plant (Toppan Plastic Co., Ltd.)
Ranzan Plant, Kyushu Plant (Toppan Packaging Service Co., Ltd.)
Sagamihara Plant (Toppan Packaging Products Co., Ltd.)

GCC

June 2005

SAI GLOBAL

December 2006

JQA

February 2007

SAI GLOBAL

March 2007

GCC

October 2008

Head office, Kansai branch (Toppan Techno Co., Ltd.)SAI GLOBAL

March 2009

Sodegaura Beverage Plant (Toppan Packaging Service Co., Ltd.)SAI GLOBAL

April 2009

GCC

March 2010

Kyushu Subdivision (Nishinihon Division)

Fukaya Plant (Toppan Packaging Products Co., Ltd.)
Chubu Division

JQA

December 2010

BUREAU
VERITAS

February 2008

Head office, Saitama Plant (Livretech Co., Ltd.)JCQA

July 2001

Fukushima Plant [including Takino Plant, Sagamihara Plant] (Toppan Infomedia Co., Ltd.)JUSE

November 2001

Central Research Center (Toppan Forms Co., Ltd.)JQAMarch 2004

Toppan Forms Tokai Co., Ltd.

JQA

August 2004

Toppan Forms Kansai Co., Ltd.

JQA

April 2007

Toppan Forms Nishinihon Co., Ltd.

JQAJanuary 2005

JQA

September 2011

Kochi Plant (Toppan Electronics Products Co., Ltd.)

Toppan Forms Central Products Co., Ltd.
Tosho Printing Co., Ltd.

Intertek

May 2003

Gunma Plant (Tamapoly Co., Ltd.)JQA

February 2011

Sanda Plant (Tamapoly Co., Ltd.)JQAJanuary 2012

Tochigi Plant (Tamapoly Co., Ltd.)JQA

August 2017104

Toppan Excel (Dongguan) Packaging and Printing Co., Ltd.
Toppan Yau Yue Packaging (Dongguan) Co., Ltd.

Intertek

May 2016

Toppan Win Label Printing (Dongguan) Co., Ltd.

CQC

November 2012

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Contributing to Decarbonization
Basic Approach

GWP gases are switched to lower-GWP alternatives.
To reduce Scope 2 GHG emissions (indirect emissions

Topic

associated with the consumption of electricity, heating, orAchieving the Fiscal 2030 Goals

The TOPPAN Group has formulated the following basic policies

cooling purchased or acquired by the Group), we are scaling

We have made further headway in our shift toto contribute to decarbonization.

down power consumption through energy-efficiency measures

renewable energy sources under the TOPPAN Groupand the adoption of renewables such as solar panels. Electricity

Medium-and-Long-Term Environmental Targets for

activities and the lives of people around the world. Recognizing

contracts with lower CO₂ emission factors are also being

Fiscal 2030. In March 2023 we installed solar-power

this burden, we position contributions to decarbonization as aconsidered.

generation equipment on the rooftop of the B building

Approach

PolicyGlobal climate change has huge impacts on corporate

critical challenge for management. Based on the TOPPAN

We are introducing an internal carbon pricing (ICP) systemat the Satte Plant of Toppan Decor Products Inc. inGroup Declaration on the Global Environment, every person inthat will be applied to capital investments from fiscal 2023

Saitama Prefecture, the core producer of décor

the Group is firmly committed to the creation of a sustainable

onwards. This will allow us to scale up the installation of energy

products within the Group. The power generated by thesociety and strives to address climate change as a responsible

efficient, renewable-energy-driven facilities.

equipment is consumed on the site premises,

member of the international community.

Toppan Logistics Co., Ltd., the logistics specialist for the

Energy control and the rational use of energy are our prime

Group, is working with Group company shippers to optimize

approaches to achieving a decarbonized economy. We will alsotransportation conditions and further enhance transportation

continue to adopt renewable energy sources on a preferential

efficiency. These companies are pooling their efforts to reduce

basis and encourage the broad use of renewables across society.

the energy consumption per unit of transport volume by

Activities
Activity results, performance dataprospectively reducing CO2 emissions from plant
operations by 282 t-CO2 a year.

company vehicles and the total volume of CO2 emissions fromtransport.
As a member of the Japan Federation of Printing Industries(JFPI), Toppan Inc. has driven industry-wide efforts to spawn

Reducing Greenhouse Gas Emissions

decarbonization measures, chiefly through its involvement in

We have been reducing total emissions of carbon dioxide (CO2)carbonization. The JFPI’s Working Group for Voluntary Action

and other greenhouse gases (GHGs) to help decarbonize society.

Plans on the Environment (under the Environmental

To reduce Scope 1 GHG emissions (direct emissions fromManagement Task Force of the Global Environment Committee)

industrial processes or fuels consumed at the Group), we are

has made particularly strong industry-wide decarbonization

systematically replacing utility facilities operated for extended

contributions by implementing VOC-emission reduction

periods with high-efficiency alternatives. Systems are alsomeasures and various other activities targeting the realization of

installed to abate high-global-warming-potential (GWP) gases

a low-carbon, circular economy.

JFPI activities to address climate change and promote low

Roof of B building, Satte Plant of Toppan Decor Products

emitted from semiconductor production processes, and high-105

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Data on Greenhouse Gas
Emissions

Scope 3 Greenhouse Gas Emissions (subject to
the Group medium-and-long-term environmental
targets)

Activity results, performance data

7,365

7,500

Scope 2

7,200

Scope 1 & 2 Greenhouse Gas Emissions (subject to
the Group medium-and-long-term environmental
targets)
1,600

Scope 3
● Extraction of raw materials(kt-CO2e)

Greenhouse Gas Emissions(kt-CO2e)

Calculating Scope 3 Greenhouse Gas Emissions● Consumption of

Suppliers, etc.

6,900

● Production of raw

materials, etc.

6,600
6,300

5,911

6,000

5,833

5,929

Scope 1

5,700

1,552

1,400

1,175

1,200

● Transportation and

0

1,188

1,115

1,000

2017

2020

2021

electricity suppliedby entities outside the reporting
company● Consumption of heating and coolingsupplied by entities outside
the reporting company

2022 (ﬁscal year)

The reporting
company itself● Fuel combustion

distribution of raw
materials, etc.

*Methods for calculating the Scope 3 GHG emissions are presented on page107.
*The fiscal 2017 result is adjusted based on the revised medium-and-longterm environmental target (see page 96). (The result before the revision was
6,122 kt-CO2e.)● Emissions from industrial

processes● Employee commuting

business travel● Transportation and

2020

2021

2022 (ﬁscal year)*For Scope 1 & 2 emissions, greenhouse gas (GHG) emissions associatedwith electricity consumption at domestic sites are calculated using theadjusted emission factor according to the method specified in the Ministerial
Ordinance Concerning the Calculation of Greenhouse Gas Emissions fromthe Business Activities of Specified Dischargers issued by the Ministry of theEnvironment (MOE) of Japan. Meanwhile, GHG emissions associated withelectricity consumption at overseas sites are calculated using country-specificconversion factors published by the International Energy Agency (IEA).
GHG emissions associated with fuel consumption, excluding electricity
consumption, are calculated globally by the MOE method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from the Business Activities of Specified Dischargers.
*The fiscal 2017 result is adjusted based on the revised medium-and-long-term
environmental target (see page 96). (The result before the revision was 1,373
kt-CO2e.)

distribution of soldproducts and goods

Scope 1, 2, 3 Greenhouse Gas Emissions
Based on the fiscal 2022 results, we calculated Groupwide
Scope 3 greenhouse gas (GHG) emissions (indirect emissions
not included in Scope 2, associated with business operations
throughout the entire value chain of the Group) to identify thecategories of corporate activity that emitted more GHGs and toestablish priority targets in our GHG-emission reduction
strategy. This calculation showed that several categories related(manufacturing of products purchased by the Group), categories
4 and 9 (transportation and distribution of products purchased
and sold by the Group), and category 12 (end-of-life treatmentof products sold by the Group).

*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

106

Users of products
and goods● Use of sold products

and goods

Scope 1, 2, 3 Greenhouse Gas Emissions (kt-CO2e)
Scope 1305

Others*365

Scope 2810

Category 9
242
Category 12
1,442

7,043

to raw material consumption collectively accounted for thelargest share of our GHG emissions, primarily: category 1

sold products and goods● Sales activities,

0

2017

● End-of-life treatment of

Category 4486*Others
Category 2
Category 3
Category 5
Category 6
Category 7
Category 8

Category 1
3,394

Scope 3 total
5,929

228
103
1
8
24
2

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Details of the Scope 1, 2, and 3 Categories
Emissions Types
Direct emissions(Scope 1)

Direct emissions from industrial processes or fuels consumed at thereporting company

Indirect emissions(Scope 2)

Indirect emissions associated with the consumption of electricity,
heating, or cooling purchased or acquired by the reporting company

・For Scope 1 & 2 emissions, greenhouse gas (GHG) emissions associated with electricity consumption at domestic sites are calculated using
the adjusted emission factor according to the method specified in the Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from the Business Activities of Specified Dischargers issued by the Ministry of the Environment (MOE) of Japan. Meanwhile, GHG
emissions associated with electricity consumption at overseas sites are calculated using country-specific conversion factors published by theInternational Energy Agency (IEA).
・GHG emissions associated with fuel consumption, excluding electricity consumption, are calculated globally by the MOE method specified in
the Ministerial Ordinance Concerning the Calculation of Greenhouse Gas Emissions from the Business Activities of Specified Dischargers.

Calculation Methods

Indirect Emissions Not Included in Scope 2 (Scope 3)

Activity Quantity

Basic Unit from

Category 1

Purchased goods and services

Emissions associated with activities up to the point of the production of raw materials,
components, goods, sales-related materials, or the like purchased or acquired by the reporting
company

Category 2

Capital goods

Emissions that occur during the construction or production of capital goods purchased or
acquired by the reporting company

Category 3

Fuel- and energy-related activities (notincluded in Scope 1 or Scope 2)

Emissions associated with the procurement of fuels supplied by entities outside the reporting
company or fuels necessary for the generation, etc. of electricity, heating, cooling, etc. consumed
by the reporting company

Category 4

Upstream transportation anddistribution

Emissions associated with logistics up to the point of the arrival of incoming raw materials,
components, goods, sales-related materials, or the like purchased or acquired by the reporting
company; transportation and distribution of products sold by the reporting company

Category 5

Waste generated in operations

Emissions associated with the transportation and treatment of waste generated at the reporting
company

Waste discharge by type

MOE-DB*1

Category 6

Business travel

Emissions associated with business travel by employees

Business travel expenses by transport mode

MOE-DB*1

Category 7

Employee commuting

Emissions associated with the commuting of employees between their homes and worksites

Commuter fares or petrol costs

MOE-DB*1

Category 8

Upstream leased assets

Emissions associated with the operation of assets leased by the reporting company (lessee),excluding Scope 1 and Scope 2 emissions

Electricity and gas consumed at tenant premises

Emission factors bybusiness

Category 9

Downstream transportation anddistribution

Emissions associated with the transportation, storage, loading, or retailing of sold products after
delivery to customers

Estimated freight
ton-kilometers by product

CFP-DB*2

Category 10

Processing of sold products

Emissions associated with the processing of sold intermediate products by downstream
companies

Excluded from calculation because there are no scenarios or units that apply
universally to the TOPPAN Group's diversified products

Category 11

Use of sold products

Emissions associated with the end use of sold products by users (consumers, downstream
companies)

Not applicable

Category 12

End-of-life treatment of soldproducts

Emissions associated with the transportation and treatment of sold products at the end of theirlife by users (consumers, downstream companies)

Waste disposal by product (estimated)

Category 13

Downstream leased assets

Emissions associated with the operation of assets owned by the reporting company (lessor)

Not applicable

Category 14

Franchises

Emissions from franchise members

Not applicable

Category 15

Investments

Emissions related to the operation of investments

Excluded from calculation

Materials purchased or acquired (by weight)

CFP-DB*2

Capital investments by business field

MOE-DB*1

1. Electricity and steam consumption

1. MOE-DB*1

2. Fuel consumption

2. CFP-DB*2

1. Freight ton-kilometers as a designated shipper
classified under the Energy Saving Act of Japan
2. Estimated freight ton-kilometers ofprocurement logistics

1. Energy Saving Act ofJapan
2. CFP-DB*2

CFP-DB*2

Notes
・We calculate our Scope 3 GHG emissions for categories 1-9 and 12.
・The calculation boundary covers Groupwide GHG emissions associated with Toppan Inc. and Group entities consolidated for accounting purposes.
・ For “freight ton-kilometers as a designated shipper classified under the Energy Saving Act of Japan” in category 4, “business travel” in category 6, and “employee commuting” in category 7, we have estimated total values across the calculation
boundary in terms of the proportion of production volume or employee numbers based on the values counted for organizations whose activities are quantifiable.
*1 MOE-DB: Emission unit database for calculating the greenhouse gas emissions, etc. of organizations throughout the entire supply chain (ver. 2.5) issued by the Ministry of the Environment of Japan*2 CFP-DB: Standard database (ver. 1.01) of the Japan Environmental Management Association for Industry (JEMAI) Carbon Footprint of Products (CFP) Communication Program

107

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Percentages of Greenhouse Gas Emissions
by Type (in tons of CO2 equivalent)

Percentages of Greenhouse Gas Emissions
by Source (in tons of CO2 equivalent)
Scope 2: Electricity andCO₂
94.94%

Scope 1: Fuel consumption
235,860 t-CO₂e

steam consumption（21.16%）809,940 t-CO₂e（72.66%）

Scope 1:Non-energy-derived

greenhouse gases

Other
1.53%

SF6
3.53%
N₂O
0.05%

NF₃
0.07%

CH₄
0.13%

PFC
1.28%

Total: 1,114,636 t-CO2e

68,835 t-CO₂e（6.18%）

Notes・F or Scope 1 & 2 emissions, greenhouse gas (GHG) emissions associatedwith electricity consumption at domestic sites are calculated using
the adjusted emission factor according to the method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from the Business Activities of Specified Dischargers issued
by the Ministry of the Environment (MOE) of Japan. Meanwhile, GHG
emissions associated with electricity consumption at overseas sites arecalculated using country-specific conversion factors published by theInternational Energy Agency (IEA).
GHG emissions associated with fuel consumption, excluding
electricity consumption, are calculated globally by the MOE method
specified in the Ministerial Ordinance Concerning the Calculation ofGreenhouse Gas Emissions from the Business Activities of Specified
Dischargers.
・F iscal 2022 GHG emissions from domestic sites (including Group
company sites) and overseas sites are based on calculations of energyderived CO2 emissions and non-energy-derived GHG emissions (namely,
CO2, CH4, N2O, HFC, PFC, SF6, and NF3 emissions associated with dry
etching, dry ice consumed, waste burned in incinerators, combusted
refuse-derived fuel, and fuel consumed in cogeneration systems).
GHG emissions accounting for 0.01% or more of total emissions fromthese sites in CO2-equivalent values are included.

Values, Results, and Evaluation of Environmental Targets for Fiscal 2022
Performance
TargetContributing todecarbonization

Reduce CO2
emissions

Performance Indicator

Fiscal 2022

Target Value

ResultAchievement Rate

Evaluation

Scope 1 & 2 greenhouse gas emissions

1,117 kt-CO2e

1,115 kt-CO2e

100.2%A

Scope 3 greenhouse gas emissions

5,651 kt-CO2e

5,929 kt-CO2e

95.1%

B

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 rate: 200 – (values actually achieved / target values) x 100 [%]*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

108

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Associated Data
Activity results, performance data

Energy Consumption
We evaluate and disclose Groupwide performance data,
including that from overseas Group subsidiaries.

Electricity Consumption

Energy Consumption(TJ)
25,000Natural Gas Consumption(1,000 Nm³)

（GWh）21,31320,00020,6022,000

20,885

1,709

1,600

1,651

100,000

1,681

15,0001,200

60,00010,000800

40,0005,000

400

20,000

0

2020

2021

2022

(ﬁscal year)

0

2020

2021

2022

87,141

84,031

2020

2021

80,0000(ﬁscal year)

80,1422022(ﬁscal year)*We consume electricity derived from renewable energy sources, in addition to
the electricity shown above.

Renewable-derived Energy: Amount and Ratio

Kerosene Consumption
（kL）
5,000
4,000

3,868

3,653

3,453

3,000
2,000
1,000
0

Renewable-derived Energy

Fiscal Year

2020

2021

2022

(ﬁscal year)(GWh/year)

Ratio (%)

2021

11.10

0.67

2022

20.22

1.19

*Renewable-derived energy (electricity derived from renewable energy
sources) is the renewable energy procured from electricity retailers plus
the total energy generated at renewable energy power facilities (solar
power and hydro power) installed at Group sites.
*The ratio of renewable-derived energy is the percentage of electricity
derived from renewable energy sources out of our overall power
consumption.

*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

109

Fuel Efficiency of Outsourced Cargo Vehicles(km/L)
4.5
4.3
4.1

4.14

4.12

2021

2022

3.98

3.9
3.7
3.5
0

2020

Sustainability Report 2023

(ﬁscal year)

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Climate Change Disclosure According to TCFD Recommendations
Basic Approach
Approach

As a Group that conducts business worldwide, we recognize thescale of the impact of climate change on the Group. We consider
climate change to be an important issue in sustainability
management.
In 2019 we announced our support for the

1. GovernanceVision’s Medium-and-Long-Term Environmental Targets, as well
as reports regarding single-year GHG emission targets for the

Promotion framework

current fiscal year.

a) Board of Directors’ Oversight on
Climate-related Risks and Opportunities
1) Organizational initiatives and the responsibilities of theBoard of Directors

On a quarterly basis, the Board receives reports regarding
the assessment and status of climate-related issues. The Board
also implements comprehensive decision-making with regard tosuch matters as management strategy, taking climate-related
issues into account.

recommendations of the Task Force on Climate-related

Under the key concept of “Digital & Sustainable

Financial Disclosures (TCFD), an entity established by theTransformation,” the Medium Term Plan (fiscal 2021-2022 andregulations, systems, or the like pertaining to climate-related

Financial Stability Board. In 2020 we commenced a scenario

fiscal 2023-2025) defines “expanding ESG initiatives” as aissues are announced, the Board receives reports from theanalysis based on the recommendations. We continue topriority measure for the medium to long term. We are

Sustainability Promotion Committee regarding evaluations anddisclose the financial impact related to climate change and ourstrengthening efforts related to environmental, social, andresponses from related internal departments. Based on these,

responses to the same, in accordance with the TCFD

governance (ESG) issues, including climate change.

the Board then discusses and decides on responses.

recommendations.
Back in 1992 we formulated a Declaration on the Global

The Board of Directors recognizes climate change as animportant issue in management strategy and considers climate

Environment to establish a basic Groupwide philosophy onchange risks and opportunities when plotting out investments

environmental conservation. In April 2009 we revised thisfor business growth (including business portfolio transformation

declaration into the TOPPAN Group Declaration on the Global

centered on DX and SX for addressing social issues).

Environment, a basic philosophy focused on more proactive
approaches to Groupwide conservation activities.
In November 2019 we established the TOPPAN SDGs

As for nonscheduled reports, in the event that new

As for specific initiatives that address climate change andother ESG issues, the Board of Directors receives reports from
the Management Committee regarding the details of actions that

STATEMENT , a pledge to our commitment to integrating thehave been considered and discussed by the Sustainability

SDGs into management. The statement describes the “fulfilling,

Promotion Committee. The Board discusses, monitors, andsustainable living” that we want to make possible through our

supervises target setting and progress.

SDG efforts and identifies environmental issues, including those
associated with climate change, to be addressed throughGroupwide activities and specific business activities.

2) Receipt of reports by the Board of Directors regarding
climate-related issues—process and frequency
Each year in April, the Board receives and approves reports
regarding greenhouse gas (GHG) emission results for theprevious fiscal year under the TOPPAN Group Environmental

110

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

The working group coordinates assessments andb) Management’s Role in Assessing and Managing
Climate-related Risks and Opportunities

countermeasures on climate-related issues in cooperation with
the Risk Management Working Group and the SDGs Promotion

The Board of Directors has assigned responsibility for climate-

Project.

2. Risk Management
Promotion frameworka) The Organization’s Processes for
Identifying and Assessing Climate-related Risks

related issues to the Sustainability Promotion Committee

Through the Management Committee, the Board of(chaired by the President & Representative Director) andDirectors receives reports from the Sustainability Promotion

supervises the activities undertaken by the committee.

Committee regarding the assessment and status of climate-

The TCFD Working Group is responsible for identifying and

The TCFD Working Group set up under the committee

related issues as well as target management. The Board also

assessing climate-related risks. The risks identified areleads Groupwide efforts to address climate-related issues. The

implements comprehensive decision-making with regard tocategorized into the following types in relation to the Group

group members consist of personnel from responsible divisions

such matters as management strategy, taking climate-related

businesses we operate and the products and services weand the business departments of Group companies.

issues into account.

provide: technology risk, market risk, reputation risk, legislation
risk, risks related to existing and new regulations, and risks
related to rapid or gradual physical changes. The working group

Governance Structure for Addressing Climate Change and Other ESG Issues
TOPPAN Holdings Inc.

then identifies potential risks and opportunities associated witheach risk type, both upstream and downstream, throughout theBoard of Directors

entire value chain from R&D to procurement, production, andReporting and supervisingproduct supply. The impacts are assessed over the short termManagement Committee(within one year), medium term (two to three years), and long

Reporting and supervisingterm (four to more than 30 years).

Sustainability Promotion Committee
TOPPAN Group ESG Management Promotion Committee

Executive Sustainability
Promotion Committee

Coordinating

Reporting and supervising

SDGs Promotion Project
Environment
Working Group

Communities
Working Group

Corporate ESG Project

PeopleWorking Group

Formulates and advances businessplans for achieving the SDGs

Human Rights
Working Group

Coordinating

Supply Chain
Working Group

TCFD
Working Group

Formulates promotion and disclosureplans for TOPPAN’s core ESG themes

Risk Management
Working Group

Coordinatingb) The Organization’s Processes forManaging Climate Change Risks
The TCFD Working Group is responsible for formulating andadvancing plans to address climate-related risks based on the
results of impact assessments factoring in financial impacts.
The assessment results and plans are reported to the
Sustainability Promotion Committee and evaluated in acommittee review. Based on reports from the committee, theCoordinating

Board of Directors manages climate change risks and supervises

Operating Companies

the risk management process.

TOPPAN Group operating companies

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Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Datac) How Processes for Identifying, Assessing, andManaging Climate-related Risks Are Integrated into
the Organization’s Overall Risk Management
We have established a comprehensive risk management
structure that covers risks related to climate change and other

3. Strategy

production, and product supply.

Promotion framework3) Climate-related issues with a large financial impacta) Climate-related Risks and Opportunities
the Organization Has Identified over
the Short, Medium, and Long Term

ESG issues. The divisions in charge and the Risk Management
Working Group (led by the Director in charge of Risk
Management, attended by persons in charge of risk management

In the 1.5°C scenario, we reconfirmed that there are risks ofincreased costs accompanying the introduction of a carbon tax
and higher prices for purchased energy. Given the expected
shifts in consumer preferences, moreover, there are1) Review status for risks and opportunities in the organization’s

opportunities for increased sales of low-carbon-emission

time frames (short-, medium-, and long-term perspectives)

products and services and for gains in corporate value.

at the responsible divisions, and administered by the

The time frames for risks and opportunities are as follows: shortCompliance Department in the Legal Division) work together toterm, within one year; medium term, two to three years; andflood damage resulting from higher atmospheric temperaturescontrol individual risks under the supervision of the Board oflong term, four to more than 30 years. The scheduling iscould lead to such risks as stoppages at major Group plants. We

Directors.

coordinated with our business action plans, that is, the fiscal-

continue to consider alternative production plans to manage

The Risk Management Working Group performs risk

In the 4°C scenario, we confirmed that increased wind andyear plans, medium-term plans, and long-term vision. Climate-these risks over the long term while periodically gathering

assessments once yearly and identifies the risks that can exert

related risks and opportunities are assessed by related

information on flood-prevention technologies and taking steps

severe adverse impacts on Group management as “significant

departments.

to introduce them.

risks” for the year.
When designating the significant risks, the working groupconsiders the results of Groupwide risk assessments, the2) Processes used to determine which risks and opportunities
could have a material financial impact on the organization

likelihood that risks will arise over the medium to long term,

The TCFD Working Group set up under the Sustainability

and the frequency and severity of the risks if they do. The

Promotion Committee is tasked with implementing the scenario

working group also carefully reviews the social andanalysis. Personnel from related divisions and Group companies

environmental shifts in the regions where we do businessparticipate in the working group to identify significant risks andoverseas and the matters pertinent to our sustainability

opportunities related to climate change, assess the financial

management, such as environmental issues associated with

impacts, and consider measures based on those assessments.

climate change. “Climate change risks” were designated as

Business strategy personnel from related divisions andsignificant risks for TOPPAN for the year fiscal 2023.
Once identified, the significant risks are reported to theGroup companies gathered in fiscal 2022 to formulate a scenario
analysis coordinated with the medium-term plans of individual

Sustainability Promotion Committee and evaluated in aGroup companies. We have assessed financial impacts andcommittee review. The Board of Directors receives reports fromconsidered countermeasures with a focus on concrete

the committee and supervises the finalization of annual riskbusinesses.

review.

Two pathways were examined in the scenario analysis: 1.5°
C and 4°C scenarios with long-term forecasts up to 2050.

See the Risk Management section on page 138

Operations in Japanese and overseas sites have been consideredthroughout the value chain, from R&D to procurement,

112

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Datab) Impacts of Climate-related Risks and Opportunities on
the Organization’s Business, Strategy, and Financial Planning
Time frames: short term, within 1 year; medium term, 2 to 3 years; long term, 4 to more than 30 years
Financial impact: small, less than 1 billion yen; medium, 1 billion yen to 10 billion yen; large, more than 10 billion yen

1) Impact of identified climate-related issues on business strategy

Transition risks and opportunities*1

Scenario

Risk Type

Introduction of / increase
Existing
in carbon tax
regulations(carbon tax,
carbonIncrease in renewable
emissionenergy ratio
policies)New
regulations

MarketPhysical risks and opportunities*2

Chronic

Time
Frame

Cost increases due to the introduction of emissioncredit trading and a carbon tax on fossil-fuelderived CO2 emissions

Mediumterm

Increase in operational costs due to rises inpurchased energy prices

Mediumterm

Small to medium

Long
term

MediumStrengthen the development/sales of battery packaging materials for EVs; enter renewable-energy
businesses

Mediumterm

Large

Establish new recycling schemes; strengthen the development/sales of recyclable products, suchas mono-material packaging

SX

Short
term

Small

Promote the use of paper-based Cartocan and FSC-certified products (paper products, etc.)

SX

Check existing suppliers and find new suppliers; research/consider alternative products; monitor
systems/markets from a long-term perspective

Expanded markets for green energy

Financial Impact

Principal Measures / Potential Businesses and Services

Implement Scope 1 & 2 GHG emission reduction activities towards the Medium-and-Long-Term
MediumIncrease of 9.6 billion Environmental Targets for Fiscal 2030 in order to achieve the TOPPAN Group Environmental Vision
yen from fiscal 2021 2050; monitor systems, renewable energy technologies, etc. from a long-term viewpoint
Implement Scope 1 & 2 GHG emission reduction activities towards the Medium-and-Long-Term
Environmental Targets for Fiscal 2030 in order to achieve the TOPPAN Group Environmental Vision
2050; monitor systems, renewable energy technologies, etc. from a long-term viewpoint

Tightened regulations on
fossil-fuel-derived plastics

Expanded needs for the recycling of plastics frompackaging and materials

Enhanced forest protection

Expanded use of pulp from forest-thinning
operations and FSC-certified paper

Increase in raw materials
pricesIncrease in procurement costs for films, paper, etc.

Mediumterm

Large

Decline in existing paper media accompanying thedigital shift

Mediumterm

MediumIncrease in customer needs for reducing GHG
emissions across the entire supply chain

Short
term

Large

Decrease in demand for carbon-emitting products,
such as disposable plastic products

Mediumterm

Small to medium

Increase in demand for low-carbon/reduced-plastic
products

Short
term

Large

Strengthen the development/sales of ethical sales-promotion products and sustainable packaging

Increased risk of plant shutdowns due to flooding /water damage

Mediumterm

Large

Continue to consider alternative production plans over the long term; periodically gather flood
information and take steps to address flooding-prevention technology

Outflow of chemical substances due to flooding /water damage

Mediumterm

Small

Consider the possibility of chemical leakage and formulate/implement countermeasures

Expanded markets for next-generation
communications due to growth in remotemonitoring needs

Mediumterm

MediumReinforced GHG-emission
reductions at clientcompanies
Increase in demand forenvironmentally friendly
products

Acute

Risks and Opportunities

Shifts in Social Trends

Increasing severity ofacute, extreme weather
conditions

Changes in rainfall andweather patterns

Water usage restrictions

Long
term

Small

Temperature rise

Increase in needs associated with food loss /hygieneLong
term

Small to medium

Risk

Opportunity

Accelerate initiatives for business portfolio transformation, a priority measure in the Medium Term Plan
Enhance resources for the Erhoeht-XTM business, such as manufacturing DX support(NAVINECT, etc.) and Hybrid BPO services

DX

Accelerate initiatives for business portfolio transformation, a priority measure in the Medium Term Plan

Create communications-related businesses, such as ZETA-based solutions, and metaverse-related
businesses

SX

DX

Consider alternative production plans to address water usage restrictions; assess water usage and water
stress by region, from a long-term viewpoint
Strengthen the development/sales of functional barrier packaging; strengthen the development offood-loss solutions
DX

SX

SX

Products and services related to “Digital & Sustainable Transformation” (DX and SX), the key
concept under the Medium Term Plan

*1 Transition risks and opportunities: Assessed in the 1.5°C and 4°C scenarios based on the Net Zero Emissions by 2050 (NZE) scenario, the Announced Pledges Scenario (APS), and the Stated Policies Scenario (STEPS) presented in the World
Energy Outlook 2021 (WEO 2021) from the International Energy Agency (IEA).
*2 Physical risks and opportunities: Assessed in the 1.5°
C and 4°
C scenarios based on the Representative Concentration Pathways (RCPs), greenhouse gas concentration trajectories adopted by the Intergovernmental Panel on Climate Change (IPCC)(RCP 1.9 and RCP 2.6 for the 1.5°C scenario, RCP 7.0 and RCP 8.5 for the 4°
C scenario).

113

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

2) The Organization’s consideration of impact on business andstrategy

neutrality. Physical risks include halts in production due towater damage from flooding at production sites and higher

4. Metrics and Targets

PolicyTo contribute further to the Net Zero society targeted by the

expenses for restoration. We are addressing these risks by

TOPPAN Group Environmental Vision 2050, we are advancing areinforcing disaster-preparedness measures and reducing Scopebusiness portfolio transformation centered on digital and1 & 2 and Scope 3 greenhouse gas (GHG) emissions through thesustainable transformation under the Medium Term Plan.

stepwise introduction of renewable energy. A new transition

Between fiscal 2023 and 2025 we will invest approximately 300

plan in place will neutralize Scope 1 & 2 and Scope 3 GHG

Our climate-risk indicators are Scope 1 & 2 and Scope 3 GHG

billion yen in DX and SX businesses, including M&A and businessemissions by 2050. Energy-efficient activities and facilities will

emissions and the ratio of renewable energy out of total power

investments in growth areas as well as capital investments in

be intensified under an internal carbon pricing (ICP) system

consumption.

growth businesses and businesses in their initial phases.

that steps up our low-carbon investments and long-term carbona) Metrics Used by the Organization to Assess
Climate-related Risks and Opportunities in Line with
Its Strategy and Risk Management Process

Our indicators for climate-related opportunities,
meanwhile, assess how far a business mitigates climate change

neutrality measures.

c) Resilience of the Organization’s Strategy inConsideration of Different Climate-related Scenarios

We will also be expanding business opportunities by linking

and helps solve social issues: percentage of operating profit

forecasted shifts with the “Digital & Sustainable Transformation”

contributed by DX/SX/frontier businesses and no. of servicesof our business portfolio. We will develop more DX solutions tocontributing to GHG-emission reductions under the TOPPAN

Qualitative and quantitative analyses were conducted under three

reduce GHG emissions across the supply chain and create newBusiness Action for SDGs.

scenarios (the Net Zero Emissions by 2050 [NZE] scenario, theforms of sustainable packaging that improve recyclability andStated Policies Scenario [STEPS], and the Announced Pledges

mitigate food loss.

Scenario [APS]) presented in the World Energy Outlook 2021

Our ongoing scenario analyses will enhance our forecasting(WEO 2021) issued by the International Energy Agency (IEA)

accuracy. We will stay resilient to an uncertain future by further

and under multiple trajectories plotted out under the

integrating analysis results into management strategies.

Representative Concentration Pathways (RCPs) presented in the
Sixth Assessment Report from the Intergovernmental Panel on
Climate Change (IPCC). The scenarios and trajectories analyzed
covered the period from 2030 to 2050.

Scenarios
Transition scenario
Physical scenarios

1.5℃

4℃

IEA NZE 2050

IEA STEPS or APS

RCP 1.9

RCP 7.0

RCP 2.6

RCP 8.5

Adaptation Plan for Transition Risks and Physical Risks
Scenario analyses have identified transition risks TOPPAN
faces, including the expanded adoption of carbon pricing
systems worldwide that increases operational costs for carbon

Apart from financial metrics, we look at progress towards
GHG-emission reduction to determine performance-linked

See the Transition Plan for Carbon Neutrality by 2050 on page 97

bonuses for directors. This additional metric defines the
responsibilities of management in addressing climate risks.

b) Scope 1 & 2 and Scope 3 Greenhouse Gas Emissions
Scope 1 & 2 GHG emissions were 1,115 kt-CO2e and Scope 3

ICP System Overview

GHG emissions were 5,929 kt-CO2e for the Group as a whole, inInternal
carbon price130 US dollars/t-CO2 (at the time of introduction)

Scope andmethodWe will apply an internal carbon price to CO2emission increases or decreases brought about by
capital investments and will preferentially invest inmeasures with higher CO2-reduction effects.

Pricing
coveredCapital investments that increase or decrease CO2
emissions*Internal Carbon Pricing (ICP): A carbon price internally set and used by acompany to promote low-carbon investments and measures. Companies
can quantify climate change risks by virtually fixing the cost per ton of CO2
emissions according to their own criteria. ICP can be considered a usefulinvestment criterion for companies that seek to accelerate their investments
in low-carbon facilities and energy-efficient measures towards achieving adecarbonized society.

114

fiscal 2022. While the Scope 1 & 2 emission target was achieved
for the fiscal year, the Scope 3 emission target was not. Scope 1, 2,
and 3 emissions have been calculated based on the GHG Protocol
methodology and assured by an independent assurance provider.

c) The Organization’s Targets for Management of
Climate-related Risks and Opportunities andProgress against Targets
Our targets for managing climate-related risks and opportunities
are included among the TOPPAN Group Medium-and-LongSustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Term Environmental Targets for Fiscal 2030 set towards

developed multiple new products with advanced materials suchachieving the carbon-neutrality goal cited in the TOPPAN Group

as biomass and recycled materials as alternatives toEnvironmental Vision 2050. They are also included in the

petrochemical-derived materials, in fiscal 2022. We will boost

Medium Term Plan, and in the TOPPAN Business Action forour drive to develop materials and packaging that contribute toSDGs, which defines the areas of focus for our measures to

GHG emission reductions and will expand our lineups of

products and services in emerging markets (e.g., energy
conversion devices essential for a hydrogen society).
See the TOPPAN Group Environmental Vision 2050 on page 96
 ee the TOPPAN Group Medium-and-Long-Term Environmental Targets
S
for Fiscal 2030 on page 96

address the SDGs.
For Scope 1 & 2 greenhouse gas (GHG) emissions, a 28.2%
reduction compared to the fiscal 2017 level was achieved infiscal 2022. We will continue monitoring the current status andtake consistent measures to work towards target achievement.
For Scope 1 GHG emissions, such measures include the

Scope 1 & 2 Greenhouse Gas Emissions(kt-CO2e)1,600systematic replacement of utility facilities used for long periods

1,400with high-efficiency alternatives, the installment of systems that

1,200

abate high-global-warming-potential (GWP) gases emitted fromsemiconductor production processes, and a switchover fromthose high-GWP gases to lower-GWP alternatives. The
measures to reduce Scope 2 GHG emissions include safeguards
to ensure that continuously operated equipment is shut down
during long vacation periods.
For Scope 3 GHG emissions, a 20% reduction compared to
the fiscal 2017 level was attained in fiscal 2022. We will workwith suppliers to reduce GHG emissions throughout the entire
supply chain pursuant to the requirements for the “contribution
to decarbonization” stated in the TOPPAN Group Sustainable
Procurement Guidelines.
The growing DX, SX, and frontier businesses represented
19% of the total operating profit in fiscal 2022. Our businessportfolio transformation has achieved dependable results
through revenues earned in growth businesses generated fromour efforts to address climate change and other social
challenges. We will further enhance profits in growth businesses
and intensify synergies within the Group to capture theopportunities related to climate change.
The number of services contributing to GHG emission

Scope 3 Greenhouse Gas Emissions(subject to the Group medium-and-long-term environmental
targets)(subject to the Group medium-and-long-term environmental
targets)(kt-CO2e)

1,552

1,188

1,175

6,900

1,115

6,600
6,300

1,000

5,911

6,000

5,833

5,929

5,700

0

2017

2020

2021

2022 (ﬁscal year)

0*For Scope 1 and 2 emissions, greenhouse gas (GHG) emissions associatedwith electricity consumption at domestic sites are calculated using theadjusted emission factor according to the method specified in the Ministerial
Ordinance Concerning the Calculation of Greenhouse Gas Emissions fromthe Business Activities of Specified Dischargers issued by the Ministry of theEnvironment (MOE) of Japan. Meanwhile, GHG emissions associated withelectricity consumption at overseas sites are calculated using country-specificconversion factors published by the International Energy Agency (IEA).
GHG emissions associated with fuel consumption, excluding electricity
consumption, are calculated globally by the MOE method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from the Business Activities of Specified Dischargers.
*The fiscal 2017 result is adjusted based on the revised medium-and-long-term
environmental target (see page 96). (The result before the revision was 1,373
kt-CO2e.)Breakdown of
Operating
Profit for
GrowthBusinesses*The denominator used for
calculating percentages isoperating profit before thededuction of adjustments.

Priority businesses 13%
Existing businesses

68%

Electronics

43%

Fiscal2022 result

重点事業
Operating
proﬁt
13%

76.6

.

Growth businesses

19%
Erhoeht-X™ 12%
SX in Japan/
Overseas
Living &Industry

24%

115

Fiscal2025 plan

Growth businesses

Operating proﬁt

110.0

billion yen

25%

2021

2022 (ﬁscal year)

No. of Services Contributing to
GHG Emission Reduction*

36%

Electronics

2020

TOPPAN Business Action for
SDGs

Existing businesses

7%

Information &Communication

2017*Methods for calculating the Scope 3 GHG emissions are presented on
page 107.
*T he fiscal 2017 result is adjusted based on the revised medium-andlong-term environmental target (see page 96). (The result before therevision was 6,122 kt-CO 2 e.)Priority businesses 12%

billion yen

Living & Industry 13%

reductions was 29 in fiscal 2022. Our core packaging business*Every indicator assured by an independent assurance provider is marked with an assurance stamp

7,365

7,500
7,200

52%
Erhoeht-X™ 25%
SX in Japan/
Overseas
Living &Industry

21%

Living &Industry 12%
Information &New businesses (frontier)Communication 12%
6%

Fiscal 2022 result: 29
Fiscal 2025 target: 40
Fiscal 2030 target: 50*Services that provide value primarily in termsof GHG emission reductions. Target values
are cumulative totals leading up to the targetyear.
 ee the “Activities and targets set out in
S
TOPPAN Business Action for SDGs” onpage 23

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Biodiversity
Basic Approach
Approach

The TOPPAN Group positions the conservation of biodiversity
as a critical challenge for management. As a guide to drive
conservation initiatives, we established a Basic Policy on
Biodiversity in April 2010. A set of Paper Procurement
Guidelines for the Sustainable Use of Forest Resources was alsoestablished in September 2011 to avoid or minimize the impacts
on biodiversity during raw material procurement operations. For
intensified biodiversity efforts, we undertake community
activities to conserve local environments through preventative
and adaptive approaches that take long-term perspectives.

raw material for paper production, as a means of promoting

Required Actions

the sustainable use of forest resources (see page 71).

1. Sustainable raw material procurement
1) Sustainable paper procurement
2) Thorough paper recycling3) Green purchasing

2) Thorough paper recycling
We believe that maximum paper resource circulation
discourages the new use of forest resources. Paper materials
that have not been processed into products are thoroughly

2. Consideration of land-use
1) Use of site green space2) Conservation and restoration of site neighborhoods
3. Pro-biodiversity products and services

recycled.
Cartocans (our paper-based beverage containers) usedwithin Group sites are collected and processed into toilet
paper for use in our offices and plants.
3) Green purchasing

These activities focus on cooperation with community members

We have been engaging in green purchasing for paperand various other stakeholders with links to biodiversity. We

products based on our in-house standards for stationery andbelieve that biodiversity conservation and the sustainable use of
biodiverse resources help to enhance environmental security
and decarbonize society.

Activities

office goods. Various measures are applied to avoid theActivity results, performance data

Sustainable Raw Material Procurement

Required Actions
Policy1) Sustainable paper procurement
The TOPPAN Group Sustainable Procurement Guidelines

purchase of virgin wood-pulp products, such as thepreferential purchasing of paper products composed of higher
ratios of recycled pulp.

ECO-GREEN (Cartocan-recycled toilet paper)
Purchasing(version 3) set out requirements and recommendations for

Actions required for biodiversity conservation throughout theforest conservation. The guidelines state the following: “WhenGroup are as shown above right.

using resources derived from forests, oceans, or livingorganisms, etc., Business Partners should avoid the use of

No. of Cases
Fiscal 2022

2,400

Note: E CO-GREEN is a toilet paper composed of about 50% used Cartocan(paper-based beverage container) paper.

resources that have been illegally extracted, cultivated, ortraded. Business Partners are also expected to take resource
conservation into consideration when using raw materials,
including from the perspective of controlling deforestationand forest degradation.” We survey the legality of lumber as a

116

Green Purchasing of Stationery and Office Goods
Level of Fulfillment
Fiscal 2022

74.5%

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Consideration of Land-use
1) U se of site green spaceconservation activities organized by environmental NPOs andlocal governments. Many of the activities focus on thecleanup of rivers and natural surroundings in site

Our land-use practices support biodiversity in green spaces

neighborhoods. With the cancellation of conventional group-

across the Group sites. To bolster biodiversity efforts, we havestyle activities during the COVID-19 lockdowns in fiscal

received third-party certification from the Association for2022, Group sites across Japan invited nature experts to leadBusiness Innovation in harmony with Nature and Community

online “creature consultation” events where kids could(ABINC)* for two sites (as of March 31, 2023) and appliedexperience and learn about nature and diversity.

Collecting plants in the
Edo River terrace

Ginseng plantland-use self-assessments using the ABINC’s Land Use Score

We have also been cooperating with a project to plant

Card. The TOPPAN Technical Research Institute (an ABINC-

flowers along the Arakawa River flowing through the Kanto

certified site in Saitama Prefecture) has reproduced a living

Plain, with support from the Kanto Regional Development

space for plants native to the Edo River waterfronts andBureau of the Ministry of Land, Infrastructure and Transportbanks in the Kanto Plain. This nature space has been createdof Japan. In July 2022 Sakado Plant members in Saitama

in the water-cycle biotope within the site premises, with help

Prefecture began setting planters to preserve agrimony andfrom the Ecosystem Conservation Society-Saitama.

motherwort, native species grown in the Arakawa basin.

We promote the sound nurturing of forests and strive to develop

In April 2022 Toppan Inc. became a qualified member ofReceiving seedlings at the
Kashiwa Plant

Curing ginseng plants

Pro-biodiversity Products and Services

Motherwort seeds were collected in July 2023. Seedlings ofproducts and services that alleviate the overuse of forest

the 30by30 Alliance for Biodiversity, a multi-stakeholder

the two species will be planted in their original habitat, theresources.

platform formed by several Japanese organizations backed by

Mitsumata-numa Biotope extending from Kawajima town to

the Ministry of the Environment (MOE). In fiscal 2022 theAgeo and Kawagoe cities.

MOE designated the biotope as an “appropriate” OECM**

1) Nurturing sound forests—Forest-thinning paper product

The Satte and Kashiwa Plants (Toppan Decor Products

The paper-based Cartocan beverage container exemplifies

area where biodiversity is conserved. In September 2023 theInc.) in Saitama and Chiba Prefectures began protecting

our ongoing product development efforts to make preferential

MOE upgraded the designation from “appropriate” toginseng, a native plant grown around the Edo River. Personnel

use of paper made partially“certified” under its trial OECM-certification scheme.

from the two plants collected ginseng plants from thefrom lumber harvested fromriverbanks at the request of the Ecosystem Conservation

forest-thinning operations

and rare plants within their premises. They conserve green

Society-Saitama, to salvage their lineage in advance of an

performed to encourage aspaces for habitats for assorted creatures through green

embankment project along the river terrace. The plants willsounder forest cycle.

initiatives, such as nest boxes for birds and greenbelts to growbe replanted from fiscal 2027, once the construction ishost plants for butterfly larvae.

complete and the lawns are cured.

Group personnel also take steps to preserve native species2) Conservation and restoration of site neighborhoods
TOPPAN employees and families take part in biodiversity2) Alleviating overuse—Recycled composite décor materials
Toppan Material Wood is a composite*A certification program for evaluating and accrediting biodiversityfriendly initiatives to be planned and managed in line with theprinciples stated in the Guidelines for Sustainable Business Site
Management® using the Land Use Score Card. The guidelines and scorecard were established by the Japan Business Initiative for Biodiversity(JBIB).
**OECMs: Other effective area-based conservation measureswood substitute that can be molded for use
in various types of décor. It is produced bymixing waste plastics of no value with
Motherwort growing at the
Sakado Plant

Agrimony seedlings

117

powderized waste wood from factories andconstruction sites.

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Associated Data
Activity results, performance data

Forest Management Certification

FSC® and PEFC Certification (as of May 19, 2023)

FSC: Forest Stewardship Council
PEFC: Programme for the Endorsement of Forest Certification Schemes
Operational Site (Division or Group Company)

Country

Information & Communication Division (Toppan Inc.)

Japan

Environmental Design Subdivision (Living & Industry Division, Toppan Inc.)

Japan

Toppan Cosmo, Inc.

Japan

Satte Plant (Toppan Decor Products Inc.)Japan

Chubu Site (Environmental Design Subdivision, Living & Industry Division, Toppan
Inc.)

Japan

Nishinihon Site (Environmental Design Subdivision, Living & Industry Division,
Toppan Inc.)

FSC

PEFC

Operational Site (Group Company)

Country or Region

Pennsylvania Plant (Toppan Interamerica Inc.)

USA

Toppan Interamerica Inc.

USA

INTERPRINT, Inc.

USA

INTERPRINT do Brasil Indústria de Papéis Decorativos Ltda.

BrazilToppan Europe GmbHGermany

INTERPRINT GmbHGermanyJapan

INTERPRINT Polska Sp. z o.o.

PolandTakamatsu Office (Environmental Design Subdivision, Living & Industry Division,
Toppan Inc.)IP Decor Spain, S.A.U.

Spain

Japan

Barcelona Office (Toppan Europe GmbH)

Spain

TOPPAN Edge Inc.

Japan

Takiyama Plant (Toppan Forms Central Products Co., Ltd.)Japan

Fussa Plant (Toppan Forms Central Products Co., Ltd.)Japan

Niigata Plant (Toppan Forms Central Products Co., Ltd.)Japan

Takino Plant (Toppan Communication Products Co., Ltd.)Japan

Nagoya Center (Toppan Forms Tokai Co., Ltd.)Japan

Fukuroi Plant (Toppan Forms Tokai Co., Ltd.)Japan

Osaka Sakurai Plant (Toppan Forms Kansai Co., Ltd.)Japan

Hiroshima Plant (Toppan Forms Kansai Co., Ltd.)Japan

Kyushu Plant (Toppan Forms Nishinihon Co., Ltd.)Japan

Toppan Infomedia Co., Ltd.

Japan

Living & Industry Division (Toppan Inc.)Japan

Kansai Living & Industry Subdivision (Nishinihon Division, Toppan Inc.)Japan

Chubu Division (Toppan Inc.)

Japan

Mito Plant (Toppan Prosprint Co., Ltd.)Japan

Higashinihon Subdivision (Higashinihon Division, Toppan Inc.)Japan

Hokkaido Subdivision (Higashinihon Division, Toppan Inc.)Japan

Kyushu Subdivision (Nishinihon Division, Toppan Inc.)Japan

Chugoku & Shikoku Subdivision (Nishinihon Division, Toppan Inc.)Japan

Tosho Printing Co., Ltd.

Japan

Livretech Co., Ltd.

Japan

London Office (Toppan Europe GmbH)UK

Toppan Leefung Packaging & Printing (Dongguan) Co., Ltd.

PRC

Toppan Leefung Advertising (Shanghai) Co., Ltd.

PRC

Toppan Leefung Printing Limited

PRC

Toppan Leefung Changcheng Printing (Beijing) Co., Ltd.

PRC

Toppan Win Label Printing (Dongguan) Co., Ltd.
Toppan Win Label Company Limited
Toppan Excel (Dongguan) Packaging & Printing Company Limited

PRC

Toppan Excel (Hong Kong) Company Limited

Hong Kong

Toppan Yau Yue Paper Products Limited

Hong Kong

Toppan Forms (Hong Kong) Ltd.
Toppan Merrill Limited
TOPPAN Merrill LLC (New Jersey)

118

PRC
Hong Kong

PRC
Hong Kong
USA

INTERPRINT Decor (Malaysia) Sdn. Bhd.

Malaysia

Toppan Security Printing Pte. Ltd.

Singapore

Siam Toppan Packaging Co., Ltd.

ThailandInterFlex GroupUK

Toppan (Shanghai) Management Co., Ltd.

PRC

Sustainability Report 2023

FSC

PEFC

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Building of a Recycling-oriented Society
Basic Approach
Approachwaste acid from the Electronics field. We have striven toindustrial waste, including waste from plastics used in products.

increase the material recycling rate by processing waste paper

These are the primary measures we have taken to promote

into recycled paper, separating waste plastics and processing

plastic circulation in compliance with the Plastic Resource

The TOPPAN Group has formulated a set of priority policies

composite plastics into pellets, and recycling by other methods.

Circulation Act enforced in Japan in April 2022. For the

towards the building of a recycling-oriented society as a critical

Waste acid, meanwhile, has been treated in-house to lower

sustainable use of water, a limited resource, individual Group

challenge for management. We process industrial waste andvolumes for disposal. For the hazardous waste regulated undersites assess water risks, reduce the levels of water used andwaste materials in line with the following priorities: 1) First

Annex VIII (List A) of the Basel Convention, the total discharge

control the quality of effluents discharged into water systems.

priority is given to reductions of the discharge of industrial

has been confirmed and intensive efforts have been made towaste and waste materials generated in association with

reduce discharge and appropriately manage and treat the waste.

resources by reducing overall waste discharge and intensifying

business activities; 2) Second priority is given to the reuse or

The list on the next page shows the results and targets for thematerial recycling.

recycling of industrial waste and waste materials discharged indischarge, discharge-reduction, and recycling of plastic

We will continue to strive for the effective use of limitedspite of the reduction efforts; and 3) Third priority is given to theapplication of appropriate treatment methods to industrial waste
and waste materials not reused or recycled.
The order of priority may be revised if another order ofpriority is deemed to be more effective for reducing
environmental burden.

Activities
Activity results, performance data

Discharge and Treatment of Hazardous and Non-hazardous Waste
Fiscal Year
Total waste discharge (t)Hazardous waste (t)Breakdown by treatment
method (t)In a drive to use limited resources more effectively, we work to
reduce the discharge of waste, increase the recycling rate, andapply appropriate waste treatment methods based on the
TOPPAN Group Declaration on the Global Environment.
Waste paper derived from operational sites primarily in the

Breakdown by treatment
method (t)

2021

2022

322,110315,512297,211Discharge

29,97829,69925,953

Material recycling

24,66225,078

19,954

Thermal recovery

3,596

3,349

3,370

Simple incineration

298

305

1,106

1,364

917

1,522

58

50

0

Discharge

292,132

285,813271,258

Material recycling

248,060

240,011

231,767

Thermal recovery

37,824

38,462

31,433

175

1,072

1,785

5,452

5,960

6,272

620

309

0

Landfill disposal
Other

Non-hazardous waste (t)2020

Simple incineration
Landfill disposal
Other

Information & Communication and Living & Industry fields
makes up the largest portion (63%) of the total waste discharged
at Group sites. The next largest portions are waste plastics
derived from plants in the Living & Industry field (18%) and119

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Plastic Circulation Targets Based on Japanese Legislation*

Waste dischargers

High-volume waste dischargers

Company Name

Fiscal 2022
Discharge(t)

Fiscal 2022 Reduction/Recycling Target

Fiscal 2022
Result (Yearover-year)

Evaluation(Unachieved: × ,Achieved: ○ )Fiscal 2023 Reduction/Recycling Target

Toppan Packaging Products Co., Ltd.

13,325

Increase the material recycling rate by 1.8% year over year

-0.3%

×

Increase the material recycling rate by 2.3% year over year

Tamapoly Co., Ltd.

1,622

Reduce roll-film rewinding loss to below the previous year’s level

Loss ratio: -0.1%○

Increase the material recycling rate by 2.3% year over year

Toppan Decor Products Inc.

1,380

Increase the material recycling rate by 1.8% year over year

+6%○

Increase the material recycling rate by 2.3% year over year

Toppan Communication Products Co., Ltd.

903

Increase the material recycling rate by 1.8% year over year

-14.9%

×

Increase the material recycling rate by 2.3% year over year

Toppan Inc.

883

Increase the material recycling rate by 1.8% year over year

+15.9%○

Increase the material recycling rate by 2.3% year over year

Toppan Infomedia Co., Ltd.

547

Increase the material recycling rate by 1.8% year over year

-1.0%

×

Increase the material recycling rate by 2.3% year over year

Toppan Plastic Co., Ltd.

474

Increase the material recycling rate by 1.8% year over year

-6.5%

×

Increase the material recycling rate by 2.3% year over year

Toppan TOMOEGAWA Optical Films Co.,
Ltd.

411

Increase the material recycling rate by 1.8% year over year

+7.8%

○

Increase the material recycling rate by 2.3% year over year

Toppan Packaging Service Co., Ltd.

276

Increase the material recycling rate by 1.8% year over year

-59.6%

×

Increase the material recycling rate by 2.3% year over year

Toppan Electronics Products Co., Ltd.

104

Increase the material recycling rate by 1.8% year over year

-3.5%

×

Increase the material recycling rate by 2.3% year over year

Toppan Techno Co., Ltd.

74

−

−

−

−

Toppan Logistics Co., Ltd.

20

−

−

−

−

Toppan Prosprint Co., Ltd.

20

−

−

−

−

Toppan Media Printech Tokyo Co., Ltd.

9

−

−

−

−

Kansai Bottling Co., Ltd.

6

−

−

−

−

Toppan Cosmo, Inc.

0.4

−

−

−

−

Toppan Graphic Communications Co., Ltd.

0.1

−

−

−

−

*Targets for the discharge, discharge-reduction, recycling of plastic industrial waste (including plastics used in products), and other plastic circulation measures based on the Plastic Resource Circulation Act of Japan

Values, Results, and Evaluation of Environmental Targets for Fiscal 2022
Performance Target

Fiscal 2022

Performance Indicator

Target ValueContributing to resource
circulation

Reduce final landfill waste disposal

Final landfill waste disposal

5,579 tCirculate resources

Waste plastic material recycling rate

57.0%

Optimal water use

Set quantitative targets based on regional risks

ResultAchievement Rate

7,794 t56.5%

Evaluation

60.3%

C

99.1%

B

Targets established

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 rate: 200 – (values actually achieved / target values) x 100 [%]*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

120

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Associated Data
Activity results, performance data

We evaluate and disclose Groupwide performance data,
including that from overseas Group subsidiaries.

Material Input

Final Landfill Waste Disposal(kt) ■ Paper ■ Plastic ■ Ink, solvent ■ Other ■ Glass（t）

Target values

2,500

9,000

8,739

8.5
40.7

2,000

6.2
43.6

94.2
345.6

1,500

95.5

1,356.3

1,280.8

(kt)
400

7,794

6,877

6,817

7,000

91.9
455.2

377.0

1,000
500

4.0
40.4

Waste Recycling

6,126

5,000

300

5,579

3,000

1,150.5

314.1

306.9

2020

2021

286.5

200
100

1,000

0

2020

2021

2022

(ﬁscal year)

0

2017

2020

2021

0

2022 (ﬁscal year)2022(ﬁscal year)*The fiscal 2017 result is adjusted based on the revised medium-and-long-term
environmental target (see page 96). (The result before the revision was 7,407 t.)

Water Withdrawal(1,000 m³) ■ Groundwater ■ Municipal water ■ Industrial water■ Rainwater (left axis)
15,000Use of water circulated on premises (right axis)

9,000

4,132

24
772
5,004

5,000

25
639

4,400

10,000

4,873

4,711

3,800

7,500

3,200

5,000

2,600

2,500

2,000

0

6,914

3,000
0

6,929
2020

2021

(1,000 m³) ■ Into public water system ■ Into sewage system

25
611

2,913

6,000

(1,000 m³)

12,500■12,000Waste Plastic Material Recycling Rate

Effluent Discharge

2,370
2022

6,592

2,625

2,459

60.0
58.0

7,354

2020

7,305

2021

6,777

2022

(ﬁscal year)

Result values

Target values

55.3

56.0
54.0

(ﬁscal year)*Withdrawal at two Group sites in Russia is excluded from the fiscal 2022
result.

2,535

（%）

52.8

56.9
56.5

.

121

56.5

52.0
50.0
0

2017

2020

2021

*Discharge at two Group sites in Russia is excluded from the fiscal 2022 result.

*Every indicator assured by an independent assurance provider is marked with an assurance stamp

57.0

Sustainability Report 2023

2022 (ﬁscal year)

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Control of Chemical Substances
Basic Approach

Activities

Approach

Activity results, performance data

The TOPPAN Group has formulated the following basic policies

We strive to reduce the use of chemical substances in order toon chemical substance control.

mitigate their impacts on the environment. By determining

We refrain from the use of hazardous chemical substances

substances and applications for reduction on a priority basis, we

as a basic rule. We may, however, resort to the use of hazardous

have been reducing their use and replacing them with safer

substances when their use is legally permitted and no alternate

substitutes. A set of Standards for the Management of Chemical

technologies are available. Even when these latter conditions

Components of Raw Materials has been established to govern

apply, we properly control the substances and take steps tothe substances and materials we purchase. These standards list

reduce their usage or replace them with substitutes.

chemical substances whose usage is banned or restricted as raw

Every chemical substance used within our businessmaterials in conformance with international and Japanese laws

operations is monitored. We seek to eliminate obstacles toand regulations on chemicals. The list is regularly reviewed toenvironmental conservation in advance by constantly improving

assure chemical management, and every supplier is asked tothe substance control methods we have voluntarily set as acontrol the substances listed.

business operator.

Toppan Inc. has also listed particularly hazardous
chemicals as “high-risk chemicals” sorted out from the chemical
substances designated under the Pollutant Release and Transfer
Register (PRTR) law of Japan. The Company prohibits the use of
products that contain listed chemicals as a basic rule. This list isreviewed every year. Group production sites have been properly
controlling chemical substances in parallel, according to their
management procedures.
For VOC emissions into the atmosphere, adequate
treatment is applied before release to ensure that the emission
volumes and concentrations are controlled at proper levels.
Increasing efforts are also made to reduce the use of VOCs.
 ore details on the TOPPAN Group Standards for the Management ofM
Chemical Components of Raw Materials (ver. 4.8)
https://www.holdings.toppan.com/assets/en/pdf/about-us/our-corporate-approach/chemical-components-of-raw-materials-v4.8en.pdf

122

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Associated Data

Chemical Substances Designated under the PRTR Law of Japan(Domestic sites, including Group company sites)

Activity results, performance data

VOC Emissions into the Atmosphere(Domestic sites, including Group company sites)
（t）
5,000
4,000
3,000

3,657

3,721

4,061

2,000
1,000
0

2020

2021

2022 (ﬁscal year)

PRTR No.

Chemical Substance

HandledReleased(1 + 2 + 3)

(Unit: kg/year)
1. Atmosphere

2. Water

Total
Transferred

3. Soil20

2-aminoethanol

62,863

653

0

653

0

44

Indium and its compounds

1,387

0

0

0

0

26,879253

Ethylbenzene

12,000

206

206

0

0

441
2,074,205

71

Ferric chloride

2,121,289

0

0

0

0

76

Epsilon-caprolactam

2,108

0

0

0

0

272

80

Xylene46,246

378

378

0

0

447
14,08487

Chromium and chromium (III) compounds

20,742

9

0

9

0

88

Chromium (VI) compounds

11,621

0

0

0

0

1,356

151

1,3-dioxolane

18,785

188

188

0

0

3,103

213

N,N-dimethylacetamide

3,773

340

340

0

0

604

243

Dioxins (mg-TEQ)

1,095

11

11

0

0

1,084

Thiourea

2,100

2

0

2

0

2,098
94,410245

Copper salts (water-soluble, except complex
salts)

312,935

41

0

40

0

296

1,2,4-trimethylbenzene

80,370

2,766

2,766

0

0

6,636

297

1,3,5-trimethylbenzene

9,019

553

553

0

0

1,519
57,793272

300

Toluene630,50340,26740,26700308

Nickel11,248

0

0

0

0

0

309

Nickel compounds

6,711

4

0

4

0

3,943
5,503

374

Hydrogen fluoride and its water-soluble salts

7,341

350

10

341

0

392

n-Hexane

1,328

13

13

0

0

219

411

Formaldehyde

12,128

23

23

0

0

1,646
2,042

412

Manganese and its compounds

2,964

173

0

173

0

438

Methylnaphthalene

14,281

71

71

0

0

0

448

Methylenebis (4,1-phenylene) diisocyanate

35,694

0

0

0

0

0

3,427,435

46,04044,8161,224

02,297,201

Total

Notes
・Period covered: April 1, 2022–March 31, 2023
・Operational sites covered: Sites that handle more than 1.0 ton of Class I designated chemical substances per year (or specified Class I designated chemical
substances in excess of 0.5 tons per year)
・The total transfer is the sum of transfers into waste and sewage systems.

*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

123

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Pollution Control
Basic Approach
Approach

The TOPPAN Group has formulated the following basic policies

efficiency of effluent gas treatment has been enhanced through“Inquiries,” a contact window for persons seeking information

the reuse of recovered organic solvents and appropriate control

on corporate activities, on the TOPPAN corporate website. The

of combustion equipment in plant facilities subject toEcology Center receives reports on these inquiries andrequirements under the Air Pollution Control Act.

complaints from the Public Relations Division and responds toon pollution control. We position the control of pollution as a

To prevent water pollution, we have installed wastewater

critical challenge for management and place utmost priority on

treatment facilities designed to correspond to specific water use

environmental conservation initiatives to attain zero pollution.

and pollutant conditions at individual sites. Wastewater

In the event that we cause environmental pollution of any form,

recycling systems have also been installed at Electronics plants

we will immediately publish the incident, disclose information,that discharge effluents in significant amounts. By recovering

and work relentlessly to address the case while taking necessary

and reusing wastewater via these systems, the plants have been

actions to reliably prevent recurrences. Recurrence-prevention

working to reduce the levels of water withdrawal and effluent

measures for similar operations will be implemented throughout

discharge.

the Group. Proactive environmental conservation activities will

Plant facilities subject to the Water Pollution Control Law

them as the organization overseeing environmental conservation
activities across the Group.
For inquiries on our corporate activities
https://www.holdings.toppan.com/en/contact-us/privacy-corporate.html

Fiscal 2022 Results
We have used our in-house environmental database for Group

enable us to detect any signs of pollution and swiftly correct theare checked in compliance with the regulatory standards forsites across Japan to identify any possibility that the limits

problem at its source.

structures. Every facility, including those not subject to the law,

stipulated under laws, ordinances, agreements, or otheris monitored to prevent soil and groundwater pollution caused

applicable regulations are or will be surpassed. Preventive

by the leakage of chemicals and other liquids. Any equipment or

measures against unduly high risks have been taken to ensurecomponent with undue wear has been replaced.

that none of the regulatory limits are breached.

Approach to Environmental
Compliance
Activity results, performance data

Preventing Pollution

Despite these steps, one case of excessive air pollution by

Organizing Pollution Control Training

VOCs was recorded at one production site and a total of fourcases of excessive water contamination were recorded at four

We arrange three types of training programs on pollution

sites (two cases of BOD at two sites, one case of n-Hex at one

control: general education for every employee at individual

site, and one case of BOD, n-Hex, and SS originating from the

The Eco-protection Promotion Committee at each Group site inGroup sites; specific operational training for every employee

same cause at one site), relative to the standards set under laws,

Japan sets in-house control standards that are more stringent

engaged in operations that cause or can cause significant

ordinances, agreements, or other applicable regulations, in fiscal

than the applicable regulatory standards. We work to reduce

impacts on the environment; and emergency drills to prevent the2022. Corrective measures were taken immediately in all five ofenvironmental impact and prevent pollution by observing these

spread of damage when a potential emergency occurs.

the cases, including steps to inspect the plant facilities andrevise the methods for facility control. Other actions to reliably

in-house standards.
To prevent atmospheric pollution, we control boilers andother plant facilities emitting air pollutants by managing
operations under appropriate combustion conditions. The

Handling Inquiries and Complaints
We receive environmental inquiries and complaints via

124

prevent recurrences have been taken since the implementationof these corrective measures, including the establishment of a
new set of standardized control procedures. No problems with
Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Remedying Soil and Groundwater Pollution

the levels of water use or effluent discharge have been
identified.
As a preventive action against environmental pollution, we
also review drills for coping with potential emergencies andaccidents during production operations, whenever necessary.
No complaints were filed from the communities around ourplants in fiscal 2022.
We will continue enhancing the quality of ourenvironmental management through earnest dialogue with theActivity results, performance data

Purifying Soil and Groundwater Pollution
Operational Site

DetailCurrent Progress

Itabashi Plant (Itabashi, Tokyo)

Groundwater pollution by hexavalent chromium and toluene

Continuously monitored

Niigata Plant (Shibata, Niigata)

Soil pollution by fluorine and fluorine compounds

Continuously monitored

members of the surrounding communities.
Fiscal2022

Excessive Levels relative toApplicable Legal Standards

Complaints

Cases

5 (4 cases involving watercontaminants [BOD: 2; n-Hex: 1;
BOD, n-Hex, SS: 1]; 1 case involving
air pollution by VOCs)

0

Remedying Soil Pollution for
Redevelopment under Regulations
The Soil Contamination Countermeasures Act of Japan requires
remediation work or other countermeasures in the event that asoil investigation detects soil contamination at a site during
construction or demolition work of a certain scale (including

No. of Internal Environmental Audits andIssues in Need of Improvement (Fiscal 2022)
Domestic Sites Audited

54

Issues in Need of Improvement
Identified at Domestic Sites

32

Domestic Sites Reviewed

3

soil contamination by natural sources in the environment). Oursite reconstruction projects are occasionally subject to these
legal demands. We therefore conduct soil investigations inaccordance with the act and take necessary countermeasureswhenever soil contamination is detected at Group sites.
No remediation work or other countermeasures under theact were performed in fiscal 2022.

125

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Environmental Data
Environmental Performance Data
Activity results, performance data

Major Types of Environmental Burden (Groupwide: covering Group companies around the world)
Environmental
Burden (Groupwide)

Chief Component
Total input

INPUT

1,114,636

Paper

1,150,528

Scope 1

304,695

Ink, solvent

91,897

Scope 2809,940

Plastic

455,205

Glass

4,000

Release of chemical substances designated under
the PRTR law (t)*2

45

Other

40,433

Total consumption

Atmosphere

20,885

Energy (TJ)*1

Fuel

4,399

Electricity, steam

16,485

Total withdrawal

11,967
Industrial water

639

Municipal water

4,711

Groundwater

6,592

Rainwater used

Chemical substances (t)*2

Environmental
Burden (Groupwide)

Chief Component
CO2 emission (t-CO2)*3

1,742,064

Material (t)Water (1,000 m3)*7

Category

OUTPUT

Category

2,370

Handling of chemical substances designatedunder the PRTR law

3,427

4,061
9,235

Into public water system
Into sewage system*6
Water and soil
environments*7

BOD (kg)

6,777
2,459
29,757COD (kg)

1,240

Nitrogen discharge (kg)

22,573

Phosphorous discharge (kg)8,627

Release of chemical substances designated under
the PRTR law (t)*225

Use of water circulated on premises

VOC emission into the atmosphere (t)*2, *4
Total effluent discharge (1,000 m3)

Waste (t)1

Total discharge*

297,211

Recycled

286,524

5

Final landfill disposal

7,794*1 Energy consumption associated with fuel and electricity consumption is calculated using the conversion factor specified in the Act on the Rational Use of Energy of Japan.
*2 The PRTR data and VOC emissions only cover domestic sites, including Group sites.
*3 CO2 emissions are calculated using the adjusted emission factor according to the method specified in the Guidelines for Calculating Greenhouse Gas Emissions from Businesses issued by the Ministry of the Environment (MOE) of Japan.
CO2 emissions associated with electricity consumption at overseas Group sites, however, are calculated based on the latest conversion factors published by the International Energy Agency (IEA). Scope 1 greenhouse gas emissions include CO2
emissions derived from combustibles burned in incinerators.
*4 Emissions into the atmosphere are calculated based on the standards established by the Japan Federation of Printing Industries (JFPI) and the VOC emission inventory issued by the MOE of Japan.
*5 The total discharge of waste includes industrial waste of no value and waste materials of value sold or transferred as resources (both generated in association with business activities).
*6 Includes 10,291 m3 of spring water from the premises of the Akihabara Sales Building.
*7 Excludes withdrawal and discharge at two Group sites in Russia.

*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

126

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Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Environmental Accounting
Activity results, performance data

Capital Investment for Environmental Conservation
Item

1(million yen)

Major Content

Fiscal 2022

Investment in equipment to prevent atmospheric and other
Investment in equipment toforms of pollution
prevent pollution(Including equipment to prevent water pollution)

Investment in equipment to
2 conserve the global
environment

Investment in equipment to conserve the global
environment by mitigating global warming, etc.

Increase/
Average for the
Decrease from
Last Five Years
Fiscal 2021

826
（259）

235
(160)

1,096
(441)

1,438

-76

1,322

Investment in equipment tocirculate resources

Investment in equipment to realize the appropriate
treatment, recycling, etc. of waste (Including equipment to
use rainwater and reduce water consumption)

69
(0)

-99
(-7)

145
(2)

Investment in equipment to
4 carry out environmental
management activities

Investment in equipment to monitor and measureenvironmental burden, plant trees at operational sites, andimplement other environmental measures

83

68

24

2,416

128

2,587

3

Total

Environmental Conservation Benefit
Item

Increase/
Decrease from
Fiscal 2021

Major Content

Fiscal 2022

EnergyTotal energy consumption (TJ)

20,885283

Water

Water withdrawal (1,000 m3)

11,967-471

CO2 emission (kt-CO2)

1,115

-73

Atmosphere
Water and soil
environments
Waste

Emission of dioxins (mg-TEQ)
Total effluent discharge (1,000 m3)

11

4

9,235

-605

BOD (t)30

4

COD (t)

1

-51

297

-18

Total discharge (kt)127

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Environmentally Friendly Products (98 products as of May 2023)

Living & Industry

Electronics

Product

Business
Field

Standard Categories

Product

Standard Categories

Ecothrough Card

Suitability for disposal

TT Paper Can

Use of sustainable resources

Bulky Waste Processing Sticker

Resource saving (reduced use of materials)

Ecotainer

Recycling, improvement in transport efficiency

Eco Pack (life-size POP display)

Resource saving (reduced use of materials)

TL-PAK

Recycling, improvement in transport efficiency

Paper Desk Calendar

Use of recycled materials

EP-PAK (EP-GL)

Improvement in transport efficiency, recycling

Ecology Calendar

Use of recycled materials

EP-PAK (Al)Improvement in transport efficiency

Stand-up Laminated Tube

Resource-saving efforts

Recyclen Cap

Recycling

AP Carton

Improvement in transport efficiency

Micro FluteResource-saving efforts, recycling

TP-Tray

Recycling, use of sustainable resources
Recycling

Non-vinyl Chloride Lenticular
Lens

Suitability for disposal

Eco Pack Multipanel

Reusability

Eco Floor Sticker

Suitability for disposal

Eco Pack End Panel

Resource saving

Eco Pack Stand (round type)

Resource saving

Disk Tottokun Series

Resource saving, prolonged product life, recyclability, suitability for disposal

Corrugated Board Cushioning
Material

Ultra-thin DM (brochures, etc.)

Resource saving, reduced energy consumption in production, recyclability

AD-CaseResource-saving efforts

Eco Pack Multipanel Mini

Reusability, prolonged product life, recyclability, easy separation anddisassembly

Cartocan (Exceptional*)

Use of sustainable resources, recycling, visualization of environmental burden
Resource-saving efforts

Multicube POP

Reusability, prolonged product life, recyclability, easy separation anddisassembly

GL-C Bottle
Jar Plus

Resource-saving efforts, recycling

GL FILM Lined Paper Cup

Use of sustainable resources

Double-wall Barrier Paper Cup

Resource-saving efforts

Fluorine-free oil-repellent paper

Recycling

In-mold Barrier Cup

Extension of product life, improvement in transport efficiency

Easy Peel-off Thermo-Label

Recycling

Eco BandReusability

Green Bankbook

Recyclability, suitability for disposal

KAMICARD®

Biodegradability, use of safe materials, resource saving, recyclability

KAMI-RFID CARD

Recyclability, use of safe materials, resource saving, easy separation anddisassembly

Printed materials withenvironmental logos

Reduced use of chemical substances, reduced use of hazardous substances,use of recycled materials, use of sustainable resources, use of renewableenergy, carbon offsetting, labeling with environmental logos

Living & Industry

Information & Communication

Business
Field

Activity results, performance data

Paper carton with tamper-evident
Resource-saving efforts
closureFlip chip ball grid array [FCBGA] substrate (halogen free)

Suitability for disposal

Color filter (resin black matrix[BM])

Use of safe materials, energy saving, reduced release of chemical substances,suitability for disposal

Clear UV-blocking Film

Use of sustainable resources

BIOAXX (molding product)

Use of sustainable resources

Palladium pre-plated leadframe

Use of safe materials, reduced release of chemical substances, suitability fordisposal

EL-CaseResource-saving efforts, recycling

Flip chip ball grid array [FCBGA] substrate (lead free)

Use of safe materials, reduced release of chemical substances, suitability fordisposal

Paper cup made from pulp fromforest-thinning operations

Use of sustainable resources

Toppan Ecowall

Reduced release of chemical substances, use of safe materials, suitability fordisposal

Cylindrical paper-composite
container for refill

Use of sustainable resources

TOPPAN ECO SHEETReduced release of chemical substances, extension of product life

High-resistance Flexible Pouch

Resource-saving efforts, improvement in transport efficiency

GL BARRIER (Exceptional*)

Use of sustainable resources, resource-saving efforts

BIOAXX (label)

Use of sustainable resourcesStand-up Pouch

Resource-saving efforts

Aluminum-free Lid Material

Use of sustainable resources

Bottled Pouch

Resource-saving efforts

Multi-layer Blow Tube

Resource-saving efforts

Plastic container made fromrecycled materials

Use of recycled materials

Steam-release Packaging

Reduced environmental burden during use

Air Hold Pouch

Resource-saving efforts

128

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Business
Field

Product

Business
Field

Standard Categories

Standard Categories

BIOAXX (flexible packaging
material)

Use of sustainable resources, resource saving, environmentally friendly
disposal, visualization of environmental burden

FINE FEEL (101 Materium)

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, extension of product life, environmentally friendly disposal

Square-bottomed Gazette Pouch

Improvement in transport efficiency, resource saving, environmentally friendly
disposal

EP-PAK Fold & Tear/Easy
Removal Cap (Exceptional*)

Reduced use of chemical substances, reduced use of hazardous substances,use of sustainable resources, improvement in transport efficiency, recycling,
environmentally friendly disposal, labeling with environmental logos

BIOAXX flexible packaging
material(Eco Mark certified)(Exceptional*)

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, use of sustainable resources, environmentally friendly disposal,
visualization of environmental burden, labeling with environmental logos

Use of recycled materials, procurement of materials with lower environmental
Flexible packaging material using
burden, reduced energy consumption in production, environmentally friendly
recycled materials
disposal, visualization of environmental burden
Printed Decorative Paper (Coated
Reduced use of chemical substances, reduced use of hazardous substances
Paper)

Reduced use of chemical substances, reduced use of hazardous substances,
Flexible packaging material using
use of recycled materials, resource saving, reduced energy consumption inrecycled materials (Eco Markproduction, environmentally friendly disposal, visualization of environmental
certified) (Exceptional*)
burden, labeling with environmental logos

Printed Decor Paper for HPL/
LPL (Saturated Grade Paper)

Reduced use of chemical substances, reduced use of hazardous substances,
reduced release of chemical substances

Printed Decor Paper for HPL/
LPL (Saturated Grade Paper,
FSC-certified)

Use of sustainable resources, reduced use of chemical substances, reduced
use of hazardous substances, reduced release of chemical substances

Transfer paper for padded floors

Reduced use of chemical substances, reduced use of hazardous substances,
reduced release of chemical substances

Lower-VOC wallpaper(Exceptional*)

Reduced use of chemical substances, reduced use of hazardous substances,
reduced release of chemical substances

SnapFit

Reduced use of chemical substances, reduced use of hazardous substances,use of sustainable resources, extension of product life

101 Coordination Floor REPREA
eco (Exceptional*)

Reduced use of chemical substances, reduced use of hazardous substances, useof sustainable resources, extension of product life, labeling with environmental
logos

Sosogi Jozu

Resource saving, improvement in transport efficiency, environmentallyfriendly disposal

Preform for PET bottles

Improvement in transport efficiency, visualization of environmental burden

FORMANO

Reduced use of chemical substances, reduced use of hazardous substances,environmentally friendly disposal, reduced release of chemical substances,
extension of product life

FORTINA

Reduced use of chemical substances, reduced use of hazardous substances,environmentally friendly disposal, reduced release of chemical substances,
extension of product life

TOPPAN MATERIAL WOOD
(Exceptional*)

Reduced use of chemical substances, reduced use of hazardous substances,use of recycled materials, environmentally friendly disposal, reduced release ofchemical substances, extension of product life

Smart Deli Bag

Reduced environmental burden during use

Plastic UV ink container

Use of recycled materials, use of sustainable resources, improvement intransport efficiency, recycling

Forest-certified-paper packaging

Use of sustainable resources, labeling with environmental logos

Biodegradable plastic products

Use of biodegradable materials

Cardboard with shrink wrap
packaging

Resource saving, reduced energy consumption in production, improvement intransport efficiency, recycling

Emergency magnesium air
battery

Reduced use of chemical substances, reduced use of hazardous substances,use of sustainable resources, extension of product life, reduced environmental
burden during use, recycling, environmentally friendly disposal

Living & Industry

Printed Decorative Paper (Coated Use of sustainable resources, reduced use of chemical substances, reduced
Paper, FSC-certified)use of hazardous substances

Living & Industry

Product

CNF Eco Flat CupTM

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, use of sustainable resources, extension of product life,
environmentally friendly disposal

Itadaki PouchTM

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, environmentally friendly disposal

Itadaki Pillow

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, environmentally friendly disposal

KaruTech

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, environmentally friendly disposal

Pitatto Paper TrayTM

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, use of sustainable resources, environmentally friendly
disposal

Reduced use of chemical substances, reduced use of hazardous substances,
Mono-Material Barrier Packaging use of sustainable resources, extension of product life, recycling,
environmentally friendly disposal
Microwavable Paper TrayTM

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, use of sustainable resources, extension of product life,
environmentally friendly disposal

MAPKA® packaging**

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, environmentally friendly disposal

CUBE PAK®

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, use of sustainable resources, environmentally friendly
disposalTube-Pouch™

Reduced use of chemical substances, reduced use of hazardous substances,
resource saving, extension of product life, environmentally friendly disposal,
visualization of environmental burden

ECOLUSTERTM packaging

Reduced use of chemical substances, reduced use of hazardous substances,use of sustainable resources, reduced energy consumption in production,
environmentally friendly disposal, visualization of environmental burden*Exceptional environmentally friendly product**MAPKA® is a registered trademark of Eco Research Institute Ltd. of Japan.

129

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Green Procurement and Green Purchasing
Activity results, performance data

JFPI Green Procurement Standards for Paper and Level of Fulfillment
Green Principle

Level 1

Fiscal 2022
Result*Level 2Paper composed of at least 20% recycled
Paper composed of at least 60% recycled
1. Using recycled paper or paper madepulp or forest-certified paper, tree-freepulp plus forest-certified pulp for thewith fewer forest resources (excluding
paper, paper made with pulp fromremaining portion, or with an overall rating
covers for brochures)
forest-thinning operations, or tissueof more than 80 points
paper
2. Reducing component properties
obstructive to waste paper recycling

6.2%

Non-usage of printing materials with waste Non-usage of printing materials with waste
paper recyclability rankings of B, C, or D
paper recyclability rankings of C or D

3. Procuring from manufacturers
Procurement from manufacturers who proactively use waste paper as a raw material
proactively engaged in paper recycling for recycled paper
Note: Result under the Green Standards for Offset Printing Services (April 1, 2017 amendment) of the Japan Federation of Printing Industries (JFPI)*Level 1 or 2 paper used (kg) / offset paper purchased (kg)

JFPI Green Procurement Standards for Ink and Level of Fulfillment
Green Principle

Level 1

1. Avoiding the use of substances
harmful to the human body

Fiscal 2022
Result*Level 2

Conformance with the NL regulations of the Japan Printing Ink Makers Association

2. Considering chemical substances
designated under the PRTR law ofJapan

Non-usage of substances designated under Identification of substances designatedthe PRTR law
under the PRTR law (via SDSs)

3. Controlling VOC emissions(for offset ink, excluding heat-set ink
for web press)

Non-VOC ink or UV ink

4. Using sustainable resources(for heat-set ink for web press)

Vegetable oil ink, soybean oil ink, or “ig” ink (labeling with Ink Green Mark)5. Reducing component properties
obstructive to waste paper recycling

Vegetable oil ink, soybean oil ink, or “ig”
ink (labeling with Ink Green Mark)

90.6%

Non-usage of printing materials with
Non-usage of printing materials with waste
waste paper recyclability rankings of C
paper recyclability rankings of B, C, or D
or D

Note: Result under the JFPI Green Standards for Offset Printing Services (April 1, 2017 amendment)*Level 1 or 2 ink used (kg) / offset ink purchased (kg)In-house Green Purchasing Standards and Levels of Fulfillment
Product

Standard

Fiscal 2022 Result

Copy machines and printers

Configured to automatically revert to low-power mode or off mode

92.9%

Stationery and office goods

Products listed in eco-friendly product catalogues of manufacturers

74.5%

130

Sustainability Report 2023

Contents

Introduction

Management

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

Environmental Policy | Environmental Management | Contributing to Decarbonization | Climate Change Disclosure According to TCFD Recommendations | Biodiversity | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Environmental Data

Participating in the Green
Purchasing Network
Activity results, performance data

The Green Purchasing Network (GPN) of Japan was establishedin 1996 as a loose-knit network of businesses, civilian
organizations, government agencies, and other entities

Framework for CFP and Carbon Offsetting
Carbon Footprint of Products (CFP)

Obtaining CFP Certification

Quantify CO2-equivalent greenhouse gas (GHG) emissionsat Siam Toppan Packaging

throughout the entire life cycle (① ⑤) of a productand display the CFP data on printed materials.

technology. Its folding cartons are indirectly exported toconvinced that green purchasing plays a critical role in the

shop

brochures

formulation of a market for eco-products on a scale sufficient toadopted at the company, including the installation of solar① Raw material
procurement② Production③ Distribution

Green Purchasing Network (in Japanese)for one of its products (photo 3) on February 28, 2023. The
collection
box

brochure④ Use andmaintenance⑤ Disposal andrecyclinghttps://www.gpn.jp/english/index.html

CFP and Carbon Offsetting
Initiatives
Activity results, performance data

panels at plant buildings. Siam Toppan Packaging
obtained “CFP (Carbon footprint of products)” certification

As a GPN member, Toppan Inc. provides printing services
based on the GPN Ordering Guidelines for Printing Services.

markets worldwide, including Europe and the U.S.
Extensive measures for the environment have been

facilitate eco-product development. GPN believes that green
sustainable society.

Siam Toppan Packaging Co., Ltd. in Thailand
manufactures folding cartons primarily with offset printing

proactively engaged in green purchasing practices. GPN ispurchasing will contribute significantly to the realization of a

Topic

company became the first Thai-based producer of folding
cartons using offset printing processes to receive thiscertification (photos 1, 2).
In its work towards CFP certification for the entity as
a whole, the company seeks to visualize CO2 emissions

Carbon Offsetting
Partially or completely “offsetting” difficult-to-reduce GHG

emissions with equivalent credits (GHG-emission reduction

throughout the entire manufacturing processes. Siam
Toppan Packaging is convinced that demand for CFP
certification will grow among existing and potential
customers across various industries.

values and/or GHG absorption values) earned elsewhere.

Toppan Inc. has been visualizing CO2 emissions associated withprinted materials and events through CFP* and carbon offsetting
initiatives. Its one-stop service for client companies covers every
step from CFP quantification to carbon-offset certification. This

Photo 1: CFP certification ceremony

procedure has also been applied to the Company’s own products
and events. CFP quantifications were conducted for 13 products,
services, and events in Japan in fiscal 2022.
*“Carbon footprint of products (CFP),” a project advocated by the Japanese
Ministry of Economy, Trade and Industry

Photo 2: CFP certificate

131

Photo 3: Product with CFP certification

Sustainability Report 2023

Contents

Introduction

Management

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

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

Governance132

P. 133 Corporate GovernanceP. 144 Strict ComplianceP. 138 Risk Management

P. 148 Information Security

P. 141 BCP / BCM

P. 154 Tax Governance

Sustainability Report 2023

Contents

Introduction

Management

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

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

Corporate Governance Structure of TOPPAN Holdings Inc. (as of October 1, 2023)
Meeting of Shareholders

Approach

Reinforced corporate governance serves as an integral
foundation to achieve sustainable growth and medium-to-longterm increases in our corporate value. We have formulated a
Basic Policy on Corporate Governance to clarify our framework
for corporate governance and basic governance approach basedon a full understanding of the principles and aims of the
Corporate Governance Code established by the Tokyo Stock

Appointing or dismissing

Appointing or dismissing

Appointing or dismissing

TOPPAN Holdings Inc.
Oversight
Advisory Committee for
Nomination and Remuneration

Board of Directors

Reporting

Auditing

Audit &
Supervisory Board

Audit
Firm

Working
together

Exchange (TSE). The basic policy was partially revised in June
2023 to further enhance corporate governance within the
TOPPAN Group based on our efforts focused on diversity &inclusion and the SDGs.

Selecting or dismissing

Reporting

Reporting

Auditing

Auditing

Business Execution
President &Representative Director

We consolidate management under the Related Company
Administration Regulations prescribed for the advancement ofReportingManagement
Audit Office

fair management within the Group. We promote governanceaimed at maximizing the value of the entire Group through thisapproach.
More details on the Basic Policy on Corporate Governancehttps://www.holdings.toppan.com/library/english/ir/files/pdf/2023/corporate_
govermance_policy_en.pdf

Executive Officer
Committee

Management
Committee

Crisis Management
Committee

Investment & Legal
Review Council

Supervising and supporting

Sustainability Promotion Committee
TOPPAN Group ESG Management
Promotion Committee

ReportingOperating Companies
TOPPAN Inc.

TOPPAN Edge Inc.

133

TOPPAN Digital Inc.

Other TOPPAN Group
operating companies

Sustainability Report 2023

Contents

Introduction

Management

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

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

Promotion Framework at Toppan Inc.
(as of June 29, 2023)
Promotion framework

The governance structure of Toppan Inc. employs an Audit &directors shall number no more than 15 and that resolutions forCommittee, a body made up of directors and several otherthe appointment of directors shall be adopted by a majority ofofficers nominated by the President & Representative Director.

the votes of attending shareholders who hold one-third or more

The committee makes certain decisions by prioritizingof the voting rights of the shareholders authorized to vote.

managerial efficiency in business decision-making. Twenty-

The Board of Directors comprises six internal directors andthree committee meetings were held in fiscal 2022.

Supervisory Board. As a body entrusted by shareholders, thethree independent external directors (as of June 29, 2023).

Board of Directors strives to achieve sustainable growth and a

Based on a resolution adopted by the Board on April 27, 2016,

medium-to-long-term increase in corporate value while making

the Company introduced an executive officer system to establish

important managerial decisions and overseeing the execution ofa flexible management framework that responds rapidly andToppan Inc. has five audit & supervisory board members,

directors’ duties.

precisely to shifts in the business environment. This system also

including three independent external members. Based on theaims to further clarify the authority and responsibilities ofaudit standards set by the Audit & Supervisory Board, audit &independent external members audits the execution of duties byofficers who execute duties. In addition to the executive officers

supervisory board members attend meetings of the Board of

directors from a position independent from management. An

concurrently serving as directors, another 35 executive officers

Directors, the Management Committee, the Investment & Legal

Advisory Committee for Nomination and Remuneration of

not serving as directors are now engaged.

Review Council, and other important meetings. They also attend

An Audit & Supervisory Board composed of a majority of

directors has also been set up to enhance the objectivity andOrdinary Board meetings are basically held monthly to

Audit & Supervisory Board and Board Members

executive and other business-division-based meetings. Theytransparency of personnel affairs and remuneration of directors.

make decisions in accordance with the Regulations of the Board

exchange opinions with representative directors, receive reports

The Company has adopted an executive officer system to clarifyof Directors, receive reports from directors, and supervise theirfrom directors and officers on the execution of their duties, view

the authority and responsibilities of those in charge of businessbusiness execution. Besides ordinary meetings, the Board holds

approval and other important documents, and request businessexecution.

extraordinary meetings as required when urgent matters arise.

reports from consolidated subsidiaries. Through audits

Eighteen Board meetings were held in fiscal 2022.

conducted mainly by those methods, the audit & supervisory

Management is consolidated under the Related Company
Administration Regulations prescribed for fair management

In fiscal 2022 the Board discussed various Groupboard members oversee and audit management.

within the Group. The Company promotes governance aimed atmanagement issues, priority issues in core businesses, andmaximizing the value of the entire Group.

matters related to important business execution. Two key topics

examine the execution of domestic and overseas businesses by

were the transition to a holding company structure planned forattending business-division executive meetings and visiting

formally adopted by the Board of Directors on November 26,

October 2023 and the New Medium Term Plan taking effectresearch facilities, plants, and sales offices to interview Group2015 clarifies the Company’s approach to reinforcing corporate

from fiscal 2023. To enhance commitment to sustainability, apersonnel. In fiscal 2022 they arranged a series of remote audits,

governance in ways that contribute to sustainable growth andseparately established Sustainability Promotion Committee

along with their routine site visits. Regular meetings of audit &medium-to-long-term enhancement of corporate value, based

discusses relevant issues while the Board makes resolutions onsupervisory boards from Group companies are also convenedon the principles and aims of the Tokyo Stock Exchange’s

key indicators for sustainability initiatives. The Board also

for the exchange of information and opinions on Group

Corporate Governance Code. The basic policy was partiallydeliberates resolutions on matters stipulated by laws andgovernance and the operational status of management, primarily

revised by the Board on June 22, 2023.

regulations and the Articles of Incorporation, receives reports

internal control.

The Basic Policy on Corporate Governance of Toppan Inc.

on legislative matters and the execution of important businesses,

Directors, Board of Directors, and Various Meetings
The Articles of Incorporation of Toppan Inc. stipulate that theand strictly supervises the execution of officers’ duties.
Especially important managerial matters to be presented to
the Board are deliberated beforehand by the Management

134

Full-time audit & supervisory board members, meanwhile,

Audit & supervisory board meetings are basically held
monthly and extraordinary meetings are held whenevernecessary. The Audit & Supervisory Board determines audit
plans and the division of audit duties, receives audit reports
Sustainability Report 2023

Contents

Introduction

Management

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

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax Governancefrom board members, asks directors, executive officers, internal
auditors, and audit firms to report on the execution of theirduties, and requests explanations on reports as needed. Sixteen
board meetings were held in fiscal 2022.
The priority audit matters in fiscal 2022 are listed below.

Composition, Authority,
and Role of the Advisory Committee

personal histories of the candidates and the reasons for theirselection. Remuneration amounts for officers were also reviewed

Toppan Inc. established an Advisory Committee for Nomination

by referring primarily to performance evaluations of theand Remuneration of directors, pursuant to a resolution of thebusinesses they have overseen.

・Growth of focused businesses such as DX, SX, and BPO

Board of Directors on May 26, 2016. This committee seeks to

・Audits of subsidiaries and interviews with CEOs of overseas

further enhance the transparency and objectivity of decisions

subsidiaries

supervisory board members after June 2022 by reviewing

External Directors

and decision-making processes related to the nomination and・Progress of initiatives promoted by the TOPPAN Group ESG

remuneration of directors. The committee includes external

The appointment of external directors and audit & supervisory

Management Promotion Committee (progress confirmed bydirectors who meet the Independence Standards for Externalboard members with a high degree of independence from theattending the committee meetings)

Officers and who outnumber the total number of internal

Board of Directors is critical for sound governance. From this・Reports on internal control over financial reporting

directors and audit & supervisory board members serving beside

viewpoint, three external directors and three external audit &・Development and operation of a timely disclosure systemthem. As of June 29, 2023, the advisory committee consists ofsupervisory board members who are sufficiently independent

the following members.

from the Board are appointed. Toppan Inc. has confirmed that

Internal Audits

none of the external directors or audit & supervisory board
Shingo Kaneko

Chairman & Representative Director

members are major shareholders or stakeholders of the

Toppan Inc. has established a Management Audit OfficeHideharu Maro

President & Representative Director

Company, receive monetary amounts or other assets from theindependently from its business departments to enhance the

Yoshinobu Noma

Director (external)

Company apart from their remuneration as officers, or bear any

soundness of management. The office audits the management

Ryoko Toyama

Director (external)

responsibility for the execution of the operations of any of theand operations of operational sites and plants, including those of

Mieko Nakabayashi

Director (external)

Company’s major business partners.

consolidated subsidiaries.

Keiko Kakiuchi	Audit & Supervisory Board Member

Twenty-two personnel in the office engage in audits, as of(external)

March 31, 2023. In the management audits, they verify and

The Company clarified its standards for assessing theindependence of external directors and audit & supervisoryboard members by establishing a set of Independence Standards

evaluate the consistency of management processes with

The advisory committee deliberates on the Company’s drafts forfor External Officers through a resolution of the Board ofmanagement goals and confirm whether necessary-and-sufficientthe nomination and remuneration of directors, submits reports

Directors on November 26, 2015. The Company assesses

risk control is implemented. In the operation audits, they verify

to the President & Representative Director, and discusses theindependence based on these standards, in addition to theand evaluate the mechanisms for the prevention of misconduct

following matters.

standards of the Tokyo Stock Exchange (TSE). Details on theand for compliance with relevant laws, regulations, and in-house

1) The nomination and dismissal of directors

independence standards are available on the corporate website.

rules. They also confirm whether business operations are carried

2) Remuneration and the like for individual directors

The Company’s external directors (Yoshinobu Noma, Ryoko

out efficiently and accurately. Based on the operation audit

3) Basic policies, rules, standards, etc. necessary for the

Toyama, and Mieko Nakabayashi) and external audit &results, the office makes recommendations for improvement
whenever necessary. The results of the management andoperation audits are reported directly to representative directors,
the Board of Directors, the Audit & Supervisory Board, and therelevant directors in Group companies.

deliberation of 1) and 2)

supervisory board members (Keiko Kakiuchi, Haruo Kasama,4) Other matters the Board of Directors has asked it todeliberate

and Teruhiko Kawato) are independent officers pursuant to the
TSE standards.

The committee convened for meetings twice in fiscal 2022.
It discussed the composition of the directors and audit &135

A support system for external officers has also been
established. The external directors exchange information andSustainability Report 2023

Contents

Introduction

Management

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

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax Governanceopinions with other directors, as required, while the president’s
office provides them with necessary information from both

Directors and Audit & Supervisory Board Members at Toppan Inc. (as of June 29, 2023)

inside and outside of the Company. The external audit &Directors: 9 (7 men, 2 women)

supervisory board members receive internal and external

Audit & supervisory board members: 5 (4 men, 1 woman)

information from other audit & supervisory board members anddedicated personnel working under them, as required, andshare information and exchange opinions with other members.

Name

Shingo Kaneko

Overall Balance of the Board of Directors
Toppan Inc. selects Board candidates who have experience andinsight as businesspeople, have expertise that enhances thecorporate value of the Group, and are able to fulfill theirfiduciary responsibilities to shareholders as directors. Diversity
factors such as their ages, genders, and nationalities are also

Hideharu Maro

director responsible for corporate management. A matrix listing
the skills of the respective directors is shown on the right.

Concurrent Executive Positions in Other Companies
The concurrent executive positions held in other listedcompanies by directors and audit & supervisory board members
are presented in business reports, reference documents forshareholder meetings, etc.

Chairman &Representative
Director

Attendance
No. ofExpertise / Experience
Independ- First Tenure at Board of Company
Shares Corporate Finance / Sales / Interna- Personnel Environ- Legal Affairs Digital / Manufac- Knowledge
Directors
in
Year*
ence
of Other/ Risk/ Labor mental /Manage- Accoun- MarkeHeld
Years* MeetingsIT
turingtionality
Companies
ting
ting
Relations Social Management
ment(Fiscal 2022) (thousands)

President &Representative
Director

2003

20

18/18

125

●

●

2009

14

18/18

73

●

●

●

●

Kazunori Sakai

Executive Vice
President &Representative
Director

2019

4

18/18

29

●

●

Masanori Saito

Director & Senior
Managing
Executive Officer

2023

−

Assumedoffice onJune 29,
2023

25

●

●

Takashi Kurobe

Director &Managing
Executive Officer

2018

5

18/18

17

●

Hideki Soeda

Director

2023−

Assumedoffice onJune 29,
2023

4

●

Yoshinobu Noma

Director (external)

2010

13

17/18

34

●

Ryoko Toyama

Director (external)

2016

7

18/18

−

●

Mieko Nakabayashi

Director (external)

2020

3

17/18

−

Masatoshi Hagiwara

Senior Audit &Supervisory Board
Member

2022

1

14/14

10

●

2019

4

18/18

6

●

2016

7

18/18

2018

5

2022

1

considered. The number of directors serving on the Board isnecessary and sufficient to form a structure that makes eachCurrent Position

Itaru Kubozono
Keiko Kakiuchi
Haruo Kasama
Teruhiko Kawato

Audit &
Supervisory Board
MemberAudit &
Supervisory Board
Member (external)

Audit &
Supervisory Board
Member (external)
Audit &
Supervisory Board
Member (external)

●

●

●
●

●

●

●

●

●

●
●

●

●

●

●
●

●

●
●

●

●

●

●

−

●

●

●

18/18

−

●

●

●

14/14

−

●

●

●
●

●

*As a director or an audit & supervisory board member

The composition of the Board of Directors and Audit &Average tenure in years

6

Supervisory Board of TOPPAN Holdings Inc. is the same as that

Percentage of female officers

21.43%of Toppan Inc. after the annual general meeting of shareholders

Average attendance rate

99.16%

held on June 29, 2023.
 ew Management Structure after the Transition to a Holding Company
N
Structure (in Japanese)
https://www.holdings.toppan.com/ja/news/2023/06/newsrelease230629_1.html

136

Sustainability Report 2023

Contents

Introduction

Management

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

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

Remuneration Paid to Directors andAudit & Supervisory Board Members
at Toppan Inc. (as of June 29, 2023)

verified include the composition and operation of the Board andand expand their auditing functions by gathering information

the process of deliberating on corporate strategies. The survey

and visiting operational sites and participating in training

also checked the governance structure expected in the current

courses held by external organizations.

Please see the section covering corporate governance in thesustainability initiatives.

market environment and the involvement of the Board in

Succession Planningsecurities report (in Japanese) for details on the method used todetermine remunerations and other remuneration-related

2. Summary of evaluation results

Based on the management philosophy and management

information.

As a result of the analysis and evaluation, the Board of Directors

strategy, the Board of Directors judges that the selection of thewas judged to be functioning effectively. The positive rating was

President & Representative Director, executives, and othermainly based on the appropriate ratio of independent externalsenior managers and the strategies to be adopted for successor

directors participating in discussions and the readiness of thedevelopment are integral decisions for the sustainable growth ofBoard to address sustainability issues.

the Group and medium-to-long term enhancement of corporate

More details on the 177th securities report (in Japanese)
https://ssl4.eir-parts.net/doc/7911/yuho_pdf/S100R83D/00.pdf

Administration of the Board of
Directors at Toppan Inc.

The analysis, on the other hand, determined that theeffectiveness of the Board would need to improve in the lead-up

value. The Board has been implementing a succession plan withthe following objectives.

to the transition to a holding company structure planned for(as of June 29, 2023)

October 2023. The Board would have to deliberate on the roles

Objectives of succession planning:it should play during the transition period and design an・Maintaining and enhancing organizational competitiveness by

Evaluating the Effectiveness of the Board of Directors

effective method for selecting its agenda. Meanwhile, enhanced

systematically developing human assets assigned to importantmonitoring of the Groupwide risk management structure wasposts (posts requiring personnel with considerable experience

To ensure that the Board of Directors executes duties

confirmed to be an effective means to further globalize Groupappropriately and effectively, the Basic Policy on Corporate

operations towards sustainable growth.

Governance calls for an annual analysis and evaluation of theeffectiveness of the Board and the disclosure of a summary of

The Board strives to enhance the effectiveness of its
function based on these reviews.

results. Toppan Inc. surveyed, analyzed, and evaluated theeffectiveness of the Board in March 2023. A summary of theresults follows below. Starting from fiscal 2022, the Company
has been asking an external organization to design, analyze, andand abilities)
・Pooling leadership candidates to swiftly allocate human assets
who can address shifts in the business environment
・Promptly appointing successors when important posts arevacated due to unforeseen circumstancesTraining for Directors and Audit &Supervisory Board Members

・Enhancing the awareness of senior managers regarding thedevelopment of successors
・Formulating and implementing concrete succession plans inevaluate the questionnaire in order to secure objectivity in the

Toppan Inc. has systematically organized regular training foralignment with TSE’s Corporate Governance Code, andanalysis and evaluation.

directors on the approaches to be taken in addressing

integrating those plans with the Company’s initiatives tomanagerial issues. The directors hone their management skills

strengthen governance

1. Evaluation method

through frank dialogue. New director candidates also receive

The Company surveyed and received responses from all nine

training focused on managerial issues, financial knowledge, theThrough these initiatives, we will work to achieve sustainabledirectors and five audit & supervisory board members to verify

legal responsibilities of directors, and related rules andcorporate growth and management stability.

issues that are deemed to be significant to the Board of Directors

regulations. Audit & supervisory board members, meanwhile,in its work to fulfill its roles and responsibilities. The issues

are working to understand the characteristics of the business

137

Sustainability Report 2023

Contents

Introduction

Management

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

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

Promotion Framework

ApproachPromotion framework

Risks surrounding corporations continue to diversify and growWe manage individual risks specific to organizations such as

Management, the working group manages risks from a position

more complex. The most pressing risks include global shifts inbusiness divisions, subsidiaries, and Group companies.

independent from the business divisions within the Group.

political and economic landscapes, environmental shifts brought

Risks associated with diverse businesses are assessed every
year. The frequency and severity of possible risks are evaluated,with the advance of digital transformation, and human rights

and countermeasures are formulated based on the results.

issues such as forced labor.

Midway through each fiscal year, we monitor the progress of

As a group of companies engaged in manifold businesses,

independent external directors.
Under the leadership of the Director in charge of Risk

by climate change, the growing sophistication of cyber-attacks

the TOPPAN Group views accurate detection, appropriate

Management Promotion Committee, which includes

mitigation measures designed at the beginning of the year.
Among the risks identified, we define those that can exert ee the Promotion Structure for Sustainability Initiatives on page 16 forS
details

We designated 25 significant risks in fiscal 2023. The
responsible head office divisions spearhead Groupwide efforts

management, and steady prevention of these impending risks assevere adverse impacts on management as “significant risks.”

to plan countermeasures against these risks and implement

one of its principal management challenges. In keeping with thisWorking as part of the Corporate ESG Project, the Risk

comprehensive measures to control them (see page 139). The

viewpoint, we identify a set of “significant risks” affecting us

Management Working Group (led by the Director in charge of

Director in charge of Risk Management regularly reports thethrough annual risk assessments and take steps to prevent their

Risk Management; attended by persons in charge of risk

outcomes of those measures to the Board of Directors.

occurrence.

management at the responsible head office divisions; andWhen a significant risk actually arises, we immediately

administrated by the Compliance Department in the Legal

collect the necessary information and take comprehensive andDivision) set under the Sustainability Promotion Committee

strategic countermeasures under our risk management structure(chaired by the President & Representative Director) reviews

to minimize losses, ensure business continuity, and maintainthe results of risk assessments performed by relevant businessthe trust of society.

divisions, subsidiaries, and Group companies. The working
group also considers social conditions, the possibility of risks
arising over the medium to long term, and various other risk-

Risk Management Structure
Board of Directors
Director in charge of Risk Management
Administration office(Compliance Department, Legal Division)

related circumstances surrounding the TOPPAN Group. Basedon the review results, a significant risk designation for thecurrent year is finalized with authorization from theSustainability Promotion Committee.

Responsible head office divisions
Departments in business divisions

The Risk Management Working Group regularly reports
activity results to the Sustainability Promotion Committee. The
committee members discuss risk management independently
and objectively, in cooperation with the TOPPAN Group ESG

138

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Contents

Introduction

Management

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

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax GovernanceSignificant Risks and Countermeasures for Fiscal 2023

6

Significant Risks
Human injury or damage to physical assets caused by infectious diseases or earthquakes, storms, floods, or other natural disasters
Climate change risks
Risks associated with market shifts● When failing to implement sufficient measures to address market shifts such as globalizing social trends, innovations in
information technology, progress in digital networking, and the growing expectations for a sustainable society
Risks associated with strategic partnerships, investments, or acquisitions● When failing to continue partnerships or gain expected results
Risks associated with research and development● When progress is halted by delays in commercialization, launches, etc.
Securing human resources to sustain business growth7

Securing financing

8

Risks associated with control of the Group

9

Intense market and price competition● Declining prices or a loss of product or service competitiveness due to fiercer competition in prices or product development10

Non-performing or long-term retained inventory assets, etc. due to inadequate asset management

11

Incidents related to receivables (bad debt, customer bankruptcy, etc.)

12

Fluctuations in the current value of marketable securities

13

Fluctuations in foreign exchange rates

14

Information security risks (cyber-attacks, information leakage)

15

Risks associated with IT system shutdowns (production lines, digital services, etc.)

1
2
3
4
5

16

17
18
19
20
21
22
23
24

25

Product quality risks● Outflow of unsafe products to the market● Self-imposed product recalls
Procurement risks● Accidents, disasters, or bankruptcies affecting business partners, human rights incidents or violations of environmental
regulations committed by business partners, or supply stoppages, significant supply shortages, delayed delivery, soaring prices forenergy or raw materials, etc. caused by geopolitical disruptions, etc.
Risks associated with the leakage of toxic substances or environmental pollutants
Risks associated with waste● Unauthorized dumping, inappropriate disposal, etc. by waste-disposal service vendors
Human rights risks
Fires or occupational accidents
Risks associated with labor issues (violations of labor-related laws, labor disputes, etc.)
Infringements of patents, copyrights, or other intellectual property rights● Risk of being seen to have infringed the intellectual property rights of other parties; risk of being drawn into lawsuits; risk of being
unable to prevent the unauthorized use of the Group’s intellectual properties; etc.
Misconduct (serious improper conduct or inappropriate actions, etc.) or compliance violations (collusion, bribery, or other legal or
regulatory violations)
Overseas business risks (other matters not included in the paragraphs above, such as regulatory violations, geopolitical risks,
lawsuits, labor disputes, or issues to do with international taxation)

See pages 141-143
See pages 110-115

Main Initiatives● Transform the business portfolio centered on the Group’s three growth businesses: DX business, SX in Japan/overseas Living& Industry business, and new businesses (frontier)● Enhance due diligence efforts, intensify monitoring activities, devise improvement plans, and so on● Prevent delays by monitoring progress, judging step-up timing, and identifying risks
See pages 30-44● Diversify financing methods and time spans● Maintain and solidify a sound financial position● Review financial plans● Manage and control under the Related Company Administration Regulations● Disseminate the TOPPAN Group Conduct Guidelines as basic compliance standards● Devote resources to and reinforce development capabilities in DX business● Advance BX, develop Hybrid-BPO™ services, and develop mono-material-based sustainable packaging materials andpromote their growing share in the global market● Improve the stock turnover ratio by promoting sales interdepartmentally● Regularly check asset quality and monitor inventory management● Set credit limits and review credit periodically based on in-house credit management standards● Take credit protection measures in response to credit uncertainties or credit collection delays● Periodically review strategic shareholdings and ascertain the financial condition, etc. of issuing companies● Formulate a set of risk management guidelines● Use hedging instruments such as foreign exchange contracts
See pages 148-153● Formulate a set of guidelines for the construction of core IT systems● Confirm the extent of impact on business, ascertain priorities and procedures for restoration, and organize training
See pages 79-80

See pages 66-71
See pages 122-125
See pages 119-121
See pages 54-59
See pages 60-62, 141-143
See pages 54-62● Regularly survey the intellectual property rights of other parties in Japan and overseas and follow up on the survey results● Construct a strong intellectual property rights portfolio by obtaining rights in accordance with individual countries andregions where we do businessSee pages 144-147● Clarify an ideal Group management approach, build optimal governance structures/systems and operate them with overseas
Group subsidiaries● Develop governance structures through internal and financial audits● Assess risks in the business environment using tools provided by third-party institutions, etc.

*For details, see the securities report (in Japanese) at: https://ssl4.eir-parts.net/doc/7911/yuho_pdf/S100R83D/00.pdf

139

Sustainability Report 2023

Contents

Introduction

Management

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

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax GovernanceRisk Management Structure
In accordance with the Rules on Risk Management, we have set

Fostering Risk AwarenessTraining, education

up a risk management structure under which the

Our internal website posts a set of Rules on Risk Management

responsibilities for risk management are allotted to specificalong with a list of risks facing the Group, details on thedivisions in the head office based on the types of risk involved.

division-specific structures set up to address individual risks,

When a risk actually arises somewhere in the Group, theand various other risk management materials. This site is

responsible head office division coordinates with relevant

constantly updated to keep Group employees apprised of thebusiness divisions to minimize the negative impacts on businesslatest risk-related information.

and reports to the Board of Directors if the incident is severe.

Based on the division-specific risk management structure,

When emergency response actions are needed, the President &the responsible head office divisions spearhead Groupwide

Representative Director or the Executive Vice President &efforts to organize regular training and audits to foster employee

Representative Director is responsible for forming an emergency

awareness of the risks to be addressed. The impending risks

taskforce to properly handle the issue. The taskforce isfacing us include information and cyber security incidents,

composed of directors in charge of the relevant head officenatural disasters, infectious disease outbreaks, occupational

divisions, audit & supervisory board members, legal consultants,

accidents, environmental issues, and compliance violations.

and other outside experts.

The TOPPAN Group ESG Management Promotion
Committee is a forum where officers from Group companies

Risk Management Liaison Meetingshare and pool their experience to deepen their understanding

All of the personnel in charge of risk management in the head

present risk management lectures for the committee members.

office divisions assemble on a regular basis to share information

The external directors on the committee also provide additionalat the Risk Management Liaison Meeting. When a risk actually

information and draw senior managers into discussions.

arises, the responsible persons from relevant head officedivisions convene an extraordinary meeting to take necessaryof ESG and SDG issues. Experts from outside of the GroupWe will continue to hold annual risk management seminars
and workshops at the committee.

actions and develop preventive measures.

140

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Contents

Introduction

Management

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

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

BCP / BCM
The Significance of BusinessContinuity Planning

Promotion Framework
Promotion framework

Activity results, performance data

Approach

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

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

products and services in Information & Communication, Living

BCP Promotion Office in the head office Legal Division to

all taskforce members to perform their duties when a disaster& Industry, Electronics, and frontier businesses. We recognize

accelerate Groupwide planning efforts. The promotion office has

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

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

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

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

Disaster Preparedness

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

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

management (BCM) activities have the advantage of making us

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

employee awareness on disaster preparedness and crisis

Security business have also obtained business continuity

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

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

responds to disasters.

trust of customers.

During normal times, Groupwide business continuity

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

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

activities underway at each site to increase the level of activities

disasters resiliently. We are enhancing business continuity

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

improved with site personnel and discuss countermeasures

supply responsibilities.

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

TOPPAN Group BCP Promotion Structure

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

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

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

141

BCP administration offices at businessdivisions and subdivisions

BCP administration offices at subsidiaries
and Group companies

BCP administration offices at operational sites

BCP administration offices at operational sites

Sustainability Report 2023

Contents

Introduction

Management

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

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

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

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

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

Coordinated Actions in Remote Training
Information-sharing
personnel

Drill facilitators

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

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

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

“Bosai no Kokoroe” website (in Japanese)

Site-basedtaskforce A

Text for structural assessment training (in Japanese)

Site-basedtaskforce B

Site-basedtaskforce C

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

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

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

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

Regular Meetingtaskforce linked to a set of affiliated site-based taskforces. In the
drill shown here, facilitators instruct each taskforce member to

Personnel from the BCP administration offices at the businessengage in appropriate recovery activities within an evolving

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

semiannual liaison meetings, respectively, to exchange views

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

advice, information, and inquiries prepared by the information-

10 major manufacturing companies within the Group.

sharing personnel.

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

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

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

Posting Disaster-mitigation Information
Drill facilitators

BCP website(for internal use only; in Japanese)

Our ability to practice optimal BCP hinges on our success in142

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Contents

Introduction

Management

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

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

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

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

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

coming decades. Two types of quake will be especiallyIn the event of a disaster, taskforces will be set up at operationaldifficult to achieve on schedule, the taskforce will consider

catastrophic: a temblor striking directly beneath the Tokyosites in the affected region, along with taskforces at thealternate production at other Group plants or external affiliates.

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

responsible business divisions and subdivisions, subsidiaries,

The pertinent departments will coordinate their recovery efforts

trench off the coast spreading from Shizuoka to Kyushu. A

and Group companies across Japan. These task forces will work

while the taskforce allots resources to individual recovery

complex disaster is very likely to result.

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

Floods and droughts caused by climate change are also

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

Activity results, performance data

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

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

will compile activity logs. Issues identified during recovery

waves being reported every year. Heightened geopolitical risks

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

on the economy have compounded the impacts of natural

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

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

In light of the growing risks we face, TOPPAN has revisedan alternate framework in the Kansai region for forming a

the criteria for setting up its Groupwide taskforce, shifting fromsubstitute Groupwide taskforce, as a contingency for a disastera focus on earthquake damage to the disaster impacts on

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

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

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

the Groupwide taskforce will build a system to support theoccur throughout the country every year; large quakes (five or

The Disaster Response Structure in the TOPPAN GroupBCP program to address individual risks

Deputy taskforce head

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

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

143

Central and local
governments,
concerned bodies

Customers, suppliers

addressed.

Key Map in the All-hazards BCP ProgramGroupwide taskforce

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

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

Earthquakes

Storms & floods

Infectious
diseases

BCP program to address impacts on management resources
Employees
Infrastructure

Buildings, facilities,
equipment
Supply chains

Systems, data
Suppliers

Sustainability Report 2023

Contents

Introduction

Management

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

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

Strict Compliance
Basic Approach
Approach

Legal compliance in business operations is an indispensable

help shape a sustainable society.

the legality of the execution of job duties. The ComplianceDepartment set up under the Legal Division coordinates withMore details on the TOPPAN Group Conduct Guidelines
https://www.holdings.toppan.com/en/group/conduct-guidelines.html

the legal departments and other related sections of our
subsidiaries to secure legal compliance and establish corporate

condition that every corporation must satisfy to fulfill its

ethics across the Group. A Conduct Guidelines Promotion

responsibilities to society. The TOPPAN Group firmly believes

Leader (“Leader”) system supports guideline compliance inthat every person working in the Group must fully recognize theimportance of compliance, make proper judgments, and act with

Compliance Promotion Structure

integrity under high ethical standards by respecting laws,

Promotion framework

regulations, in-house rules, social norms, and other standards of

The TOPPAN Group Conduct Guidelines have been formed as aconduct.

set of basic rules to be fully observed by employees to ensure

workplaces in the Group. Leaders appointed under the system
work to enforce guideline compliance in daily operations under
the Director in charge of Conduct Guidelines Promotion.
Specifically, the Director in charge of Conduct Guidelines
Promotion (Executive Vice President & Representative Director)

Risks related to compliance increase as we globalize ourbusiness and intensify our operations beyond borders.
In 2000 we established a set of Conduct Guidelines based

Structure to Promote the Conduct Guidelines

on the Corporate Philosophy and Corporate Creed. The

President & Representative Director

guidelines were, and continue to be, a collection of fundamental

Director in charge of Conduct Guidelines Promotion

provisions that set out the basic concepts and behavioral norms
for employees to follow in accordance with corporate ethics andCompliance Department, Legal Division

the principles of legal compliance. Ten years later, in response
to shifts in business environments and social conditions, we
completely revised the guidelines into the TOPPAN Group
Conduct Guidelines, a set of principles that all Group companies
around the world are required to observe. A second full-fledged
revision of the guidelines took place in April 2021, based on acomprehensive review conducted in 2020. The latest Basic
Principles in the guidelines call upon Group employees “(to)achieve a sustainable society” and strive for “personnel
diversity,” a “rewarding work environment,” and othersustainability requirements. The latest guidelines will guide

Business Divisions

Head Oﬃce Divisions

Division heads

Conduct Guidelines
Promotion Supervisor
Head of Legal 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 Leaders in sales
and planning departments

Conduct Guidelines Promotion
Leaders in administrative
departments

Conduct Guidelines Promotion
Leaders in manufacturing
departments

Conduct Guidelines
Promotion Leaders

Supervisors in each department

Supervisors in each department

Supervisors or educational
leaders in each department

Supervisors in each department

accelerated efforts to address the material issues propounded in

Employees

the TOPPAN SDGs STATEMENT , and observance of them will

144

Employees

Sustainability Report 2023

Contents

Introduction

Management

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

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax Governance● Cases involving anti-collusion measures

heads the Leader system and supervises compliance promotion

enhance the effectiveness of training sessions through activities

activities. The Leaders appointed at workplaces arrange training

such as group discussions using case methods describing actual

Added bid-rigging cases to present key points on proper

programs at their sites and report locally arising questions andincidents. Thirty-eight online training sessions for 1,150 Leadersbidding, as we are winning more contracts for public work

consultations to the Director in charge of Conduct Guidelines

were held across the Group in Japan in fiscal 2022.
Employees who wish to get a better understanding of thePromotion via administration offices.

projects.
● Cases involving sustainable procurement

Conduct Guidelines can read through the Conduct Guidelines

Added cases involving sustainable procurement focused on

meanwhile, stipulate disciplinary actions for serious violations

Casebook , which is especially useful for employees who havetransactions with suppliers and subcontractors, as societyof laws, regulations, the Conduct Guidelines, and other in-house

doubts or wish to receive guidance on handling daily operations.

requires us to fulfill our corporate responsibilities throughout

rules. Our personnel performance evaluations and evaluations

We reviewed and revised the Casebook on April 1, 2022.

the entire supply chain.

Disciplinary provisions in our employment rules,

for bonuses and annual salary revisions also weight criteria

The latest casebook responds to shifts in social conditions,● Cases involving quality

focused on legal compliance, corporate ethics, andlegislative amendments, and other circumstances surrounding

Added cases involving falsified quality results linked toenvironmental protection, to better ensure that our social

the Group by consolidating and modifying cases presented in

products and services, as conspicuous instances are emerging.

obligations are optimally fulfilled.

the earlier edition while adding new cases associated with

Clearly indicated that falsified quality results can incite claims

emerging risks in general or in our recent business operations.
The Compliance Department in the Legal Division, meanwhile,

Conduct Guidelines Promotion Leadersof contract violation and damage our social credibility.
● Cases involving diversity & inclusion

posts monthly Conduct Guideline Notifications on topics

Added cases that deepen employee understanding of diversity

Seven hundred and seventeen Leaders were newly deployed

relevant to the guidelines at workplaces to ensure strict

and inclusion in the workplace in accordance with “promoting

across the Group in fiscal 2022, including 124 women (17.3% ofcompliance under the Leaders. We have also been holding

diversity and inclusion,” a basic principle added to ourthe Leaders). A cumulative total of 12,562 employees haveseminars, producing posters, and implementing otherworked as Leaders since the system was launched in fiscal 2004.
No. of Newly
Deployed
Leaders

No. of Female
Leaders
Deployed(percentage)

Cumulative
Total No. of
Leaders

Fiscal 2019

688

87（12.6%）

10,420Fiscal 2020

712

98（13.8%）

11,132

Fiscal 2021

713

115 (16.1%)

11,845

Fiscal 2022

717

124 (17.3%)

12,562compliance promotion activities to secure full observance of theguidelines among Group employees.
We have applied the TOPPAN Group Conduct Guidelines

Training, education

Group training sessions for Conduct Guidelines Promotion

Substantially revised the existing cases involving intellectual
property in order to cover trademark rights, design rights, andto overseas subsidiaries and held briefing sessions tothe steps we are taking to file more patent applications fordisseminate the guidelines and promote strict compliancetechnologies and business models with a view to “securing

globally.

and using intellectual property” as stated in the Conduct
Guidelines.

Main Revisions in the Conduct Guidelines Casebook● Cases involving human rights

Compliance Training

Conduct Guidelines in the 2021 revisions.
● Cases involving intellectual property rights● Cases involving BCP
Added cases involving earthquake preparations and actions to
be taken when a quake strikes, in order to minimize damage

Added human rights cases to alert employees to potential

to our business activities in the event of an earthquake

problems involving privacy invasion (one of the six forms ofstriking directly beneath the Tokyo metropolitan area or“abuse of authority” designated by the Japanese Ministry ofoccurring on the Nankai Trough, an ocean-floor trench off the

Health, Labour and Welfare), child labor, forced labor, andcoast spreading from Shizuoka to Kyushu, Japan.

other global human-rights abuses.

● Cases involving cyber security
Called attention to the risk of business email compromise

Leaders (“Leaders”) are organized every year. We devise ways to145

Sustainability Report 2023

Contents

Introduction

Management

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

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax Governance(BEC) and required employees to use a “suspicious-email

facilitation payments” (payments to facilitate or expedite routine

report form” on our internal website to report fraudulent

governmental services such as visa issuance or customs

email messages as soon as they are detected. These
safeguards have high priority, as a surge of BEC incidents andIllegal contributions and funding provision are also
comprehensively prohibited throughout the Group. Any form ofconsiderable damage.

association or contact with anti-social forces, for example, isclearly prohibited in the TOPPAN Group Conduct Guidelines

We have not been involved in any serious incidents or violationsof laws or regulations in the course of business in fiscal 2022.

(million yen)

Fiscal
2019

Fiscal
2020

Fiscal2021

Fiscal
2022

0

0

0

0

Expenditures for politicalactivities and payments topolitical groups

7.9

7.7

7.6

7.8

Expenditures to industry
groups and others

21.3

21.5

21.9

22.0

0

0

0

0

29.2

29.2

29.5

29.9

clearance) to public officials.

other cyber-attacks against corporations have been causing

Compliance in Fiscal 2022

Political Contributions and Other Expenditures

and the Guidelines on Dealing with Anti-social Forces. No casesof inappropriate entertainment or gifts to public officials or the
like were identified in fiscal 2022.
In training sessions organized each year for candidates for

Lobbying activities

Other (expenditures related
to proposed voting legislationand national referendums)

overseas assignments, trainees learn reinforced strategies to

Anti-Corruption Initiatives
PolicyActivity results, performance data

Total

combat bribery in the commercial and public sectors andbecome familiar with the pre-authorization system. Twenty-six
employees attended six sessions in Japan in fiscal 2022.
We have also been formulating anti-bribery rules forTraining for Compliance withTransaction-related Legislation

We have been undertaking various anti-corruption initiatives inoverseas affiliates across the Group. Rules of this type wereconformance with the anti-corruption principles set out by theestablished at Group affiliates in Shanghai, China in fiscal 2021.

United Nations Global Compact. The TOPPAN Group Conduct

Briefing sessions were held for Shanghai-based employees in

To observe major transaction-related laws and regulations, we

Guidelines affirm wide-ranging principles on corruption

fiscal 2022.

have been promoting compliance with the Subcontract Law of

prevention, such as the “prohibition of bribery and inappropriate

We continue to win more contracts with national and local

PolicyTraining, education

Japan and comprehensively preventing improper import andentertainment practices,” “prohibition of receipt or provision forgovernments. To ensure proper compliance and conduct, we

personal gain or rebate,” “prohibition of illegal political

held a series of training sessions on antimonopoly legislation incontributions or donations,” and “prohibition of collusion andfiscal 2022. A total of 1,597 persons, primarily from related

that customarily conduct transactions with subcontractors werecartels.”

companies, attended the sessions.

trained on compliance with the subcontract law, and 10,336

export transactions.
In fiscal 2022, a total of 2,644 employees from departments

To better combat bribery, we established a set of anti-

employees took an e-learning course on export controls under

bribery rules and guidelines in March 2017 and formulated an

the Foreign Exchange and Foreign Trade Act of Japan. We alsoanti-bribery framework led by the Director in charge of theaudited compliance with the subcontract law in 62 departments

Legal Division as the chief anti-bribery manager. For more

and the observance of export controls in 35 departments.

intensive anti-bribery control, we launched a system requiring

The audits in fiscal 2022 confirmed conformance with thesepre-authorization for the offering of any entertainment or gifts tolaws across the Group. No serious legal violations or cases ofa public official or the like. An FAQ describing specific cases of

misconduct were identified, and no problems or incidents

bribery was issued in April 2018 to further heighten employee

occurred in transactions with subcontractors or import or export

awareness and call strict attention to compliance-related issues.

transactions.

As a basic rule, employees are prohibited from making “small

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Contents

Introduction

Management

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

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax GovernanceInternal Reporting System
SystemActivity results, performance data

Number of Internal Reports
The TOPPAN Group Helpline was used in 17 cases in fiscal

When a person discovers a legal violation or improper conduct

2022. No serious legal violations or cases of misconduct were

somewhere in the Group, the person is to report it to theirreported. Twelve of the helpline reports were on harassment. In

superior for deliberation as a basic rule. If the problem is not

the remaining five cases, the reporting contact called for

resolved by their own department, the person is encouraged to

improvements in work processing. Every case was properly

call the TOPPAN Group Helpline, our internal reporting system.

handled and followed up with necessary countermeasures to

The helpline is open for use by all officers and employees

prevent recurrence.

(including dispatched staff and part-time workers) at Group
companies (excluding listed corporations). This system allows
us to ensure strict compliance with the TOPPAN Group Conduct
Guidelines by promptly identifying and properly dealing withlegal violations and misconduct.
We revised the rules on reporting in November 2019 toencourage Group personnel to call the helpline by lowering thethreshold for use. The revised rules stipulate the establishmentof three portals to receive reports: a “corporate portal” and “audit& supervisory board member portal” operated in-house, and an“external portal” operated by legal consultants. The receiver has
thus been changed from the President & Representative Director
or Senior Audit & Supervisory Board Member to the threeportals that have been in operation since April 1, 2020. The
President & Representative Director currently serves as thechief manager of the helpline.
Our internal website, meanwhile, posts topics on the intent
of the reporting system, system outlines, and precautions
regarding calls placed to the helpline, along with other helpline
information. We also hold rank-based training, training for new
employees, and other types of training to inform Group
personnel about the system.
Reporting rules were further revised in May 2022 to ensure

TOPPAN Group Helpline
Reporting contact

When the problem
remains unresolved

Any Group oﬃcer or employee
Reporting andconsultation

Superior
Internal reporting(an email or sealed document sent in thename of the person reporting as a basic
rule; anonymous reporting is available
through the external portal)

Three portals to receive reports
Corporate portal

Compliance Committee

Audit & supervisoryboard member portal

Senior Audit & Supervisory
Board Member

External portal*

Legal consultants
Instructions

Reporting

Department responsiblefor investigation and countermeasurescompliance with the amended Whistleblower Protection Act
enacted in Japan in June 2022.

Reporting on
progress andresults, follow-up
communication(as of October 1, 2023)*The Compliance Committee investigates issues reported to the external
portal and considers and formulates measures, etc. to handle them.

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Contents

Introduction

Management

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

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

Information Security
Basic Approach
Approach

PolicyWe control information security and cyber security across theGroup in the recognition that the appropriate and safe
management of information and systems necessary for ourbusiness is a significant managerial challenge for TOPPAN as
we grow as a leader in providing solutions to global social issues.
The threat of cyber-attacks has been mounting with theadvancement of the IoT and rapid digital transformation. These
attacks can result in the leakage of information assets, including
personal information or confidential information, and endanger
business continuity per se.
In keeping with the TOPPAN Group Basic Policy on
Information Security and the Personal Information Protection
Policy, we apply secure technologies and rigorous control in
operations throughout the Group to reciprocate the trust ofcustomers and society and drive a digital transformation thatenhances our corporate value. We have been introducing various
systems and tools to counter cyber-attacks and reinforcing
safeguards across the tightly secured areas designated for thehandling of personal information throughout Japan.

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 a significant managerial challenge for us as ameans to reciprocate our customers’ trust and promote theongoing growth of the TOPPAN Group.

More details on the Personal Information Protection Policy

Promotion framework

The Director in charge of the Information Security Division has
been appointed as the Chief Information Security Officer(CISO) of the Group. The Information Security Division
practices information security governance on the technicalfront, while cross-functional specialist teams control cybersecurity by overseeing Group companies in cooperation with

1. We manage information necessary for our businessappropriately in observance of our in-house rules, the law,and the principles of social order.

outside expert organizations.

2. We collect information for appropriate purposes using
appropriate methods.

according to the instructions issued by the Information Security

3. We safely manage the information entrusted to us bycustomers in order to reciprocate our customers’ trust.
4. We are deeply aware of the risks to the information assets
we handle, such as illegal access, loss, damage, falsification/
manipulation, and leakage of information, and takenecessary and reasonable safety measures against theserisks. We deal with and rectify any problems that occur
promptly and in an appropriate manner.
5. We establish, operate, maintain, and continuously improveinformation security management systems.
Established on April 1, 2001
Revised on June 27, 2019 ore details on the TOPPAN Group Basic Policy on Information
M
Security
https://www.holdings.toppan.com/en/about-us/our-corporate-approach/securityinformation.html

Promotion Framework

Hideharu Maro
President & Representative Director
Toppan Inc.

In parallel, information security managers in Group
companies work to manage the safety of their organizations
Division.

Organizational Structure for Information Security
Management
President & Representative Director
Chief Information Security Officer (CISO)
Information Security Division
TOPPAN-CERT

SOC(Computer Emergency
Response Team)(Security Operation
Center)Meetings of information security representatives
Information security meetings for related companies

Advisory body
Information Security Council

Group companies

https://www.holdings.toppan.com/en/privacy.html

Information security managers
Support members

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Outsideorganizations

Contents

Introduction

Management

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

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

Information Security Management
Structure
Promotion framework

Information Security Management

established based on the ISO/IEC 27000 standard for
information security management systems (ISMS) and comply
with the JIS Q 15000 standard for personal information
protection management systems (PMS).
We strive to enhance security governance throughout theJapan’s Amended Act on Personal Information
Protection
Our rules on information security management related to thehandling of personal information have been revised to ensure

global Group by better responding to emerging requirements incompliance with the amended Act on the Protection of Personal

Under the Chief Information Security Officer (CISO), theareas such as cyber security, the use of data, the IoT, andInformation enforced in Japan in April 2022. We have also set

Information Security Division formulates a Groupwide information

globalization. We are upgrading the quality of security control atup procedures for handling personal information andsecurity plan, sets up rules and regulations, and disseminates andGroup companies by assessing the levels of control once a year

anonymously processed information, notifying individuals whenreviews them. The division convenes regular meetings with

with a set of baseline standards for evaluating conformance with

their information is provided to third parties outside of Japan,

members from Group companies to share the details of our

the TOPPAN Group Basic Rules on Information Security.

and submitting incident reports whenever necessary. The

information security policies and measures underway.

Improvement plans in place at Group companies, as well asprocedures are closely modeled after the guidelines announced

their implementation, are duly monitored.

by the Personal Information Protection Commission of Japan.

The Information Security Division also carries out regular
audits of Group companies to check the quality of their security
control and recommend corrective measures as necessary.
The results of these activities are regularly reported to the
CISO. When a security incident arises, the division promptly
initiates a response to the incident and reports the present status
to the CISO, as required.

Arranging Remote Working Environments

Information Security Policies and Rules
Policy andRules atthe TOPPAN
Group
Policies andRules atGroup
Companies

TOPPAN Group Basic Policy on Information Security
TOPPAN Group Basic Rules on Information Security+ Baseline standards
Personal information protection policies at Group companies
Rules and bylaws on information security at Group companies

Overseas Legislation on Privacy and Personal
Information
With the growing awareness of the importance of privacy andpersonal information, laws and regulations to protect them havebeen introduced around the world. We are taking appropriate
measures to comply with these laws and regulations bycollecting information and conducting surveys on the relevant

We have reviewed our information security rules for remotelegislation in the countries and regions where Group companies

working and formulated standards for the use of communication

do business.

tools to ensure safe working environments outside of the office.
A system has been introduced to enable employees to promptly
report suspicious incoming emails and virus-infection incidents
while working from remote locations.

Complying with Laws andRegulations

PrivacyMark Accreditation and ISMS Certificationin Japan

Activity results, performance data

Information security systems within domestic Group companies

audits and audits of various other types to confirm information

We comply with laws and regulations related to privacy,

have received PrivacyMark accreditation and information

security management throughout the Group.

confidentiality, and the protection of personal information notsecurity management system (ISMS) certification.

Remote approaches have also been adopted for internal

only in Japan, but in all of the countries where Group companies

Enhancing Security Governance

We are formulating in-house rules, building environments,
and training personnel in charge of information security tooperate.

secure the handling of important information received from
customers, personal or otherwise.

Our rules on information security governance have been

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Contents

Introduction

Management

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

Corporate Governance | Risk Management | BCP / BCM | Strict Compliance | Information Security | Tax GovernanceJapan’s Individual Identification Number System

We found no instances of unauthorized information
removal or other personal information-related incidents in fiscal

New requirements for security control measures have been

2022. Strict efforts to maintain our record of zero-incidents

added to our in-house standards for tightly secured areas inacross the Group will continue.

government’s Personal Information Protection Commission.

other devices that record or communicate images, videos, audio,(as of March 31, 2023)

personal information, such as the handling of individual

Kansai (17 areas)

identification numbers under Japan’s Social Security and Tax

Chugoku &Shikoku (8 areas)of our client companies.

Lockers and secure storage compartments for personal
are not allowed to bring in cameras, cell phones, smartphones, orTightly Secured Areas in Japan
Hokkaido(12 areas*)

These security measures cover operations involving specific

Number System and the collection of those numbers on behalf

or more persons at the same time.
belongings are provided outside of the areas, as persons entering

accordance with the guidelines for the proper handling ofspecific personal information issued by the Japaneseauthentication measures and controls to inhibit the entry of two

Higashinihon(10 areas)

Kyushu (9 areas)

Kanto (104 areas)

Rooms dedicated to the handling of these personal

Chubu (6 areas)

identification numbers have been set up, and a special team

*Numbers of secured areas for the handlingof personal information

carries out accreditation audits on operations performed

or any other form of data.
Area control: Surveillance cameras eliminate blind spots in thetightly secured areas and monitor any unauthorized removal ortransport of data.
Device control: As a basic rule, we prohibit employees fromconnecting any external storage media to devices used within thetightly secured areas. We also deploy a two-factor authentication
login system requiring the submission of an ID, a password, andtherein.

Controlling the Tightly Secured Areas

Protecting Personal Information andConfidential Information
Activity results, performance data

Setting up Tightly Secured Areas

one or more additional factors for entry into a secured area.
Our monitoring center operates a log management system to

We constantly upgrade security levels for the handling ofcarry out operational log analysis. Whenever a potentiallypersonal information and confidential information throughfraudulent log isregular internal audits and day-to-day operational checks based

detected in theon the rules for managing the tightly secured areas within thestored data, theGroup. The key security management measures are described

center immediately

below.

notifies the relevant

Our operations involving the use of confidential materials aremanagement

conducted exclusively within workplaces that are tightly secured

Operational management inspection through internal audits:

personnel forby access controls and other security measures in a closed

Dedicated auditors regularly inspect the installation,verification.

network environment, in order to minimize the risk of fraudulent

management, and operation of tightly secured areas. The

acts and other forms of misconduct inside of the Group and thefindings of inspections are assessed and accredited to maintainrisk of unauthorized access from outside of the Group. Strictly

and further enhance operational management levels across thecontrolled operations include the handling of personalGroup.

SurveillancecameraAccess control

Controlling Security across the Supply Chain
Some of our operations that involve the handling of personal

information (e.g., individual identification numbers underinformation and confidential information are entrusted to Group

Japan’s Social Security and Tax Number System) and theAccess control: Each tightly secured area is protected byand partner companies. We also rely on the cloud services of

production and handling of security printing products withtechnical safeguards to prevent unauthorized persons fromexternal companies in the execution of some of our businessmonetary value.

entering. The safeguards consist mainly of personal

operations.

150

Sustainability Report 2023

Contents

Introduction

Management

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

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

We mitigate supply chain risks by checking the safety ofcloud services and deploying a system to certify business

Using a CASB Service to Mitigate Cloud-usage Risks

sessions for employees not only in the development
departments, but also the sales and sales-promotion

partners who take appropriate security measures. The control

The growing usage of cloud services is driving up the amount of

departments, to ensure website security from the planning andlevels required of business partners to satisfy the security

important information handled by cloud-based applications.

design stages.

standards under our certification system depend on the types ofSince fiscal 2020 we have been using a Cloud Access Security

information and operations entrusted to them.

Broker (CASB) service that visualizes and controls computer
usage in cloud environments. CASB enhances the safety ofManaging Information Assets in Internal Operations
Information assets handled in internal operations are classified

cloud-service usage by identifying risks associated with

Cyber threats have been escalating across borders. Their

individual cloud services and detecting and restricting cloud

unprecedented malice and technical cunning can result inusage subject to unduly high risk.

instant and severe damage in all directions. In many instances,the conventional methods used against cyber-attacks areby confidentiality. Our rules governing storage, removal,
disclosure, etc. ensure the safe handling of information assets inline with their classifications.

Countering Cyber-attacks
Activity results, performance data

Cyber-attacks pose especially significant security risks to theGroup. We have been implementing various measures tomitigate them.

Protecting PCs and Servers with the EDR Application
In fiscal 2019 we began installing Endpoint Detection andResponse (EDR), an application that detects suspicious software
behaviors in PCs and servers. The EDR application is now
installed in PCs used for administrative work, terminals used
onsite in production settings, and on the Apple computers andnetwork servers running across the Group. The combined use of
the application with data such as network logs further solidifies
our information security system to ensure prompt detection anddefensive action against sophisticated malware whenever athreat emerges.

Formulating Guidelines to Address Cyber Emergencies

Implementing Threat Intelligence and OSINT Activities

useless.

We continue to implement threat intelligence, third-party

basic approach, preparations, and action flows to address

evaluations, and Open Source Intelligence (OSINT) activities toserious information security incidents caused by cyber-attacks

uncover signs of cyber-attacks against the Group and detectand other destructive acts. We are constantly strengthening ourvulnerabilities visible to outside parties early on. We strive to

responsiveness to cyber emergencies on the assumption thatmitigate cyber-attack risks by addressing weaknesses detected

unforeseen incidents can always happen.

We have formulated a set of guidelines that summarize our

within the Group before attacks can occur.
We are enhancing cyber security throughout the supply
chain. Business partners entrusted with operations involving theCountering Email Attacks

handling of personal and confidential information have been

Cyber-threats continue to grow with the return of the malicious

subject to our vulnerability-detection measures since fiscal 2022.

botnet Emotet and the rising frequency of fraudulent emails andbusiness email compromise (BEC) crimes, where a cyber-

Upgrading Website Vulnerability Assessments

criminal sends an email that appears to come from a familiar

Weaknesses in our web applications have been assessed to

specific information. In fiscal 2022 we added another tool tocounter cyber-attacks targeting website vulnerabilities. An

combat these threats by introducing an advanced service that

automatic vulnerability detection system is now installed toscreens incoming emails with help from AI analysis andperiodically check the network and address vulnerabilities thatmachine learning algorithms. This service blocks a highbecome apparent from day to day. This monitoring system works

percentage of targeted email attempts to steal money, exploit

synergistically with various external vulnerability-detection

information, or compromise networks in other ways. We will

services to further solidify our web-based services and reinforce

continue shoring up our systems to resist email attacks

our ability to provide clients with more tightly secured services.

throughout the Group by providing this screening service to

In fiscal 2022 we began organizing vulnerability training

151

business acquaintance with the intent of stealing money ormore of our Group companies from fiscal 2023 onward.
Sustainability Report 2023

Contents

Introduction

Management

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

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

Enhancing the Capabilities of TOPPAN-CERTTOPPAN-CERT is a specialized cyber response team made upof specialists from across the Group. In December 2022 theteam participated in a series of collaborative cross-sector drillsorganized by the Nippon CSIRT Association (NCA) and the
National center of Incident readiness and Strategy for
Cybersecurity (NISC). CERT members took the lead in
responding to simulated cyber-attacks targeting the TOPPANISMS Certification (ISO/IEC 27001) for
Information Security Management Systems

ISMS Certification (ISO/IEC 27017) for Cloud
Security Management

Information & Communication Division (ToppanInc.); Business Platform Department (Digital
Innovation Division, Toppan Inc.); Technical
Department (Integration Business Center, DX
Design Division, Toppan Inc.); Toppan
Communication Products Co., Ltd.; Toppan
Graphic Communications Co., Ltd.; TGS Inc.; TB
Next Communications Co., Ltd.

Team 3 (Development Department I, ICT
Development Center, DX Design Division,
Toppan Inc.)
IC06J0151

PrivacyMark Accreditations (JIS Q 15001:2017)

Group. Response procedures during the drills were reviewed to

TOPPAN Group Kansai Business Center(TOPPAN Edge Inc.)JQA-IM0137

pinpoint weaknesses in our counter capabilities and clarify the

Toppan Infomedia Co., Ltd.

JUSE-IR-404

improvements that can best enhance the handling of a cyber-

Asaka Plant and Shiga Plant (Toppan Inc.);
Semiconductor photomask operations (Asaka
Plant and Shiga Plant, Toppan Electronics
Products Co., Ltd.); Design, development,
commissioned manufacture, and management of
products related to semiconductors (Toppan
Technical Design Center Co., Ltd.)IS 530416

ONE COMPATH Co., Ltd.

IS 533218

attack.

Sharing Information on Cyber Security Preparedness
We hold quarterly cyber-security information-sharing sessions
for personnel involved in information security management toheighten the understanding of cyber security preparedness
within and outside of the Group.

Acquiring Third-party
Certification
Activity results, performance data

Toppan Inc. and Group companies have acquired ISO/IEC
27001 certification for information security management
systems (ISMS), PrivacyMark accreditations under JapaneseIndustrial Standards (JIS) Q 15001:2017 for personal

Kyushu, Chugoku & Shikoku Team and ISMS
Promotion Committee (Information Security
Management, Nishinihon Division, Toppan Inc.)

I308

Kansai Production Department (Toppan Graphic
Communications Co., Ltd.)IC13J0361

Higashinihon Division (Toppan Inc.)

IS 606897

Takino Plant (Toppan Communication Products
Co., Ltd.); Takino Information & Communication
Production Engineering Team (Kansai
Technology, Kansai Subdivision, Toppan Inc.)
Secure BPO Team (Chubu Division, ToppanInc.); Chubu Production Department (Toppan
Graphic Communications Co., Ltd.); Nagoya
Plant (Toppan Communication Products Co.,Ltd.)
One undisclosed entity

information protection management systems (PMS), and otherthird-party certifications, as shown in the following tables (as ofJune 30, 2023).

152

SC22J0025

IC14J0376

IC17J0444

Toppan Inc.

10190891

Toppan Communication Products Co., Ltd.

24000216

Toppan Graphic Communications Co., Ltd.

10190298

Toppan Editorial Communications Co., Ltd.

24000308

Toppan Logistics Co., Ltd.

10450006

Toppan Travel Service Corp.

10450093

TOPPAN Edge Inc.

10190934

Toppan Forms Central Products Co., Ltd.

24000366

Toppan Forms Tokai Co., Ltd.

24000204

Toppan Forms Kansai Co., Ltd.

24000101

Toppan Forms Nishinihon Co., Ltd.

18860028

TOPPAN Edge IT Solutions Inc.

10820089

TOPPAN Edge Services Inc.

10450002

Toppan Forms (Hokkaido) Co., Ltd.

10190307TOSCO Corp.

11820447

J-SCube Inc.

10860018

Tosho Printing Co., Ltd.

24000032

Tokyo Shoseki Co., Ltd.

10190966

Livretech Co., Ltd.

10190035

Tokyo Logistics Co., Ltd.

10860071

EduFront Learning Research Co., Ltd.

10861827

Froebel-Kan Co., Ltd.

24000369

BookLive Co., Ltd.

28000007

T.M.G. Challenged Plus Toppan Co., Ltd.

24000419

ONE COMPATH Co., Ltd.

24000445

Toppan Cosmo, Inc.

24000449

UNIWORX Co., Ltd.

21004696

Kirihara Shoten K.K.

24000459

TB Next Communications Co., Ltd.

24000464

Sustainability Report 2023

Contents

Introduction

Management

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

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

Information Security Training
Training, education

Our extensive training and self-assessment initiatives are
grounded in the belief that solidified human assets reinforce ourinformation security management structure.

challenges for senior managers in order to fortify their control

asked to participate in the drills in parallel with employees fromcapabilities during cyber emergencies.

domestic subsidiaries and affiliated companies, expanding thecoverage to about 50,000 persons in total.

Implementing Groupwide Self-assessment

The training was demanding. Our cyber security team sentout a fraudulent email to employees without pre-warning. Some

We are asking all Group employees to check their daily security

employees clicked a URL link to a fraudulent website, failing topractices. Our Groupwide self-assessment initiative aims torecognize it was fake.

Training Employees throughout the Groupheighten awareness on information security management by

Annual training is organized to improve the security capabilities

Self-assessment results are delivered to each department toof all Group employees. In fiscal 2022 we established a program

enable the department managers to initiate improvement

We have founded Armoris Co., Ltd., a company specialized inentitled, “Surfing on the changing currents: Groupwide counter-measures at their workplaces.

providing client companies and public-sector entities with

attack on information security threats in cyber and physicalencouraging employees to reflect on their own behaviors.

Several questions were added to the fiscal 2022

Providing DOJO Training for Cyber Security Specialists

programs to nurture cyber security specialists, as well as services

worlds.” The training covers comprehensive topics, from cyber-questionnaire to remind employees accustomed to remote

geared to improving the security levels of their organizations.

attack preparedness and daily security practices to business-working of the appropriate procedures for the handling of media

Armoris operates a series of practical personnel-training

division-specific risks and compliance with Japan’s amended Act

and documents that contain confidential information. The

programs, including DOJO, DOJO Lite, DOJO Shot, and DOJO

on the Protection of Personal Information.

questions are continuously updated to reinforce individual

CORE.

security readiness in the latest working environments.

Organizing Security Training for Plant Engineers
We launched a program called the “technical-guard training

The training programs at the DOJO are tailored to individual
skills through methods suited to long-term, continual practices.

Developing a Security Training Platform

DOJO Lite and DOJO Shot, meanwhile, arrange case examples
and case studies examining the latest cyber security themes.

school” in fiscal 2021. This program aims to achieve

TOPPAN Security Awareness Training (TSAT) has been

DOJO CORE provides practical simulation drills on responding

manufacturing DX with solidly secured production sites.

formulated as a security-training platform since fiscal 2022. TSAT

to actual incidents. Armoris strives to enhance the security

Trainees learn the requirements of the safeguards deployed toallows employees to repeat the steps of drill, evaluation, andcapabilities of individuals and organizations throughout Japan,

protect manufacturing equipment during the processes fromtraining. Human asset solidification through this efficient

including the TOPPAN Group, through the DOJO programs.

installation planning to disposal. Twenty employees completed

platform reinforces cyber-attack resistance throughout the Group.

the program in fiscal 2022.

Holding Drills to Address Virus-infected Emails
Alerting Senior Management to Cyber Emergencies

We hold suspicious email reporting drills twice a year. To

Our senior management takes part in drills twice a year toprepare for the drills, users of Group email addresses (about

rehearse the actions to take in the event of a severe cyber-attack.

25,000 persons in total) are requested to add a shortcut link or

The drills are designed to better equip them with the leadership

icon that can be quickly clicked on their standing screens toskills essential to control cyber emergencies.

report suspicious messages they have received or already

After each drill we evaluate the results and identify

opened. In fiscal 2022 overseas subsidiary employees were

153

Overview of Armoris’s DOJO service (in Japanese)
Sustainability Report 2023

Contents

Introduction

Management

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

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

PolicyIn performing Group operations, we understand the importanceof acting appropriately with integrity and high ethical standards
in conformance with applicable laws, regulations, in-houserules, social norms, and other requirements.
Our tax approaches have been affirmed in the TOPPANGroup Tax Policy. We firmly meet a core social corporate
responsibility by fulfilling tax obligations under the tax regimesof the countries and regions where we operate.
We are striving for sustainable growth and enhanced
medium- to long-term corporate value by adopting a solidGroupwide tax-management framework that secures tax
compliance and controls tax-related risks.

TOPPAN Group Tax Policy
In accordance with the TOPPAN Group’s Corporate Philosophy,

Corporate Creed, and Conduct Guidelines, we, the TOPPAN Group,

position sustainable growth and medium-to-long-term enhancementof corporate value as vitally important challenges for management.

1. Purpose

Promotion framework

The head of the Finance & Accounting Division of TOPPAN
Holdings Inc. is responsible for operating a Groupwide tax
management framework. Tax departments in the Finance &Accounting Division supervise this framework based on our tax
policy and duly manage operations. They also work with theaccounting departments at Group companies to address taxrelated challenges and risks.
We are intensifying our Groupwide management frameworkby handling tax matters appropriately in accordance with advice
and guidance from external specialists whenever necessary.

framework covering the TOPPAN Group throughout the world.

3）Tax Risk

The TOPPAN Group has established the TOPPAN Group Tax Policy asa set of norms for making decisions on tax-related matters based on afundamental approach of building relationships of trust with stakeholders,
contributing to society, and enhancing corporate value by complying

with the tax-related laws and regulations of each country and region andfulfilling obligations to pay taxes in an appropriate manner.

2. Basic Policy

We give sufficient prior consideration to tax risk associated with businessactivities and aim to reduce tax risk based on advice and guidance fromexternal specialists whenever necessary.

We strive to resolve uncertain tax positions promptly by seeking

advice and guidance from external specialists or by consulting with the tax
authorities in advance as necessary in the event of any doubt regarding
the treatment or interpretation of tax matters.
4）Tax Governance1) Tax Compliance

We fulfill our corporate social responsibility by filing tax returns and paying

Management Framework

To achieve them, we have formulated the following TOPPANGroup Tax Policy and will establish and implement a tax management

taxes as appropriate when they are due in accordance with internationalrules and the tax-related laws and regulations of each country and region inwhich we conduct business.

We endeavor to maintain and enhance tax compliance by conducting

training and ensuring that officers and employees of TOPPAN Group

companies are kept fully informed of policies and other matters related totax.

We establish and implement a global tax governance system to ensurethat the companies of the TOPPAN Group comply with international rules
and the tax-related laws and regulations of each country and region andfile tax returns and pay taxes appropriately when required.
5）Transfer Pricing

We analyze the functions, assets, and risks of each of the parties fortransactions between related parties based on the arm’s length principle
and endeavor to ensure that profits are allocated appropriately inaccordance with level of contribution.

2) Tax Planning

In the consideration and operation of business activities, we implement
effective tax planning in accordance with relevant laws and legislative

principles. We endeavor to maximize consolidated cash flow and enhance
corporate value through such measures as eliminating double taxationand making effective use of tax incentives.

We pay taxes as appropriate in the countries and regions in which

we conduct business, take a basic approach of contributing to local

communities, and do not engage in tax avoidance practices, which seek toexcessively reduce tax payments.

1546）Relationship with Tax Authorities

We strive to build and maintain sound and proper relationships with tax

authorities in the countries and the regions in which we conduct businessand communicate with them in good faith by providing sincere andfactual explanations.

If any issues are raised or any instructions are given by tax

authorities, we clarify the cause of such issues, take appropriate action torectify them or make improvements, and strive to prevent their recurrence.

Sustainability Report 2023

Contents

Introduction

Management

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

TOPPAN Group Business Outline | Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

TOPPAN Group Business Outline
The TOPPAN Group is made up of domestic and overseas
Group companies engaged in manifold businesses across theNo. of Operational Sites by Region

world in the fields of Information & Communication, Living &Industry, and Electronics.

EuropeCorporate Profile (as of March 31, 2023)
Corporate nameToppan Inc.
President &Representative Director
Hideharu Maro

No. of employees
53,946

Consolidated subsidiaries

3

Equity method associates

Asia

Capital104,986 million yen

No. of equity method nonconsolidated subsidiaries
2

Net sales
1,638,833 million yen

No. of equity method associates
30

Business Composition(Breakdown by net sales, Year ended March 2023)

1

Consolidated subsidiaries
Equity method associates

78
10

Consolidated subsidiaries
85
Equity method non-consolidated
subsidiaries
2
Equity method associates
16

Middle East & Africa
Consolidated subsidiaries

8

Business by Segment
Information & Communication

Living & Industry

Electronics(871.5billion yen)

Providing solutions to enhance the value

Providing a wide range of products andProviding products related to displays andof information and deliver it effectively toservices globally to create living

semiconductors developed based on corecustomers who require smoothenvironments that offer comfort andmicrofabrication technologies.

communication.

peace of mind.

53.2%

15.5%

Total net sales

1,638.8billion yen(512.6 billion yen)

20

Information & Communication
Electronics

31.3%

28

Japan

No. of consolidated subsidiaries
219

Living & Industry

Equity method associates

Head office
1-3-3, Suido, Bunkyo-ku,
Tokyo 112-8531, Japan
Phone: +81-3-3835-5111

Established
January 17, 1900

(254.6 billion yen)

Consolidated subsidiaries

North & South America■ Security■ Marketing■ Content■ Packaging■ Functional Products & Energy■ Décor Materials■ Displays■ Semiconductors*Net sales are sales to external customers.

155

Sustainability Report 2023

Contents

Introduction

Management

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

TOPPAN Group Business Outline | Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

Recognition (as of October 2023)
Inclusion in ESG Investing Indexes
Sompo Sustainability Index

CDP Supplier Engagement Leader
CDP Climate Change “A–” (A minus)

Established by Sompo Asset Management Co., Ltd. of Japan as

Toppan Inc. was named a Supplier Engagement Leader for the second consecutive

an investment index composed of around 300 companies withyear in 2022. The “Leader” designation is one of the highest Supplier Engagement

records of outstanding performance in ESG metrics. The

Ratings (SERs) assessed by CDP. Toppan Inc. also has an “A–” rating in the climate

companies listed on the index make up the long-term investmentchange category.

portfolio managed by Sompo Sustainable Asset Management. As
of fiscal 2022, Toppan Inc. has been listed on the Sompo
Sustainability Index for 12 years running.

MSCI Japan Empowering Women Index (WIN)An ESG investment index provided by MSCI Inc. of the

S&P/JPX Carbon Efficient Index

U.S. The index is composed of companies recognized fortheir excellence in gender diversity in the workplace

The S&P Dow Jones and Tokyo Stock Exchange (TSE) jointly

http://info.msci.com/l/36252/2017-06-27/kj5n9b

based on various gender-equality metrics, including therecognize Japanese companies with a sound record of disclosing

percentages of women among new hires andenvironmental information and achieving a high level of carbon

management. Toppan Inc. was listed on the index inefficiency (low carbon emissions per unit of sales).

2023, as it was in the previous year.

Morningstar Japan ex-REIT Gender Diversity Tilt Index
FTSE4Good Index Series

An index from Morningstar, Inc. of the U.S., composed of

FTSE Blossom Japan Index

companies highly evaluated for their corporate commitment to

FTSE Blossom Japan Sector Relative Index

gender diversity in the workplace. The index divides companies

The FTSE4Good Index Series is a group of ESG

in the Japanese market into five groups based on their genderinvestment indexes developed by FTSE Russell of theequality scores. Toppan Inc. has the highest ranking, Group 1.

U.K. Toppan Inc. has been listed on the FTSE4Good
Index Series, FTSE Blossom Japan Index, and FTSE
Blossom Japan Sector Relative Index for several
consecutive years.

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Contents

Introduction

Management

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

TOPPAN Group Business Outline | Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

Recognition for ESG
EcoVadisEruboshi Marks

A France-based ratings platform that evaluates corporate efforts for sustainability in the supply

Eruboshi (“L Star” in Japanese; L stands for “lady, labor, and laudable”) is achain based on four themes: the environment, labor and human rights, ethics, and sustainable

certification system aligned with the Japanese Act on the Promotion of

procurement. Toppan Inc. has been awarded the Silver medal, a recognition granted to companies

Female Participation and Career Advancement in the Workplace. Eruboshi

rated in the top quartile of entities assessed, for consecutive years.

marks are issued to companies that meet the specific criteria for excellencein female success in the workplace and other gender equality metrics.
Toppan Inc. acquired the 2nd grade mark (shown on the right) on March 1,

DX Stock 2023

2021.

Japan’s Ministry of Economy, Trade and Industry (METI) and the Tokyo
Stock Exchange (TSE) jointly introduced the Digital Transformation Stocks(DX Stocks) in 2015. Companies are selected for the DX Stock designation

PRIDE Index 2022

by exhibiting outstanding strategic uses of digital technologies that

The PRIDE Index was developed in 2016 by “work with Pride (wwP),” a

contribute to management reforms and efficiency and profitability

Japan-based organization of volunteers who promote LGBTQ-friendly

enhancements. Toppan Inc. was included in this selection for the third

workplaces where everyone can work with pride. wwP evaluates corporate

consecutive year in fiscal 2023.

efforts to create LGBTQ-inclusive workplaces with the PRIDE Index. Toppan
Inc. became a “Gold” winner in fiscal 2022, achieving the highest designation
for the second consecutive year.

2023 Health & Productivity Management Organization “White 500”
METI has established a Certified Health & Productivity Management
Organization Recognition Program in Japan to recognize enterprises ofvarious sizes that exhibit outstanding performance in employee healthcare
initiatives from a management perspective. Under this program, companies
are assessed for their engagement in initiatives to address healthcare-related
issues in communities and to practice the health-promotion measures
recommended by the Nippon Kenko Kaigi (Japan Health Conference).
Toppan Inc. was named a health and productivity management organization
for the seventh consecutive year in fiscal 2023.

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Contents

Introduction

Management

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

TOPPAN Group Business Outline | Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

List of Indicators Assured by an Independent Assurance Provider
The following sustainability performance indicators in thisPerformance Indicators Assured by an Independent Assurance Provider and Scope of the Performance Data

report (Sustainability Report 2023 PDF) are assured by KPMG

❶ Toppan Inc.

AZSA Sustainability Co., Ltd., an independent assurance❹ 37 overseas subsidiaries of Toppan Inc.

❷ 13 domestic subsidiaries with production facilities, under
the control of Toppan Inc. or its business divisions❺ 5 overseas Group subsidiaries

provider.

❸ 21 domestic Group companies

Every indicator assured by an independent assurance provider on the preceding pages is marked with an assurance stamp
Page

Category

P. 25
P. 41, P. 43

P. 46

Social

P. 42

P. 48

Companywide Materiality: Targets
and Results

Elimination of Gender Disparities

Human Assets

Information on employees

Diversity & Inclusion

Support Systems for Employees withChildrenEmpowering Women

77 companies and subsidiaries in total.
Assurance

Entities

Percentage of eligible male employees taking childcare leave

Performance Data

○

1

Scope
1

10-year retention rate by gender

○

1

1

No. of employees

○

86

*1

Total no. of regular recruits (percentage of women); mid-career recruitment of experienced personnel bygender○1

1

Percentage of Eligible Employees Taking Childcare Leave

○

1

1

Rank-based percentages of female personnel

○

1

1

No. of Female Managerial and Supervisory Staff

○

1

1

P. 58

Human Rights

Labor Rights

Gender pay gap

○

1

1

P. 62

Employee Health & Safety /Work-Life Balance

Data on Occupational Accidents

Deaths from occupational accidents; Frequency rate; Severity rate

○

61

*2

Scope 1 & 2 greenhouse gas (GHG) emissions; Scope 3 GHG emissions

○

219

*3

Renewable-derived Energy: Amount and Ratio

－

77

1-5

Final Landfill Waste Disposal

○

77

1-5

Waste Plastic Material Recycling Rate

－

77

1-5

Environmental Impact and Environmental Efficiency

－

77

1-5

Types of Environmental Impact by Business Field

－

77

1-5

Results of Environmental Education

－

14

1, 2

ISO 14001 environmental management system certification

－

77

1-5

Greenhouse Gas Emissions

Scope 1 & 2 greenhouse gas (GHG) emissions; Scope 3 GHG emissions

○

219

*3

Scope 1, 2, 3 Greenhouse Gas
Emissions

Scope 1, 2, 3 Greenhouse Gas Emissions

○

219

*3

P. 99
Environmental Policy

Quantifying Environmental Impact
based on LIME

P. 104
P. 106

Environment

P. 100P. 103

TOPPAN Group Medium-and-LongTerm Environmental Targets for Fiscal
2030

Environmental Management

Environmental Management Systems

Contributing to Decarbonization
P. 108

Greenhouse gas emissions

Percentages of Greenhouse Gas Emissions by Type (in tons of CO2 equivalent)

○

219

*3

Percentages of Greenhouse Gas Emissions by Source (in tons of CO2 equivalent)

○

219

*3

Values and results of environmental targets for fiscal 2022

○

77

1-5

Values and evaluation of environmental targets for fiscal 2022

－

77

1-5

158

Sustainability Report 2023

Contents

Introduction

Management

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

TOPPAN Group Business Outline | Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

Page

Category

Contributing to Decarbonization

P. 109

P. 116

Biodiversity

P. 118Energy Consumption

Forest Management Certification

P. 119P. 120P. 121

P. 123

Environment

Building of a Recycling-oriented
Society

Control of Chemical SubstancesP. 124
P. 125

Pollution Control

P. 126

Environmental Performance Data

P. 127

Environmental Accounting

PP. 128-129

P. 130

Environmental Data

Assurance

Entities

Scope

Energy consumption

Performance Data

○

77

1-5

Consumption of electricity, natural gas, and kerosene

－

77

1-5

Renewable-derived Energy: Amount and Ratio

－

77

1-5

Fuel Efficiency of Outsourced Cargo Vehicles－

1

ToppanLogistics Co.,Ltd.

ECO-GREEN purchasing

－

14

1, 2

FSC® and PEFC Certification

－

77

1–5

Discharge and Treatment of Hazardous and Non-hazardous Waste

－

77

1–5

Results and evaluation of plastic waste discharge based on the Japanese legislation on plastic circulation*5－

17

1, 2 + 4

Fiscal 2022 environmental target and result for final landfill waste disposal

○

77

1–5

Fiscal 2022 environmental target and result for the waste plastic material recycling rate

－

77

1–5

Achievement rates and evaluation for the fiscal 2022 environmental targets and results

－

77

1–5

Material Input

○

77

1–5

Final Landfill Waste Disposal; Waste Recycling

○

77

1–5

Waste Plastic Material Recycling Rate

－

77

1–5

Water Withdrawal; Effluent Discharge

○

75

1–5

VOC Emissions into the Atmosphere

○

35

1–3

Chemical Substances Designated under the PRTR Law of Japan

－

35

1–3

Approach to Environmental Compliance

－

19

1–3

No. of Internal Environmental Audits and Issues in Need of Improvement

－

15

1–3

Remedying Soil and Groundwater Pollution

－

19

1–3

Major Types of Environmental Burden (Groupwide: covering Group companies around the world)○77

1 – 5*4

Capital Investment for Environmental Conservation

－

75

1–5

Environmental Conservation Benefit

－

77

1–5

－

14

1, 2

JFPI Green Procurement Standards for Paper and Level of Fulfillment－

10
suppliers－

JFPI Green Procurement Standards for Ink and Level of Fulfillment－3
suppliers－

In-house Green Purchasing Standards and Levels of Fulfillment

－

14

1, 2

Environmentally Friendly Products

Green Procurement and Green
Purchasing*1 85 domestic subsidiaries under the control either of Toppan Inc. or its business divisions*2 30 domestic subsidiaries under the control of either Toppan Inc. or its business divisions, and 30 domestic related companies within the Group*3 All Group entities consolidated for accounting purposes*4 CO2 emissions are calculated for 219 companies.
Water withdrawal and effluent discharge into water and soil environments (excluding the release of chemical substances designated under the PRTR law) are calculated for 75 companies.
PRTR data and VOC emissions into the atmosphere are calculated for 35 companies.
*5 Results and evaluation of the discharge of plastic industrial waste (including plastics used in products) and the plastic circulation measures based on the Plastic Resource Circulation Act of Japan

159

Sustainability Report 2023

Contents

Introduction

Management

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

TOPPAN Group Business Outline | Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

Independent Assurance Report●Performing analytical procedures on the Indicators.
●Examining, on a test basis, evidence supporting the generation, aggregation and reporting

Independent Assurance Reportof the Indicators in conformity with the Company’s reporting criteria, and recalculating the
Indicators.

To the Representative Director President & CEO of TOPPAN Holdings Inc.

●Visiting the Fukaya Plant of Toppan Packaging Products Co., Ltd. selected on the basis of arisk analysis.

We were engaged by TOPPAN Holdings Inc. (the “Company”) to undertake a limited●Evaluating the overall presentation of the Indicators.

assurance engagement of the environmental and social performance indicators marked with(the “Indicators”) for the period from April 1, 2022 to March 31, 2023, except for theConclusion

number of female managerial and supervisory staff and the total number of regular recruits

Based on the procedures performed, as described above, nothing has come to our(percentage of women), which are as of April 1, 2023, included in its Sustainability Reportattention that causes us to believe that the Indicators in the Report are not prepared, in

2023 (the “Report”) for the fiscal year ended March 31, 2023.

all material respects, in accordance with the Company’s reporting criteria as described in
the Report.

The Company’s Responsibility
The Company is responsible for the preparation of the Indicators in accordance with its own

Our Independence and Quality Management

reporting criteria (the “Company’s reporting criteria”), as described in the Report.

We have complied with the Code of Ethics for Professional Accountants issued by the

Our Responsibility

International Ethics Standards Board for Accountants, which includes independence andother requirements founded on fundamental principles of integrity, objectivity, professional

Our responsibility is to express a limited assurance conclusion on the Indicators based on thecompetence and due care, confidentiality and professional behavior. In accordance withprocedures we have performed. We conducted our engagement in accordance with theInternational Standard on Quality Management 1, we design, implement and operate a system‘International Standard on Assurance Engagements (ISAE) 3000, Assurance Engagementsof quality management including policies or procedures regarding compliance with ethicalother than Audits or Reviews of Historical Financial Information’ and the ‘ISAE 3410,

requirements, professional standards and applicable legal and regulatory requirements.

Assurance Engagements on Greenhouse Gas Statements’ issued by the International Auditing
and Assurance Standards Board. The limited assurance engagement consisted of making/s/ Kazuhiko Saito

inquiries, primarily of persons responsible for the preparation of information presented in the

Kazuhiko Saito, Partner, Representative Director

Report, and applying analytical and other procedures, and the procedures performed vary in

KPMG AZSA Sustainability Co., Ltd.

nature from, and are less in extent than for, a reasonable assurance engagement. The level ofTokyo, Japanassurance provided is thus not as high as that provided by a reasonable assurance

December 15, 2023

engagement. Our assurance procedures included:●Interviewing the Company’s responsible personnel to obtain an understanding of its policy

Notes to the Reader of Independent Assurance Report:
This is a copy of the Independent Assurance Report and the original copies are kept separately by the Company and
KPMG AZSA Sustainability Co., Ltd.

for preparing the Report and reviewing the Company’s reporting criteria.
●Inquiring about the design of the systems and methods used to collect and process the
Indicators.

160

Sustainability Report 2023

Contents

Introduction

Management

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

TOPPAN Group Business Outline | Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

Global Reporting Initiative Content Index
The Sustainability Report 2023 has been prepared by referring

GRI 2: General Disclosures 2021

to the Global Reporting Initiative (GRI) Standards.

2-13

Delegation of responsibility for
managing impacts

PP. 16-18: Promotion Structure for
Sustainability Initiatives

GRI 2: General Disclosures 2021

2-14

Role of the highest governancebody in sustainability reporting

—
—

2-1

Organizational details

P. 155: TOPPAN Group Business Outline

2-15

Conflicts of interest

2-2

Entities included in theorganization’s sustainability
reportingP. 03: Editorial Policy

2-16Communication of criticalconcerns

2-3

Reporting period, frequency andcontact point

P. 03: Editorial Policy
P. 23: Business Materiality: Targets andResults

2-4

Restatements of information

P. 99: TOPPAN Group Medium-andLong-Term Environmental Targets for
Fiscal 2030 (Fiscal 2022 Results)

P. 121: Associated Data
2-5

2-6

2-7

External assurance

Activities, value chain and otherbusiness relationships

Employees

PP. 158-159: List of Indicators Assured by
an Independent Assurance Provider
P. 160: Independent Assurance Report

P. 155: TOPPAN Group Business Outline

P. 135: Internal Audits

Workers who are not employees

2-9

Governance structure andcomposition

2-10

Nomination and selection of thehighest governance body

P. 135: Composition, Authority, and Roleof the Advisory Committee

2-11

Chair of the highest governance
body

—

2-12

Role of the highest governancebody in overseeing themanagement of impacts

P. 147: Internal Reporting System
PP. 124-125: Fiscal 2022 Results

2-17

PP. 16-18: Promotion Structure for
Sustainability Initiatives

2-28

Membership associations

2-18

Evaluation of the performanceof the highest governance body

P. 137: Evaluating the Effectiveness of theBoard of Directors

P. 105: Reducing Greenhouse Gas
Emissions2-29

PP. 81-84: Engagement

2-19

Remuneration policies—

Approach to stakeholder
engagement

2-30

Collective bargaining
agreements

2-20

Process to determine
remuneration

2-21

Annual total compensation
ratio

2-22

Statement on sustainable
development strategy

P. 135: Composition, Authority, and Roleof the Advisory Committee—
PP. 12-13: To Our Stakeholders

P. 28: Message from an External Director
P. 06: The TOPPAN Group’s Purpose &Values

2-23

Policy commitments

P. 54: Basic ApproachP. 66: Basic ApproachP. 60: Labor-Management Partnership at
Toppan Inc.

GRI 3: Material Topics 2021
3-1

Process to determine material
topics

P. 20: Material Issues to Address

3-2

List of material topics

P. 21: Materiality at the TOPPAN Group
P. 22: Initiatives and Accomplishments
Related to Materiality

3-3Management of material topics

2-24

P. 57: Human Rights Training andHarassment Prevention

Embedding policy
commitments

PP. 145-146: Compliance Training

PP. 55-57: Promotion Framework; Human
Rights Due Diligence
2-25

GRI 201: Economic Performance 2016
Management approach
disclosures

PP. 67-68: Promotion Framework

PP. 69-71: Sustainable Procurement
Initiatives

Processes to remediate negative
impacts

PP. 69-71: Sustainable Procurement
Initiatives

PP. 124-125: Approach to Environmental
ComplianceP. 23: Business Materiality: Targets andResults
PP. 24-26: Companywide Materiality:
Targets and Results

PP. 07-09: Direction for the TOPPAN
Group

PP. 55-56: Promotion Framework; Human
Rights Due Diligence

P. 146: Compliance in Fiscal 2022

P. 57: Human Rights Training andHarassment Prevention

P. 137: Remuneration Paid to Directors
and Audit & Supervisory Board Members
at Toppan Inc.

P. 136: Directors and Audit & Supervisory
Board Members at Toppan Inc.

PP. 134-135: Promotion Framework at
Toppan Inc.

P. 124: Handling Inquiries andComplaints

Collective knowledge of thehighest governance bodyPP. 133-136: Corporate GovernancePP. 16-18: Promotion Structure for
Sustainability Initiatives

P. 69: Advocating the Basic Procurement
Policy (Fair transactions by procurement
departments)

Compliance with laws andregulations

PP. 43-44: Information on Employees at
the TOPPAN Group

2-8

Mechanisms for seeking advice
and raising concerns

2-27

PP. 41-42: Information on Employees at
Toppan Inc.

P. 41: Information on Employees at
Toppan Inc.

2-26

P. 17: Risk Management

P. 67: Selecting Key Business Partners
P. 69: Selecting Key Business Partners

P. 57: Grievance Mechanism

PP. 138-140: Promotion Framework

P. 106: Greenhouse Gas Emissions

PP. 114-115: c) The Organization’s Targets
for Management of Climate-related Risks
and Opportunities and Progress against
Targets

GRI 2: General Disclosures 2021

—

201-1

Direct economic value
generated and distributed

201-2

Financial implications andother risks and opportunities
due to climate change

201-3

Defined benefit plan obligations—
and other retirement plans

201-4

Financial assistance received
from government

P. 155: TOPPAN Group Business Outline
PP. 110-115: Climate Change Disclosure
According to TCFD Recommendations
P. 127: Environmental Accounting—

P. 147: Internal Reporting System

161

Sustainability Report 2023

Contents

Introduction

Management

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

TOPPAN Group Business Outline | Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

GRI 202: Market Presence 2016
Management approach
disclosures

202-1
202-2

Ratios of standard entry level
wage by gender compared to
local minimum wage
Proportion of senior
management hired from thelocal community

GRI 301: Materials 2016—

PP. 95-100: Environmental Policy—

PP. 110-115: Climate Change Disclosure
According to TCFD Recommendations

203-1

Infrastructure investments andservices supported

203-2

Significant indirect economic
impacts

Management approach
disclosures—
P. 23: Business Materiality: Targets andResults
P. 73: New Business Creation Themes

P. 91: System Development Base underCommunity Partnership

204-1

Proportion of spending on local
suppliers

301-1

Materials used by weight orvolumeP. 121: Material Input

301-2

Recycled input materials used

−

301-3

Reclaimed products and theirpackaging materials−

GRI 302: Energy 2016

—

205-1
205-2
205-3

Communication and training
about anti-corruption policies
and procedures
Confirmed incidents ofcorruption and actions taken

P. 146: Anti-Corruption Initiatives
P. 145: Compliance Training

P. 146: Anti-Corruption Initiatives
—

206-1

Legal actions for anticompetitive behavior, anti-trust,and monopoly practices

P. 146: Anti-Corruption Initiatives

P. 154: Tax Governance207-1

Approach to tax

P. 154: Tax Governance

207-2

Tax governance, control, andrisk management

P. 154: Tax Governance

207-3

Stakeholder engagement andmanagement of concerns
related to tax

—

207-4

Country-by-country reporting—PP. 116-118: Biodiversity
304-1

304-4

P. 99: Renewable-derived Energy: Amountand Ratio

IUCN Red List species andnational conservation list species
N/A
with habitats in areas affectedby operations

GRI 305: Emissions 2016

PP. 95-100: Environmental Policy

P. 109: Energy Consumption

PP. 106-107: Scope 1, 2, 3 Greenhouse
Gas Emissions

302-4

Reduction of energy
consumption

P. 109: Energy Consumption

PP. 101-104: Environmental Management

Management approach
disclosures

PP. 105-109: Contributing to
Decarbonization

PP. 110-115: Climate Change Disclosure
According to TCFD Recommendations
PP. 124-125: Pollution Control

P. 24: Companywide Materiality: Targets
and Results

PP. 128-129: Environmentally Friendly
Products

GRI 303: Water and Effluents 2018
P. 24: Companywide Materiality: Targets andResults

P. 99: Scope 1 & 2 Greenhouse Gas
Emissions305-1

PP. 95-100: Environmental Policy

P. 106: Greenhouse Gas Emissions; Scope
Direct (Scope 1) GHG emissions 1, 2, 3 Greenhouse Gas Emissions
P. 108: Values, Results, and Evaluation ofEnvironmental Targets for Fiscal 2022
P. 115: Scope 1 & 2 Greenhouse Gas
EmissionsPP. 101-104: Environmental Management

P. 126: Environmental Performance Data

PP. 110-115: Climate Change Disclosure
According to TCFD Recommendations

P. 24: Companywide Materiality: Targets
and Results

PP. 119-120: Building of a Recyclingoriented Society

P. 99: Scope 1 & 2 Greenhouse Gas
EmissionsPP. 124-125: Pollution Control

PP. 119-120: Building of a Recyclingoriented Society

303-1

Interactions with water as ashared resource

303-2

Management of water dischargePP. 124-125: Pollution Control
related impacts

303-3

Water withdrawal

PP. 124-125: Pollution Control

P. 121: Water Withdrawal

P. 126: Environmental Performance Data

162

PP. 116-118: Biodiversity

P. 24: Companywide Materiality: Targets
and Results

PP. 106-107: Scope 1, 2, 3 Greenhouse Gas
Emissions

Energy intensity

Reductions in energy
requirements of products andservices

Operational sites owned, leased,managed in, or adjacent to,protected areas and areas ofP. 117: Consideration of Land-use
high biodiversity value outside
protected areas

PP. 110-115: Climate Change Disclosure
According to TCFD Recommendations

302-3

Management approach
disclosures

PP. 101-104: Environmental Management

P. 117: Consideration of Land-use

PP. 106-107: Scope 1, 2, 3 Greenhouse
Gas Emissions

GRI 207: Tax 2019

PP. 95-100: Environmental Policy

Habitats protected or restored

Energy consumption outside of
the organization

302-5

P. 69: Conserving Biodiversity

Management approach
disclosures

304-3

302-2

—

Management approach
disclosures

P. 24: Companywide Materiality: Targets
and Results

P. 126: Environmental Performance Data

PP. 144-146: Strict Compliance

GRI 206: Anti-competitive Behavior 2016
Management approach
disclosures

Energy consumption within theorganization

P. 138: Risk Management

P. 146: Anti-Corruption Initiatives
Operations assessed for risks
related to corruption

GRI 304: Biodiversity 2016

P. 69: Conserving Biodiversity

PP. 105-109: Contributing to
Decarbonization

GRI 205: Anti-corruption 2016

Management approach
disclosures−

Significant impacts of activities,
products, and services on
biodiversity

PP. 101-104: Environmental Management

Management approach
disclosures

302-1

P. 126: Environmental Performance Data

304-2

PP. 95-100: Environmental Policy

PP. 66-71: Supply Chain Management

PP. 66-67: Supply Chain Management

Water consumption

P. 121: Effluent Discharge

P. 126: Environmental Performance Data—

PP. 54-55: Human Rights

303-5

P. 130: Green Procurement and Green
Purchasing

GRI 204: Procurement Practices 2016
Management approach
disclosures

Water discharge

PP. 116-118: Biodiversity—

GRI 203: Indirect Economic Impacts 2016
Management approach
disclosures

PP. 101-104: Environmental Management

303-4

305-2

Energy indirect (Scope 2) GHG
emissionsP. 106: Greenhouse Gas Emissions; Scope
1, 2, 3 Greenhouse Gas Emissions
P. 108: Values, Results, and Evaluation ofEnvironmental Targets for Fiscal 2022
P. 115: Scope 1 & 2 Greenhouse Gas
EmissionsP. 126: Environmental Performance Data

Sustainability Report 2023

Contents

Introduction

Management

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

TOPPAN Group Business Outline | Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

P. 24: Companywide Materiality: Targets
and Results

P. 24: Companywide Materiality: Targets
and Results

P. 99: Scope 3 Greenhouse Gas Emissions
305-3

Other indirect (Scope 3) GHG
emissionsP. 106: Greenhouse Gas Emissions; Scope
1, 2, 3 Greenhouse Gas Emissions
P. 108: Values, Results, and Evaluation ofEnvironmental Targets for Fiscal 2022
P. 115: Scope 3 Greenhouse Gas
Emissions305-4

GHG emissions intensity

306-5

Waste directed to disposal

P. 105: Activities

305-5

Reduction of GHG emissions

PP. 114-115: c) The Organization’s Targets
for Management of Climate-related Risks
and Opportunities and Progress against
Targets
305-6
305-7

Emissions of ozone-depleting
substances (ODS)

P. 108: Percentages of Greenhouse Gas
Emissions by Type

Nitrogen oxides (NOx), sulfur
oxides (SOx), and othersignificant air emissions

P. 108: Percentages of Greenhouse Gas
Emissions by TypeP. 24: Companywide Materiality: Targets
and Results
Management approach
disclosures

PP. 119-121: Building of a Recyclingoriented Society
306-1

Waste generation and significant
waste-related impacts

PP. 119-121: Building of a Recyclingoriented Society
PP. 95-96: Environmental Targets

306-2

306-3

Management of significant waste- PP. 101-104: Environmental Management
related impacts
P. 119: Building of a Recycling-oriented
Society
Waste generated

P. 119: Discharge and Treatment ofHazardous and Non-hazardous Waste

Waste diverted from disposal

308-1
308-2

New suppliers that werescreened using environmental
criteria
Negative environmental
impacts in the supply chain
and actions taken

P. 63: Measures for Mental Healthcare

Management approach
disclosures

403-2
403-3

Occupational health services

PP. 124-125: Pollution Control

403-4

Worker participation,
PP. 60-62: Occupational Safety andconsultation, andHealthcommunication on occupational
P. 63: Measures for Mental Healthcare
health and safety

403-5

Worker training on occupational
health and safety

P. 146: Compliance in Fiscal 2022

PP. 66-71: Supply Chain Management

PP. 69-71: Main Activities and Results

401-2

P. 44: Information on Employees at the
TOPPAN Group

P. 25: Companywide Materiality: Targets
and Results
P. 46: Support Systems for Employeeswith Children

P. 65: Main Leave Systems and Family
Benefits

GRI 402: Labor/Management Relations 2016
P. 57: Labor Rights
Management approach
disclosures

P. 119: Discharge and Treatment ofHazardous and Non-hazardous Waste

PP. 61-62: Occupational Safety and
HealthP. 63: Measures for Mental Healthcare

403-6

Promotion of worker health403-7

Prevention and mitigation ofoccupational health and safety
impacts directly linked bybusiness relationships

PP. 54-59: Human Rights
P. 42: Information on Employees at
Toppan Inc.

Benefits provided to full-time
employees that are not provided
P. 56: Follow-up Assessments
to temporary or part-time
employees

P. 99: Waste Plastic Material Recycling
Rate

PP. 57-58: Securing Occupational Safety
and HealthP. 26: Companywide Materiality: Targets
and Results
PP. 60-61: Health Management

P. 63: Measures for Mental Healthcare

New employee hires andemployee turnover

Parental leave

P. 62: Data on Occupational Accidents

PP. 69-71: Main Activities and Results

401-1

401-3

P. 60: Promotion Framework

PP. 110-112: Climate Change Disclosure
According to TCFD Recommendations

PP. 101-104: Environmental
Management

GRI 401: Employment 2016

P. 126: Environmental Performance Data
P. 24: Companywide Materiality: Targets
and Results

306-4

Management approach
disclosures

PP. 95-100: Environmental Policy

PP. 101-104: Environmental Management

P. 56: Results of Human Rights Due
Diligence

GRI 308: Supplier Environmental Assessment 2016

P. 126: Environmental Performance Data

GRI 306: Waste 2020

Non-compliance withenvironmental laws andregulations

PP. 57-58: Securing Occupational Safety
and HealthOccupational health and safety
management system
Hazard identification, risk
assessment, and incident
investigation

PP. 144-147: Strict Compliance
307-1

PP. 60-63: Employee Health & Safety /Work-Life Balance

403-1

PP. 95-100: Environmental Policy
Management approach
disclosures

PP. 54-59: Human Rights

Management approach
disclosures

P. 119: Discharge and Treatment ofHazardous and Non-hazardous Waste

P. 126: Environmental Performance Data

P. 99: Scope 3 Greenhouse Gas Emissions

P. 108: Values, Results, and Evaluation ofEnvironmental Targets for Fiscal 2022

P. 99: Final Landfill Waste Disposal

GRI 307: Environmental Compliance 2016

PP. 106-107: Scope 1, 2, 3 Greenhouse
Gas Emissions

P. 106: Greenhouse Gas Emissions; Scope
1, 2, 3 Greenhouse Gas Emissions

GRI 403: Occupational Health and Safety 2018

P. 60: Labor-Management Partnership at
Toppan Inc.

PP. 66-71: Supply Chain Management

403-8

Workers covered by an
occupational health and safety
management system

PP. 57-58: Securing Occupational Safety
and Health403-9

Work-related injuries

P. 62: Data on Occupational Accidents

403-10Work-related ill healthP. 26: Companywide Materiality: Targets
and Results
P. 63: Measures for Mental Healthcare

GRI 404: Training and Education 2016
Management approach
disclosures

PP. 30-40: Human Assets

404-1

Average hours of training peryear per employee

P. 40: Human Asset Development
Initiatives

404-2

Programs for upgrading
employee skills and transition
assistance programs

PP. 30-40: Human Assets

404-3

Percentage of employees
receiving regular performanceand career development
reviews—

P. 64: Work Styles at Toppan Inc.

P. 82: Labor-Management Approach to“Respect for Human Beings”

P. 126: Environmental Performance Data
402-1

Minimum notice periods
regarding operational changes—

163

Sustainability Report 2023

Contents

Introduction

Management

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

TOPPAN Group Business Outline | Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

GRI 405: Diversity and Equal Opportunity 2016
Management approach
disclosures

405-1

405-2

Diversity of governance bodies
and employees

PP. 45-49: Diversity & Inclusion
PP. 57-59: Labor Rights

P. 41: Information on Employees at
Toppan Inc.

P. 43: Information on Employees at the
TOPPAN Group

P. 136: Directors and Audit & Supervisory
Board Members at Toppan Inc.

Ratio of basic salary andPP. 58-59: Paying Appropriate Wages
remuneration of women to men

GRI 406: Non-discrimination 2016
Management approach
disclosures
406-1

GRI 407: Freedom of Association and Collective Bargaining 2016

407-1

Operations and suppliers inwhich the right to freedom of
association and collective
bargaining may be at risk

PP. 54-59: Human Rights—

GRI 408: Child Labor 2016408-1

Management approach
disclosures
Operations and suppliers at
significant risk for incidents ofchild labor

Management approach
disclosures
412-1

PP. 54-59: Human Rights
—

409-1

Operations and suppliers at
significant risk for incidents offorced or compulsory labor

PP. 54-59: Human Rights
—

412-3

Significant investment
agreements and contracts that
include human rights clauses orthat underwent human rights
screening

410-1

Security personnel trained inhuman rights policies orprocedures——

GRI 411: Rights of Indigenous Peoples 2016
Management approach
disclosures
411-1

Management approach
disclosures

P. 57: Human Rights Training andHarassment Prevention
PP. 67-71: Supply Chain Management

418-1

PP. 148-153: Information Security

Substantiated complaints
concerning breaches of customer
N/A
privacy and losses of customer
data

GRI 419: Socioeconomic Compliance 2016
Management approach
disclosures
419-1

PP. 144-147: Strict ComplianceNon-compliance with laws andregulations in the social andeconomic area

P. 146: Compliance in Fiscal 2022

GRI 413: Local Communities 2016
Management approach
disclosures

413-1

413-2

PP. 85-86: Social Contribution Activities

Operations with local
community engagement, impact
assessments, and development
programs
Operations with significant
actual and potential negative
impacts on local communities

PP. 86-93: Social Contribution Activities—

GRI 414: Supplier Social Assessment 2016
Management approach
disclosures

PP. 66-71: Supply Chain Management414-1

New suppliers that werescreened using social criteria

PP. 69-71: Main Activities and Results

414-2

Negative social impacts in the
supply chain and actions taken

PP. 69-71: Main Activities and Results

GRI 415: Public Policy 2016415-1

Management approach
disclosures

P. 146: Anti-Corruption Initiatives

Political contributions

P. 146: Anti-Corruption Initiatives

GRI 416: Customer Health and Safety 2016

GRI 410: Security Practices 2016
Management approach
disclosures

P. 49: Diversity Training

Employee training on humanrights policies or procedures

GRI 409: Forced or Compulsory Labor 2016
Management approach
disclosures

GRI 418: Customer Privacy 2016

PP. 54-59: Human Rights

Operations that have been
subject to human rights reviews PP. 55-56: Human Rights Due Diligenceor impact assessments

412-2

PP. 54-59: Human Rights

Incidents of discrimination andP. 56: Follow-up Assessments
corrective actions taken
Management approach
disclosures

GRI 412: Human Rights Assessment 2016

P. 25: Companywide Materiality: Targets
and Results

416-1
416-2

Management approach
disclosures

PP. 50-53: Universal Design

Assessment of the health andsafety impacts of product andservice categories

PP. 50-53: Universal Design

PP. 79-80: Total Quality Assurance
PP. 79-80: Total Quality Assurance

Incidents of non-complianceconcerning the health and safety N/A
impacts of products and services

GRI 417: Marketing and Labeling 2016—

PP. 50-53: Universal Design

Management approach
disclosures

Incidents of violations involving—
rights of indigenous peoples
417-1

417-2
417-3

PP. 79-80: Total Quality Assurance

PP. 50-51: Universal Design
Requirements for product andservice information and labeling P. 131: CFP and Carbon Offsetting
Initiatives
Incidents of non-complianceconcerning product and service
information and labeling
Incidents of non-complianceconcerning marketing
communications

N/A
N/A

164

Sustainability Report 2023

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